Mōvi Healthcare
Re-designing Mōvi's web experience to accelerate growth, increase lead conversion, and establish a new visual language.
When I joined Mōvi as the company's first design hire, it was clear from my conversations with company leadership that one of the top immediate priorities for the role was to take charge of redesigning the company's web experience.

The first and only iteration of the site had been hard coded by the dev team in the early days and left behind as more pressing implementation matters piled up. Over time, the site had become obsolete as the product matured, the team grew, and the company gained traction.

I set out to design and launch a new site that would educate (and captivate) potential customers about our platform, establishing design credibility and expanding our mission to new audiences. Through a process of constant iteration, feedback, and research, we optimized the site and enhanced its design quality—a process that is never done, but has come leaps and bounds from where it started.

Role
UI Designer
team
1 Design, 1 Product, 3 Dev, 2 Exec
DISCIPLINES
Web, Growth and Conversion, Product Illustration, Systems, Motion
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.