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To comply with my non-disclosure agreement, I have omitted and obfuscated confidential information in this case study.The information in this case study is my own and does not necessarily reflect the views of WorldPay from FIS


VP of UX, CEO, COO, Business Owner 
and his entire Chain of Command


of MFA

Designing and building Multi-Factor Authorization (MFA) into an Enterprise & Small Business Platform


VP of UX, CEO, COO, Business Owner 
and his entire Chain of Command

Member of 9 person core team (3 dev, 2 BA, 1 QA, 1 Network Security Engineer, Business Owner and myself)
Target Audience
ALL users of the iQ platform
Over a year.  Rolled out in phases and spanned two stages of the platform redesign
Worldpay From FIS


Six months before joining the organization and iQ, the company's flagship payments and reporting platform for enterprise and, eventually, small businesses, Worldpay, had been acquired by FIS.  The full transition would take almost 2 years to assimilate personnel, redistribute assets, and rebrand all products.  This was also 2019, the same year many companies started to beef up security on digital properties by enacting some variation of an MFA.  FIS had been building its own MFA system that was part of what was called IdP for some time, and they were in the phase of ensuring the numerous digital properties throughout FIS were in compliance. (IdP stands for  "FIS Infinity Identity Provider, and it is a full-featured identity and access management system that supports the SAML 2.0 and OAuth 2.0 protocols, providing user management, authentication, and authorization services to connected applications, known as service providers. ")  (Oh, and I have no idea why the second initial is lowercase while the others are upper.  It's weird, I know, but...) 

As I go back and reread this, it seems like, on paper, an easy evolution. No big deal.  Well, perhaps not easy per se, but nothing so bad sounding that would indicate the nightmare fuel it actually became.  

FIS is no different than any other large organization their size. There is way too much bureaucracy and redundancy, with the senior staff focusing on the big picture and leaving the day-to-day details to lower management.  This meant very broad directives were issued without considering the minutiae of execution for every piece and part affected by the edict. This is what happened with us and iQ.  We had to comply with FIS MFA and were left alone to worry about whether those pesky details could be worked out, or addressed in some manner that could get the rubber stamp of compliance.


One of the agreements between FIS and Worldpay at the time of the merger was that Worldpay and her products would not be rebranded.  The name was too well-known and far too sexier than F. I. S.  So, in the initial stages, we did not have to worry about matching colors or fonts, changing out logos, etc.  That, of course, did not last. Before the project was done, we would, in fact, have to do all the wondrous things that are done with a rebranding.  However, iQ was a white-labeled product for many organizations.  In these cases, the user had never even heard of iQ.  For them, it was Walmart's payment and reporting platform or Kroger's report system.  They used their email address to log in; it was all they needed to know, and that needed to stay like it was.  However, the team that built and controlled IdP


Challenge #2: Uncharted (Documented) Territory

The YPO dev team lacked experience building native apps, and the partnership with an offshore team added complexity. To address this, I took the initiative to create new operating methods and document design precedents. These artifacts laid the groundwork for a working design system facilitating future development and strengthening continued collaboration.


Challenge #3: Are we sure? 

Senior management's never-ending debate over technology concerns and direction kept vital data management decisions locked up. I helped steer the discussion by conducting UX research and collaborating with engineering to present our unified results. Because of this iniative a deal was brokered and provided the C-suite confidence in our teamwork to move forward The project and the app were renamed "The Connect App."



Collaboration is the Key to Success: 

Effective collaboration among our team in India, the Product Owner, and various stakeholders was crucial to achieving our goal. Despite initial challenges, we established a well-coordinated workflow. UX worked ahead on deliverables such as wireframes and hi-res comps and handed them over to the onshore and offshore teams. Regular communication and a Kanban-style process ensured smooth progress.


Breakfast (and dinner) with Calcutta: 

Communication was vital for the distributed team, given the significant time difference. I, the onshore PO and leads in India, agreed to schedule handoff calls at 5 AM and 9 PM to maintain continuous communication and stay ahead of the development schedule. 

Part of Final UX Audit Report Conducted on the Enterprise Version of iQ

In-flight Turbulence and Quick Redesign/Calibration: 

One of the significant design hurdles was the "find-a-member" feature, where privacy issues arose upon conducting pre-release user testing. It went beyond simple privacy, however, with a very valid concern being about the personal safety of our members and their families. I am very grateful we caught it; however, it resulted from not accounting for my internal bias of not being a CEO and lack of empathy during discovery. A gutting reminder that our work in UX has the potential for life-or-death outcomes long after our wireframes are developed, such as kidnapping, ransom, or worse.

Until now the architecture and navigation were dependent on each other. Splitting out the functionality of the app into a Directory and a Near Me features caused the team some time but with collaboration and hard work it was easily overcame. 


Before and after designs based on the realization of personal bias


This UX case study emphasizes the importance of collaboration, communication, and flexibility in delivering successful projects in a distributed team environment. By overcoming design challenges, actively seeking feedback, and maintaining an efficient workflow, the team successfully created the "Connect App" to facilitate meaningful connections.

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