The COVID 19 pandemic has exacerbated long-standing challenges in the NHS, leading to extended
waiting lists and a deepening inequality of access. This has resulted in a significant increase of additional
workload placed on the shoulders of primary and secondary care, resulting in worse patient outcomes.    

We began analysing transcribed data, discerning patterns in users' behavior and perspectives, culminating in the creation of an affinity map. Despite extensive analysis, distilling final insights and pinpointing compelling pain points proved challenging.

As a result, we revisited the brief, a process we undertook regularly. We made the decision to focus specifically mapping the pros and cons of remote and in-person treatments, identifying the stakeholders involved, and understanding how patients educate themselves on their personal secondary care.

We found emotional support was one of the key reasons behind patients’ requirement to meet
doctors in-person other than the annual tests. And according to centre for disease control. And only 25% to 50% of people with diabetes who have depression get diagnosed and treated.

A user persona was essential to gain a comprehensive understanding and empathise with the needs, goals, and pain points of the target users. This approach guided the design process towards creating a more user-centric and effective solution.

As an initial step towards ideation, I created a simple timeline map to identify current gaps in diabetic care, integrating insights gathered during the analysis phase.

We ideated 30 distinct concepts in a group setting, generating 8 ideas in 8 minutes individually. After several rounds of filtering based on relevance to the brief, user needs, NHS policies, feasibility, and stakeholder benefits, we narrowed down to 8 concepts.

With the ideated concepts, we started mapping the information architecture(IA) of the product. To align with
Jakob’s law of users preferences to products, we did a field research of major current health apps.

We started sketching out various screens of the app to check how features can be accommodated
effectively with a simple minimalistic approach.

We used mid-fidelity screens of onboarding journey and key interactions to test and validated the
outcome with users. We had some interesting comments and appreciations and some areas we
missed to explore.

After a long discussion and voting sessions we finalised our product name and I created 4 logo options
and shared it with the team and finalised it as well. Then I started to work on the style-guide of the product
while supporting the team with the pitch deck in parallel.

After a successful demo and Q&A session, the Medtronic team enthusiastically endorsed our solution, recognising its alignment with current industry demands. They expressed their intention to advance with the project, affirming its potential to address critical needs in the healthcare sector.

Following this successful meeting, we celebrated with a small non-alcoholic post-party filled with laughter and camaraderie. It was a moment of shared joy and satisfaction, reflecting the positive energy and teamwork that drove the project's success.

Despite facing numerous challenges throughout the design process, from understanding the initial brief to recruiting participants and navigating NHS policies, I remained resilient and determined.

Given more time, I aspire to approach from healthcare team perspective as well, which would help bridging the gap even more between healthcare professionals and patients.

Within the team, I demonstrated strong interpersonal skills and a meticulous attention to detail, fostering a collaborative and supportive environment.

As a UX designer, I recognized the importance of deeply understanding the sector and empathising with users to deliver meaningful outcomes. This experience reinforced the value of seeking assistance when needed and the willingness of others to lend a helping hand.