A prominent international firm providing institutional and wealth management services across North America, approached 11:FS Ventures with a clear challenge: to evolve and modernise their digital client servicing experience.
Despite experiencing growth, the client recognised that the digital experience offered to their customers and internal teams had not kept pace with evolving market expectations.
In many cases, corporate and institutional clients now expect their UX and UI experiences to be equal in quality and simplicity to the leading Neobank retail journeys.
Our client’s current platform offered limited self-service functionality for end users and lacked the automation needed for efficient back-office operations. This not only created operational inefficiencies but also introduced friction in the client journey—posing a threat to long-term retention in a landscape where intuitive, end-to-end digital servicing is fast becoming table stakes.
Client servicing often relied on fragmented legacy systems and manual interventions, while the user experience remained inconsistent across products and channels. Our client understood that maintaining competitive differentiation would require more than incremental updates; it demanded a fundamental rethink of their digital servicing proposition.
11:FS was engaged to help define a strategic and design-led approach to solving this challenge. The goal was to establish the foundation for a unified digital servicing platform that could serve both its clients and client-facing employees, enhancing the overall experience, unlocking efficiencies, and creating reusable digital capabilities across product lines.
To address this risk, the client had already initiated a broader digital transformation programme. A key opportunity within that programme was the development of a unified digital servicing experience—designed to support both clients and the employees who serve them—via a single portal.
This portal would replace fragmented interactions with a consolidated, future-fit platform. By doing so, the client could improve operational efficiency, reduce dependency on manual processes, and ultimately create a scalable capability that could be applied across multiple products and services. The strategic intent was to build once and reuse often, with modular, adaptable components that could be applied across business areas.
The engagement was anchored in creating a clearly defined digital future state vision, which would guide design decisions while remaining grounded in the technical realities of our client’s current ecosystem. Many existing digital interfaces had been built in-house or supplied by external vendors, placing practical limits on how far the experience could be transformed without significant architectural change.
We defined the vision and validated the initial design direction before the client requested that we go further—expanding into additional product-specific servicing journeys, visualising money movement interactions, and assessing the feasibility of delivering this vision within current technical constraints.
11:FS assembled a cross-functional team of designers, product specialists, and strategists to work closely with the client across three phases of work. Our approach was structured to ensure close collaboration, rapid delivery, and a strong foundation for the client to carry forward.
We began with an immersion and discovery phase, during which our team collaborated with key client stakeholders to understand current processes, identify challenges, and gather insights across products, user types, and servicing touchpoints. This phase also included inputs from dedicated 11:FS strategists to ensure alignment with the wider business and transformation objectives.
This culminated in the delivery of a comprehensive set of end-to-end design materials supporting the long-term vision. We also co-developed a future roadmap, outlining clear next steps and considerations for implementation.
In summary, key deliverables included:
Through this engagement, we helped the client take a significant step toward a scalable, future-fit digital servicing platform—one capable of meeting the needs of both clients and client-facing employees in a rapidly evolving landscape.
We made the future tangible—delivering high-fidelity, strategically grounded designs that didn't just illustrate a vision, but clearly mapped out how it could be achieved within the client’s technical and organisational reality.
At the same time, we ensured that the long-term vision wasn’t compromised by short-term constraints: our approach created forward momentum while remaining pragmatic and feasible.
Most importantly, our ways of working established strong foundations that will enable ongoing success beyond this work. Our deliverables are not just outputs—they are tools the client can continue to build from as they scale and implement their digital servicing platform.
This engagement demonstrates that when strategy, design, and delivery are integrated from the outset, the result isn’t just a better product—it’s a clearer path to making meaningful, lasting change.
