Project
Banking CX Workshops
Product & CX Consultant, BE Group
I designed and facilitated structured discovery workshops for HSBC, bringing together product, design, engineering, compliance, and external development teams to align on where digital experiences were failing and what needed to change.
- Sessions covered onboarding, payments, card management, and servicing journeys — using journey mapping, behavioural data, and stakeholder input to surface friction and build consensus on product direction.
- The workshops resolved cross-team misalignment that had been creating delivery delays, clarified requirements that had been interpreted inconsistently, and gave teams a shared foundation for prioritisation and build.
Overview
Delivering digital transformation at HSBC meant working across product, engineering, compliance, legal, credit risk, fraud, design, QA, and external vendors simultaneously. Every decision had downstream implications, and misalignment between teams was creating delays and rework.
I ran structured workshops to cut through that fragmentation and build genuine cross-team clarity.
The problem
Teams operating in silos were interpreting requirements inconsistently. HSBC stakeholders and vendor teams frequently held different understandings of what was being built, leading to mismatched outputs, conflicting expectations, and avoidable rework cycles.
The challenge was not just getting people in a room — it was creating shared understanding that persisted and shaped actual delivery.
What I did
I designed and facilitated discovery workshops across key digital journeys: onboarding, payments, card management, and servicing. Each session brought together the right mix of stakeholders — product, compliance, design, engineering, and business — to work through the same problems in the same frame.
I used visual journey maps to communicate complex logic in terms everyone could engage with, regardless of their discipline. I combined those with structured requirement mapping, assumptions surfacing, and gap analysis exercises to ensure sessions produced concrete outputs rather than general agreement.
Between sessions, I acted as the connective tissue across 10+ stakeholder groups — proactively surfacing risks, reconciling disagreements by anchoring on customer outcomes and regulatory constraints, and making sure all teams operated from the same version of requirements.
I also ensured test coverage was explicitly mapped to requirements before sign-off, closing the gap between what was agreed in workshops and what was actually validated in UAT.
Impact
Delivery predictability improved, requirement ambiguities were reduced, rework cycles shortened, and cross-team trust strengthened. The projects moved through UAT and into launch phases with significantly fewer late-stage surprises.