Natwest Tyl / Idea to Adoption

Since divesting Worldpay in 2008, RBS have been cut out of a hugely valuable segment of the FS landscape, acquiring. Reviewing their options, the bank decided to launch a new brand in the space, aimed at SMEs.

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Services

Product Strategy

Service Design

Product Design & Build

Brand Strategy

Brand Design

Capability Build

Sector

Financial Services

Year

2019

Client

Natwest

Impact
<12 months

From idea to go-live in less than 12 months

4x NPS

The product has significantly higher NPS scores than other payment services

Class35 led the service and product design for NatWest’s new payment service, Tyl, that sought to create a modern, customer-led payments business.

Designing the service

We interviewed merchants to understand their pains, expectations and barriers in running their business and shaped a solution that took the pain out of running a merchant business. We used blueprinting to bring together a number of suppliers within a consistent experience framework, based on merchant need.

Building product capability

With an ambitious deadline and even more ambitious product to build, we set about “creating the plane whilst we flew”.

As sprints began we continued to onboard experienced product owners and designers from our network - whilst establishing the processes, methods and ways of working to continue experience delivery at pace. Working with a near-shore delivery partner, we established a delivery approach that balanced the need for high-quality front-end delivery and complex integration requirements - using prototyping and demonstration to unblock key design challenges. As the product matured, we established regular user-testing sessions to validate features with merchants.

Creating the brand

As NatWest looked to deploy the Pollinate platform, we developed a new brand identity that balanced the trust and familiarity of the NatWest brand with a bold and new look for the payments industry. Using CGI “merchantscapes”, we created a unique brand look and rolled this out across all channels, including the product and its public website.

Building a culture of merchant-centricity

Throughout the process, we embedded primary merchant insight at the heart of all of our product activities.

From observational research with merchants, testing interfaces before go-live, or analysing contact centre data to reduce failure demand and increase efficiency - product efforts were prioritised based on merchant value.

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