From manual accreditation to real-time onboarding

Company Green Benefícios

Transforming a manual accreditation process into a real-time digital flow.

My Role

I was the sole UX Designer on this project, responsible for the end-to-end process — from journey mapping and stakeholder alignment to interaction design and handoff to the development team. I presented recommendations and trade-offs directly to directors in a formal presentation, using operational data to build the case for automation.

Context

Green's accreditation process was historically physical and highly manual. Field representatives traveled across the country to sign paper contracts with establishments. These contracts were then mailed to headquarters, where the support team manually entered the data into the system.

The average accreditation time was 72 hours, excluding payment terminal activation. The process relied heavily on human mediation and operational control.

The problem

The issue was not only slowness — it was structural inefficiency.

• High operational cost due to nationwide field displacement

• Manual data entry by the support team

• Delays between contract signing and activation

• Establishments losing awareness of Green after signing

• Inconsistent experiences depending on the field representative

  
  

At the same time, leadership wanted more control and complete data collection, reinforcing a process that was already slow and expensive.

Process

I mapped the full accreditation journey end-to-end to identify all manual intervention points and friction sources.

The new digital flow was structured into clear states:

• Landing page communicating value

• Company information

• Address

• Card machine data

• Reimbursement account

• Document submission

  
  

To reduce friction:

• Fields were pre-filled when existing records were available, reducing manual input

• Accreditation states were clearly defined

• I defined validation criteria in collaboration with directors

  
  

One key technical constraint involved CNAE validation. Rather than exposing this complexity to the user, I worked with the engineering team to embed the logic into the system — automatically identifying the establishment's business category and enabling only compatible benefit types.

The platform was integrated with the internal system responsible for acquirer connections, allowing activation to move from manual entry to system-triggered processing.

Decisions and Trade-offs

The hardest part was organizational resistance. Many stakeholders equated manual review with security.

To support automation, I presented:

• 72-hour average processing time

• Support team workload data

• Field reports showing establishments often forgot they had accepted Green

• Competitive benchmarking

We chose to automate accreditation while embedding validation logic into the system.

The trade-off:

• Less human oversight

• More reliance on structured backend rules

Control shifted from people to system design.

Outcomes and Impact

• 40% increase in new accreditations within 4 months of launch

• 30% reduction in cost per accreditation

• Processing time reduced from 72 hours to minutes

• Support workload significantly decreased

• Field representatives redirected effort toward relationship growth

Learnings

This project reinforced that automation is rarely just a technical decision — it is often a cultural one. Moving from manual control to system-based validation required aligning stakeholders around data rather than opinions. I learned that structuring rules clearly and making trade-offs explicit is what allows trust to shift from people to process, enabling scalability without losing reliability.