I’ve recently changed roles at Discover and am working on building out my digital team. There’s already a solid group of professionals in place shaping a best-in-class banking platform, but we are rapidly growing and I need more help.
This is a Senior Manager role with three direct reports, reporting to the Director which would be yours truly. I have worked at Discover for almost 15 years. We have a terrific culture and are recognized as one of the best run financial services companies in the country. We have a great credit quality portfolio, are well capitalized with strong profit and stock performance (NYSE:DFS).
We are located in Riverwoods, Illinois, just north of O’Hare airport and have a Chicago city satellite office.
Job Description
This position leads a team responsible for developing and enhancing a best-in-class banking web interface for Discover Deposit products. This person will work closely with a peer to drive the current and future state of the user interface across all digital platforms. It is critical for this person to steer and coordinate cross-functional groups that include Product Teams, Marketing, Business Technology and multiple external agencies to create and deliver innovative, simple, highly functional and aesthetically pleasing interfaces based on user-centered design principles. This person should be keenly aware and passionate about emerging design and usability trends across web, mobile and tablet, as well as the evolving digital payments ecosystem.
The Digital Experience team’s primary role is to understand business requirements and goals, and then work with external agencies to develop wireframes and design comps that will deliver the business results with a superior customer experience.
The Senior Manager must be analytics focused and able to leverage web tracking to inform design and enhance functionality already in production. It is important to be able to weigh quantitative and qualitative data before design begins.
Time to market is critical. The candidate must be comfortable operating in an agile development environment and make strong judgment calls based on the information and alternative scenarios.
Qualifications
 Bachelor’s degree required. Specialization in human-computer interaction, graphic design, product design or interaction design is a plus
7-10 years leadership experience in user-centered design, usability and development, preferably with a Fortune 500 company or leading digital firm
Seen as a thought-leader in creating best-in-class digital customer experiences for full site, mobile and tablet interfaces
Experience leading and/or observing user research and usability testing and translating insights into design decisions
Demonstrated ability to lead cross functional teams in the development of scenarios, workflows, site architectures, interactions notes, wireframes and designs
Experience in developing processes to manage complex activities
Demonstrated ability to translate business requirements into meaningful interactive experiences
Ability to effectively prioritize project requests based on clear methodology
Strong analytic skills and experience with web site behavior tagging and tracking
Effective communicator and comfortable with presenting to senior managers
Lean Six Sigma would be a plus.
We are an Equal Opportunity Employer and do not discriminate against applicants due to race, ethnicity, gender, veteran status, or on the basis of disability or any other federal, state or local protected class.
If you’re qualified and want to work for a highly respected company you can apply here.
It’s been more than two years now since Lehman Brothers collapsed, signaling the public start of the worst economic crisis in U.S. history. Two years in a downward spiral, followed by a bit of leveling off and now a narrow beacon of light piercing the blackness. Despite all those headwinds and pressure, most financial services firms have navigated through these treacherous waters and are now trying to grow in this new reality. Growth was far from our minds two years ago. It was all about battening down the hatches and retrenching. Oddly enough while all this turmoil was wreaking havoc, technology was blossoming, sprouting new connected devices and blurring the lines between web, media, entertainment, shopping and conversation. This amazing time of convergence might just turn out to be the protagonist in this economic story.
Google’s New York headquarters are located in the meatpacking district in a concrete bunker of a building on Ninth Avenue. I love the idea of that structure. I used to visit there in the late 1990’s when Barnes and Noble set-up their E-Commerce shop away from the more traditional bookstore confines across town. It’s a cavernous space with massive elevators large enough to lift delivery trucks. When you finally get past security, you feel you are in a place that could survive anything. A kind of a fallout shelter if you will. It was comforting. This was my first Google Finance event and I didn’t know what to expect. But it was Google, so I set my expectation high. At the end of the day they were exceeded. The agenda was extremely well structured for both content and emotion and, as it turns out worthy of an Aesop fable.
Google’s Principles for Innovation
Macroeconomic Landscape
Consumer Response to the Economic Crisis
Innovations from Google
Client Case Studies
Media Platform Convergence
Google TV and Android Demos
Dennis Woodside, VP for Google led off and immediately stepped on the gas. Things are moving faster than ever and the Internet is rapidly becoming the de facto communication channel. He laid out the evolution of the Internet as follows; read (early websites), buy (emergence of online commerce) and talk (social and mobile). He strongly echoed what others have been saying about mobile overtaking desktop, and soon. To illustrate the point of how quickly information is making its way to the net Mr.Woodside pointed out that there are 800 exabytes of information on the web today. Up until a couple of years ago, if you added up all of human information, radio and TV shows, books, music, newspapers, etc., it would only equal 40 exabytes. By 2020 Google predicts there will be 53 zettabytes of data online (1,000 exabytes = 1 zettabyte). In other words. Kind of a lot of stuff. He was all about speed and racing to get there first. Hare.
Up next were two impressive and informative speakers. Matthew Slaughter of the Tuck School of Business and John Gerzema, Chief Insights Officer at Young and Rubicam. Mr. Slaughter was from the school of cold, hard facts and it was a bit painful. He said his inclination was that of the optimistic Tigger, but prepared us for more of an Eeyore perspective. Of course all of us in that room knew the facts. We’d been following them for two years from inside our own firms. Hearing them in this setting, among our competitive peers and coming from an “outsider,” made me gasp and say to myself, “Did all that really happen?” Essentially he told us that it could take until 2020 to recover the 8.5 million private-sector jobs we had just lost. He did remind us that it’s in times of crisis that we produce our best innovation.
Found in a store window in downtown Detroit (John Gerzema)
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Mr. Gerzema, co-author of Spend Shift: How the Post-Crisis Values Revolution is Changing the Way we Buy, Sell and Live also had lots of stats and charts. But he channeled his message through people who were already innovating and making a difference locally. Not corporate masters of the universe, but simple, everyday people. It was inspiring stuff, witnessed first hand while on an across the country road trip. He spoke about consumers who have been hit hard by the crisis and have less value than in the past, but because of technology acceleration they have more power. Consumers are moving from mindless to mindful consumption. Trust is the key driver now, “Trust is the new black,” perhaps the quote of the day. It’s moving beyond traditional marketing for firms and toward actions and gestures brands must take and make to prove to consumers we care about them. He laid out five concepts defining this shift.
The New American Frontier – Optimism, Resiliency, Opportunity
Don’t Fence Me In – Retooling, Education, Betterment
The Badge of Awesomeness – Nimbleness, Adaptability, Thrift
Block Party Capitalism – Character, Authenticity, Locality
An Army of Davids – Community, Cooperation, Amplification
Firms must deeply understand consumer context and show them we will navigate for them. He rattled off more than a dozen examples that are worth checking out. Here are a few;Â bluhomes.com, whipcar.com, neighborgoods.net and sunrunhome.com. I’ve only just cracked his book, but it seems to hold many more nuggets, including this tidy summary of where he thinks things are going.
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My personal notes from Mr. Gerzma's presentation, Consumer Change and Evolution
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In short, the message is, quality is in and quantity is out. It’s all about slow now. Slow VC and trust based transaction models. Brands should not force consumers to lock in their purchase decision up front. Offer trial, sample experiences, then work with them until they get comfortable. This is challenging stuff for big brands, especially for those of us in the financial space, because it’s not logistically easy to trial our products. Tortoise.
Back to Aesop. Everything is accelerating, but slow is the way to go. We live a world that’s rapidly converging, think the film Inception. Immediate access to reliable information means consumers can re-purpose the time it used to take to research choices and redirect it to actually understanding what the product or service really does for them, and how it might be to work with the provider. They turn to social networks to help inform their decision. Firms need to invest quickly in the world of convergence so they can be more transparent and open about selling their goods and services. Perhaps even create a newbreed of products andservices expressly designed for trial. “No obligation, no one will call, no salesman will visit your home.” I realized long ago that you won’t learn precise recipes on how to succeed inside your own firm with these event concepts. After all, that’s why you get a paycheck. The best you can hope for are some strong case studies and clever networking.
After a savory lunch they took pity and allowed us to break from the world of stats and enter the world of Gopi Kallayil, a Google Product Marketing Manager for Search Advertising. He had just returned from 36 hours of traveling undertaken for the sole purpose of meeting with the Dali Lama. Show off. Mr. Kallayil was centered and calm and made keyword search sound like a search for the meaning of life. It’s not a type in field on Google’s home page, it’s the “white box” where a billion people across the world arrive at each day and tell it their deepest secrets and desires. Mr. Kallayil pointed out that people tell the white box things they don’t communicate to even the closet people in their lives. Probably true. We got a glimpse behind the curtain of how Google analyzes search terms and how that informs new products and services. He talked about the nnewly launched Instant Search as well as what they are doing around piping in social media conversations. But It was Gopi, so search transcends finding out where to find a latte. Someone noticed what results Google was returning when a user typed in suicide. They made sure that the crisis hotline 800 number showed up high in the results. The next month, calls to this hotline rose 10%.
The highlight of the day for me was Mike Steib, Director of Emerging Platforms at Google. He was engaging, entertaining and really knew his stuff. It was all about mobile, convergence and once again, speed; Hare. Mr. Steib urged us to design our web experiences for a TV screen as well as a mobile screen. He gave us his prediction for what percentage of the U.S. population will have a smart phone by the end of 2011, 100%. I really enjoyed how he took cutting edge ideas developed at MIT and brought them down to practical applications like getting a haircut. Even though his delivery was accessible and delightful, the real message was get going and do it now. It’s a new reality and we will need to figure out how to be a tortoise and a hare.
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Dennis Woodside, Matthew Slaughter, John Gerzema, Mike Steib (Steve A Furman)
The Google TV demo at the end of the day fell a little short for me. They did not have the devices connected to the Internet and so I couldn’t go to my web site, discover.com, to see how it would look on the big, beautiful Google TV screen. A bit of a miss. And one more thing. How about an afternoon break guys! Those aside, I’ll be back, that is if they invite me.
Tortorise and Hare images from free clip art server
I attended Finovate 2009 (Financial Innovation) in New York on Tuesday, September 29th. I love this format. Thirty-two companies show-up to present their next generation releases and try to convince banks and credit card issuers to buy their solutions and embed them into their online environments. Here’s the really cool part. Each firm gets only 7 minutes on stage and must demo their wares, no PowerPoint allowed.
You don’t want to go first or last here, but in my opinion the pre-lunch slots were the best in terms of keeping the audience’s attention and avoiding the numbing blur of one demo after another. There were a lot of mobile solutions, particularly for payments, as well as personal financial management applications and a sprinkling of social/community. Needless to say I won’t be summarizing all of them, but I want to make mention of the ones I found most interesting based on the following criteria.
Utility
Uniqueness
Innovative
Good user experience
Helps financial firms solve problems
Presentation quality
BrightScope – They had a mission statement. “Help Americans Retire in Dignity.” Their research showed a large percentage of Americans rely heavily on their 401k to support them after they stop working. Their online application rates over 10,000 plans with a simple score and shows you where yours stacks up vs. others. If your plan isn’t there, you can request it be added and in most cases it’s up within two weeks. It has a neat projection tool that calculates shortfalls in money, or additional years you may need to work. They also have a solution for plan advisors as well. I mention them because retirement is being re-thought by almost everyone in the wake of the downturn. Also for their focus on trying to do one thing and doing it well. Visit them here.
BancVue/First ROI – I know, not a memorable name, but their product is called Kasasa (new day). It’s a turn key co-op solution that helps smaller banks come together and at least have some way of competing with the mega-banks. They focus on the younger market by offering a rewards checking program that pays them in iTunes cash. Spending is only part of the solution. The program encourages saving and giving to charity. The marketing is really crisp and encompassing. They seem to have thought of everything; advertising, customization, all the way down to email reminders. Great presentation and the only firm to bring a customer on stage for a testimonial. This one was my choice for best in show and I found out later, that it actually won it. Visit them here.
TILE Financial – Their observation is today’s wealth is sandwiched between the aging population and their financial advisor. When the inevitable time comes, that wealth, about $1 trillion according to TILE, transfers to survivors and the advisor and her firm loses it. Their solution, The Investing Learning Environment (TILE). It helps manage the shift in assets from one generation to the next while keeping the funds and investments at the firm. Three modules in the application, Spend, Grow and Give help young and old make decisions together as well as reinforce the practice of giving back to the less fortunate. They have an elegant user-interface and a strong feature set that seems usable for seniors, but cool enough for their children. The spend module captures where spending occurs and presents company stock price and carbon footprint adjacent to the transactions, expanding the potential horizons. I spoke with them afterwards because I was curious as to how they were selling the product. It needs to travel from advisor to client to their family in order for the relationship to take hold. They didn’t give me a satisfying answer apart from saying this would be most effective to newer wealth. Visit them here.
Yodlee – In the past Yodlee has always been strong in functionality, but not always the most easy to use UI. This time around they clearly focused on the user experience and presentation layer in their upcoming release. Their MoneyCenter product accounts for 90% of their use cases onto one widgetized screen, eliminating pop-ups, glides and page reloads. These widgets can be dragged around the screen to create a personalized environment. The window is framed off with the ability to house critical stats you always want front and center. And oh yes, it’s now blue. These changes are big moves. Viewing, tracking and paying are all here. They have an interesting feature that shows good and bad days to pay based on your cash flow. They announced a partnership with UltraSoft that will come to the rescue of soon to be abandoned MS Money users. Your data will be fully importable to Yodlee in the near future. Visit them here.
iPay Technologies – The women who presented really made their product come alive with the use of personas and storytelling. Tops here. They took us inside the world of a small business owner and their back office assistant as they demonstrated the product. Take away here is, the owners are too busy to bother with the office, and the office managers need help getting direction from the owner. Their solution gives business owners a customer database, online invoicing, online payments and choice of templates for easy personalization. Their get paid faster functionality allows business owners to email the invoice and their customers can click into the iPay site and pay right there. An email summary is produced at the end of each day so keeping track of your money is easy. Nice interface. Clean, feature-rich, but not confusing. Visit them here.
That’s my short, short list. I thoroughly enjoyed the day and got some great ideas to bring back to the office. Would consider returning next year.
Customer Expectations During the Online Application Process
This post closes out my series on the Forrester Finance Forum held in New York City on June 23rd and 24th, 2008. You can read part one here and part two here. I always walk away from a Forrester Forum with a rich list of insights. If I were to stop and try to characterize one benefit that attending a Forrester Forums gives me, its energize me to challenge the status quo.
Photo Credit: Steve A Furman
Brad Strothkamp, principal analyst at Forrester, presented Mastering Web Sales by Focusing on Shoppers’ Expectations on the second day. The stats are interesting and compelling. 40MM consumers applied for a financial service product online in 2007, and 50% of them were applying online for the first time. That’s significant, because most of us who design online applications do so with deep knowledge of financial products and how the systems work. We are also keenly aware of what we want as a business, which influences how applications are designed and coded. We are too close and too knowledgable. Consumers are seeing our application designs for the first time. Brad’s presentation caused me to step back.
He talked about how there are many missed opportunities, and if we got even a little bit better, we would be richly rewarded. His stats say that consumers appear to be happier applying by phone or in person vs. the web, despite all the work and time that has been put into creating online applications. We in financial services want everyone to apply online, but of course the reality is not everyone will. Consistent and systematic improvement is the goal.
I have seen a statistic from Jupiter Research that states, 50% of consumers who start an online financial services application have no intention of completing it. They are there to shop or learn more about products. I didn’t see this referenced in Brad’s presentation. I wonder if Forrester has come across this, if it was taken into account, and what they would say about it. Forrester takes questions on 3 x 5 cards that are passed to analysts during the talks. Questions are then asked in the room at the end of each session. I submitted this question, but it wasn’t asked.
Consumers have a set of expectations they carry across all channels. Clarity, anonymity (only give as much personal information as is absolutely necessary) and speed. But they hold the web to a higher standard. Convenience (can I do it all online?) and the desire to not be pressured score high with prospects. The online process must of course be simple, secure and transparent throughout. And consumers want a safety valve if things go wrong, meaning human assistance immediately. Firms need to balance having a lower cost for taking the online application with offering human help in case it’s needed. This is a maximize sales at the lowest cost problem that needs to be explored through testing.
Brad spent his time on human reported behavior as well as presenting some good and not so good real life examples that drove the point home. He did not touch on application form design, but design is critical to getting someone to the finish line. There are oh so many ways to design a form, but there are clear best practices. Here is a short slide show that offers some. Coupling Brad’s insights with web form best practices would be a winner.
I was a little surprised Brad didn’t address a growing trend on the part of consumers to consult the social sphere of information before completing a transaction. Clearly his focus was on the application process, but there is a very complex set of interactions now at play immediately prior to and perhaps even during this moment of truth. That would be the social community. Consumers trust companies less and their peers more. The traditional marketing funnel is losing power. I’ve heard Forrester talk about this, but was it wasn’t brought out here, probably due to keeping the talk focused.
I am seeing a lot of evidence that consumers research on company sites, then pause their shopping to consult the social sphere of information. Who else has this product? What are they saying about it? If it passes the test, a consumer will possibly return to the company site and proceed through the sales funnel.
Once they come back to the site, the basic requirement seems to be speed, as 46% of consumers expect to complete the application in 10 minutes or less. People want to do everything fast, even when it comes to complicated or critical financial transactions. And of course FI’s want it to happen fast as well. Convenience is not a feature of the channel, it’s an assumption, and more importantly, 57% of consumers expect to be using the product in 24 hours or less. Instant gratification for an instant society.
Financial services products have become very much a commodity over the last few years, which makes it more difficult for firms to find meaningful differentiators. Each company copies the other as competition for the credit worthy or wealthy has become fierce. We all chase the same customers for the most part, which elevates the application process to an extremely significant moment of truth.
One thing that is critical to remember to get dead on right is the product page. Although consumers say they want speed, they want the right product even more. This is where your product page comes in. It’s got to work hard and deliver on the key features of your product and why it’s better. No one is applying for anything without looking at the product page. Get it right.
Looking forward to the Forrester Consumer Forum in the fall.
expedientmeans.com 