Nubank scaled fast. The fraud and chargeback team did not. Agents were working across multiple disconnected tools, switching context constantly, and manually copying information between systems. At the volume Nubank was handling, small inefficiencies multiply into major operational risk.

This was not just a UX problem: slow resolution times affect customer trust, regulatory compliance, and the business capacity to manage fraud losses at scale.

Agents needed to access case details, transaction history, customer communications, and resolution options from different places, in a specific order, without a shared workflow structure.

• High error rate
• Inconsistent processes
• Slow resolution

• Agents followed a mental workflow that didn't match the tool's structure and they'd developed workarounds
• The biggest time sink wasn't resolving cases; it was gathering information before making a decision
• Senior agents were faster not because they worked harder, but because they had pattern recognition built over months

We identified the reusable information units agents needed — transaction data, customer history, risk signals, communication threads — and rebuilt the interface as a widget-based system.

Each widget could be composed into case-specific views, so different fraud scenarios showed different information in the right order. Navigation friction dropped because agents no longer had to leave their context.

Automation for repetitive steps reducing manual actions.

As part of Mexico's regulatory requirements to obtain a banking license, Nu needed to implement transfer security features under a strict deadline, non-compliance would block the license entirely.

The challenge wasn't technical, but experiential: how to introduce a security layer in a product known for its seamless experience without making users feel restricted or under scrutiny.

Transfer limits are a blunt instrument. Set them too low: you frustrate legitimate users. Set them too high: you create fraud exposure. The real design problem was giving users control and transparency and not just implementing a limit.

• Users didn't know limits existed until they hit them — causing frustration and support tickets
• The adjustment flow needed to be simple enough for low-digital-literacy users
• Security mechanisms had to feel trustworthy, not punitive
• Timeline was fixed. Scope had to flex.

• Transparency before friction: showing the limit before the transfer attempt reduced drop-off
• The adjustment flow needed to feel like a feature, not a support process
• It was necessary to use a security mechanism that was already known and highly efficient.

We designed a lightweight, two-part solution: a proactive limit display embedded in the transfer flow, and a self-service adjustment screen that let users request changes with appropriate security verification.

BBVA operates across multiple LATAM markets — each with its own regulatory environment, credit scoring systems, and user expectations. Each country had built its own loan flow independently, leading to fragmented experiences, duplicated design effort, and an impossible-to-maintain product portfolio.

The goal was to unify without homogenizing — build a shared foundation that each country could adapt without breaking the system.

This wasn't a visual inconsistency problem. It was a structural one. Flows differed screen by screen, logic by logic. Shipping a new country meant starting from near zero. Updating a step in one country didn't inform any other.

• No shared design language across countries
• High time-to-market for new country launches

• Despite regulatory differences, 80% of the loan flow was identical across countries — only specific steps varied
• Local teams needed control over country-specific steps without being able to break shared components
• Trust signals (BBVA brand, clear pricing, no hidden fees) had outsized impact on completion rates

• Core flow modules: offer presentation, deposit account, Terms and Conditions and confirmation
• Configurable slots: country-specific legal disclosures, identity verification steps, scoring explanations
• Transparent pricing design: redesigned the offer screen to make rate, term, and total cost legible at a glance
• Shared component library: co-built with engineering to ensure modules were truly reusable at implementation level

This project was as much about org design as product design. Each country had its own PM and local stakeholders with legitimate needs and opinions. I ran cross-country alignment sessions to identify what was truly universal vs. locally required — and built that distinction into the system itself.

Working with engineering early was non-negotiable. The system only works if the components are genuinely reusable at code level — not just in Figma.