Leading by design, shaping by insight

Building the UX Team 

When I joined Alegramed, UX was handled by myself and two external designers with limited company integration. Over time, the team grew to include in-house UX designers, a Content Specialist, and a Researcher.

As the company went through departures and structural changes, I introduced cross-functional UX-Content teams and ensured UI maintained consistency across the Design System. After the UX Head and other leads left, I took over the team, leading 4 UX Designers, 2 UX Content Specialists, and 1 UI Designer.

Defining Processes and Collaboration

I implemented a structured workflow to streamline execution: Request → Estimation → Low-Fidelity Work → High-Fidelity Work → Delivery.

Figma workspaces were reorganized into: Explorations: Early sketches and benchmarks, Iterations: Functional design proposals, Handoff: Final implementations.

Beyond team management, I focused on evolving Alegramed’s UX strategy by refining its information architecture, ensuring scalable navigation patterns, and advocating for a user-centered design approach aligned with business needs.

Scaling Design Impact

With a stronger UX foundation, we improved key areas:

For patients: Credentialing, navigation, family-group management, vaccinations, and health records.

For professionals and administrators: Sidebar redesign, color-coded user roles, and system-wide UI consistency.

Alegramed’s business priorities shifted frequently, often dictated by external providers. To counteract this, I introduced long-term planning, ensuring the team had the bandwidth to focus on interaction design, information architecture, and navigation improvements.

Today, Alegramed’s UX team operates with a clear structure, cross-functional collaboration, and a sustainable workflow that continues beyond my tenure.

Problem

Alegramed's appointment scheduling system suffered from poor interaction design. Users had to select each variable—patient, specialty, location, doctor, and date—on separate screens, without seeing an overview of their choices. This led to confusion and inefficiency, violating fundamental UX heuristics like visibility of system status and efficiency of use.

To address this, I proposed a modular approach where users’ selections would accumulate into a single “ticket”, providing a clear summary before confirmation.

Process

• Assigned the project to a dedicated UX + Content team, ensuring alignment from the start.

• Sketched low-fidelity wireframes to define the structure before moving to prototyping in Figma.

• Engaged early with developers to discuss modularity and avoid potential backend limitations.

• Optimized the date picker by disabling unavailable days, reducing unnecessary taps and frustration.

• Iterated designs with UI Design System and validated internally before production.

Solution

The new modular ticket system provided users with a clear overview of their selections, improving transparency and reducing confusion. By restructuring the appointment flow, we minimized errors and enhanced efficiency, ensuring a smoother booking experience. Additionally, a streamlined validation process was implemented, aligning the design with both user needs and business objectives.

Problem

In Argentina, public healthcare is free, but in the province of Misiones, many Alegramed users mistakenly believed that they needed to purchase a private health plan to access medical services. This misunderstanding stemmed from the main card on the app’s homepage, which prominently displayed a paid plan option. As a result, users unknowingly purchased unnecessary plans, leading to constant refund requests and damaging Alegramed’s reputation in app stores.

Process

A usability study revealed that users in Misiones mistakenly believed healthcare had been privatized due to the homepage layout and prominence of the paid plan card. This misalignment diverted attention from core features like appointment booking.

As the UX Designer, I led a structured homepage redesign, prioritizing:
1 Clear user identification upon entry.
2 Primary actions (Emergency Room & Appointment Booking) as prominent buttons.
3 Secondary actions (test results, insurance details, vaccine certification) visually deprioritized.
4 A fixed bottom navigation bar for consistent access.

Solution

The homepage was redesigned to ensure that the most critical user actions were immediately accessible. The paid plan section was completely removed, as the company lacked the infrastructure to support it properly. The new design was validated through internal usability testing before launch.

Problem

The Diario Río Negro received funding from Google to promote citizen journalism worldwide. However, the newspaper lacked an effective tool for enabling readers to contribute their own content, limiting engagement and the diversity of news sources.

Process

As the sole designer during the initial phase, I led a four-week Discovery process, conducting workshops with journalists, editors, executives, and local communities across Choele Choel, Río Colorado, General Roca, and Neuquén. During these sessions, I identified a key insight: people in the region preferred listening to national radio stations over local ones because local broadcasts relied on short-range antennas, while national stations were accessible via the internet and mobile networks. This insight shifted the project from a website feature to a multi-platform digital solution.

Solution

We developed Mi Medio, (then DIGO), a web and mobile platform where users can broadcast and consume local content, overcoming geographical and technical limitations. To align with Google's funding requirements, user authentication was exclusively linked to Google accounts, ensuring seamless onboarding and engagement tracking.

Problem

Internal surveys at Flux IT revealed that employees had low awareness of company policies and operational processes, making it difficult to navigate HR-related requests. The existing system for managing leave requests was inefficient, leading to frequent questions, delays, and confusion. The challenge was to design a chatbot that would streamline leave request management while making company policies more accessible in an engaging and user-friendly way.

Process

To integrate seamlessly into RunRun, Flux IT’s internal communication platform, I led the conversational UX design, defining the chatbot’s personality, tone, and interaction flows. We ran multiple iterations, testing responses through simulated conversations and refining the chatbot’s ability to balance an engaging persona with clarity in procedural guidance. Additionally, I created a publicly accessible flow diagram, ensuring that all stakeholders—including developers, managers, and HR—could align on how the chatbot would interact with users.

Solution

The chatbot became the centralized interface for leave requests, guiding users through the process with natural language interactions while ensuring compliance with company policies. It provided real-time responses to common HR questions, reducing friction in administrative tasks. The chatbot also scaled as part of a larger digital ecosystem, with future iterations planned for handling expense reports, career paths, and feedback management.

Outcome

User impact: Employees gained direct control over their leave requests, eliminating confusion and streamlining approvals.

Business impact: The HR team saw a significant reduction in manual inquiries, allowing them to focus on higher-value tasks.

Adoption: The chatbot handled over 260 response variations and was widely accepted by the tech-savvy internal audience, proving its usability and scalability.