Context
Client
A startup emerging from rapid-growth in the precision medicine (Oncology) data insights space.
Team
Senior VP of Product
VP of Product
Design team (3)
Product Managers (5)
My Roles
Created framework
Created information hierarchy
Mapped portfolio to framework
Led stakeholder research to map workflows
Led initiative to inventory filters and views
Created roadmap
Problems
The portfolio is not well-defined for users
Access to products is spread across 7+ non-related URLs, which must be bookmarked.
No unified experience, look, or feel.
No design system increases UX/Dev work.
Conflicting data insights because products use separate databases.
Products use two different platforms - WebApp and Tableau
Lack of informational hierarchy.
Challenges
Ownership of product development is split between 5 product managers.
New features promised to investors largely drive sprint cycles, limiting resources.
Outcomes
Increased use of products via portal for single point of access, reduced user confusion.
Decreased UX/Dev costs by implementing modular design system, ensured consistent user experience and clear brand identity.
Reduced support and maintenance costs by reducing total interfaces.
Built trust in data by merging separate databases, ensured consistent results between products.
Learnings
Get buy-in directly from the CEO
Executive leadership departures and reorganizations meant the executive sponsor changed 4 times in two years. Getting buy-in for the project a level up with the CEO could have insulated the project from leadership churn.
Get creative establishing metrics
Products lacked any telemetry. Access to quantitative information required significant effort from engineering to manually comb through log files. Agreeing on which metrics are possible/matter and automating them at the start of the project could have maintained the business case as leadership changed.