Wire Transfer Employee App

Across TD’s 15,000+ US retail locations, branch employees originated customer wire transfers on a legacy Lotus Notes “Wire Origination Tool.” TD wanted to retire it and stand up a modern, standalone application with a seamless, user-centred experience, without losing the operational rigour a regulated wire process demands.

I led the engagement as UX/UI Lead, co-creating the modernization with a multi-disciplinary group of stakeholders, balancing business rules and integration technology against the user experience, and holding the work to the TD design system and accessibility standards. Beyond design, I owned project planning, reporting, and stakeholder communication.

As the lead, the strategic artifacts were mine to own; execution I shared with, and coached, the UX design team.

• Owned myself: the end-to-end service blueprint mapping all six roles; the information architecture and user-entitlements model; the design direction against the TD design system and accessibility standards; and presenting the journey map to leadership across TD business lines.
• Led and coached the team through: stakeholder interviews across every role, user research, concept prototyping, and usability testing.
• Ran in parallel: project planning, reporting, and stakeholder communication for the engagement.

We developed a deep understanding of the current system, interviewed stakeholders across roles to capture their workflow and pain points, built an interactive click-through prototype, and tested it with key users to iterate. Three findings shaped everything that followed.

1. It was never one tool for one user, it was six roles
Mapping the work surfaced six distinct operational roles, each touching a wire differently. That reframed the project from “rebuild the wire screens” to “design a role-based system with an explicit entitlements model.”

2. Templates and manual entry were the biggest source of error
Building each wire from a template and re-keying customer information by hand was slow and mistake-prone, exactly the wrong risk profile for moving money.

3. Staff rebuilt near-identical wires from scratch
Much of the daily work was repetition the tool didn’t recognize, forcing people to recreate wires they had effectively already made.

The turning point came in discovery: there were more operational roles than expected — six — and they were genuinely different from one another. A wire wasn’t one job done one way; it was six jobs, each with its own tasks and its own level of access.

So before designing any screens, I mapped the whole application end to end as a journey map, the only way to see the holistic picture across every role at once. That shared map is what let us tailor the interface and the access model role by role, rather than fit six different jobs into a single generic experience.

Over the 5-month engagement, we delivered more than 70 UI screens and tested with over 40 users. It became a modern, role-based application to replace the legacy system across TD’s US retail network. The service blueprint outlived the project as a shared artifact, carried into leadership conversations across the bank’s business lines.