CASE STUDY 01
NewYork-Presbyterian Retirement Experience
Award-winning redesign for a complicated health-system transition
~$200Min rollover assets guided through the transition
Why this mattersHealth-system clientComplex plan transitionsPersonal assistance & videoAccessibility (WCAG)Behavioral analyticsAward-winning
The situation
NewYork-Presbyterian was moving its retirement program to Prudential, and the conditions made it hard. Five legacy 403(b) plans could only transfer participant by participant, which put about $200M in rollover assets in play. That ran alongside plan-level transfers and several blackout dates. Employees, many of them clinicians working long shifts, had narrow windows to act in and needed to know what they were doing.
My role
I led the experience end to end: information architecture, content, interaction design, and accessibility. I also designed the Personal Assistance experience. My partners were client stakeholders, the retirement counselors themselves, analytics, and technology.
My approach
- Built a participant journey that made the options, the timelines, and the blackout dates legible, so people weren't guessing at a decision this size.
- Designed the Personal Assistance page, video included, to connect participants with a counselor when the site wasn't enough.
- Held everything to enterprise WCAG standards using consistent, reusable patterns.
- Watched behavioral analytics and client-satisfaction signals, and kept refining.
Designed for reuse
The multiple-account component at the center of this wasn't built for NewYork-Presbyterian alone. It was designed to flex across plan counts, blackout windows, and transfer types, and it went on to serve other client sites with different constraints. That's the systems thinking behind the award, and it's the thread running through the rest of this portfolio.
Outcome
The redesign won Pensions & Investments' 2020 Eddy Award and carried NewYork-Presbyterian through the move to Prudential, guiding participants through a multi-plan, multi-blackout consolidation involving roughly $200M in participant-level rollover assets.
CASE STUDY 02
CIGNA CODE Runner
Getting 300+ clinical staff ready for a new operations platform
300+clinical staff ready on day one
Why this mattersClinical operationsClinician workflowsHealthcare technologyEnterprise implementationAgile deliveryRisk mitigationExecutive communication
The situation
CIGNA launched CODE Runner, its Clinical Operations Delivery Management program, as a funded multiyear initiative supporting holistic health management. It brought a new platform and new ways of working to 300+ clinical operations staff who had to do their jobs confidently from the first day of the first release.
My role
I led readiness for Phase 1 clinical users, working across clinical operations, technology, content, QA, vendors, and leadership to turn platform functionality into something people could actually learn. That meant setting scope and test cases, aligning to the delivery schedule, and telling senior management the truth about risks while there was still time to act on them.
My approach
- Mapped system functionality against what clinicians actually do all day, then tied the curriculum to real workflows and the release plan.
- Coordinated development, content, QA, staging, clinical operations, and outside vendors so what people learned matched the product they'd get.
- Turned system requirements into storyboards, which got stakeholders agreeing on what to teach and in what order.
- Tracked readiness against the technical schedule and escalated dependencies before they could cost clinicians their confidence.
Outcome
Phase 1 hit its scope and 300+ clinical operations staff were using the new platform within the first year, which strengthened CIGNA's broader health-services capability. The work earned the CIGNA Quarterly Champion Award.
