Banco de Bogotá
This CX project for Banco de Bogotá tackled a problem many legacy institutions face: processes that were never designed to be fast, now competing against services that are. I worked across departments to find and eliminate the friction in account opening: reducing bureaucracy, digitizing steps, and training internal teams so customers could spend minutes in-branch instead of hours
Role
CX Analyst
Outcome
A significant reduction in bureaucracy and paperwork in bank services
Diagnosing Inefficiency at the Root
Banco de Bogotá had processes that had gone unchanged for years, built for a different era of banking. As customer expectations shifted driven by new market trends and competitors offering faster, more effective service, those same processes became a real liability. My role was to understand exactly why: what made certain procedures so inefficient and uncomfortable for end users in the first place.
I started with the account and new-product opening process, and the analysis surfaced clear culprits: excessive bureaucracy and technology that either wasn't being used correctly or wasn't being used at all. Unlike a typical UX engagement, this work sat closer to CX, it meant working across different areas of the bank to understand which methodologies and bureaucratic steps could be eliminated, and which documents were actually indispensable versus simply habitual.
Turning Insight Into Institutional Change
Solving the problem meant more than redesigning a flow. It meant helping the bank's own staff understand why the change mattered. I developed training for bank employees focused on the value of digital transformation and process renewal, making sure the people running these processes understood the benefit of innovation rather than seeing it as disruption.
The result was a leaner internal process that no longer passed the bank's own inefficiencies on to the customer. Account opening, once a lengthy in-branch ordeal, was restructured so more than half of it could be completed digitally, leaving only signatures and biometric verification steps for the branch visit. It was a shift from fixing symptoms for the customer to fixing the process at its source.