When I began at Nursa, a facility user could post a single job, wait, and rely heavily on internal manual support to move forward. Now, 4 years later, they can manage onboarding, compliance logic, scheduling complexity, financial controls, communication, and organizational structure — all self-serve — in a system that reflected how their real-world operations actually work.
And that transformation didn’t happen by “adding screens.” It happened because I, as Director of User Experience & Design, working closely to lead design and collaborate and guide my PM partners, sat with users, learned how facilities actually think, and then translated messy operational reality into structured, scalable experience strategy in the platform. I served as the connective tissue between business rules and usable flows.
— Health Care Staffing
Facility Side XP (Transformation)
— Timeframe
2021-2025
— Role
Director of User Experience and Product Design
When I joined, the facility experience was simple and limited. A user could post a shift and wait. If compliance questions surfaced, if onboarding stalled, if billing was unclear, internal support teams stepped in to move things forward.
Facilities operate in layered, regulated, politically nuanced environments. The product did not yet reflect that complexity.
Over ≈ 4 years, I led the experience strategy and design evolution that transformed the platform into a self-serve system capable of managing multi-unit organizations, conditional compliance logic, onboarding funnels, scheduling operations, financial transparency, and clinician relationship management — all within a cohesive design system.
During that time, the business nearly doubled year over year. The product scaled without fragmenting.
– Translating real-world facility operations into scalable experience architecture
– Defining complex business logic and user flows
– Leading and mentoring multiple designers across initiatives
– Centralizing ownership of the design system and interaction patterns
– Reviewing and approving final experience output across projects
– Building design processes and cross-functional rituals in a growing startup
– Remained a contributor of design strategy, interactions design, and end-to-end design delivery to dev as needed
I was a producing leader — shaping flows, writing specs, reviewing interactions, and accountable for the final experience quality down to the details.
A quick look at some transformations I guided from discovery, strategy, composition, through development:
Then
Quick setup managed during first sales call was often limited, incorrect, confusing and diminished trust when the wrong clinicians we matched. The language did not manage familiar concepts to admins and schedulers.
Now
Robust profile, in the healthcare administrators' own terms allows easy to follow, robust, and meaningful profile configuration for better matching and hiring control in the hands of the end user.
Then
Flat lists of common “credentials” that most end-users had not managed on their own before; no guidance on what to use to prevent risk and match well, nor indication of what implications there were to adding these things. Most accounts either would not operate without manual management from internal teams or operated with risk they did not know they were assuming.
Now
Better guidance on what to add, how to mitigate risk (customized to region and specialty) and visual training on how this will impact their hiring experience. More flexibility in creating and managing custom rules for different contractor types.
Then
Settings were saved as the user began working (which was actually a time-saving smart way to do it). Unfortunately what was being saved and how to use it was unclear and often users did not reuse pervious work and created multiple “junk” templates they didn’t understand how to use or manage. Often this caused more errors than it saved time.
Now
Easy to manage and understand settings that the user can explicitly set up but that are also created for them on-the-fly while the user work – with clear and constant feedback that the system is doing this and how to use it next time.
Then
Clunky multi-page tap-only job entry (one at time!) form was prohibitive to using the tool consistently to find work just due to the pain of using the app.
Now
The Mission:
Plug a hole.
Power efficiency.
Change the world?
"It’s kind of Uber for nurses.” That’s what I was told in my recruitment calls, and it took me time to really understand what that meant — and why it’s actually a good thing for everyone.
The nursing shortage is real and not easily solvable for many reasons — the cost of nursing education, the long hours required to earn a good living, and the constant risk of burnout or even licensure issues when there are too few staff to ensure safety are chief among them. As a result, many healthcare facilities operate with skeleton crews. They often struggle to stay even marginally profitable while maintaining safe clinical headcount and supervision without over-stressing staff (or budgets) with mandatory overtime.
You may know about nursing staffing agencies, which place temp nurses in short-term contract roles at care centers that are short on staff and either hiring or waiting for employees to return from leave. These contracts often run a few weeks or months, and clinicians may earn a premium for odd hours or travel.
The lingering problem is “per diem” holes — single shifts where a facility is down one person and it’s too short notice for an agency to help (and if they can, it’s expensive). Agency onboarding can take time, and the minimums and ongoing fees required to maintain the relationship can be unsustainable. The result is more staff burnout, unsafe patient-to-staff ratios, and potential fines or even closures for struggling facilities.
What Nursa offers is a one-time, any-time, low-fee way to schedule a nurse or CNA quickly — even instantly — without maintaining an agency contract or minimum spend when it’s not needed.
Because Nursa is a marketplace (clinicians apply for posted shifts as independent contractors when they choose to work, often expecting higher pay for odd hours or short notice), onboarding is faster, repeated less often, and clinicians stay ready. Fees that would typically go toward maintaining an agency pool can instead go directly to nurse pay.
The big idea is this: facilities will get competitive for skilled workers for roughly the same per-shift cost as an agency, but faster and on demand. More of their spend goes directly to the caregivers treating patients. The result is less burnout for full-time staff and better pay and flexibility for clinicians picking up shifts.
Additionally, I’m proud to have successfully set and led the following experience strategy foundations:
Experience Design goes beyond interface, and helping a product evolve means shaping the product’s underlying operational model to enable the best outcomes it.
Facilities manage complex, highly regulated workflows shaped by organizational hierarchy, compliance requirements, and real-time operational decisions. The early product experience treated these as isolated features. I led the experience strategy that reframed them as an interconnected system.
My role was to translate the operational realities we observed in facilities into scalable product structures — aligning UX, Product, and Engineering around models that could support both usability and growth.
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