Research
Find the real job and the constraint.
Mode0 → 1Incubate new products inside an existing benefits platform.
MotionResearch → decisionWorkshops, ideation, design, test — and a clear call to launch or stop.
ChaptersTwo productsRetire (did not launch) and Claims Advocate (did).
RoleProduct Design LeadFraming, facilitation, design, and cross-functional alignment.
- Situation
Nayya needed new product lines beyond the core Choose experience — real problems in retirement and claims, not feature extras.
- Mandate
Take concepts from a blank page to something the company could launch — or consciously choose not to — without treating incubation as theater.
- My contribution
I helped start products at 0→1: research, workshops, ideation, product design, testing, and support through launch when the evidence earned it.
- Decision
Incubate in the open — shared problem framing, visible prototypes, and a path to market — instead of isolated concept work.
- Selection
These two show the range. Claims Advocate reached people. Retire went through research and incubation and still did not launch.
- Why Retire stopped
Sales and GTM signal were weak, and the idea itself did not clear product judgment. The incubation was still worth it.
How the work moved01 02 03 04 05 06
Research. Workshop. Ideate. Design. Test. Decide.
Each product started as an open problem. I helped frame the evidence, run the room, turn options into a point of view, design the first experience, and test whether it held. Launch was earned — not automatic.
Workshop
Get the company looking at the same problem.
Ideate
Make alternatives specific enough to judge.
Design
Commit to an experience the team can build.
Test
Check whether people can use it — and would.
Decide
Launch when the evidence holds — or stop with a clear why.
RoleProduct Design Lead
MotionResearch → decision
Stage0→1 · launch or stop
FocusRetire · Claims