01 · CARE WELLNESS SUITE · SEP 2022 – NOV 2024 · B2B2C HEALTH · COMMERCE · ENTERPRISE DATA
Designing a wellness system that reached 70% adoption across 4,700 users and supported a six-figure sales opportunity
Role
Lead Product Designer & Researcher
Client
Care × Raffles Medical Group
Timeline
Sep 2022 – Nov 2024
Care and Raffles Medical Group were starting from scratch in corporate wellness. Over about 2.5 years, I designed the employee app that reached 70% adoption across 4,700 users, the HR tools for running programmes, and the analytics layer sales used to find six-figure commercial value.
70%
adoption · 4,700 users · 7 months
~20%
of roughly 20,000 Raffles Connect MAU
≈3×
average monthly engagement among engaged Wellness Zone users
Q1 2024
POC SOW signed after prototype-led prospecting
How the pieces connect
Wellness participation
EVENTS · FORMS · CHALLENGES
→
Points earned
THE EARN MECHANIC
→
Marketplace discovery
USE MY POINTS
→
Redemption
POINTS BECOME THINGS
→
HR / sales insight
THE DASHBOARD
↺ insight funds the next programme → more participation → the loop turns again
WHAT I DID
01
Led design for the Care wellness suite for about 2.5 years: the employee app, HR admin tools, and analytics dashboard.
02
Interviewed HR teams and employees at Care partners, then mapped the findings. Their accounts pointed to an employer-led B2B2C direction and shaped the engagement mechanic.
03
Co-designed the dual-loop points system with the squad: employees earn through wellness activity and spend points on corporate perks.
04
Reworked the information architecture so Wellness Zone could sit alongside medical records and the marketplace without changing the model users already knew.
05
Ran co-creation pitch sessions that moved a prospective corporate partner into commercial and RFP work before production code existed.
06
Designed the Benefits, Health Report, and Wellness analytics in Figma and Power BI. Sales used them in B2B prospecting and identified a six-figure annual opportunity.
Act 1
The Engine: making employees use it
User problem
Employer-funded benefits still felt like work.
Employees struggled to understand and track employer-funded benefits, claims were slow, and wellness programmes did not motivate everyone in the same way. We needed to learn what would make participation relevant and worthwhile, while giving HR a programme people would use.
01
Choosing an employer-led model
We needed to choose between a consumer app and an employer-led model. Interviews with existing partners pointed to employers as the main activation channel.
02
Making the product credible before launch
We needed a prospective corporate partner to understand a future service without a user base or a live product. The prototype had to make the system concrete enough for commercial evaluation.
03
Fitting Wellness Zone into Care
Wellness Zone had to sit beside medical records and the marketplace without confusing people who already used Care.
Before Wellness Zone · September 2022
Care already taught employees two distinct jobs.
Home was the route into healthcare services; Membership was where an employee found their corporate plan and benefits. Wellness had to extend that corporate-benefits mental model—not become a third, disconnected destination.
Home · healthcare services
Membership · corporate benefits
Research · Jan 2023
We studied why funded benefits still felt hard to use.
Two questions anchored the research: what would employees consider a successful wellness programme, and what would motivate or reward them for taking part? We expected employees to rate flexible, cash-like rewards above structured wellness benefits. We also expected financial incentives, peer support, and professional health guidance to drive participation more reliably than social motivation alone. I interviewed 6 employees and 2 HR administrators at existing Care partners, then mapped the patterns. Their accounts pointed to an employer-led B2B2C direction.
Owned
Jan 2023 · affinity mapping: wellness apps, rewards & motivation
Participant voices
Relevance
“If it’s something that concerns my health and is personalised, I will pay more attention to it.”
Design implication
Prioritise personally relevant health content instead of asking employees to browse a generic library.
Value
“Cash is king, second king is vouchers. I would calculate the exchange value of points to rewards.”
Design implication
Make the value of points and the path from earning to spending easy to understand.
Duration
“I am willing to take part in challenges if it’s only three days. If it’s more than that, I’m not keen.”
Design implication
Design for short, achievable challenges; treat longer social programmes as a segment, not a universal motivator.
Anonymised interviews · 6 employees + 2 HR administrators · Jan 2023 · lightly edited for readability
Key research findings
01
Rewards supported repeat use
Participation was more consistent when activity led to points, discounts, or cash equivalents. Social motivation on its own did not sustain use.
02
HR set the pace
Company-wide challenges and HR-led programmes outperformed individually promoted content. The employer relationship drove participation.
03
People needed to understand their points
Users asked how points were earned, spent, and expired. A clear points wallet had to come before the rest of the gamification could work.
Research limitations
Eight interviews cannot represent every employee or HR team. The discussion guides and interview notes exist in Notion, but I did not write up each session as cleanly as I should have. The affinity map carries more of the evidence trail than it should. Next time, I would document each interview immediately instead of filling gaps from the synthesis later.
Hypotheses
Three hypotheses turned patterns into testable product direction.
01
Employer activation
The corporate relationship was the clearest route into participation.
02
Tangible exchange
Points needed visible value and something useful to redeem.
03
Personal relevance
One generic content feed would not motivate people with different goals.
Product decision · Decision 01
Employer-led wellness
Research evidence
Interviews with 6 employees and 2 HR administrators linked participation to HR-led programmes, relevant health content, and tangible rewards.
Hypothesis
The employer was the clearest route into participation. Rewards and relevance could then support return use.
Decision
Scope Wellness Zone as a corporate benefit reached from the Membership landing, with programmes run by HR.
Evidence
The POC reached 70% adoption across 4,700 users. Engagement also tracked with HR-led programme pushes, consistent with the interview pattern but not proof of causation.
Stakeholder Alignment + Information Architecture
We chose the corporate model before drawing the interface.
Testing raised questions about wellness versus health, personal versus corporate, and scores versus activity. I brought Product, Design, and the CPO together before those questions became rework. We kept Care’s familiar top-level navigation and placed Points Wallet, Programmes, Events, Challenges, Forms, Interest Groups, and Resources inside Wellness Zone. A public offering would have reached people beyond Care members, but its points funding and revenue model were unresolved. We therefore scoped a corporate-only screen reached from the Membership landing, aligned with Care’s go-to-market strategy.
Owned
Jul 2023 · discussion on Health & Wellness: UT insights, CPO feedback, product-design alignment
Owned
Oct 2023 · Wellness Zone sitemap: 7 core sections + completion-to-points redemption flow
Partner pitch
The prototype turned an abstract product into a commercial conversation.
I worked with the C-suite, sales, and partner teams on the prototype they took into pitches. It covered enrolment, wellness features, health profile, and points redemption. Commercial and RFP work began in Q3 2023, followed by the POC SOW in Q1 2024. The map below comes from the prospecting work; the guided flows later in this chapter use a redacted version prepared in December 2023.
Owned
Q3 2023 · Figma prototype map used in prospecting · Owned
Iteration evidence · May–September 2023
Feedback changed the hierarchy from June to September.
The sequence starts with an assumption, then shows the concept used for feedback, what people misunderstood, the changes made across the following sprints. The April 2024 POC entry points follow below.
01 · May 2023 · Assumption
Start with a broad destination.
The low-fidelity concept grouped programmes, community, content, and services, but it did not yet establish a clear participation or value hierarchy.
Owned
02 · June 2023 · Concept
Make the exchange visible.
The concept introduced a points total and redemption entry, then connected activities, challenges, groups, perks, and resources.
Owned
03 · June feedback · Observed
People saw points but could not explain them.
People confused Wellness with Health, could not tell whether points were earned or spent, and wanted clearer progression.
Owned
04 · September 2023 · Changed
Make participation legible.
June feedback directly drove changes to points clarity, earning labels, hierarchy, and completion states across the following sprints.
Owned
The sequence documents how the hierarchy changed. The rollout tested the complete product and programme, so it cannot isolate one interface change as the cause of adoption.
Guided prototype · Q3 2023 prospecting
The prototype connected a relevant action to completion and value.
The research suggested that value, personal relevance, and employer activation mattered. These three short flows show how I made those hypotheses tangible enough to discuss with product, engineering, and prospective clients. They use a redacted version prepared in December 2023 from the originals used for Q3 prospecting.
01 · Interaction evidence
Complete a form
User goal
Understand why the form matters, how long it takes, and whether the response was submitted.
Design response
A short introduction, bounded questions, and an explicit completion state turn a broad invitation into a task employees can understand.
Evidence boundary
This walkthrough shows the proposed interaction. It does not prove response quality, trust, or a points effect.
Owned
Prototype walkthrough · user controlled · no autoplay
02 · Interaction evidence
Track a steps challenge
User goal
Know what participation requires and see personal progress, points, and optional social comparison.
Design response
Tracker connection, progress history, completion, and leaderboard states make effort visible for employees motivated by progress or peers.
Evidence boundary
The prototype moves through preset states. It does not demonstrate live step tracking or sustained participation.
Owned
Prototype walkthrough · user controlled · no autoplay
03 · Interaction evidence
Use the value earned
User goal
Translate an abstract points balance into a reward with a clear exchange value.
Design response
The flow connects the Wellness balance to browsable inventory and an explicit points choice at checkout.
Evidence boundary
The prototype demonstrates the proposed earn-and-spend loop. No redemption conversion claim is made.
Owned
Prototype walkthrough · user controlled · no autoplay
Event flow · secondary evidenceEvent details, joining, and leaving applied the same pattern: show the practical information needed to commit, then make participation status explicit. It remains secondary because Form, Challenge, and Redemption explain the core participation-to-value argument more directly.
April 2024 · POC launch activation
Home and Benefits led into one Wellness Zone.
I kept Wellness within the corporate-benefits journey. A guided introduction on Home and a points-aware tile in Benefits gave employees two familiar ways into the same destination.
01 · Home
Introduce the destination where employees already begin.
02 · Benefits
Keep Wellness beside claims and panel clinics in the corporate-benefits context.
Shared · One Wellness Zone
Make points, quests, and possible next actions visible in one destination.
These launch interfaces explain the activation design, but they do not by themselves explain adoption. The POC tested the product, HR programme, communications, and rewards together.
Parallel employee + HR operating system
Employees participated in the app; HR configured the programme behind it.
The employee app made challenges, points, events, communities, forms, and health content visible as one programme. In parallel, the HR tools let programme owners configure eligibility, activities, completion rules, points and scoring, and the perks employees could use. The analytics dashboard comes in Act 3.
These screens show the system's configurable scope. They do not establish a measured reduction in HR workload and do not prove that any configuration caused participation.
Act 1 · Outcome
The engine worked from Apr–Nov 2024
70%
adoption across 4,700 users (employees + dependents) during the 7-month POC validation period (Apr–Nov 2024)
~20%
of roughly 20,000 Raffles Connect MAU at the time
≈3×
average monthly engagement among engaged Wellness Zone users
Q1 2024 SOW
signed after prototype-led prospecting and commercial work that began in Q3 2023, before production code existed
The Q1 2024 SOW led into a live POC from April to November 2024. During the seven months, some employees responded to cashback and points-for-perks, while others responded to peer activity. Engagement also tracked closely with HR-led programme pushes, consistent with the January interview pattern that HR set the pace.
What I’d test next
The full-scale rollout tested the product and programme together. I’d hold a cohort back from HR-led programming for 30 days and measure whether engagement holds. If retention drops past a set threshold, I’d measure how much the experience depends on HR programming and adjust the reward design accordingly.
Act 2
The Exchange: turning participation into redemption
// How to read the evidence below
LiveIn market and verified on the stated date.
ProductionShipped and previously in use; since superseded.
UnshippedDesigned and handed off; did not ship.
OwnedMine end to end — research, decisions, deployment, iteration.
Co-designedDesigned with the squad; shared decisions.
Product decision · Decision 02
Rewards as engagement infrastructure
Research evidence
Participants compared point values with cash and vouchers, asked how points expired, and preferred short, achievable challenges.
Hypothesis
Points needed a clear value, a visible balance, and something useful to buy. Earning alone was not a complete experience.
Decision
Co-design an earn-and-spend loop across wellness activity and marketplace redemption, then standardise points, stock, and delivery states.
Evidence
Live Wellness Zone and Use My Points surfaces now close the loop. The current and previous marketplaces both reached production; no commerce performance metric is claimed.
Rewards
Points worked when people could spend them.
I designed the exchange around browsable inventory, clear stock and delivery states, and a points balance that reads like money.
The earn mechanic
Employees earned points through events, forms, and challenges, then spent them on corporate perks. The squad co-designed the points mechanics; I owned the wellness surfaces from research through iteration.
Live in market
These August 2026 captures show the Wellness Zone landing, Use My Points, and the marketplace it replaced. The live captures use a signed-out demo account, so both balances read zero.
Live · Aug 2026Owned
Wellness Zone: events, forms, and challenges. I took this from research through deployment and iteration.
Live · Aug 2026Co-designed
Use My Points: balance, categories, and product states. The squad co-designed the points mechanics.
ProductionCo-designed
The marketplace before the current design. It solved the same job differently.
The system underneath
Points, stock, and delivery states had to mean the same thing everywhere. I redesigned badges and tags around state hierarchy, number limits, and filter chips that behave the same across wellness and commerce.
ProductionOwned
Badge and tag redesign: semantic hierarchy and number limits across wellness and points surfaces.
ProductionOwned
Usage guidance for points and state badges.
ProductionOwned
Chip variants for browsing inventory.
ProductionOwned
Chips used to filter marketplace categories.
Act 2 · Outcome
The exchange is live
Live
The earn-and-redeem loop is in market. Wellness activity earns points; points buy real inventory. Verified Aug 2026.
Iterated
The marketplace shipped, was replaced, and shipped again. The earlier and current designs were both production surfaces.
Systematised
The badge and tag redesign sets how points, stock, and delivery states appear across wellness and commerce.
The hinge
Redemptions showed what people spent points on and which programmes drove use. That data sat across the app, marketplace, and admin tools, leaving HR and sales without a clear view.
Product decision · Decision 03
Participation became employer insight
Research evidence
Benefits, health, participation, and redemption data sat across disconnected systems, leaving HR without a shared view.
Hypothesis
Participation data became useful when HR could compare programmes and make a case for where to invest.
Decision
Design one Power BI-compatible reporting layer spanning Benefits Plan, Health Report, and Wellness Zone analytics.
Evidence
Sales used the dashboard in client prospecting and identified a six-figure annual opportunity.
Act 3
The Payoff: making the data work
Reporting · May–Aug 2024
HR had the data, but no shared view of it.
Benefits, health, and participation data sat in disconnected sources. HR had no way to make the case for wellness investment. The dashboard also had to work in Power BI, so the visual system had to survive both tools.
Owned
The problem space: three gaps in data accessibility
What was built: three dashboard sections
01
Benefits Plan
Four views: At a Glance, By Segment, Trend Comparison, and By Time Period. Each answers a question HR teams brought to the dashboard.
02
Health Report
BMI, blood pressure, and fasting glucose by department, age group, and plan, so HR could focus health interventions.
03
Wellness Zone analytics
Participation and points-redemption patterns from the employee app, surfaced for the HR and sales teams.
ProductionOwned
Benefits Plan · iteration 2 walkthrough
Constraint
Power BI changed what could survive beyond Figma.
Colour had to separate the data
The palette had to distinguish each series at a glance and stay coherent. I went through six iterations before it worked.
Power BI set the limits
I checked every colour and chart type against Power BI’s rendering limits. Several Figma decisions changed once they had to work in the reporting tool.
The prototype had to sell
Sales needed a credible B2B demo for pitches. I designed the high-fidelity prototype for both the product team and the pitch.
Owned
Iteration 6 · final colour palette for report charts
Act 3 · Impact
Sales used the dashboard to validate a six-figure opportunity.
6-figure
annual value identified for the B2B HR analytics line through client prospecting
Active use
sales used the dashboard designs in client demos and prospecting
Phase 1 ship
development and sales used the high-fidelity prototypes directly, without another handoff layer
Reflection
The dashboard brought benefits, health, participation, and redemption data into one view for HR and sales.
