Elo is a Brazilian payment card brand that offers credit, debit, and prepaid solutions tailored to local consumer needs. As of mid‑2025, Elo has surpassed 42 million active cards, enabling it to process a vast number of transactions across the country. With broad acceptance and innovative payment technologies, Elo plays a crucial role in expanding access to electronic payments in Brazil.
My role:
UX Strategy
Design Management
UX Research
Project Leadership
During my time at the consultancy, I worked on several projects we referred to as Modern Workplace or Employee Experience — digital transformation initiatives with a focus on providing a great experience for everyone involved.
The first project of this kind, where we defined the methodology later applied at Elo, was for Riachuelo. Much like Riachuelo, Elo was undergoing a digital transformation, migrating to agile methodologies and seeking to evolve in every possible aspect.
In this project, I was responsible for defining, guiding, and supervising all design activities, working closely with the technical and product teams. Initially, the idea was to work solely on an intranet, but the client requested a broader scope, so we decided to apply the same method while taking a wider look at how all departments operated.
After conducting several interviews, we organized an open breakfast for the entire company to collect thoughts, ideas, pain points, and needs regarding the digital workplace. With this information, we mapped “as is” and “to be” journeys, as well as personas, which we then validated with the client.
Before presenting the final solution, we held a workshop with the client to understand how the personas connected with different areas of the company. In this workshop, we applied an exercise using the reference personas and gathered feedback on how each department related to them.
We then developed the final proposal with the technical and innovation teams, addressing challenges such as remote work, document and cloud access, and internal communication. This was particularly relevant because some teams were losing significant time commuting between São Paulo’s commercial center and the company’s headquarters in Barueri — a trip that took around 1 hour and 30 minutes each way.
The proposal was well received by the client, and after approval with minor adjustments, a dedicated team was allocated to the company to implement the changes, monitor progress, and provide ongoing support for the company’s digital transformation.