TD Bank: Everyday Advice Journey (EAJ)
Shaped experiences for the next generation of TD customers
Overview
During summer 2024, I joined TD Bank’s EAJ Experience Strategy team as a UX Design Intern, to improve everyday banking for students, youth, postgrads, and newcomers. I contributed across research, design, and strategy to create cohesive, insight-driven experiences that aligned user needs with business goals and enhanced customer trust, engagement, and long-term value.
Role
UX Designer
Timeline
May - August 2024
Tools
Figma, FigJam
Note on confidentiality
Due to NDA, I cannot disclose specific details and designs. This case study focuses on process, decisions, and impact.
Projects at a glance
Designed for impact across banking journeys
Curious? Click a project to dive in.
What did I work on?
Cross-channel shopping experience
Enhanced the everyday banking experience through cross-channel shopping.
Cross-channel shopping experience — Purpose
Shift from transactional to value-driven banking
The goal of the project was to help TD stand out from other banks by transforming customer perception from transactional to value-driven through tailored advice and personalized experiences. Our team aimed to create a more educational and continuous banking journey, a cross-channel shopping experience where users can easily explore, compare, and revisit financial products across digital and in-person channels.
Cross-channel shopping experience — Approach
Clarifying the problem space and aligning on a usable flow
I joined the project midway, when the team had early concepts, and my first step was to clarify the knowledge gap surrounding customer expectations and pain points when it comes to digital and in-branch banking.
Through a review of previous research and existing prototype flows, I identified two key friction points:
Hesitant to use educational tools and viewing them as optional rather than helpful.
Overwhelmed by banking terminology when comparing products.
Building on these insights, I helped define early design assumptions that guided our prototype:
1
Consistency builds confidence
Users expect to see consistent content across the mobile app and web experience.
2
Personalization keeps users engaged
Users would remain engaged if the experience offered relevant personalized content tailored to their goals and financial situations.
3
Accessible support builds trust
Users would feel supported knowing they could easily contact a TD advisor if they had questions or needed clarification.
Before
Proposed Homepage
Simple hero with limited context
Content spread across sections with no hierarchy
Approach, user types, and stories grouped loosely
Difficult to understand what CND does at a glance
After
Revised Homepage
Hero communicates mission and product immediately
Clear narrative flow: What we do → How it works → Why it matters
Core services visualized for quick scanning
Impact, news, and partners framed as credibility signals
Translated insights into tangible interactions
Taking these assumptions, I refined the concept design so that it aligned with user expectations and business goals. I also helped improve the prototype’s interaction flow so the experience felt seamless across channels and encouraged exploration instead of linear navigation.
Simplified flows
Unified content
Advisor contact touchpoint
Mapping assumptions to actionable design decisions.
Validating design changes through usability testing.
Over a four-week sprint, our team tested the prototype with 10 participants across different user segments.. I observed research sessions, documented behavioural patterns, and supported any technical prototype adjustments.
Key findings
Revisiting products mattered
Observation: Participants valued the ability to revisit products without losing progress, so that they could take time to compare options and reflect before making decisions.
Solution: Integrated a persistent saved products feature.
Educational content felt irrelevant
Observation: Users hesitated when exploring educational tools due to a lengthy process and they didn't immediately see how content was relevant to their financial goals.
Solution: Simplified onboarding and added in contextual guidance to help users understand how each step related to their financial goal.
Turning research into a story stakeholders could act on
After usability testing, I led the synthesis of design and research insights into a stakeholder-facing deck. This artifact captured the refined flow, key usability findings, and design implications to serve as a shared reference point for future iterations of the shopping experience.
Recommendations
Create seamless cross-channel experiences
Focus on continuity across digital and in-branch channels to make the process more digital and flexible.
Simplify onboarding and empower confidence
Integrate contextual guidance and simplified onboarding to reduce friction for users less confident with digital banking.
Support exploration without interruption
Allow users to explore multiple paths simultaneously such as comparing and saving products for later, or returning to previous steps without losing progress.
While my internship ended before the outcomes were implemented, the design and recommendations reflected tested interactions and informed how the experience could scale across TD's digital and in-branch channels.
Cross-channel shopping experience — Learnings
Balancing flexibility and collaboration
How design and research complement each other
Design and research are deeply interconnected, not mutually exclusive roles. Research provides insights needed to inform design decisions so collaboration between these roles ensures that the final product is both user-centered and aligned with business goals.
Not all projects follow a linear process and remaining flexible
Remaining flexible and open to changes allowed me to effectively support the team and apply feedback, adjust to any changes, and help guide the project towards a successful outcome.
What did I work on?
Post grad steering committee
Conducted user research with postgrads to discover financial needs and inform future experience strategies.
Post grad steering committee — Purpose
Understanding post grad needs to inform TD strategies, rewards, and advice model
Our research aimed to help the bank better understand post grads’ financial behaviours and needs. These insights informed cross-functional teams, guided future strategies and product concepts tailored to this user group.
Post grad steering committee — Approach
Facilitating open, generative discussions
To understand post grads' experiences with finances and banking, we conducted monthly two-hour conversations with 10-12 participants. These participants were intentionally recruited from a range of banks and financial institutions to gather broad insights into the post grad market's financial behaviours, expectations, and needs.
We asked 4-5 targeted questions per session to gather valuable insights. I brainstormed questions, focusing on topics such as reward preferences, goals and influences, and pain points related to banking experiences. These questions were focused on eliciting meaningful responses to really understand our post grads' experiences.
Sample questions:
"What are your short, medium, and long-term goals?"
"Which banking rewards, tangible and intangible, do you value most? Why?"
"How could the bank support you in achieving your goals?"
"How do you decide which products or services to use? What resources would help you?"
During sessions, I documented pain points, financial literacy, preferences and expectations, and behaviour patterns that would directly inform design and business decisions. After each session, I transcribed recordings and synthesized data, and pulled direct quotes to provide context.
Image blurred due to NDA
This synthesis revealed several key themes including:
Relevant tangible and intangible rewards influences retention
Post grads are motivated by both practical benefits (e.g., cashback, travel points) and emotional value (e.g., recognition, feeling appreciated). When rewards are relevant to their lifestyle and goals, this increases loyalty.
Banking can feel intimidating for those seeking advice
Many participants described feeling anxious or hesitant when approaching banks for advice.
Lack of clarity in rewards programs
Several post grads expressed confusion surrounding how points are calculated and redeemed. They described an overall lack of transparency that lowered trust and engagement, which emphasized the need for clear communication and simpler reward structures.
I translated our findings into two comprehensive 20+ slide presentations that highlighted actionable insights and recommendations for stakeholders. These presentations ensured that they could use the research to inform strategic decisions and design initiatives, so that future projects could be rooted in a deep understanding of post grad needs and pain points.
Post grad steering committee — Learnings
Turning research into actionable insights
Prioritization and categorization
Synthesizing data for multiple research session taught me how to prioritize key findings and identify patterns based on frequency and potential business impact. For example, I observed recurring themes around reward confusion and discomfort seeking financial advice, and categorized these as main opportunity areas related to customer trust and retention.
Effective storytelling and presentation
Presenting to stakeholders reinforced the importance of clarity and conciseness. I learned to breakdown insights from our long sessions into visual summaries, using direct quotes and clear visuals, to tell a cohesive story that made data easier to digest.
Stakeholder engagement
Presenting evidence-based insights highlighted how research informs business decisions and shape future product strategies, especially in strengthening relationships with customers and improving trust and transparency.
What did I work on?
Innovation challenge
Co-designed a top-five concept reimagining branches as inclusive, tech-enabled community spaces.
Innovation challenge — Overview
Reimagining branches in a mobile-first world
I participated in TD's Innovation Challenge where interns were divided into 15 teams and tasked to reimagine the future of TD's banking experience, especially as digital capabilities continue to expand. This was a great opportunity to collaborate cross-functionally and gain business perspectives beyond design.
The challenge asked us:
As TD continues to enhance its digital capabilities for customers, what does the future brick and mortar branch look like? What services and benefits could it offer to customers who will soon be able to do all banking from their phone?
Each team was evaluated on four key considerations: User Impact, User Experience, Innovation, and Feasibility. We had two weeks to develop a solution, with two rounds of judging where the top five teams would present to a panel of TD executives.
Innovation challenge — Approach
Blending digital ease with human connection
With limited time, we prioritized understanding the role physical branches currently play in a digital-first world and pain points customers experience in-branch. We conducted secondary research and competitive analysis to see how other banks were integrating technology with in-person experiences.
We discovered that while customers do value digital convenience, many still crave human connection. According to the RBC Small Business Poll (2024),
77%
of Gen Z customers prefer a more human touch in communications
74%
seek personal interaction to resolve issues
Competitive analysis showed that most financial institutions focus on efficiency and automation, with no consideration for the emotional and community aspects of banking. This highlighted a gap in the market and an opportunity to transform the traditional branch into a welcoming and engaging space that builds trust and stronger customer relationships.
Branches shouldn’t just be places to transact, they should be places to connect.
Innovation challenge — Ideation
Exploring the solution space
Before getting to our final solution, we explored several ideas. Each responded to a real customer needs, but also fell short when evaluated against the challenge criteria.
Concepts we explored
Personalized advisory-first branches
Concept
Branches would mainly act as spaces for in-depth financial advices, such as long-term financial strategy and mortgages. Everyday transactions would be digital, while in-person visits focus more on consultations.
Why we considered it
Face-to-face interactions build trust for complex financial decisions
Aligns with customer need for guidance during major life events
Why it fell short
Limited appeal for everyday visits
Did not create enough reasons for customers to engage with branches regularly
Risked positioning branches as “only for big decisions” or intimidating
Digital education and in-person assistance centers
Concept
Branches would support customers, especially older adults or those who don't feel confident with tech, by offering hands-on assistance with digital banking tools and mobile apps.
Why we considered it
Addresses real accessibility and digital literacy gaps
Supports adoption of digital banking
Why it fell short
Narrowly focused on a specific demographic
Did not significantly reimagine the branch experience for broader audiences
Community engagement and events-focused branches
Concept
Branches would act as community hubs, where there would be financial literacy workshops, seminars, and networking events to build trust and education.
Why we considered it
Community presence strengthens brand trust
Aligns with TD’s values and long-term customer success
Why it fell short
Lacked integration with digital banking experiences
Risked feeling disconnected from customers’ day-to-day financial interactions
Innovation challenge — Solution
Introducing TD Tea House
Blending digital convenience with human connection
TD Tea House reimagines the physical branch as a welcoming, tech-enabled community spaced designed around trust, comfort and meaningful interaction. The concept focuses on supporting customers through advice, education, and human connection, while maintaining the efficiency digital banking brings.
A smoother arrival through app-based check-in
To reduce friction, customers can check in through the TD mobile app before or upon arrival at a branch. This secure check-in verifies identity using existing authentication methods such as Face ID or passcodes, and lets customers note the purpose of their visit.
Branches are able to:
Display live wait times
Prepare advisors in advance
Reduce unnecessary queues and uncertainty
Rather than replacing human interaction, advisor conversations become more focused and improve both efficiency and experience.
Context aware in-branch support
Inside the Tea House, customers can opt in to receive assistance through the TD app during their visit. Using general proximity awareness, the app tracks when a customer may be near an advisor area or service zone.
This enables optional prompts such as:
Notifying customers when a nearby advisory is available
Offering help related to the reason they're at the branch
Introducing advisors in a low-pressure way
Customers have full control of their experience, prompts can be dismissed or disabled at any time.
A branch designed for connection, not just transactions
Beyond technology, the Tea House is a community hub that reflects TD's commitment to customer-centric innovation. Customers are encouraged to stay, enjoy a cup of tea, and participate in financial-literacy workshops and community-focused events. TD Tea House redefines the purpose of physical locations.
By creating opportunities for meaningful interaction, the Tea House strengthens TD’s reputation as a community-focused service provider and not just a bank.
Rollout plan
To ensure feasibility, we proposed a three-phase rollout strategy:
Phase 1: Planning
Find local partners for food services and to develop a financial literacy syllabus
Begin development of revised mobile app, website, and smart branch software
Create plans to reorganize branches into a teashop format
Create financial literacy courses with community partners
Phase 2: Pilot Program
Set up a prototype branch for use by TD employees
Deploy mobile wallet, and contactless authentication methods
Deploy traffic analytics feature
Continue development of other software
Train staff on service changes
Phase 3: Expansion
Analyze results from prototype and gradually expand the concept in 1 city targeting high-traffic branches
Gather analytics and feedback about these changes
Roll out additional authentication and analytics features as they become available
To further test real-world feasibility, we determined a cost estimate per branch of roughly $190K. This includes $150K for branch remodel, $25K for tea production equipment, and $5K each for RTLS system. This ensured our concept was realistic and scalable. To ensure feasibility, we grounded our cost estimates in:
Comparable branch remodel budgets
Commercial food equipment pricing
Industry estimates for BLE RTLS systems
Existing TD digital infrastructure reuse
Innovation challenge — Outcome
From concept to the top 5
I’m happy to say that our solution placed in the top 5 out of 15 teams and we presented our idea to the judges. I’m incredibly proud of what my team accomplished, not just for our placement, but also our idea's potential to redefine the customer banking experience!
Pitching our concept to a panel of senior technology leaders.
My team <3
What I learned
Challenges
Balancing projects and priorities
During my internship, I often had to manage multiple projects with different deadlines. Self-management and prioritizing tasks while ensuring quality work was a challenge. I learned how to effectively prioritize my tasks by breaking them down, allocating appropriate time, and adjusting based on evolving priorities.
Navigating feedback
A key challenge was synthesizing feedback from different members on my team, whether it was for prototype changes or how we approached generative research. Each team member brought unique perspectives so it was my role to include their input effectively. This taught me how to prioritize feedback that aligned with project goals and improve my collaboration skills.
Key takeaways
Approaching problems with a HCD approach
Throughout my projects, I learned how to leverage and apply design thinking principles to solve user problems. By keeping the HCD approach in mind, I ensured that all of my design decisions were rooted in user needs and business values, resulting in intuitive outcomes.
Remaining curious and active communication
Through this internship I learned that curiosity is key in UX design. By staying curious and actively asking questions, I was able to gain a better understanding of the process as well as user behaviours and pain points. Additionally, by actively communicating with others on my team, it helped us to stay aligned on project objectives.
Importance of cross-collaboration
Collaborating was a huge part of my team and vital to the success of our projects. I worked closely with researchers, strategists, and other designers, learning how to effectively communicate, accept feedback, and align everyone towards our shared goals.
Personal reflection
💚 An unforgettable experience
With this being my first UX design internship, I couldn't have asked for a better experience. Getting the chance to work with a close team of designers, researchers, and strategists helped me to develop a deeper understanding of UX and HCD, and become more confident as a designer.
Special thanks to:
Alicia and Alethea: My fellow interns! I'm glad I got to work with the both of you during the term and your collaboration and energy made every project enjoyable.
Sue, Kate, and Joelle: Thank you for all your mentorship and guidance throughout the term! I was able to learn so much from the each of you and develop skills I'll carry with me to future roles.
Redefining everyday banking through empathy
Thanks for checking out this case study! If you have any questions or want to know more, don't hesitate to contact me. While you're still here, please feel free to check out my other work or learn more about me. :)
TD Bank: Everyday Advice Journey (EAJ)
Shaped experiences for the next generation of TD customers
Overview
During summer 2024, I joined TD Bank’s EAJ Experience Strategy team as a UX Design Intern, to improve everyday banking for students, youth, postgrads, and newcomers. I contributed across research, design, and strategy to create cohesive, insight-driven experiences that aligned user needs with business goals and enhanced customer trust, engagement, and long-term value.
Role
UX Designer
Timeline
May - August 2024
Tools
Figma, FigJam
Note on confidentiality
Due to NDA, I cannot disclose specific details and designs. This case study focuses on process, decisions, and impact.
Projects at a glance
Designed for impact across banking journeys
Curious? Click a project to dive in.
What did I work on?
Cross-channel shopping experience
Enhanced the everyday banking experience through cross-channel shopping.
Cross-channel shopping experience — Purpose
Shift from transactional to value-driven banking
The goal of the project was to help TD stand out from other banks by transforming customer perception from transactional to value-driven through tailored advice and personalized experiences. Our team aimed to create a more educational and continuous banking journey, a cross-channel shopping experience where users can easily explore, compare, and revisit financial products across digital and in-person channels.
Cross-channel shopping experience — Approach
Clarifying the problem space and aligning on a usable flow
I joined the project midway, when the team had early concepts, and my first step was to clarify the knowledge gap surrounding customer expectations and pain points when it comes to digital and in-branch banking.
Through a review of previous research and existing prototype flows, I identified two key friction points:
Hesitant to use educational tools and viewing them as optional rather than helpful.
Overwhelmed by banking terminology when comparing products.
Building on these insights, I helped define early design assumptions that guided our prototype:
1
Consistency builds confidence
Users expect to see consistent content across the mobile app and web experience.
2
Personalization keeps users engaged
Users would remain engaged if the experience offered relevant personalized content tailored to their goals and financial situations.
3
Accessible support builds trust
Users would feel supported knowing they could easily contact a TD advisor if they had questions or needed clarification.
Before
Proposed Homepage
Simple hero with limited context
Content spread across sections with no hierarchy
Approach, user types, and stories grouped loosely
Difficult to understand what CND does at a glance
After
Revised Homepage
Hero communicates mission and product immediately
Clear narrative flow: What we do → How it works → Why it matters
Core services visualized for quick scanning
Impact, news, and partners framed as credibility signals
Translated insights into tangible interactions
Taking these assumptions, I refined the concept design so that it aligned with user expectations and business goals. I also helped improve the prototype’s interaction flow so the experience felt seamless across channels and encouraged exploration instead of linear navigation.
Simplified flows
Unified content
Advisor contact touchpoint
Mapping assumptions to actionable design decisions.
Validating design changes through usability testing.
Over a four-week sprint, our team tested the prototype with 10 participants across different user segments.. I observed research sessions, documented behavioural patterns, and supported any technical prototype adjustments.
Key findings
Revisiting products mattered
Observation: Participants valued the ability to revisit products without losing progress, so that they could take time to compare options and reflect before making decisions.
Solution: Integrated a persistent saved products feature.
Educational content felt irrelevant
Observation: Users hesitated when exploring educational tools due to a lengthy process and they didn't immediately see how content was relevant to their financial goals.
Solution: Simplified onboarding and added in contextual guidance to help users understand how each step related to their financial goal.
Turning research into a story stakeholders could act on
After usability testing, I led the synthesis of design and research insights into a stakeholder-facing deck. This artifact captured the refined flow, key usability findings, and design implications to serve as a shared reference point for future iterations of the shopping experience.
Recommendations
Create seamless cross-channel experiences
Focus on continuity across digital and in-branch channels to make the process more digital and flexible.
Simplify onboarding and empower confidence
Integrate contextual guidance and simplified onboarding to reduce friction for users less confident with digital banking.
Support exploration without interruption
Allow users to explore multiple paths simultaneously such as comparing and saving products for later, or returning to previous steps without losing progress.
While my internship ended before the outcomes were implemented, the design and recommendations reflected tested interactions and informed how the experience could scale across TD's digital and in-branch channels.
Cross-channel shopping experience — Learnings
Balancing flexibility and collaboration
How design and research complement each other
Design and research are deeply interconnected, not mutually exclusive roles. Research provides insights needed to inform design decisions so collaboration between these roles ensures that the final product is both user-centered and aligned with business goals.
Not all projects follow a linear process and remaining flexible
Remaining flexible and open to changes allowed me to effectively support the team and apply feedback, adjust to any changes, and help guide the project towards a successful outcome.
What did I work on?
Post grad steering committee
Conducted user research with postgrads to discover financial needs and inform future experience strategies.
Post grad steering committee — Purpose
Understanding post grad needs to inform TD strategies, rewards, and advice model
Our research aimed to help the bank better understand post grads’ financial behaviours and needs. These insights informed cross-functional teams, guided future strategies and product concepts tailored to this user group.
Post grad steering committee — Approach
Facilitating open, generative discussions
To understand post grads' experiences with finances and banking, we conducted monthly two-hour conversations with 10-12 participants. These participants were intentionally recruited from a range of banks and financial institutions to gather broad insights into the post grad market's financial behaviours, expectations, and needs.
We asked 4-5 targeted questions per session to gather valuable insights. I brainstormed questions, focusing on topics such as reward preferences, goals and influences, and pain points related to banking experiences. These questions were focused on eliciting meaningful responses to really understand our post grads' experiences.
Sample questions:
"What are your short, medium, and long-term goals?"
"Which banking rewards, tangible and intangible, do you value most? Why?"
"How could the bank support you in achieving your goals?"
"How do you decide which products or services to use? What resources would help you?"
During sessions, I documented pain points, financial literacy, preferences and expectations, and behaviour patterns that would directly inform design and business decisions. After each session, I transcribed recordings and synthesized data, and pulled direct quotes to provide context.
Image blurred due to NDA
This synthesis revealed several key themes including:
Relevant tangible and intangible rewards influences retention
Post grads are motivated by both practical benefits (e.g., cashback, travel points) and emotional value (e.g., recognition, feeling appreciated). When rewards are relevant to their lifestyle and goals, this increases loyalty.
Banking can feel intimidating for those seeking advice
Many participants described feeling anxious or hesitant when approaching banks for advice.
Lack of clarity in rewards programs
Several post grads expressed confusion surrounding how points are calculated and redeemed. They described an overall lack of transparency that lowered trust and engagement, which emphasized the need for clear communication and simpler reward structures.
I translated our findings into two comprehensive 20+ slide presentations that highlighted actionable insights and recommendations for stakeholders. These presentations ensured that they could use the research to inform strategic decisions and design initiatives, so that future projects could be rooted in a deep understanding of post grad needs and pain points.
Post grad steering committee — Learnings
Turning research into actionable insights
Prioritization and categorization
Synthesizing data for multiple research session taught me how to prioritize key findings and identify patterns based on frequency and potential business impact. For example, I observed recurring themes around reward confusion and discomfort seeking financial advice, and categorized these as main opportunity areas related to customer trust and retention.
Effective storytelling and presentation
Presenting to stakeholders reinforced the importance of clarity and conciseness. I learned to breakdown insights from our long sessions into visual summaries, using direct quotes and clear visuals, to tell a cohesive story that made data easier to digest.
Stakeholder engagement
Presenting evidence-based insights highlighted how research informs business decisions and shape future product strategies, especially in strengthening relationships with customers and improving trust and transparency.
What did I work on?
Innovation challenge
Co-designed a top-five concept reimagining branches as inclusive, tech-enabled community spaces.
Innovation challenge — Overview
Reimagining branches in a mobile-first world
I participated in TD's Innovation Challenge where interns were divided into 15 teams and tasked to reimagine the future of TD's banking experience, especially as digital capabilities continue to expand. This was a great opportunity to collaborate cross-functionally and gain business perspectives beyond design.
The challenge asked us:
As TD continues to enhance its digital capabilities for customers, what does the future brick and mortar branch look like? What services and benefits could it offer to customers who will soon be able to do all banking from their phone?
Each team was evaluated on four key considerations: User Impact, User Experience, Innovation, and Feasibility. We had two weeks to develop a solution, with two rounds of judging where the top five teams would present to a panel of TD executives.
Innovation challenge — Approach
Blending digital ease with human connection
With limited time, we prioritized understanding the role physical branches currently play in a digital-first world and pain points customers experience in-branch. We conducted secondary research and competitive analysis to see how other banks were integrating technology with in-person experiences.
We discovered that while customers do value digital convenience, many still crave human connection. According to the RBC Small Business Poll (2024),
77%
of Gen Z customers prefer a more human touch in communications
74%
seek personal interaction to resolve issues
Competitive analysis showed that most financial institutions focus on efficiency and automation, with no consideration for the emotional and community aspects of banking. This highlighted a gap in the market and an opportunity to transform the traditional branch into a welcoming and engaging space that builds trust and stronger customer relationships.
Branches shouldn’t just be places to transact, they should be places to connect.
Innovation challenge — Ideation
Exploring the solution space
Before getting to our final solution, we explored several ideas. Each responded to a real customer needs, but also fell short when evaluated against the challenge criteria.
Concepts we explored
Personalized advisory-first branches
Concept
Branches would mainly act as spaces for in-depth financial advices, such as long-term financial strategy and mortgages. Everyday transactions would be digital, while in-person visits focus more on consultations.
Why we considered it
Face-to-face interactions build trust for complex financial decisions
Aligns with customer need for guidance during major life events
Why it fell short
Limited appeal for everyday visits
Did not create enough reasons for customers to engage with branches regularly
Risked positioning branches as “only for big decisions” or intimidating
Digital education and in-person assistance centers
Concept
Branches would support customers, especially older adults or those who don't feel confident with tech, by offering hands-on assistance with digital banking tools and mobile apps.
Why we considered it
Addresses real accessibility and digital literacy gaps
Supports adoption of digital banking
Why it fell short
Narrowly focused on a specific demographic
Did not significantly reimagine the branch experience for broader audiences
Community engagement and events-focused branches
Concept
Branches would act as community hubs, where there would be financial literacy workshops, seminars, and networking events to build trust and education.
Why we considered it
Community presence strengthens brand trust
Aligns with TD’s values and long-term customer success
Why it fell short
Lacked integration with digital banking experiences
Risked feeling disconnected from customers’ day-to-day financial interactions
Innovation challenge — Solution
Introducing TD Tea House
Blending digital convenience with human connection
TD Tea House reimagines the physical branch as a welcoming, tech-enabled community spaced designed around trust, comfort and meaningful interaction. The concept focuses on supporting customers through advice, education, and human connection, while maintaining the efficiency digital banking brings.
A smoother arrival through app-based check-in
To reduce friction, customers can check in through the TD mobile app before or upon arrival at a branch. This secure check-in verifies identity using existing authentication methods such as Face ID or passcodes, and lets customers note the purpose of their visit.
Branches are able to:
Display live wait times
Prepare advisors in advance
Reduce unnecessary queues and uncertainty
Rather than replacing human interaction, advisor conversations become more focused and improve both efficiency and experience.
Context aware in-branch support
Inside the Tea House, customers can opt in to receive assistance through the TD app during their visit. Using general proximity awareness, the app tracks when a customer may be near an advisor area or service zone.
This enables optional prompts such as:
Notifying customers when a nearby advisory is available
Offering help related to the reason they're at the branch
Introducing advisors in a low-pressure way
Customers have full control of their experience, prompts can be dismissed or disabled at any time.
A branch designed for connection, not just transactions
Beyond technology, the Tea House is a community hub that reflects TD's commitment to customer-centric innovation. Customers are encouraged to stay, enjoy a cup of tea, and participate in financial-literacy workshops and community-focused events. TD Tea House redefines the purpose of physical locations.
By creating opportunities for meaningful interaction, the Tea House strengthens TD’s reputation as a community-focused service provider and not just a bank.
Rollout plan
To ensure feasibility, we proposed a three-phase rollout strategy:
Phase 1: Planning
Find local partners for food services and to develop a financial literacy syllabus
Begin development of revised mobile app, website, and smart branch software
Create plans to reorganize branches into a teashop format
Create financial literacy courses with community partners
Phase 2: Pilot Program
Set up a prototype branch for use by TD employees
Deploy mobile wallet, and contactless authentication methods
Deploy traffic analytics feature
Continue development of other software
Train staff on service changes
Phase 3: Expansion
Analyze results from prototype and gradually expand the concept in 1 city targeting high-traffic branches
Gather analytics and feedback about these changes
Roll out additional authentication and analytics features as they become available
To further test real-world feasibility, we determined a cost estimate per branch of roughly $190K. This includes $150K for branch remodel, $25K for tea production equipment, and $5K each for RTLS system. This ensured our concept was realistic and scalable. To ensure feasibility, we grounded our cost estimates in:
Comparable branch remodel budgets
Commercial food equipment pricing
Industry estimates for BLE RTLS systems
Existing TD digital infrastructure reuse
Innovation challenge — Outcome
From concept to the top 5
I’m happy to say that our solution placed in the top 5 out of 15 teams and we presented our idea to the judges. I’m incredibly proud of what my team accomplished, not just for our placement, but also our idea's potential to redefine the customer banking experience!
Pitching our concept to a panel of senior technology leaders.
My team <3
What I learned
Challenges
Balancing projects and priorities
During my internship, I often had to manage multiple projects with different deadlines. Self-management and prioritizing tasks while ensuring quality work was a challenge. I learned how to effectively prioritize my tasks by breaking them down, allocating appropriate time, and adjusting based on evolving priorities.
Navigating feedback
A key challenge was synthesizing feedback from different members on my team, whether it was for prototype changes or how we approached generative research. Each team member brought unique perspectives so it was my role to include their input effectively. This taught me how to prioritize feedback that aligned with project goals and improve my collaboration skills.
Key takeaways
Approaching problems with a HCD approach
Throughout my projects, I learned how to leverage and apply design thinking principles to solve user problems. By keeping the HCD approach in mind, I ensured that all of my design decisions were rooted in user needs and business values, resulting in intuitive outcomes.
Remaining curious and active communication
Through this internship I learned that curiosity is key in UX design. By staying curious and actively asking questions, I was able to gain a better understanding of the process as well as user behaviours and pain points. Additionally, by actively communicating with others on my team, it helped us to stay aligned on project objectives.
Importance of cross-collaboration
Collaborating was a huge part of my team and vital to the success of our projects. I worked closely with researchers, strategists, and other designers, learning how to effectively communicate, accept feedback, and align everyone towards our shared goals.
Personal reflection
💚 An unforgettable experience
With this being my first UX design internship, I couldn't have asked for a better experience. Getting the chance to work with a close team of designers, researchers, and strategists helped me to develop a deeper understanding of UX and HCD, and become more confident as a designer.
Special thanks to:
Alicia and Alethea: My fellow interns! I'm glad I got to work with the both of you during the term and your collaboration and energy made every project enjoyable.
Sue, Kate, and Joelle: Thank you for all your mentorship and guidance throughout the term! I was able to learn so much from the each of you and develop skills I'll carry with me to future roles.
Redefining everyday banking through empathy
Thanks for checking out this case study! If you have any questions or want to know more, don't hesitate to contact me. While you're still here, please feel free to check out my other work or learn more about me. :)
TD Bank: Everyday Advice Journey (EAJ)
Shaped experiences for the next generation of TD customers
Overview
During summer 2024, I joined TD Bank’s EAJ Experience Strategy team as a UX Design Intern, to improve everyday banking for students, youth, postgrads, and newcomers. I contributed across research, design, and strategy to create cohesive, insight-driven experiences that aligned user needs with business goals and enhanced customer trust, engagement, and long-term value.
Role
UX Designer
Timeline
May - August 2024
Tools
Figma, FigJam
Note on confidentiality
Due to NDA, I cannot disclose specific details and designs. This case study focuses on process, decisions, and impact.
Projects at a glance
Designed for impact across banking journeys
Curious? Click a project to dive in.
What did I work on?
Cross-channel shopping experience
Enhanced the everyday banking experience through cross-channel shopping.
Cross-channel shopping experience — Purpose
Shift from transactional to value-driven banking
The goal of the project was to help TD stand out from other banks by transforming customer perception from transactional to value-driven through tailored advice and personalized experiences. Our team aimed to create a more educational and continuous banking journey, a cross-channel shopping experience where users can easily explore, compare, and revisit financial products across digital and in-person channels.
Cross-channel shopping experience — Approach
Clarifying the problem space and aligning on a usable flow
I joined the project midway, when the team had early concepts, and my first step was to clarify the knowledge gap surrounding customer expectations and pain points when it comes to digital and in-branch banking.
Through a review of previous research and existing prototype flows, I identified two key friction points:
Hesitant to use educational tools and viewing them as optional rather than helpful.
Overwhelmed by banking terminology when comparing products.
Building on these insights, I helped define early design assumptions that guided our prototype:
1
Consistency builds confidence
Users expect to see consistent content across the mobile app and web experience.
2
Personalization keeps users engaged
Users would remain engaged if the experience offered relevant personalized content tailored to their goals and financial situations.
3
Accessible support builds trust
Users would feel supported knowing they could easily contact a TD advisor if they had questions or needed clarification.
Before
Proposed Homepage
Simple hero with limited context
Content spread across sections with no hierarchy
Approach, user types, and stories grouped loosely
Difficult to understand what CND does at a glance
After
Revised Homepage
Hero communicates mission and product immediately
Clear narrative flow: What we do → How it works → Why it matters
Core services visualized for quick scanning
Impact, news, and partners framed as credibility signals
Translated insights into tangible interactions
Taking these assumptions, I refined the concept design so that it aligned with user expectations and business goals. I also helped improve the prototype’s interaction flow so the experience felt seamless across channels and encouraged exploration instead of linear navigation.
Simplified flows
Unified content
Advisor contact touchpoint
Mapping assumptions to actionable design decisions.
Validating design changes through usability testing.
Over a four-week sprint, our team tested the prototype with 10 participants across different user segments.. I observed research sessions, documented behavioural patterns, and supported any technical prototype adjustments.
Key findings
Revisiting products mattered
Observation: Participants valued the ability to revisit products without losing progress, so that they could take time to compare options and reflect before making decisions.
Solution: Integrated a persistent saved products feature.
Educational content felt irrelevant
Observation: Users hesitated when exploring educational tools due to a lengthy process and they didn't immediately see how content was relevant to their financial goals.
Solution: Simplified onboarding and added in contextual guidance to help users understand how each step related to their financial goal.
Turning research into a story stakeholders could act on
After usability testing, I led the synthesis of design and research insights into a stakeholder-facing deck. This artifact captured the refined flow, key usability findings, and design implications to serve as a shared reference point for future iterations of the shopping experience.
Recommendations
Create seamless cross-channel experiences
Focus on continuity across digital and in-branch channels to make the process more digital and flexible.
Simplify onboarding and empower confidence
Integrate contextual guidance and simplified onboarding to reduce friction for users less confident with digital banking.
Support exploration without interruption
Allow users to explore multiple paths simultaneously such as comparing and saving products for later, or returning to previous steps without losing progress.
While my internship ended before the outcomes were implemented, the design and recommendations reflected tested interactions and informed how the experience could scale across TD's digital and in-branch channels.
Cross-channel shopping experience — Learnings
Balancing flexibility and collaboration
How design and research complement each other
Design and research are deeply interconnected, not mutually exclusive roles. Research provides insights needed to inform design decisions so collaboration between these roles ensures that the final product is both user-centered and aligned with business goals.
Not all projects follow a linear process and remaining flexible
Remaining flexible and open to changes allowed me to effectively support the team and apply feedback, adjust to any changes, and help guide the project towards a successful outcome.
What did I work on?
Post grad steering committee
Conducted user research with postgrads to discover financial needs and inform future experience strategies.
Post grad steering committee — Purpose
Understanding post grad needs to inform TD strategies, rewards, and advice model
Our research aimed to help the bank better understand post grads’ financial behaviours and needs. These insights informed cross-functional teams, guided future strategies and product concepts tailored to this user group.
Post grad steering committee — Approach
Facilitating open, generative discussions
To understand post grads' experiences with finances and banking, we conducted monthly two-hour conversations with 10-12 participants. These participants were intentionally recruited from a range of banks and financial institutions to gather broad insights into the post grad market's financial behaviours, expectations, and needs.
We asked 4-5 targeted questions per session to gather valuable insights. I brainstormed questions, focusing on topics such as reward preferences, goals and influences, and pain points related to banking experiences. These questions were focused on eliciting meaningful responses to really understand our post grads' experiences.
Sample questions:
"What are your short, medium, and long-term goals?"
"Which banking rewards, tangible and intangible, do you value most? Why?"
"How could the bank support you in achieving your goals?"
"How do you decide which products or services to use? What resources would help you?"
During sessions, I documented pain points, financial literacy, preferences and expectations, and behaviour patterns that would directly inform design and business decisions. After each session, I transcribed recordings and synthesized data, and pulled direct quotes to provide context.
Image blurred due to NDA
This synthesis revealed several key themes including:
Relevant tangible and intangible rewards influences retention
Post grads are motivated by both practical benefits (e.g., cashback, travel points) and emotional value (e.g., recognition, feeling appreciated). When rewards are relevant to their lifestyle and goals, this increases loyalty.
Banking can feel intimidating for those seeking advice
Many participants described feeling anxious or hesitant when approaching banks for advice.
Lack of clarity in rewards programs
Several post grads expressed confusion surrounding how points are calculated and redeemed. They described an overall lack of transparency that lowered trust and engagement, which emphasized the need for clear communication and simpler reward structures.
I translated our findings into two comprehensive 20+ slide presentations that highlighted actionable insights and recommendations for stakeholders. These presentations ensured that they could use the research to inform strategic decisions and design initiatives, so that future projects could be rooted in a deep understanding of post grad needs and pain points.
Post grad steering committee — Learnings
Turning research into actionable insights
Prioritization and categorization
Synthesizing data for multiple research session taught me how to prioritize key findings and identify patterns based on frequency and potential business impact. For example, I observed recurring themes around reward confusion and discomfort seeking financial advice, and categorized these as main opportunity areas related to customer trust and retention.
Effective storytelling and presentation
Presenting to stakeholders reinforced the importance of clarity and conciseness. I learned to breakdown insights from our long sessions into visual summaries, using direct quotes and clear visuals, to tell a cohesive story that made data easier to digest.
Stakeholder engagement
Presenting evidence-based insights highlighted how research informs business decisions and shape future product strategies, especially in strengthening relationships with customers and improving trust and transparency.
What did I work on?
Innovation challenge
Co-designed a top-five concept reimagining branches as inclusive, tech-enabled community spaces.
Innovation challenge — Overview
Reimagining branches in a mobile-first world
I participated in TD's Innovation Challenge where interns were divided into 15 teams and tasked to reimagine the future of TD's banking experience, especially as digital capabilities continue to expand. This was a great opportunity to collaborate cross-functionally and gain business perspectives beyond design.
The challenge asked us:
As TD continues to enhance its digital capabilities for customers, what does the future brick and mortar branch look like? What services and benefits could it offer to customers who will soon be able to do all banking from their phone?
Each team was evaluated on four key considerations: User Impact, User Experience, Innovation, and Feasibility. We had two weeks to develop a solution, with two rounds of judging where the top five teams would present to a panel of TD executives.
Innovation challenge — Approach
Blending digital ease with human connection
With limited time, we prioritized understanding the role physical branches currently play in a digital-first world and pain points customers experience in-branch. We conducted secondary research and competitive analysis to see how other banks were integrating technology with in-person experiences.
We discovered that while customers do value digital convenience, many still crave human connection. According to the RBC Small Business Poll (2024),
77%
of Gen Z customers prefer a more human touch in communications
74%
seek personal interaction to resolve issues
Competitive analysis showed that most financial institutions focus on efficiency and automation, with no consideration for the emotional and community aspects of banking. This highlighted a gap in the market and an opportunity to transform the traditional branch into a welcoming and engaging space that builds trust and stronger customer relationships.
Branches shouldn’t just be places to transact, they should be places to connect.
Innovation challenge — Ideation
Exploring the solution space
Before getting to our final solution, we explored several ideas. Each responded to a real customer needs, but also fell short when evaluated against the challenge criteria.
Concepts we explored
Personalized advisory-first branches
Concept
Branches would mainly act as spaces for in-depth financial advices, such as long-term financial strategy and mortgages. Everyday transactions would be digital, while in-person visits focus more on consultations.
Why we considered it
Face-to-face interactions build trust for complex financial decisions
Aligns with customer need for guidance during major life events
Why it fell short
Limited appeal for everyday visits
Did not create enough reasons for customers to engage with branches regularly
Risked positioning branches as “only for big decisions” or intimidating
Digital education and in-person assistance centers
Concept
Branches would support customers, especially older adults or those who don't feel confident with tech, by offering hands-on assistance with digital banking tools and mobile apps.
Why we considered it
Addresses real accessibility and digital literacy gaps
Supports adoption of digital banking
Why it fell short
Narrowly focused on a specific demographic
Did not significantly reimagine the branch experience for broader audiences
Community engagement and events-focused branches
Concept
Branches would act as community hubs, where there would be financial literacy workshops, seminars, and networking events to build trust and education.
Why we considered it
Community presence strengthens brand trust
Aligns with TD’s values and long-term customer success
Why it fell short
Lacked integration with digital banking experiences
Risked feeling disconnected from customers’ day-to-day financial interactions
Innovation challenge — Solution
Introducing TD Tea House
Blending digital convenience with human connection
TD Tea House reimagines the physical branch as a welcoming, tech-enabled community spaced designed around trust, comfort and meaningful interaction. The concept focuses on supporting customers through advice, education, and human connection, while maintaining the efficiency digital banking brings.
A smoother arrival through app-based check-in
To reduce friction, customers can check in through the TD mobile app before or upon arrival at a branch. This secure check-in verifies identity using existing authentication methods such as Face ID or passcodes, and lets customers note the purpose of their visit.
Branches are able to:
Display live wait times
Prepare advisors in advance
Reduce unnecessary queues and uncertainty
Rather than replacing human interaction, advisor conversations become more focused and improve both efficiency and experience.
Context aware in-branch support
Inside the Tea House, customers can opt in to receive assistance through the TD app during their visit. Using general proximity awareness, the app tracks when a customer may be near an advisor area or service zone.
This enables optional prompts such as:
Notifying customers when a nearby advisory is available
Offering help related to the reason they're at the branch
Introducing advisors in a low-pressure way
Customers have full control of their experience, prompts can be dismissed or disabled at any time.
A branch designed for connection, not just transactions
Beyond technology, the Tea House is a community hub that reflects TD's commitment to customer-centric innovation. Customers are encouraged to stay, enjoy a cup of tea, and participate in financial-literacy workshops and community-focused events. TD Tea House redefines the purpose of physical locations.
By creating opportunities for meaningful interaction, the Tea House strengthens TD’s reputation as a community-focused service provider and not just a bank.
Rollout plan
To ensure feasibility, we proposed a three-phase rollout strategy:
Phase 1: Planning
Find local partners for food services and to develop a financial literacy syllabus
Begin development of revised mobile app, website, and smart branch software
Create plans to reorganize branches into a teashop format
Create financial literacy courses with community partners
Phase 2: Pilot Program
Set up a prototype branch for use by TD employees
Deploy mobile wallet, and contactless authentication methods
Deploy traffic analytics feature
Continue development of other software
Train staff on service changes
Phase 3: Expansion
Analyze results from prototype and gradually expand the concept in 1 city targeting high-traffic branches
Gather analytics and feedback about these changes
Roll out additional authentication and analytics features as they become available
To further test real-world feasibility, we determined a cost estimate per branch of roughly $190K. This includes $150K for branch remodel, $25K for tea production equipment, and $5K each for RTLS system. This ensured our concept was realistic and scalable. To ensure feasibility, we grounded our cost estimates in:
Comparable branch remodel budgets
Commercial food equipment pricing
Industry estimates for BLE RTLS systems
Existing TD digital infrastructure reuse
Innovation challenge — Outcome
From concept to the top 5
I’m happy to say that our solution placed in the top 5 out of 15 teams and we presented our idea to the judges. I’m incredibly proud of what my team accomplished, not just for our placement, but also our idea's potential to redefine the customer banking experience!
Pitching our concept to a panel of senior technology leaders.
My team <3
What I learned
Challenges
Balancing projects and priorities
During my internship, I often had to manage multiple projects with different deadlines. Self-management and prioritizing tasks while ensuring quality work was a challenge. I learned how to effectively prioritize my tasks by breaking them down, allocating appropriate time, and adjusting based on evolving priorities.
Navigating feedback
A key challenge was synthesizing feedback from different members on my team, whether it was for prototype changes or how we approached generative research. Each team member brought unique perspectives so it was my role to include their input effectively. This taught me how to prioritize feedback that aligned with project goals and improve my collaboration skills.
Key takeaways
Approaching problems with a HCD approach
Throughout my projects, I learned how to leverage and apply design thinking principles to solve user problems. By keeping the HCD approach in mind, I ensured that all of my design decisions were rooted in user needs and business values, resulting in intuitive outcomes.
Remaining curious and active communication
Through this internship I learned that curiosity is key in UX design. By staying curious and actively asking questions, I was able to gain a better understanding of the process as well as user behaviours and pain points. Additionally, by actively communicating with others on my team, it helped us to stay aligned on project objectives.
Importance of cross-collaboration
Collaborating was a huge part of my team and vital to the success of our projects. I worked closely with researchers, strategists, and other designers, learning how to effectively communicate, accept feedback, and align everyone towards our shared goals.
Personal reflection
💚 An unforgettable experience
With this being my first UX design internship, I couldn't have asked for a better experience. Getting the chance to work with a close team of designers, researchers, and strategists helped me to develop a deeper understanding of UX and HCD, and become more confident as a designer.
Special thanks to:
Alicia and Alethea: My fellow interns! I'm glad I got to work with the both of you during the term and your collaboration and energy made every project enjoyable.
Sue, Kate, and Joelle: Thank you for all your mentorship and guidance throughout the term! I was able to learn so much from the each of you and develop skills I'll carry with me to future roles.
Redefining everyday banking through empathy
Thanks for checking out this case study! If you have any questions or want to know more, don't hesitate to contact me. While you're still here, please feel free to check out my other work or learn more about me. :)