Wellness offering introduced as a new product line, expanding the company’s employee-experience portfolio.
Expanded the company’s product portfolio by introducing Wellness, contributing to business growth, increased product adoption, and revenue generation.
Drove product discovery and roadmap planning by translating business objectives into user-centered design strategy.
Challenge: Launching a new offering inside an existing product suite
Solution: Portfolio-level UX strategy so Wellness felt native to the existing suite while serving a distinct user need.
A new product line that contributed to adoption and revenue generation.
At a glance
My role
Design direction for a new product line
Timeline
Dec 2022 to Present
Employee wellness
Key decision
One quick action to begin, depth later.
Evidence on this page
2 built, 0 provisional, 0 illustrative, 0 planned
Each outcome below is labeled.
// The problem
How to read this page: the outcomes marked Built are results I can stand behind. Personas, decisions and the problem framing are my design reasoning for this product and are not interview findings. Measured numbers are added only where I hold them.
Wellness was introduced as a new product line inside an existing employee experience suite. It had to serve a distinct need while feeling native to the platform employees already use.
Employees come to the platform for other reasons, so wellness has to earn attention.
Wellness programmes often start strong and lose participants.
Companies want participation insight, but employees need privacy.
// Strategy
KPIs are what the product is built to move. They are targets until a measured result is shown.
A wellness experience that is easy to start, easy to keep up and respectful of personal data.
| Business problem | Product capability | KPI | Intended outcome |
|---|---|---|---|
| Low early engagement | Simple first action and visible progress | Activation rate | More employees start |
| Drop off after the first weeks | Gentle reminders and variety | Return rate | Sustained participation |
| Privacy concerns | Aggregate employer view only | Opt in rate | Trust in the product |
// Users
Provisional personas, derived from the workflow and the roles involved. They are not interview findings.
Look after their health without friction
Run a programme that people join
Offer wellness as a benefit
// Capabilities
A capability map of what the product is designed to do. It describes design scope, not a feature audit.
One simple first action to begin.
Personal goals with visible progress.
Team or company wellness challenges.
Guidance across movement, sleep and mind.
Gentle nudges that respect time and settings.
Create and run campaigns for employees.
Group level participation without exposing individuals.
Personal data stays under the employee's control.
// Scenarios
They log one activity in under a minute and see a first streak.
A company wide step challenge starts in a few clicks and participation shows in aggregate.
A reminder arrives at a time the employee chose, and a short tip keeps it fresh.
// Process
Stage 01 of 5
Product discovery with business and product teams on where wellness fits.
// Design decisions
Each decision is written the same way so the reasoning can be checked.
Decision 01
Decision 02
Decision 03
// Evidence from the company site
Source: advantageclub.in, checked 8 Oct 2026. Company claims, paraphrased. Not my measured results.
What Advantage Club says publicly about its wellness offer. These are the company's claims, not results I measured.
// AI in the process
This describes the method my team uses. It is not a measured result.
AI at Advantage Club is part of how my team decides what to design next. We use it to read the data, turn it into a usability and engagement report, and write clear design instructions. Designers then use generative tools to produce reference pages and refine them by hand in Figma.
For Wellness the report looks at how employees engage over time: which programs are joined, which are dropped after the first week, and which entry points get used.
Step 1 · AI analysis
Usage and engagement exports are analyzed to find drop-offs, unused features and unusual patterns.
Step 2 · Perplexity
Data sanity checks and secondary research. Numbers and claims are verified before they go into a report.
Step 3 · AI-assisted
A usability and engagement report that names the problem screens, the affected users and the likely cause.
Step 4 · Design brief
Each finding becomes a specific instruction for the new or revised page: what to change, for whom, and what to measure.
Step 5 · Google Stitch, Claude Design, Figma AI
The instructions are fed to generative design tools to produce several reference layouts quickly.
Step 6 · Figma
Designers choose, rebuild and refine in Figma with the design system, then run usability review before release.
Tools
Guardrails
// Outcomes
Wellness was introduced as a new offering, expanding the employee experience portfolio.
Contributed to business growth, product adoption and revenue generation.
// Leadership
// What I did
// What is next
// What I learned
A new line inside an existing suite succeeds when it borrows what people already know and spends its novelty on the one thing that is new.
UX and design system for Skywalk Consultant's AI recruitment platform. n8n workflows screen and route candidates, and a command center lets recruiters see, check and override every AI decision.
Seven n8n builds on one hub: a portfolio chat assistant, an interview-prep web app, a daily design digest, inbox triage, a morning briefing, two chat agents and a Claude to Gemini image pipeline. Results land in Discord, Telegram and Gmail, and most of them run every day.
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