Turning a complex platform merger into a coherent member experience.Rebuilding the Member Experience Through a Merger
Virgin pulse +
HealthComp +
Virgin pulse +
HealthComp +
Virgin pulse +
HealthComp +
At Personify Health, I helped lead the product transformation behind a merger, platform integration, rebrand, design-system rollout, and member-experience redesign delivered in eight months, followed by a 5% increase in member engagement within six months.
Project snapshot
Company: Personify Health, formerly Virgin Pulse
Role: Group Product Manager, Wellbeing Portfolio & Member Experience
Scope: Global B2B2C web and mobile member experience
My contribution: Product strategy, member experience, platform integration, personalization, homepage, design-system adoption
Scale: Millions of members globally; cross-functional enterprise transformation
Headline outcome: 5% engagement growth within six months
The problem
The merger brought together products, platforms, brands, and capabilities that had evolved independently.
Internally, that created architectural, organizational, and delivery complexity. For members, it risked creating something much simpler: a fragmented experience.
We needed to integrate the underlying platform while giving members a coherent way to navigate an increasingly broad ecosystem of wellbeing, benefits, and health capabilities.
At the same time, the company was rebranding. The product experience had to evolve alongside the technology and brand rather than lagging behind them.
The insight / strategy
Members didn't need to understand the merger.
They needed the combined product to make sense.
That shifted the product question from "How do we combine these platforms?" toward "What should the member experience become now that these capabilities exist together?"
The member journey became the organizing layer above the technical integration.
What I built & led
I led product strategy across the member experience, working through platform integration, UX transformation, design-system rollout, and the development of a redesigned homepage.
The homepage became a cohesive, personalized entry point into the broader ecosystem rather than simply a collection of disconnected destinations.
The work also established foundations that supported subsequent personalization and engagement capabilities across the portfolio.
Critical product decisions
A major challenge was deciding where consistency mattered most while the underlying platform was still changing.
We couldn't redesign every experience independently.
The design system and common experience patterns gave us a scalable way to create consistency while integration continued underneath them.
We also had to balance immediate merger requirements against the future experience we wanted to create, avoiding short-term decisions that would simply recreate fragmentation inside the combined platform.
Leadership & scale
The transformation required alignment across Product, Design, Engineering, Data, Content, Commercial, Legal, and Clinical teams.
My role was to keep those groups aligned around the member experience while navigating technical dependencies, business commitments, regulatory considerations, and competing priorities.
As Group Product Manager, I was also leading and developing Product Managers across the wellbeing portfolio while continuing to personally drive major strategic initiatives.
Outcomes
The merger-related platform integration, rebrand, design-system rollout, and UX transformation were delivered within eight months.
Member engagement increased 5% within six months of release.
The work also created the experience foundation for later personalization, Search & Discover, and broader engagement strategy.
What I took forward
Technical integration and product integration aren't the same thing.
A platform can successfully combine systems while leaving users with an experience that still feels fragmented.
Transformation works when the technical roadmap and experience strategy evolve together.
