System Design /

Cross-Functional Alignment / Leadership & Influence

Superbank + OVO + Grab Integration

Superbank aimed to acquire its first 1M users by year-end. To get there, they needed a fast, compliant integration inside OVO. Design and ship an MVP in ~3 months for regulator approval.

I led design alignment across Grab, OVO, and Superbank—driving the flows, the rules, and the decisions required to ship something compliant, feasible, and scalable under extreme time pressure.

 

My Role

 
 

Lead Designer across OVO, Grab, and Superbank

  • Drove end-to-end design across multiple teams (OVO, GrabFin, Superbank)

  • Aligned PMs, compliance, engineering leads, and design system teams

  • Made the scope, branding, and flow decisions needed to unblock teams

  • Balanced short-term MVP with foundational principles for future phases

 

The Situation

 
 

When work started, nothing was defined

  • No name

  • No brand identity

  • No logo/icon

  • No finalized product scope

  • No clarity on cross-app upgrade rules

  • No alignment on what was mandatory for regulator approval

  • Different companies, different processes, different working styles

Despite that, we had to deliver UI/UX fast so engineering could begin, while keeping space for the late-arriving strategic decisions.

 

Challenges

 
 

Three companies, three priorities

OVO, Superbank, and Grab operated differently. Each had its own product processes, compliance paths, and expectations.

 
 

Regulator-driven constraints

Banking requirements affected:

  • Wording

  • Verification steps

  • Required screens

  • Branding hierarchy

 
 

SDK & Design System mismatch

Superbank provided the SDK.
Grab’s design system was mandatory.
OVO’s color and brand needed to wrap around both.

 
 

Non-Indonesian designers working with Indonesian copy

I often had to rewrite or adjust content to ensure clarity + compliance.

 
 

Hard deadline

Missing the regulator window would force a significant delay.
The timeline was not adjustable.

 
 

Long-term vs MVP

We needed something shippable in 3 months without creating long-term debt—especially around transaction history, which would break if not designed correctly upfront.

 

What I Delivered

 

End-to-end upgrade flow delivered under accelerated timeline

 
 

Forced early alignment on identity & branding

Leadership was stuck debating names.

I pushed decisions forward by grounding them in:

  • User mental models: examples from Indonesian market behavior
    (“Tokopedia → Tokped”, “Bukalapak → BL”, etc.)

  • Clarity on how brand length affects mobile UI

  • Risk of blocking engineering timelines

Result:
We established a working name, brand color, and identity rules early enough to avoid delays.

 
 

Defined the end-to-end upgrade journey

I clarified and aligned the full sequence:

OVO Club → OVO Premier → OVO Nabung (Superbank)

This required:

  • mapping rules across all three apps

  • ensuring flows remained consistent

  • ensuring language, KYC steps, and edge cases were regulator-ready

  • defining when the user sees OVO vs Superbank branding

  • designing the fallback states for blocked/failed KYC

This became the foundation used by design + engineering across both companies.

 
 

Solved the multi-app transaction history problem

To let teams build OVO Nabung transactions into OVO and Grab later, we needed a unified, principle-driven model.

Before this, every team had a different interpretation:

  • Which transactions should appear in OVO?

  • Which in Grab?

  • Which belong to Superbank?

  • What’s considered “internal” vs “external” SoF (source of funds)?

  • What happens when users link/unlink accounts?

If not aligned early, teams would redesign and rebuild multiple times.

What I actually delivered

I created the transaction history principles:

  1. If a source-of-funds feels external to users, only show transactions relevant to that app.

  2. If it feels internal, show the complete transaction set.

  3. Every transaction must appear on at least one app the user has access to.

  4. Build once → scale to new channels without rework.

I validated these principles using:

  • Past research

  • Competitor analysis

  • Engineering constraints

  • Product strategy

  • Compliance requirements

This prevented long-term fragmentation and made v1 shippable.

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

 
 

Cross-team alignment across OVO, Grab, and Superbank

I drove the alignment across:

  • 5 design teams
    (non-grab payments, grab payments, paycore, onboarding, funds movement)

  • Multiple PMs

  • Content designers from both companies

  • Illustrators from Grab + Superbank

  • Design system teams

  • Compliance teams

  • Engineering leads

Because timelines were so tight, my role wasn’t just leading design—it was orchestrating decisions, unblocking teams, and committing to paths quickly to prevent delays.

 
 

Shipped a regulator-ready MVP on time

The final scope included:

  • OVO Premier → OVO Nabung upgrade

  • End-to-end onboarding

  • Full necessary KYC flows

  • Brand-consistent UI across OVO + Superbank

  • Regulator-required screens

  • Scalable transaction history model

  • Future-proof entry points for Grab App integration

All design was completed ahead of engineering schedule and successfully used in the submission to the regulator.

 

Outcome

 
 

Delivered all design needed for the regulator submission on time

  • Unblocked engineering across two companies

  • Aligned three organisations on name, identity, and flows

  • Created the transaction history model used for future phases

  • Shipped the full flow with minimal rework, despite high ambiguity

 

Why it Matters

 
 

This project wasn’t about visuals.

It was about:

  • Operating under extreme constraints

  • Navigating multi-org politics

  • Unblocking teams fast

  • Making high-judgment calls with incomplete information

  • Balancing MVP realities with long-term system coherence

  • Delivering a banking product that passes regulatory checks in 3 months

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