Case study · Product design
Navigation redesign
Finding out what to do today meant checking three separate sections of the app, each showing everything you'd ever been assigned, not just what mattered right now. I designed a unified daily task concept and broke the redesign into scoped pieces the team could actually build from.
Final design
The old navigation
This started from a conversation I brought up with product: navigation had fragmented across too many sections. Patients recovering from an injury don't have a long attention span for tracking down what to do next or where to go. Program, Communication, and Guidance each lived in their own card on the home screen, with no sense of what actually needed attention today. The screen below shows that structure.
Opening any one of those cards led to the same problem: a single long list of everything a patient had ever been assigned, with no distinction between what was due today and what wasn't. The three screens below show that pattern repeating across Program, Communication, and Guidance.
Concept and prototype
The starting point was open-ended: explore some kind of daily task concept for the home screen. The real problem underneath it was clear to me: patients had no single place to see what they actually needed to do that day. I built a full interactive prototype that answered that question directly, pulling relevant items from exercises, communications, and guidance into one prioritized list. Communications also got a focused one-question-at-a-time flow instead of a scrollable list. The recording below is that prototype.
Scoping the redesign
Rather than one large redesign, I broke the work into three sequenced tickets: a consolidated Library to replace three separate navigation destinations, and a shared horizontal flow so Communications worked like Exercises already did. The third redefined the home screen itself around a single daily task list, finally answering the question patients kept running into: what do I actually need to do today. The screen below shows where that Library work landed.
Final Library · Exercises, Communications, and Lessons in one place
What I'd take from it
Building the daily task list around one question, what does a patient need to do today, is what actually solved it. It's the lens I'd apply to any feature spanning multiple parts of a product, design around the single moment a user needs, not how the backend or navigation happens to be organized. Scoping the redesign into three focused tickets also had a side benefit I hadn't planned for. It let two designers work in parallel, each staying close enough to the other's work to give useful feedback.