The problem
FIS had several legacy banking products, each with its own way of logging in and enrolling. The mandate was to consolidate them into one authentication and enrollment framework that could scale across the company and support a white-label strategy. It was the first cross-product initiative here, and the first to shift the team from designing per product to designing per function, so scope moved constantly as priorities and compliance requirements evolved.
My role
I owned the design end to end: contributing to the PRD, taking flows and wireframes through to high fidelity, handing off to engineering, then leading QA and post-handoff support. This was also the first project to apply the new enterprise design system holistically, so I was pressure-testing the system as I built with it.
Decisions that held the system together
Two calls stand out.
When a late change removed the welcome screen, it took the enrollment entry point with it. Rather than block the timeline, I moved enrollment onto the sign-in screen, solving a real business and user problem without adding scope.
Before: enrollment lived on the welcome screen
After: I moved it onto sign-in
The second was a security argument. To avoid revealing which field was wrong, I pushed for generic, form-level error messaging instead of field-level indicators. The design-systems team pushed back, so I worked through the form-level versus field-level validation feasibility with engineering, made the security case in their office hours, and got the change supported and shipped.
I also designed for cases before they were asked for: tailored error states for users already enrolled versus those with invalid credentials, and web layouts alongside the mobile-first work so the later web phase could build on a foundation instead of starting cold.
Holding the quality bar
Shipping something this large clean meant treating QA as design work. I built a defect tracker that broke every issue down by component, defect type, and responsible team, so nothing fell through the seams between groups.
300+
defects tracked to resolution
19+
designers who adopted the system
3
components added to the design system
Outcome
The framework became a reference point for authentication and enrollment across the organization, cited in stakeholder readouts and adjacent initiatives, and foundational to the white-label strategy. The components I contributed (a radio group, a progress tracker, and a password checklist) are still in use across teams.