Led UX strategy for scalable systems and interaction patterns supporting medication management, analytics, and pharmacy operations across a complex multi-product platform.
I joined Omnicell as the sole designer on the cloud platform team, facing a steep learning curve in a highly regulated, clinically complex domain. The goal: transition medication management from a legacy on-premise product to a modern cloud platform, maintaining feature parity while meaningfully improving the experience.
I started by establishing a design system using Material components, patterns, and icons, then delivered wireframes to unblock immediate development needs. Alongside that I conducted user studies with existing customers, collaborated with the business intelligence team on feature prioritization, and worked to align design decisions with strategic business goals.
What worked: strong engineering, product, and UX partnership, and leadership that was genuinely receptive to data and research findings.
The legacy product before I joined. Engineering was waiting on a designer — so my first move was to reskin the existing journeys to unblock development, then layer in deeper efficiency improvements once we had a foundation to build on.
Cloud platform landscape model — aligning features, products, and devices across 22+ scrum teams.
Medications and supplies were characterized by 147+ distinct attributes — each one dictating behavior and rules at specific locations across hospital systems. The challenge wasn't just visual: it was assessing necessity, collecting usage data, and organizing attributes in a way that was both clinically accurate and actually usable within a real delivery timeframe.
The solution: fixed page flows for readability, Material Design system for familiar component behavior, clear tabs and information hierarchy, and distinct view/edit modes. The result was measurably improved usability and findability — and crucially, it earned trust from both the engineering team and beta testers.
Early wireframe sketches exploring layout and interaction patterns.
High-fidelity mockups of the medication management platform.
Virtual workshop with major health systems — building the prioritized feature roadmap.
While building templates, I ran parallel problem space research — meeting with SMEs and stakeholders to understand what UX improvements were really worth, even in a free product offering. I mapped daily engineering touchpoints, identified user roles across 5 large hospital systems, and ran online workshops with product managers.
From this I built a value model that connected better experience to two outcomes that mattered to the business: reduced pharmacy staff time, and improved patient safety. That model secured the resources and team needed to pursue a full redesign roadmap — and validated design as a strategic investment, not a cost center.
These features focused on reducing operational complexity across medication management workflows — translating fragmented systems, workflows, and data structures into scalable, unified experiences.
Medication management workflows relied on 147 attributes defining item behavior across locations and systems. We improved findability and reduced cognitive load by restructuring attributes around real pharmacy workflows and usage patterns.
Health systems managed medication workflows across three disconnected lists due to location-based attribute variance. We identified the underlying systems issue and designed a unified interaction model that consolidated all three into a single operational view.
Following a platform reorganization, I helped align the analytics platform alongside core operational products across 22+ scrum teams. Using systems models and service design frameworks, we established a shared operational vision across products, workflows, and devices.
Every item — medication and supplies — within Omnicell's medication management system was characterized by a staggering 147 distinct attributes or more, affecting how items behaved at particular locations. These attributes were organized in non-intuitive categories, causing users to struggle with findability.
To understand the real problem, we conducted ethnographic research through pharmacy shadowing — observing the daily, weekly, and standard tasks performed by pharmacists, pharmacy staff, technicians, and nurses. This gave us the task model we needed to rethink the entire attribute architecture.
I spent several days working with SMEs, reviewing every item attribute and categorizing each one based on the tasks it related to. Unused attributes were removed. Related ones were combined. The result: a task-based grouping that matched how pharmacy staff actually worked.
A 47% reduction in cognitive load — not by removing functionality, but by organizing it around how people actually work.
Before: 147 attributes in non-intuitive categories.
After: 78 attributes grouped by how pharmacy staff actually work.
Within the medication management legacy system, users navigated three separate lists for medications and supplies: an enterprise item list, a site item list, and cabinet item lists. Though seemingly hierarchical subsets, they functioned independently — because items possessed different attributes based on location.
Each item had a standard set of attributes giving it a unique Item ID, but additional attributes dictated its behavior in various circumstances and locations. The same item appeared multiple times across lists with varying properties. For example, an item might require witness verification at the enterprise level but not at a specific location like the Emergency Room — forcing users to manage duplicates across all three lists just to understand contextual behavior.
The solution was deceptively simple: a location selector within the item attributes view, allowing seamless navigation between attribute values based on where the item was located. One view. One list. All context.
"The most effective design solutions are imperceptible."
The integrated item view with location selector — eliminating three separate lists with a single contextual control.
As scope expanded, I built and inherited a team of six supporting 22+ scrum teams — covering operations, analytics, and cabinet (robot) experiences. The challenge was no longer about individual features. It was about ensuring users perceived the entire system as a unified whole rather than a disjointed collection of parts.
We applied Gestalt principles for connection and continuity, invested in ethnographic research — shadowing pharmacy admins, pharmacists, and technicians — and collaborated with Product Leaders to build a cohesive product strategy grounded in customer vision and value statements.
Key findings from shadowing shaped the roadmap: pharmacy technicians needed visual tools for medication stocking; the item edit flow involved 5–12 steps requiring simplification; inventory management needed dedicated space; and discrepancy management for controlled substances required entirely new stress-scenario workflows.
Ethnographic research — shadowing pharmacy admins, pharmacists, and technicians in the field.
"Connect the dots for our users. Do not make them think." Reduce friction between systems, roles, and workflows so the experience feels continuous.
Consistent design across all devices — including micro-interactions, table hierarchy, and standard page templates — so every touchpoint feels like one product.
Focus on adding value at each process step rather than simply reducing clicks. Outcomes, not just efficiency.
System landscape map
Unified experience model
Cabinet / robot feature model
"The efforts to unify teams, align underlying services, and ensure consistent deliverables across all departments led to significant improvements in user experience and operational efficiency."
