Profit Increase and Cost Reduction: Creating an Internal Lead Qualification and Conversion Platform for Health Insurance
My Role
Senior Service /
Product Designer
Industry
Health
Main Skills
User Research, Service Design, Journey Mapping, Data-driven Design, UX/UI for Internal Tools, Stakeholder Management, Design Strategy, Design Ops, Cross-functional Collaboration, Business Impact Design
The Basics
Getting to know the company
Escale Digital is a B2B2C company that currently operates in the Health, Finance and Home Services verticals, acquiring leads, converting them through phygital and automated journeys, and transforming them into contracts for the largest companies in the sector in the country and in Latin America.
In the Health vertical, the company directly seeks potential leads through Inbound and Outbound Marketing strategies, applying lead scoring to qualify which leads are hotter and converting them through a strategy that combines a journey that can be 100% online or also involve direct contact with operations.
Context
The company’s main pain points
The Health vertical was the second business unit acquired by the company, which previously had almost all of its profit coming from the Home Services vertical. One of the main points of concern noticed by the Business team when starting work in this unit was the high operational cost it carried, which drastically reduced the vertical’s profitability.
In addition, this unit had also been a stand-alone company beforehand, which created some resistance among business leaders to accept certain technology decisions that had been made previously.
The scenario I encountered was: operators using three different platforms, at high cost, to complete a sales journey full of communication flaws and with no omnichannel integration.
Approach
Design Decisions and Process
My first step as a Designer was to understand how all these changes had previously taken place, what the history was, and also the main perceptions of both the operations and technology teams, in order to create a shared understanding of the main mistakes made in the past.
The strategy I adopted for this challenge was to map out scenarios and understand the necessary contexts, focusing on two key moments: the current moment and the scenario we envisioned for this area once the tool was ready and being used by our sales teams.
Research
Current moment: Personas
Before creating our product, we needed to understand and promote a shared understanding of who the personas involved in our project would be from the very beginning. It was through this knowledge that we would be able to develop a solution that made sense for our users.
Our users were divided into two main groups: standard service and special service. To ensure that both groups would be included in a single solution, I interviewed 8 people from each group and also spoke with the leaders of these divisions to gain an overview of who our future users were.
Research
Current moment: User Journey
To align on the key functionalities and ensure our users could make full use of the tool, it was necessary to understand the current process of selling a health insurance plan.
As a result of our interviews, I designed the user journey, divided into two main stages: the qualification journey and the negotiation/sales journey.
Research
Current moment: Task Analysis
However, once these materials were completed, it became clear to me that the knowledge gathered was still not sufficient to evolve our project and design a fully functional solution for our users.
Therefore, I decided to spend one day with each of the groups selling our health plans, observing how they worked and what the main tasks were for developing and selling a new health insurance plan.
This experience not only gave me a complete overview of how they worked and what it meant to be a health insurance salesperson, but also allowed me to develop a framework capable of guiding us in solving our feature, called: Task Analysis.
Definitions
Defining our future
With the current moment mapped out and shared among us, it was time to decide on our future and how we would begin working on the platform as a whole. To do this, I needed all stakeholders to be aligned and in agreement with the decisions we would make.
I therefore created a short co-creation session involving the entire product squad (Product Manager, Tech Lead and Developers), as well as the sales leaders and the Business team responsible for developing the new vertical.
Deliverables
Vision of our future
The main outcome of our co-creation session was a clear vision of the mission and vision for our product, enabling us to align as a team. This vision was validated by all teams and presented to the entire company, ensuring everyone was aligned on what we would deliver in the coming months.
Deliverables
Future Blueprint
To ensure that all our decisions and priorities made sense, I created a framework called the “Future Blueprint”, where I plotted all the discovered information in detail, which also allowed us to generate a Roadmap for our platform.
This Roadmap served as a basis for prioritisation discussions, as well as a clear vision of where we were heading, acting as a living document to ensure the successful execution of our product.
Testing
Betting Table with Stakeholders
As our initial challenge was keeping stakeholders aligned with us—particularly to maintain our existing product and team consistency—I developed a “betting table” methodology. Together, we decided what would be prioritised for the next Sprint and defined milestones needed to set OKRs and main quarterly metrics.
Testing
Top Lane + Bottom Lane
As we were developing a brand-new tool from scratch, it was crucial that Design and Development work were perfectly aligned, avoiding delays and wasted time.
We therefore developed a process called “Top and Bottom Lane”, where we divided Design and Development work based on the key stages required to ensure successful implementation.
Testing
Testers Squad
As this was a live product, directly impacting the commission our employees received at the end of the month, we could not risk errors or implementation issues disrupting their income. We therefore created a beta testing group to use the product.
We divided two teams, rotated monthly—one for qualification and one for negotiation. I personally attended both teams’ daily meetings to understand what was working, what was not, and noted down key points they identified.
This also enabled me to better understand how they used the platform and bring truly real feedback to our team based on actual usage.
Solution
Qualification Platform
Our platform was divided into two main parts: the first created for our Qualification teams. The main goal of this team is to analyse all leads acquired through marketing strategies and turn them into SQLs so the Sales team can sell health insurance plans.
Within this platform, operators could:
Analyse all received leads, categorise, review, tag, filter and manage their own lead base;
Understand the lead score given through marketing strategies and the online journey team;
Track all pages, stages and contacts the lead had already gone through with our solutions, ensuring a complete journey;
Contact the lead to understand specific details about health plans, identify the best solutions for them, and transfer the lead to the sales process.
Solution
Sales / Negotiation Platform
The second part of our platform was accessible only to the negotiation team, but it was fully connected to the acquisition journey. The sales and negotiation platform integrated with the entire history of the lead and everything that happened during the qualification process. Salespeople could receive a lead directly in real time or offline, and through their client and negotiation base, they could:
Speak directly with leads in real time or work on offline leads later;
Control and add leads to their agenda, ensuring better contact management and follow-ups;
Add all necessary client information to their profile page, including PDF quotes of their preferred plans, making negotiation easier;
Consult the best available health insurance plans for their clients directly through integration with the national private health insurance system.
Results
100% of qualifications and sales through the platform
After one full quarter in Beta, the platform was officially integrated into the company’s Health sales and operations team, with all qualifications and sales being carried out directly through the platform.
We therefore achieved two of our main OKRs:
100% of sales carried out through the platform;
100% of qualifications carried out through the platform.
Results
25% reduction in CAC for the vertical
With the implementation of the new platform, we achieved a 25% reduction in CAC (customer acquisition cost) for the vertical, directly impacting company results and increasing the vertical’s revenue.
Results
15% increase in sales efficiency
Through the new sales platform, we also increased our sales efficiency, monitored by the percentage of users contacted and converted—features that were part of our tool—thereby directly boosting the vertical’s performance.
Next Project
Design and Business: how I used public data to guide the creation of a product and generate R$800,000 in revenue in the first year
Applying my knowledge in qualitative and quantitative research, combined with my product expertise, to support and promote the creation of the company’s most profitable business unit.
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My portfolio isn’t available on mobile just yet
For the best experience, please visit on a desktop.
As a little thank-you for your patience, here’s a cute dog gif