Anna Matveeva

Leading a team

Design manager

Design Flow

Initially, our team was very small, the bank was just launching, and all interactions between teams were built on mutual understanding. However, as the product grew and the number of people increased, processes became essential. As a true product designer, I started by launching an MVP of processes

  • MVP

    Describe it as it was when mutual understanding prevailed, and implement it within the team

  • MMP

    Gather initial feedback, improve, and relaunch

  • MLP

    Refine to perfection

After the MVP, we realized that one process wasn't enough — tasks were too varied. We identified an issue with the division of responsibilities between the designer and product owner at certain stages. We noticed imbalances in some streams—designers were either just executing tasks or almost acting as managers. We addressed this in the MMP

The flow for launching a new product or major feature consists of 16 stages

The flow for launching a medium size feature consists of 12 stages

We separately developed the task flow for the discovery phase

CJM

We created the first version of the CJM for our products a year ago and have been continually improving it. All team members — managers, analysts, testers, developers, lawyers, and marketers—use our map. We established a separate task type specifically to ensure the CJM is updated after releases

Library

Design systems, CJMs, and handoff files aren't enough. We need a file with the latest designs.

We implemented a library of up-to-date layouts (master file) and the process for updating it so that designers always have the latest layouts available. (This file differs from CJM in that it contains layouts that should be used in design but may not yet have been released to production.)

Daily routine researches

I'm proud that our team emphasizes research heavily, validating almost every design step through qualitative or quantitative methods. Every Thursday, we have user days where we interact with users, show them our current work, conduct usability tests, and gather insights for discovering new ideas.

With the increase in the amount of research in the daily routine of our designers, our launches have become much better. We no longer increase contact rates or negatively impact our metrics. Before implementing such research practices, we experienced launches that put a huge strain on our call center or decreased conversion rates for the first purchase

Anna Matveeva

Leading a team

Design manager

Design Flow

Initially, our team was very small, the bank was just launching, and all interactions between teams were built on mutual understanding. However, as the product grew and the number of people increased, processes became essential. As a true product designer, I started by launching an MVP of processes

  • MVP

    Describe it as it was when mutual understanding prevailed, and implement it within the team

  • MMP

    Gather initial feedback, improve, and relaunch

  • MLP

    Refine to perfection

After the MVP, we realized that one process wasn't enough — tasks were too varied. We identified an issue with the division of responsibilities between the designer and product owner at certain stages. We noticed imbalances in some streams—designers were either just executing tasks or almost acting as managers. We addressed this in the MMP

The flow for launching a new product or major feature consists of 16 stages

The flow for launching a medium size feature consists of 12 stages

We separately developed the task flow for the discovery phase

CJM

We created the first version of the CJM for our products a year ago and have been continually improving it. All team members — managers, analysts, testers, developers, lawyers, and marketers—use our map. We established a separate task type specifically to ensure the CJM is updated after releases

Library

Design systems, CJMs, and handoff files aren't enough. We need a file with the latest designs.

We implemented a library of up-to-date layouts (master file) and the process for updating it so that designers always have the latest layouts available. (This file differs from CJM in that it contains layouts that should be used in design but may not yet have been released to production.)

Daily routine researches

I'm proud that our team emphasizes research heavily, validating almost every design step through qualitative or quantitative methods. Every Thursday, we have user days where we interact with users, show them our current work, conduct usability tests, and gather insights for discovering new ideas.

With the increase in the amount of research in the daily routine of our designers, our launches have become much better. We no longer increase contact rates or negatively impact our metrics. Before implementing such research practices, we experienced launches that put a huge strain on our call center or decreased conversion rates for the first purchase

Anna Matveeva

Leading a team

Design manager

Design Flow

Initially, our team was very small, the bank was just launching, and all interactions between teams were built on mutual understanding. However, as the product grew and the number of people increased, processes became essential. As a true product designer, I started by launching an MVP of processes

  • MVP

    Describe it as it was when mutual understanding prevailed, and implement it within the team

  • MMP

    Gather initial feedback, improve, and relaunch

  • MLP

    Refine to perfection

After the MVP, we realized that one process wasn't enough — tasks were too varied. We identified an issue with the division of responsibilities between the designer and product owner at certain stages. We noticed imbalances in some streams—designers were either just executing tasks or almost acting as managers. We addressed this in the MMP

The flow for launching a new product or major feature consists of 16 stages

The flow for launching a medium size feature consists of 12 stages

We separately developed the task flow for the discovery phase

CJM

We created the first version of the CJM for our products a year ago and have been continually improving it. All team members — managers, analysts, testers, developers, lawyers, and marketers—use our map. We established a separate task type specifically to ensure the CJM is updated after releases

Library

Design systems, CJMs, and handoff files aren't enough. We need a file with the latest designs.

We implemented a library of up-to-date layouts (master file) and the process for updating it so that designers always have the latest layouts available. (This file differs from CJM in that it contains layouts that should be used in design but may not yet have been released to production.)

Daily routine researches

I'm proud that our team emphasizes research heavily, validating almost every design step through qualitative or quantitative methods. Every Thursday, we have user days where we interact with users, show them our current work, conduct usability tests, and gather insights for discovering new ideas.

With the increase in the amount of research in the daily routine of our designers, our launches have become much better. We no longer increase contact rates or negatively impact our metrics. Before implementing such research practices, we experienced launches that put a huge strain on our call center or decreased conversion rates for the first purchase