From In-Person Service to Digital
I innovated the consortium with gamification and transparency.
Cliente
App Bamaq Consórcio · Bamaq
Role
Product Stage:
0 to 1
Ano
2020
01
Problem
The consórcio was hard to understand, bureaucratic, and marked by distrust, resulting in long journeys, cancellations, and low perceived value.
02
Solution
I rebuilt the journey from scratch, using prototyping, storytelling, and gamification to turn complex processes into simple, visual, and motivating experiences
03
Results
The digital solution raised the brand's reputation, increased efficiency and conversion, and became the starting point for new products and the company's innovation department.
Tradeoffs
I chose to present an ambitious vision to secure executive support and professional growth, even knowing the MVP would need to be leaner. I brought gamification in as innovation, taking the risk of introducing an uncommon approach in a conservative market, while balancing long-term vision with real technology limitations and internal maturity.
Overview
At the peak of the digital transformation of the Brazilian market, Bamaq Consórcio had an urgent need to modernize and digitize its service. The main obstacle of the product was turning something so complex into something easy to understand, clear, and that encourages everyone to have a well-planned, goal-focused financial life.
To make things worse, due to several factors such as poor management by some administrators, incorrect sales, promises, and mainly the lack of transparency, distrust and prejudice were brought to the Consórcio.
⏳ Analog, bureaucratic service that was hard to understand
Simple actions like paying bills required physical trips🛑 Lack of transparency and negative reputation
A bad track record and poor communication generated prejudice and insecurity📉 Long and inefficient purchase journey
Led to cancellations and lost customers
"More than a technical challenge, the project required a cultural transformation. It was necessary to win back customers' trust and translate a complex service into something clear, accessible, and efficient."
Strategy
The product started practically from scratch. There was no documentation of the service flows, and the processes lived in people's heads. So the whole journey was mapped manually, by interviewing teams and analyzing complaints and reports from customers who visited the company's headquarters.
Here, the hands-on work was very important, with wireframe sketches on paper and constant sharing of ideas. Feedback from colleagues was essential, mainly to make sure the journey flow was correct.
I led the creation of the product, with storytelling and a clickable prototype that was the turning point that unlocked executive support and attracted the resources needed to take the project off the paper internally (the initial idea was to hire an outside company for the design). That moment was essential to show the viability of the solution and engage the leadership with the project.
The idea was to do a "moonshot": show the stakeholders where we wanted to take the product in the long term and provoke surprise. The big challenge was turning such a complex subject into a visually impactful solution.
Grupo Bamaq has strong brands (Porsche, Mercedes-Benz) and popular sports sponsorships (like Atlético Mineiro). This inspired the use of 🏅 gamification, making tasks that used to be hard easy to understand, and small actions became something to celebrate, just as it should be in financial life.
Moments like being awarded a consortium letter, completing the whole plan, and even a simple installment payment became reasons to celebrate. On top of that, everything was rewarded with points that could later be exchanged for prizes such as official jerseys, exclusive dealership visits, and much more.
Another important area of focus was conversion. Basic actions were designed to be done with minimum effort. Selling a quota, for example, was designed in 3 simple steps.
After approval from the board and the stakeholders involved, an external service provider was hired, since the company had no Technology department, much less developers.
Results
📈 Reclame Aqui score went from 6 to 9
📈 Productivity gains and higher sales conversion
📉 Drastic reduction in in-person support
Beyond the significant results, the app brought major changes to the business:
✅ Creation of the company's Technology and Innovation department, with new hires
✅ The improved experience raised customer trust and strengthened the consortium service
✅ The solution inspired the launch of new digital products: Broker App and Orbbits
✨ With great pride, the innovative bidding method with real-time feedback was later replicated by other administrators in the market.
Learnings
📌 Minimalist design, although aesthetically beautiful, creates accessibility problems, mainly with contrast.
📌 The moonshot was useful for the impact of the presentation, but it created false expectations for an MVP.
