A white-label credit card platform serving 1.5M+ customers across six partner brands and three platforms. Over several years I owned the core cardholder journeys, onboarding, disputes, payments, credit, and built the token-based design system underneath. The result is measurable: App Store rating from 3.2 to 4.7, Customer Satisfaction from 5.6 to 8.9, and less support volume through clearer self-service.
Every cardholder journey in a regulated credit product is long, branching, and consequential, money, credit, and compliance checkpoints at every turn. My core IC work was taking these journeys apart and rebuilding them so the complexity stays in the system, not in the user's head. Below: how that looks in practice, using the flows that moved the numbers most.
Disputing a transaction is where an annoyed customer meets a legally constrained process. The flow spans 30+ states: transaction selection, reason taxonomy, evidence collection, and a waiting period that used to generate "where is my money?" support calls. First, the full map, then the moments that matter.
The outcome logic: guided intake plus proactive status communication turned a top support driver into a flow customers finish on their own, one of the concrete levers behind the support-volume reduction and the satisfaction jump.
The application journey is the single highest-stakes flow in the product, every abandoned application is a lost customer. It's also compliance-heavy: identity, credit checks, and mandated disclosures can't be removed, only sequenced and framed well. The redesign cut cognitive load per step and made progress and requirements transparent, measurably reducing drop-off.
Turning revolving credit on or off is a financial decision with real interest consequences, the opposite of a toggle. The design makes the consequence legible before the commitment: what changes, what it costs, and how to reverse it. Clarity here is consumer protection, not just usability.
Payment approval is the journey with the least patience: the customer is mid-purchase, the merchant is waiting, and a regulatory authentication step stands in between. The flow had to be instant to understand, hard to fail, and reassuring on security, across every partner brand.
Every partner gets their own branding, colours, logo, card design, and sometimes custom features. But the underlying platform must be consistent, compliant, and maintainable. Without a cross-platform UI system, that means duplication: six brands × three platforms = 18 parallel design maintenance chains, all drifting apart over time. Compliance changes cascade manually. Every partner update requires rebuilding rather than re-theming.
The cross-platform UI system was the infrastructure that made scalable, consistent partner delivery possible.
We built a three-layer token system as the foundation. Tokens define design properties, colour, typography, spacing, radius, shadow, as named variables, customised per partner at the brand layer, not the component layer.
A new partner rollout became a theming exercise, not a redesign exercise. This was the central efficiency gain.
Managing a design library across Web, iOS, and Android means balancing platform conventions with cross-product consistency. Each platform has its own interaction patterns and native metaphors, ignoring these produces designs that feel wrong and are hard to build. Ignoring cross-platform consistency produces a fragmented interface experience.
This is not a single app with a few variants. The Co-Branding department runs several fully distinct product streams simultaneously, each with its own partner relationship, feature roadmap, compliance requirements, and release cadence. They share a platform and cross-platform UI system underneath, but each is a real product with real users and real business stakes.
Each partner's mobile app is a fully branded experience, the same platform and component library underneath, a distinct product on the surface. My work covered both the core cardholder journeys shared across all partners and the partner-specific features and brand applications.
Beyond the visual branding, my main design focus was on the core UX journeys every cardholder goes through, regardless of which partner they're with. These are the highest-stakes flows in the product: where users make decisions about money, credit, and account management under regulatory constraints.
I joined as the department's senior designer and stayed hands-on on its most complex design problems throughout, the journeys and system work shown in this case are my IC work. Along the way I also grew the design function: hiring and mentoring two designers, establishing critique and cross-platform review rituals, and representing design in product strategy. The leadership was in service of the work, not instead of it.
The most demanding IC work involved multi-step workflows with significant branching logic, chat-back flows for dispute resolution, complex card management states, multi-step onboarding with compliance-driven branching, and edge cases that required careful state mapping. These required tight IA, clear error and loading states, and close collaboration with engineering to stay buildable and compliant.
Transaction filtering in a credit card product is deceptively hard. Users need to combine date ranges, amount ranges, categories, merchant names, and card types across potentially thousands of transactions. The design challenge: make this powerful for the analyst, invisible to the casual user who just wants to find yesterday's coffee.
Open to Lead, Principal & senior IC roles, Amsterdam or remote across the EU.