Leading a complete reframe of a patient app — from content tabs to a product organized around two questions every patient actually asks.
Allie v2 split content into Tasks, Charts, and Library tabs. Patients had to navigate to find what they needed. The product knew nothing about their day, their priorities, or where they were in their care. The team had built around content types because that's how the org thought — not how patients lived.
The redesign needed to do more than refresh the UI. It needed to change the architecture of the app — to organize everything around what the patient was actually trying to do.
Earlier in my time at Codex, I led foundational user research with patients managing chronic conditions. Six needs surfaced consistently across every conversation. They became the lens for every product decision the team made — not just for v3, but for everything after.
I believed the entire app should answer two questions for the patient, every time they opened it. Everything else — what's permanent, what's temporary, when Allie speaks up, when she stays quiet — would flow from those two questions.
Vision is the destination. Principles are how the team gets there together. I wrote five design principles so that anyone on the team — designer, engineer, PM, clinician — could make decisions consistent with the work, even when I wasn't in the room.
I authored detailed product requirements for every major piece of the redesign. Behavior, edge cases, content rules, interaction patterns — at a level engineering could pick up and build without needing me in every meeting.
This is the work that fills the gap between vision and execution. It's also the part of design leadership that looks like product management, and I do it because the work needs it. Vision without specification doesn't ship.
I broke the redesign into phases — what shipped first, what depended on what, what could be parallelized — and mapped the sequence with engineering on a Gantt that became our shared source of truth. The plan wasn't just a phase sequence. It was broken into weekly sprints against engineering capacity, so we had a week-by-week picture of what the team could absorb and when design needed to be ahead of build.
I defined the design principles. I built the user journeys. I created the structure my team and our cross-functional partners could work inside.
Then I contributed to the designs themselves. Sometimes by designing directly. Sometimes by giving guidance and encouragement. I knew what fundamentally needed to change — the architecture of the app — and I identified the key moves that would get us there. The final designs aren't mine alone. But my fingerprints are all over the vision, the structure, and the work.
Allie v3 is rolling out in phases. Each one is tested. Each one brings the patient experience closer to what those two questions demand.
The full delivery story isn't public yet — the screens, the metrics, the structural detail. I'd be glad to walk through the rest of it in person.
