As Principal UX Lead for Providence’s Digital Innovation Group (DIG), I improved how products were researched, designed and built. I also created flexible systems to improve efficiency. Below are some initiatives I started that focus on app and site consistency and design production.

Let’s discuss your next initiative.



Design System

To provide a consistent patient experience and increase product velocity, I’ve championed the formation and usage of a product wide design system. This pattern library contains multiple levels of content.

This new infrastructure involved comprehensive research into contemporary design and the healthcare landscape. We examined branding, copy, accessibility, illustration and UX/UI patterns to develop a single cohesive experience, no matter the service or device.

By using React Toolbox, Engineering was able to use this to quickly start a component library. Since React leverages Material Design we had confidence that our UI would be accessible, flexible, and familiar. My solution gave the system a head start and enables us to be ready for immediate usage.

I managed the tiger team, backlog grooming and story development for the system’s integration into products across DIG. My team is adding our own personality and design intention to this base and improves design elements from UI to larger features for constant evolution.

White Labeling System (A subset of the Design System)
I developed a white labeling system to define and catalogue, brand and content. Currently implemented on iOS and Android apps, this system allows us to quickly swap branding based upon predefined criteria.


Google HEART Framework

To provide success metrics for our mobile apps and web experiences, I’ve initiated the use of Google’s HEART Framework for the mobile apps. This system will provide tangible feedback across five categories:

Happiness: The summation of the experience’s qualities
Engagement: The frequency or intensity of product usage
Adoption: The increase in audience as well as entry points
Retention: How long are we retaining the audience and why
Task Success: How effective the user is in their tasks

Each one of these categories will be examined across three areas. Goals, Signals and Metrics for further resolution on what we consider successful. I’m excited to implement this structure to gain insight into the success of the Swedish and Providence Health Connect apps.



Prototyping Standards

Every month we perform Research Round Robins to obtain feedback on our digital products. We arrange for patients to test concepts and full end to end prototypes. This high-frequency research exposed a major flaw in asset delivery. Teams were spending too much time rebuilding prototypes for each Round Robin.

To solve this issue, I’ve developed protocol for faster UX delivery to Research. We start with templates built from previously defined criteria (Interviews, Observations, Cognitive Walkthroughs, Usability, etc). This system achieves expedited delivery as it removes ambiguities around prototype definition. I’m also investigating software to further automate delivery to assist our Research partners.


A Breath of Fresh Air

In addition to the revamped experience across IA and interactions, I’m also redefining the brand expression within our mobile app and sites. Working with illustrators and copywriters, we’re removing communication barriers to present healthcare in a more reliable, approachable, and friendly voice.

I organized and oversaw the team through illustration and copywriting white boarding sessions.

It’s an important (and fun) part of the experience building process. One that will set the tone and provide a ‘personality foundation’ for future releases. Creative direction will also become a part of the Design System.


Process the Process

I saw a need for standards at DIG, so I re-engineered how UX products are manufactured and presented. Different teams were using different solutions which lead to conflicts and inconsistency. What we needed were specific tools for specific needs.

I established Sketch as the ideal software for design and Zeplin for Dev markups. The teams now rely upon Axure for large IA and dynamic prototypes (where data or complex interactions are required) . We use InVision for simpler (no data or complex interactions required) prototypes. Now that the team has grown across platforms, I worked with my team to use Abstract for essential version control. I’m always on the look out for the latest and greatest to increase consistency and velocity.



Common Language Standards

A few months back, I noticed a substantial “tower of babel” effect within the organization when it came to software and healthcare vernacular. Some people referred to creating a username and password as “Account Creation”, others called it “Registration”, some called it “Intake”. This lead to confusion across departments and platforms.

I organized and facilitated multiple meetings within each department to first understand the reasons for miscommunication. The next step was to agree upon common criteria for each term then actually naming the terms. I organized a library and maintain the conversation across departments as new questions arise. This initiative has yielded positive results in consistency of communication and continues to evolve as features grow.

Let’s discuss your next initiative.

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