System Design /

Cross-Functional Alignment /

Leadership & Influence

Superbank + OVO + Grab Integration

Superbank needed to quickly onboard users from OVO and Grab as part of its new digital bank launch. My team was responsible for delivering the upgrade flow, Superbank linkage, and consistent transaction visibility inside the OVO App — without breaking existing systems or confusing users who also used Grab or Superbank.

This required tight alignment across three companies, five design teams, multiple engineering groups, and strict regulatory timelines.

I served as the design lead across OVO + GrabFin teams to deliver a unified, regulator-ready experience under extreme time pressure.

 

The Challenge

 
 

“I topped up at Indomaret, but I don’t see it in Grab. Did it fail?”

The core issue wasn’t UI — it was fragmentation:

  • Three companies delivering overlapping financial features

  • Three apps with different history logic

  • Conflicting definitions & visibility of transactions

  • Hard regulatory deadlines and limited engineering time

  • Superbank SDK constraints

  • No clear ownership of transaction rules across apps

Users were already confused:

“I topped up at Indomaret, but I don’t see it in Grab.
Did it fail?”

We needed to create a consistent experience without redesigning Superbank — and without delaying the regulator submission.

 

My Role

 
 

Led 5 product design teams (onboarding, payment, funds in/out, PayCore, Superbank)

I coordinated and led across:

  • 5 product design teams (onboarding, payment, funds in/out, PayCore, Superbank)

  • PMs from Grab + OVO + Superbank

  • 5 engineering groups

  • Compliance & legal

  • Design system teams (Grab + Superbank)

  • Content & marketing

My ownership included:

  • system audit

  • deciding visibility rules

  • aligning multiple teams

  • UX flows & interface

  • decision-making and trade-offs

  • ensuring consistency across apps

 

Upgrade Flow

 

End-to-end upgrade flow delivered under accelerated timeline

 

What made this hard

 
 

This wasn’t a “flow fix” — it was a system alignment problem

  • 12-week regulator deadline

  • No unified transaction logic

  • SDK constraints from Superbank

  • Conflicting expectations across companies

  • Limited engineering capacity

  • Mandatory compliance elements

  • OVO needing to adopt Grab’s design system (color-adjusted)

  • Need to prevent “ghost transactions” across apps

 

The Core of the Solution

 
 

Three key principles guided all flows, history visibility, and UI decisions

We created a single rule set that determines which transactions appear in which app.

This allowed OVO App to show the right information without duplicating Superbank or Grab functionality — and kept everything regulator-friendly.

To avoid heavy details, describe it simply:

Three key principles

  1. Users must always see where their money goes.

  2. Only show transactions that users expect to see in that app.

  3. Ensure OVO, Grab, and Superbank never contradict each other.

 

Transaction Visibility Rules

 

Simple visibility rules that prevent missing or duplicated transactions

 
 

What I Delivered

 
 

Upgrade & onboarding flows

  1. Club → Premier → OVO Nabung

  2. SDK integration with Superbank

  3. Error-handling & compliance-ready states

  4. Clear surface responsibility across apps

 
 

Transaction visibility logic

A scalable logic system that prevents conflicts across apps.

 
 

Cross-company alignment

Pushed senior stakeholders to finalize naming, branding, and scope so teams could build on time.

 
 

UI consistency

Aligned OVO flows with Grab’s design system (color-adjusted), including illustrations, content, and form patterns.

 
 

Scalable foundation

Prepared Grab + OVO for future phases (showing savings history, moving flows into Grab App).

 

Transaction History Screens

 

Simplified, consistent transaction visibility aligned with Superbank’s data and regulatory requirements

 
 

What Shipped

 
 

Delivered on time — enabling company to proceed with regulator submission

  • End-to-end OVO → Premier → OVO Nabung upgrade flow

  • Full SDK integration

  • Transaction visibility aligned with SoF logic

  • Error flows, compliance UI, content

  • Multi-team, multi-company alignment

 

Impact

 
 

Aligned three companies and five design teams to ship one coherent system under extreme time constraints

  • Reduced confusion across OVO, Grab, and Superbank

  • Ensured regulator-ready accuracy

  • Prevented engineering rework for future top-up channels

  • Provided a scalable foundation for future Tabungan integration in Grab

  • Maintained UX consistency across two apps without redesigning Superbank

Principles

 

Managerial Approach

Precaution:

  • Constant adjustment & improvement

  • No truism

  • Distinctive yet practical

 

Project 02

 

Revamping Sign-Up Process

State & condition:

  • Early state of a new design system

  • Strict and rigid engineering process

  • Approval from management for every decision

  • Disorganized tracking system

 

 Project 03

 

Adapting More Variants

State & condition:

  • Established design system

  • Manageable engineering workload

  • Bottom-up culture

  • Experiments as common practices

 

Project 04

 

Converting Window Shoppers

An exercise for a hiring process completed in 2–3 nights