Jeremiasz Rzenno

  1. Ramp BOA
  2. Comarch Design Standard
  3. Unguilty Pleasures
  4. Plenti
  5. Have a Bite
  6. Selected graphic works

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Ramp BOARAMP.NETWORK 2021–2022
Ramp is a global financial technology company that is constructing solutions connecting the crypto economy with the existing financial infrastructure.

BOA (Backoffice App) is Ramp’s brain – the infrastructure and interface that allows the company to process thousands of daily transactions, it integrates in one place many 3rd party services alongside custom made tools used within Ramp for purposes such as AML/CFT (Anti-Money Laundering and Countering the Financing of Terrorism), compliance and customer service management.




The challengeOne significant challenge is the hyper-specialist nature of the product, which makes it difficult to find comparable benchmarks in the industry. The lack of benchmarks complicates the process of setting performance standards and expectations. Common metrics and success indicators used by other products or companies may not be applicable, necessitating tailored approaches to measure and achieve success.

Additionally, a significant challenge lies in the existence and widespread use of a legacy system that is well-known and relied upon by a large number of stakeholders. These stakeholders have unique and specific needs that the legacy system currently meets. Transitioning these stakeholders from the familiar legacy system to a new system can be disruptive and may encounter resistance. The process requires careful management to ensure that the new system can meet or exceed the capabilities of the legacy system without causing operational disruptions or dissatisfaction among users.

Furthermore, there is a major challenge in accommodating the diverse data requirements of various departments within the organization. Departments such as Finance, Compliance, Customer Support, and Development Support all need access to the same core data, but each department requires this data to be organized differently to suit their specific workflows and procedures. This creates a complex scenario where a one-size-fits-all approach to data management and organization is insufficient. The system must be flexible and robust enough to provide tailored data views and functionalities to meet the unique needs of each department, ensuring that they can continue to operate efficiently and effectively.


Goals

  1. Integrate multiple 3rd party services
    • Centralize various third-party services into a single platform.
    • Gradually replace third-party services with in-house solutions.

  2. Overview of Ramp’s back office processes
    • Develop a condensed and comprehensive view of back office processes.
    • Streamline and unify experiences and system behaviors.

  3. Optimize support agents’ work
    • Enhance the efficiency of support agents.
    • Provide better tools and workflows to reduce workload and improve response times.

  4. Role management
    • Implement clearer role management strategies for a growing workforce.
    • Define roles and responsibilities to streamline operations and accountability.

  5. Error minimization and improved customer satisfaction
    • Reduce errors through improved processes and worflows.
    • Enhance overall customer satisfaction by providing more reliable and consistent services.







My roleAs a senior designer, I was responsible for the user experience of significant parts of Ramps core product. From prioritization to launch, I lead the design process, collaborated with cross-functional teams, and advocated for a variety users and stakeholders.

When working on the Ramp BOA, I held regular stakeholder meetings, interview sessions and product discovery workshops. At the initial phases of the project a design system was developed for internal applications named respectively BOA Design System.








ApproachThe product development process we collectively chose was inspired by Teresa Torres’s Continuous Discovery methodology. The core team behind BOA consisted of a Design Lead (me), a Tech Lead and Product Manager. We worked in this setting for about 2-3 months until the initial wireframes, system maps and hypothesis were tested.



Outcomes
  1. Designed and implemented an attribute-based access control model, enabling secure and contextual access management for a remote global workforce.

  2. Reduced average customer support ticket resolution time by 24% within the first three weeks of MVP implementation.

  3. Decreased tech error reaction time by 16%.

  4. Streamlined in-house communication through the introduction of tags and comments, enhancing collaboration.

  5. Shortened the training period for new customer support agents.





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