A complete redesign of CLARK Germany's onboarding and Digital Insurance Wallet — brought to life through a new visual language, a custom AI-generated 3D icon system and fully AI-created brand ambassadors.
The challenge was specific. The Digital Insurance Wallet needed to communicate complex portfolio information clearly — at a glance, without explanation. The onboarding needed to earn trust at the moment customers hand over something personal: their existing contracts, their gaps, their financial exposure. That's not a moment for generic design.
My mandate was to define the visual direction for the rebuilt product, lead the creation of the AI icon system and brand ambassadors, establish the AI-native production workflow, and work directly inside the product process — with Product Design and Engineering — to make sure brand wasn't applied at the end, but integrated from the start.
The Digital Insurance Wallet is where customers form a long-term relationship with CLARK. A customer who understands what they have, what they're missing, and what they could optimise is a customer who stays and engages. That's the commercial logic behind rebuilding the wallet from the ground up — and why the visual design decisions that shaped it were never cosmetic.
The rebuild covered the full onboarding journey — from registration through to first meaningful engagement with the wallet. Smarter contract organisation replaced the existing portfolio view, making it easier to see what was held and what was missing. A personalised Insurance Portfolio Score gave customers a clear, actionable read on their coverage status.
The rollout was progressive and A/B-tested — changes validated incrementally with real user data before full deployment. Brand integration ran in parallel throughout, with every visual decision made inside the product constraints, not around them.
Before, brand was something that arrived at the end of the product process — a colour palette applied to a finished screen, a logo placed in a header. The result was a product that functioned well but felt generic: nothing in the visual experience communicated that this was a specific company with a specific point of view about insurance.
The shift was to make brand do product work. When a customer opens the wallet for the first time, the icon system should tell them instantly what each policy category is. The typography hierarchy should guide them without instruction. The visual language should make a complex portfolio feel manageable, not overwhelming. That's brand integrated into the journey — not applied on top of it.
Insurance categories are abstract. Health, liability, household, legal protection — these are concepts, not objects. When a customer looks at their wallet, they need to instantly understand what each policy is and where to navigate. Generic iconography wasn't the answer; a system built specifically for CLARK's product was.
Strong AI output still required a trained eye. Consistency of light source, shadow depth, material quality and scale within the product grid weren't defaults — they were decisions made and enforced across every icon in the library. System thinking meant establishing those rules early and holding them through every round of generation and refinement.
Stock photography was the default — and it showed. Generic, off-brand, impossible to use consistently across three markets and multiple product contexts. Every time a new email or campaign needed imagery, the brief started from scratch and the result looked like a different brand. The AI ambassador approach solved all of those problems at once. They were not photographed. They were directed.
A traditional casting brief defines demographic, personality archetype, lifestyle indicators, how a person carries themselves, and what they communicate to the viewer. That's exactly what was written for these characters. Same creative rigour. No location, no crew, no rebooking.
This video brings the visual world into motion — the ambassadors, the brand language, the product aesthetic — assembled for the new onboarding campaign launch. Everything you see was built inside the AI-native workflow.
The traditional creative model adds AI at production — generating a final image, retouching a photograph, resizing an asset. This workflow embedded AI at the start of the process, in concept exploration and visual world-building. That changed the speed and quality of decisions made before a single production asset was committed to — which is where most creative waste actually happens.
The consequence was straightforward: the team could explore more territory, kill weaker directions faster, and arrive at better creative decisions with less sunk cost in any one direction.
The onboarding journey is where CLARK forms its relationship with a new customer. The first 72 hours determine whether someone engages with the wallet, completes their profile, and starts to see the product's value — or doesn't. The CRM series was designed to extend the product experience into that critical window, using the same characters, the same visual language, and the same sense that CLARK is paying attention.
A customer who sees the same ambassador in the app welcome screen and in the Day 1 email isn't consciously noticing the continuity — they're experiencing it as reliability. That's brand doing its job at product depth, not as a campaign layer applied on top.
A selection of CRM email headers from the onboarding sequence — the same ambassadors and visual language carried from the app into the first days of the customer relationship.
The design system that runs through the app carries straight into performance marketing. A library of Meta creatives — built for feed and story placements — puts the redesigned brand to work on acquisition, focused on CLARK's high-margin lines: private health, disability cover and private pension.
Each execution is purpose-built for its format and product, but unmistakably one brand — the type, the deep blues, the 3D language and the ambassadors all drawn from the same kit.
A new landing page for Altersvorsorge — private pension, one of CLARK's highest-margin products. Built on the redesigned brand system, it opens with a quiz, makes the pension gap concrete with data, matches each visitor to the right product, and carries them to a quote.
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The alternative is familiar: creative delivers brand guidelines at the end of the sprint. The icons don't fit the grid. The typography hasn't been tested at mobile scale. The colours conflict with system states. Working inside the process from the start means none of that happens — because the constraints are known before any visual direction is committed to.
The icon system was specced for the product grid dimensions from day one — not retrofitted. The typography scale was established in collaboration with the Product Design team, not handed over as a brand deliverable. Colour application was validated against accessibility standards alongside brand guidelines, not after them.
This project was delivered across Product Design, Product, Engineering, Data, Marketing, CRM, Operations, Information Security, Legal and external technology partners. In a team that size, creative leadership either sits inside the process or it becomes a bottleneck at the end of it.
Working inside the process means attending sprint reviews, not just milestone presentations. It means knowing the technical constraints before committing to a visual direction. It means the relationship with Product Design is collaborative throughout rather than sequential — brief in, assets out. That's the only way brand integration of this kind actually holds up at shipping.
UX architecture, product strategy and technical implementation were led by the CLARK Product Design and Engineering teams.