Ayala Land: giving a complex brand portfolio a clearer digital direction

I helped Ayala Land turn overlapping brand ambitions into a clearer direction for its digital portfolio. On the residential side, I challenged where the central platform should end and individual brand sites should begin. For hospitality, I helped define a shared foundation for the hotel portfolio while giving each brand room to differ.

Working with senior stakeholders in the Philippines and our UX, design and engineering teams, I connected those portfolio-level decisions to the content, journeys and technical constraints the teams needed to work through.

Residential: connecting a portfolio of brands

Premier · Alveo · Avida

The consolidated residential website brought properties from across Ayala Land’s brands together in one place. I worked through the product requirements with the client and engineers, resolving feedback and clarifying how the experience needed to work. The site launched at the end of 2024, creating a new foundation for the wider portfolio.

The next challenge was what to do with the individual Premier, Alveo and Avida sites. They needed to communicate distinct brand identities, but also overlapped with the central platform’s property listings and search presence. Simply redesigning each site risked leaving those competing roles unresolved.

I helped bring that question into the open: where should people discover properties, and where should they get to know a brand? The brand teams also needed room for detailed property content and experiences tailored to their audiences. We worked through that tension alongside the practical constraints of reusing an existing component library, limited capacity and brand work that was still evolving.

Hospitality: one foundation, distinct hotel experiences

Seda · El Nido Resorts

Ayala Land Hospitality needed a shared foundation for its corporate presence and hotel brands, including Seda and El Nido Resorts. The experience had to serve guests arriving at different points, while corporate, brand and property teams each needed to manage their own content.

As product manager, I led the product conversations and worked closely with UX, design and engineering to define what should be shared, what could vary, and who controlled it. The content model and editorial permissions in Sanity were central to that: they shaped both the guest experience and how the organisation could maintain it.

We focused the first release on helping guests find a hotel and move into booking. But the booking engine already existed, and its provider placed tighter limits on layout and functionality than the original designs assumed. I worked with UX to separate what the platform could support from what it couldn’t, turning a technical constraint into a clearer design brief and a realistic scope for delivery.