Over the past three years, I've been working on interesting user experience challenges at Prosper.com. Our team was assembled when Prosper was seven years old and was greatly in need of an overhaul. We've been steadily modernizing the services and design, transitioning into a mobile-friendly leader in our space based on innovation and a user-centric approach. The fin-tech industry can be confusing and the nature of the site requires thoughtful solutions for both borrowers and investors to help them manage the unique and complex financial accounts.
Our UX team is comprised of researchers and designer/user experience specialists. We identify challenges based on business needs, research, user interviews and see a project through from white-boarding, prototyping, internal reviews, user testing, development, beta releases, feedback gathering and public release.
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Easily transferring funds is an essential tool in helping our customers get money on and off the investor platform. We updated the interface from the previous design (circa 2007) in order to make the process much simpler and more flexible. I designed the flow in a modal overlay so that we could launch it from many areas on the site and allow the user to stay on the same page and in the context they were involved in, rather than taking them out of the experience and dropping them into a completely different page. Another goal was simplicity. I wanted the process to be a single click if using the default settings or a few clicks at most for setting up a custom schedule or a repeating transfer.
Think of Wells Fargo as the bedrock of the banking world—massive, foundational, and historically resistant to sudden shifts. Over the last eight years, the mission has been to evolve that legacy into a modern, nimble digital experience without shaking the trust of millions of users. The UX challenge is a massive balancing act: scaling a cohesive Design Systems while leading specialized teams across Credit Card, Security, and Consumer Lending.
Most recently, that’s meant integrating AI into the UX and content design process—not just as a flashy add-on, but as a way to make banking feel more predictive and less like a chore. It’s a high-stakes puzzle of making "big bank" complexity feel like a personal, high-tech concierge that’s always three steps ahead of the user.
Scroll below to see some of the projects I got to work on...
WELLS FARGO 2018-2026
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Personal Loans
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Our Consumer Lending team took point on overhauling the Wells Fargo Personal Loans page and converting it to a Responsive page because, honestly, the old version felt like a static "link farm" from a different era of banking. We kicked things off with a high-intensity rapid prototyping pilot, whiteboarding every possible direction to turn one cluttered page into a streamlined, multi-page hub. Since a general loan can be a lifesaver for a hundred different reasons we leaned hard into "Golden Light" imagery to keep things feeling warm and empathetic, even using Adobe’s AI and Copilot to polish the visuals and copy. It wasn’t just about a facelift; it was about moving the needle with our marketing stakeholders to prove that a massive bank can still feel human and diverse.
Relief Center Slide
Following the massive success and high customer scores of the 2024 Relief Center launch, I created this summary piece in 2025 to showcase the platform's impact. Cheryl Brandt did wrangled the data wrote the copy and I did the illustration and design. The goal was to visualize the statistics for executive presentations while maintaining the project's core sense of empathy. I anchored the design with the Relief Center’s signature life-preserver imagery, blending it with a heart graphic inspired by a pose from my son to give the "big bank" data a human soul. This personal touch mirrored our broader mission: stripping away "big bank" friction so people fleeing disasters could get help in minutes, not hours. By leading with this empathetic visual storytelling, we didn't just move pixels—we helped over 660,000 customers find stability and slashed payment plan enrollment time by 80%.