Modernising Chiropractors’ Workflows

Platinum Systems’ users were frustrated, I was brought in to help them conduct interviews and design a new version of the software that would address paint points and allow Platinum to stay competitive.

In a Nutshell

Joel Ozkesen and I came in to transform Platinum’s Legacy system into a new prototype they could validate and sell to their clinics.

Overview

I was brought on to revamp EMR (Electronic Medical Records) and the workflow for Chiropractors across Platinum clinics in the USA to log their diagnostics. I ultimately ended up co-creating a new clinic intake flow as well as an insurance management flow as these were the highest cited pain points in clinician interviews.

Role: UX & UI Designer, UXR then transitioned to Account Management/PM & PO.
Skills: Stakeholder management, project management, product ownership. UXR.
Company: A Chiropractor EMR software based in the USA & Quebec.
Timeline: 2020-21

  • I started a design studio with my friend Joel Ozkesen, who was also free-lancing. We took on projects that were too large to do alone together under our studio. Studio 704, named after the apartment we lived in in college.

  • We worked directly with stakeholders at Platinum Systems that were both in sales, and experts on how their systems currently worked. Ultimately, they struggled to have a consistent product manager and product owner, but did not want to extend their budget for us to help with that. We started the project both working on interviews and design. Ultimately, Joel led the interviews and design while I transitioned to Project manage and be Product Owner to get our MVP over the line.

    It was a lesson for us in freelancing for larger projects that do not have the support of account management or project management, as well as a lesson in contracts!

    We took the project as far as the budget was able to extend - which was only one iteration, but we were happy to give them something they could continue with internal teams, as well as insights gained from their customers from impartial listeners.

  • Figma
    UX Pin
    Balsamiq

Research & Discovery

We talked to Chiropractors across the USA and Quebec with wildly different clinic structures. But certain patterns emerged: intake, clinic staff - doctor relationships, and accounting.

BEFORE -- Legacy System featuring the Home Screen (Desktop) and Diagnostic pages (Phone, Tablet and Laptop)

User Interviews

Users were often frustrated and not forthcoming, sometimes even aggressive. Coming to them with patience and empathy, we helped them understand our role, and were able to turn all of those interactions into positive experiences, where they were at least able to vent about their pain points: giving us the ability to prioritize features that they cared about most, as well as logging other frustrations for the business to address later.

Requirements:

  • Turn legacy 10-click + flows into 1-2 clicks.

  • Ensure doctors and clinic staff feel like the updates are going to help them

Design Process

  • Interviews resulted in a shift in scope, as clinic management came out as more urgent to our stakeholders.

  • We focused on patient intake and management, as well as a unique booking system that involved online confirmation but also a check-in process at the clinics themselves.

  • We created new flows and low-fidelity options for doctor diagnostic processes as well as billing and reporting (which we could not complete due to budget restrictions)

New Home Page for Clinic Managers
Appointment related tasks no longer get lost or forgotten with a new clinic tasks list
Tablets were integral to their workflow, so we also created diagnostic screens for use on tablets.
Missed appointments, doctor availability and multiple bookings according to "code" of the appointment type, all in one view with the ability to check clients in from there.

Though we could not continue working with Platinum to revamp the rest of their systems, we did kick-start a transformation and get buy-in from their leadership team to continue the work internally.

In the end,