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Building a recognisable product voice

Objective

To rebuild the confidence of our users.

Objective

To rebuild the confidence of our users.

Objective

To rebuild the confidence of our users.

The problem

Fragmentation across our digital experiences were creating user friction.

In the absence of content standards, teams were inconsistent in their decision-making, resulting in users encountering conflicting content patterns across the suite. Internal support-desk data indicated that approximately 20-30% of inquiries stemmed from unclear or contradictory messaging, alongside a reluctance to transition away from legacy platforms. Advisors were also flagging an increasing number of complaints from clients, who were losing confidence in the safety and authenticity of our digital solutions.

The fragmentation also contributed to inefficiencies within the internal design process. Product teams were spending roughly 25-35% of design time negotiating copy decisions and aligning on terminology.

Examples of inconsistencies



“I don’t know how to decide between wording like ‘Next’ and ‘Continue’, or even how to tell whether my content’s clear or not.” Lead product designer

My role was to build a content strategy and governance framework that unified these experiences, creating tools to support faster product content decisions that increased the confidence of both internal and external users.

Objective

Create a content style guide that strengthens the consistency and cohesion across our products for both enterprise (internal) and client-facing digital experiences.


Phase 1. Discovery

Audit

I reviewed more than 24+ independent internal Confluence spaces that documented content standards, design systems where I identified several issues, including:

  • Absent decision-making frameworks or processes

  • Shared terms

I also interviewed several design, product and engineering colleagues to gage their understanding of how they determine content-design decisions.


Phase 2. Define principles and success

Although I consulted my non-content colleagues, within the content design team we defined principles to ground all future content design decisions:

Principle

Objective

Demonstrated by

Content is clear and accessible

Ensuring our users always understand what is happening, what they need to do and what'll happen next, irrespective of their context, ability or familiarity of the product.

  • Writing accessibly (for an 8th grade or lower - based on the Flesch-Kincaid grade level)

  • Writing in active voice in most instances

  • Using consistent terms across journeys and touch points

  • Defining and breaking down complex information and steps


Content is not used to patch bad UX

Copy shouldn't compensate poorly designed flows, poor hierarchy or patching poor internal process.

  • Making decisions made alongside UX, not just at the end

  • Reducing reliance on instructional product copy

  • Improving UX rather than simply adding more words

Content is grounded in evidence

Empowering content design by ensuring decisions aren't easy to refute - as each any and every content decision on data and user insights, not assumptions, opinions or preferences.


  • Always attaching product content decisions with relevant, timely research, testing or behavioural data

  • Documenting hypotheses are before implementing content changes

  • Using user feedback or performance metrics to guide and influence future design iterations

  • Clearly documenting rationale for terms, tone and structures

Content evokes confidence

Increasing the trust of our users by ensuring they feel appropriately informed, capable and supported by the product and business in their decision-making, especially in high-stakes or sensitive moments.

  • Clearly explaining of outcomes, risks, and next steps

  • Writing in a tone that respects user intelligence without assuming expertise

  • Reassuring users reassurance during moments of uncertainty or friction

  • Using calm, neutral language that avoids false certainty or alarm

Content aligns with the businesses' values

Ensuring product content consistently reflects the organisation’s ethical stance, priorities and responsibilities to its clients and users.

  • Product communication that reflect's the businesses values

  • Clearly communicated escalation routes and accountability, especially during sensitive scenarios


We then established success metrics: reducing support inquiries related to messaging confusion, decreasing time spent on content alignment in sprints, and improving user confidence in platform reliability.


Phase 3. Developing content standards

We progressively translated these principles into actionable standards. For example, creating a content framework that covered in-app notifications, for example:

In-app notification framework

To avoid overloading non-content design partners with yet another Confluence space and ensure guidance felt compelling, I uplifted existing design systems to include relevant content standards, strings and variables.

I partnered with the broader design and brand teams to ensure the new content system reflected the bank’s tone of voice and visual identity.


Phase 4. Applying content standards

Internal experiences



Before (examples of inconsistencies)



After

Resolutions

Agreed button CTA rules with design system team, with primary action always to the left.


Primary action linked to the verb

Reducing verbosity of common statement "Are you sure you want to…"


Client experiences

For new journeys, we were able to apply standards straight away, for example from from our first-time sign-in experiences for new private bank clients:







The problem

Fragmentation across our digital experiences were creating user friction.

In the absence of content standards, teams were inconsistent in their decision-making, resulting in users encountering conflicting content patterns across the suite. Internal support-desk data indicated that approximately 20-30% of inquiries stemmed from unclear or contradictory messaging, alongside a reluctance to transition away from legacy platforms. Advisors were also flagging an increasing number of complaints from clients, who were losing confidence in the safety and authenticity of our digital solutions.

The fragmentation also contributed to inefficiencies within the internal design process. Product teams were spending roughly 25-35% of design time negotiating copy decisions and aligning on terminology.

Examples of inconsistencies



“I don’t know how to decide between wording like ‘Next’ and ‘Continue’, or even how to tell whether my content’s clear or not.” Lead product designer

My role was to build a content strategy and governance framework that unified these experiences, creating tools to support faster product content decisions that increased the confidence of both internal and external users.

Objective

Create a content style guide that strengthens the consistency and cohesion across our products for both enterprise (internal) and client-facing digital experiences.


Phase 1. Discovery

Audit

I reviewed more than 24+ independent internal Confluence spaces that documented content standards, design systems where I identified several issues, including:

  • Absent decision-making frameworks or processes

  • Shared terms

I also interviewed several design, product and engineering colleagues to gage their understanding of how they determine content-design decisions.


Phase 2. Define principles and success

Although I consulted my non-content colleagues, within the content design team we defined principles to ground all future content design decisions:

Principle

Objective

Demonstrated by

Content is clear and accessible

Ensuring our users always understand what is happening, what they need to do and what'll happen next, irrespective of their context, ability or familiarity of the product.

  • Writing accessibly (for an 8th grade or lower - based on the Flesch-Kincaid grade level)

  • Writing in active voice in most instances

  • Using consistent terms across journeys and touch points

  • Defining and breaking down complex information and steps


Content is not used to patch bad UX

Copy shouldn't compensate poorly designed flows, poor hierarchy or patching poor internal process.

  • Making decisions made alongside UX, not just at the end

  • Reducing reliance on instructional product copy

  • Improving UX rather than simply adding more words

Content is grounded in evidence

Empowering content design by ensuring decisions aren't easy to refute - as each any and every content decision on data and user insights, not assumptions, opinions or preferences.


  • Always attaching product content decisions with relevant, timely research, testing or behavioural data

  • Documenting hypotheses are before implementing content changes

  • Using user feedback or performance metrics to guide and influence future design iterations

  • Clearly documenting rationale for terms, tone and structures

Content evokes confidence

Increasing the trust of our users by ensuring they feel appropriately informed, capable and supported by the product and business in their decision-making, especially in high-stakes or sensitive moments.

  • Clearly explaining of outcomes, risks, and next steps

  • Writing in a tone that respects user intelligence without assuming expertise

  • Reassuring users reassurance during moments of uncertainty or friction

  • Using calm, neutral language that avoids false certainty or alarm

Content aligns with the businesses' values

Ensuring product content consistently reflects the organisation’s ethical stance, priorities and responsibilities to its clients and users.

  • Product communication that reflect's the businesses values

  • Clearly communicated escalation routes and accountability, especially during sensitive scenarios


We then established success metrics: reducing support inquiries related to messaging confusion, decreasing time spent on content alignment in sprints, and improving user confidence in platform reliability.


Phase 3. Developing content standards

We progressively translated these principles into actionable standards. For example, creating a content framework that covered in-app notifications, for example:

In-app notification framework

To avoid overloading non-content design partners with yet another Confluence space and ensure guidance felt compelling, I uplifted existing design systems to include relevant content standards, strings and variables.

I partnered with the broader design and brand teams to ensure the new content system reflected the bank’s tone of voice and visual identity.


Phase 4. Applying content standards

Internal experiences



Before (examples of inconsistencies)



After

Resolutions

Agreed button CTA rules with design system team, with primary action always to the left.


Primary action linked to the verb

Reducing verbosity of common statement "Are you sure you want to…"


Client experiences

For new journeys, we were able to apply standards straight away, for example from from our first-time sign-in experiences for new private bank clients:







The problem

Fragmentation across our digital experiences were creating user friction.

In the absence of content standards, teams were inconsistent in their decision-making, resulting in users encountering conflicting content patterns across the suite. Internal support-desk data indicated that approximately 20-30% of inquiries stemmed from unclear or contradictory messaging, alongside a reluctance to transition away from legacy platforms. Advisors were also flagging an increasing number of complaints from clients, who were losing confidence in the safety and authenticity of our digital solutions.

The fragmentation also contributed to inefficiencies within the internal design process. Product teams were spending roughly 25-35% of design time negotiating copy decisions and aligning on terminology.

Examples of inconsistencies



“I don’t know how to decide between wording like ‘Next’ and ‘Continue’, or even how to tell whether my content’s clear or not.” Lead product designer

My role was to build a content strategy and governance framework that unified these experiences, creating tools to support faster product content decisions that increased the confidence of both internal and external users.

Objective

Create a content style guide that strengthens the consistency and cohesion across our products for both enterprise (internal) and client-facing digital experiences.


Phase 1. Discovery

Audit

I reviewed more than 24+ independent internal Confluence spaces that documented content standards, design systems where I identified several issues, including:

  • Absent decision-making frameworks or processes

  • Shared terms

I also interviewed several design, product and engineering colleagues to gage their understanding of how they determine content-design decisions.


Phase 2. Define principles and success

Although I consulted my non-content colleagues, within the content design team we defined principles to ground all future content design decisions:

Principle

Objective

Demonstrated by

Content is clear and accessible

Ensuring our users always understand what is happening, what they need to do and what'll happen next, irrespective of their context, ability or familiarity of the product.

  • Writing accessibly (for an 8th grade or lower - based on the Flesch-Kincaid grade level)

  • Writing in active voice in most instances

  • Using consistent terms across journeys and touch points

  • Defining and breaking down complex information and steps


Content is not used to patch bad UX

Copy shouldn't compensate poorly designed flows, poor hierarchy or patching poor internal process.

  • Making decisions made alongside UX, not just at the end

  • Reducing reliance on instructional product copy

  • Improving UX rather than simply adding more words

Content is grounded in evidence

Empowering content design by ensuring decisions aren't easy to refute - as each any and every content decision on data and user insights, not assumptions, opinions or preferences.


  • Always attaching product content decisions with relevant, timely research, testing or behavioural data

  • Documenting hypotheses are before implementing content changes

  • Using user feedback or performance metrics to guide and influence future design iterations

  • Clearly documenting rationale for terms, tone and structures

Content evokes confidence

Increasing the trust of our users by ensuring they feel appropriately informed, capable and supported by the product and business in their decision-making, especially in high-stakes or sensitive moments.

  • Clearly explaining of outcomes, risks, and next steps

  • Writing in a tone that respects user intelligence without assuming expertise

  • Reassuring users reassurance during moments of uncertainty or friction

  • Using calm, neutral language that avoids false certainty or alarm

Content aligns with the businesses' values

Ensuring product content consistently reflects the organisation’s ethical stance, priorities and responsibilities to its clients and users.

  • Product communication that reflect's the businesses values

  • Clearly communicated escalation routes and accountability, especially during sensitive scenarios


We then established success metrics: reducing support inquiries related to messaging confusion, decreasing time spent on content alignment in sprints, and improving user confidence in platform reliability.


Phase 3. Developing content standards

We progressively translated these principles into actionable standards. For example, creating a content framework that covered in-app notifications, for example:

In-app notification framework

To avoid overloading non-content design partners with yet another Confluence space and ensure guidance felt compelling, I uplifted existing design systems to include relevant content standards, strings and variables.

I partnered with the broader design and brand teams to ensure the new content system reflected the bank’s tone of voice and visual identity.


Phase 4. Applying content standards

Internal experiences



Before (examples of inconsistencies)



After

Resolutions

Agreed button CTA rules with design system team, with primary action always to the left.


Primary action linked to the verb

Reducing verbosity of common statement "Are you sure you want to…"


Client experiences

For new journeys, we were able to apply standards straight away, for example from from our first-time sign-in experiences for new private bank clients:







The problem

Fragmentation across our digital experiences were creating user friction.

In the absence of content standards, teams were inconsistent in their decision-making, resulting in users encountering conflicting content patterns across the suite. Internal support-desk data indicated that approximately 20-30% of inquiries stemmed from unclear or contradictory messaging, alongside a reluctance to transition away from legacy platforms. Advisors were also flagging an increasing number of complaints from clients, who were losing confidence in the safety and authenticity of our digital solutions.

The fragmentation also contributed to inefficiencies within the internal design process. Product teams were spending roughly 25-35% of design time negotiating copy decisions and aligning on terminology.

Examples of inconsistencies



“I don’t know how to decide between wording like ‘Next’ and ‘Continue’, or even how to tell whether my content’s clear or not.” Lead product designer

My role was to build a content strategy and governance framework that unified these experiences, creating tools to support faster product content decisions that increased the confidence of both internal and external users.

Objective

Create a content style guide that strengthens the consistency and cohesion across our products for both enterprise (internal) and client-facing digital experiences.


Phase 1. Discovery

Audit

I reviewed more than 24+ independent internal Confluence spaces that documented content standards, design systems where I identified several issues, including:

  • Absent decision-making frameworks or processes

  • Shared terms

I also interviewed several design, product and engineering colleagues to gage their understanding of how they determine content-design decisions.


Phase 2. Define principles and success

Although I consulted my non-content colleagues, within the content design team we defined principles to ground all future content design decisions:

Principle

Objective

Demonstrated by

Content is clear and accessible

Ensuring our users always understand what is happening, what they need to do and what'll happen next, irrespective of their context, ability or familiarity of the product.

  • Writing accessibly (for an 8th grade or lower - based on the Flesch-Kincaid grade level)

  • Writing in active voice in most instances

  • Using consistent terms across journeys and touch points

  • Defining and breaking down complex information and steps


Content is not used to patch bad UX

Copy shouldn't compensate poorly designed flows, poor hierarchy or patching poor internal process.

  • Making decisions made alongside UX, not just at the end

  • Reducing reliance on instructional product copy

  • Improving UX rather than simply adding more words

Content is grounded in evidence

Empowering content design by ensuring decisions aren't easy to refute - as each any and every content decision on data and user insights, not assumptions, opinions or preferences.


  • Always attaching product content decisions with relevant, timely research, testing or behavioural data

  • Documenting hypotheses are before implementing content changes

  • Using user feedback or performance metrics to guide and influence future design iterations

  • Clearly documenting rationale for terms, tone and structures

Content evokes confidence

Increasing the trust of our users by ensuring they feel appropriately informed, capable and supported by the product and business in their decision-making, especially in high-stakes or sensitive moments.

  • Clearly explaining of outcomes, risks, and next steps

  • Writing in a tone that respects user intelligence without assuming expertise

  • Reassuring users reassurance during moments of uncertainty or friction

  • Using calm, neutral language that avoids false certainty or alarm

Content aligns with the businesses' values

Ensuring product content consistently reflects the organisation’s ethical stance, priorities and responsibilities to its clients and users.

  • Product communication that reflect's the businesses values

  • Clearly communicated escalation routes and accountability, especially during sensitive scenarios


We then established success metrics: reducing support inquiries related to messaging confusion, decreasing time spent on content alignment in sprints, and improving user confidence in platform reliability.


Phase 3. Developing content standards

We progressively translated these principles into actionable standards. For example, creating a content framework that covered in-app notifications, for example:

In-app notification framework

To avoid overloading non-content design partners with yet another Confluence space and ensure guidance felt compelling, I uplifted existing design systems to include relevant content standards, strings and variables.

I partnered with the broader design and brand teams to ensure the new content system reflected the bank’s tone of voice and visual identity.


Phase 4. Applying content standards

Internal experiences



Before (examples of inconsistencies)



After

Resolutions

Agreed button CTA rules with design system team, with primary action always to the left.


Primary action linked to the verb

Reducing verbosity of common statement "Are you sure you want to…"


Client experiences

For new journeys, we were able to apply standards straight away, for example from from our first-time sign-in experiences for new private bank clients:







Next project

Designing a mobile-first onboarding experience

Objective

To uplift the onboarding experience, delivering a streamlined digital experience that's personalised and affirms confidence of prospects who've committed to becoming a client of the private bank.

To uplift the onboarding experience, delivering a streamlined digital experience that's personalised and affirms confidence of prospects who've committed to becoming a client of the private bank.

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Let's connect 🔗

Stay connected