CONTEXT

Precavida was a health tech marketplace with a personalized navigator that connects patients and healthcare services. The company was acquired in 2022 and renamed QBem. During its incubation at MIT delta v, Precavida had the opportunity to prove its concept. As a Techstars 2020 class member, our mission was to implement the business model using an MVE (Minimum Viable Experience) approach and achieve product-market fit.

IN THIS PROJECT

Product Strategy & Performance

Business Strategy & Growth

Customer Behavior Analysis

CHALLENGES

1__ To build a cost-effective, functional product that delivers value for patients while validating the business hypothesis and generating consistent insights to inform the pilot roadmap.2__ The COVID-19 outbreak forced us to pivot our business operations just as we were about to launch the MVE, shifting from in-person consultations to telehealth.3__ Attract investors by demonstrating strong product-market fit through real achievements during the MVE phase.

MY ROLE

• As the product leader, my role was to define key customer profiles and map the journeys the product would support, identifying conversion funnels for validation• As a second step, create a very lean, fast, and cheap digital product structure to support the operations, and the customer experience delivery• Finally, to compile useful learnings, and experiences, gathering enough information to design an action plan for national traction

DIRECTLY RESPONDED TO

LAÍS FONSECA

CEO

SOLUTIONS IMPLEMENTED

Designed two main customer journeys to experiment• Even though the service concept in a mature stage could have many ways to deliver the value proposition, in the current stage it was fundamental to consider only what we believed was the core of the business. Those services were "consultation booking for doctors" and "lab exams quotation and booking"

Developed the digital product using no-code tools and API integrations, focusing on leveraging experience.• The purpose here was to have a digital product flexible enough to support every test that we considered relevant, spending more time designing the experience instead of the code. A codeless product also means to be able to make rapid changes over the operation, avoiding concerns about extensive development, QA processes, or bug fixes.• At the same time, we integrated third-party platforms in order to automate some tasks (notifications, e.g.), and speed up the product release. This was fundamental to focus on customer experience and operational process planning.

Pivoted the model to respond to the COVID-19 outbreak and ensured streamlined back-office operations.• The Coronavirus outbreak came about one week before our release date. The patient consultations planned to happen in person would have to be online, and the doctors would have to be trained, both in a short period of time. So, we made it first integrating a video call platform, which was chosen based on two factors: easy for the patient to attend the consultation, and effortless to implement.• In the back office, we hired a young nurse, very familiar with the digital environment and healthcare procedures. Her mission was to take care of the doctor's side, which was pretty different from the original format, considering that nobody was used to telemedicine. This way we prevented doctors' insecurity, dropouts, and ensured their engagement.


Tagged the sales funnels and kept a full customer journey tracked• From the acquisition channels to the patient aftercare, we tagged the whole path through the funnels. This was not just to measure the KPIs, but as well as to understand how the customers were using the product, the value proposition perception, and to get evidence that (in)validates our hypothesis. The team's daily talk about operation findings, customer behaviors, and metrics was key to mapping relevant learnings.

OUTCOMES

100+

matches made

107

healthcare professionals

636

lab tests

978

patients engaged

The health tech platform successfully connected patients with healthcare providers, facilitating over 100+ successful matches. By designing a seamless consultation booking and lab test reservation system, the platform proved its value in improving patient access to essential services.To support this growing demand, the network of healthcare professionals expanded to 107, including doctors and lab specialists. This was made possible through the development of a user-friendly, no-code digital infrastructure, allowing for rapid onboarding, service automation, and operational scalability.Additionally, the platform optimized lab test bookings, enabling 636 tests through an automated quotation and scheduling system. By integrating third-party APIs, the process became more efficient, reducing friction for both patients and providers.As the COVID-19 pandemic disrupted in-person healthcare, the business successfully pivoted to telehealth, ensuring uninterrupted patient care. This shift, combined with an optimized digital experience, led to 978 engaged patients, further validating the platform’s product-market fit. To continuously improve engagement and conversion, sales funnel tracking was implemented, using data-driven insights to refine the customer journey and acquisition strategy.

CONTEXT

Beneficência Portuguesa is one of the largest private hospital groups in Latin America, treating 1.9 million patients per year. Three years after implementing the electronic health record (EHR) system, they recognized the importance of optimizing the development process for new features and involving key users (doctors and nurses) in this process.

IN THIS PROJECT

C Level Advisory & Decision Support

Team Performance & Evolution

Customer Behavior Analysis

BUSINESS CHALLENGES

1_ Feature requests for the EHR system came from different departments and medical specialties. Some were similar, while others were unique. The result was a massive development backlog full of similar requests2_ Each request was considered a high priority by the requester, making it difficult for the product team to establish clear priorities.3_ Despite the product team's efforts to prioritize demands the communication between the product team and doctors/nurses contained gaps and often led to misunderstandings.

MY ROLE

In this project, I had two main roles. First, I led the design team, guiding them in defining the approach for interviewing doctors and nurses, analyzing findings, framing the problem, and implementing solutions.The second was to collaborate with the client, represented by the hospital CTO. My role involved discussing and evaluating the best approach with doctors and the tech team, making key decisions, and removing barriers.

DIRECTLY RESPONDED TO

LILIAN QUINTAL HOLFFMAN

CTO

SOLUTIONS IMPLEMENTED

Step 1: A User-Centric approach uncovering hidden key clinician EHR influencersOur goal was to identify key clinical influencers within the hospital system to streamline the development of new electronic health record (EHR) features. Rather than focusing on formal hierarchy, we aimed to pinpoint individuals organically recognized as influential by their peers. We hypothesized that these influencers could effectively represent broader user groups, consolidating feature requests and ensuring a more unified and efficient feedback process.To achieve this, we employed the HERO (Highly Empowered and Resourceful Operative People) framework, a methodology designed to identify individuals within organizations who are actively engaged in improving practices and driving innovation. Using this framework, we conducted interviews with daily EHR users, initially creating a pre-list of doctors and nurses across three hospital buildings. In addition to the interviews, we observed these professionals in their daily work, noting their usage patterns, the limitations they encountered, the challenges they faced, the workarounds they developed, and how they influenced the practices of their colleagues.


Step 2: Empowering clinicians HEROs to shape EHR development through visual communication and UX trainingTo improve communication and collaboration between clinicians and the product team, we shifted our communication strategy from primarily verbal exchanges to a more visual and structured approach. This aimed to empower doctors and nurses to actively participate in defining what and when new EHR features should be developed, enabling them to directly contribute to the design process. A key objective was also to enhance the product team's understanding of clinician needs, leading to more accurate and effective development.We provided two four-hour training sessions for the HEROs (Highly Empowered and Resourceful Operative People), equipping them with the latest UX methods and techniques to prototype desired interfaces, features, and the behavior of new functionalities. This hands-on training enabled them to visually express their requirements and contribute directly to the design of the EHR.


Step 3: Equipping clinicians for innovation - The Innovation ToolkitTo solidify the knowledge gained by the doctors and nurses during the training, we created the "Innovation Toolkit." This physical toolkit included framework canvases, concept cards, guides for conducting prototyping sessions, prioritization tools, Sharpies, and Post-it notes. The Innovation Toolkit served as both a tangible representation of the newly implemented methodology within the hospital and a practical, replicable resource for their ongoing work.

OUTCOMES

Representativeness:The volume of individual feature requests from doctors has significantly decreased. Previously, the product team received an average of 20-30 separate requests per month. Now, with the HERO program in place, these requests are consolidated and aligned with the needs of each specialty group. The HEROs act as representatives for their respective groups, resulting in a streamlined process with an average of only 5-7 consolidated requests per month – a reduction of approximately 75%.


Methodology:A clear prioritization process has been implemented, dramatically reducing confusion about which features should be developed first. Previously, prioritization was subjective and often led to disagreements, with an estimated 40% of development time spent on features that weren't considered top priorities by all stakeholders. Now, using the established process, priorities are clearly defined, resulting in a more focused development roadmap. We've seen a shift, with roughly 80% of current development focused on the top priority features as identified by the HEROs and their groups.


Assertiveness:Communication between clinicians and the product team has become seamless, virtually eliminating misunderstandings. Misunderstandings previously led to an estimated 20% rework rate on new features. With the HEROs acting as liaisons and the use of visual prototypes, communication is now clear and concise. This has reduced rework to less than 5%, freeing up valuable development time and resources.

CONTEXT

RD (RaiaDrogasil) is the largest drugstore chain in Latin America, operating over 3,000 company-owned stores, generating a net revenue of US$7.2 billion, and employing 31,160 people. With the rapid digitalization of the retail sector and the continuous emergence of new technologies and innovative solutions designed to enhance consumer convenience, RD recognizes the urgent need to embark on a digital transformation journey.

IN THIS PROJECT

C Level Advisory & Decision Support

Business Strategy & Growth

Team Performance & Evolution

BUSINESS CHALLENGES

1_ Seamless Omnichannel ExperienceRD faced the challenge of creating a truly seamless and integrated experience for customers across its extensive network of physical stores and its growing online presence. Customers expected to interact with RD regardless of channel. Bridging the gap between the physical and digital worlds required RD to harmonize its inventory management, pricing, customer service, and marketing for a consistent and convenient experience at every touchpoint. This included not only transactions but also the overall brand experience.2_ Digital Relationship BuildingIn the increasingly digital landscape, RD needed to innovate how it built and nurtured customer relationships. Traditional engagement methods were becoming less effective. RD explored new avenues for personalized communication, targeted promotions, and interactive experiences that resonated with digitally savvy consumers. This involved leveraging data and analytics to understand customer preferences. Building a strong digital relationship required RD to go beyond online shopping and create a valuable digital ecosystem.3_ Accelerated Digital Product DevelopmentThe rapid pace of technological change necessitated that RD accelerate its digital product development. The company needed to be agile and responsive to evolving customer needs. This required streamlining internal processes, fostering innovation, and potentially partnering with external technology providers. RD needed to quickly develop and deploy new digital products and services. Speed and efficiency in digital product development were critical for RD to stay competitive.

MY ROLE

At RD, I spearheaded the digital transformation program, leading cross-functional squads of UX designers, engineers, data scientists, and other team members. My role involved guiding these teams in developing innovative digital products and services. Furthermore, I championed the adoption of new methodologies, including Business Model Canvas, Customer Development, Design Thinking, Lean Startup, and Experience Strategy, providing training and support to integrate these practices into their daily workflows.

DIRECTLY RESPONDED TO

MARCILIO POUSADA

CEO

FERNANDO VARELLA

CDO

DIEGO KILIAN

Digital Business Director

SOLUTIONS IMPLEMENTED

Squad Formation for Strategic Digital Transformation:To accelerate RD's digital transformation, three autonomous, cross-functional squads were formed, each aligned with a critical strategic priority. These teams, comprised of a mix of internal RD employees and external experts, operated outside of the traditional business routines to foster a more agile and innovative environment. Each squad was given a clear mission and target, empowering them to work independently and efficiently toward specific, measurable goals.


Executive Digital Committee (C-level only) for Agile Decision-Making:A dedicated digital committee was established to streamline strategic decision-making related to digital initiatives. This high-level committee, comprised of the President, all Vice Presidents, and four key directors, ensured executive sponsorship and rapid approvals for proposed projects. The committee’s focused approach facilitated quick responses to market changes and emerging opportunities, enabling RD to capitalize on digital advancements.


Comprehensive Innovation Training Program:To cultivate a company-wide culture of innovation, an intensive training program was implemented, focusing on key innovation disciplines. This program included a curated online platform with relevant resources, daily classes led by experts, and a structured knowledge replication strategy to disseminate best practices and methodologies throughout the organization. This comprehensive training ensured widespread understanding and adoption of innovative approaches.

OUTCOMES

17

new squads created

60%

of online sales picked up in-store

Scaling Digital Innovation Across RD's Core Business:The initial success of the 3 pilot squads fueled a rapid expansion of RD's digital transformation efforts. The model proved so effective that the number of innovation squads grew exponentially, from the initial 3 to a remarkable 20, now actively reimagining and improving core business functions across the organization. This dramatic increase in dedicated innovation teams underscores RD's commitment to a digitally driven future.


Emerging Digital Business Models Drove Customer Engagement:RD's digital transformation has yielded exciting new business models. "Click and Collect," a testament to the seamless omnichannel experience, now accounts for over 60% of digital sales, demonstrating strong customer adoption. Beyond this success, a new subscription-based service is currently in its validation phase, poised to offer customers added convenience and value. Furthermore, RD forged a powerful new loyalty program in partnership with one of Latin America's largest grocery chains, creating synergistic benefits and enhancing customer engagement across both brands.


Agile Development Accelerated Digital Product Delivery:RD's approach to digital product development has been completely revolutionized. New products are now conceived, coded, and tested independently of the traditional IT production line, allowing for a significantly faster time to market. This agile approach is further enhanced by the development of new APIs, which have drastically accelerated critical system integrations, paving the way for even more rapid innovation and deployment of new digital offerings.

CONTEXT

Grupo Moura is a leading manufacturer of lithium and lead-acid batteries. It holds the top position in the South American automotive battery market, commanding a 40% market share in Brazil. After six decades of industry leadership, the company’s board initiated a digital transformation strategy. Their approach was to establish a hybrid business model that seamlessly integrates digital products for end consumers with the extensive network of 70,000 resellers.

IN THIS PROJECT

Business Strategy & Growth

Product Strategy & Performance

Customer Behavior Analysis

CHALLENGES

Develop a profitable new digital product from the ground up, adhering to three key principles:
 
1_ The digital product must be consumer-centric, prioritizing the collection of comprehensive data and insights from end users.
 
2_ It must preserve the existing value chain, ensuring that resellers—who serve as a crucial barrier to market entry for new competitors—remain integral and unaffected.
 
3_ Establish dedicated squads to drive the development of the digital product and scale the digital transformation process across the entire organization.

MY ROLE

• Lead the digital transformation program, ensuring that all teams involved successfully achieve their objectives.
 
• Conduct user research and facilitate idea generation through exploratory methods while driving the development of prototypes for testing.
 
• Collaborate with data analysts to interpret consumer insights and validate key hypotheses.
 
• Execute the entire strategy, including go-to-market planning, new feature releases, and traction initiatives. The primary goal was to solidify the digital transformation program and successfully launch a new product.

DIRECTLY RESPONDED TO

PAULO SALES

CEO

ELISA CORREIA

COO

ANDREA LYRA

CMO

SOLUTIONS IMPLEMENTED

Deep Dive into the Automotive Battery Consumer ExperienceTo ensure a comprehensive understanding of the consumer’s journey, we conducted in-depth research to identify their key pain points. Our findings revealed three primary challenges:
 
1_ Lengthy wait times for battery replacement – Consumers often experienced significant delays in finding and installing a new car battery, leading to inconvenience and frustration.
 
2_ Cumbersome purchasing process – Buying a battery required extensive research, multiple phone calls, and visits to different stores to compare prices and availability.
 
3_ Paper-based warranty issues – Many consumers lost or damaged their physical warranty documents, making it difficult to claim replacements or services when needed.

Piloting the New Platform and Backoffice with Real TransactionsTo address these pain points, we developed and launched a functional prototype that allowed consumers to seamlessly order a new car battery. The system automatically assigned the order to the nearest reseller based on the consumer’s location. Once the order was received, the reseller dispatched an installer to the consumer’s location to complete the installation.To validate the business model, we conducted a pilot test in three cities, collaborating with nine resellers and completing 60 transactions. The test confirmed the feasibility of the solution, demonstrating its ability to streamline the purchasing process, reduce waiting times, and enhance the overall consumer experience. The insights gained from this pilot provided the foundation for scaling the product further.
 
Formation of a Digital Committee - Responsible For Strategic Decision-Making, Ensuring Long-Term Growth and SustainabilityThe formation of Moura’s Digital Committee, composed of C-level executives, was a strategic move to integrate digital innovation into the company’s core strategy and operations, ensuring long-term growth and sustainability. This high-level governance body aligned digital initiatives with business objectives, strengthens Moura’s transition from a digital presence to a fully digital business, and safeguards its 90% digital market share by anticipating industry shifts. By providing strategic direction, the committee empowered the digital team to scale operations, enhance consumer experiences, and drive efficiency, while fostering a culture of innovation and agility across the organization.

OUTCOMES

600+

batteries sold per day

90%

of market share control

50%

customer waiting time reduction

Transforming the Automotive Battery MarketThe digital transformation initiative not only reshaped the consumer experience but also positioned the company as a dominant force in the industry. The results speak for themselves:
 
• Over 600 batteries sold per day, demonstrating strong consumer adoption and operational efficiency.
 
• Digital market leadership, securing an impressive 90% market share, solidifying the company’s position as the industry frontrunner.
 
• Significantly reduced customer waiting times, cutting the average replacement process from hours to 45 minutes, enhancing convenience and satisfaction.
 
• Seamless digital warranty implementation, eliminating the dependency on paper-based warranties and reducing customer friction in claiming services.
 
• Strong C-level involvement, ensuring executive alignment and support for the digital strategy.
 
• A dedicated digital team fully focused on scaling and optimizing the new product, driving continuous innovation.
 
• Cultural transformation, shifting the company’s mindset from simply having a digital presence to becoming a fully integrated digital-first business.This project not only modernized the value chain but also created a scalable, consumer-centric solution that strengthened relationships with resellers while setting new standards in the industry.