The situation
With a prior success at communicating the importance of having a unified design system across the organization, and not only for a single business unit, I and my team needed a more tangible "unifying" project to bring the advantage of the design system to life. Recognizing Inovalon's need to be a premiere world-class level healthcare SaaS platform, I built a case around lost cross-sell and up-sell opportunities, weak product discoverability experience from our customers, and many others. The challenge was not just a UX Problem. It was also an operations and revenue problem, and the fix needed to be justified in those terms to earn the investment and support it required.
Solving the problem
I combined Gainsight behavioral data with direct input from the sales and customer success teams to understand exactly where users were losing the thread. New user drop-off points, features with near-zero discovery rates, and the specific friction that was driving support volume. That synthesis became the evidence base for every design decision that followed, and the foundation of the business case. With data and research backed insights, we stacked tasks to build the strategy that further rallied teamwork across the organization:
- My team designed the onboarding experience end to end.
- We worked with the engineering leads to modernize the existing user management experience, addressed and improved user security posture.
- We designed feature discovery paths, "new product" alerts, and worked with engineering teams to ensure the front end UX experiences can be supported efficiently by our technology stack.
- With the support of VP and SVP level sponsors, we built the financial business case for the portal investment: The case projected a 20%+ improvement in cross-sell and upsell conversion and $15M+ in operating cost savings.