Medical practice management tool
How my design vision and strategy gave fivefold reduction in team delivery time, led to faster hypotheses testing and higher CSAT.
Type
SaaS
, B2B
Type
SaaS
, B2B
Type
SaaS
, B2B
Doctoralia Pro serves healthcare professionals, clinics, and hospitals across 13 global markets. While the platform successfully scaled in core sectors, expanding its online offerings for diagnostic facilities had been an unresolved challenge.
My role: Product Designer (but also: facilitator, strategist, team un-blocker)
Team: ~15 people (PMs, developers, designers, stakeholders, ops)
Target group: Diagnostic facilities
Goal: provide new service configuration solution to unlock new customer sector
Before I joined the project
Multiple pivots
Overcomplicated logic
No solution shipped
Team morale low
My Discovery Process
Participated in team rituals
Tested the existing solution (UX audit and user testing)
Conducted informal 1:1s with designers, PMs, developers, stakeholders
Analyzed collaboration patterns and decision-making structures
Interviewed multiple facility managers
Key Problems Identified
Communication silos / proxy decision-making
Low context for devs and ops
Focus on short-term fixes over long-term approach
Next Steps
Alignment goes first—and costs the most. So that’s where I started.
Cracked silos through regular cross-functional syncs
Set up collaboration with the Product Trio model
Created space for direct dialogue between engineers and stakeholders
Promoted continuous discovery culture
Provided context of the global product strategy
Key UX Improvements
Simplified service configuration flow
Separated offer setup from visibility management – treating them as distinct tasks for the user
Refactored backend logic for marketplace service display, reducing internal complexity
Defined long-term design direction to support iterative scaling
Outcomes (First 4 Months)
First E2E solution shipped (4 months vs over 1 year)
Improved CSAT (from 3.9 to 4.3)
Hundreds facilities onboarded
Sales enabled (new segment unlocked)
Ongoing improvements (feedback loop and usage data collection)
Doctoralia Pro serves healthcare professionals, clinics, and hospitals across 13 global markets. While the platform successfully scaled in core sectors, expanding its online offerings for diagnostic facilities had been an unresolved challenge.
My role: Product Designer (but also: facilitator, strategist, team un-blocker)
Team: ~15 people (PMs, developers, designers, stakeholders, ops)
Target group: Diagnostic facilities
Goal: provide new service configuration solution to unlock new customer sector
Before I joined the project
Multiple pivots
Overcomplicated logic
No solution shipped
Team morale low
My Discovery Process
Participated in team rituals
Tested the existing solution (UX audit and user testing)
Conducted informal 1:1s with designers, PMs, developers, stakeholders
Analyzed collaboration patterns and decision-making structures
Interviewed multiple facility managers
Key Problems Identified
Communication silos / proxy decision-making
Low context for devs and ops
Focus on short-term fixes over long-term approach
Next Steps
Alignment goes first—and costs the most. So that’s where I started.
Cracked silos through regular cross-functional syncs
Set up collaboration with the Product Trio model
Created space for direct dialogue between engineers and stakeholders
Promoted continuous discovery culture
Provided context of the global product strategy
Key UX Improvements
Simplified service configuration flow
Separated offer setup from visibility management – treating them as distinct tasks for the user
Refactored backend logic for marketplace service display, reducing internal complexity
Defined long-term design direction to support iterative scaling
Outcomes (First 4 Months)
First E2E solution shipped (4 months vs over 1 year)
Improved CSAT (from 3.9 to 4.3)
Hundreds facilities onboarded
Sales enabled (new segment unlocked)
Ongoing improvements (feedback loop and usage data collection)
Doctoralia Pro serves healthcare professionals, clinics, and hospitals across 13 global markets. While the platform successfully scaled in core sectors, expanding its online offerings for diagnostic facilities had been an unresolved challenge.
My role: Product Designer (but also: facilitator, strategist, team un-blocker)
Team: ~15 people (PMs, developers, designers, stakeholders, ops)
Target group: Diagnostic facilities
Goal: provide new service configuration solution to unlock new customer sector
Before I joined the project
Multiple pivots
Overcomplicated logic
No solution shipped
Team morale low
My Discovery Process
Participated in team rituals
Tested the existing solution (UX audit and user testing)
Conducted informal 1:1s with designers, PMs, developers, stakeholders
Analyzed collaboration patterns and decision-making structures
Interviewed multiple facility managers
Key Problems Identified
Communication silos / proxy decision-making
Low context for devs and ops
Focus on short-term fixes over long-term approach
Next Steps
Alignment goes first—and costs the most. So that’s where I started.
Cracked silos through regular cross-functional syncs
Set up collaboration with the Product Trio model
Created space for direct dialogue between engineers and stakeholders
Promoted continuous discovery culture
Provided context of the global product strategy
Key UX Improvements
Simplified service configuration flow
Separated offer setup from visibility management – treating them as distinct tasks for the user
Refactored backend logic for marketplace service display, reducing internal complexity
Defined long-term design direction to support iterative scaling
Outcomes (First 4 Months)
First E2E solution shipped (4 months vs over 1 year)
Improved CSAT (from 3.9 to 4.3)
Hundreds facilities onboarded
Sales enabled (new segment unlocked)
Ongoing improvements (feedback loop and usage data collection)
