Sales cancellation in the Laranjinha Itaú payment method (formerly Rede/Redecard)
I had the opportunity to work for 5 years at Itaú-Unibanco, the largest bank in Latin America and a reference in the Brazilian product design market.
I worked in digital product ecosystems with a recognizedly mature design sector. As part of agile (Lean) squads and in direct collaboration with the triad (Product Owner, Tech Lead, and Product Designer), I worked end-to-end—discovery, research, ideation, prototyping, testing, handoff, and metrics. During this period, I participated in projects such as the internal banking portal (IU Conecta), internet banking, applications, and payment systems, serving different audiences, such as bankers, investors, individual end customers, and corporate end customers. This case focuses on a B2B challenge for legal entities (PJ): commercial establishments that sell online, from small shopkeepers to large retailers.
01 / Summary
01 Summary
02 Project's process
03 Context
04 Objective (definition of success)
05 My role and performance
06 Strategy and approach
07 Results and acknowledgments
08 Learnings
09 Honorable mention: Chargeback (more complete discovery)
02 / Project's process
empathize
>
research
>
ideate
>
prototype
>
test
>
handoff
& metrics
03 / Context
Incremental redesign of a B2B payment methods portal to enable and evolve the Sales Cancellation flow with a focus on self-service, batch cancellation, digital accessibility (WCAG AA/AAA), and responsiveness, covering transactions via Pix (Brazilian payment method), credit card, debit card, and bank slip, under legacy mainframe restrictions.
Acknowledgments (2022):
Project with greater accessibility (design product).
MVP with the highest result (design product).
Confidentiality note: Due to bank ambient restrictions and NDA policies, I do not display screens or internal flows or interfaces publicly.
MVP acknowledgment flyer with more results.
More accessible project recognition flyer.
04 / Objective (definition of success)
Main objective: to reduce the volume of calls in the call center, prioritizing batch cancellation scenarios for large retailers.
In real business scenarios, a sales cancellation can be requested when there is:
Product return.
Subscription cancellation within the 7-day period.
Product exchange with difference in value.
Other after-sales scenarios, excluding fraud.
Supported payment methods: Pix, credit card, debit card, and bank slip.
05 / My role and performance
I worked as a product designer in the squad and was responsible for:
Designing the complete flow from business requirements (PO) and technical constraints (Tech Lead).
Conducting prototyping for validation and alignment with stakeholders.
Participating in the acceptance criteria and writing user stories.
Working on accessibility from the beginning, with the objective of meeting WCAG AA/AAA.
Collaborating with the team to slice the evolution of the product incrementally, reducing legacy risk.
Collaborate with the DesignOps team to create and evolve components for building the design system.
Work with the QA (quality analyst) for compliance before launching the product in a production environment.
Conducting interviews and usability tests with real users.
The post-release metrics were not tracked by me directly (relocation to another project) but were shared later by the PO.
Focus on self-service
06 / Strategy and approach
Reduced reliance on the call center through intuitive flows. We allow retailers to perform complex operations, such as batch cancellations, in a 100% autonomous manner.
Data-driven prioritization
We identified the most critical pain points through call center ticket analysis. This ensured that the redesign focused on the problems with the greatest operational and financial impact for the bank.
Incremental modernization
Slicing strategy guided by risk and legacy mainframe capacity. We evolved the portal experience in stages, ensuring stability while modernizing the interface.
Inclusive design (WCAG/AA/AAA)
Accessibility as a product requirement. We achieved AA/AAA compliance with real validation via VoiceOver, ensuring autonomy for users with disabilities even before the official design system.
07 / Results and acknowledgments
Acknowledgments (2022):
Project with Greater Accessibility (design/product).
MVP with the Highest Result (design/product).
Measured impact (metrics):
70% of the pain points identified in the call center were resolved (based on ticket analysis).
12% reduction in call center volume.
Increased batch cancellation capacity (better support for high-volume scenarios).
Customers more integrated with the tools.
Shutdown of the old site, consolidating migration and standardization of the operation.
08 / Learnings
This project reinforced that digital accessibility and consistency are not just compliance: in critical B2B products, they reduce error, increase self-service, and generate operational efficiency. It also consolidated the value of incremental modernization on platforms with legacy mainframes, balancing product evolution and stability.
09 / Honorable mention: Chargeback (more complete discovery)
In addition to Sales Cancellation, I participated in the Chargeback project in the payments ecosystem, which received the recognition of “Most Complete Discovery” by the Design and Product area. My work was focused on the initial discovery and prototype design, based on an in-depth analysis of a flow similar to cancellation but triggered in scenarios of suspected fraud. This reinforced my experience in sensitive journeys, complex business rules, and the design of risk-oriented solutions.
The Chargeback project was among the top three projects with the most complete discovery.
Thank you.
Open interfaces of the Rede/Laranjinha portal, public image. Credit: Itaú-Unibanco - disclosure.
Fernanda Abarca, 2026