DOUGLAS AZEVEDO.NUBANK / 2022—26
CASE STUDY / BUSINESS LENDING01 — EXPERIENCE DESIGN

Designing the
whole experience.

I helped shape how business customers discover, choose and manage credit — across six products and the wider Nubank business banking ecosystem.

ROLELead Product Designer
SCOPEProduct · Platform · Ecosystem
PERIOD2022 — 2026
THE LENDING ECOSYSTEM

Everything
is connected.

Credit is one part of a business's financial life. The experience has to work across all of it.

BUSINESS
EXPERIENCE
LendingSix credit products
Business accountBalances & activity
PaymentsCollect from customers
Business cardCredit & spending
01 / THE SHIFT

The role evolved from product design to ecosystem thinking.

I started by designing a lending product. As the portfolio expanded, my work moved across journeys and teams: shaping how products connect, how customers make decisions and how the experience supports them over time.

THE DESIGN LENS
Customers don't experience our org chart. They experience one business.

That became the lens for my work: look beyond each product journey and design the relationships between them.

PORTFOLIO-LEVEL REDESIGN

Six products needed a clearer way in.

The original dashboard and entry points were designed for a smaller portfolio. I helped rethink the hierarchy and discovery experience as the portfolio grew — alongside Nubank's brand revamp.

BEFORE / AFTER — REPLACE WITH REAL SCREENS
BEFORE / ORIGINAL EXPERIENCE

Previous dashboard

AFTER / REDESIGNED EXPERIENCE

Business credit

Previous experienceNew experience
02 / DESIGN PROCESS

Make the thinking
visible.

Not just what shipped. The research, prioritisation, trade-offs and evidence behind the decisions. These spaces are intentionally reserved for the artefacts I'll add.

01

Understand what businesses actually need from credit.

2022 / Discovery and product definition

RESEARCH SYNTHESIS / PLACEHOLDER
Customer needs
and opportunity areas.
Insert research findings, synthesis and prioritisation artefacts
KANO MODEL / PLACEHOLDER
Customer satisfactionFeature fulfilment
Replace with the actual Kano model and feature categories

Your actual Kano model goes here — including the categories, feature labels and prioritisation outcome. The sketch is only a layout placeholder, not a reconstruction of your analysis.

02

Turn prioritised needs into an end-to-end product.

2022 / Product architecture and experimentation

JOURNEY / PLACEHOLDER
From first entry
to funding.
Insert key flow, product screens or service blueprint
EXPERIMENTS / PLACEHOLDER
Hypothesis.
Test. Learn.
Insert A/B tests, variants and what changed

Show the actual design progression and experiments: what you tested, what you learned and what you changed as a result.

03

Make complex credit mechanics clear at the moment they matter.

2024 / Receivables-backed lending

PRODUCT MECHANIC
Future receivables
as collateral.
Insert simplified product mechanic / customer explanation
DISCLOSURE DESIGN
Explain the
consequence
before commitment.
Insert callouts, disclosures and customer flow

Make the design contribution tangible: the placement, wording, timing and interaction of the explanation — not just a final product screen.

04

Use evidence to understand a changing business customer.

2025 / Customer and portfolio strategy

CUSTOMER CONTEXT / PLACEHOLDER
More sophisticated needs.
Higher expectations.
Insert customer insight / segmentation / research evidence
BUSINESS OPPORTUNITY / GRAPH
A larger
opportunity.
Insert your company-size / revenue-pool / average-ticket graph

Reserve this graph for your actual data and framing. We will not invent values or imply causality beyond what the source supports.

03 / ECOSYSTEM DESIGN

Design the connections,
not only the nodes.

As the portfolio reached six products, the design challenge became cross-product: where journeys overlap, where information needs to travel and where a shared experience helps customers manage the whole relationship.

Customer experienceOne connected system
Product discoveryHelp me choose
Business accountBalance & activity
Multiple loansDifferent products · same day
Payment assistantCollect from customers
Business credit cardConnected financial context
Repayment experienceDue dates · insufficient balance

Replace this conceptual map with the real capability model or cross-team artefact. It is a visual scaffold for showing how you connected the work — not a claim that every system integration shown here was implemented.

04 / INTERACTION DESIGN

Show how the system behaves.

Use motion studies to show the connective details: the state changes, feedback and transitions that make an ecosystem feel coherent.

DISCOVERY

Find the right product.

Placeholder for entry-point transition, product selection or navigation behaviour.

Repayment due tomorrow
COORDINATION

Understand what is due.

Placeholder for multiple products, due dates and repayment status working together.

Your balance may not cover this payment
FEEDBACK

Know what to do next.

Placeholder for insufficient-balance feedback and the next action offered to customers.

05 / MY CONTRIBUTION

What I brought
to the system.

01 / FRAME

See the whole journey.

Connect customer needs across products and touchpoints.

02 / PRIORITISE

Make trade-offs.

Use research and product judgement to focus effort on what matters.

03 / CONNECT

Shape shared patterns.

Define what should work consistently across the lending portfolio.

04 / ALIGN

Lead across teams.

Work with Product, TPM and engineering to bring the experience together.

THE THROUGH-LINE

From a product
to an ecosystem.

My work evolved from defining an individual lending product to shaping how the lending experience connects across Nubank's business banking ecosystem.