End-to-end redesign of Chase's rewards platform across 36 credit card portfolios, serving 45M cardholders on mobile native, hybrid, and web.
Client
JPMorgan Chase
Year
2022-2026
Timeframe
Ongoing
Role
Lead UX Designer
Outcome
-18% call volume · +11% redemption completion rates · NPS improvement 2023–2025
WEB
HYBRID
IA
Chase's rewards platform was built and maintained by a third-party vendor before mid-2022. The result was an experience that looked like an e-commerce site — inconsistent, promotional-heavy, and difficult on mobile. When declining NPS and rising call volumes made the problem undeniable, Chase formed a dedicated in-house team and handed us the keys.
This is what we inherited. And what we chose to fix.
The team consistently received direct feedback from customer research, call centers, online questionnaires, and credit card forums. These are complaints — complaints drive calls - No one likes complain calls.
User research revealed a fundamental split in intent. The legacy design served neither mindset well.
Designing for both didn't mean building two separate experiences. It meant creating a single system capable of serving two fundamentally different states of mind - something the legacy platform had never attempted.
I didn't treat them as blockers. I treated them as the design brief.
Rather than a single cutover, we sequenced releases over six months — highest-dependency modules first, each launch informing the next.
For in-depth design experiments, decision-making logic, and localized strategy implementation, please request the full case study.
Post-launch metrics tracked across one, three, and six months confirmed each design decision — and opened the door to phase two.
These weren't vanity metrics. They were the OKRs we committed to before a single screen was built.
With Phase 1 metrics as foundation and a new set of business OKRs — including new card launches and brand refreshes across Chase Travel and Shopping — I expanded my ownership across the full UR module. In parallel, I mentored three junior designers through delivery: coordinating their access to stakeholder input, analytics, and engineering resources.
My primary initiative was leading card branding expression within UR — translating Chase Sapphire's premium positioning into experience design. This meant extending the IA and navigation logic to surface card-specific benefits clearly, reduce co-brand confusion, and create visible differentiation for high-net-worth cardholders.
The platform simultaneously migrated from Angular to React, bringing a new design language system. I worked closely with the design system team to ensure visual coherence across all modules — translating the new language without undoing what Phase 1 had established.
Chase's All-in-AI strategy has been a forcing function. As a product line within the Chase ecosystem, UR is positioned to extend the existing AI infrastructure — and take rewards guidance to the next level.
