I began with context collection, getting as close as possible to the product, our customers, and the engineering team. I devoted time to sitting in on customer trainings, interviewing key stakeholders, determining product positioning with the executive team, getting familiar with our platform through testing in our QA environment, and even meeting in person with investors to get context on the competitive landscape.
It was evident early on that there was a lot of product and brand strategy work yet to be done, as the platform evolves constantly and even the internal team hadn't completely aligned on the positioning of our product and customer verticals. Once we had internally aligned on our audience segmentations, we could embark on mapping out the site organization and page structures.
We decided to separate our audiences based on customer environment: hospitals and health systems were a primary focus, followed by skilled nursing, assisted living, and continuing care facilities. The platform could be segmented into three main buckets: trip management, billing/invoicing, and fleet management.