Overview
Small brief.
Larger than expected.
meConnect is Mediacorp's single sign-on service — the authentication layer that allows users to access the full suite of Mediacorp's digital products with a single account. Before meConnect, each platform managed its own login, its own registration, and its own notion of who a user was. The vision was to unify this: one identity, across everything.
I came to this project a couple of months into joining Mediacorp, while working alongside the team on the melisten revamp. The product manager approached me to take it on independently — it was initially scoped as a relatively contained piece of work. It grew.
The first cut of designs was done solo, reviewed with the PM, and taken to a formal management presentation. The concept and initial screens were well received. What followed was the detailed work of designing the full authentication flow — registration, login states, error handling, and the logic of connecting multiple products through a single, coherent experience.
An SSO login screen looks simple. What lives behind it — all the states, flows, and edge cases — is anything but.
Scope
One account.
Eight products.
At the time of design, meConnect unified authentication across eight Mediacorp digital products — spanning video, audio, news, and lifestyle. Each product had its own audience and context, but all would share a single login experience.
The Challenge
Deceptively
complex.
Approach
Starting with
the first impression.
The login screen is the first thing a user sees when they want to access any Mediacorp product. It needed to feel trustworthy, clear, and consistent — while being light enough not to get in the way of what users actually came to do. That balance shaped every decision: from the language used in prompts and error messages, to the hierarchy of actions on each screen.
Working independently meant making a lot of decisions without an immediate design peer to pressure-test them. This placed a higher premium on being systematic — documenting rationale, mapping out every state and transition, and bringing a complete picture to review sessions rather than incremental fragments. The PM relationship was central to this process. Regular alignment ensured the design stayed grounded in technical reality as the scope grew.
The management presentation was a milestone worth noting. Taking a solo first cut of a product to senior stakeholders — early in a new role, on a project that had grown beyond its original brief — required both conviction in the design decisions and the ability to communicate the thinking behind them clearly. It went well.
Contribution
Owned from
brief to presentation.
This was an exercise in end-to-end design ownership — from the initial concept through to a formal management review, and beyond into the detailed flow design that informed the final product.
Outcomes