Leading the Private Client Group Experience

PCG's bill-pay experience ran through a third-party system that was difficult to navigate and hadn't kept up with what a modern payment experience should feel like. When customers couldn't figure out how to pay, update a method, or resolve an issue on their own, the fallback was always the same: pick up the phone. Every one of those calls routed into PCG or Chase's call centers, driving up support costs for an experience AIG didn't even control. It was quietly damaging the brand too: customers didn't distinguish between the vendor's payment portal and AIG, they just knew the experience was frustrating, and that reflected on AIG directly.

Rather than redesign in a vacuum, I started with a competitive analysis of the strongest payment experiences, inside and outside insurance, to see how they made a complex, trust-sensitive transaction feel simple. That research set the baseline for everything that followed.

PCG also fed into something bigger that I helped to create: Hinge, AIG's enterprise design system, which was just getting established across the company at the time. Rather than build PCG's UI in isolation, I contributed patterns and components from this redesign back into Hinge, giving future AIG teams a shared design language to build from instead of starting over on their own each time.

Design. Each round of designs was shaped directly by what the data and user feedback had just surfaced, not by guesswork or internal opinion. Test. Usability sessions and A/B tests checked whether those decisions actually landed with customers before anything shipped broadly. Repeat. Running this cycle continuously, not as a single pass, kept both cost and risk low, each round built confidently on what the last one proved.

This cycle didn't stay contained to PCG either, it became practice across AIG's centralized design organization, which worked across products and partnered with other product teams on their own work.

With the core bill-pay experience solved, I explored extending that same self-service logic into a fuller billing dashboard: automatic payments customers could set and forget, a documents library putting policy statements and notices online instead of in the mail, and a paperless enrollment flow that confirmed itself once turned on. Paired with claims status tracking, that direction meant fewer reasons to ever pick up the phone, not just for bill pay, but for managing the account as a whole.

The redesign delivered immediate results, and customers noticed right away.

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