Redesigned and systematized Chase's tracker components across 50 card products, establishing a scalable framework adopted by 5+ business lines.
Client
JPMorgan Chase
Year
2024
Timeframe
6 months
Role
Lead UX Designer
Outcome
60M+ users impacted · Adopted across 5 LOBs · 50 card products · Reduced call volume + design overhead
WEB
NATIVE
DESIGN SYSTEM
Trackers looked like a small UI pattern. But across Chase products, they were quietly doing a big job: helping customers understand what they had earned, what they had left, and what action to take next. The problem was not that one tracker was broken. The problem was that every tracker was solving the same question differently.
I once spent an afternoon counting. Across Chase's product ecosystem: 19 distinct tracker implementations. Same interaction model. Eight teams. All building the same thing from scratch, each slightly differently, each convinced theirs was right.
None of them were wrong, exactly. That was the problem.
A tracker makes a promise — this is where you are, this is where you're going, the system knows the difference. When that promise looks different across every product, users don't think "bad UX." They think: I don't trust this bank.
At 45 million cardholders, inconsistency isn't a design debt. It's a business risk wearing a UI.
Legacy tracker examples: cross-product audit
3 trackers from different products, similar logic
Each team designed in isolation. The result: 19 implementations of the same concept, none of them talking to each other — or to the user consistently.
There was no shared foundation to build from. Every new tracker meant starting over — more design work, more engineering rework, more time nobody had.
Vague tooltips. Mismatched terminology. Progress bars that meant different things on different cards. Users were confused — and calling the support line to say so.
So we stopped patching. And started asking why.
Each team had solved the same problem independently — because there was no shared starting point. The inconsistency wasn't visible inside any single product. It lived in the gaps between them.
Fix it once at the system level. The benefit multiplies automatically.
Before touching a single component, we needed to understand how users actually thought about trackers — and what 'understanding' even looked like at scale.
The research didn't just tell us what users preferred. It revealed a fundamental difference in how people mentally model value — and that changed everything.
This became the logic engine behind every design decision that followed.
The insight wasn't just academic. It gave us a design framework with real constraints — and real freedom within those constraints.
Same component. Different logic. For the first time, the design system knew the difference.
The goal was never to ship one tracker. It was to make sure no team at Chase would ever have to build a tracker from scratch again.
Adopted by 5+ teams within 6 months
The foundation is built. The next chapter uses it as a data source.
A component-level decision. An ecosystem-wide result.
All data shown as of Q3 2025, with NDA compliance.
