Designing for Trust and Compliance
Westpac NZ’s Depositor Compensation Scheme (DCS)
Research | UX | Journey map | User Testing
2023-24
Context
In 2023, the Reserve Bank of New Zealand (RBNZ) introduced the Deposit Takers Act (DTA), which mandated the implementation of the Depositor Compensation Scheme (DCS) — a regulation designed to protect eligible depositors and enhance trust in New Zealand’s financial system. At Westpac New Zealand, this regulation posed both a challenge and an opportunity: how could we ensure compliance while creating a customer experience that didn’t overwhelm or alienate users during potentially stressful situations?
As the Senior UX Designer leading this initiative, I was responsible for shaping the user experience across digital channels — both public-facing (website and app) and internal tools for bankers. My goal was to ensure clarity, empathy, and trust in every interaction, while aligning with Westpac’s refreshed brand identity and improving key metrics like NPS.
Challenge
The DCS required deposit takers to provide clear, accessible compensation information, presenting several challenges:
Complex Regulations: Customers needed simple explanations of eligibility and processes to avoid confusion.
Diverse User Needs: Users ranged from low-balance depositors to complex clients with over $100,000, each with unique concerns
Banker Efficiency: Staff required tools to guide customers effectively during inquiries.
Goals and Objectives
The project aimed to:
Ensure compliance with DCS regulations.
Build customer confidence in New Zealand’s financial system.
Simplify access to compensation information for users and bankers.
Improve Net Promoter Score (NPS) and banker experience.
Process and Methods
I led a team of three (content designer, researcher), collaborating with product owners, developers, and compliance teams. My process was iterative, blending research, design, and testing to address user needs.
Discovery – Understanding People
Customer profile (persona)
To understand user and banker needs,we conducted comprehensive research:
Interviews: Participated and taken notes from 30 qualitative interviews (led by the Researcher) with customers aged 18–82, representing diverse deposit levels, with RBNZ observers. Synthesised findings to identify pain points (e.g., unclear eligibility, jargon-heavy content).
Surveys: Co synthesised 2,200 survey responses from individual and business customers, revealing concerns like crisis preparedness.
Empathy Workshop: Created 30 anonymised customer profiles based on interviews and co-led a workshop with 30 participants to extract insights into user needs and emotions
Journey Mapping: Defined six customer journeys (e.g., low-balance customers seeking information, crisis-affected users) using Westpac’s experience framework. Mapped needs across channels (e.g., website, app).
I analysed and identified impacted journeys
Using Westpac’s experience framework, I identified six key journeys that would be impacted by the new scheme — including low-balance customers seeking reassurance, dormant account holders reactivating for peace of mind, and even customers from other banks looking for reliable information.
These journeys formed the foundation for all subsequent design decisions
Journeys
After thorough consideration, using westpac’s unique experience framework, I narrow down the customer journeys to 6.
existing customer with less than 100k balance seeking information
existing customer with more than 100k, labelled as complex customer
dormant customers reactivating accounts to be prepared
new to bank customers product origination
our bank customers in crisis
other bank customers in crisis…
Channels of engagement
Digital -un authenticated
Digital - Authenticated
Non Digital (branch, contact centre, Rms etc)
Define – Mapping Needs and Gaps
With clear journeys defined, I mapped user needs across channels and touchpoints, highlighting variations in behaviour depending on the context — for example, how a user might behave differently when opening a new term deposit compared to reviewing existing funds during a crisis. This mapping wasn’t static; I continuously iterated on it, layering in swimlanes for risk, emotion, and information delivery. It became a living artefact used throughout the programme to drive alignment.
Educating the Program Team on Experience Design
At this stage, it also became clear that many programme team members had limited exposure to UX practices. I made it a priority to bring them on the journey — explaining the process, introducing design artefacts, and advocating for user-centred thinking at every step. By embedding UX into the programme culture, I was able to shift mindsets from compliance-first to people-first.
Shots from journey map playback
Develop – Rapid Ideation and Prototyping
We moved into ideation with a series of co-creation workshops, including a Crazy 8s session with over 200 ideas generated. While not all ideas were immediately actionable, they surfaced critical considerations — from how to visually represent compensation coverage, to the emotional triggers tied to specific phrases.
Viability & Feasibility
We held multiple workshops with various departments to assess the viability and feasibility of different solutions, along with expected costs, requirements, and priorities.
Prepared for usability testing of key journeys
Hypotheses and script
I created hypotheses based on the research and ideation, then designed a series of prototypes to test those hypotheses across customer and banker touchpoints. For example, I prototyped a dedicated DCS information section on the website and app, and an internal knowledge base update for bankers — ensuring both audiences had consistent, trustworthy content.
Prototype
Testing with the customers and bankers
Working with my content designer, we conducted moderated usability testing remotely via Teams. Participants were guided through key tasks using Figma prototypes, and we encouraged them to think aloud and share feedback in real time. Each session was observed by stakeholders, helping them witness firsthand the impact of thoughtful, clear design. It also helped anchor decisions in real user voices, reducing internal debate and fast-tracking alignment.
Deliver – Tailored Solutions for Two Audiences
We finalised digital solutions that clearly explained eligibility and next steps — avoiding technical language or legal disclaimers as the first point of contact. For customers, the website was redesigned to include real-world scenarios, plain-English FAQs, and helpful signposts that guided users through common concerns.
Interestingly, the business initially proposed setting up a new contact centre to deal with DCS queries. However, our research showed customers didn’t want to call; they just needed straightforward information. This insight allowed us to redirect investment toward digital self-service and improve online experiences instead.
For bankers, we created internal articles mirroring the website content, so they could easily refer customers to the right resources without memorising the scheme's intricacies.
Reflection & learnings
This project was a deep reminder that compliance and empathy are not mutually exclusive. Navigating new regulation often brings ambiguity and tension, especially when multiple departments are involved. I learned that early alignment, consistent communication, and a bit of education go a long way in building bridges between design and business.
One of the most valuable insights was the distinction between information and advice. Users don’t want to be told what to do — they want to be empowered with clarity and options. I also gained a deeper appreciation of how vulnerability appears in different forms — from financial instability to general distrust in institutions — and how design can either amplify or ease that.
Ultimately, the DCS experience wasn't just about ticking a compliance box. It was about building confidence in a system, especially in moments when people feel most uncertain. That’s the value of good UX — not just simplifying screens, but simplifying lives.
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