Led design across OVO, Grab, and Superbank

• Drove end-to-end design across OVO, Grab, and Superbank

• Aligned PMs, compliance, engineering, design and many other teams

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

• Balanced short-term MVP with principles for future phases

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 design fast so engineering could develop, while keeping space for the late-arriving strategic decisions.

Regulator-driven constraints

Banking requirements affected:

• Wording

• Verification steps

• Required screens

• Branding hierarchy

Brand and Design System mismatch

OVO Nabung sat at the intersection of two existing design systems and brands:

• Superbank delivered SDK with their own branding and system

• OVO required strict adherence to Grab design system and OVO brand

• Users needed to understand when they were interacting with OVO, Superbank, or the joint product

At the same time, the project ran under extremely tight timelines, which meant the solution had to be efficient, reusable, and low-friction.

Introducing a new product identity (OVO Nabung) without breaking either system and without over-branding neutral flows became a key challenge.

Non-Indonesian designers working with Indonesian copy

I needed to define a way of working between our product designers and content designers while being more meticulous with the content in design review sessions.

Long-term vs Hard Deadline MVP

We needed something shippable in 3 months (missing the regulator window would force a significant delay) without creating long-term debt especially around transaction history, which would break if not designed correctly upfront.

Defined the end-to-end upgrade journey

I clarified and aligned the full sequence: OVO Club → OVO Premier → OVO Nabung

This required:

• ensuring flows remained consistent

• ensuring language and edge cases were regulator-ready

• defining when the user sees OVO vs Superbank branding, or even the combination of both branding (OVO Nabung)

• designing the fallback states for blocked/failed as well as taking into consideration the unsupported cases

This became the foundation used by teams across the 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 about which transactions should appear in which app.

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

I created the transaction history principles that were validated quickly with past research, competitor analysis, and engineering constraint.

1. If a source-of-funds feels external to users, only show transactions that have been done in the app.

2. If it feels internal, show all the transactions.

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

This prevented long-term fragmentation and made v1 shippable.

At the same time, we need to integrate OVO Nabung History into the current history page of OVO with as little effort as possible while aligning with Superbank Team of the possible transaction types for both app.

Cross-team alignment across OVO, Grab, and Superbank

I drove the alignment across:

• 5 design teams
  (OVO Payments, Grab Paycore, Grab Onboarding, OVO Funds Movement, Superbank team)

• Multiple PMs

• Content designers from OVO and Superbank

• Illustrators from OVO and Superbank

• Grab design system team

• OVO compliance team

• Engineering teams

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 Club → Premier → OVO Nabung upgrade

• Existing OVO Nabung account linking and unlinking

• Change phone number flow

• Block users states

• Push Notifications and Emails

• Top-up flow

• Cash-out flow

• Payment and refund flow including promo for OVO Nabung

• Unsupported cases since not every feature was available in v1

• Help Centre

• Brand-consistent UI across OVO + Superbank

• Scalable transaction history model

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

Regulator-ready launch delivered on time, establishing the foundation for the first 1M users

• Delivered all regulator-required design artifacts on time, unblocking submission

• Unblocked engineering across two companies through clear system rules and ownership

• Aligned three organisations (OVO, Grab, Superbank) on naming, identity, and core flows

• Established the transaction history model and core project foundations, creating clarity that allowed teams to scale the product beyond the first phase

• Shipped the end-to-end flow with minimal rework, despite high ambiguity and tight timelines