Kaiser Permanente

One early effort used gamification to encourage customers and prospects to finish an online self-assessment, with data capture at the end. The assessment returned personalized content based on industry and company details, giving users a profile score, benchmark data, and curated resources. It could have been just another form; instead people got something back for filling it out.

The pilot did well enough to justify a wider push across plan rollout, enrollment, and renewal, putting relevant information in front of employers and members right when they were deciding something.

Given the scale, the challenge was not fixing individual touchpoints. It was building one clear strategy from a wide range of business signals, performance metrics, and operational constraints.

The team reviewed existing experiences, user feedback, and system limits alongside business data and KPIs from across the organization: enrollment completion rates, drop-off points, engagement metrics, and operational performance indicators. Together, those inputs showed where friction was costing conversion and where fixes would matter most.

We mapped end-to-end member journeys and built a service blueprint connecting frontstage interactions to backstage processes. That exposed the gaps between what users expected and what the systems could do, along with inconsistencies across products that were costing conversion.

I led the blueprint's development, turning complex organizational inputs into a framework that tied user journeys to underlying systems and KPIs, so teams could see how design decisions would affect measurable outcomes.

Using that foundation, we produced journey maps, user flows, and wireframes aimed at cutting friction and improving task completion. We simplified navigation, clarified decision points, and streamlined enrollment and account management, standardizing interaction patterns across products so the experience felt predictable.

Design work also focused on clear content, usable forms, and accessibility, to reduce the effort each task took. Shared design systems kept things consistent while still leaving room for individual product needs.

Cross-functional collaboration mattered a lot here. Product, engineering, research, and business teams aligned on priorities using the blueprint and KPI insights to guide decisions and measure impact. I documented design decisions and requirements so implementation stayed aligned across teams.

The result was a set of targeted improvements that added clarity, cut friction, and supported higher conversion across key member journeys. There were no big visual changes; the gains came from practical fixes that made tasks easier to finish and gave the organization a way to tie design decisions to performance goals.

First-year results showed gains in retention and site performance. Outside business factors may have played a part, but the work held up well enough that the organization started rethinking service blueprints more broadly.