IVA Application
Rebranding, Product Redesign & Design System Transformation
Sadad PSP's Core Application
Organization: Sadad Electronic Payment / PSP
Roles: Product Design Leadership, UX/UI Strategy, Rebranding, Design System, Team Leadership
Key Outputs: Brand Evolution, UX Architecture, UI Redesign, Design System, Component Library
Approach: Product Design Lifecycle / Data-Informed Design
PLatform: Mobile Application
Industry: Digital Payment, Financial, Fintech, Banking
Year: 2024-2026
The Context
When redesigning an application means redesigning its future
IVA was already a mature product with a significant installed base.
According to internal project figures, the application had approximately 10 million historical installations and around 800,000 active users at the project baseline.
These users were not simply numbers.
They represented established behaviors, expectations, mental models, and trust built around the product. We were therefore not designing a new product for an empty market.
We were redesigning an established financial product while its ecosystem, services, users, and operational dependencies were already in place.
That fundamentally changed the nature of the challenge. The question was not simply:
How can we make IVA look better?
The real question became:
How can we evolve a mature financial product without losing the value, trust, and familiarity that already exist?
The Trigger
Five years of accumulated distance
One of the defining characteristics of the project was the significant gap between the previous design/development cycle and the new transformation.
Approximately five years had passed since the previous major product design and development cycle.
During that time:
- User expectations had changed.
- Digital product patterns had evolved.
- Competitors had become significantly stronger.
- The product's service ecosystem had expanded.
- UX issues had accumulated.
- Visual and interaction patterns had become outdated.
- Product strategy had evolved through different management periods.
- And the gap between the existing experience and contemporary digital-product standards had become increasingly visible.
The five-year gap also created an important forecasting problem. Historical assumptions were no longer always reliable enough to predict:
- user behavior,
- adoption,
- switching,
- time-to-market,
- and the safest release strategy.
This made the project considerably more uncertain than a conventional redesign.
A Transformation,
Not Just a Redesign
One of the most important strategic decisions was to treat rebranding and product redesign as interconnected transformation streams, rather than two independent projects.
The rebranding initiative started before the application redesign.
However, the brand was not considered a finished deliverable that would simply be handed over to the product team.
Instead, the new identity continued to evolve throughout the UX and UI design process. The application became one of the most important environments in which the new brand could be tested, challenged, and matured.
This created a continuous relationship:
Brand Strategy
↓Product Experience
↓UI Language
↓Design System
↓Brand Maturity
The Core Challenge
Five years of accumulated decisions
In a typical redesign, the previous product can provide a relatively reliable baseline. In IVA, the five-year gap meant that this baseline itself had to be questioned. We had to reconsider fundamental assumptions:
- Which parts of the existing experience were still valuable?
- Which behaviors represented genuine user needs?
- Which behaviors were simply habits inherited from the legacy product?
- Which services deserved greater prominence?
- How should a growing portfolio of services be organized?
- How much change could existing users reasonably absorb?
- How could we introduce a fundamentally different experience without destroying familiarity?
- What would be the safest path for version switching?
- How could we forecast the impact of the redesign with incomplete or outdated historical assumptions?
The project therefore required continuous balancing between:
Innovation ↔ Familiarity
Business Goals ↔ User Needs
Design Quality ↔ Technical Reality
Speed ↔ Long-Term Scalability
Product Design Approach
Designing from evidence rather than preference
The project followed a structured Product Design Lifecycle rather than starting directly with UI design. The process began with understanding the product, its users, its competitive environment, and the accumulated experience debt.
01 — Benchmarking
We benchmarked comparable payment and financial-service products to understand contemporary patterns across:
- Service Discovery
- Navigation
- Card Management
- Payment Flows
- Financial Information
- Service Categorization
- Mobile Usability
- Interaction Patterns
- Visual Hierarchy
The objective was not to copy competitors.
It was to understand:
Where had the experience standard of the category moved, and where should IVA position itself within that landscape?
02 — Product & Experience Analysis
The existing IVA experience was analyzed from multiple perspectives:
- Information Architecture
- Navigation
- Service Discovery
- User Flows
- Interaction Patterns
- Visual Consistency
- UX Issues
- Design Debt
- Existing User Mental Models
A core principle guided this stage:
Before redesigning what exists, understand why it became what it is.
03 — Reframing the Service Architecture
IVA had evolved into a broad ecosystem of services. The challenge was no longer simply presenting individual services. The new experience therefore moved toward a more structured service architecture, creating clearer relationships between services and their strategic priorities.
The redesigned Home experience introduced clearer areas for:
- Featured / Shortcut Services
- Payment Services
- Financial Services
- Utility Services
- Promotional & Communication Content
- Primary Navigation
This allowed the interface to move from a collection of services toward a more coherent product ecosystem.
Objective Focuses
Enhance Credibility: Create a professional, trust-inspiring design aligned with industry standards.
Simplified Navigation: Ensuring financial professionals can easily find the information they need (e.g., service offerings, compliance credentials, contact points).
Personalized User Flows: Catering to diverse user groups (e.g., bank executives, IT consultants) by creating tailored content paths.
Responsive Design: Providing a flawless experience on desktop, tablet, and mobile devices, considering the increasing use of smartphones in decision-making.
Target Audiences
Primary Audience:
Decision-makers at financial institutions (e.g., bank CEOs, operations managers).
Secondary Audience:
IT consultants, fintech professionals, and potential partners.
Project Desired Outcomes
. Engagement: Bounce rates decreasing by 25% due to simplified navigation and
enhanced interactivity.
. Higher Conversion Rates: Demo requests and lead form submissions increased by
45% within six months of launch.
. Improved Mobile Experience: 70% of users report a positive experience when
accessing the site via mobile devices.
. Stronger Brand Perception: Positive feedback from financial professionals who
praised the website’s clarity, design, and ease of use.
Conclusion
The project successfully positioned Tosan Banking Solutions as a leading provider in the Core-Banking and fintech space by delivering a website that combines functionality, aesthetics, and trustworthiness. This enhanced their online presence, improved client acquisition, and strengthened their brand reputation.
