BEFORE
Noisy interface
ScorePending issuesRecommendationsHistoryOffersMonitoring
Overlapping and scattered elements create cognitive load and competing paths.CASE / 04
Redesigning the new My Account
From a generic signed-in area to a clearer, adaptable experience built around user needs.
My Account was the central page in Foregon's signed-in area.
But the experience had accumulated elements, products, and paths that competed for attention, making it harder to understand what mattered to each person.
The redesign began with a question larger than simply cleaning up the interface: how could the signed-in area become a space truly organized around each person's needs?
CONTEXT
The central experience page was trying to show too much.
My Account concentrated different products, financial information, and paths within Foregon. Over time, that concentration had also increased the page's visual complexity. The challenge was to reduce noise, make navigation more fluid, and help people find relevant information and products with less effort.
AFTER
Organized interface
- 1Consolidated panel
- 2Adaptive navigation
- 3Discovery and context
what really matters to me?
where do I find each product or service?
why am I seeing this offer?
BEFORE
Before redesigning, we needed to make the problem visible.
- Too many elements competing for attention
- Navigation not guided by needs
- Products with little contextual differentiation
- More effort needed to find a relevant solution
UNDERSTANDING
Organizing the experience began with understanding needs, not components.
The persona served as a reference to keep concrete needs present in decisions about navigation, financial products, and signed-in-area personalization.
EMPATHY MAP
Fears, expectations, and goals also informed the new experience.
The empathy map organized expectations and behaviours related to financial life, reinforcing that the new experience needed to facilitate decisions rather than merely concentrate offers.
BENCHMARK
How did other experiences organize products and choices?
EXPLORATION
Explore quickly before structuring better.
Crazy 8's opened possibilities quickly before converging on a new architecture. Its value was less in individual drawings and more in expanding the alternatives considered before choosing a direction.
DESIGN DIRECTION
The signed-in area needed to adapt to the user's intent.
Centralize important user information
Create a panel summarizing score, pending issues, and monitoring.
Organize the experience by verticals
Let a selected vertical reorganize content around relevant services and products.
Prioritize more relevant recommendations
Adapt products and highlights to the selected vertical, profile, and context.
Create discovery layers
Separate primary recommendations, trending products, needs, and selected products into modules.
INFOGRAPHIC
Design decisions
Four strategic pillars responding to mapped user pains.- 01Consolidate informationUnified panel with score, pending issues, and monitoring.
- 02Vertical navigationStructures adapt to the active context and profile.
- 03Personalize recommendationsOffers based on affinity and browsing history.
- 04Organize by needsProducts organized around practical goals.
SYSTEM
The interface became a system of modules.
The new architecture organized the experience into independent modules that responded to the selected vertical's context.
Primary recommendationTrending productsCategories by needSelected for you
The modular structure connects financial context, vertical navigation, and discovery layers.
EXPERIENCE / 01
A financial summary before going deeper.
The panel had two instances. In its closed state, it summarized the main financial information. When expanded, people could access more context on score, pending issues, and monitoring before following each area.
EXPERIENCE / 02
Changing the vertical changes the experience.
The fixed vertical menu became the main context mechanism in the signed-in area. Changing the selected vertical also reorganized the experience around related products and content.
EXPERIENCE / 03
The first fold needed to answer: what is most relevant to me now?
Beyond the user panel, the first fold highlighted one primary product recommendation adapted to the selected vertical and available profile.
EXPERIENCE / 04
Trending products within the selected context.
The second fold presented highlighted products for the selected vertical, allowing people to learn more before proceeding to an application.
EXPERIENCE / 05
Organize products by need, not only by financial category.
A category system let people explore products based on what they were trying to solve, without needing to know Foregon's internal structure first.
EXPERIENCE / 06
One more layer of personalization.
Selected for you presented products related to the active vertical and experience context, bringing discovery and relevance closer together.
SYSTEM
The same system, different contexts.
The module structure remained consistent when switching verticals. What changed was the content: recommendations, trending products, and highlights adapted to the selected context.
RESPONSIVE
The same logic needed to survive a change in scale.
The mobile version preserved prioritization, context, and personalization by reorganizing modules into a linear journey. On desktop, discovery gained a wider composition without losing hierarchy.
INFOGRAPHIC
Responsive adaptation
How modular logic flows from wide desktop columns to a direct, linear mobile experience.- 01Desktop layout · 1440pxUnified panel with score, pending issues, and monitoring.
- 02Left panelStructures adapt to the active context and profile.
- 03RecommendationsOffers based on affinity and browsing history.
- 04Mobile layout · 390pxProducts organized around practical goals.
- 05Top panel (fixed)
- 06Recommendations (linear)
CRAFT
A system that also needed to maintain visual consistency.
Product cards, score indicators, recommendations, and category navigation followed the same treatment, regardless of the active vertical.
COLLABORATION
The solution was built across Design, Product, and Development.
The project required close collaboration to balance experience intent, business rules, component behaviour, and technical feasibility. Personalization, vertical organization, and recommendation hierarchy required constant cross-disciplinary alignment.
INFOGRAPHIC
Collaboration across disciplines
A balance between strategy, experience, and feasibility.- Design experience, IA and interface
- Product business and conversion rules
- Engineering components and performance
Active convergence points: Personalization by vertical · Layered discovery · Contextual application flows
OUTCOME
A more organized signed-in area around the user.
The redesign transformed an information-heavy central page into a more structured experience where navigation, recommendation, and discovery responded better to user context. The navigable prototype received positive feedback about clarity and the proposed experience.
Structured navigation and content
Products organized by context and need
Interface adaptable to the selected vertical
Different ways to find products
INFOGRAPHIC
Qualitative results
The impact of the conceptual model on perception, usability, and discovery potential.- 01Clarity: high legibilityUnified panel with score, pending issues, and monitoring.
- 02Navigation: less effortStructures adapt to the active context and profile.
- 03Personalization: fluid experienceOffers based on affinity and browsing history.
- 04Consistency: one systemProducts organized around practical goals.
MY CONTRIBUTION
My contribution.
My work covered problem understanding, exploration of alternatives, definition of the experience architecture, main components, and final interface.
REFLECTION
What this project reinforced.
Personalization needs logic.
Changing content without clarifying context can increase complexity.
A signed-in home is a system, not a screen.
Modules that depend on context, selection, and profile need experience architecture.
Discovery also needs hierarchy.
Showing more products does not automatically increase relevance.
Craft and structure need to work together.
A cleaner interface only works when the architecture behind it is clear.
“Putting the user at the centre does not mean showing less. It means organizing what deserves to appear better.”
