Project
CX Overhaul for Major Banks
Product & CX Consultant, Chillimint
I built and applied CX review frameworks for major UK banks and Visa, auditing digital journeys across onboarding, card activation, payments, servicing, and dispute handling to identify where customers were dropping off and why.
- Each audit combined journey mapping, behavioural data, customer research, and competitive benchmarking to produce a structured picture of friction — and a prioritised set of changes tied directly to attrition and complaint reduction.
- Banks used the frameworks and recommendations to streamline onboarding, cut servicing queries, and reduce early attrition — turning CX review from a one-off exercise into a repeatable operational capability.
Overview
Customer experience problems in banking aren't usually mysteries — they're patterns that repeat across the same journeys, the same friction points, and the same failure modes. What most banks lacked was a systematic way to surface and prioritise them.
My work at Chillimint was to build that system and apply it across major UK bank and Visa engagements.
The problem
Banks could see attrition and complaint data at a surface level, but often lacked the structured diagnostic capability to understand what was driving those numbers. CX problems were identified reactively — through spikes in complaints or escalations — rather than through consistent, proactive review of the full customer journey.
Without a repeatable framework, improvements were ad hoc and findings weren't comparable across products, time periods, or institutions.
What I did
I built CX review frameworks designed to give a consistent, systematic view of how customers experienced bank products — across onboarding, card activation, payments, card management, servicing, and dispute resolution.
Each review combined multiple inputs: journey mapping across web and mobile, behavioural analytics and drop-off data, direct customer research, and benchmarking against industry best practice and regulatory expectations. This multi-source approach meant findings were grounded and defensible, not just qualitative impressions.
I prioritised recommendations by commercial impact — focusing first on the friction points that were driving the most attrition, the most complaints, or both. This gave client product and digital teams a clear starting point rather than a long list of undifferentiated improvements.
Across engagements I also helped clients build the internal muscle to run this kind of review themselves — so CX audit didn't remain a one-time consulting exercise but became a repeatable part of how they assessed and improved their products.
Impact
Banks applied the recommendations to streamline onboarding, reduce servicing load, and cut customer queries around navigation and feature discovery. Attrition improved on targeted journeys. The frameworks influenced roadmap decisions across multiple institutions and gave teams a shared language for discussing and prioritising CX improvements.