nodMD
I managed technical healthcare products, developing operations, and leading HIPAA compliance along the way.
Project highlights
Took a new product from 0-1, overseeing the definition, design, and build
Owned company roadmapping across products
Led multi-day, cross-departmental product summit workshops to build product-led growth
Discover the Product
I oversaw two product channels at nodMD: the existing telehealth product, and the pre-development marketplace product. Discovering solutions for our telehealth platform was easy -- watch the data, listen to the users, act, and iterate. Figuring out a brand new business segment, however, was much more difficult. I threw myself head-first into market research, going undercover to get demos then building up the market analysis that led our product strategy. This required constant collaboration between our early access users, our business leaders, and our engineering squads.
Tools Used
Now targeting a much larger product offering, our build process changed quickly after I joined. I formalized an agile process, educated the company on it, then started giving our engineers what they needed to deliver at the rate we needed. We were able to deliver resolutions to long-standing bugs, launch new features, and even launch our RESTful API integration with an EHR -- all without burning ourselves out.
Tools Used
Deliver the Results
To get the team to deliver quality in the strategy I'd planned, I had to earn my right to become a leader. I built deep rapport with my stakeholders, but especially with my engineers -- a group that had been constantly re-directed and was growing tired. I built a culture of empowerment and ownership, first on the engineering side, then later to my hiring and management process for the department's expansion.
Tools Used
