Found CommSec customers were using a trading account like a savings account, and redesigned the experience.

CommSec was Australia's largest online broker. The original consumer trading product had been rushed to market to compete, and the user experience was never fully thought through. Origination lead times, application rejections and inbound CSO call volumes were all under pressure across Cash & Broker, Account Maintenance, Special Accounts and Margin Lending.

Find the real reason rejection rates and call volumes were so high across four product streams, then redesign the experience without disrupting a live trading platform.

1. 01Ran a full Lean Six Sigma DMAIC programme across Cash & Broker, Account Maintenance, Special Accounts and Margin Lending, with measurement baselines on complaints, rejections, lead time, CSO call volumes and pending applications.
2. 02Took the team through structured outreach to existing and new customers, the conversations that revealed many account holders did not realise they had opened a trading account and were using it like a savings account.
3. 03Reframed the problem from 'process inefficiency' to 'product-experience mismatch', the original product had been rushed to market to compete and the UX had never been finished.
4. 04Led the team to redesign the account opening experience: a demo account so customers could try trading before committing, plus a cleaner, faster opening flow that set the right expectation up front.
5. 05Mapped COA, CON, COB and Margin Lending processes and the Account Opening floor plan to remove motion, waiting and rework waste from the front office.
6. 06Coordinated a core team of 6 with extended SMEs across CommSec operations, tracking progress through CBA's Define / Measure / Analyse / Improve PSG governance pack.

"The data said 'fix the process'. The customers said 'we didn't know what we were buying'. The real win came from listening to the second one and redesigning the product experience, not just the workflow behind it."