Working In HealthTech…

Health tech data analytics companies are typically a compartmentalized industry. Some of our users only a utilize our products features and tools once a year to download yearly spreadsheets.

Overview

Pareto Intel is a healthcare data analytics company based in Chicago that delivers healthcare analytics and technology solutions to enhance value-based outcomes. When I was hired my priority was to recreate the user flow and full navigation of the web application. I worked as the only designer across multiple teams and initiatives. While working at Pareto the focus was not only on user retention but reformatting user flow to make sure we were able to offer new features and products within the environment the user already was accustomed to.

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My Role

Lead Designer

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Project Duration

6 Weeks

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The Initial plan

The challenge was clear, the web application was cluttered with technical jargon and internal terminology that left external users confused and overwhelmed. But, I knew the first step was simple, we just needed to simplify the user flow and make it more intuitive. We attacked with a comprehensive onboarding process, complete with documentation that would help new users navigate the application with ease. We wanted to make the experience as seamless as possible, so we looked to some of the best in the business for inspiration. Before I arrived the web application was modeled after an earlier version of a top news company like CNN, with sections and sub-sections that could confuse the user if they didn't know exactly what they were drilling down into.

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The real question was, how could we distribute our solutions that cater to specific markets and industries evenly across the board. This way every user wouldn't have to much of a altered experience. We needed to identify which solutions were most applicable to certain markets and how many markets a single company would be operating in.

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Getting Started

The adventure began with a thrilling remote whiteboard session. We brought out our trusty whiteboards (or virtual ones) and began mapping out the different markets and the solutions we offered in each one. It was like a treasure map, leading us to discover new opportunities and potential. But, we didn't stop there, we wanted to make sure our clients felt special and well taken care of, and keep the "white glove service" feeling of the company. With this service, we tailored our solutions and data-driven advice to each customer's specific needs. It was like having a personal chef, every client got the same dish but with their own special touch. We even went as far as customizing their Tableau charts, giving them a unique and personalized experience. It was all about making sure our clients felt like VIP's.

General Design Principles

There was no established design system in place. I was sure to turn this into an opportunity for something new and exciting. I teamed up with the engineering squad and together, we set out to create a unique library of reusable components using React. It was like building our own our design components just with a foundation, brick by brick. Each time I created a new component, it was placed in our exclusive design library, Storybook, for the ENG team to use and revisit as needed. It was a slow and steady process which took multiple iterations.

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Redesign

The brainstorming was on and the ideas were flowing like a waterfall, we were determined to come up with the best approach for our customers. Then it hit us, like a lightning bolt of inspiration, why not use an enterprise or suite approach? It would be like giving our customers the keys to a candy store, they could pick and choose which solutions and markets they wanted to explore. We thought about the structure of popular tools like Confluence and Jira, and how they have multiple offerings within each solution. It was like a choose-your-own-adventure book, the possibilities were endless. It was a fun and exciting process, coming up with new and innovative ways to make the customer experience as seamless as possible.

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Testing, UAT, Analytics

The moment of truth had arrived, we released the new and improved version of our web application. And the results were sweeter than a freshly baked apple pie. User retention increased by a whopping 75% and user drop-off after downloading tear sheets decreased from 15% to a mere 9%. But the real victory came in the form of feedback from our users. They were asking for more, they wanted to know what else we had to offer. It was like a light bulb went off, this redesign had opened a door to endless possibilities and innovation. The product team went to work, conducting interviews with about 20 people and the client advisory team worked closely with 90% of our customers, gathering live feedback from their conversations. It was a bit like a treasure hunt, but it allowed us to create a centralized location for direct testimony and build some features to test out in the long run. It was a fun and exciting journey, and the results spoke for themselves.

What Would I Have Done Differently

When working at Pareto, I felt like there was a wall blocking our view of the day-to-day user experience. It was like trying to see a concert through a foggy window. I wish I had pushed a little harder to conduct more interviews and focus on functionality and user flow. You see, there's only so much information that quantitative data can offer, sometimes you need to get up close and personal with your users.

If we could have opened up a pathway for direct communication between the product and clients, it would have been a game-changer. We could have had more live sessions, and even incorporated some design jams with potential users. It would have been like a rock concert, where the audience is part of the show. It would have been a fun and interactive experience for everyone involved and allowed for a precise understanding of daily use of our product.