PatientPop SaaS Health Tech Application

UX strategy consultant, then head of UX and digital experience · PatientPop · 2015–22

The problem

I joined PatientPop before product-market fit and stayed through to the merger with Kareo that formed Tebra — from validating the earliest concepts with the founders to leading design across a scaling healthcare SaaS platform and multiple funding rounds.

The constraint

PatientPop sold to independent medical practices — buyers who are clinicians first, run their own businesses second, and have no time for software that needs learning. Every feature had to earn its place against a working day that was already full. As the company scaled, the harder constraint became continuity: keeping the product coherent while the team, the roadmap and the customer base all grew at once.

What I did

I started as a UX strategy consultant validating product-market fit, then moved in-house to lead UX and Digital Experience as the company scaled.

Approach

• Ran customer development and research directly with practices, so roadmap decisions rested on evidence rather than internal assumption.
• Validated the roadmap against strategic goals rather than feature requests, and prioritised on value.
• Prototyped and usability-tested concepts before commitment.
• Mapped user journeys and designed the systems behind them, rather than screen by screen.
• Recruited and led the design team as the function grew — building the practice, not just the product.

What it produced

PatientPop grew from early-stage validation to a leading healthcare SaaS provider through multiple funding rounds, and merged with Kareo to form Tebra.