Pharmacy Plus
Pharmacy Plus
Pharmacy Plus
Led Product team through opportunity discovery for 6 digital health initiatives in pharmacy care, conducting user research and feasibility assessment. Developed prioritization framework based on patient impact, clinical efficacy, and market viability to guide investment decisions.
Led Product team through opportunity discovery for 6 digital health initiatives in pharmacy care, conducting user research and feasibility assessment. Developed prioritization framework based on patient impact, clinical efficacy, and market viability to guide investment decisions.
The Problem
Changing consumer behaviors required a new and innovative approach to how patients engage with pharmacies.
The Problem
Changing consumer behaviors required a new and innovative approach to how patients engage with pharmacies.
The Solution
6 digital opportunities that validated product features and revenue drivers with patients and industry experts.
The Solution
6 digital opportunities that validated product features and revenue drivers with patients and industry experts.
The Impact
Improving share of cart and product market fit delivered via a prioritized backlog of future initiatives to take into product development.
The Impact
Improving share of cart and product market fit delivered via a prioritized backlog of future initiatives to take into product development.
MY ROLE(S)
Product Lead
TEAM STRUCTURE
Creative Director
Product Lead
2x Product Managers
SKILLS DEMONSTRATED
Product Strategy
UX Research
My interviews led me to believe this pharmacy was in a unique position to combine its services to enhance patient care.
My interviews led me to believe this pharmacy was in a unique position to combine its services to enhance patient care.
My interviews led me to believe this pharmacy was in a unique position to combine its services to enhance patient care.
To get a holistic picture of the challenges faced I interviewed pharmacists, care professionals, patients, and tech experts.
During my synthesis it became clear that the key challenges patients and care providers face, were a result of disparate systems splitting knowledge across care teams, and leaving patients isolated, and at risk.
As this pharmacy also provided primary care, home-care, and insurance services within its network, they had a unique advantage to build this holistic view of patient health.
To get a holistic picture of the challenges faced I interviewed pharmacists, care professionals, patients, and tech experts.
During my synthesis it became clear that the key challenges patients and care providers face, were a result of disparate systems splitting knowledge across care teams, and leaving patients isolated, and at risk.
As this pharmacy also provided primary care, home-care, and insurance services within its network, they had a unique advantage to build this holistic view of patient health.
I identified 5 key moments of truth along the care journey, where pharmacies could play a bigger role.
I identified 5 key moments of truth along the care journey, where pharmacies could play a bigger role.
I identified 5 key moments of truth along the care journey, where pharmacies could play a bigger role.
I knew it was important that we created ideas that covered the end-to-end patient journey. I created these moments of truth, from my research, to ensure we had coverage of each stage.
The pharmacy had an established care journey they were using internally. I built on their existing work by plotting 5 key moments of truth to this.
This helped gain buy-in from my stakeholders, when I presented our findings and we began discussing potential solutions to these challenges.
I knew it was important that we created ideas that covered the end-to-end patient journey. I created these moments of truth, from my research, to ensure we had coverage of each stage.
The pharmacy had an established care journey they were using internally. I built on their existing work by plotting 5 key moments of truth to this.
This helped gain buy-in from my stakeholders, when I presented our findings and we began discussing potential solutions to these challenges.
By creating 3 Ambition Pillars I unified the team around a clear vision, rooted in improving health outcomes for patients.
By creating 3 Ambition Pillars I unified the team around a clear vision, rooted in improving health outcomes for patients.
By creating 3 Ambition Pillars I unified the team around a clear vision, rooted in improving health outcomes for patients.
With our moments of truth identified I created these Ambition Pillars that consolidated key insights, quotes, and outlined the kinds of experiences patients needed.
The team used these to fuel ideation for new digital services.
With our moments of truth identified I created these Ambition Pillars that consolidated key insights, quotes, and outlined the kinds of experiences patients needed.
The team used these to fuel ideation for new digital services.
To guide the Pharmacy into building the right digital services I created 6 “Opportunity Packs.”
To guide the Pharmacy into building the right digital services I created 6 “Opportunity Packs.”
To guide the Pharmacy into building the right digital services I created 6 “Opportunity Packs.”
I consolidated my research insights, initial ideas on potential service features, experience exemplars from competitors, and value levers into “Opportunity Packs.”
These helped outline the potential experiences the pharmacy could offer and de-risked potential investment by pre-validating their impact on patient outcomes and their business model.
I consolidated my research insights, initial ideas on potential service features, experience exemplars from competitors, and value levers into “Opportunity Packs.”
These helped outline the potential experiences the pharmacy could offer and de-risked potential investment by pre-validating their impact on patient outcomes and their business model.
I created a prioritization exercise that enabled the Pharmacy to choose where to begin.
I created a prioritization exercise that enabled the Pharmacy to choose where to begin.
I created a prioritization exercise that enabled the Pharmacy to choose where to begin.
I designed a feedback card that enabled senior leadership to document their initial thoughts, and reactions to the Opportunity areas, as they were presented.
My scorecard drove prioritization by getting stakeholders to give their perspective on how well the opportunities addressed patient needs, unlocked business value, and how ready the Pharmacy was to deliver this.
This led to the Pharmacy prioritizing the following opportunities:
Ensure seamless, accessible, intelligent customer experience across channels
Better serve all medication needs, when and where patients need them
Provide access to new products and services to fully serve our patients' health needs
I designed a feedback card that enabled senior leadership to document their initial thoughts, and reactions to the Opportunity areas, as they were presented.
My scorecard drove prioritization by getting stakeholders to give their perspective on how well the opportunities addressed patient needs, unlocked business value, and how ready the Pharmacy was to deliver this.
This led to the Pharmacy prioritizing the following opportunities:
Ensure seamless, accessible, intelligent customer experience across channels
Better serve all medication needs, when and where patients need them
Provide access to new products and services to fully serve our patients' health needs
I delivered a prioritized backlog of future initiatives to take into product development, with a clear vision on the value this could have to both patients, and the pharmacy.
I delivered a prioritized backlog of future initiatives to take into product development, with a clear vision on the value this could have to both patients, and the pharmacy.
I delivered a prioritized backlog of future initiatives to take into product development, with a clear vision on the value this could have to both patients, and the pharmacy.
LEARNINGS & REFLECTIONS
LEARNINGS & REFLECTIONS
LEARNINGS & REFLECTIONS
Nothing sucks the air out of a room like hearing the most senior exec in the room say "This work is amazing and I'm really impressed… but we need to think about our 5 year digital strategy first."
Nothing sucks the air out of a room like hearing the most senior exec in the room say "This work is amazing and I'm really impressed… but we need to think about our 5 year digital strategy first."
Nothing sucks the air out of a room like hearing the most senior exec in the room say "This work is amazing and I'm really impressed… but we need to think about our 5 year digital strategy first."
UXR and 'future visioning' skills of Designers can go hand-in-hand with the financial capabilities of Product Managers, to ensure business cases are tied to addressing patient needs.
UXR and 'future visioning' skills of Designers can go hand-in-hand with the financial capabilities of Product Managers, to ensure business cases are tied to addressing patient needs.
UXR and 'future visioning' skills of Designers can go hand-in-hand with the financial capabilities of Product Managers, to ensure business cases are tied to addressing patient needs.
Breaking down prioritization into a few simple questions leads to much better outcomes than simply asking people to place initiatives on an Impact x Effort matrix.
Breaking down prioritization into a few simple questions leads to much better outcomes than simply asking people to place initiatives on an Impact x Effort matrix.
Breaking down prioritization into a few simple questions leads to much better outcomes than simply asking people to place initiatives on an Impact x Effort matrix.
