Amy Leigh Morgan

The situation:
As the only UX writer for a brand-new telehealth business model, my job was to guide users through the end-to-end customer experience, making sure they felt confident and cared for at every step.

The task:
Find the best ways to entice and educate customers about a message-based telehealth marketplace, help them confidently choose a care provider, then guide them through a clinical experience from intake form to treatment plan—while adhering to strict regulatory, clinical, and brand requirements.

The action:
• I continuously partnered with our UX researcher throughout the product development cycle, from pre-beta to public launch, to identify and iterate on terminology and content design.
• Based on customer experience outcomes (CXO) defined by my research partner, I established a messaging framework, style guide, and string library to help my design, product, and engineering partners move quickly and confidently.
• I collaborated with clinicians and our legal team to develop a bank of clinical intake forms for 23 acute conditions. In the course of this work, I established customer-friendly language and interaction patterns to help patients give clinicians critical health information. After I established the foundational patterns, I hired and managed a clinical writer for this work.

The result:
Post-launch, qualitative and quantitative research gave strong indicators of success. 100% of qualitative study participants (38/38) rated Amazon Clinic “easy” or “very easy” to understand and use. Our post-visit customer satisfaction survey showed that 85% of customers were satisfied with care received.

The situation:
Due to federal patient privacy laws (HIPAA), prospective Amazon Pharmacy customers couldn’t check the estimated insurance price of their medication without first creating a user profile, which caused significant drop-off in the customer conversion funnel. My UX design partner and I needed to update the user flow to make this step feel contextually relevant, with the ultimate goal of improving conversion.

The task:
Simplify the “check insurance price” flow to feel safe and relevant for customers while maintaining strict adherence to federal patient privacy regulations.

The action:
First I needed to understand what customers didn’t like about the existing user flow. Then I needed to understand the regulatory, technical, and design constraints of the problem space. Once those steps were accomplished, my design partner and I could update the user flow and language to help customers feel more comfortable and confident about the actions required to check their insurance price.

I collaborated with research, product, and design partners to find the top customer pain points in the existing flow. We identified three main problems:

1. Customers were required to create a user profile immediately after hitting the “Check copay price” button, which felt like a larger commitment than they were willing to make just to check a price.

2. Customers were being asked for demographic and prescriber information before they could check their insurance price, which also felt like too much of a commitment.

3. Customers didn’t understand that the price was an estimate, and that Amazon Pharmacy would need to contact their insurance provider in order to get their estimated insurance price.

To solve these problems, we rearranged the flow and updated the CTA language to improve continuity and relevance. I replaced jargon with friendly, intuitive language that our customers could understand and relate to, and added simple explanatory bottomsheets to help people understand why we needed their information.

The result:
We received strong signal that the updates helped people understand and feel confident about the flow. Specific results of this design update are confidential.

The situation:
Nordstrom leadership wanted to establish the company as an authority in the sneaker space. They commissioned an SEO-friendly release calendar featuring high-heat sneakers for women, men and children. Nordstrom.com had never supported a continuously updating, cross-divisional feature before, so everything about this project was new.

We had no dev resources and a compressed timeline, and it had to look great. Not only was leadership paying attention to this, our vendors would use it to decide whether they should give us increased access to limited and exclusive product.

The task: 
Our business partners requested a calendar grid with pop-up modals for each sneaker. The modals would contain product descriptions, store locations and other relevant information. However, there was no existing site template to support this request, and in the absence of dev resources, we couldn’t create a new one.

Dev constraints aside, there were several functionality problems with the requested calendar-view design:  
• Only able to accommodate a few product releases on the same day due to space constraints.
• No way for customers to get to product without going through a modal pop-up. This is a poor experience on desktop, and a potentially business-killing one on mobile.
• No way for the customer to quickly see who the shoes were for: women, men, unisex, big kids, little kids, boys, girls, etc.
• The Nordstrom store locator feature runs through a pop-up modal, so for in-store only releases, we’d have to find an alternative solution to triggering a modal from within the product modal.
• Each modal would need to be designed by hand, a labor-intensive prospect. There was no budget for additional headcount.
• With a labor-intensive design, existing data entry and QA processes could not accommodate the erratic, accelerated schedule of this product.

The action: 
• To work within existing site templates, we created a bare-bones calendar with an elevated design sensibility inspired by the New Museum and MoMA. This design looked great on every screen, from mobile to desktop.
• Instead of pop-up modals for each product, we offered specific shop links that took the customer straight to product. For in-store only releases, we included a phone number customers could call for the store locations.
• Eliminating the modals in favor of a single, long page was also ideal for search optimization.
• The minimalist design allowed for a streamlined process that was 60% faster than existing processes, and agile enough to accommodate last-minute updates.

The result:
Through a process of continuous review and iteration, we created a pared-down, elegant page with major impact - using no additional resources.

Leadership loved it, our vendors loved it and our customers loved it. Nike and adidas allowed Nordstrom to carry more limited and exclusive product (Yeezy releases, Virgil Abloh “The Ten” releases, etc.). Product featured on the page had higher sell-through rates. And Nordstrom went from page eight or nine of Google search results to page two in less than a week.