We looked for ways to boost our revenue streams, but rather than working on each service’s revenue separately, we were looking for an amplifying force for all of them at once. Eventually, the Fintech division became such a solution – consumers received various offerings that made their transactions in Yandex more beneficial while the services cut expenses on payment infrastructure

It was a fresh start and we had to figure out which products to develop and how. So I payed special attention to research, built prototypes for every feature and ran weekly UX tests. Later we discussed the insights with the whole team to adjust our vision and plans.

Most of the concepts from our early stages didn’t make the cut. It was part of our approach – to iterate as fast as we can and explore the widest spectrum of opportunities. In the end, it paid off as we knew exactly what to focus on

The banks developed new transfer types one by one and in the end became overcomplicated. To transfer the money you had to get trough an excessive list of options, open a uniquely designed page and make dozens of clicks to finally send them. At Yandex Bank we wanted to change that for good

Using already existing patterns is just so much easier and it took a while to ideate and build alternative prototypes. And once it all came together, I was told that the flow and many of its features were not compatible with the guidelines of the Central Bank.

Giving up and sticking to a more common design was an obvious option, especially considering the required effort to somehow change their outdated regulations. Yet I insisted on the negotiation process and, in the end, personally convinced the Central Bank’s board of directors to authorise my design solution