Creating a Consistent, Accessible Member Experience
Thesis
Transforming a fragmented enterprise platform into a more consistent, intuitive, and accessible member experience.
I led the Consistent Member Experience (CMX) initiative across Personify Health's member-facing portfolio, establishing experience standards based on Nielsen Norman Group usability principles and WCAG accessibility requirements, auditing the platform against them, and mobilizing Product, Design, and Engineering teams around a coordinated transformation.
Project snapshot
Company: Personify Health
Role: Product Leader, Member Experience
Initiative: Consistent Member Experience (CMX)
Scope: Enterprise-wide member-facing web and mobile experience
My contribution: Product strategy, experience standards, portfolio-wide audits, prioritization, accessibility strategy, investment case, cross-functional program leadership
Scale: Every UI-facing Product Manager and Engineering team across the platform
Investment: $130K secured for accessibility audit and remediation support
Standards: Nielsen Norman Group usability principles + WCAG 2.1 AA
Outcome: Established an enterprise framework for consistent and accessible experiences while reducing future accessibility remediation costs by approximately $80K.
The problem
Personify Health had grown into a large platform with experiences developed by different teams, at different times, for different purposes.
That history showed up in the member experience.
Inconsistent experiences
Patterns, interactions, layouts, and behaviors weren't always consistent across features. Members could move from one area of the product to another and encounter different ways of accomplishing similar tasks.
That inconsistency increased the amount members had to learn simply to navigate the product.
Cognitive overload
The amount of content and functionality available across the platform created another challenge: complexity was increasingly being transferred to the member.
We needed clearer information hierarchy, more intuitive interactions, and greater consistency so members didn't have to continually interpret how each part of the product worked.
Accessibility gaps
The platform also needed a systematic approach to accessibility.
Some gaps went beyond individual UI components. Mobile accessibility issues such as responsiveness and landscape-orientation support had architectural implications, meaning remediation couldn't be handled entirely through isolated front-end tickets.
We were dealing with experience debt and accessibility debt at enterprise scale.
The insight & strategy
I framed these issues as parts of the same underlying product problem:
Members should not have to relearn the product as they move through it—or encounter barriers because the experience wasn't designed for the way they access it.
We created the Consistent Member Experience initiative around four experience goals:
Consistency. Intuitiveness. Reduced cognitive overload. Accessibility for all.
Nielsen Norman Group principles gave us a usability foundation for evaluating the experience. WCAG gave us a formal accessibility standard.
But standards alone wouldn't change the product.
The strategy required turning those principles into specific, prioritized work owned by the teams building each part of the experience.
What I built & led
A platform-wide UX audit
I worked directly with every UI-facing Product Manager and Engineering team to evaluate their feature areas against the experience standards established for CMX.
Rather than conducting a centralized review and handing teams a list of problems, we examined their actual experiences and identified where they diverged from the standards around consistency, intuitiveness, and cognitive load.
Each team left with a prioritized action plan that could be translated into tickets and incorporated into its own backlog.
That allowed CMX to operate as a coordinated enterprise initiative while keeping implementation close to the teams that understood each product area.
A formal accessibility program
Accessibility required a deeper, specialized assessment.
I partnered with an external accessibility vendor to conduct a comprehensive WCAG audit of the platform and secured approximately $130,000 in investment to support the audit and remediation effort.
The resulting program included:
Enterprise accessibility training
WCAG audit findings and remediation plans
Team-level action plans
Cross-team project planning and prioritization
Ongoing remediation work
Architectural refactoring where accessibility couldn't be solved solely at the feature level
Some of the most significant mobile gaps, including responsive behavior and landscape-orientation support, required changes to underlying architecture rather than cosmetic UI fixes.
Critical product decisions
Make teams owners of the experience
A central team could define standards, but it couldn't sustainably police every interface across an enterprise platform.
I deliberately worked with individual PM and Engineering teams to identify gaps and create prioritized plans within their own areas.
That made consistency a distributed product responsibility rather than a cleanup project owned somewhere else.
Separate usability standards from accessibility expertise
CMX covered a broad set of usability and experience-quality issues.
Accessibility required additional expertise and formal validation.
Rather than assuming our internal assessment was sufficient, I brought in a specialized accessibility vendor and secured funding for an independent WCAG audit and remediation support.
Prioritize instead of treating every gap equally
A platform-wide audit generates a lot of work.
Simply converting every finding into a ticket would have created another enormous backlog without giving teams a way to make decisions.
We created prioritized action plans, allowing teams to address the highest-impact gaps while balancing CMX work against existing product commitments.
Refactor when remediation wasn't enough
Some accessibility problems exposed limitations in the underlying architecture.
We chose to address those foundations—including mobile responsiveness and landscape-orientation support—rather than repeatedly compensating for them at the individual feature level.
That increased the scope of the initiative, but it also addressed the source of recurring accessibility problems.
Leadership & scale
CMX was an enterprise transformation rather than a feature launch.
I worked across every UI-facing Product Manager and Engineering team, along with Design, Architecture, leadership, and our external accessibility partner.
My role was to create the structure that allowed a large organization to move toward the same experience goals without requiring one centralized team to redesign the entire platform.
That meant establishing standards, facilitating audits, translating findings into priorities, securing investment, coordinating action plans, supporting teams as work entered their backlogs, and escalating systemic issues when they required architectural changes.
The accessibility work added another layer of organizational change through enterprise training and new expectations around how accessibility was considered during product development.
CMX ultimately created a common language for what a good member experience should look and feel like across the platform.
Outcomes
The initiative established a shared experience framework across Personify Health's member-facing portfolio centered on consistency, intuitiveness, reduced cognitive overload, and accessibility.
Every UI-facing product area was evaluated against those standards and given a prioritized plan for remediation and improvement.
For accessibility specifically, I:
Secured $130K in investment for professional WCAG audit and remediation support.
Led an enterprise-wide WCAG assessment and remediation program spanning Product, Engineering, Design, Architecture, training, and project planning.
Established WCAG 2.1 AA as the accessibility target across the experience.
Drove architectural work addressing systemic mobile accessibility gaps, including responsiveness and landscape orientation.
And the accessibility strategy avoided approximately $80K in projected future remediation costs while reducing customer and legal risk.
More broadly, CMX became part of the larger platform and UX transformation that ultimately contributed to a more cohesive member experience.
What I took forward
Experience quality is a system property.
When a large product feels inconsistent, the answer usually isn't another redesign.
The organization needs shared standards, reusable foundations, clear ownership, and a way for dozens of independent product decisions to produce a coherent whole.
Accessibility taught me the same lesson from another direction. A team can remediate individual violations forever if the architecture, design patterns, and development practices continue producing them.
The highest-leverage work happens upstream: design the system so that building a good experience becomes the default.