The Problem

Consórcio is one of the main financial planning mechanisms in Brazil, but its experience is still shaped by bureaucracy and lack of trust. At Bamaq, basic actions like paying a boleto, placing a bid, or tracking the status of a share were difficult, slow, and unintuitive. Many processes depended on in-person visits, printed contracts, and inefficient communication channels.

Customers reported that boletos didn’t arrive, bids couldn’t be sent in time, and the date of monthly assemblies was hard to find. Internally, desks were stacked with paper contracts, and the process of closing a deal could take up to 24 hours, generating high costs and low productivity. Complaints on public platforms like Reclame Aqui were frequent, especially regarding poor service, lack of transparency, and confusion about how consórcio actually worked.

More than a technical challenge, the project required a cultural shift. We needed to rebuild customer trust and turn a complex service into something clear, accessible, and efficient.

High-fidelity user flow designed to structure the app’s information architecture, define navigation logic, and support scalable UX decisions.

Research & Insights

The project started almost from scratch. There was no documentation of the process, and most of the operational knowledge lived in people’s heads. We manually mapped the full journey, interviewed staff from different departments, and analyzed feedback and complaints from customers visiting the company.

To organize the app’s basic services, we ran a card sorting exercise, helping to structure the core features according to how users understood and prioritized them. We also ran benchmarks with leading financial apps, since the consórcio market lacked strong digital references.

During this immersion, we also identified a strategic opportunity: Bamaq Group had strong brand associations with Porsche and Mercedes, as well as sports partnerships with strong emotional appeal. However, this brand potential was not reflected in the digital experience. We saw in design a way to bridge the rational value of consórcio with a more emotional and engaging user experience.

Our guiding hypothesis for the MVP was clear: digitize essential steps like contracts and boletos, make share data accessible, and eliminate dependence on physical interactions. We prioritized areas with high operational cost and high complaint volume.

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Strategy & Execution

The vision was ambitious from the start. The goal was not just to digitize processes, but to transform the consórcio experience into something transparent, trustworthy, and rewarding.

I led the creation of the product vision, combining storytelling with a navigable prototype. It became the turning point that unlocked executive support and attracted the resources needed to bring the project to life internally. This presentation was crucial to prove feasibility and get leadership aligned behind a clear roadmap.

I created detailed user flows to help the technical team understand the information architecture and navigation logic. The high-fidelity prototype served as a tool for alignment across teams and became a reference for development.

Once we got approval, we moved forward with an external development partner. I led the full handoff, organizing all documentation and interface flows. Since there was no design system, consistency and clarity were essential.

Among the solutions implemented, gamification played a central role. Key actions like placing a bid or paying installments were reimagined as moments of achievement, rewarding users with points that could be exchanged for official jerseys or exclusive visits to partner dealerships.

"The goal was to turn the consórcio journey into a continuous value experience, not limited to the moment of contemplation."

The bidding feature, a critical part of the consórcio, was redesigned to offer real-time transparency and predictability, something never seen in the market before.

Gamification with the use of small achievements and point exchange.

Results & Business Impact

The project also encouraged the creation of Bamaq’s Technology and Innovation department, paving the way for new initiatives such as the broker app and the internal platform Orbbits.

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*For privacy reasons, some data has been hidden and parts of the process have been condensed to highlight the key points. Want to know more? Feel free to get in touch!