This project is covered by a non-disclosure agreement, so detailed visuals and artifacts can’t be shared publicly. I’m happy to walk through the work, decisions, and outcomes in more detail during a conversation.
I served as the primary designer, working closely with a UX Manager, VP of Product, a Business Analyst and the Product Manager. During handoff, I partnered with a cross-functional team to support development and ensure alignment. The design phase spanned approximately nine months, covering discovery to development.
The company initiated a ground-up reimagining of its flagship product to address growing usability challenges and remain competitive in the enterprise software space. The project required aligning business goals, user needs, and technical constraints into a cohesive product strategy.
The resulting redesign played a meaningful role in strengthening the product’s market position during a period that culminated in acquisition by a larger global company.
As the redesigned product took shape, early prototypes were shared with clients and demonstrated at industry events, helping communicate a clearer product vision ahead of release.
The new platform became a key factor in how the company positioned itself for future growth and long-term product strategy. This work contributed to the company being acquired by a Fortune 5 healthcare organization during a period of rapid growth.
Working on this project reinforced how critical clarity, alignment, and iteration are when designing complex enterprise software. Taking a product from early discovery through production required balancing user needs, business goals, and technical constraints — often simultaneously.
I conducted 26 research sessions with internal stakeholders and external clients to understand clinical workflows and role-specific needs. Despite limited initial domain knowledge, this process helped me build a strong mental model of how users operate day to day, reinforcing the importance of early discovery in shaping confident, evidence-based design decisions.
This project required consolidating six existing products into a single platform, balancing legacy functionality with a new, streamlined experience. Defining a clear guiding vision and simplifying information architecture taught me how to evaluate what to preserve, what to evolve, and what to remove — emphasizing intentional reduction over feature expansion.
Given the scope of the redesign, clear and detailed documentation was critical for successful implementation, especially as development adopted a new coding language and creation of new web components. Defining interactions, states, and variations reinforced the importance of designing scalable systems, where clarity and consistency support long-term maintainability while preserving existing client workflows.
Redesigning a mission-critical enterprise product introduced understandable concerns around change management and continuity. While early demos generated strong interest, some existing clients and internal stakeholders were cautious about how the transition might affect established workflows and whether key functionality would be preserved.
During Steering Committee review, we encountered resistance from a small group of stakeholders who were concerned that certain legacy features would be handled differently in the new experience. Although the broader group was supportive, these concerns temporarily delayed approval to proceed, highlighting the importance of alignment when introducing significant change to a trusted system. The challenge was not disagreement with the vision, but uncertainty around continuity, trust, and how existing workflows would translate in the new platform.
We conducted a thorough gap analysis comparing existing functionality to the redesigned workflows and held regular working sessions to walk stakeholders through the research and rationale behind key decisions. Rather than positioning the redesign as a replacement, we focused on demonstrating how core goals could still be achieved — often more efficiently — through updated interaction patterns grounded in user needs, research insights, and industry standards. This allowed stakeholders to see the redesign as an evolution rather than a disruption.
Through continued collaboration and transparency, concerns were resolved and alignment was reached across teams. Stakeholders gained confidence in the new direction, and consensus was established to move forward with the redesign as a shared vision for the product’s future.
After months of research, iteration, and collaboration, the project reached a point of design maturity and was formally handed off to development. Clean documentation and a comprehensive specification prototype ensured the engineering team had a strong foundation to build from, reducing ambiguity and minimizing design-related bottlenecks during implementation.
This engagement established the research foundation, interaction framework, and stakeholder alignment needed to drive measurable improvement across the following outcomes:
The foundation built during this engagement — from research synthesis to stakeholder alignment and scalable interaction patterns — positions the product team to measure what matters from day one.
