One web service for a mall’s rent, service charges and repairs — designed and pitched for Hadish Mall.
Company
Hadish Mall
Role
Marketer
Type
Concept
Industry
Retail real estate · mall operations
Team
One Figma file: 6 tenant screens, a manager panel and two pitch decks
Tools
Figma
The problem
A mall collects rent and service charges from every unit and sends staff to clean and repair them, and every step needs a reminder, a price and a person to check it.
The role
Joined as a marketer; proposed the app, designed its tenant screens and manager panel, and wrote the decks that pitched it.
The result
A concept and a 17-slide pitch with a 12-week delivery plan. Nothing in the file shows it was built.
Figure 01
Figure 01The tenant side on a phone: the Hadish Mall home, a list of services to book and pay for, and the wallet.
01Context
A marketer who proposed software
Hadish Mall is a large shopping and entertainment mall in northeast Tehran: shops over several floors, a food court, cinemas and parking. Sina joined part-time as a marketer, running events, social campaigns and influencer partnerships to bring visitors in.
Behind the shop fronts, the mall runs like a small town. Every unit owes rent and a monthly service charge, and tenants ask for cleaning, repairs and air-conditioner visits that staff carry out and someone has to price. Sina proposed moving all of it into one web service and designed it: the screens a tenant would use, a panel for the mall’s managers, and the decks that pitched it.
Figure 02Slide 2 of the Hadish Mall deck: one service in three parts — tenants, managers, and services and requests.
02Problem
Three groups, one set of bills
The pitch names three groups and gives each one a service. Tenants pay, book services and send requests. Managers track income, debts, requests and work in progress. Service staff receive tasks, log when each job starts and ends, and report back.
The deck states the problems it promises to remove: payments that depend on reminders and on people to chase them, late payments with no consequence, services priced by whoever does the job, and staff whose work nobody can see.
Every promise in the pitch is about money or accountability, not convenience.
01The mall’s web address in a phone browser: a link, not an app to install
02Each service is a card with its own price and a checkbox
03Charge payment sits in the same list as cleaning and repairs
04The total and a green Pay button stay pinned to the bottom
Figure 03The services screen: tick what you need, pay the total.
03Approach
Screens first, then the argument
Figma node IDs grow as a file is edited, so they show the order of work. The tenant screens came first: six phone screens branded for Hadish Mall, drawn inside a phone browser at the mall’s own web address, with sample dates from early 2023. The manager panel came next, laid out for three sections at desktop, tablet and phone width.
Then the pitch. A first deck for Hadish Mall ended with three price tiers. A second, 17 slides long, dropped the prices and added what a buyer would ask next: staff monitoring, financial transparency, security, training, deployment and a 12-week plan.
Four versions, in the order they were made
01
Tenant screensSix phone screens for Hadish Mall: home, services, wallet and three payment states
02
Manager panelLaid out for three sections at three widths; a tenant table and a finance dashboard drawn
04Solution
Payments that chase themselves
A tenant opens the service from a link, on a phone. Services is a list of cards — charge payment, shop cleaning, air-conditioner repair — each with a price; tenants tick what they need and pay the total at the bottom. The wallet holds a balance, tops up in preset amounts, takes a discount code and lists every transaction. If the balance is too low, a red alert asks the tenant to top it up.
Tenants can also pay outside the app: the payment screen takes the amount transferred and a photo of the bank receipt, and warns that the amount must match what the system expects exactly.
The deck adds the rules that make payment enforce itself: rewards for tenants who pay on time, late fees calculated automatically, and a cut-off that suspends a unit’s technical services, requests and account, removes it from the list of good payers and stops work in progress until the debt is paid. Text messages tell tenants, staff and managers what happened at each step, so no one has to make a follow-up call.
The wallet: balance, top-up and transactions.
Paying by bank transfer: the amount and a photo of the receipt.
Rent and charge: on-time rewards, late fees, and a wallet for every tenant.
05Operations
Every job with a price and a record
The manager panel is where income, receivables, payments, requests and messages meet: units and their accounts, unpaid bills, pending tasks, income from services, and feedback from tenants. The staff service turns each request into a task with a start and an end time.
Two slides make the operational case. One promises financial transparency: every service priced in the software, every job logged with its start and end, a photo of any supplies fitted to a unit, and payment through the app, so staff can’t misquote a price. The other promises monitoring: clock-in times, daily task reminders, task counts per day and month, teams and an org chart.
The staff slide is titled “Monitoring behaviour and reducing headcount” — written for the owner, not for the people it monitors.
Figure 06The manager panel as the pitch shows it: the tenant table on a tablet, and what managers can track. Contact details in the mock-up are blurred.
Staff monitoring: clock-in times, task reminders, teams and an org chart.
06Product
Priced as a subscription
The first deck already priced the service as a subscription in three tiers — Base for 100 users, Pro for 300, and Custom with no limit — billed monthly or yearly with 30% off, for at least six months. Base left out the automation: no automatic notifications, no automatic cut-off, no rewards or late fees.
The last slide is the delivery plan: a meeting with managers in week one, flows in week two, then two phases. Phase two is designed while phase one is being built, so phase one is delivered in weeks six and seven and phase two in weeks eleven and twelve.
Hadish Mall.
Figure 08The 12-week plan: phase two is designed while phase one is built, and each phase ends with delivery and set-up.
07Key decisions
Five decisions behind the concept
Each one is visible in the screens or stated in the decks.
01
One web service for three groups, not three apps
Tenants, managers and staff all use one service in a browser; the tenant screens are drawn at the mall’s web address, opened from a link. Nobody has to install anything, and the mall has one system to run.
Trade-off
A web page can’t send push notifications, so every alert goes out as a text message.
02
Make the payment rules enforce themselves
On-time rewards, automatic late fees and a cut-off that suspends a unit’s services replace the reminders and chasing the deck promises to remove.
Trade-off
An automatic cut-off is a blunt tool to use on a tenant the mall wants to keep.
03
Put a price and a record on every job
Services are priced in the software, and staff log each job’s start and end and photograph any supplies fitted, so a tenant’s bill can be checked against the work.
08My role
Sina’s part
Listed from the file. It names no team, so this is the work in the file, not a claim of sole authorship.
Owned
↳The idea: an app proposed from inside a marketing role
↳Six tenant screens: home, services, wallet and three payment states
↳The manager panel’s layout, tenant table and finance dashboard
↳Two pitch decks for Hadish Mall
↳The three price tiers and the 12-week delivery plan
Co-owned
—
Collaborated
↳Hadish Mall’s management, the audience for the first pitch
The technical slides — infrastructure, security and deployment — describe the build a development team would carry out. Nothing in the file shows that it was built or bought.
09Critique
The pitch runs ahead of the screens
The deck promises a manager panel, a staff service and automated rules. The file draws the tenant side. The panel page has room for eighteen screens — three sections, two states, three widths — and holds two: a tenant table, and a finance dashboard whose menu belongs to a clinic-booking product. The manager and staff sides are argued in slides, not designed.
The numbers slip in the same places. On the services screen, three services are ticked at 250,000 toman each and the total says 250,000. On the pricing slide, the yearly switch takes 30% off Pro and Custom but not Base, so the cheapest plan shows a higher monthly price than the middle one.
The receipt upload means someone checks each bank transfer by hand, against the deck’s promise of payments without people chasing them.
Every service card shares one price and one placeholder description.
A buyer would have been sold the half of the product that was drawn least.
10Outcomes
A pitch, not a product
There is no evidence in the file that the service was built, sold or used. What it holds is a tenant-side design and a complete pitch for Hadish Mall.
tenant screens
6
Home, services, wallet and three payment states, for Hadish Mall
Delivered output
slides in the final pitch
17
From the three services to security, training and deployment
Delivered output
weeks in the delivery plan
12
Two phases, the second designed while the first is built
Delivered output
What was delivered
↳A tenant web app design: services, wallet and payment states
↳A manager-panel layout with a tenant table
↳Three price tiers by number of users
↳A 17-slide pitch and a 12-week delivery plan
11What I learned
What I’d change
01
Draw the side you are selling
The pitch sold managers a panel and owners a staff service, and the file draws the tenant’s screens. Two finished panel screens would have argued the case better than four slides of checklists.
02
Make the numbers add up before the pitch
A total that ignores two of three ticked items, and a yearly discount that makes the cheapest plan look dearest. In a pitch about financial transparency, the sums on the slides are the first thing a buyer checks.
03
Close the loop the design leaves open
The receipt upload puts a person back into the payments the pitch promises to automate. A payment gateway in phase one — or at least a queue in the manager panel for checking receipts — would have kept that promise.
