Financial Services
UX/UI Design
Thailand
TEAM
7 Design &
Product Specialists
ROLE
Design Manager
UX Team Lead
DATE
2020-2021
INDUSTRY
Financial Services
Consulting
PROJECT DETAILS
Led UX strategy and design delivery for a major corporate banking transformation in Thailand, guiding a cross-functional team of 7+ designers and product specialists through a 10-month delivery phase. Translated complex banking workflows into intuitive digital experiences across web and mobile, aligning business priorities, user needs, and technical requirements.
Overall, the team established a scalable UX foundation through research, journey mapping, and collaborative design. This was done by prioritizing core functionality and introducing a phased UX backlog, where I helped the team navigate technical constraints, improve delivery alignment, and meet previously delayed MVP deadlines while creating a foundation for future improvements.
BEFORE & AFTER
From Complex Banking Workflows to a Scalable Digital Experience
The transformation went beyond "redesigning screens". The bank needed to simplify complex corporate banking journeys while improving consistency across digital channels and establishing a more scalable approach to product delivery.
We worked to connect customer needs, business requirements, and technical implementation through a shared design direction and more structured collaboration.
The result? A foundation for a more consistent banking experience, supported by reusable design patterns, clearer delivery ownership, and a prioritized approach to future improvement
01
EXPERIENCE
Complex user journeys
Banking workflows contained usability issues and inconsistent interactions across digital channels.
Streamlined experiences
Redesigned journeys, simplified workflows, and more consistent interaction patterns across web and mobile.
02
COLLABORATION
Fragmented delivery practices
Multiple teams needed stronger alignment on requirements, ownership, priorities, and design decisions.
Structured collaboration
Epic-based ownership, shared documentation, reusable patterns, and closer collaboration between design, business, and technology.
03
DELIVERY
Delivery under pressure
A demanding MVP timeline required teams to balance functionality, technical feasibility, and experience quality.
Prioritized product delivery
A phased UX backlog and scope decisions helped recover a two-week delay while protecting core banking functionality.
CONTEXT & CHALLENGE
Modernizing Corporate Banking Without Compromising Delivery
Corporate banking presents unique experience challenges. Unlike personal banking, corporate users manage complex financial activities involving multiple accounts, organizational permissions, payment approvals, and high-value transactions.
The bank wanted to modernize these experiences for corporations and government entities while creating a consistent digital experience across web and mobile.
Our initial journey mapping explored the interactions of four business and government segments, identifying existing pain points and opportunities to improve the overall experience.
However, the project faced several challenges beyond the interface itself.
The first phase had an ambitious delivery timeline, evolving requirements, and dependencies across multiple business and technology teams. Remote collaboration during COVID-19 introduced additional complexity, while early discovery revealed that existing research assumptions and design constraints needed further examination.
As Design Lead, I needed to establish a clear delivery structure while ensuring that design decisions remained grounded in user needs and could realistically be implemented.
01
Simplifying complex banking journeys
Understand different corporate and government user needs, identify workflow friction, and translate banking requirements into usable experiences.
02
Delivering against an ambitious timeline
Coordinate thousands of design screens, multiple epics, technical dependencies, and evolving requirements without compromising core functionality.
03
Aligning teams around shared priorities
Create clearer ownership and collaboration practices across design, business analysis, development, and client stakeholders.
VISION & STRATEGY
Building a Delivery Model Around Ownership, Collaboration, and Continuous Learning
My goal was to establish more than a design production process. Overall we needed to create a delivery model where designers understood the business problem, collaborated directly with the people defining and building the product, and remained accountable for the experience through implementation.
To achieve this, I structured the work around four connected phases, introduced clear ownership across the design team, and created shared planning practices with business analysts and developers using Confluence and Jira as our "one source of truth" to communicate and share.
This helped us balance delivery speed with design quality while building a foundation that could evolve beyond the first release.
