Sephora
+
JCPenney
NAVICA - a Covid-19 emergency response program created by Abbott Laboratories in partnership with The White House Administration.
Overview
❏ Joined at the initial brief phase as a Design Program Delivery Owner from Abbott
❏ Conducted design discovery workshops with the senior leadership and stakeholders to align on the initial product vision
❏ Hands on created an MVP prototype to secure: TWH contract, brief tech partners, onboard resources
❏ On-boarded, managed and supported a team of 22 Product Designers
❏ Ran the program for 18 months
My Role Across the Program
Sprint 0
responsible for initial product discovery workshop conduction, analysis, and outcomes. MVP scoping and planning. Product roadmap and design team composition planning. Evaluate a design team/partner and interview/hire a design team.
Sprint 1
on-board a design team, design direction, discovery workshops facilitation across multi-disciplinary teams of stakeholders (brand, engineering, security, CDC clinicians, content writers) daily collaboration with the executive leadership team to validate solutions.
Sprint 2-5
MVP design work kick-off, design team support and leadership, agile user centric sprint rituals, iterative approach to service blueprint creation w/CDC clinicians, extensive user research, product brand and design system development kick off, tight collaboration with Executive Leadership, engineering and security partners. Mentoring, guiding and supporting design teams; Liaison between design, dev, business and clinical.
Sprint 6
MVP product launch, retro, securing US Government contract, post launch pivot planning - new use case added, design team support and leadership, agile user centric sprint rituals; Mentoring, guiding and supporting design teams; Liaison between design, dev, business and clinical.
Context
Abbott’s Lateral Flow test platform provides:
❏ B2B model enabling users and employers to track test results
❏ Guided experience for the patient and clinician users
❏ Verification of authenticity and approval of Lateral Flow test kits
❏ Management of verifiable Lateral Flow test results: a health card
❏ Enterprise-grade data analytics, security & control
Key Assumptions
❏ Complies with Federal & State testing requirements
❏ User convenience – Mobile first, Cloud architected
❏ Privacy and security by design
❏ Test authenticity verified per test
❏ Available for iOS/Android with English and Spanish
❏ Image recognition technology to capture test results
PLATFORM CAPABILITIES
1. User App
❏ Registration and appointment management
❏ Health Pass certificate/card securely
stored within the mobile app and mobile
wallet
3. Result in Verification App
❏ Scan the user Health Pass to confirm the authenticity
❏ Logs verification evidence
2. Tester App
❏ Verify the user's identity
❏ Verify test kit authenticity
❏ Record and capture test result
❏ Ensures state-registered physician
performing the test
4. Lateral Flow Authenticity & Stock Check
❏ Secure QR Code added at time of mfg.
❏ Allow test kit authenticity/anti-fraud check
5. Administration & Insights
❏ Platform management
❏ User access and alerts management
❏ Test data insights
First Draft
I created a first round of visualizations based on the alignment with the multidisciplinary teams throughout our discovery workshop.
It was leveraged by Robert Ford to get validation/concept approval from The White House Administration.
Engineering partners and myself then leveraged these visuals and user journeys to educate conversations with engineering and design partners that needed to be brought on board.
Each team member brings along unique expertise and diverse perspectives that everyone can leverage to make quick, informed decisions.
Each person from each discipline is dedicated to one product at a time and is involved throughout the product life cycle. This reduces feedback cycles and context sharing from hours or days to an instant.
Design Team
I set up multiple balanced teams.*
Most teams included at least these three roles:
Project Manager
A product manager practices Lean and focuses on the viability of the product. They prioritize the team backlog ruthlessly and continuously, balancing business objectives and stakeholder vision with a deep understanding of user needs.
Product Designer
A product designer practices User Centric Design and design thinking. They’re the voice of the user. Designers can derive insights from user research that enable the team to make evidence-based and strategic decisions. In this way, a product designer focuses on the experience and desirability of the product. Generalists that are fluent in many aspects of design—from research and UX to service, interaction, and visual design—allow balanced teams to move quickly, reduce handoffs, and increase shared context.
Software Developer
A software engineer practices Extreme Programming (XP) and focuses on the feasibility of the solution for the problem that the product is intended to solve. Engineers choose the technologies to use, determine how to get the product into production, and champion all technical decisions for the product.
*The composition of the balanced team is adaptive and can be tailored to meet the unique needs of each problem space. For instance, we’d include an SME, like a clinician, and pair them with a UX Researcher to best understand unknown problem spaces.
Chicago - Minsk Design Team Model
Leveraging the time difference between Chicago, USA, and Minsk, Belarus, I established a nearly around-the-clock design team. They passed work over to another at the end of the day to another team who was just starting their day. Through constant communications teams were able to output x2 the design work in a Sprint time.
Team Rituals
Traditional 2-week sprints:
Design reviews - Monday, Wednesday, Friday EOD (w/ US and Belarus Team)
Daily stand-ups - x2 a day start and day end ( to serve as pass over of duties from USA to Belarus teams)
Program reviews - x2 week; Tuesday w/internal leadership/stakeholders; Thursday w/TWH team
Retro/ Planning - once every 2 weeks
Project Highlights
Ran weekly check-ins
with cross-functional counterparts and leads on the team
Organized reviews with key stakeholders to align and get approvals
I provided the design team support and mentorship. Thrice a week design reviews. Daily standups.
Organized roadmap and ran design sprints
Project Results
$760M
in sales within the first 24 hours of release (Sprint 6)
10,000
daily users at the end of week 2 post-release (Sprint 6)
$114M
contract with a large-scale enterprise by the end of Sprint 10
100,000
daily users reached by the end of Sprint 10Professionals
Key Takeaways
Challenges
● Working in a fast-paced pandemic driven ambiguous medical environment
● User Testing was very risky due to the pandemic
● Variable maturity of stakeholders (many never worked with tech/design)
Solutions
● Set up regular syncs with CDC reps and Abbott diagnostics staff in order to gain more SME knowledge.
● Leveraged the NAVICA team and volunteering Abbott employees, internal medical staff
● Conducted variety of “lunch and learn”s to bring stakeholders up to speed and educated.
The Product
