My Role
Lead growth and product designer. Worked separately with 2 squads compromising product managers and engineers across 2 periods of time (from 2022-2024).
Competitor & Landscape Research
UX Research
User Interviews
Sitemapping
Wireframing
Facilitation of Co-Creation Sessions
Rapid Prototyping
Wire Flow
Visual Design
Interaction Design
Growth Design
Gamification
Platforms
App (Android, iOS) and Web
When
Sep 2022 - Oct 2024
The Opportunity
It’s 2022. The concept of health and wellness was fast gaining traction in Singapore. This coincided with subsiding of the covid-19 pandemic which presented an opportunity space for Care to diversify its offerings - Leveraging on it’s strategic partner’s (Raffles Medical Group) niches of healthcare services, medical data and corporate insurance, Care wanted to accelerate it’s go-to-market pathway through a conceptual Corporate-Benefits and Wellness product for Corporates and their employees.
Challenges
Finding a strategic partner
We needed to pitch to potential partners who are willing to provide us with revenue and employees who can test out our conceptual product to validate our offerings
Competing on multiple fronts
Corporate Benefits, Wellness, Healthcare services. It’s not just about spreading ourselves too thin, each of those domains are already saturated with many competitors. How do we successfully combine the offerings of those domains into a single app and remain competitive?
Short deadlines; Scaling our features
Building features for Wellness from 0-1 meant that we did not have a lot of time to design until pixel-perfection, nor was there much usage data on hand. We had to adapt often, and made calculated decisions that were best suited for both scaling up the wellness suite features on app and web, while meeting deadlines to pitch to prospective clients
The final solution was a corporate employee benefits and wellness programme which was successful co-pitched with Raffles Medical Group, and Raffles Corporate Sales to a Multi National Corporation (MNC) in the Technology space - The Corporate Wellness Suite includes a Wellness Zone within the Raffles Connect App unique to the corporate partner’s membership, as well as a self-serving Partner Dashboard.
Final Outcome (At a glance)
~20% of MAU
Employees who are monthly active users of Wellness Zone form about 1/5 of Raffles Connect’s monthly users.
1st
Corporate partner onboarded with a corporate wellness suite & benefits for its employees resulting in business viability for Care. (Aug 2023)
70%
overall adoption rate of 4.7k employees in successful validation of POC (Proof-of-concept) over 7 months:
Apr - Nov 2024
RESEARCH
Initial research was crucial for my team and I - Being a conceptual product, we knew that we need to take a calculated risk in order to pitch our offerings to prospective clients. As our product was a still in stealth, we conducted our research concurrently and in tandem with our production of features for the Corporate wellness suite, and subsequent client pitches. Our process was deviated from the usual double-diamond approach, was more of a mesh of Discovery and Research, Solution Discovery & Concept Validation, Design and Development (iterations, production, testing). Our final goal was to onboard a partner and its employees on an “Early Access Programme” to achieve “Commercial Viability”
[The overall timeline and processes were more complicated than described due to pitching and business discussions too, but in brief would look like Zendesk’s Triple Diamond Approach]
Validating our conceptual Corporate benefit and wellness offering
While we have seen our competitors having some success, we wanted to be clear in discovering what Corporates and employees really need & ensuring the product-market fit of our offering as part of our go-market-strategy with Corporates. The team and I defined our target audience: Corporate HR and Corporate employees from our existing partners and our UX research goals.
User Interview and Affinity Mapping
I team-up with my product designer colleague working on corporate benefits to understand employees’ and Corporate HR’s perspective of and receptiveness towards their usage of Corporate Benefits and a self-serving Corporate Wellness Programme. We then grouped their sentiments into different categories using affinity mapping
→
We consolidated insights of employees and HR: “What would a successful Wellness Program look like to them? How would they feel motivated / rewarded when they are participating in Wellness activities?”
Synthesising Insights
Uncovering insights from employees and HR was instrumental in adjusting our product and business strategy moving forward - The highest priority was to secure the partnership of our 1st anchor client, generate more revenue streams through our other services (healthcare services, corporate benefits, etc), and validate our proof of concept for the Corporate Wellness Suite.
Employee generally preferred “free cash” as they prioritised the flexibility to spend the Corporate benefits
Employees are generally more motivated when there is a financial incentive, peer support, and personal guidance from a healthcare professional.
Corporate HR are keen on sprearheading Corporate Wellness Programme but lack the (financial) support from C-suite, and participation from employees
Pitching, Prototyping and Live demo
I worked with the product team, C-suite, and Corporate Sales stakeholders to put together prototypes to pitch to prospective clients. In later stages of pitching, the team and I also collaborated with Engineering to offer live demo for presentation purposes. As some of the conceptual features (like events and quests) were showed during pitching, we also had to speed up our subsequent development timeline to ensure that we had the features ready should we need to onboard our first partner.
Growth Design alongside rapid prototyping
As pitching rounds progressed with some companies, I worked together with Product, Research and Engineers to iterate and optimise our Wellness Suite based on feedback.
With our focus on acquisition, one of the biggest takeaways for my colleagues and me was to adopt a “try and fail fast” mentality - Experimenting was crucial for us to learn what worked with potential clients and made senes on a business and product perspective.
Systems Thinking: “Scaling our Corporate Wellness Suite with the product vision in mind”
Building new features meant introducing more complexity. In order to create a self-serving experience that is consistent and usable for our Corporate partners and their employees, we had to work with our developers to redefine the Information Architecture & Content Hierarchy across our app and web platforms.
From Q2-Q3 of 2023, I worked with the team to adjust our sitemap to accurately reflect our latest features from wellness and other app verticals (like medical records, consumer marketplace, etc).
Even though having a public wellness would mean a less clicks and more accessibility for users, more clarity was needed in these areas first:
How will a (public) wellness programme generate revenue for Care?
How will the funding of (user-redeemable) points be for a (public) wellness programme?
“We need to have a stronger & clearer identity for corporate wellness & health screen. For the short-term, we will only have a corporate wellness screen accessed from the Membership landing so that it aligns with our Go-to-market strategy”
Concept to Production
I continued with the team on several rounds of iterations, development & release, brainstorming of new features for our wellness suite - Repeat. As we landed our first official partnership in Aug 23’, we finally had a large enterprise who could not only generate revenue, but also work with us to co-create wellness features in phases, and test them out with their Corporate HR and employees.
[I won’t be able to show the actual Wellness Zone used with our partner due to NDA. All mock-ups shown are edited slightly to represent the essence of the features without showing the branding. ]
Raffles Wellness Zone Lofi - May 2023
Some features were still conceptual and not developed at this stage as we continued pitching intensively to multiple prospects. Conceptual features to be developed included:
“Personality traits → ‘Intrinsic Motivations'”
“Community → ‘Trending Groups’”
Guided Programmes → ‘Programmes‘“
Raffles Wellness Zone (Concept) - June 2023
Leveraging on gamification principles for services, we conceptualised a points system which is unique to each corporate plan for employees to earn points through gamified activities. This gives a “sense of achievement” through the rewarding of points which can be used to redeem products, as well as a social belonging due to the social element of the wellness activities. This creates a future investment mentality to reinforce employees’ behaviour to committing to improve their long-term well being.
Reference: You’re doing Gamification Wrong: Dual Loops Explained [Core loops, dual loops, and variable reward scheduling explained in the context of product design (with examples)] - Richard Yang Feb 28, 2020
Double-Loop Gamification for Wellness Zone
Raffles Wellness Zone - Sep 2023 (POC pitching to 1st Partner)
Raffles Wellness Partner Dashboard (for Corp HR, Care Ops team) - Sep 2022 to Oct 2024
“Form Builder”
“Perk Builder”
Impact
We successfully launched our Wellness Zone suite and Raffles Connect offerings at our partner’s launch event in April 2024.
4/5
CSAT app ratings from 300 participants
~3,000+
employees (not inclusive of dependents) onboarded and using Wellness Zone - Accounting for 20% of MAU on Raffles Connect
~3x
average monthly engagement on Wellness Zone
Ongoing: Continued gamification and adding of social elements to Wellness Zone to foster engagement among employees across departments, and with Corporate HR - More wellness activities for employees and their dependents to earn points and redeem rewards in their pursuit of wellness.