What I was missing first was more intel before building assumptions. I needed to get a pulse of the current solution in place by gathering data from Octave potential patients through usability testing.

The company existed for almost 2 years and a lot of solutions had been tested out already. New hires were also bringing their fresh eyes. I needed to have them in a room and get all the knowledge and ideas into a big board. Everything was here, I just needed to combine the company knowledge to leverage the diverse perspectives of the team members.

With the data on my hands, I was now able to have a clearer idea about why the onboarding experience was not successful. I scheduled new usability testings to challenge those assumptions.

I designed new user journeys that will help me analyze if those assumptions were correct or not. I emphasized the most controversial assumptions where users’ needs were going against the business’ needs so I could do some A/B testing in order to give actionable data to the leadership team.

I conducted user testings where I silently let users go through the prototypes. I gathered their feelings, thoughts, reactions. I then analyzed if they were matching our assumptions or not, and which A/B onboarding processes were making the users feel the most supported and empowered to move forward with Octave.

After sharing the user research insights with the leadership team, I collaborated with the designers and engineers teams to launch the first version of the improved onboarding flow before the launch of the new clinic. The collaboration kept growing as we improved the flow over time and incorporated the clinicians’ needs for more patient data in order to enhance their measurement-based care practice.