Pager Connect: iOS
Background:
Telehealth mobile app enabling members of partnering insurance providers to chat with physicians, schedule appointments, and inquire about insurance details.
Thoughts:
I was a Senior Product Designer on Pager Connect, working alongside one other Senior Product Designer (Mary). I owned the wireframing, IA, and hi-fi visual design for the consumer-facing mobile experience — from low-fidelity flows through final production screens. I also presented the work directly to internal stakeholders and health plan partners at key milestones throughout the project.
Role:
Product Designer
The Problem:
Members of partnering insurance providers had access to a telehealth app — and weren't using it.
Of the 10% of members who downloaded their insurance provider's app, nearly all of them opened it for one reason: to find the customer support phone number so they could sort out a billing issue. Once that task was complete, they uninstalled the app. Features like virtual nurse chat, telemedicine video consultations, and appointment booking existed inside the product — but members had no idea.
The problem wasn't awareness in the traditional marketing sense. It was that the app had trained users to expect exactly one thing from it. Until that perception changed, no amount of new features would move the needle.
How might we reposition Pager Connect from "billing support shortcut" to the first place members go when they need care?
The app needed to become the site of care — a single, trusted destination for the full arc of a health question, from first symptom to appointment booked to prescription filled.
The Result:
The redesigned Pager Connect shipped as Project Hermes — a white-label triage, virtual nurse chat, and telemedicine solution that reached over 3.2 million members across 4 health plans and 2 countries.
How We Worked:
Pager ran design on a bi-weekly sprint cadence. Each sprint opened with a planning session that included engineering, product, and business leads — then moved through discovery, interpretation, ideation, and prototyping before a Thursday open demo and a Friday handoff and retrospective.
This rhythm meant design decisions had to be defensible every two weeks, not just at the end of a quarter. It also meant engineering was never handed a completed design cold — they were in the room from the start of each sprint, and technical constraints shaped the work before it became expensive to change.
For Project Hermes, the team operated within a clear set of decision-making criteria: add the new key features that partners had requested, preserve the familiar patterns that were already working, fix what was broken, and cut what wasn't being used. Every design choice was grounded in one of those four directions.