Financial Services · Product Design · Design Ops
Lumo: payroll credit across channels
A connected credit ecosystem across web, app and contract signing.
- Role
- Senior Product Designer / Lead
- Timeline
- 4 months + 3 months of continuous evolution
- Year
- —
- Team
- Business, Product, Engineering, QA, Data, Risk, Legal and Operations
One credit ecosystem. Three connected surfaces.
Payroll lending · web, app and signing
Build your credit combo
Choose up to five eligible contracts.
New contract
R$ 3.100
Advance
R$ 2.500
Refinancing
R$ 4.300
Portability
R$ 1.850
New margin
R$ 980
Everything before you sign
01 — Executive context
Credit was not one journey. It was an ecosystem of rules, channels and decisions.
Lumo offered INSS, FGTS advance and CLT payroll loans across an app, an open contracting website and a separate contract-signing experience. New contracts, portability and refinancing shared foundations, but each product brought its own eligibility, operational and regulatory logic.
- 4 months
- from framing to launch
- +3 months
- of continuous improvements
- Significant
- share of the bank's gains
02 — Role and scope
Primary ownership on the contracting and signing websites, with targeted support in the application.
Contracting website, end to end
I led the responsive contracting website: entry, authentication, a combo of up to five eligible contracts, optional insurance, bank details, address, review and confirmation.
Signing website
I worked through multiple signatures, consent, cost disclosure, permissions, biometrics, documents and the contextual states connecting each proposal to a valid contract.
Application, in partnership
I supported selected application initiatives and their consistency with the wider ecosystem. I did not design every screen; another Product Designer shared this front.
03 — Alignment
Many stakeholders. One shared path to decision.
The hardest part was not drawing the flow. It was aligning bank stakeholders, business, product, engineering, QA and data while requirements also depended on legal, risk, operations, insurers, white-label platforms and regulatory interpretations.
My previous work in banking, insurance and payments helped me turn BACEN- and SUSEP-related constraints into clearer product decisions. Frequent co-creation, critiques and validations kept disagreement visible and moved the group toward evidence rather than opinion.
Double Diamond · adapted
Evidence → decision → delivery
01
Understand
Rules, actors and constraints
02
Define
Shared opportunity and scope
03
Develop
Co-creation and prototypes
04
Deliver
Validation and evolution
04 — Three surfaces
One product logic, adapted to each channel.
The main ownership: an open, responsive journey where customers could combine eligible credit offers.
Credit for what comes next.
See your available offers in a few steps.
Open-channel entry
Build your credit combo
Choose up to five eligible contracts.
New contract
R$ 3.100
Advance
R$ 2.500
Refinancing
R$ 4.300
Portability
R$ 1.850
New margin
R$ 980
Multi-offer combo
Review your combo
With insurance
Without insurance
Coverage details and all costs stay visible before confirmation.
Contracting review
Combo confirmed
Three contracts are ready. We will guide each signature separately.
Contextual confirmation
05 — Design Ops
Documentation made a complex credit operation governable.
The source of truth connected product rules, regulatory references, flowcharts, interface variants and test evidence so decisions could survive handoffs and continuous change.
System
Reusable components for combos, with/without insurance, cost breakdowns, multiple signatures and contextual success, pending and error states — with light/dark parity.
Decision trail
Business rules, flowcharts, variants, approvals and handoffs connected through Confluence, Loom, Jira, FigJam and Figma.
Quality loop
Critiques, product validations, QA reviews and data feedback turned launch into a continuous operating rhythm.
06 — Outcomes
A launch that became an important business line — and kept improving.
Business relevance
Payroll lending went on to represent a significant share of the bank's gains. Confidential figures remain undisclosed.
Operational clarity
Documented rules and shared components reduced ambiguity across product, engineering and QA as demands continued after launch.
Alignment as delivery
Co-creation converted competing constraints into decisions that the multidisciplinary group could implement and validate together.
07 — Looking back
The lasting lesson was to design the decision system, not only the screens.
What worked
An adapted Double Diamond kept discovery and delivery connected without pretending a regulated product moves in a straight line.
What I learned
In financial products, governance is part of the user experience: every rule needs an owner, a source and a visible expression in the interface.
What I would do today
I would use AI to maintain traceability between changing rules, documented decisions, component variants and test scenarios — always with specialist and human review.