From digital gold to a connected financial ecosystem.
Treasury was evolving beyond digital gold. I shaped that vision into a scalable product architecture, transaction system, brand, and end-to-end financial experience.
ROLE
Product Design Lead · Brand Direction
MARKET
Indonesia · Fintech / Wealth
SCOPE
Product Strategy · UX Architecture · Design System · Financial Flows
A focused gold product was becoming a much larger financial platform.
Treasury 2.0 was envisioned as a digital asset bank built around bullion and wealth management, expanding into investing, spending, borrowing, collectibles, and new stores of value. The brief also called for a simpler onboarding experience and support for guest access, multiple assets, currencies, and languages.
My challenge was to turn that broad ambition into one coherent product — defining the architecture, transaction logic, product language, and scalable experience patterns that could support Treasury’s next generation of financial services.
The ambition
Evolve Treasury from a focused digital-gold product into a broader multi-asset wealth platform spanning investing, spending, borrowing, and collecting.
The design challenge
Turn a wide and complex financial roadmap into one clear, understandable experience — without exposing users to the complexity behind the product.
My contribution
Translate the business vision into product architecture, transaction logic, UX systems, brand direction, and a scalable design system that could support future products.
The transformation
Treasury was no longer just a place to buy gold.
The original product was centered around bullion. Treasury 2.0 introduced a much broader ambition: a digital asset bank combining wealth management, multiple stores of value, spending, borrowing, and collectibles within one platform.
As the product expanded, gold could no longer define every journey. The experience had to support new assets, financial behaviors, and future products without becoming fragmented or harder to understand.
Treasury 1.0
Gold-first product
Buy · Sell · Hold · Transfer
Treasury 2.0
Connected wealth ecosystem
Keep · Grow · Spend · Borrow · Collect
The challenge shifted from designing individual gold journeys to building a system that could connect an expanding financial ecosystem.
My Role
I worked between business vision and product execution.
I partnered with Treasury’s senior stakeholders to understand the ambition behind Treasury 2.0, then translated that direction into product architecture, UX systems, brand application, and detailed product experiences.
I remained hands-on throughout the work — defining key flows, interaction patterns, the visual language, and the design system — while setting the direction and quality bar for Treasury’s internal team to implement and extend.
Leadership through product direction, systems thinking, stakeholder alignment, and hands-on execution.
Product direction
Translated a broad financial roadmap into a coherent product model, information architecture, and experience hierarchy.
Experience architecture
Defined how assets, wallets, transactions, spending, borrowing, and collecting should connect across the platform.
Brand & system
Created the new Treasury product language and reusable design system to keep an expanding product ecosystem consistent.
Team enablement
Established flows, patterns, and quality standards that gave the internal team a clear foundation to build and scale from.
BUSINESS VISION
PRODUCT DIRECTION
SYSTEM DEFINITION
TEAM EXECUTION
Business → Product
Turning a broad financial vision into a product people could understand.
Treasury 2.0 came with a wide business ambition: expand beyond gold into wealth management, spending, borrowing, collectibles, and multiple stores of value. The challenge was not defining more features — it was creating a product structure that made those capabilities feel connected rather than fragmented.
I translated that ambition into a clearer product model, grouping the roadmap into meaningful user-facing systems and defining how each capability should connect across the experience.
The business defined what Treasury could offer. I defined how those capabilities would work together as one product.
Business ambition
A broad roadmap spanning investing, payments, borrowing, cards, wealth management, and collectibles.
Product model
Organize those capabilities into a coherent system around KEEP · GROW · SPEND · BORROW · COLLECT.
Experience structure
Translate the business pillars into actual product surfaces, navigation, flows, and reusable interaction patterns.
Design principle
Keep the complexity behind the system — so users experience one connected Treasury, not a collection of separate financial products.
Product Architecture
The business model wasn’t the navigation.
Treasury’s roadmap was organized around Keep, Grow, Spend, Borrow, and Collect. Those pillars were useful for defining the business, but exposing them directly as the product structure would have forced users to understand Treasury the way the company did.
I reorganized that complexity around clearer product surfaces — bringing everyday activity into Home, holdings and wealth into Portfolio & Assets, alternative products into Shop & Collect, and account-related controls into Profile.
Separate business structure from navigation
The five pillars remained the strategic framework, while the interface was organized around the places users actually needed to go.
Organize around user intent
Investing, monitoring, spending, borrowing, and collecting were connected through shared destinations instead of becoming isolated feature silos.
Design for expansion
The architecture needed to absorb new assets and financial products over time without forcing a major navigation redesign each time Treasury expanded.
The architecture translated Treasury’s internal business model into a simpler user mental model.
Key Decisions
A few decisions shaped the whole system.
Once the architecture was defined, the next challenge was deciding what should stay consistent across products — and where the experience needed to adapt to different financial behaviors.
I focused on a small set of principles that could scale across Treasury as new assets and services were introduced.
1. Reduce commitment at the entry point
Let users understand Treasury before asking them to fully commit.
Guest access and a lighter onboarding path reduced friction, while verification could happen when a regulated action actually required it.
The original brief explicitly called out frictionless onboarding and guest access as core problems to solve.
3. Design assets as a system, not isolated features
Gold, crypto, cash, physical assets, and future products needed common patterns for balances, pricing, actions, status, and ownership — so new assets could inherit the same interaction model instead of creating a new experience each time.
2. Standardize the transaction model
Buy and sell flows followed a shared structure:
Amount
Source / Destination
Authentication
Review
Outcome
The details changed by transaction, but the mental model stayed familiar.
4. Treat financial states as first-class UX
Success was only one possible outcome.
The system also accounted for failed transactions, pending assets, unverified KYC, suspended wallets, changing prices, empty states, and other conditions users would encounter in a real financial product.
The goal wasn’t to make every feature look the same. It was to make the underlying financial behavior feel predictable.
Transaction System
One transaction model. Different financial actions.
Buying and selling gold represented opposite financial behaviors, but they didn’t need completely different experiences.
I designed both around the same underlying structure so users could build familiarity as they moved through Treasury
Amount
Source / Destination
Authentication
Review
Outcome
Buy Gold
Buy Gold