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Illia [ilˈiə] Kuzminov
CX/UX researcher.
4+ years into Research and DesignOps. Specializing in the end-to-end cycle of research, integrating data-driven approaches into product strategies. Expertise spans project and product management, art direction, and data analysis.
MedTech Pivot: Redesigning Customer Experience
/CONTEXT
Brought in as an external consultant during a pivotal moment in the product's lifecycle, I faced the challenge of redefining the customer experience for a unique MedTech product in the Georgian market. Users were struggling to understand the product's value proposition, leading to significant confusion and stagnating growth. My goal was to uncover the root causes of these issues and drive strategic improvements through a comprehensive UX overhaul.
/TEAM
СPO, PO, PM, Art-director, Design-lead, Customer support lead
/TOOLS
Figma, Google Analytics 4 (GA4), Miro, Hotjar, Notion, Zapier.
/RESULTS
— Increased NPS from near 0 to a range of 40-50 post-updates.
— Improved CSAT post-service usage from 20% to 65%, with consistent metrics for both active and newly acquired users.
— Raised the average CES by 2.5 points during user interactions after subscription and service booking.
— Boosted landing page conversion rates by 30% within the first month of the redesign.
— Reduced bounce rates on internal pages by 25% due to enhanced navigation and content structure.
— Decreased customer support inquiries by 40% following the implementation of new guidelines and the check-in program at partner centers.
/DELIVERED ARTIFACTS
— CJM
— Customer Personas (proto & validated)
— Market/Competitor research
— Data analysis reports, heatmaps, categorized screen records
— Survey guides and summary reports
— SWOT analysis
— User flows, wireframes, interactive prototypes
— Usability Test plan and summary reports
— Heuristic evaluation reports, Accessibility audit report
— Design specification
— Implementation roadmaps and prioritization matrix
— Benchmarking reports
/RESEARCH PROCESS
To uncover the core issues affecting user engagement, I initiated a series of in-depth interviews using the JTBD framework. I specifically targeted three key customer segments: churned users, active users, and potential customers. From these interviews, I distilled a set of hypotheses that required validation. This led to the creation of a research plan that incorporated both qualitative and quantitative methods, including surveys and a reporting format for the customer support department.
Utilizing Hotjar for screen recordings and heatmaps, and Google Analytics 4 for analyzing clickstreams and conversion funnels, I ensured that the data collected was robust and actionable. By triangulating these data sources, I was able to validate key insights and identify areas for immediate improvement.
During synthesis, we identified key problem clusters and developed a comprehensive understanding of users’ mental models—how they perceive our product, their expectations, and their previous solutions. Collaborating with key stakeholders, we conducted a SWAT analysis to align our findings with business objectives.
I presented these insights in an interim session to the CPO, PO, and PM, where we prioritized tasks using an Impact/Cost matrix. This collaborative approach ensured that all decisions were data-driven and aligned with strategic goals. We then created a detailed roadmap for implementing these changes, ensuring a clear path from research insights to product enhancements.
We organized our solutions into several categories: business processes, customer experience, user experience, and visual design. For each category, I facilitated discussions with relevant department heads to ensure buy-in and alignment. The redesign process began with the product’s landing page, where I collaborated closely with the design team, PO, and PM to develop a new version that was consistent with our product ecosystem. This redesign was guided by the insights gained from in-depth interviews and surveys, ensuring that the changes addressed real user needs.
Simultaneously, I recruited respondents for usability testing (UT) with a focus on first-time users. This testing was critical in validating the new design and ensuring it met user expectations. We conducted iterative tests, incorporating feedback to refine the design continuously. The redesign extended to internal pages, where we conducted card sorting sessions and iterative usability tests with complete usage scenarios, including critical edge cases. This thorough testing ensured that our final design was both intuitive and robust.
In parallel, I worked with the CPO and PO on refining the business model. We aimed to clarify the pricing structure and enhance the integration between our product and insurance company offerings, making the product more accessible and understandable for users. Finally, to improve the overall customer experience, we addressed pain points encountered at partner centers. By developing clear guidelines for partner-side managers and implementing a check-in program, we significantly reduced friction in the customer journey.
The changes we implemented had a profound impact, not just in terms of metrics, but in how users interacted with and perceived the product. By taking a user-centered approach and ensuring cross-functional collaboration throughout the project, we were able to transform the customer experience and drive significant business results.
/RESULTS
— Increased NPS from near 0 to a range of 40-50 post-updates.
— Improved CSAT post-service usage from 20% to 65%, with consistent metrics for both active and newly acquired users.
— Raised the average CES by 2.5 points during user interactions after subscription and service booking.
— Boosted landing page conversion rates by 30% within the first month of the redesign.
— Reduced bounce rates on internal pages by 25% due to enhanced navigation and content structure.
— Decreased customer support inquiries by 40% following the implementation of new guidelines and the check-in program at partner centers.