A new personal health experience built inside Sehhaty, designed to help people understand their health through a clear, visual, and actionable journey.
Context
Lean was working with the Ministry of Health on a new experience inside Sehhaty. The idea was to introduce a digital representation of the individual and use it as a new way to present personal health information, insights, and possible actions.
This was not a normal feature extension. The product brought together several difficult areas at once:
- A new concept that many users had never seen before.
- A 3D human model supplied through an external technology partner.
- Health information that needed to feel understandable rather than overwhelming.
- Business requirements from Lean.
- Strategic requirements from executive leadership and Ministry representatives.
- Technical limitations across mobile development, back-end services, and the 3D experience.
- A fixed public launch linked to the Global Health Exhibition.
- A very large and diverse audience with different levels of health and digital literacy.
I joined the project as part of the UX/UI team, but my role expanded as the work progressed. I designed a large part of the experience and user flow, became a central point of contact across teams, and took on product-management responsibilities whenever the project needed stronger coordination.
The project changed how I thought about design. I was no longer working on an isolated interface. I was helping turn a broad health concept into a real product that needed to satisfy users, executives, government stakeholders, engineers, and external partners at the same time.
Problem
The main challenge was not simply how to display a 3D body. The real challenge was how to turn a complex technology into something that people could understand, trust, and use.
Several problems had to be solved together.
1. Explain an unfamiliar concept
The term "Digital Twin" can sound technical and abstract. The product needed to explain its value without requiring the user to understand the technology behind it.
The experience had to answer basic questions early:
- What is this?
- Why is it relevant to me?
- What will I see?
- What should I do with the information?
- How does this help me improve my health?
2. Build a coherent journey around a 3D model
A 3D body can attract attention, but attention alone does not create value. The model needed to sit inside a complete journey with clear entry points, understandable information, useful transitions, and actions that made sense.
Without a strong journey, the experience could become a visual demonstration rather than a useful health product.
3. Balance different stakeholder expectations
The project had requirements from several directions:
- Users needed clarity and simple interactions.
- Business stakeholders needed a strong value proposition.
- Leadership wanted the product to represent Lean's innovation.
- Ministry stakeholders had health, policy, and communication requirements.
- Engineering teams needed feasible interactions and clear states.
- The external 3D provider had its own technology, capabilities, and limitations.
- The launch team needed a stable experience by a fixed date.
Some requests improved the product. Others increased complexity or conflicted with the user journey. I needed to understand when to accept a request, when to adapt it, and when to push back.
4. Deliver under time and business constraints
The public launch created a hard deadline. We could not treat every idea as equally important. We needed to identify the core value, protect the essential journey, and make trade-offs without losing the product's meaning.
5. Create continued value after the first interaction
After the initial release, another challenge became clear. A visually impressive first visit was not enough to guarantee repeat use.
This led to a later exploration of how the Digital Twin could move from a one-time visual experience into a product with ongoing value. The new direction focused on giving people clearer reasons to return through useful health content, guidance, reminders, and action-oriented experiences.
My Role
My role combined UX/UI design, product thinking, communication, coordination, and launch support.
Experience design
I helped define and design a large part of the end-to-end user journey. This included:
- Structuring how users enter the experience.
- Helping explain the Digital Twin concept in simple language.
- Organizing the order in which users see information.
- Designing transitions between overview, exploration, insight, and action.
- Reducing friction around a technically complex 3D experience.
- Creating visual hierarchy so the interface remained readable around the model.
- Designing interaction patterns that made the experience feel guided rather than open-ended.
- Thinking through loading, error, empty, and unavailable states.
- Iterating on high-fidelity screens based on technical and stakeholder feedback.
Product coordination
I took on a product-management-like role when the project needed stronger alignment.
I:
- Kept communication moving between design, engineering, business, leadership, Ministry representatives, and the external 3D partner.
- Clarified what each party needed from the others.
- Followed up on dependencies and unresolved decisions.
- Translated technical limitations into design decisions.
- Translated broad business requests into clearer product requirements.
- Helped keep the project focused on the launch goal.
- Raised risks when requests could affect the user experience or delivery date.
- Helped teams reach decisions when several opinions competed.
Design advocacy
The project taught me how to defend a design without treating every design choice as personal.
I learned to:
- Explain the reason behind a flow or interaction.
- Use the user journey as a shared reference.
- Separate essential UX requirements from preferences.
- Push back when a request added friction without enough value.
- Accept trade-offs when they protected delivery or solved a larger problem.
- Find alternatives that met the stakeholder's goal without damaging the experience.
Launch and field support
I supported the product through its public launch at the Global Health Exhibition.
The product was introduced as a major health innovation and announced during the exhibition. I also represented Sehhaty at the booth, explained the Digital Twin to visitors, answered questions, and saw how people reacted to the concept in person.
That field exposure gave me a different kind of feedback. It showed me which parts people understood immediately, which ideas needed simpler language, and what users expected the product to do next.
Approach
1. Turn broad requirements into a product journey
The first step was to move from a list of business ideas into a sequence that made sense to a person using the product.
I treated the experience as a guided story:
- Introduce the value.
- Establish context and trust.
- Bring the user into the personal health view.
- Let the user explore without losing direction.
- Explain insights in simple terms.
- Connect the insight to a useful next step.
This structure helped us discuss the product as a journey rather than a collection of screens.
2. Design around the user's questions
For each stage, I considered what the user might be thinking:
- Why am I seeing this?
- Is this information about me?
- What does this visual mean?
- Is this result good or bad?
- What can I do next?
- Can I trust this recommendation?
- How do I return to the main view?
This helped shape the content hierarchy, navigation, prompts, and actions.
3. Treat the 3D model as part of the interface
The 3D model was not a decorative asset. It affected layout, attention, interaction, loading, performance, and accessibility.
I worked with the team and the external provider to understand:
- What the model could display.
- How users could interact with it.
- What controls were necessary.
- What information should appear beside or over the model.
- How the experience should respond when data or model states were unavailable.
- How to stop the interface from competing with the 3D visual.
- How to guide users who were not familiar with 3D interactions.
4. Use progressive disclosure
Health information can become dense very quickly. I used progressive disclosure to present the most useful information first and allow the user to explore more when needed.
This helped reduce cognitive load and made the experience feel less clinical.
The principle was simple:
- Show the headline first.
- Explain what it means.
- Offer more detail when the user asks.
- End with a clear next action.
5. Iterate with technical teams early
I did not wait until the final design to involve development.
I reviewed the flow with technical teams throughout the work so that we could identify:
- Unsupported interactions.
- Data dependencies.
- Performance concerns.
- Mobile constraints.
- Integration issues with the external 3D platform.
- States that required special handling.
- Areas where the design needed a fallback.
This reduced late surprises and helped the design reflect the real product.
6. Keep stakeholders aligned
The number of stakeholders made informal communication risky. I kept decisions visible and followed up on open points so that design, technical, and business teams did not work from different assumptions.
When feedback conflicted, I brought the discussion back to:
- The main user goal.
- The launch requirement.
- Technical feasibility.
- The value of the requested change.
- The cost of adding complexity.
7. Prepare for launch, not only handoff
The project did not end when the Figma file was ready.
I remained involved through:
- Design reviews.
- Implementation discussions.
- Launch readiness.
- Cross-team follow-up.
- Exhibition preparation.
- Product explanation.
- Post-launch review.
This was one of the first projects where I felt responsible for the result, not only the design file.
8. Revisit the product after launch
After release, the team explored why users might not return often enough and how the product could provide more value over time.
I contributed to a new vision that treated the Digital Twin as an ongoing health companion rather than a static destination.
The exploration considered:
- More useful entry points.
- Clearer personal value.
- Content that changes over time.
- Reminders and prompts.
- Health guidance connected to daily decisions.
- Diet and exercise experiences.
- Better links between insight and action.
- Reasons for the user to return.
This was a new product direction, not a small visual update.
What I Built
A large part of the main user flow
I helped shape the path from entering the feature to understanding the experience and taking action.
The flow included the logic for:
- Entry and introduction.
- Product explanation.
- Personal health overview.
- Interaction with the 3D body.
- Moving between health areas or insights.
- Reading summaries and supporting details.
- Understanding status or result meaning.
- Moving from information to a recommended action.
- Returning to previous levels without losing context.
High-fidelity interface designs
I designed a large portion of the final interface and refined it through multiple rounds.
The work focused on:
- Visual hierarchy around the 3D model.
- Clear labels and actions.
- Mobile readability.
- Consistent interaction patterns.
- Health information that did not feel overwhelming.
- Clear feedback after user actions.
- States for loading, missing data, and technical limits.
- Alignment with the broader Sehhaty experience.
Product and stakeholder artifacts
My output also included the material needed to keep the project moving:
- User-flow diagrams.
- Journey discussions.
- Design rationale.
- Review notes.
- Requirement clarification.
- Feedback consolidation.
- Cross-team follow-up.
- Handoff support.
- Launch preparation.
A later engagement and value concept
I also contributed to a new direction for the product after its first release.
The concept aimed to:
- Make the product useful beyond the first visit.
- Connect health understanding with daily action.
- Give the user clearer personal value.
- Introduce repeatable experiences rather than one static journey.
- Support healthier choices through simple, understandable guidance.
Public launch support
I helped explain the product at the Global Health Exhibition. This included presenting the concept to visitors, answering questions, and translating the product's technical and health value into clear language.
Outcome
The Digital Twin moved from an ambitious concept into a real experience inside Sehhaty.
Key outcomes included:
- The product reached a public launch tied to the Global Health Exhibition.
- The experience brought together Lean, Ministry stakeholders, technical teams, and an external 3D provider.
- The design established a structured journey around a complex 3D health concept.
- The project demonstrated that the Digital Twin needed to deliver both visual understanding and practical value.
- The post-launch exploration created a clearer direction for ongoing engagement and action-oriented health support.
- I gained experience working on a product with national scale, senior stakeholders, public visibility, and a fixed launch date.
- I became more confident in taking ownership beyond traditional UX/UI responsibilities.
The experience is available through Sehhaty, a platform serving more than 30 million registered users.
The most important outcome for me was the shift in how I saw my role. I entered the project as a designer, but I left it with a stronger understanding of product ownership, technical collaboration, and cross-functional leadership.
What I Learned
Design decisions need context
A strong design choice can still fail if it ignores business, technical, or delivery constraints. I learned to understand the full situation before defending a decision.
Ownership extends beyond Figma
The product is not complete when the interface is designed. Real ownership includes implementation support, stakeholder alignment, launch readiness, and post-launch learning.
Complex products need a simple story
The more advanced the technology, the more important it is to explain the value in plain language. Users should not need to understand the system architecture to benefit from the product.
Stakeholder management is part of product design
Managing expectations, clarifying requests, and resolving conflicts directly affects the final experience. Communication was not separate from the design work. It was part of it.
Pushback should protect an outcome
Saying no is useful only when it protects the user, the product, or the delivery. I learned to support pushback with reasons and offer alternatives.
Technical understanding improves design
Understanding the 3D provider, integration limits, data states, and development concerns helped me design more realistic solutions.
Launches reveal different insights
A usability test shows whether a person can use a flow. A public launch also shows whether people understand the idea, trust it, and see a reason to care.
Innovation needs repeat value
A product can be technically impressive and still need a stronger reason for users to return. The later engagement work taught me to think beyond novelty and focus on sustained value.
The role I want is broader than interface design
This project confirmed that I work best when I can connect user experience, product decisions, technical teams, and delivery. It became an early step toward my move into product engineering and software engineering.