Finance System

The Transformation Strategy

To move From Paper to Pixel, I structured my approach around three core pillars:

• Deep-Dive Discovery: I began by auditing the "as-is" paper processes to understand the hidden complexities of manual data handling.
• Digital Synthesis: I proposed a "to-be" digital framework that didn't just copy the paper form, but optimized the flow for speed and accuracy.
• Principled Design: Throughout the project, I acted as the bridge between user needs and business reality—ensuring high usability without compromising on-premises security or financial governance.

The Result: Architectural Consolidation

Previously, the agency struggled with three separate, manual workstreams.

I successfully unified three disparate workstreams into a single, cohesive digital pipeline. By facilitating bi-weekly cross-agency sprints, I designed a "modular-stream" system. This framework uses intelligent variants to accommodate diverse user needs while maintaining a unified logic that allows the finance team to audit and approve requests with unprecedented speed.

By standardizing the steps and data structures, finance team members can now review, validate, and approve requests with a consistent mental model, regardless of the request type.

• Adaptability & Task Success: I measured how intuitively users accustomed to the legacy paper process could navigate the digital environment. Success was defined by the seamless completion of high-priority tasks—specifically, utilizing new digital features to overcome previous manual bottlenecks.
• Feature Utility & Value Realization: Beyond just "working," we evaluated the perceived benefits of the new system. I sought to confirm that the "Pixel" version provided clear advantages over "Paper," such as automated validation and real-time status tracking.
• System Satisfaction & Advocacy: I assessed overall user sentiment to determine if the system not only met functional needs but created a positive enough experience that users would champion the tool to their colleagues (Net Promoter Score).
• Friction Identification & Iteration: I proactively sought out "pain points" or usability hurdles that could hinder the user journey. This feedback loop was critical for refining the UI and ensuring the system was optimized before the full agency-wide rollout.

The Result

Our SUS score of 70.5 places the new system in the "Good" category.

For a complex enterprise tool replacing a decades-old paper process, hitting above the industry average of 68 indicates that the "Digital Synthesis" was successful.

An NPS of 18.2% is considered "Good" in the internal tools/B2B space.

This positive score reflects a strong "willingness to recommend" among agency staff.

I developed a distinct visual identity for the new system to signal a "new era" for the agency.

• Branding for Trust: By creating a professional, cohesive brand for the platform, we moved away from the "clunky internal tool" stereotype, fostering a sense of pride and ownership among users.
• Clear Messaging: I spearheaded the "EDM" (Electronic Direct Mail) strategy, ensuring all agency-wide communications were concise, jargon-free, and focused on the benefits (the "What’s in it for me?") rather than just the technical features.

To drive adoption, I moved beyond standard emails and met users where they were:

• User Forums: Established a feedback loop through dedicated forums, ensuring that "whole-of-agency" voices felt heard and that any anxieties regarding the shift from paper were addressed early.

Because I held in-depth knowledge of the system’s architecture and user needs, I became the primary face of the rollout.

• The "Lead Trainer" Role: Due to my ability to translate complex financial governance into simple user steps, I was frequently requested to lead training sessions and presenter roles in user forums.

Real transformation doesn't happen at launch; it happens when the right training encourages uptake. By acting as the bridge between the technical system and the human user, I ensured the agency didn’t just change their software, but their culture.