Vensa Patient Portal

As a VP of User Experience, I've lead the team of Design and front-end development, running workshops, research, design and mentorship of the design thinking process.

Being a computer scientist with a background in project management, has played an important key to this role, where Vensa needed more than just UX skills, but also project management to help the product strategies.

On this project, I have planned and executed a variaty of qualitative and quantitavie researches, strategy, architecture, prototypes, A/B testing and different UX artifacts while managing an agile team to ensure we deliver faster iterations with quality in every delivery.

I have also actively participated as a VP in the business analysis and decisions together with the CEO that guided us on building the right product for the market.

The key for this project success:

Every developer, BA, support, sales and CEO was involved in the design thinking process from research, to workshops and design validation.

There was a lot of room for trying different approaches on design process methodologies over the 2 years project.

As the product and the team were getting more mature, we were adapting to the ongoing process and the rapid changes of business needs as we go.

We created a flexible methodology culture where we would try different ways of approaching ideas so we could learn from every experience and adapt to the project needs. This way we could move inspired, excited, fun and faster.

The great experience from working with this awesome team is that there was always excitement and open minds for trying new process as the maturity of the project were requesting different approaches.

For instance, the way our heavy research was segmented on the beginning wouldn't fit for a fast development of small parts of the system. We could then reutilise the learnings of the past creative processes and try a faster methodology with that primary knowledge in hand.



01.Discovery and Definition
We started out with workshops involving the staff, user doctors, nurses, health practitioners and patients to understand what we know and what we don't know about what we were building.

As it was a serious project that involves medical information going across multiple platforms, we had to be careful with how we present the data in a safe way.

After a valuable time dedicated on the first research phase with multiple methods involving interviews and workshops, the team had more clarity on how the platform would work and how the functionalities would talk between them.

02.Development, testing and deliveries
As we released our first application on the platform with a simple design to engage our users, we decided to get them involved on our project and validate what valuable feature would be developed next.

By using user feedback and fake doors through their experience we understood where was the gold mine of prioritization of what should be released next, avoiding building weak engagement features.

This way, we would design the right thing at the right time while prioritizing the patient/medical center needs without losing the engagement along the way.

03.A design solution for a big architecture with modular releases
For a big platform architecture that would have an ongoing release of new features, we decided to go as a modular design system. With that, we would have a big plan of deliveries and add on to the platform in a seamless way without having to build a new design approach for every feature release.

With a modular design approach, we saved the cost and time of development so we could grow faster and consistent.