Investments design
ways of working
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June 2022 – June 2025
Prior to 2022, RBC Investing digital teams operated as small, maintenance-focused squads. Following the GameStop and AMC events, RBC increased investment to better compete with fintechs. Our design team scaled 4×, requiring the establishment of design operations, documentation, and ways of working to become a trusted, mature partner.
Enabling designers to work more efficiently with reusable templates
We established governance for documenting, updating, and structuring design files, making them accessible not just for designers but also for partners. This freed designers to focus on product strategy, enabled scalable, reusable workflows, and ensured consistency across hand-offs.
Design QA is nested within our dev squads delivery
Design QA is nested within our dev squads delivery
Design QA is nested within our dev squads delivery
Parent flows show the happy path to keep it simple while linking to each R4D file for the detailed designs.
Ensuring consistent products within every squad
Direct Investing lacked a design QA process, leading to inconsistencies, weak collaboration, and a loss of brand trust, reinforcing the stereotype of banks producing sub-par products. To address this, I established a flexible but mandatory design QA process, fostering easier designer and developer collaboration and ensuring teams review with design before release, delivering our best work consistently.
Design QA is nested within our dev squads delivery
Squads can choose how to communicate design QA
Allowing for velocity while preserving consistency
While our enterprise design system, RIG, provides tokens, componets and best practices their roadmap is established for the year and not every component fits our product needs. This led us to create a spoke library and process for components, templates, and workflows, ensuring consistency within the Investments team. Since inception, we’ve developed 25 spoke components and multiple page templates, boosting both consistency and velocity.
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Safeguarding enhancements that usually fall through the cracks
Before I joined, Direct Investing’s roadmap established with strict timelines and budget, leaving little room for out-of-scope improvements. To create a scalable UX roadmap, we established an idea backlog using RICE scoring, open to contributions from any team member. This process has allowed us to implement 12 updates that would have otherwise been lost.
