Designing the North Star Vision for a Fortune 100, First-of-Its-Kind Community Health Program [NDA]
My UX strategy and design became the north star for a Fortune 100 retailer's greenfield Social Determinants of Health (SDOH) program. A technical director projected that my work would reduce development rework by 75%, the client extended my contract five times over a year, and awarded two perfect 5.0 CSAT scores
My UX strategy and design became the north star for a Fortune 100 retailer's greenfield Social Determinants of Health (SDOH) program. A technical director projected that my work would reduce development rework by 75%, the client extended my contract five times over a year, and awarded two perfect 5.0 CSAT scores
Health
Health
B2B SaaS
B2B SaaS
0 > 1
0 > 1
Health Cloud
Health Cloud
Scenario
My Role
UX Lead - Strategy, Research & Design
UX Lead - Strategy, Research & Design
Client
Fortune 100 National Retailer
Fortune 100 National Retailer
Engagement Length
15 months
15 months
My Deliverables
Archetypes • Service Blueprint • Jobs-to-be-Done • Discovery Readout & Solution Blueprint Decks • Solution blueprint • Prioritized UX roadmap • High-Fidelity Interactive Prototype
Archetypes • Service Blueprint • Jobs-to-be-Done • Discovery Readout & Solution Blueprint Decks • Solution blueprint • Prioritized UX roadmap • High-Fidelity Interactive Prototype
Building the plane while in the air
A press release announcing the retailer's partnership with a Medicare/Medicaid managed nonprofit, the first-of-its-kind Care Program, and a launch date was published before Salesforce was engaged for the project — before a product roadmap, any UX consideration, user flows, or even the end-users had been defined. Engineering was staffed and already building against technical requirements alone. This was a highly ambiguous, first-of-its-kind program with no internal precedent: “building the plane while flying it,” as the client's own program lead described it later.
The people this program actually depended on — front-line community health workers making outreach calls to inform eligible members about the program and enrolling them, scheduling appointments, and connecting members to benefits — hadn't been researched at all. Requirements existed only at the level of what the program needed operationally, not what these workers were actually trying to accomplish day to day.
***NDA Case Study: Client names, brand identifiers, and proprietary program names have been anonymized throughout in accordance with NDA portfolio guidance.
Building the plane while in the air
A press release announcing the retailer's partnership with a Medicare/Medicaid managed nonprofit, the first-of-its-kind Care Program, and a launch date was published before Salesforce was engaged for the project — before a product roadmap, any UX consideration, user flows, or even the end-users had been defined. Engineering was staffed and already building against technical requirements alone. This was a highly ambiguous, first-of-its-kind program with no internal precedent: “building the plane while flying it,” as the client's own program lead described it later.
The people this program actually depended on — front-line community health workers making outreach calls to inform eligible members about the program and enrolling them, scheduling appointments, and connecting members to benefits — hadn't been researched at all. Requirements existed only at the level of what the program needed operationally, not what these workers were actually trying to accomplish day to day.
***NDA Case Study: Client names, brand identifiers, and proprietary program names have been anonymized throughout in accordance with NDA portfolio guidance.
Scope & Challenges
Greenfield with no precedent. No comparable SDOH program existed to reference. No end-users had been hired. Every design decision had to be built from first principles and validated with stakeholders and subject matter experts.
Many teams, fragmented priorities. The client's business stakeholders, product managers,UI designers, engineering team, the third-party technical partner, and Salesforce Professional Services had different priorities and mental models of the requirements.
Engineering running ahead of design. Technical decisions were already being made that would shape end-user workflows. Client stakeholders were frustrated the engineering team was working in a silo.
The users were the mission. Community Health Workers were not just end users — they were the foundation of the program. Their ability to effectively use Salesforce determined whether vulnerable Medicare/Medicaid members received care.
Scope & Challenges
Greenfield with no precedent. No comparable SDOH program existed to reference. No end-users had been hired. Every design decision had to be built from first principles and validated with stakeholders and subject matter experts.
Many teams, fragmented priorities. The client's business stakeholders, product managers,UI designers, engineering team, the third-party technical partner, and Salesforce Professional Services had different priorities and mental models of the requirements.
Engineering running ahead of design. Technical decisions were already being made that would shape end-user workflows. Client stakeholders were frustrated the engineering team was working in a silo.
The users were the mission. Community Health Workers were not just end users — they were the foundation of the program. Their ability to effectively use Salesforce determined whether vulnerable Medicare/Medicaid members received care.
Scope & Challenges
Greenfield with no precedent. No comparable SDOH program existed to reference. No end-users had been hired. Every design decision had to be built from first principles and validated with stakeholders and subject matter experts.
Many teams, fragmented priorities. The client's business stakeholders, product managers,UI designers, engineering team, the third-party technical partner, and Salesforce Professional Services had different priorities and mental models of the requirements.
Engineering running ahead of design. Technical decisions were already being made that would shape end-user workflows. Client stakeholders were frustrated the engineering team was working in a silo.
The users were the mission. Community Health Workers were not just end users — they were the foundation of the program. Their ability to effectively use Salesforce determined whether vulnerable Medicare/Medicaid members received care.
Team Collaboration
UX Lead across discovery, definition, detailed design,and development handoff
I was the sole UX Lead on this engagement, embedded within a Salesforce Professional Services team, and operating across a complex multi-organization structure: the client's internal teams on one side, a third-party technical partner on the other, and Salesforce in the middle.
I proposed and owned the entire UX strategy, research methodology, and design approach. I led every stakeholder interview, synthesis session, collaborative workshop,and concept validation. I produced all UX artifacts and designed the full interactive Figma prototype from concept through detailed design. I also acted as the primary liaison grounding all parties in the user experience vision — translating business needs for technical teams, and technical constraints back into experience decisions.
MY ROLE: UX Lead · Research Strategy · Service Design ·Information Architecture · Figma Prototyping ·Stakeholder Facilitation.
CLIENT BUSINESS STAKEHOLDERS: Executive team, program director, and productmanagers — I co-created JTBD frameworks with them and ran all validation sessions.
SF TECHNICAL CONSULTANTS: Collaborated on Health Cloud data model, out-of-box capabilities, and configuration constraints that shaped design decisions.
SF HEALTH CLOUD SPECIALIST: Partnered closely to ensure every design decision was technically feasible within the platform.
ENGAGEMENT MANAGERS: Kept aligned with leadership on UX-driven roadmap and buy-in across both organizations.
CLIENT UI DESIGNERS: Supported the patient-facing interface; I aligned them on the shared, holistic UX vision.
TECHNICAL PARTNER LEAD DEVS: Design handoff: ensured builds matched prototype and maintained design intent.
SDOH SUBJECT MATTER EXPERT: Validated that designs reflected program realities; served as proxy for end users not yet hired.
Team Collaboration
UX Lead across discovery, definition, detailed design,and development handoff
I was the sole UX Lead on this engagement, embedded within a Salesforce Professional Services team, and operating across a complex multi-organization structure: the client's internal teams on one side, a third-party technical partner on the other, and Salesforce in the middle.
I proposed and owned the entire UX strategy, research methodology, and design approach. I led every stakeholder interview, synthesis session, collaborative workshop,and concept validation. I produced all UX artifacts and designed the full interactive Figma prototype from concept through detailed design. I also acted as the primary liaison grounding all parties in the user experience vision — translating business needs for technical teams, and technical constraints back into experience decisions.
MY ROLE: UX Lead · Research Strategy · Service Design ·Information Architecture · Figma Prototyping ·Stakeholder Facilitation.
CLIENT BUSINESS STAKEHOLDERS: Executive team, program director, and productmanagers — I co-created JTBD frameworks with them and ran all validation sessions.
SF TECHNICAL CONSULTANTS: Collaborated on Health Cloud data model, out-of-box capabilities, and configuration constraints that shaped design decisions.
SF HEALTH CLOUD SPECIALIST: Partnered closely to ensure every design decision was technically feasible within the platform.
ENGAGEMENT MANAGERS: Kept aligned with leadership on UX-driven roadmap and buy-in across both organizations.
CLIENT UI DESIGNERS: Supported the patient-facing interface; I aligned them on the shared, holistic UX vision.
TECHNICAL PARTNER LEAD DEVS: Design handoff: ensured builds matched prototype and maintained design intent.
SDOH SUBJECT MATTER EXPERT: Validated that designs reflected program realities; served as proxy for end users not yet hired.
Team Collaboration
UX Lead across discovery, definition, detailed design,and development handoff
I was the sole UX Lead on this engagement, embedded within a Salesforce Professional Services team, and operating across a complex multi-organization structure: the client's internal teams on one side, a third-party technical partner on the other, and Salesforce in the middle.
I proposed and owned the entire UX strategy, research methodology, and design approach. I led every stakeholder interview, synthesis session, collaborative workshop,and concept validation. I produced all UX artifacts and designed the full interactive Figma prototype from concept through detailed design. I also acted as the primary liaison grounding all parties in the user experience vision — translating business needs for technical teams, and technical constraints back into experience decisions.
MY ROLE: UX Lead · Research Strategy · Service Design ·Information Architecture · Figma Prototyping ·Stakeholder Facilitation.
CLIENT BUSINESS STAKEHOLDERS: Executive team, program director, and productmanagers — I co-created JTBD frameworks with them and ran all validation sessions.
SF TECHNICAL CONSULTANTS: Collaborated on Health Cloud data model, out-of-box capabilities, and configuration constraints that shaped design decisions.
SF HEALTH CLOUD SPECIALIST: Partnered closely to ensure every design decision was technically feasible within the platform.
ENGAGEMENT MANAGERS: Kept aligned with leadership on UX-driven roadmap and buy-in across both organizations.
CLIENT UI DESIGNERS: Supported the patient-facing interface; I aligned them on the shared, holistic UX vision.
TECHNICAL PARTNER LEAD DEVS: Design handoff: ensured builds matched prototype and maintained design intent.
SDOH SUBJECT MATTER EXPERT: Validated that designs reflected program realities; served as proxy for end users not yet hired.
Pivotal Work
Before this engagement had a UX lead, the program was being built purely from technical requirements — with real risk of shipping something operationally functional but practically unusable for the front-line workers it depended on. My discovery and artifacts gave the program its first shared, validated vision of who it was for and what they needed, and that picture is what technical architecture, engineering priorities, and the eventual roadmap were built against.
What my team members & the client said:
Maile was a consistently strong voice that advocated for the business vision and needs, unifying technical teams around the program vision and CHW needs and jobs, and keeping us focused.
Client Business Stakeholder
Without that foundational [UX] work, the project would have churned without proper direction.
Professional Services Technical Architect
Maile's work guided architecture and technical design, helped the team leverage out-of-the-box platform features, accelerated the go-to-market timeline, and reduced technical debt.
Professional Services Sr. Business Strategy Director
Maile was the glue that held the UX and technical sides together — her documentation became the primary source of truth whenever the development team got stuck.
Engagement Director & Technical Project Manager
As a classic example of building the plane while flying it, Maile quickly brought clarity to the business POC regarding translating identified Jobs-to-be-Done needs for the main end-user archetype. At the end of her contract she provided an extremely well thought-out reference guide, a complex service blueprint, and a prototype. She consistently demonstrated the strong communication, problem-solving, and relationship-building skills needed to provide high-quality support.
Client Business Stakeholder, from CSAT feedback
Pivotal Work
Before this engagement had a UX lead, the program was being built purely from technical requirements — with real risk of shipping something operationally functional but practically unusable for the front-line workers it depended on. My discovery and artifacts gave the program its first shared, validated vision of who it was for and what they needed, and that picture is what technical architecture, engineering priorities, and the eventual roadmap were built against.
What my team members & the client said:
Maile was a consistently strong voice that advocated for the business vision and needs, unifying technical teams around the program vision and CHW needs and jobs, and keeping us focused.
Client Business Stakeholder
Without that foundational [UX] work, the project would have churned without proper direction.
Professional Services Technical Architect
Maile's work guided architecture and technical design, helped the team leverage out-of-the-box platform features, accelerated the go-to-market timeline, and reduced technical debt.
Professional Services Sr. Business Strategy Director
Maile was the glue that held the UX and technical sides together — her documentation became the primary source of truth whenever the development team got stuck.
Engagement Director & Technical Project Manager
As a classic example of building the plane while flying it, Maile quickly brought clarity to the business POC regarding translating identified Jobs-to-be-Done needs for the main end-user archetype. At the end of her contract she provided an extremely well thought-out reference guide, a complex service blueprint, and a prototype. She consistently demonstrated the strong communication, problem-solving, and relationship-building skills needed to provide high-quality support.
Client Business Stakeholder, from CSAT feedback
Pivotal Work
Before this engagement had a UX lead, the program was being built purely from technical requirements — with real risk of shipping something operationally functional but practically unusable for the front-line workers it depended on. My discovery and artifacts gave the program its first shared, validated vision of who it was for and what they needed, and that picture is what technical architecture, engineering priorities, and the eventual roadmap were built against.
What my team members & the client said:
Maile was a consistently strong voice that advocated for the business vision and needs, unifying technical teams around the program vision and CHW needs and jobs, and keeping us focused.
Client Business Stakeholder
Without that foundational [UX] work, the project would have churned without proper direction.
Professional Services Technical Architect
Maile's work guided architecture and technical design, helped the team leverage out-of-the-box platform features, accelerated the go-to-market timeline, and reduced technical debt.
Professional Services Sr. Business Strategy Director
Maile was the glue that held the UX and technical sides together — her documentation became the primary source of truth whenever the development team got stuck.
Engagement Director & Technical Project Manager
As a classic example of building the plane while flying it, Maile quickly brought clarity to the business POC regarding translating identified Jobs-to-be-Done needs for the main end-user archetype. At the end of her contract she provided an extremely well thought-out reference guide, a complex service blueprint, and a prototype. She consistently demonstrated the strong communication, problem-solving, and relationship-building skills needed to provide high-quality support.
Client Business Stakeholder, from CSAT feedback
Impact
Two CSAT surveys scored perfect 5.0, specifically citing my work.
My project contract was extended five times over a year longer than the original contract, at the client's request.
A ProServ Technical Director projected that my UX foundational work would reduce downstream development rework by an estimated 75%.
Client's product manager adopted the Jobs-to-be-Done framework I introduced for requirements beyond the scope of my contract involvement.
Delivered the program's first unified service blueprint and prioritized UX roadmap, used across product, engineering, and business teams as the shared plan of record.
Impact
Two CSAT surveys scored perfect 5.0, specifically citing my work.
My project contract was extended five times over a year longer than the original contract, at the client's request.
A ProServ Technical Director projected that my UX foundational work would reduce downstream development rework by an estimated 75%.
Client's product manager adopted the Jobs-to-be-Done framework I introduced for requirements beyond the scope of my contract involvement.
Delivered the program's first unified service blueprint and prioritized UX roadmap, used across product, engineering, and business teams as the shared plan of record.
Impact
Two CSAT surveys scored perfect 5.0, specifically citing my work.
My project contract was extended five times over a year longer than the original contract, at the client's request.
A ProServ Technical Director projected that my UX foundational work would reduce downstream development rework by an estimated 75%.
Client's product manager adopted the Jobs-to-be-Done framework I introduced for requirements beyond the scope of my contract involvement.
Delivered the program's first unified service blueprint and prioritized UX roadmap, used across product, engineering, and business teams as the shared plan of record.
Process
Discovery
Executive interviews. No end users. A program that didn't exist yet.
I proposed and designed a discovery approach that would still yield rigorous, defensible insights: stakeholder interviews with the full SDOH program executive team, deep collaboration with product managers, synthesis of program documentation, and partnering with an SDOH subject matter expert who held the most relevant lived experience on the team.
I ran the discovery and research plan and synthesized the insights to establish the program's vision and gain alignment on the goals, vision of success and what is getting in the way, challenges, then moved into direct interviews with SDOH SMEs and program managers, to fully understand the community health workers (CHW) role—the primary end-user of Salesforce Health Cloud and the most critical role in the program.
A key insight that shaped everything:
The research made clear that patients were not just underserved — they were deeply distrustful of a healthcare system that had marginalized them. That distrust landed on CHWs' shoulders. Every interaction, every appointment, every follow-up that a CHW managed through Salesforce was a high-stakes human moment. The tool had to be the easiest part of their day. A hard to use interface could easily result in the program's failure.
Discovery
Executive interviews. No end users. A program that didn't exist yet.
I proposed and designed a discovery approach that would still yield rigorous, defensible insights: stakeholder interviews with the full SDOH program executive team, deep collaboration with product managers, synthesis of program documentation, and partnering with an SDOH subject matter expert who held the most relevant lived experience on the team.
I ran the discovery and research plan and synthesized the insights to establish the program's vision and gain alignment on the goals, vision of success and what is getting in the way, challenges, then moved into direct interviews with SDOH SMEs and program managers, to fully understand the community health workers (CHW) role—the primary end-user of Salesforce Health Cloud and the most critical role in the program.
A key insight that shaped everything:
The research made clear that patients were not just underserved — they were deeply distrustful of a healthcare system that had marginalized them. That distrust landed on CHWs' shoulders. Every interaction, every appointment, every follow-up that a CHW managed through Salesforce was a high-stakes human moment. The tool had to be the easiest part of their day. A hard to use interface could easily result in the program's failure.
Discovery
Executive interviews. No end users. A program that didn't exist yet.
I proposed and designed a discovery approach that would still yield rigorous, defensible insights: stakeholder interviews with the full SDOH program executive team, deep collaboration with product managers, synthesis of program documentation, and partnering with an SDOH subject matter expert who held the most relevant lived experience on the team.
I ran the discovery and research plan and synthesized the insights to establish the program's vision and gain alignment on the goals, vision of success and what is getting in the way, challenges, then moved into direct interviews with SDOH SMEs and program managers, to fully understand the community health workers (CHW) role—the primary end-user of Salesforce Health Cloud and the most critical role in the program.
A key insight that shaped everything:
The research made clear that patients were not just underserved — they were deeply distrustful of a healthcare system that had marginalized them. That distrust landed on CHWs' shoulders. Every interaction, every appointment, every follow-up that a CHW managed through Salesforce was a high-stakes human moment. The tool had to be the easiest part of their day. A hard to use interface could easily result in the program's failure.
5
Interviews
5
Interviews
15+
Working Sessions
15+
Working Sessions
3
Archetypes
3
Archetypes
1
Journey Maps
1
Journey Maps
1
Journey Maps
1
Service Blueprint
1
Service Blueprint
1
Service Blueprint
85+
Jobs-To-Be-Done
85+
Jobs-To-Be-Done
85+
Jobs-To-Be-Done
6
Presentations
6
Presentations
6
Presentations
Definition
Aligning on the Program Vision that wasn't defined
Before I arrived, no single artifact existed that showed how all the people, tools, programs, and systems in this initiative connected. Everyone was working on their own piece in isolation. So I built that.
I developed four interconnected foundational artifacts — each purpose-built and customized for what it needed to communicate in this program:
Service Blueprint: The first holistic view of the entire program ever produced — mapping what CHWs and program members did at every stage, the supporting roles and digital tools (Health Cloud, Marketing Cloud, Scheduler, Service Cloud), external programs, technical integrations, and the horizontal program capabilities integrated into SDOH.
I ideated and added program status and activity status labels specifically so CHW workers could always see what was happening with a patient and what their next step was.
Archetypes: I defined this roles that would be using Salesforce. Prior to this, only CHW had
Community health workers (CHW) - Primary user; Health Cloud is critical to their work.
Regional managers - Secondary user; they manage manage CHWs and regional programs.
Program Admins and third-party provider - Tertiary users.
Third party partners: External professional users, like dieticians and doulas.
A CHW & Member Simple Journey Map: A quick foundational visualization that provided a high-level, simplified view of the six stages of the program, the tasks and touch points at each stage, and where Salesforce tools were in play.
Jobs-to-be-Done — because devs needed user stories on day one
The existing technical requirements were written in system terms, not human ones. They described what the platform would do, not what a CHW worker needed to accomplish at 9am in a retail store before her first member arrived. So rather than jumping to wireframes, I spent significant time in the problem space first.
I facilitated multiple JTBD sessions with the client's SDOH SME and director and staff-user product manager, introducing the framework, modeling it, and then co-creating the jobs together. I proposed the JTBD framework not only because they were critical to the CHW experience, the PM was being pressured to write Jira epics and user stories for the technical partner's engineering team, solely because this dev team was hired and waiting for work to do before design concepts were even complete. Another reason the PM kept repeating that we were 'building the plane while it was in the air.'
But the jobs we collaboratively defined was a success and the PM adopted the framework to get ahead of the other staff end-user roles before user stories were demanded of him. That adoption was an unplanned signal that the framework was immediately useful and transferable.
Definition
Aligning on the Program Vision that wasn't defined
Before I arrived, no single artifact existed that showed how all the people, tools, programs, and systems in this initiative connected. Everyone was working on their own piece in isolation. So I built that.
I developed four interconnected foundational artifacts — each purpose-built and customized for what it needed to communicate in this program:
Service Blueprint: The first holistic view of the entire program ever produced — mapping what CHWs and program members did at every stage, the supporting roles and digital tools (Health Cloud, Marketing Cloud, Scheduler, Service Cloud), external programs, technical integrations, and the horizontal program capabilities integrated into SDOH.
I ideated and added program status and activity status labels specifically so CHW workers could always see what was happening with a patient and what their next step was.
Archetypes: I defined this roles that would be using Salesforce. Prior to this, only CHW had
Community health workers (CHW) - Primary user; Health Cloud is critical to their work.
Regional managers - Secondary user; they manage manage CHWs and regional programs.
Program Admins and third-party provider - Tertiary users.
Third party partners: External professional users, like dieticians and doulas.
A CHW & Member Simple Journey Map: A quick foundational visualization that provided a high-level, simplified view of the six stages of the program, the tasks and touch points at each stage, and where Salesforce tools were in play.
Jobs-to-be-Done — because devs needed user stories on day one
The existing technical requirements were written in system terms, not human ones. They described what the platform would do, not what a CHW worker needed to accomplish at 9am in a retail store before her first member arrived. So rather than jumping to wireframes, I spent significant time in the problem space first.
I facilitated multiple JTBD sessions with the client's SDOH SME and director and staff-user product manager, introducing the framework, modeling it, and then co-creating the jobs together. I proposed the JTBD framework not only because they were critical to the CHW experience, the PM was being pressured to write Jira epics and user stories for the technical partner's engineering team, solely because this dev team was hired and waiting for work to do before design concepts were even complete. Another reason the PM kept repeating that we were 'building the plane while it was in the air.'
But the jobs we collaboratively defined was a success and the PM adopted the framework to get ahead of the other staff end-user roles before user stories were demanded of him. That adoption was an unplanned signal that the framework was immediately useful and transferable.
Definition
Aligning on the Program Vision that wasn't defined
Before I arrived, no single artifact existed that showed how all the people, tools, programs, and systems in this initiative connected. Everyone was working on their own piece in isolation. So I built that.
I developed four interconnected foundational artifacts — each purpose-built and customized for what it needed to communicate in this program:
Service Blueprint: The first holistic view of the entire program ever produced — mapping what CHWs and program members did at every stage, the supporting roles and digital tools (Health Cloud, Marketing Cloud, Scheduler, Service Cloud), external programs, technical integrations, and the horizontal program capabilities integrated into SDOH.
I ideated and added program status and activity status labels specifically so CHW workers could always see what was happening with a patient and what their next step was.
Archetypes: I defined this roles that would be using Salesforce. Prior to this, only CHW had
Community health workers (CHW) - Primary user; Health Cloud is critical to their work.
Regional managers - Secondary user; they manage manage CHWs and regional programs.
Program Admins and third-party provider - Tertiary users.
Third party partners: External professional users, like dieticians and doulas.
A CHW & Member Simple Journey Map: A quick foundational visualization that provided a high-level, simplified view of the six stages of the program, the tasks and touch points at each stage, and where Salesforce tools were in play.
Jobs-to-be-Done — because devs needed user stories on day one
The existing technical requirements were written in system terms, not human ones. They described what the platform would do, not what a CHW worker needed to accomplish at 9am in a retail store before her first member arrived. So rather than jumping to wireframes, I spent significant time in the problem space first.
I facilitated multiple JTBD sessions with the client's SDOH SME and director and staff-user product manager, introducing the framework, modeling it, and then co-creating the jobs together. I proposed the JTBD framework not only because they were critical to the CHW experience, the PM was being pressured to write Jira epics and user stories for the technical partner's engineering team, solely because this dev team was hired and waiting for work to do before design concepts were even complete. Another reason the PM kept repeating that we were 'building the plane while it was in the air.'
But the jobs we collaboratively defined was a success and the PM adopted the framework to get ahead of the other staff end-user roles before user stories were demanded of him. That adoption was an unplanned signal that the framework was immediately useful and transferable.
Readout
Roadmap - Solution Blueprint
I authored the prioritized UX roadmap that sequenced design and research work against the release plan — pilot, v1 build, post-v1 usability learning, and further research for secondary and tertiary roles — so that design stayed one step ahead of development.
Readout
Roadmap - Solution Blueprint
I authored the prioritized UX roadmap that sequenced design and research work against the release plan — pilot, v1 build, post-v1 usability learning, and further research for secondary and tertiary roles — so that design stayed one step ahead of development.
Readout
Roadmap - Solution Blueprint
I authored the prioritized UX roadmap that sequenced design and research work against the release plan — pilot, v1 build, post-v1 usability learning, and further research for secondary and tertiary roles — so that design stayed one step ahead of development.
Usability Testing
Without end users, I designed validation around the next best thing
With CHRS workers not yet hired, traditional usability testing with end users was not possible. I designed a validation approach that maximized rigor within that constraint: concept validation sessions with the client's business stakeholders — who had the deepest proximity to what CHRS workers would need — and with the SDOH subject matter expert who brought direct field experience with community health programs.
I led multiple readout sessions across the engagement, structured to both share progress and actively collect feedback. Each readout was an alignment checkpoint:
business stakeholders saw whether designs reflected their program vision; technical architects confirmed feasibility; product managers validated whether JTBD were being solved in the interface.
"Maile quickly brought clarity to the business POC regarding translating the identified JTBD needs for the main end-user archetype. She took the time to carefully understand what my vision was before considering options available to bring it to life. She was a consistently strong voice advocating for the business vision and needs — rather than tech/dev capability setting the bar for what business should have."
SDOH PROGRAM DIRECTOR, per CSAT survey, March 2024
Usability Testing
Without end users, I designed validation around the next best thing
With CHRS workers not yet hired, traditional usability testing with end users was not possible. I designed a validation approach that maximized rigor within that constraint: concept validation sessions with the client's business stakeholders — who had the deepest proximity to what CHRS workers would need — and with the SDOH subject matter expert who brought direct field experience with community health programs.
I led multiple readout sessions across the engagement, structured to both share progress and actively collect feedback. Each readout was an alignment checkpoint:
business stakeholders saw whether designs reflected their program vision; technical architects confirmed feasibility; product managers validated whether JTBD were being solved in the interface.
"Maile quickly brought clarity to the business POC regarding translating the identified JTBD needs for the main end-user archetype. She took the time to carefully understand what my vision was before considering options available to bring it to life. She was a consistently strong voice advocating for the business vision and needs — rather than tech/dev capability setting the bar for what business should have."
SDOH PROGRAM DIRECTOR, per CSAT survey, March 2024
Usability Testing
Without end users, I designed validation around the next best thing
With CHRS workers not yet hired, traditional usability testing with end users was not possible. I designed a validation approach that maximized rigor within that constraint: concept validation sessions with the client's business stakeholders — who had the deepest proximity to what CHRS workers would need — and with the SDOH subject matter expert who brought direct field experience with community health programs.
I led multiple readout sessions across the engagement, structured to both share progress and actively collect feedback. Each readout was an alignment checkpoint:
business stakeholders saw whether designs reflected their program vision; technical architects confirmed feasibility; product managers validated whether JTBD were being solved in the interface.
"Maile quickly brought clarity to the business POC regarding translating the identified JTBD needs for the main end-user archetype. She took the time to carefully understand what my vision was before considering options available to bring it to life. She was a consistently strong voice advocating for the business vision and needs — rather than tech/dev capability setting the bar for what business should have."
SDOH PROGRAM DIRECTOR, per CSAT survey, March 2024
Designs
Wireframes > High-Fidelity Prototype as the North Star
I always advocated for platform-native solutions to reduce technical debt and build cost, against pressure to customize. The interactive Figma prototype I designed became the singular reference artifact for the program. Developers, business stakeholders, and technical architects all consulted it when decisions needed to be made. That outcome was by design — a prototype specific enough to guide configuration, and iterated it in close collaboration with the Health Cloud specialist and technical architects so every screen reflected what was actually buildable.
I designed a high-fidelity, interactive prototype covering the community health worker's core workflow: a homepage built around “what does my day look like” (tasks, appointments, assigned members, program updates, SOPss), person-account views which was determined by the member's program status (eligible vs. enrolled), a custom utilization tracker to clearly and easily surface critical benefit usage to the CHW, and at the center, the care support plans structured to Health Cloud's data model, and defined by the CHW after meeting with their members. These care plans not only defined the SDOH related needs and health goals of the members, they defined the metrics that the entire program's success would be judged on.
The final prototype became the shared reference point — the “North Star” — that focused engineering configuration on a CHW experience that was intuitive, valuable, and technically feasible.
Designs
Wireframes > High-Fidelity Prototype as the North Star
I always advocated for platform-native solutions to reduce technical debt and build cost, against pressure to customize. The interactive Figma prototype I designed became the singular reference artifact for the program. Developers, business stakeholders, and technical architects all consulted it when decisions needed to be made. That outcome was by design — a prototype specific enough to guide configuration, and iterated it in close collaboration with the Health Cloud specialist and technical architects so every screen reflected what was actually buildable.
I designed a high-fidelity, interactive prototype covering the community health worker's core workflow: a homepage built around “what does my day look like” (tasks, appointments, assigned members, program updates, SOPss), person-account views which was determined by the member's program status (eligible vs. enrolled), a custom utilization tracker to clearly and easily surface critical benefit usage to the CHW, and at the center, the care support plans structured to Health Cloud's data model, and defined by the CHW after meeting with their members. These care plans not only defined the SDOH related needs and health goals of the members, they defined the metrics that the entire program's success would be judged on.
The final prototype became the shared reference point — the “North Star” — that focused engineering configuration on a CHW experience that was intuitive, valuable, and technically feasible.
Designs
Wireframes > High-Fidelity Prototype as the North Star
I always advocated for platform-native solutions to reduce technical debt and build cost, against pressure to customize. The interactive Figma prototype I designed became the singular reference artifact for the program. Developers, business stakeholders, and technical architects all consulted it when decisions needed to be made. That outcome was by design — a prototype specific enough to guide configuration, and iterated it in close collaboration with the Health Cloud specialist and technical architects so every screen reflected what was actually buildable.
I designed a high-fidelity, interactive prototype covering the community health worker's core workflow: a homepage built around “what does my day look like” (tasks, appointments, assigned members, program updates, SOPss), person-account views which was determined by the member's program status (eligible vs. enrolled), a custom utilization tracker to clearly and easily surface critical benefit usage to the CHW, and at the center, the care support plans structured to Health Cloud's data model, and defined by the CHW after meeting with their members. These care plans not only defined the SDOH related needs and health goals of the members, they defined the metrics that the entire program's success would be judged on.
The final prototype became the shared reference point — the “North Star” — that focused engineering configuration on a CHW experience that was intuitive, valuable, and technically feasible.
Outcomes & Learnings
Engineering first, UX second — without a seat at the table, I built one. When I joined, technical decisions were already being made. Rather than fighting that dynamic, I focused on making my work indispensable to those decisions: by producing artifacts that gave the technical team a better answer than the one they would have reached without UX. The service blueprint, JTBD, and end-to-end, interactive prototype became the documents everyone referenced, which effectively made the UX vision the technical vision.
Customization vs. platform-native. There was regular pressure from client and partner technical team members to add custom functionality. I consistently evaluated each request against what Health Cloud could do out of the box, and pushed back when customization would introduce technical debt, increase build cost, or create long-term maintainability problems.
No end users, real stakes. Designing for CHWs without being able to test with them required me to be more deliberate about proxies for user validation. I designed tests to be as specific and testable as possible, so that even without real users, the business stakeholders could evaluate whether each JTBD was being served by the design.
Holding the vision across teams. The most underestimated part of this engagement was the work of keeping five different organizations anchored to the same experience north star. That required ongoing communication, regular readouts, and a willingness to re-explain the "why" every time a new decision-maker entered the room.
"She wasn't a 'yes person.' She navigated the space between technical architects and business stakeholders with total ease, always keeping us focused on the end user. She guides conversations to ensure the client understands the power of the Salesforce platform and leverages it in the best way — helping to avoid customizations and get the most value out of Health Cloud."
SENIOR TECHNICAL DIRECTOR, SALESFORCE PROFESSIONAL SERVICES
Outcomes & Learnings
Engineering first, UX second — without a seat at the table, I built one. When I joined, technical decisions were already being made. Rather than fighting that dynamic, I focused on making my work indispensable to those decisions: by producing artifacts that gave the technical team a better answer than the one they would have reached without UX. The service blueprint, JTBD, and end-to-end, interactive prototype became the documents everyone referenced, which effectively made the UX vision the technical vision.
Customization vs. platform-native. There was regular pressure from client and partner technical team members to add custom functionality. I consistently evaluated each request against what Health Cloud could do out of the box, and pushed back when customization would introduce technical debt, increase build cost, or create long-term maintainability problems.
No end users, real stakes. Designing for CHWs without being able to test with them required me to be more deliberate about proxies for user validation. I designed tests to be as specific and testable as possible, so that even without real users, the business stakeholders could evaluate whether each JTBD was being served by the design.
Holding the vision across teams. The most underestimated part of this engagement was the work of keeping five different organizations anchored to the same experience north star. That required ongoing communication, regular readouts, and a willingness to re-explain the "why" every time a new decision-maker entered the room.
"She wasn't a 'yes person.' She navigated the space between technical architects and business stakeholders with total ease, always keeping us focused on the end user. She guides conversations to ensure the client understands the power of the Salesforce platform and leverages it in the best way — helping to avoid customizations and get the most value out of Health Cloud."
SENIOR TECHNICAL DIRECTOR, SALESFORCE PROFESSIONAL SERVICES
Outcomes & Learnings
Engineering first, UX second — without a seat at the table, I built one. When I joined, technical decisions were already being made. Rather than fighting that dynamic, I focused on making my work indispensable to those decisions: by producing artifacts that gave the technical team a better answer than the one they would have reached without UX. The service blueprint, JTBD, and end-to-end, interactive prototype became the documents everyone referenced, which effectively made the UX vision the technical vision.
Customization vs. platform-native. There was regular pressure from client and partner technical team members to add custom functionality. I consistently evaluated each request against what Health Cloud could do out of the box, and pushed back when customization would introduce technical debt, increase build cost, or create long-term maintainability problems.
No end users, real stakes. Designing for CHWs without being able to test with them required me to be more deliberate about proxies for user validation. I designed tests to be as specific and testable as possible, so that even without real users, the business stakeholders could evaluate whether each JTBD was being served by the design.
Holding the vision across teams. The most underestimated part of this engagement was the work of keeping five different organizations anchored to the same experience north star. That required ongoing communication, regular readouts, and a willingness to re-explain the "why" every time a new decision-maker entered the room.
"She wasn't a 'yes person.' She navigated the space between technical architects and business stakeholders with total ease, always keeping us focused on the end user. She guides conversations to ensure the client understands the power of the Salesforce platform and leverages it in the best way — helping to avoid customizations and get the most value out of Health Cloud."
SENIOR TECHNICAL DIRECTOR, SALESFORCE PROFESSIONAL SERVICES
