Seven platforms. One job. No flow.

Capitec's Fraud and Anti-Money Laundering teams were managing complex, high-stakes case investigations across seven different platforms. None of them talked to each other. Moving a case from detection to resolution meant jumping between systems, manually re-entering data, and losing context at every handoff.

When Salesforce was chosen as the enterprise platform, the assumption was that implementation would solve the fragmentation. It didn't. The out-of-the-box configuration wasn't designed for financial crime workflows it was generic case management dressed up for a specialist function.

The escalation stage was the sharpest pain point: too many fields, screens not designed for the financial monitoring space, no way to see the full picture of a case without toggling between tools. Productivity suffered. So did morale.

Research first. Then subtract.

The engagement opened with a mixed-methods research programme designed to generate both breadth and depth: stakeholder engagement to understand ambitions and align on priorities, in-depth interviews to build empathy with primary users, an online survey to capture quantitative signal across the team, and a literature review drawing on neurodesign research and industry best practice.

The strategic principle that emerged from synthesis was Design by Subtraction not adding features to Salesforce, but removing friction from the work that consultants were already trying to do. Rather than conforming the workflow to what Salesforce offered out of the box, the strategy prescribed what Salesforce needed to become.

This meant designing strategically toward a mature future state while tactically delivering value at each migration stage a distinction that proved critical when managing stakeholder expectations across a multi-year rollout.

Three pillars. Four stages. One direction.

The UX strategy was structured across three interconnected pillars: a Governance Framework to establish design decision-making authority and standards; a Design Strategy to define what the system needed to become for users; and a Migration Plan to sequence the transition without disrupting live operations.

The migration was mapped across four maturity stages:

Choices worth explaining.

Several decisions shaped the strategy in ways that weren't obvious at the time but proved consequential.

• D1
  Design toward Maturity 3, not Maturity 1

  Every M1 decision was pressure-tested against what the system needed to become at M3 ensuring early configurations didn't create technical debt that would block the target state.

• D2
  Map the full workflow before touching the tool

  The seven-stage case management journey was defined and validated before any Salesforce configuration decisions were made. The workflow drove the tool, not the other way around.

• D3
  Role-based views over universal layouts

  Agents and consultants have different information needs at each stage. The concept prescribed adaptive, role-based case views surfacing what each person actually needs, not everything that exists.

• D4
  Embed neurodesign principles at the concept level

  Rather than visual polish applied at the end, neurodesign thinking visceral, behavioural, reflective was applied at the concept stage.

• Visceral

  Attention

  Highlight critical data points. Focus where it matters most.

  Behavioural

  Engagement

  Collaborative tools that make investigation dynamic, not solitary.

  Reflective

  Emotion

  Reduce isolation and stress during complex, high-stakes cases.
  Neurodesign pillars · Investigation workflow
• D5
  DVF validation at every stage concept

  Each of the seven workflow stages was validated against Desirability, Viability, and Feasibility criteria before being locked. This prevented concept drift and ensured the strategy remained buildable within Salesforce's actual constraints.

An adaptive case management system for financial crime specialists.

The validated UX concept prescribed a role-based case management system personalised to the consultant's function, educational for new adopters, and simple enough to customise without IT involvement.

The system was designed around the complete seven-stage fraud case journey:

All seven stages were validated. The concept moved to readiness review in late 2024 and entered the next phase of the programme.

A strategy the business could actually build.

The engagement delivered a complete, validated UX concept for the Salesforce Fraud and AML implementation one that Capitec's technology and product teams could take forward with confidence.