Context.
The Amazon Visa, a co-branded credit card with Chase, is Amazon's flagship payment product. Until 2023, customers could only manage their cards through Chase, resulting in the following pain-points:
- Rising late fee incidence leading to attrition: After approval, the Amazon Visa becomes customers’ default payment method. Those without a Chase relationship (66% of new applicants in 2020 ~1.2 million) must wait 7-10 days for the physical card to setup their card account during which time they may accrue a balance. This delay in account setup led to one in five new customers paying late fees, and 6% closed their accounts within six months—three times the Chase benchmark.
- Low customer ratings: 50% of 1-2 star reviews for the Amazon Visa cited poor account management experience. Notably, 90% of potential and 72% of existing customers wanted to manage their card directly on Amazon.
As part of Amazon's S-team goal, the card Product leadership to launch 6 projects to bring card account management within Amazon. I led the UX efforts for 3: Pay Bill, View Statements, and View Transactions. Before starting, I collaborated with an external research agency to identify customers' key needs and the top seven Jobs-To-Be-Done in context of credit card account management. I used these insights to shape my UX strategy and aligned with the Product and Engineering teams on customer goals.
Background.
"If this is the Amazon credit card why can't I access the account from Amazon"
1-star, Amazon customer, Feb 2021
The Amazon Visa business runs on top of wallet behavior: getting customers to use the card off-Amazon through features like card offers and bonus cashback on specific merchants and categories. The card dashboard (internally, the Existing Cardmember page) is where customers discover and engage with all of it, servicing features and offers alike. But the page was designed before any of those features existed.
In 2022, as we were bringing card management in-house, I realized our servicing goals (reducing late fees, attrition, and 1-2 star ratings) all depend on customers being able to find the features we were building, and they were all going to land on a layout that didn't match how customers think about managing a credit card. No one owned the problem, so I made the case myself with a quick end-to-end user flow and wireframes. Product agreed but couldn't commit resources away from what was already planned.
A year after launch, the data showed customers having exactly the difficulty I predicted: 28% of customer contacts traced back to customers not finding servicing features, and 77% of usability participants couldn't find features like transactions on their first attempt. I made the case again, and the redesign was included in the product roadmap for 2025.
Project goals.
The project goal was to increase customer engagement with the dashboard so that customers can easily find and use the servicing features we built, and discover the offers and cashback experiences that drive card usage off Amazon.
Team.
Product Manager, UX Designer (me) , Software Developer Manager, Six Engineers
My responsibilities included creating end-to-end user flows for every servicing feature, dashboard wireframes and high-fidelity mock ups, ingress and placement decisions for each launching feature, accessibility annotations, and presenting the redesign case to product leadership.
Design & outcomes.
Once the redesign was approved, I started with the research and usage data to understand how customers were actually using the page. That surfaced a segment we weren't serving at all: customers who would never link their bank account and would always manage their card at Chase. For them, most of the page was dead weight, a layout full of servicing features they couldn't use.
That insight shaped the core of the redesign: a dynamic layout that adapts to how each customer uses the page. Linked customers get a servicing-first dashboard with payments, transactions, and account details up front. Unlinked customers get a page built around what's relevant to them, like offers, rewards, and the option to link. Servicing kept the top of the page in both cases, since managing the card is the customer's primary job there.
Discoverability couldn't be solved by the page alone, so I also designed new entry points in high-traffic locations across the app, like the Me tab and the navigation flyout, so customers could find servicing and offer features without knowing to look for the dashboard first. This also gave the offers team the reach they wanted through distribution instead of competing for position at the top of the page. The redesign and discoverability features launched with the following outcomes:
2.3x
increase in monthly visits (3.3M to 7.7M)
31%
increase in monthly customers (1.3M to 1.7M)
$158 OPS DSI
per account linked
P0 (Oct '23).
P1 (Sept '24).
Dynamic ECM layout framework.
ECM proposal - high fidelity w/ widgets
Discoverability - "Me" Tab ingress & improved wallet page
Discoverability - Desktop navigation flyout.
📝 Note: This page shows only parts of the project. In-depth/sensitive details and end-to-end UX can be covered in person or during the interview process.
