PROJECT OVERVIEW

By mid-2020, Oshi Health was gearing up for a new product launch–a 100% digital GI Telehealth service.

About 5 months prior to our product launch, I was tasked to independently lead the entire end-to-end acquisition experience. My responsibilities were to manage the user acquisition and re-engagement strategy, redesign the website, design the in-app onboarding flow, manage a team of developers, marketing experts, and content production leads, and oversee the development of every aspect.

The Challenge

Healthcare has huge regulations placed on information and data. This restricted our access to any kind of raw competitive data and instead, limited us to rely only on the hypothesis we made from our internal market and user research to drive strategic decisions.

THE CHALLENGE WAS not only to create a seamless front-end experience that converted the right groups of users, but to create a strong back-end of data and reporting that would allow us to track conversion behaviors to discover areas for optimization so that we can quickly learn more about our audience and optimize designs and strategy. Spearheading this project required frequent touch points with every team at Oshi Health from Clinical, Marketing, to Business Strategy & Operations team to ensure that our positioning, messaging, and call-outs were up to date with our constantly evolving launch plans. Not to mention, I had 5 months to make sure we had a ready-to-execute plan consisting of, but definitely not limited to,

• Marketing Strategy (Paid & Organic)

• Determine Branding and Voice

• New Website Design (+ managing traffic and conversion data)

• In-app Onboarding Flow

• Re-engagement Strategy

Key Audience Insights

» Women were 75% more likely to seek care for symptoms.
» Patients < 40 y.o. were willing to pay OOP for specialized care.
» 68% of people who were actively looking for new provider or
alternative solutions were recently or not yet diagnosed.
» Patients with GI conditions look for providers who take a
relationship-base and personalized approach.

02 BRAND IDENTITY

Applying user research to determine visual style & brand identity.

I led a series of 3 interviews and 1 focus group session with 5 selected members from our Patient Advisory Board–a group of real patients who fit our user archetype–that I, with the help of the larger UX design team, recruited. We had an open discussion that started off with reviewing competitor’s website designs and branded collateral. I also put together rapid mockups that incorporated different aesthetic styles to get more direct feedback on how different style approaches make patients feel and expect.

Let’s stand out in a world of patients doubling over from stomach pain and unrealistic depictions of “healthy”.

What I learned from the patients during our discussion was that designs, particularly website designs and branded marketing in healthcare, using photographs and stock images left users with a bad taste. It reminded them of the outdated, lackluster medical companies like Teladoc. It also gave patients the impression that the company wasn’t innovative, user-focused, or authentic. I also presumed that this had something to do with the participants’ demographic (3 women and 2 men, all within the age group of 26-35).

Introducing Oshi Health, a modern health tech company.

After listening to users, I was inspired to create an experience that felt warm, welcoming, and modern. Oshi Health’s mission is essentially based off of reimagining traditional care, and so I wanted to ensure that this was reflected through a modern design with illustrations that patients can relate to without instilling fear, anxiety, or reminding them of their pain.

03 WEBSITE REDESIGN

Reinventing our online presence and optimizing for conversion through website and design.

I worked closed with our marketing lead to determine which acquisition channels we were willing to pursue for launch. We had to maintain and control traffick across all paid and organic channels to balance cost and business needs like, staffing bandwith.

Identifying and defining site architecture and content structure.

In addition to all of the UX strategy and design work, I was also responsible for the content strategy and development needed for the website. To do this, I dedicated another 2 week sprint to focus on the website’s information architecture and content strategy.

I worked in close collaboration with marketing, clinical, business, and product to brainstorm and map out all of the pieces of content and the kind of information we needed to drive interest and help convert. Think: a list of critical FAQ and responses, value propositions, pricing structure and how-tos, etc.

ONE OF THE BIGGEST CHALLENGES was making sure that everyone was aligned. The process required me to delicately balance stakeholders’ conflicting needs and feedback. It took rounds of review with our medical writers, multiple iterations of mid fidelity designs, and close collaboration with our marketing lead to ensure that we were checking off all of the boxes to optimize our ranking and align with our marketing strategy.

In this high level sitemap of the Oshi Health site, I detailed:

1. User flow from acquisition channels

2. Landing page A/B test flow

3. Areas driving users to sign up flow

4. High level content structure

Balancing site architecture, content structure, and user needs.

The main goal of the website was to drive conversion and boost awareness by increasing traffic and time spent. Because we were a completely new service, I presumed 3 different types of web-browsers and wanted to create navigational pathways into acquisition with their behaviors in mind,

1. Short Form: Immediate access to sign up with zero points of friction.

2. Guided Path: For users who are interested but need a little extra push through a short questionnaire designed to solidify the value our service can bring them while generating leads for re-engagement

3. Explorers: Browsers who are not interested in our service but may have, for example, clicked on one of our popular blog article via organic search will navigate through content that may help drive interest and consideration.

Introducing Oshi Health’s new online presence

04 SIGN UP & ONBOARDING EXPERIENCE

Onboarding Flow

During Q2 of 2020 (April-June), I worked with another member of the UX design team to create different variations of low-fidelity wireframes for onboarding. We conducted user testing and feedback sessions bi-weekly through rapid prototyping and iterations to figure out what kind of onboarding experiences patients wanted.

We tested things like:

• Error Messages

• Appointment scheduling and calendar UIs

• Patient information questionnaires (i.e. wording, order, and fatigue)

• Variations in approach for UI elements (i.e. buttons, input fields, progress indicators)

Finalizing Sign Up & Onboarding Experience

To make the experience from the website landing page into signing up as seamless as possible, we decided to host the sign-up and onboarding process in a web-app environment to remove any barriers to signing up.

After working closely with another UX designer to design and test low to mid fidelity wireframes, I took the lead in bringing the wireframes to high-fidelity, creating the final prototype, and also worked closely with devs throughout hand-off and implementation. You can interact with the prototype below or read my case study to see how I applied design system principles and thinking to create the final UI elements.

05 LEARN & IMPROVE

Learning quickly and acting fast through A/B tests.

Since we didn’t really have much, if any, real quantifiable data on our audience and user behaviors, it was important for me to create a launch plan that enabled us to learn quickly so we can act fast, iterate, and optimize.

I created different variations of our landing page and tested the CTA in the hero section. talk about wanting to see fast if the survey was worth it

Testing variations of marketing & communication assets.

I wanted to create an environment for us to learn as much as possible early on. I worked closely with our content production lead and marketing designers to implement A/B tests of all marketing and communication assets, like media ads for marketing initiatives and email designs for reengagement.

Post Launch

Positive impact and much more left to do

We officially launched our service to the public in late October. The redesign of the Oshi Health website with the end-to-end marketing and acquisition flow has had a positive impact on our website traffic and brand awareness (see below for performance metrics 30 days post-launch). As we are current running the A/B tests and tracking performance, I am already recognizing areas where we can optimize to help conversion. Since launch, I have already planned out sprints for design iterations like additional content sections and pages to include in the IA, and adding functionalities that might redirect traffic in high performing pages.

Another huge win that came from launch was a partnership opportunity with United Health Group who approached us with a proposal and grant to work together. For this, I will need to work on a version of the onboarding process that is optimized for not only cash-pay subscriptions but memberships via insurance providers like United Health Group.