Digital Banking
Products

Getting a bank product shouldn't require a trip to the branch.

Itaú is Latin America's largest private bank by assets, with a presence in 18 countries. Its Colombia operation is newer: it grew out of a 2012 acquisition of Santander's local business, merged with Helm Bank the next year, and started operating fully under the Itaú brand around 2017.

Rates were competitive, especially on housing and personal loans, but the digital side hadn't caught up. Because the bank was assembled from three merged institutions, getting almost any product still meant a branch visit and paperwork. I joined the team rebuilding those processes end to end, from 2021 to 2023, so customers could complete them from the app.

My role

Four products, one shared structure.

Every product followed the same five-stage backbone, mapped for both new and existing customers.

One flow, mapped stage by stage.

Every product branched differently once you were inside it. Here's the credit card flow for an existing customer, used as the representative example: the other products followed the same structure with different content at each stage.

1. 1

   Request

   Home screen, then the product page: a returning customer already sees benefits, features and costs before deciding.

2. 2

   Identification

   A politically exposed person (PEP) check runs automatically in the background, followed by a confirmation code.

3. 3

   Capture

   Confirm occupation, update personal data, and see the credit limit already being offered.

4. 4

   Configuration

   Choose a payment date, pick a card network, confirm delivery address, review everything.

5. 5

   Linking

   Full product details, terms and conditions, and a final acceptance screen.

Across the products

Savings Account Credit Cards Personal Loans

Wireflow

Savings Account

A digital account-opening flow, from product selection to a fully linked account, without a branch visit.

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The interesting part wasn't the happy path.

Behind those five stages was real banking logic to design for. A few of the branches that shaped the flow:

01 Not every customer answers the same questions

The logic. Required data, and how income gets validated, changes depending on whether someone is an employee, self-employed, retired, or living off capital income.

The design problem. The flow had to branch cleanly into each path instead of asking everyone the same generic questions.

02 Approved, rejected, or something in between

The logic. Beyond a simple approve or reject, the bank's credit engine could also return a "gray zone" result that needed manual review.

The design problem. The flow needed an honest way to tell a customer their application was pending, not stuck or declined.

03 Promotions that don't apply to everyone

The logic. The bank's deferred-payment promotion only applied to certain card tiers and credit limits, and co-branded rewards cards followed their own separate rules.

The design problem. Eligibility had to be checked and communicated per card, not assumed to apply across the board.

Wireflows were the shared language.

A project like this only works if UX, product, marketing and development read the same map. The wireflows were that map: every step, branch and piece of copy laid out clearly enough that a marketing lead, a developer and a compliance reviewer could look at the same diagram and agree on what it meant.

From there, prototypes turned those flows into something people could click through, and development built them inside the bank's existing systems, improving both incrementally rather than rebuilding everything at once.

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