Early on in the process, I discovered that there are a few areas that need to be adjusted before we can release our initial MVP.
Too many internal handoffs in a flow
Multiple applications already in use
PII and security risks
Lease-based not consumer-based data
Restructuring roles and responsibilities
Unified Profile Service
Team 1
UPS was over the security portion of the UI while also handling a lot of back and forth between ProgApply and the database.
By refocusing them to purely maintain the backend and support the APIs the team was more open to handling security requests and the overall architecture of the user data
ApproveMe
Team 2
ApproveMe is one of many entry points to begin the application process. within this, there were a few screens that would collect user consent and phone number which it would be passed to UPS for verification.
By giving this to ProgApply, not only is the styling more consistent but the dependencies on that team went to zero.
ProgApply
Team 3
ProgApply now owns the entire application flow and UI.
They become an end-to-end product that can now move forward toward my enterprise vision. This allows more consistency in both look and experience.
Focus on Communication and Collaboration
Expanding Entry and Exits
We launched our beta test at the end of Oct 2022.
Early test results (Nov 2023)for ProgApply show a higher application approval rate than other internal applications by as much as 65% .
Roadmap & next steps
We agreed that the most important task was to increase the conversion rate while maintaining customer retention since these are the product's most important KPIs.
SMART Flow
Reduce the amount of data required of consumers. Serve up requests as needed during the process.
Third-party banked connection
Convert a manual banking process to a secure, trusted integration.
Promote and replace application usage
Expand the single application source to replace the isolated applications throughout the organizations.
