Implementing the “Shopping Mall” strategy across TBC’s digital experiences at scale

TBC’s 2026 strategy described platforms as “shopping malls”: different teams ran different malls, and each feature was a “shop” owned by a specific team. As more services were added, we lacked shared guidance to ensure consistent UX decisions. To address this, I aligned with platform owners and UX leadership on clear objectives and initiated a project to standardize the experience.

• Establish a consistent design vision to maintain as platforms evolve
• Revamp platforms structure to enhance findability and engagement
• Implement changes gradually to foster stability and maintain user familiarity

Findings from user research across various platforms: • Deciding where to go took effort, especially under time pressure. • Discovering relevant offers and new products wasn’t intuitive. Business challenges: • Improve product discovery and adoption. • Reduce design inconsistency across teams and platforms. This raised the question: How might we help teams ship faster and more consistently, while making the platform feel coherent?

I started by studying how shopping malls are structured and managed, using interviewing experts and mall owners. this helped me see what belongs to the mall, what doesn’t, what are principles and operation frameworks (rules and trade-offs).

After the analogy research, I realized malls succeed because they establish shared rules for every shop and centrally manage common services. This insight led us to revisit existing principles and introduce new ones to address key gaps, which I developed together with the platform design team.

Also, I conducted an audit to distinguish which features should be governed centrally by the “shopping mall” and which should belong to individual “shops.” Based on this analysis, I helped teams properly distribute responsibilities and allocate functionalities across the platform.

I started applying principles for iOS retail mobile bank to test how those documents help teams design. then launched test to rest of the teams in order to find early on what worked what didn’t.

During the second iteration, we began applying the platform principles and rules across all products to ensure consistency between mobile and web experiences. This process also helped us refine and adjust the rules we had previously defined.

In order to smoothly apply created rules and documentation of decision making I built an AI agent that helps teams quickly choose the right pattern, component, and accessibility approach when designing new or improving existing functionality.

To maintain business continuity, we integrated the changes into upcoming features first and addressed any blockers before release. I created tracking lists for each Application (Web and Mob apps) to monitor which features followed the new rules and when they would launch.

• What worked: treating strategy as a system (journey + IA + reusable moments).
• What I’d improve: earlier lightweight usability validation and sharper success metrics.
• What I learned: context (where the user is) can be a product advantage when it’s actionable.