Comoclub

The Situation

The platform worked in Singapore - The brief was to take scale it across the region and then globally.

Comoclub is the rewards and recognition programme that connects the COMO Group’s business portfolio COMO Hotels and Resorts, Club21, Kids21, Dover Street Market fashion, COMO Shambhala Singapore, Dover Street Market Singapore, SuperNature stores, and dining destinations across COMO Epicurean, its dining businesses.

One of the goals was to commence scaling the platform beyond businesses, geography and technologically.

Hurricane had to streamline new front and backend developments with Comoclub’s existing solutions vendor, while maintaining the codebase, keeping things stable, and shipping improvements. We knew the system well. We knew what it could do and, critically, what it’s limitations.

When Comoclub rolled into Malaysia and Thailand, new markets, new hotel properties, new retail locations, new members, we were the team they asked for.

Why Expansion Required a New Platform

We already knew the platform operated with limitations.

As we have been supporting the existing platform with workarounds, we were familiar with its limitations, this includes, currency handling, system integrations, and data architecture were all hardcoded to a single market. It was not a question of adding configuration for Malaysia and Thailand - these assumptions were baked into the foundation.

Expanding the platform as it stood would have meant hacking around architectural decisions that were never designed to flex. The resulting system would have been fragile, difficult to maintain, and would have create technical debt inhibiting future expansion with further costs and complexities.

What the platform needed next was beyond its architecture. The only clean path to a global expansion was a new platform.

The Challenge

Rebuild a live, member-facing programme and cut over without losing a single member.

This was not a greenfield build. Comoclub has active members in Singapore with daily dependency on the programme. The business could not afford a slow, drawn-out transition. The business needed the new platform live across all markets on a set date, which meant the rebuild, the data migration, and the launch all had to land together.

That created four hard constraints:

• Complete rebuild on a deadline: the new platform had to be fully built, tested, and ready for a single coordinated launch across markets
• Big bang migration: all member data, points balances, and transaction history had to transfer to the new platform in one clean cutover with zero gaps
• Multi-market architecture from day one: build for multiple markets, with the flexibility to add more
• Staff adoption across every location on launch day: this coordination spanned across retail, dining, wellness, food retail and hospitality, with employees across multiple countries with no fallback to the old system

What We Did

Augmented Architecture, which included a middleware.

The new platform was designed from the ground up for multi-market operation: flexible currency handling, country-specific configurations, and integrations that could connect to the different POS (Point of Sale) and property management systems used across markets.

While that was being built, Singapore members continued using the existing platform, while we. ran exhaustive testing across every integration and transactional touch point, across every participating business across the COMO Group of businesses. Upon satisfactory findings, we performed a one switch migration.

From the member’s perspective, they woke up to a better experience. From COMO Group’s perspective, they went from a Singapore-only platform to a live global programme overnight.