MedBridge Telehealth
Pivoting an MVP built for product market fit into a fully featured product at a rapid pace at the onset of COVID.
At a Glance
My Role: Solo Lead UX Designer, Full E2E Design: Scoping, Research, Interaction & Visual Design, Prototyping
Timeline: 5 Months
Team: Two pods each made up of a PM, Dev lead, and Devs. Mobile PM, iOS Dev and Android Dev
Problem
In 2019, telehealth wasn’t a priority in physical therapy due to low adoption, just ~2% of providers used it, mainly because U.S. reimbursement laws didn’t support it. At MedBridge, a software company for Physical Therapists, I designed a low-priority MVP to test product–market fit. Then COVID hit. In a matter of days, telehealth became mission-critical.
I needed to pivot the product from MVP to a stable, scalable V1 product in just a few months.
What I Did
I owned and led the end-to-end strategy and design of the MVP and V1. I conducted research, defined visual direction, created user journey maps, user flows, and prototypes, presented to MedBridge and client's C-Suites, and defined how Telehealth integrated into MedBridge's Patient Ecosystem.
Impacts
92%
CSAT
Customer Satisfication Score Received by Patients & Providers for the V1 Product.
92%
CSAT
Customer Satisfication Score Received by Patients & Providers for the V1 Product.
92%
CSAT
Customer Satisfication Score Received by Patients & Providers for the V1 Product.
47%
Cost Reduction
Per patient for clients utilizing Telehealth.
47%
Cost Reduction per patient for clients utilizing Telehealth.
47%
Cost Reduction
Per patient for clients utilizing Telehealth.
0→80
Orgs
Utilizing MedBridge's Telehealth platform.
0→80
Cost Reduction per patient for clients utilizing Telehealth.
0→80
Orgs
Utilizing MedBridge's Telehealth platform.
Pixel Preview
Have 3 Previews: Intro section, Call interactions (share exercises, Share exercises), and End Call Survey.
Have 3 Previews: Intro section, Call interactions (share exercises, Share exercises), and End Call Survey.
Have 3 Previews: Intro section, Call interactions (share exercises, Share exercises), and End Call Survey.
Act I: Creating an MVP with limited resources to test Product Market Fit and Revenue Streams
“I want to share Home Exercise Programs (HEP) with patients over video calls without risking Protected Health Information (PHI) leaks.”
-Providers (Physical Therapists, Nurses, Doctors)
What the Heck is a Home Exercise Program (HEP)?
A Home Exercise Program, or HEP, are assigned to patients by Physical Therapists to do. MedBridge has a product called the HEP Builder, which contains a library of thousands of proprietary exercise videos.
A Product Market Fit for Return Patients
MedBridge, a software company primarily for Physical Therapists (PTs), had an ask from their clients, to create a Telehealth product. The initial scope of the product was treated as a low-resource MVP to explore product market fit to test the revenue stream to reduce provider's cost of care. It was scoped to:
Be Secure, to avoid Protected Health Information (PHI) leaks
Scoped to be only for Return Visits
Constraints
Until product market fit was proven, MedBridge leadership gave me several constraints
Focus on the Call Itself
I designed features focusing on the call itself, with supporting features such as scheduling, left out for later.
Focus on the Call Itself
I designed features focusing on the call itself, with supporting features such as scheduling, left out for later.
Focus on the Call Itself
I designed features focusing on the call itself, with supporting features such as scheduling, left out for later.
Frugal Finances
Leadership wanted to use free video platforms.
Frugal Finances
Leadership wanted to use free video platforms.
Frugal Finances
Leadership wanted to use free video platforms.
Design Principle: A Focus on Understandability
Clear
Patients and providers had a wide range of tech familiarity, so I focused on clear messaging and simple, conventional interactions and visuals to make the experience feel intuitive and predictable.
Clear
Patients and providers had a wide range of tech familiarity, so I focused on clear messaging and simple, conventional interactions and visuals to make the experience feel intuitive and predictable.
Clear
Patients and providers had a wide range of tech familiarity, so I focused on clear messaging and simple, conventional interactions and visuals to make the experience feel intuitive and predictable.
The MVP (Provider's side)
Providers send an invite to the patient from their profile page and certify they are licensed to practice where the patient is located.
Providers can share already assigned exercises with their patient.
Act II: Pivoting From a Scrappy MVP to Launching a Fully Featured Product in 3 months.
“We need to update our MVP with high-priority user demands and launch a scalable, fully-featured Telehealth Product in 3 months to keep our clients happy."
-MedBridge CEO, Justin Kowalchuk
Three Months: Not a Lotta Time?
Act II: Pivoting From a Scrappy MVP to Launching a Fully Featured Product in 3 months.
The MVP
PIVOT (V1 NEW ROADMAP)
COVID: New Flow Needed FOR RETURN PATIENTS
MENTION Evaluative research ONE SENTENCE ONLY.
Show roadmap and convincing leadership
Improvements to V1:
New Onboarding (Intro letter /invites, waiting room, test device features)
Onboarding Flow
Show onboarding screens (Gif)
How I got there
(two separate permissions flows)
New Patient Verification (removing login friction)
Show exercise bar, show new bar (side by side comparison)
Share Screen:
Talk about why we made telehealth in the first place: Adding in Story about why made telehealth in the first place ( OH HEY THIS IS A GOOD IDEA FOR HOW TO HANDLE THIS STORY IN PRESENTATION MODE) and why this finding was surprising
Survey: Blurb
Mobile App: Blurb
Modifying + Creating new designs to work with Design System:
Creating new components from + with Design System, mention its evolving.
———
RETRO HERE.
The MVP
PIVOT (V1 NEW ROADMAP)
COVID: New Flow Needed FOR RETURN PATIENTS
MENTION Evaluative research ONE SENTENCE ONLY.
Show roadmap and convincing leadership
Improvements to V1:
New Onboarding (Intro letter /invites, waiting room, test device features)
Onboarding Flow
Show onboarding screens (Gif)
How I got there
(two separate permissions flows)
New Patient Verification (removing login friction)
Show exercise bar, show new bar (side by side comparison)
Share Screen:
Talk about why we made telehealth in the first place: Adding in Story about why made telehealth in the first place ( OH HEY THIS IS A GOOD IDEA FOR HOW TO HANDLE THIS STORY IN PRESENTATION MODE) and why this finding was surprising
Survey: Blurb
Mobile App: Blurb
Modifying + Creating new designs to work with Design System:
Creating new components from + with Design System, mention its evolving.
———
RETRO HERE.
Adapting Our Design System to work for Telehealth
Creating new components from + with Design System
Clear
Patients and providers had a wide range of tech familiarity, so I focused on clear messaging and simple, conventional interactions and visuals to make the experience feel intuitive and predictable.
Clear
Patients and providers had a wide range of tech familiarity, so I focused on clear messaging and simple, conventional interactions and visuals to make the experience feel intuitive and predictable.
Clear
Patients and providers had a wide range of tech familiarity, so I focused on clear messaging and simple, conventional interactions and visuals to make the experience feel intuitive and predictable.
The MVP
PIVOT (V1 NEW ROADMAP)
COVID: New Flow Needed FOR RETURN PATIENTS
MENTION Evaluative research ONE SENTENCE ONLY.
Show roadmap and convincing leadership
Improvements to V1:
New Onboarding (Intro letter /invites, waiting room, test device features)
Onboarding Flow
Show onboarding screens (Gif)
How I got there
(two separate permissions flows)
New Patient Verification (removing login friction)
Show exercise bar, show new bar (side by side comparison)
Share Screen:
Talk about why we made telehealth in the first place: Adding in Story about why made telehealth in the first place ( OH HEY THIS IS A GOOD IDEA FOR HOW TO HANDLE THIS STORY IN PRESENTATION MODE) and why this finding was surprising
Survey: Blurb
Mobile App: Blurb
Modifying + Creating new designs to work with Design System:
Creating new components from + with Design System, mention its evolving.
———
RETRO HERE.
I worked with the PM to understand their current white glove experience. This let me learn about the items that existed outside of the current planned scope of work and design for the bigger picture.
I broke down the onboarding configuration experience into two pages: Release Views & Test Linking.
Test Pipelines
Release Views
Act II: Creating a self-service onboarding hub to allow Azure's largest team's to onboard themselves onto the platform.
1 month later, Azure's EVP wanted the last 10 of Azure's bedrock teams (80-2000 people per team) onboarded onto ABH. I needed to add more features to onboard their own data in addition to the existing management features:
Build Pipelines
Build pipelines contain code, and new ones need to be linked to Azure Build Health.
Build Pipelines
Build pipelines contain code, and new ones need to be linked to Azure Build Health.
Build Pipelines
Build pipelines contain code, and new ones need to be linked to Azure Build Health.
Bugs & Incidents
Issues need to be associated with the correct build pipelines without needing to manually associated each time.
Bugs & Incidents
Issues need to be associated with the correct build pipelines without needing to manually associated each time.
Bugs & Incidents
Issues need to be associated with the correct build pipelines without needing to manually associated each time.
Combining Release Views and Build Pipelines
There was another delivery timeline of 2 weeks and planned again as a front-end quick-fix, as the more complex bespoke needs of the team's we needed to onboard were handled with backend-only work. Our existing customers were utilizing Release Views to navigate inside of ABH so I made them the first level of hierarchy which leads to their applicable test pipelines and bug queries.
Our customers were all utilizing Release Views to see relevant data inside of build pipelines, so we as a team decided we wanted to enforce the usage of Release Views. This created a singular system inside of the configuration portal and the Azure Build Health portal, making release views the first level of hierarchy.
Inside of each Release View, users most common action would be to link new test pipelines so I prioritized that action and which data users would need.
Inside of each Release View, users most common action would be to link new test pipelines so I prioritized that action and which data users would need.
Inside of each Release View, users most common action would be to link new test pipelines so I prioritized that action and which data users would need.
Act III: Suffering from Success, in which I create a configuration hub that grows the platform from 44 bespoke teams to 1500 in 6 months.
The new onboarding hub was constructed during December, at the same time as the annual code freeze. During the freeze there were far fewer Azure outages, showcasing the importance of ABH. This also influenced the EVP of Azure to want 1500 services, up from the 44 currently, to be onboarded onto the platform in 6 months.
Hol' up, Wait a Minute, Something Ain't Right
My team wanted to do another accelerated sprint to start dev work ASAP. Instead of rearchitecting each time, I proposed taking a bit of time to clearly understanding each part of onboarding and continual onboarding, so that the configuration hub would have a solid foundation. That way, when custom features were needed, there would be less dev and product work needed.
Drawin' with Devs
I led three workshops and diagraming sessions with my PM and Dev Lead. As well as having a two heavily technical discussion and debates with other stakeholders, and from these discussions, I came up with a unified portal architecture.
Going Above and Beyond the Configuration Hub
While working on this project, I created several designs and discussed them with the larger Azure Build Health team to guide the product to work better for our users.
Integrating Continual Onboarding into the Main Flow
Onboarding new test pipelines was a common task for our developers. I built out a workflow where users could do so right from the Azure Build Health page without needing to go into the configuration hub, reserving it for more heavy technical tasks.
Validation for the Present and the Future
I tested the designs with several teams inside of Azure to make sure the new designs supported all of Azure team's data pathways and pipelines. I also went solo and guerilla tested with dev teams outside of the Azure org to validate if the designs worked for them.
Configuration Hub shows entry points for pipelines and release views. Release views are the main view for complex teams, so I put them same hierarchy as build pipelines.
Queries track issues related to each new build that passes through a pipeline, requiring only a single-time entry.
Team's with advanced needs can customize "Release Views" on top of build pipelines so they can limit their view to only relevant data.
Impacts And Learnings
Working closely with my dev and PM partners, I was able to navigate this complex world to guide the product to a solution that works for 1,500+ bespoke teams with different complex data pathways and pipelines.
92%
CSAT
Customer Satisfication Score Received by Patients & Providers for the V1 Product.
92%
CSAT
Customer Satisfication Score Received by Patients & Providers for the V1 Product.
92%
CSAT
Customer Satisfication Score Received by Patients & Providers for the V1 Product.
92%
CSAT
Customer Satisfication Score Received by Patients & Providers for the V1 Product.
47%
Cost Reduction
Per patient for clients utilizing Telehealth.
47%
Cost Reduction
Per patient for clients utilizing Telehealth.
47%
Cost Reduction per patient for clients utilizing Telehealth.
47%
Cost Reduction
Per patient for clients utilizing Telehealth.
0→80
Orgs
Utilizing MedBridge's Telehealth platform.
0→80
Orgs
Utilizing MedBridge's Telehealth platform.
0→80
Cost Reduction per patient for clients utilizing Telehealth.
0→80
Orgs
Utilizing MedBridge's Telehealth platform.
Learnings
I learned how to guide highly technical discussions with multiple stakeholders by creating designs to create alignment between stakeholders to clarify ambiguous structures and requirements.
Finally I learned that there are some times where you need to design for edge cases, other times you should focus on the golden, or simplest, path first, utilizing progressive disclosure for users who need additional complexity.