The Problem
A client-services platform serving 500+ external clients and 100+ internal users had grown disorganized, slowing ticket resolution and frustrating both clients and staff.
Design Challenges
- Complex information architecture: years of feature additions had created confusing navigation.
- Multiple user types: external clients and internal staff needed different entry points.
- Legacy constraints: changes had to work within an existing technical environment.
The Solution
I reorganized the platform's information architecture and UX flows so users could find information, submit requests, and track tickets faster. The new structure prioritized the most common tasks and reduced dead ends.
How I Built It
I ran user research and task analysis, mapped current-state workflows, restructured navigation and page layouts, and validated the new IA with stakeholders before implementation.
Design Thinking
I used a user-centered approach to uncover the most painful friction points, then redesigned around real tasks rather than organizational silos.
Results & Impact
Daily ticket throughput doubled. Internal users and external clients reported faster navigation and clearer next steps.
Outcome — Lorena
This project demonstrates my ability to apply UX and information architecture to improve a complex enterprise platform.
Outcome — Company
CIBC Mellon improved client service efficiency and reduced the internal support burden on staff.
