Validate hypotheses in a redesign.

The product manager wants to replace a dropdown with icons on the transfers screen.

Using filters for “Transfers between own accounts” or “Transfers to other customers”, the PM finds dozens of real implementations and sees which UI elements are used—lists, icons, cards, tabs—along with pros/cons of each approach. This provides not only inspiration but justification: which solution is more intuitive, faster, adaptable to different amounts or usage frequency. The team makes an informed decision faster and releases with confidence.

Justify a decision to stakeholders.

The CPO wants to introduce home screen customisation but faces resistance.

The CPO finds practices from 6–8 banks where home-screen customisation is implemented and the full path is visible: dragging blocks, hiding widgets, theme switching. The presentation frames this not as “a feature for the sake of a feature” but as a demanded pattern: users tailor the app to themselves and the service improves retention. Such arguments significantly increase the chance of approval.

Inspiration for a new bank/app launch.

The CPO defines a target vision for the new digital service.

The team uses the library as both a “constructor” and a source of inspiration. The base includes 4,700+ real UX solutions across key scenarios: registration, card ordering, onboarding, transfers, support, storefronts, and more. You can see how homescreens are structured, how banks onboard and nurture new customers, and how they design errors and loading states. This helps the team understand what “good” looks like, avoid gaps, and select approaches that fit the jurisdiction and IT stack.

Cross-functional learning and exchange.

Create an internal product knowledge library.

Weekly or monthly, one product squad selects 2–3 interesting scenarios and prepares a short mini-review: what stood out and what is transferable. The library becomes a tool for team reflection, discussion, and inspiration. Teams discover implementations on their own, share with others, and you can formalise this as a UX Digest—a monthly review of best practices.

Align the team before a major redesign.

Before design starts, raise the team’s exposure to relevant patterns.

The library serves as working material for a pre-project strategy session. You assemble references across all key task areas, then run a workshop to review practices and form product hypotheses for experience improvements. This creates a shared vision, prevents later disputes, filters out unsuitable approaches, and gets everyone speaking the same language—through concrete examples.

Speed up time-to-market.

The business asks the team to launch a new PFM module within six weeks.

Instead of starting from a blank slate, the team spends 1–2 days reviewing dozens of implementations from major global banks and fintechs. It’s immediately clear which features and mechanics actually work elsewhere, and which scenarios can be reused (budget planning, auto-categorisation, spend forecasts, etc.). This sharply shortens the research and concept phases and accelerates the path to MVP—you can assemble the target mechanic and a UI prototype in a couple of days.

Expansion to a new market.

A fintech company plans to enter Poland and wants to adapt the product to local context.

The team finds implementations of all key scenarios specifically in Polish (or adjacent) banks. They see how local institutions handle payments, analytics, and support; which visual language is common; and how legal/KYC mechanics are presented. This lowers the risk of cultural mismatch and makes the product more relevant for the new audience.

Back an innovation agenda.

The CPO wants to ship what competitors don’t have yet.

БThanks to continuous updates, the library includes cases that haven’t reached some countries but are already active elsewhere or globally. These practices can be added to the strategy to set trends in your market. You can also validate current differentiators to confidently communicate them—or discover new growth opportunities.