Case Study

Company: One Drop
Role: Product Design Lead
Platform: Responsive Web
Tools: Figma

Stakeholders & Ownership

Springboard was a collaborative effort owned by myself, my product manager, and our engineering lead—we shared responsibility for defining strategy, defining product requirements, and executing the vision end to end. Early in the process, we worked closely with executive leadership—including the VPs of Design, Product, and Clinical Operations—to align on a north star for the platform and ensure our work supported broader organizational goals. We also maintained close communication with the Consumer Product team to stay in sync on cross-surface features, shared priorities, and upcoming initiatives, ensuring that coaching remained integrated and visible across the entire One Drop ecosystem. This alignment allowed us to move quickly and confidently, with clarity at every level of the organization.

Context & Problem

Our health coaches were one of the most vital part of the condition management experience—working directly with members to offer guidance, support, and motivation. However, the internal platform they relied on daily, known as Workbench, had become a major point of friction. Originally designed by engineers over many years without a cohesive product or design strategy, the tool had grown unwieldy, inefficient, and frustrating to use.

Coaches were spending more time navigating the system than engaging with members, and requests for improvements had piled up across the organization.

Our task was to completely rebuild this platform into what would become Springboard—a streamlined, powerful coaching tool grounded in the realities of daily clinical work and designed to enable deeper, more personalized support for One Drop members.

The Challenge

  • Workbench, the legacy platform, was slow, unintuitive, and bloated with outdated workflows.

  • Coaches lacked clear, actionable insights and had to navigate fragmented tools to manage their caseloads.

  • Feature requests and user frustrations had reached a critical mass, creating urgency for a scalable, future-ready solution.

  • Member engagement with coaching was low—many didn’t understand who their coach was or why they should reach out.

Key Issues

Through interviews with 7 internal coaches and 12 members with Type 2 Diabetes, we uncovered a range of core problems:

  • For Coaches:

    • The platform lacked prioritization—no clear daily task list or efficient way to triage.

    • Data views were clunky, making it difficult to get a quick understanding of member wellness.

    • Communication tools were inefficient, limiting coaches’ ability to provide timely, targeted outreach.

  • For Members:

    • Many members didn’t understand the role or qualifications of their coach.

    • A majority reported limited bandwidth to engage further—condition management already felt overwhelming.

    • Trust and context were missing—members were unsure what to ask or when to reach out.

    • Long-term success often meant less interaction over time, not more—contradicting some assumptions in the program structure.

  • Business Needs:

    • Align coaching tools with a modern clinical workflow to increase engagement and satisfaction.

    • Improve coach efficiency and scalability to support a growing member base.

    • Create in-app and behavioral hooks to encourage organic coaching touchpoints.

    • Elevate the quality and visibility of coach/member interactions to drive long-term health outcomes.

Goals & Approach

Our goal was to transform Workbench into Springboard—a next-generation coaching platform that would empower our clinical team, improve efficiency, and better support member outcomes. We aimed to ground the redesign in real-world workflows, focusing on clarity, speed, and adaptability. The broader objective was to elevate the role of the coach within the product ecosystem, making coaching more visible, accessible, and valuable to our members.

Key Objectives:

  • Streamline coach workflows to increase time spent with members.

  • Improve usability and efficiency across key day-to-day tasks.

  • Enhance coach/member communication through contextual insights.

  • Build a flexible, scalable platform grounded in coach and member needs.

  • Strengthen coaching engagement through in-product visibility and trust-building.

Discovery & Research

We kicked off with foundational research to deeply understand the pain points of both coaches and members. Through a series of targeted interviews, we gathered qualitative insights from 7 coaches (with experience at Omada, Noom, Fitbit, etc.) and 12 members across a spectrum of engagement. This two-sided research approach helped us triangulate key friction points and emotional drivers.

Explorations:

  • Day-to-day frustrations and workarounds in Workbench.

  • Member perceptions of coaching and their reasons for disengagement.

  • Gaps in clinical support across tools, education, and emotional well-being.

  • Opportunities to align workflows and content with member needs.

Defining the Solution

After synthesizing research findings, we aligned on a vision centered around informed outreach—giving coaches the tools and context they needed to act quickly and meaningfully. We prioritized workflows that saved time, surfaced high-impact moments, and allowed for personalization at scale. With early WIP wireframes handed off from the VP of Design, I evolved them rapidly during our discovery phase, folding in real-world feedback and insights to shape a more focused and adaptable product.

Priorities:

  • Smart task prioritization to guide coach focus each day.

  • Clear visualizations of member data for quick-glance understanding.

  • Robust search and filtering to support proactive care.

  • An iterative approach, launching an MVP with the most critical and highly-requested features, with plans for a series of fast-follow iterations which would evolve and deepen coach workflows.

Design Execution

With wireframes solidified, I built a new interactive design system in Figma from the ground up, ensuring full alignment with our brand guidelines while allowing for rapid prototyping and iteration. I worked closely with engineering to deliver atomic, scalable components that could be reused across internal tools. Special attention was paid to information hierarchy, accessibility, and real-world usability—optimizing every interaction around coach needs and mental models.

MVP:

  • A visualized wellness dashboard for quick assessments.

  • Advanced search with filterable user attributes and health data.

  • Behavior tracking tools to surface member progress over time.

  • The ability to transfer panels for more flexibility during coach OOO periods.

Outcomes & Impact

Springboard launched following a successful beta test with key coaches, and early feedback was overwhelmingly positive. Coaches reported a significant reduction in tool-related friction and an increase in clarity around member needs and priorities. The new system enabled more timely, personalized outreach, improved coach satisfaction, and laid the groundwork for long-term iteration. Key performance indicators around coaching engagement and internal efficiency began trending upward, with the design system supporting future feature velocity.

Highlights:

  • Positive coach feedback post-launch around usability and efficiency.

  • Clear prioritization features improved task management and follow-up rates.

  • Increased member engagement through more contextual, informed coaching.

  • Enhanced collaboration and velocity across design and engineering teams.

Reflection & Iteration

Following the launch of Springboard, we received enthusiastic feedback from coaches—but also a wave of thoughtful requests for improvement. Many of these centered around refining the workflow, adding data visualizations, and building features that had been cut for scope. We immediately began collecting and synthesizing this feedback, prioritizing fast-follows based on impact and feasibility.

Springboard v2

Refinement

As our coaches developed new practices and processes around Springboard, the product and design team got to work on evolving the UX beyond its Workbench roots, looking to address deeper and more fundamental issues within the coaching workflow—from a smarter, more personalized dashboard to easier access of cohorts to better data visualizations, we pushed the system to be more efficient, elegant, and empathetic. We also took this as an opportunity to streamline and refresh the visual design, solidifying new brand guidelines for internal tools that evolved the outdated visual language of the previous versions.

This iterative cycle allowed us to continue evolving Springboard in real time, building deeper trust with our clinical team and ensuring the platform stayed responsive to their needs in the field.

Springboard v3