Care access across a complex digital health ecosystem
Design and research leadership for Kaiser Permanente's consumer digital health experience — helping members get care, navigate coverage, and trust the system behind it.
Research Lead
Led UX design and research across Receive Care and Navigate to Care for one of the largest integrated health systems in the U.S.
Architected a design system spanning 100+ digital touchpoints, bringing consistency to a sprawling, high-stakes care ecosystem.
Partnered with executive stakeholders on product roadmaps, driving innovation in telemedicine and digital health.
In healthcare, the experience is the care. When a member can't find how to get seen, the system has already failed them.
As the design and research lead for Receive Care and Navigate to Care, I led UX design and research across Kaiser Permanente's digital health ecosystem — the member landing experience, scheduling, medical history, pharmacy, and the connective tissue that links them. The work spanned the enterprise care-access experience and the providers who serve members.
My remit was strategy, design and research leadership, enterprise design-system architecture, and executive alignment — making a vast, regulated, multi-channel ecosystem feel coherent and humane to the people depending on it.
Care access in an integrated health system is a coordination problem as much as a design problem. Members move across many surfaces, and any seam can become a barrier to care.
- Getting care meant crossing many disconnected surfaces — landing, scheduling, history, pharmacy — each with its own logic.
- Telemedicine was a strategic priority, but the experience had to earn member trust, not just exist.
- Inconsistent patterns across 100+ touchpoints slowed teams and eroded confidence in a high-stakes domain.
- Research too often arrived after decisions, instead of shaping the roadmap itself.
I led design and research as one practice and connected both to executive strategy — so the work improved the member's path to care and the organization's ability to ship it consistently.
Design around the member's path to care
Reorganized the experience around how members actually get seen — landing, scheduling, history, pharmacy — instead of around internal org boundaries.
Make the system coherent
Architected an enterprise design system across 100+ touchpoints so a regulated, sprawling ecosystem felt like one trustworthy experience.
Lead research into the roadmap
Moved research upstream — partnering with executive stakeholders so member evidence shaped telemedicine and digital-health bets, not just validated them.
The judgment that defined the work was treating care access as one continuous member path rather than a set of org-owned surfaces — and making an enterprise design system the mechanism that kept a regulated, sprawling ecosystem coherent. I led design and research as a single practice and pushed it upstream, into the roadmap rather than after it, in a domain where consistency, trust, and access are not features but obligations.
Led the design practice
Led design and research across care-access products with a critique-driven, customer-centered practice.
Enterprise design system
Architected the system spanning 100+ digital touchpoints that gave a vast ecosystem a consistent, trustworthy voice.
Executive influence
Partnered with executive stakeholders to shape telemedicine and digital-health roadmaps with member evidence.
In an integrated health system, every seam between screens is a potential barrier to care.
Care access organized around getting seen
Reorganized care access — landing, scheduling, history, pharmacy, telemedicine — around how members actually get seen, instead of around internal org boundaries.
Coherence across 100+ touchpoints
An enterprise design system that brought consistency and trust to a regulated, sprawling digital health ecosystem.
Research-led, executive-aligned
A design and research practice feeding executive roadmaps for telemedicine and digital health.