The Client

An AI healthtech scale-up delivering regulated dermatology assessment software, with large-scale clinical deployments across public and private providers.

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The Mission: Interim Delivery Product Manager for a Dermatology Platform

The client was preparing to launch a Dermatology Platform for triaging, assessing, and treating non-skin cancerous diseases.

The need for the product:

• Patients: quicker access to treatment, shorter waits, smoother digital journey.
• Dermatologists: routine cases triaged away, clinic time freed for complex care.
• Insurers: lower claim costs from fewer repeat visits, higher member satisfaction.

The need for Product People:

Skin Analytics needed an Interim Delivery Product Manager whose remit was to ship a Minimum Lovable Product (MLP) within a predefined timeline defined in a contract with a large insurance partner, while the company hired a permanent PM.

The squad we inherited:We worked with 1 front-end and 3 back-end engineers, 1 engineering manager, 1 product designer, and 2 QAs. In addition to launching the MLP, it was expected that we would also put in place an end-to-end delivery process that would include backlog hygiene, Scrum ceremonies, QA gates, and JIRA workflow so the team could deliver high-quality increments on a reliable cadence.

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Our Main Quest: Launch the Minimum Loveable Product (MLP)

Launch: Onboarded Fast

We kicked off with an in-person multi-day workshop with key stakeholders across product, engineering, clinical safety, and operations.

The outputs of the workshop were:

1. Alignment with the scope of the MLP
2. Preparation of an end-to-end service flow across users and interfaces
3. Identification of key open questions and risks
4. Breakdown of development work into an Epic and User Stories map, with high-level estimations to inform a projected timeline
5. Concrete next steps to start development on the technical foundations

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Solved for the Client: Shifting from Kanban to Scrum

Problem:

The engineering team was relatively young and had primarily worked with Kanban methodology. However, the MLP required strict target timelines and predictable delivery schedules. We needed to forecast which features would be completed by specific dates to identify potential risks early and ensure we could test the product incrementally as it was built.

Solution:

We conducted ways of working sessions with the engineering and QA team to specify:

• The end-to-end product development lifecycle
• Identifying the relevant stages and statuses in JIRA, and the definition of done for each stage
• Introduced Scrum and educated the team on the rituals such as Sprint Planning and Backlog Refinement, and methodologies such as Story Point estimations

This resulted in alignment on how the team would collaborate, how progress would be tracked, and how it would be reported to the leadership.

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Solved for the Client: Visibility into Project Timelines

Problem:

We had strict project timelines, and the scope of work was split across three interfaces: patient, dermatologist, and service supporters. This work was further divided between frontend and backend engineers. We needed a way to visualize when specific product components would be completed, identify dependencies between tasks, and establish projected timelines.

Solution:

We used a combination of Miro and Notion to track progress. In Miro, the project timeline was organized into swimlanes across the interfaces and frontend/backend teams. After each sprint, we updated the view to show bottlenecks, risks, and scope changes. In Notion, each work module was tracked for readiness across product, design, development, and QA.

This visibility into timelines gave the cross-functional team flexibility to adjust scope, redistribute resources, and sequence work for optimal delivery and deadline adherence.

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Solved for the Client: Ensuring FHIR Compliance using Entity Relationship Diagrams

Problem:

📚 FHIR (Fast Healthcare Interoperability Resources) is a standard for exchanging healthcare information electronically between different medical systems, like hospitals, clinics, and health apps. It defines a common language and format so that patient data can be easily shared and accessed across different healthcare providers and software systems.

Compliance with FHIR was critical so the solution could scale beyond the MLP without requiring fundamental rework later. The challenge was not only technical, such as defining entities and their relationships, but also required product thinking. We needed to consider what kinds of entities and relationships would be needed in the future while building the current system.

Solution:

From the product side, for each module of work, we mapped the desired user journey for the MLP and expected future capabilities to the appropriate backend entities. The focus was on identifying what information we needed to capture and why. Once completed, we identified the relevant FHIR entities and fundamental attributes required. This was an iterative process where deeper exploration of FHIR revealed new opportunities to refine the information flow in the user journey.

Once we had a proposal, we brought in the engineering teams to get their perspective on technical feasibility and risks. Finally, all requirements became part of the tickets created for engineering, ensuring that every piece of work delivered was complete and maintained FHIR compliance.

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Solved for the Client: Integration with Prescription Provider

Problem:

To offer patients the capability of ordering prescriptions after completing an assessment, we had to integrate with a third-party vendor for prescription delivery and management. The out-of-the-box solution had limitations, and delivering the right end-to-end experience for our patients required custom development from the vendor.

Solution:

To ensure alignment, we held weekly collaboration sessions with the vendor and worked together on the exact scope of work, information flow between platforms, and delivery timelines. We prepared a phase-by-phase view with exit definitions and defined the exact development and testing strategy across all phases. We also established clear service level agreements.

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Our Side Quests

In addition to the core delivery work, we also had side quests:

• Bi-Weekly Company and Monthly Product Updates: as owners of the non-skin cancer project, we would present the progress to the wider company and answer questions from stakeholders.
• Design System: In the initial stages of the mission, we helped facilitate the ways of working between engineering and design to make sure that as the product is built, it takes into consideration design guidelines, and we iteratively build up the design system.

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Mission Achievements: Delivered Outcomes

💡 Ensured the MLP followed the partner insurer’s milestones and the preservation of the commercial agreement, protecting the project’s full economic value

💡 FHIR-compliant data model in place, ensuring scalability of the solution beyond MLP

💡 Built a scalable Scrum workflow and cross‑team playbook, unlocking smoother collaboration, real‑time visibility into progress, and ensuring the right work landed at the right time

The Mission was initially slated to end in August 2024, but due to the criticality of our involvement and the quality of output, the Mission was extended by 5 months to January 2025.