StarHub: Digital Transformation Through Design Systems
Industry
Telecommunications, E-commerce
Client
StarHub
Platforms
Mobile, Smart TVs, Web
Date
2018-2021
CASE STUDY BRIEF
Capability
Transformation, Design systems, Stakeholder influence
Leadership level
Director
What I led
Led experience design within StarHub's wider telco transformation, connecting commerce, apps, TV, service journeys, brand work, and the Evergreen design system.
Why it matters
Within the wider transformation, digital products reached 1M+ monthly active users, online sales increased 30%, and checkout conversion increased 15%. These were program outcomes, not the result of design work alone.
DECISION RECORD
Problem and stakes
StarHub was modernizing a fragmented digital estate while a legacy retail backend, multiple channels, and a new brand direction still had to work as one customer experience.
Role and scope
Led experience design and partnered with executives, product, engineering, brand, and service teams on Super App strategy, Evergreen adoption, commerce, and end-to-end journeys.
Key decision and trade-off
Used service blueprints to expose cross-channel dependencies, paired designers with engineers daily, and improved checkout incrementally instead of waiting for a full backend replacement.
Systems and artifacts
Evergreen design system, Super App information architecture, service blueprints, checkout redesign, daily design-engineering pairing, design reviews, and NPS-informed product rituals.
Related content
The transformation constraint
StarHub was changing its brand and digital products while commerce, service, TV, apps, and a legacy retail backend remained tightly connected. A polished screen in one channel could still fail if the surrounding service journey did not change with it.
How I made the system visible
I used service blueprints to connect customer steps with operational and platform dependencies. The Evergreen design system gave teams shared patterns, while Super App information architecture and design reviews helped product areas make compatible choices.
How we shipped through legacy constraints
For checkout, I paired design and engineering daily and broke the work into improvements that could ship against the existing retail backend. That avoided making a complete platform replacement the prerequisite for customer-facing progress.
Program outcomes
Within the wider transformation, digital products reached more than 1 million monthly active users, online sales increased 30%, and checkout conversion increased 15%. I present these as program outcomes supported by many teams, not as results attributable to design alone.
My contribution
My responsibility was the connective design work: experience direction, service models, shared patterns, design-engineering routines, and the decision forums that kept separate channels moving toward one customer experience.
