Reducing turnaround time from weeks to 24 hours, saving the bank thousands of pounds.

usability 1.png

Reduced turn around time from 3/4 weeks to 24hours. Saving weeks of frustration


Reduced customer complaints by 65%, monitored through call centres


Although a single journey, this added to the self-service function of Lloyds



Lloyds Bank


8 Months


PDF to online digital journey

My role

Senior UX Designer


Building understanding 

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We understood that due to the nature of this process, offline fulfilment, the best course of action was to arrange a discovery workshop with the people who actually fulfilled the current demand. Through some internal research we found out that it was handled by a team in Edinburgh. So we contacted them and arranged a two-day time slot to carry out the workshop.


We had a few days to plan the workshop. I worked with the Product Owner and Scrum Master to plan and organise the workshop. The fulfilment team who attended consisted of around 3-4 people, we also invited our BAs. In total there were around 8-9 people in the workshop. We wanted to understand the current process so that we could effectively translate it to a digital journey. Some of the key things that were taken away from the workshop were:

  • Customers addresses were stored in a variety of places within our systems, rather than just one place. 

  • Most customers who change one business address end up changing all their associated business addresses at the same time (e.g. mailing, trading and registered).

  • The bank legally has to keep a customers registered address up to date with Companies House. took this away and started designing the high-level user journey.


User Journey

Getting a user from A to B

To understand the full end to end journey, it was vital that I mapped this out in a way that could be shared the team and stakeholders easily and quickly. Below is an example of a part of the user flow I developed. Due to the requirements we had a few branching journeys that needed to be documented here before we started to sketch our page designs.  

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Wireframing and sketching

The Design Studio

The team members in the TCI team had been at the bank for various amounts of time from 6 months up to 10 years. So there was a lot of knowledge that we could utilise, because of this the Lead UX for the bank and myself thought it would be best that we do the initial sketching as a team. I arranged a meeting with the BAs, Product Owner, Scrum Master, and lead UX to start sketching. After the first meeting we quickly realised we were going to need a few sessions to fully define our solutions. We wanted to test our designs with users to get some very early feedback, so our plan was to prototype two of the proposed solutions with Sketch and InVision so that we could test. 

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Prototyping and fidelity designs

Sketch and InVision


Now that I had run the solutions by the other departments, I was ready to start prototyping. Initially I had a discussion with the Lead UX and visual design departments and upon discovering we had a very extensive UI styling guide we decided to prototype this in higher fidelity as it would be just a quick and easy to alter. I put these pages together in Sketch and prototyped them into a clickable testable journey using a Craft plugin, and InVision.



Usability testing in Manchester

Identifying user pain points

We developed two interactive prototypes using the method above, and I worked alongside one of the UX Researchers from a different team to see what our options were to get participants. The best idea we had was to go to the central business hub branch in Manchester. We thought this would be the best way to grab real users and test out flows. We found out on the day that a lot of people we tested had experienced the older process which was good. It's very hard to find business users in finance and cost can quickly add up. 

On the day, many business users were there for a presentation by Lloyds, as they finished we asked as many people, one to one, to participate. All of the people asked were business owners, and 7 out of 9 people had experienced the offline process we currently had for change of address.


  • Users felt like not enough feedback was given, they were told we are processing the change but nothing else.

  • Users expectations were that the change would be instant "I can change my personal address on the app instantly, why cant I do the same for my business addresses"

  • Most users stated they would change multiple addresses but to the same address, this validated what the fulfilment team had told us during the workshop above.

  • All users raised concerns of manually typing in each address they wanted to add. Mentioning post code searches they had used elsewhere. 

Iterations and improvements

Listening to our users

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A common theme from the research was lack of awareness of what was going on, so we added more feedback to the journey.

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Users felt like entering a full address in long format was tedious, so we designed a find address through postcode search component. 

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Users wanted the change to be instant, but this wasn't technically possible. Instead we designed a system that would update the user on the status every time a change occurred. 

Launch and results


The 'Change of Address' journey launched at the end of the year. It was pushed out to SME clients only at first to manage volume. Gaining around two-thousand unique users in the first few months.

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Reduced turn around time from 3/4 weeks to 24hours. Saving weeks of frustration


Reduced customer complaints by 65%, monitored through call centres


Although a single journey, this added to the self-service function of Lloyds

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