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Discovery  |  Journeys

Research as a strategic practice in healthcare

Case Study

Challenge

A large healthcare organization was investing in multiple customer-facing initiatives across medical, digital, and service experiences, but research was often operating at the project level rather than as a connected strategic function. Teams needed stronger visibility into the end-to-end experience, clearer alignment to OKRs, and more consistent ways to translate customer insight into cross-functional decisions.

Leadership

I led customer experience research across multiple initiatives within the medical organization, partnering with stakeholders across product, design, medical, operations, and strategy. In addition to directing research, I helped elevate CX research as a more strategic practice, strengthening how work was prioritized, connected across teams, and tied to broader business and experience outcomes. I also mentored researchers and collaborators, helping build stronger research maturity across the organization.

Outcomes

The work helped shift research from a series of isolated projects to a more strategic capability. It improved cross-functional alignment, strengthened how customer insight supported Objectives and Key Results (OKRs) and prioritization, and helped teams make more informed decisions across medical and experience initiatives. It also contributed to the growth of CX research as a practice through more consistent ways of working, stronger collaboration, and mentorship that supported both delivery and capability-building.

Approach

I led mixed-methods research across a portfolio of work, combining qualitative and quantitative inputs to understand customer needs, experience friction, and systemic gaps across connected journeys. Rather than treating each effort as a standalone study, I focused on identifying patterns across initiatives, surfacing insights that could inform multiple teams, and helping stakeholders make decisions through a more integrated view of the customer experience.

Establishing Customer Experience Research

Led mixed-methods research across multiple initiatives within a large healthcare organization, partnering across medical, product, design, and operations to connect customer insight to Objectives and Key Results (OKRs), prioritization, and cross-functional decision-making. Beyond project delivery, I helped strengthen CX research as a strategic practice through leadership, mentorship, and more integrated ways of working.

Focus: Research leadership · Mixed methods · Cross-org transformation · CX strategy · Practice building

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