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400+
Units rolled-out
40%
Reduced waiting time
2M
Annual cost savings
Product: Diagnostic healthcare orchestration & queue management platform
Context: B2B healthcare operations at national scale
Users: Patients, attendants, managers, physicians
My Role: Lead Product Designer (end-to-end ownership)
Team: 1 Product Designer, 1 Product Manager, 1 Associate Product Manager, 6 Developers
Timeline: 2021-2022
Scale: 400+ units, 1,000+ daily users, 350,000+ patients/month
Business Goal: Reduce operational costs, optimize patient throughput, and improve care coordination
Outcome: Platform rollout across 400+ units, delivering measurable efficiency gains and R$2M in annual cost savings.
Project Overview
Role &
Responsibilities
Leading discovery and reframing the problem after early assumptions failed
Defining persona specific needs and success metrics
Designing four interconnected solutions that worked as a single system
Aligning design decisions with operational KPIs and rollout constraints
Supporting go-to-market with clear product narratives and metrics
Patient Monitoring
Allowed, monitoring of the patient's entire journey within the unit3
Reduced Waiting Time
Reduction of T2, consequently reduction of HC -> increase in EBITDA
Patient Coordination
Acts in navigation, coordination, and patient care
Patient NPS
Informs waiting time, order of exams, transparency in queue management, differentiated service
Doctor NPS
Measures and manages exam times, allowing for increased occupancy of rooms and schedules
Content Management
Management of content displayed on unit panels – potential increase in IPP (product penetration index)
The Challenge
One of the major issues in a laboratory is the
time the patient has to wait before being attended
The Dasa project was challenging in many ways. As it was a project crossing the line between digital and physical and we had three different users/actors, patients, recepcionists and unit leaders, we had to do an Discovery to each one of them to find out what was their needs. The result was a complete integration of the systems.
Interviews
The interviews aimed to explore how patients, Leaders and Coordinators interact with password systems, raising day-to-day pain points and possible opportunities.
Main Pain Points
6 different ticket systems.
600 units without ticket systems. Almost 80% of total units.
360º patient navigation. The patient is not being tracked.
Difficulty in scaling the product to larger units.
R$5M budget spent on external softwares.
Building the best patient flow
In order to achieve the best out of our system we had to divide the time the patient stayed in the lab in 4.
4 T’s, times, from the moment he arrives until the exam is done.
Triage + Wait
Admission
Take the
ticket
Wait at
the reception
Called at
the panel
Called at
the panel
Attended by
receptionist
Wait at the
waiting room
Takes the
exam
T1
T2
T4
T3
Waiting for exam
Exam
T1 - Triage + Wait
Objective was create as few screens as possible, so the patient spend less time choosing what he need to do.
T1 - TV Digital Signage
After the check in the patient would wait for the name to be called
T2 - Admission
With all the patient information, recepcionists call a patient and start attending.
T3 - Exam Wait
The patient waits until he is called to do the exam. Show the patients and the exams they need to do. Filtered by priorities and the possibility to freeze the patient if any problem occur.
Leader Vision
The Lab Leader is responsible to orchestrate the processes. Vision of all patients, how much time they are taking to be attended , what is the average times, etc
Business Impact & ROI
These outcomes directly supported DASA’s goals of cost reduction, throughput optimization, and care quality.
350,000+ patients managed per month
1,000+ daily operational users across roles
40% reduction in average wait time for priority patients
R$2M in annual cost savings by consolidating queue systems
Successful rollout across 400+ units nationwide
Key Learnings
Designing for the business means designing for all decision makers, not just end users
Operational efficiency emerges from system level thinking, not isolated interfaces
Early assumptions must be challenged quickly to avoid scalable mistakes
Strong design leadership requires reframing problems, not just executing solutions
Final Reflection
This project reinforced my role as a product designer who operates at the intersection of experience design, operations, and business strategy.
By identifying the need for a multi persona system and leading that shift, we delivered a product that created real, measurable ROI at national scale.