CAPITAL ONE
A Personalized Offers Marketplace
Capital One’s Offer Center is a digital hub that delivers customized, credit-related offers directly to customers within their accounts. As the sole UX/UI designer and design lead on this project, I was responsible for delivering the MVP experience and defining the long-term vision and strategy for this evolving ecosystem.
Working cross-functionally with three tech teams and a wide range of stakeholders, I led the initiative from discovery through delivery and scaling—transforming a concept into a high-performing product that now serves millions of Capital One customers.
Role: UX/UI Designer & Design Lead
Platforms: Web, iOS, Android
Team: 1 Product Manager, 3 Tech Teams, Business Stakeholders
Key Skills: UX/UI Design, Research & Testing, Strategy, Roadmapping, Handoff, Production & Handoff
The Challenge
Despite having various targeted offers available across lines of business, there was no single, consistent experience where customers could view or engage with those opportunities. 10% of customers actively searched for ways to find offers and benefits, but friction and fragmentation stood in the way.
The opportunity? Create a centralized "Offer Center"—a consistent and scalable solution that rewards loyal customers and helps them grow their financial access.
Business Context
From a business perspective, Offer Center is more than just a feature—it’s a customer-level marketplace engine. It enables Capital One to:
Present personalized, high-value offers (e.g., balance transfers, upgrades, referrals)
Drive growth in product adoption and engagement
Unlock new revenue streams through improved offer visibility
At full scale, the product is projected to deliver over $9M in incremental annual NPV based on existing performance.
Research & Discovery
I kicked off the project by conducting qualitative research with 9 participants through moderated, remote interviews. My goals were to understand:
Customers’ mental models around financial offers
How they currently manage, evaluate, and act on credit or loyalty-related benefits
Jobs-to-be-done related to finding and using offers
We synthesized the insights into a Customer Journey Framework, broken down into five phases:
Awareness – How do users find out about offers?
Access – Can they easily view details and take action?
Apply – Is the opt-in process clear and efficient?
Acclimate – How do users understand terms and get started?
Adapt – How does the offer integrate into their long-term behavior?
This journey map helped us identify friction points and prioritize which features to launch in the MVP.
Design Process
Knowledge Mapping & Ideation
We hosted workshops to align on what users needed versus what the platform could support. This informed our prioritization matrix and product roadmap, which I led in collaboration with product and engineering.
Prototyping & Testing
I designed and tested early prototypes focused on:
A quick interaction pattern for MVP
A multi-card account holder view for future scalability
Filtering options to support growing offer types
Using Figma, I built interactive flows and collaborated closely with all three tech teams (web, iOS, Android) to ensure consistent execution across platforms.
Strategy & Roadmap
I developed the product vision and documented a multi-phase roadmap, including an intake process and evolving research plan. Both are still in use by the team today.
The Solution: Offer Center MVP
We launched the MVP to 10% of users, focused on the highest-priority offers:
Card Upgrades
Balance Transfers
Referral Bonuse
Multi-Card Offers
The MVP used a new microservice architecture (dynamic tiles), allowing for fast content updates without requiring full release cycles.
Challenges & Collaboration
Accessibility: Ensured clear indicators and swiping behavior for the carousel; explored alternatives for broader usability
Platform Constraints: Worked around front-end limitations by partnering with comparison platform teams to align on reusable, scalable components
Design Systems: Collaborated with internal design systems teams to contribute components that could benefit other product surfaces across the app
Impact
✅ Launched to 10% of customers — quickly scaled to 30%, with plans to expand to 100%
✅ $9M+ projected incremental annual NPV
✅ Significant improvement in offer visibility and conversion rates
✅ Scalable architecture enabling continuous iteration and faster go-to-market
Key Takeaways
Scalable Design Systems: The use of dynamic tile microservices future-proofed the experience and improved delivery velocity.
Design as Strategy: My work on the roadmap, intake process, and research plan shaped not only the product—but how the team works.
Cross-Functional Partnership: Deep collaboration with engineering, product, and business was essential in turning this concept into a measurable success.
Final Thoughts
Offer Center wasn’t just a new feature—it was a strategic shift. By creating a consistent, scalable, and user-first solution, we were able to turn a fragmented offer experience into a dynamic, personalized ecosystem that drives real business results.