ATM REDESIGN, HUNTINGTON NATIONAL BANK

Goal: Optimize our ATM’s user experience for new, more technologically advanced hardware

Content Challenge: Determining our customers’ comfort level with refreshed technologies; scaling the experience to match that comfort level; writing within tight confines, in multiple languages, while accounting for a range of environmental factors

Role: Content designer, incl. research iterations

Further analysis: The results ushered in much-needed simplicity and accessibility throughout the experience. Customer response has been broadly positive, and ongoing design efforts in ATM have sought to refine trouble spots, especially for multi-lingual support. Further, the improvements have allowed us to explore more advanced, much-desired capabilities, including utilizing near-field communication at log in and offering more specificity around balance and transaction history.

Further analysis: From 2016 to 2023, Huntington saw a dramatic shift toward online-based originations, with nearly 70% of new accounts being opened online. Naturally, larger societal forces inform that movement, yet the statistic emphasizes the importance of applying iterative design processes and continual improvements to this space. Our initial redesign (2.3) included a top ‘chalkboard’ for more informal, conversational content. You can also see the considerable vertical length of those pages, an attempt at reducing page count and clicks in our forms. Through data analysis and follow-up research with users, both those innovations were eliminated; banner blindness and small screen sizes are crucial factors. Our ongoing aim is to improve the form’s readability, accessibility, simplicity, and success rates.

Sad to say, penalties are a necessary check on financial bad actors. Banks need not be inhumane, however. Here we followed through on our goal of putting customers first, ensuring those who are on the very edge of making ends meet have time—plus a second, third, fourth, and ongoing chance—to make adjustments before fees are imposed.

Case Study No. 4

Ingenuity in the marketplace.

For the 2014 festival, we developed a text-based campaign that emphasized our showcase as a champion of innovative storytelling via interconnection, artist and audience. Introducing the Tribeca Interactive brand provided new opportunities for audience engagement through online contests and exclusives. In 2015, a subtler approach centered on imagery and an engagement with the emotional experience of theater-going.

The marketing theme came into the venues themselves with our environmental signage, installations, publications, and festival guides.

Film Society of Lincoln Center, North Carolina Symphony, and Tribeca Enterprises all developed new brand identities during my tenure in their creative departments. Building out new brand guidelines became an unexpected but useful skillset. Through consensus building, we crafted useful strategic visions that drove consistency across all manner of creative deliverables.

At Huntington, a larger, corporate environment, this same work was applied to new collaborative tools: intranets, Figma, and MS Teams. This centralization allowed for productive digital discussions between the organization’s community of writers and legal and regulatory stakeholders, a pathway to quick responses, reconsideration, and innovation.