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Alliança
Saúde

2023 – 2024

Context

The Alliança Saúde group comprises 15 brands specializing in imaging diagnostics, laboratory tests, genetic testing, nuclear medicine, and vaccines. Operating across 13 Brazilian states, the company has 116 service units.

In 2022, the group embarked on a new chapter with its acquisition by entrepreneur Nelson Tanure, who took majority control. This marked the beginning of a phase driven by growth, efficiency, and digital transformation.

As part of this transformation, a strategic focus on digital platforms became essential, prioritizing the enhancement of digital product experiences, reducing dependency on external providers, and significantly improving user satisfaction.

My Role in the Company

My role was to create and structure the company’s design team, aligning with the new corporate objectives and enabling design to play a strategic role in driving significant business impact. Details about the journey of building the design team can be found on my Medium.

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In the Day-to-Day

As the team leader, I am committed to elevating and sharing the value of design with stakeholders. Additionally, my role involves:

  • Individual development and collective performance of the team;
  • Recruiting and hiring professionals aligned with corporate challenges;
  • Conducting regular 1:1s to maintain the well-being and cohesion of team members;
  • Ensuring the design culture thrives within the team and across other areas of the company;
  • Defining and upholding the roles and responsibilities of each designer;
  • Ensuring team performance by providing technical guidance and support for design processes and best practices;
  • Acting as a guardian of scalability and consistency in design systems and language;
  • Prioritizing resources, services, and tools to optimize the team’s workflow.

1. design
language

Design
System

Over the years, digital products were developed in a decentralized manner, using various consultancies and technologies. To standardize and scale design, we initiated the “Allie” Design System. We standardized elements to enhance user experience and accessibility, starting with foundational components, which then evolved into more complex ones.

Within six months, most of the basic components were completed, and in one year, the first version of the Design System was implemented across all the company’s brands.

My role was to strategically guide the structuring and enablement of the Design System alongside leadership, as well as provide technical guidance during its creation and implementation.


Designer: Mayara Ribeiro – Design System

Resultados

05

digital products

13

brands using DS

+30

core components

Content guide

Just like the Design System, the language was initially decentralized, lacking a consistent tone, voice, or best practices. In a minimally structured environment, we went back to basics and created a content guide, standardizing terms and language to ensure consistency across user journeys.

As we gained deeper insights into the business, we established rules and best practices, enabling designers to craft content with greater autonomy and fostering synergy across projects. The Writing Guide, like the Design System, is a living document, continuously evolving as our understanding of content improves.

Designer: Felipe Madureira – UX Writer

2. design ops

To enhance the efficiency of design processes, we implemented guidelines that optimized operations, fostering more collaborative, organized, and productive workflows:

  • Process Standardization
  • Tool and Resource Management
  • Collaboration and Communication
  • Quality and Consistency
  • Scalability

We established processes, tools, and rituals, centralizing documentation in the Design Guide, which consolidates essential information. Additionally, we created detailed documentation of squad deliverables to build a historical record and improve visibility.

Drawing from my expertise in this area, I initiated this effort to embed OPS as a mindset within the team, creating a collaborative space to refine workflows and organizational models.

Ver mais detalhes sobre o processo

3. produtos digitais

Sites

Our website serves as the gateway for offering products and solutions. To be effective, we must understand the users’ “jobs to be done” and create simple, impactful solutions. In 2023, we focused on testing and validating hypotheses to refine our value proposition, rolling out the redesign across all pages of the company’s 12 brands.

We revamped the e-commerce strategy to better align with the business model and solutions, enhancing user experience while optimizing SEO.

My role was hands-on, contributing to the new visual concept, guiding designers, and leading research and testing efforts. In collaboration with the GPM, I worked to define the value proposition and key performance indicators (KPIs).

Designers: Alex Xavier – Product Designer | Andrei Alves – Product Designer

      Results

      25%

      increase in leads was directed to the conversion channels

      180%

      increase in the number of pages indexed on Google

      300%

      increase in the number of impressions of our main brand, CDB

      Digital scheduling

      Digital scheduling is the company’s flagship product, allowing users to configure and schedule exams, serving as the primary revenue source for digital channels. In 2023, we restructured the entire flow, addressing complex business rules, combinations of procedures, and preparation requirements. Patient research helped identify needs and obstacles, enabling the creation of a new user journey.

      This overhaul optimized rules and interfaces, improving performance and reducing costs associated with both external and internal technologies.

      My role involved guiding the Product Designer and Researcher, supporting the creation of new workflows, and collaborating with the GPM to ensure the project’s success.

      Designers: Andrei Alves – Product Designer | Julia Pedroso – UX Reseacher

      Novo fluxo – como ficou

      Fluxo antigo – como era

      Resultados

      45%

      Increase in conversion with the new journey

      40%

      Reduction in time during the flow

      Patient portal

      The patient portal is the final step in the user journey, allowing users to view exam details, submit documents for authorization, and check results. In addition to providing digital results, it addresses patient inquiries, enhancing their sense of security.

      My role involved creating the new design vision for the product and leading discussions with other leaders, guiding the definition of strategies. Through research, we identified critical issues and validated hypotheses, transforming the portal into a solutions hub by centralizing information and reducing unproductive calls and printing costs.

      Designers: Karine Silva – Product Designer, Fran Maia – UX Researcher

      Resultados

      27%

      No productive calls reduced to 39k (from 82k) being handled by the portal – Aug. 24.

      33%

      Increase in the portal access rate compared to the previous year.

      16%

      Increase in CSAT from 67.98% to 83.33% (July 2024).

      Medical portal

      The Medical Portal is an online platform that provides healthcare professionals with quick access to exam results, laboratory news, and patient portfolio information, all in one place.

      Using BI data processing and cross-intelligence, the tool delivers a dashboard with relevant and up-to-date information, enabling more effective management and detailed monitoring of each patient’s health status.

      As a leader, my role was to provide technical support to the designer and facilitate the project’s implementation with stakeholders.

      Designer: Laurem Crosseti – Product Designer

      Internal products

      The product team also focuses on optimizing the internal operations of the clinics, creating solutions that make processes more scalable. Between 2023 and 2024, we developed:

      – Digital Questionnaire: We digitized questionnaires to reduce costs and shorten the time required for completion, which was previously done manually in the clinics.
      – Call Center WhatsApp: We created an interface to optimize human support, reducing wait times by streamlining the process for operators.
      – Reception: We redesigned the operators’ interface, optimizing both service delivery and information entry.

      My role involved guiding the designer, facilitating internal research and testing, and collaborating with other departments to develop more collaborative products.

      Questionário digital

      Call center WhatsApp

      Recepção

        4. conclusão

        Throughout this journey, we must recognize that we will never reach an endpoint, as the cycle of a digital product is one of constant evolution and continuous improvement.

        We achieved significant results, including:

        • Creation of a design system from scratch
        • Standardization of language and writing, and the creation of a content guide
        • Full website redesign and creation of new pages
        • New scheduling flow, the company’s main product
        • New patient portal, with a refreshed design and added functionalities
        • New medical portal, providing exclusive access to view patient data
        • New internal products: digital questionnaire, reception service platform, human support platform via WhatsApp
        • Growth of the design team from 2 isolated members to 9 people and a mature chapter
        • Significant results for the company through redesign work and new product features

        In this journey of learning and deliverables, we reinforced something we already knew: design is strategy. All the changes were only possible thanks to extensive research, conversations, and alignment, bringing the user closer and building something that makes sense to them.

        Design is about making a difference in people’s lives.

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