Executive Summary
In 2018, I joined GoHealth to pivot the company from a development-led team into a mature, product-led organization. As a design leader, I modernized UX standards across mobile, web, and internal tools, successfully scaling our product ecosystem to prepare the business for its Initial Public Offering (IPO).
The Transformation
Low UX Maturity:
Fragmented Product Lines: Web, mobile, and internal broker tools were built in siloed engineering buckets without centralized design oversight.
Feature-Led vs. User-Led: Engineering shipped features based on technical feasibility rather than validated user friction, leading to drops in the sales funnel.
Velocity Bottlenecks: Lack of design QA meant UI bugs leaked into production, creating technical and design debt that slowed down launch cycles.
The Operational Playbook:
Establishing Design QA Governance: Integrated design reviews directly into the engineering JIRA/Agile workflow. No code could be pushed to production without design sign-off.
Cross-Functional Alignment Workshops: Initiated collaborative product mapping sessions with Product Management and Engineering VPs to align design systems with technical architecture.
Embedding Behavioral Analytics: Deployed tools to track live agent behaviors, changing executive decision-making from "gut-feeling" to data-validated funnel optimization.
The Impact
IPO Validation: Scaled and standardized application design ecosystems to pass public-market due diligence, leading directly to a successful IPO. Delivered proprietary agent tools that served as a core driver in generating billions in corporate revenue
Operational Velocity: Reduced the product friction identification and design-to-production deployment cycle from weeks down to days.
Headcount Scaling: Built and scaled a multi-tier design function from the ground up to support high-volume, cross-functional product lines.
