From static catalog to digital service hub: how we increased engagement by 30% on Banco Pan’s website
My role: UX/UI Designer
Team: Myself (Research, Strategy, UI), William (UI), Talles (UI), a PM, a UX Writer, and a Project Manager
Timeline: 6 months
Main deliverables: user journeys, site flows, sitemap, usability analyses, qualitative research, internal workshops, high-fidelity prototypes, final website
When I arrived at Banco Pan, the website was a maze (outdated content, cluttered menus, and a frightening churn rate showing users fleeing).
The goal? Just make it “pretty.” But that’s when we flipped the script.
Support was flooded with angry customers who couldn’t find where to pay installments or get help with their loans
The real turning point came on an exhausting Tuesday, packed with other priorities: They showed churn metrics spike (60% of sessions didn’t even reach the menu).
This couldn’t just be a visual redesign. The contract was only for UI, but I pushed hard to do a proper discovery phase, especially given the size of the client and the importance of the site.
That’s when the project manager finally greenlit my request for Discovery: without deeply understanding the problem, any redesign would just be decoration.
Instead of jumping into screens, I interviewed service team leaders, dug into Hotjar reports, and analyzed a bounce rate over 60%.
We validated core JTBDs for audiences in classes C and D: “how do I check my installment?”, “how do I fix a payment error?”, “where do I find my digital account?”
The site was seen as a static business card. completely disconnected from the urgent needs of users trying to manage loans, get service, or find products under pressure.
Once we had the insights, our main hypothesis became clear: put service first. Followed by prioritizing the most critical products.
Internally, everyone was stuck on support overload. Products were buried in a generic layout.
We restructured the sitemap and prototyped a homepage around three pillars: fast service, digital accounts, and payroll-deductible loans.
We introduced “Quick Help” cards right at the top and throughout the homepage. Ticket volumes starting to ease.
I had to renegotiate priorities, defend our lean Discovery, and pull everyone into an emergency problem framing workshop.
We also aligned on using the app’s new Design System as our visual base instead of resetting after every round of feedback.
The toughest call? Giving up prominent space for loan campaigns in order to surface support content.
I planned to keep product links accessible but discreet, so users could quickly solve urgent problems first but still give space to priority products.
When I presented this to the board, I backed it with real support data and user feedback: solving real pain builds trust.
In just 2 months post-rollout, overall engagement grew by 30%.
Clicks on help cards went up. Basic support tickets dropped sharply, freeing the team to focus on complex cases.
And Marketing gained autonomy to update campaigns on the fly.
The site stopped being a product catalog. It became a real service center and reinforcing the digital account launch and accelerating loan acquisition.
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