TTB Touch · via aamzng · Research-led product strategy
Research-led product strategy through a bank merger.
Context
When TMB and Thanachart merged to form TTB, the combined bank needed a single retail banking app — TTB Touch — that could serve two customer bases and eight business units without fracturing the experience.
The challenge
A merger is the hardest possible context for product direction: two organisations, two sets of customers, two ways of working, and eight business units each with a claim on the app. Getting to one coherent product meant getting to one evidence base first.
What I did
Through aamzng, I led the research behind TTB Touch — grounding the product direction in customer evidence rather than the internal politics a merger inevitably generates. [Research methods, scope, and key insights to be added.]
How I led
The value of research in this setting is as much organisational as it is user-facing: a shared, evidence-based picture that eight business units can align around. [Detail on how the research was used to drive decisions to be added.]
Outcome
Research-led product strategy for the merged bank's flagship retail app, serving eight business units through the integration. [Adoption / launch outcomes to be added.]
What it proves
Research-led product strategy under real organisational complexity — using evidence to cut through the ambiguity of a bank merger and align a fragmented set of stakeholders on one product direction.