Fortuna
complete redesign of PicPay’s experience
— with a set of global product guidelines —
complete redesign of PicPay’s experience
— with a set of global product guidelines —
company
PicPay
TAGS
Product Vision - App - b2c
Vision - App - b2c
Year
2022
Problem
Problem
Problem
Experience rot. As the company grew and split into business units, each one focused—understandably—on its own goals. What no one foresaw was the competition for user attention that would follow. Each team optimized in isolation, and no one was accountable for the overall user experience. The core value proposition? It was left unguarded—because no business unit owned it.
Experience rot. As the company grew and split into business units, each one focused—understandably—on its own goals. What no one foresaw was the competition for user attention that would follow. Each team optimized in isolation, and no one was accountable for the overall user experience. The core value proposition? It was left unguarded—because no business unit owned it.
Initiative
Initiative
Initiative
What started as a gut feeling quickly turned into hard evidence: the problem was real — and big. With Pix evolving fast and Open Finance gaining serious traction from the Central Bank, the landscape had shifted, and we weren't ready.
I met with the new CPO and shared the early, compelling findings. He shared my concern and excitement. We agreed we needed to frame the problem properly, and then, define a product vision to guide PicPay through the turbulence.
When he asked what I needed, I had one answer: Isabela Lima. A trusted partner and one of the sharpest researchers I know — with unmatched experience at PicPay. With her on board, we'd have what it takes to truly understand the problem.
What started as a gut feeling quickly turned into hard evidence: the problem was real — and big. With Pix evolving fast and Open Finance gaining serious traction from the Central Bank, the landscape had shifted, and we weren't ready.
I met with the new CPO and shared the early, compelling findings. He shared my concern and excitement. We agreed we needed to frame the problem properly, and then, define a product vision to guide PicPay through the turbulence.
When he asked what I needed, I had one answer: Isabela Lima. A trusted partner and one of the sharpest researchers I know — with unmatched experience at PicPay. With her on board, we'd have what it takes to truly understand the problem.
Process and timeframe
Process and timeframe
Process and timeframe
Three months. One to understand the problem, one to craft the solution (prototype + product guidelines), and one to create a presentation compelling enough to move PicPay’s entire executive suite. Of course, reality wasn’t linear—those phases overlapped in a chaotic, fast-paced frenzy shared by a small and driven team.
The challenge was far from small: we needed to convince every director and C-level not only of the looming problem — backed by solid evidence — but that a team of just three people had reimagined the entire experience to tackle it. And suggestions on all company's roadmaps based on these findings.
After the 4th — or maybe 7th — iteration, the CPO leaned back, smiled, and said: “You guys are ready. I’ll set up the meeting.”
Three months. One to understand the problem, one to craft the solution (prototype + product guidelines), and one to create a presentation compelling enough to move PicPay’s entire executive suite. Of course, reality wasn’t linear—those phases overlapped in a chaotic, fast-paced frenzy shared by a small and driven team.
The challenge was far from small: we needed to convince every director and C-level not only of the looming problem — backed by solid evidence — but that a team of just three people had reimagined the entire experience to tackle it. And suggestions on all company's roadmaps based on these findings.
After the 4th — or maybe 7th — iteration, the CPO leaned back, smiled, and said: “You guys are ready. I’ll set up the meeting.”
Solution
Solution
Solution
It worked. Roadmaps got flipped, and we jumped in to help each BU figure out how to tackle the real problem without dropping their own balls. Wild. Fulfilling. A bit surreal.
Adoption by 100% of product teams / BUs - More than 14 roadmaps changed, 2k employees impacted.
Saved ~R$ 140.000,00/Month by discontinuing teams / initiatives that were proven to be more harmful than good on the long term.
Fortuna became a reference for over 120+ designers across PicPay. 4 new initiatives based on fortuna started soon after initial implementation.
These are just a few glimpses from the final deck. Can’t spill all the details here—but if you're curious, just ping me. I’d love to chat. :)
It worked. Roadmaps got flipped, and we jumped in to help each BU figure out how to tackle the real problem without dropping their own balls. Wild. Fulfilling. A bit surreal.
Adoption by 100% of product teams / BUs - More than 14 roadmaps changed, 2k employees impacted.
Saved ~R$ 140.000,00/Month by discontinuing teams / initiatives that were proven to be more harmful than good on the long term.
Fortuna became a reference for over 120+ designers across PicPay. 4 new initiatives based on fortuna started soon after initial implementation.
These are just a few glimpses from the final deck. Can’t spill all the details here—but if you're curious, just ping me. I’d love to chat.
Special thx to Isabela, Bernardo, Luiz Felipe and Acácio.
Alice's Pillars (Soon)
product vision - desktop - health
Alice's Pillars (Soon)
product vision - desktop - health
Tino's Overhaul (Soon)
BUSINESS MODEL - APP - fintech - b2b