CVS Health Super App

This undertaking was of the highest priority to CVS Health. I orchestrated frequent Design Reviews with Executive stakeholders, partnering with my Design team to prepare, and created a Weekly Design / Product / Engineering sync to align earlier in the process and save time and resources. This alignment meeting sped up our feedback cycle by 70% . Feedback and priorities were ever-changing. It was my job to prioritize, look to the data to inform next steps, and strategize the best course of action for our iterative process.

As the Design Manager of the sole team that would be completely re-inventing all of these scheduling experiences, it was my responsibility to align early with my Product and Engineering partners to create and maintain the Design roadmap. This involved intaking, understanding, and assigning the work to the right Designers in order to ensure XDs with the right experience, working style, and skill set were taking on the work. If I was able to pair the right Designers with the work, I could ensure the best possible end product for our users.

Because things were moving at such a fast pace, and priorities were shifting frequently, Designers quickly became discouraged with the uncertainty of their day-to-day. It was my job to keep the team morale high, strategizing different ways of getting work done, asking more questions of our stakeholders, offering more Face-time, recognizing Designers achievements and small wins, helping them to pace their work out, and create design processes to find efficiencies in the ways we were working.

Due to the speed at which we were working, my team was unable to garner feedback from our users for the complex UX scenarios we were solving before launch. Because we were introducing many novel patterns, this made our previous research initiatives all the more valuable.

We had to lean on our previous data, with a plan to quickly iterate and remediate any low-performing steps in our flow as soon as the product went live.

Although this was counter to our standard UX process, this fostered collaboration and unity amongst the team, relying on one another each step of the way.

Once the product launched, we initiated A/B tests, as well as moderated and unmoderated tests to optimize and add features to the experience.

Because there was so much work being done all at once, there was also a ton of work being delivered to our Developers all at once!

This led to lots of QA work needing to be done simultaneously on brand new long complex flows across 4 platforms, leveraging 4 brand new Design toolkits.

I helped to alleviate the bottleneck that QA had become by instituting a brand new QA Process for our team, implementing 1:1 Design:Developer pairing, where an XD and Developer could sit down in a room together and QA/make code changes in real time.

This sped up our defect remediation process by 1600% allowing our Engineering team to get thru ~500 defects in a matter of weeks.

This led to 0% defect leakage and limited user error rate significantly.