We had by the time a huge load on the contact rate due to cards being lost or frauded, that generated a cost spike of reissuing credit cards and a lot of insecurity for the customers to use our product.

If we designed a way to make the card more secure, that would reduce drastically the three main KPIs of the team, contact rate, fraud and cost reduction. For that, the main assumption was to develop new layers on the current Virtual Card, and provide the ability to create, delete and manage on the customer side.

To validate the hypothesis we had, we did a series of in-depth interviews with 10 customers to map the user needs and pain points, also a desk research to understand the data behind the opportunity and reality of our current product.

With the research finished I unfolded the 2 main pillars into 4 epics that we later implemented in our product in order to have a complete end-to-end experience and also to better "sell" the product to the users. Those 4 epics were, Communication strategy, Temporary (finite) cards, Multiple virtual cards, and Accessibility.

We ran an unmoderated usability test with two versions to see how the users behave doing the most common tasks around managing cards inside Nubank's app, like crating a Virtual Card, Blocking or Copying the number for an online purchase.

One of the most important aspects of our product that was solved in a very simple way was the accessibility side of it. By the time, Nubank had removed the numbers texture on the physical card, making it a bad experience for visually impaired people, to solve that we mapped and create a read flow inside the Card Management to make sure they could easily do their purchases using the voice over.

Shortly after releasing the updated virtual cards flow at Nubank, key indicators revealed a measurable improvement—validating our user-centered, problem-focused approach.