A curious designerwho createsexperiences thatmove real numbers
about
I'm Jessica Chappell
I love designing experiences that move real numbers, the kind of work where good design shows up in acquisition, retention, conversion and people's everyday lives. I bring research rigour and a structured process, and I like being the person who understands the whole ecosystem so I can spot the opportunities others miss.
“It is an absolute pleasure to recommend Jessy. Working alongside her highlights just how exceptional she is at driving complex product initiatives from concept to completion.
Jessy is exceptionally skilled at handling the entire end-to-end product lifecycle. Whether she is leading user discovery, running UX testing and design sprints, or defining data metrics and evaluating post-launch performance, she brings rigorous structure and clarity to every stage of the journey.
What truly sets Jessy apart is her AI-first mindset. She never hesitates to experiment with emerging tools, rolling up her sleeves and getting her hands dirty to find smarter, more efficient ways to get the job done.
She is a tremendous asset to any team, and I would recommend her without reservation to anyone looking for a versatile, forward-thinking, and high-impact professional.”
[Recommender name]Senior Product Manager, Montu
“We were fortunate to work with Jessy at a critical juncture in our pre-beta planning. She brought enthusiasm and valued guidance to the final stages of our product design, and was always responsive. Her collaborative and generous approach created a great learning and knowledge-transfer process within our team.”
[Recommender name]Product leader, Consultant
“I am happy to recommend Jessy. She is not only a talented designer but also a great team player, always willing to share insights and collaborate. She has a great infectious enthusiasm, and I’m confident she’ll continue to excel and make a significant impact wherever she goes.”
[Recommender name]Head of Software Engineering
“I can firmly vouch for Jessy’s expertise and prowess in UX design. She balances efficiency and precision, meeting deadlines without sacrificing design integrity, and is deeply invested in research and validation. Any organisation would greatly benefit from her inclusion.”
[Recommender name]Product Manager
“Jessy is a highly dedicated and energy-filled designer. Her professionalism and work ethic are unparalleled, she’s a quick learner, curious, and always willing to learn. Her positive attitude and communication skills make her an asset to any organization.”
“Had the pleasure of working with Jessy on a hackathon, and wow, she produces high-quality content fast. Love the high energy and the commitment to the project, we wouldn’t have been as successful without Jessy’s support.”
[Recommender name]EMEA Sales Engineering Leader
“You’d be hard pressed to find a more enthusiastic, friendly and talented designer. Jessy has strong skills in all the usual areas plus the rarer, more valuable ones: passion, humour, empathy and authenticity. A fast-rising star who’ll make her mark in a big way.”
“Jessy supported Zapid with the design of our internal and external marketing collateral. She is extremely passionate about design and you can clearly see that in the effort and attention she puts into her work.”
[Recommender name]CFO
“Jessy helped our startup validate our MVP and redesign it for our beta launch. She was attentive, active and enthusiastic, and I was especially impressed with her UX research and the way she ran the workshops.”
[Recommender name]Senior Product Manager, AI in Education
“Jess is a highly passionate, focused and strong individual. Her ability to organise people in her student teams at Academy Xi for Westpac and MetaLearn showed tremendous strength in stakeholder management.”
[Recommender name]Designer, Manager & Director
“Thank you for all your hard work across this design sprint for our Westpac team. You showed strong leadership and facilitation skills, and ran our brief through the full double diamond to generate useful features and design assets. I would happily work with you again.”
[Recommender name]Strategic & Service Design
“It’s been a pleasure working with Jessica. Her passion to ensure the best client service and the right solutions is clear, and she always goes above and beyond to ensure a positive client experience.”
[Recommender name]Business Technology Advisor
“I have nothing but great things to say about Jess. She is an excellent mentor and an extremely dedicated and diligent worker. Jess is a natural leader who will excel in whatever she chooses to do.”
[Recommender name]Senior Client Success Manager & Team Lead
“Jessica was a phenomenal mentor, building on my strengths and teaching me so much about recruitment. She has the ability to nurture and guide individuals to succeed. Trusting and kind, it was a pleasure working with her.”
[Recommender name]Data & AI
“I found Jessica to be a very enthusiastic and hard-working person who strives to be an active, contributing team member. Having Jessica around was an absolute pleasure, and she is always available to help on any task.”
Patients kept walking out the door. We gave them a reason to stay.
uMeds delivers medication to patients across Australia. But every month, around a thousand of them asked to take their script elsewhere. This is the story of why, what we built about it, and the honest result: a 19% drop in patient-initiated churn, an estimated $13.7M a year protected, and two launch targets we missed.
why
Standard delivery didn't fit how patients wanted their medication. So they left.
how
Research with real patients, then a shipping experience built around choice and trust.
what
Same-day, weekend, 3-hour and click-and-collect, shipped inside the existing flow.
Research Q2 2025 → launch Nov 2025 → continuous review Jun 2026
surface
uMeds B2C ordering & checkout (web)
case-study · multi-shipping-options
The short version
Patients were leaving because standard delivery did not fit how they wanted their medication. We gave them more ways to receive it. It missed both launch targets as written, yet cut patient-initiated churn 19% and protected an estimated $13.7M a year in a declining market. Size the market before you set the metric.
before · the world we were in
Every month, about 1,050 patients asked to leave.
When a patient requests a script release, they take their prescription to a pharmacy themselves instead of ordering through uMeds. We were not guessing why. Patients told us, in two datasets.
Why patients requested a script release
I wanted to pick up in person59%I needed it urgently27.5%I had delivery issues before20.3%I preferred a pharmacy I know19.4%Lower prices elsewhere10.4%Ordering process was difficult9.2%Other6.9%
Shipping offers / discounts5,524Same day delivery4,360Weekend delivery3,469Delivery within 3 hours2,067Click-and-collect1,984None of these1,270Other580
source: Google Looker, uMeds Post Delivery NPS, CSat & Awaiting Collection / Delivery Attempted
59% just wanted to pick up in person. The demand was specific: same-day (4,360), weekend (3,469), 3-hour (2,067) and click-and-collect (1,984). Doing nothing meant keeping the leak open.
after · imagine the alternative
A patient notices their medication is running low. They open uMeds and, for the first time, they actually have a choice: same-day if it's urgent, collect it nearby, or pick a day that suits them. The reason to walk out the door is gone.
That is the world we were designing toward. Not a faster version of the old experience, but a genuinely different one, where how the medication arrives bends to the patient instead of the other way around.
bridge · how we got there
First understand the patient, then design for trust, not just speed.
I ran moderated, task-based usability sessions with seven patients on a prototype of the new shipping experience. The sample leans rural, the group with the most to gain and the least margin for a failed delivery.
participantsegmentnotable context
Participant 1MetroOnly uses mobile and wants the quickest option
Participant 2RuralWould drive ~50 km to collect if an item is unavailable locally
Participant 3RuralOrders on a laptop; found the mobile screen confusing
Participant 4RuralChose SDD over 3-hour for a marginal cost saving
Participant 5RuralRanks speed lowest, behind quality, value and cost
Participant 6MetroAvoids click-and-collect over personal-safety concerns
Participant 7RuralLeans on SMS / AusPost alerts to track orders
The scorecard told me where the design would struggle
passedSelect a shipping option✓ Finds the section, reads each option, picks the one that matches intent
partialConfirm availability & present valid ID✕ A patient questioned a "valid ID" banner on a standard express order
failedUnderstand availability based on location✕ Could not tell which options were available vs unavailable, with drop-off risk
What patients said
“I'd rather unavailable options just disappear than sit there greyed out.”
Participant 5 · Rural
“Why is it asking me for valid ID? I only picked standard express.”
Participant 2 · Rural
The three ideas that shaped the design
01
Make availability legible
Greyed-out options read as noise. Patients need to see what their address actually supports, or a faster option silently disappears.
02
Match trust cues to the choice
An ID banner on a standard order broke trust. Verification messaging has to be conditional on the option chosen.
03
Design for control, not just speed
Rural patients rank speed below value and reliability. The win is choice, not raw velocity.
The screen those ideas became
Choice up front
Same-day, standard and collect sit side by side, each leading with price and a plain-language ETA.
Conditional trust
The valid-ID acknowledgement appears only on the option that needs it.
Honest availability
The biggest open problem from testing: unavailable options must read as unavailable, not greyed out. Recreation shown; product name masked in the design itself.
cross-functional delivery
A shipping option in the UI is a chain of real-world handoffs behind it
Choosing "Same Day" looks like a single tap. Underneath it triggers a tightly timed, regulated chain: a serviceability check, a script and ID compliance step, a dispense within the cut-off window, a pick-and-pack, a courier collection, a same-day route and a status message back to the patient. No single team owns that chain end-to-end, which is exactly where it can break.
Before a pixel was finalised, I ran a cross-functional mapping workshop with Fulfilment, Pharmacy Operations, Delivery, Engineering, Data and Marketing/Comms. The goal was deliberately not "review my designs" it was to build one shared map of the operation so every user scenario, edge case, risk and dependency had a named owner, and so the design decisions in checkout reflected what operations could actually honour. The output was the workshopped IxD process map below.
IXD mapping dependencies, edge cases, considerations, opportunities and operations. Cross functional collaboration to pull in all the moving parts and make the release successful.
Scenarios & risks the workshop put on the table
Mapping the operation together surfaced the cross-cutting scenarios a checkout mock alone would never expose each one now had an owner and a fallback rather than becoming a live incident:
01
Cut off missed
Order placed after the same-day dispatch window. Who downgrades the option, and how is the patient told before they pay?
02
Out-of-zone after address change
A faster option silently drops when the address updates (the shipping option friction) engineering recompute plus a visible message, owned jointly.
03
Script not yet released
Pharmacy can't dispense until the script clears. Comms holds the SMS rather than promising a window that can't be met.
04
Stock mismatch
Online availability disagrees with the shelf. Fulfilment feeds live stock into eligibility so SDD never shows for an item that isn't there.
05
Cold-chain item
Temperature-sensitive products constrain packing and carrier. This flagged at eligibility, not discovered at pick.
06
Failed delivery / re-attempt
Re-attempt logic, PTX followup and proactive comms agreed up front, so a missed drop doesn't read to the patient as a lost order.
The wider point: I treat what happens after handoff as part of the design. Getting Fulfilment, Pharmacy, Delivery, Engineering, Data and Marketing Comms aligned on one map is what turned a clean shipping options flow into a promise the product team could keep and it's also where the eligible-market blind spot behind Target 1 first became visible.
what · what we shipped, and what it did
More ways to receive medication. Two missed targets. One real win.
Same Day Delivery (SDD) launched in November 2025, with Click & Collect (CC) following in March 2026. Against the two launch targets the literal numbers are a miss. Against the thing that mattered, retention, it is a clear win.
missedTarget 1: 25% SDD conversion
Result: 8.5% by May 2026, peaking at 10.8% in Feb.
The 25% was set against all orders, before sizing how many were even SDD-eligible.
Greyed-out options were unreadable, so eligible patients sometimes missed SDD.
missedTarget 2: +1.5% total order uplift
Result: −6.6% market-wide, but the no-SDD control fell −19.3% like-for-like; SDD adopters held at +0.6%, beating the market by about 15 points.
The targets measured new growth. What SDD actually delivered was retention.
Measured on all orders, adoption peaked at 10.8%. On SDD-eligible postcodes (illustrative, ~40% of orders) it tracks near the 25% target.
Patient-initiated churn −19%
Monthly average
Pre-SDD1,050Post-SDD847
Revenue / customer / 30d
By segment vs baseline
Baseline$253S1$196S2$299S3$152
−19%
Patient-initiated churn (1,050 → 847/mo, Feb low 643)
+$147
Extra revenue per multi-modal customer / month vs control
0.55%
Hard-churn rate for multi-modal (S2) vs 0.66% baseline
+$13.7M
Annualised net impact estimate vs counterfactual
Caveat: SDD adoption is self-selected, so this is correlation, not proven causation. Figures 30-day normalised against an S3 counterfactual. Sources 1 to 3.
so what · what I'd carry forward
A success metric is only as good as the market definition under it.
01
Recalibrate the target
Re-base SDD conversion on SDD-eligible orders, not all orders.
02
Fix availability legibility
Remove or clearly explain unavailable options instead of greying them out.
03
Make option changes loud
When an address change drops a faster option, say so.
04
Lead with retention
Frame SDD around churn protection and multi-modal value, not raw adoption.
case study · 2021 · double diamond · award winning
Changing the way young Australians bank
A youth banking experience for Westpac, designed to attract 12 to 18 year olds and turn first accounts into lifelong money habits. I led the research and design across a 3-week sprint.
role
Team lead, UX research and design
team
Remote team Westpac
timeline
3 weeks, April 2021
target
+10% new youth customers
case study · 2021 · double diamond · award winning
The short version
A 200-year-old bank was losing the next generation. Through research with 60+ young people and a co-designed, tested product, we shipped a goal-based first slice: Savings Goals for your child, where parents assign tasks to earn money toward the goal, a visual progress tracker, a confetti finish and savings on autopilot. Aimed at a 10% lift in new youth customers and healthier money habits for life, then held the rest of the flows for post-implementation research.
Canstar's Outstanding Value for Junior & Youth Banking 2024-2026 WeMoney Winner 2025 for Youth Account of the Year
the challenge
A 200-year-old bank young people had no reason to choose.
Westpac opened more than 200 years ago as the Bank of New South Wales, the first bank in Australia. Two centuries on, it captured millennials well but barely registered with the generation behind them.
Working with product managers, creative strategists and UX/UI designers, we set out to attract a youth segment for a projected 10% uplift in new customers. Every element had to carry the brand promise: Westpac is remarkably helpful, in life's moments big and small.
discover
Understand a generation the bank had never researched.
I led the research with a clear framework: a 5 C's analysis, a SWOT, a competitor review, 18 one-to-one interviews and 60 young people aged 12 to 18 informing the work. A few findings that shaped everything: 59% had hit money worries, most parents banked with CBA or ANZ, and Gen Z favours bite-sized, expressive, social content.
What young people told us
How do you receive this money?
57 responses · free text, multiple answers possible
The tail of single answers told the real story: parents when I ask, youth allowance (Centrelink), working for parent, chores, and don't get any.
Do you have a bank account? Who opened it?
57 responses
Parent or guardian opened it54.4%
Opened it myself26.3%
Don't have one19.3%
How much money do you receive each week?
57 responses
Less than $5063.2%
$51 to $10022.8%
$200+8.8%
$101 to $1505.2%
Where does any money you have or earn usually go?
31 responses
Into my piggy bank at home41.9%
Straight into my bank account38.7%
Other: parents' account, invest, pocket, wallet, a mix, n/a19.4%
Even among savers, nearly half still kept cash in a piggy bank rather than a usable account. The opportunity was to make the bank the obvious, rewarding home for their money.
Affinity mapping, clustering hundreds of research insights and ideas into clear themes.
define
Three people, one shared need: money that feels manageable.
Sophie
17 · student, part-time at Woolworths
Juggling school and work, motivated to move out of home soon, and will need help managing a tighter budget if she cuts her hours.
Liam
14 · student, no job yet, introverted
Overwhelmed balancing hobbies and homework, wants a faster way to save for the latest gaming tech and keep up with friends.
Emily
43 · parent of two, the household budgeter
Time-poor but family-focused, she wants a simple way to support her kids' financial goals and worries about their future.
How might we
HMW 01
Win the youth market
Attract 10% more customers in the youth segment.
HMW 02
Help Sophie cope
Manage her money through high school and still enjoy life's moments.
HMW 03
Help Liam & Emily
Track money, work toward a goal, and celebrate reaching it.
develop
From a hundred ideas to a minimum viable product.
I facilitated a remote co-design workshop for Westpac, on Miro. We ran Crazy 8's, then voted features on a high-value, low-effort quadrant. The features fell into six categories.
01
Tasks
Simple to-dos that build money habits.
02
Mailbox & notifications
Timely nudges, surfaced on the homepage.
03
Customizability
Self-expression with characters and emojis.
04
Rewards hub
Wins and incentives that keep momentum.
05
Digiwallet
Everyday payments, expenses and budgeting.
06
Goals
Visible targets to save toward.
Low-fidelity wireframes
From the voted features and user flows, I built low-fidelity wireframes for the core screens, then expanded them into mid-fidelity as a team.
deliver · what shipped
A goal-based youth bank, shipped to production.
shipped
Set up Savings Goals for your child
A parent creates a goal, sets the amount and date, then assigns tasks the child completes to earn money toward it. Pocket money becomes a shared goal.
shipped
A visual goal progress tracker
An outer ring shows how much is saved, an inner ring shows time elapsed, so young savers see at a glance whether they are on track.
shipped
A confetti moment at the finish line
Reaching a goal triggers a burst of confetti and a warm prompt to set a new target. A small celebration that makes saving feel worth it.
shipped
Savings on autopilot
Schedule recurring transfers to each goal every pay day, with tips on how much you can realistically afford to save.
post-implementation signals
The early read on the first 90 days.
38%
Created a goal
New youth accounts that set up a Savings Goal in 90 days.
64%
Tasks completed
Of parent-assigned tasks were done, each moving money into a goal.
1.7x
Deposit frequency
Accounts with a goal deposited 1.7x more often than those without.
41%
Auto-save on
Of goal-holders turned on savings autopilot.
2.3
Goals per saver
Average active goals per engaged saver.
+12 pt
Parent activation
Lift in parents returning weekly when a child had a goal.
Illustrative post-launch signals, representative of the early read. The formal post-implementation study was the agreed next step.
Years later...
The youth savers goals initiative went on to win rewards.
Canstar's Outstanding Value
for Junior & Youth Banking 2024-2026
WeMoney Winner 2025
for Youth Account of the Year
what's next
We shipped the loop that mattered, then stopped to learn.
Held out of scope, on purpose
The full wallet, payments and cards.
Account opening and parental consent at scale.
A broader rewards marketplace.
Social and expressive features the co-design surfaced.
Pending post-implementation research
Run the formal study to confirm the signals.
Test friction in goal setup and the parent-task loop.
Measure whether the habit holds past the first goal.
Use the findings to refine, then expand the flows once the youth market is proven.
case study · 2024 · internal admin tooling
Redesigning Circuit, the portal that runs Montu's operations
Circuit is the internal admin portal Montu's operations teams use to manage orders, patients, approvals and pharmacies. It had grown for years without evolving. I led the research to find where it was failing the people who live in it, and set a direction grounded in evidence.
role
UX research lead, UX design
users
PTX, PharmOps and Clinical (RN) teams
timeline
Discovery from Nov 2024, phased to v1.2
my focus
Research, synthesis, design direction, MUI
case study · 2024 · internal admin tooling
The short version
Circuit was a legacy admin portal that grew without evolving. I led discovery and usability research with ten people across cross functional teams (PTX, PharmOps and Clinical), ran a heuristic and accessibility review of every core screen, and turned it into a workflow-first redesign on the Montu MUI design system. v1.2 lifted satisfaction on every core screen from below the line to between 4.6-5 out of 5.
the problem
It grew, but it never evolved.
Circuit started with an external agency that had limited business context. Over the years, features were layered on top of features, a frankenstein build stitched together by whoever needed the next thing shipped.
It worked, technically, but fought the people using it. Designs were added without validating user needs, workflows were disjointed, and with no cohesive standards every new screen drifted further from the last.
01
No user-centred design
Designs were outsourced and functionality was added without validating user needs or doing research.
02
Disjointed workflows
Ad-hoc additions left the PTX team navigating a fragmented portal with manual steps and multiple open tabs.
03
Usability and design gaps
With no cohesive standards, inconsistencies piled up and dragged on usability and productivity.
methodology
A research-led approach, from discovery to validation.
discovery research
Understand the work
Semi-structured interviews, contextual inquiry to observe real usage, and a Pre-Post improvement score to set a baseline.
usability testing
Validate the redesign
Task-based testing on real scenarios like flagging orders and AP/SAS approvals, a think-aloud protocol, and prototype testing.
analysis & collaboration
Synthesise and align
Thematic analysis, the Pre-Post score, peer reviews, and prioritisation workshops with delivery and product against OKRs.
Created personas from JTBD and documented pain points, opportunities, needs, requirements and tools and systems to better understand where the gaps are.
heuristic review
I also pulled the interface apart, screen by screen.
Alongside the user sessions, I ran an expert heuristic evaluation of every core Circuit screen, scored each issue against usability heuristics and Gestalt principles, checked accessibility, and tagged it by the fix it needed. All documented on Confluence for stakeholder visibility.
How I did it
Walked the four core surfaces one by one: Orders list, Order details, Patients list and Pharmacies.
Evaluated each against usability heuristics and Gestalt principles like similarity and proximity.
Ran automated accessibility audits with WebAIM WAVE for contrast, focus and semantic-markup issues.
Tagged every issue by category and by the fix it needed: improvement, rewrite or redesign.
Backed each finding with annotated screenshots and sketched concept redesigns.
What it surfaced
Ambiguous tables and labels
Headings that did not say what they meant (one "Date" for payment, order or shipping), unlabelled icons, and unrelated controls side by side.
Broken responsiveness
Tables and the header did not scale, cutting off data when the window was resized.
Hidden, unexpected behaviour
Users had to clear the search field to see orders, filters worked one at a time, and the page went blank when filters were removed.
Accessibility debt
Around 150 errors across the core screens, plus missing focus states, low contrast and link colours failing WCAG.
Drift from the design system
Buttons, hovers and layouts were inconsistent with the Montu MUI design system.
104
Orders list
automated accessibility errors
21
Patients list
automated accessibility errors
18
Order details
missing form-label errors
7
Pharmacies
automated accessibility errors
source: Circuit heuristic review with WebAIM WAVE, 2024
what I heard
Four themes ran through everything.
Data visibility and integration
A lack of integration with the pharmacy system forced manual tracking of approvals, cancellations and dosage. Fragmented data made compliance hard to follow.
Usability and navigation
Unintuitive filters, excessive scrolling and inconsistent layouts created friction, and search was limited by identifiers.
Workflow efficiency
Tracking, flagging and reallocating orders meant manual steps and multiple tabs, with no order flagging, status history or bulk actions.
Compliance challenges
AP and SAS approval handling was cumbersome and error-prone without visibility, so people tracked rules in external spreadsheets.
The baseline, before any redesign
I captured a Pre score on a five-point scale across the core screens. Every screen sat below the line.
2.6
Order list
of 5 at baseline
3.0
Order details
of 5 at baseline
3.0
Patient list
of 5 at baseline
2.6
Patient details
of 5 at baseline
source: Pre-Post improvement score, Circuit usability research, Nov 2024
the direction
A phased redesign, focused on workflow first.
The findings pointed to one priority: give the operations teams back their time. The work was sequenced into phases, with the first features aimed at workflow efficiency on a consistent MUI design system.
workflow
Duplicate, order flagging, status history and bulk actions
The tools people kept asking for. Duplicate, flag and track orders, see a clear status history, and act on many orders at once instead of one tab at a time.
shipped
Search the way people actually work
Find patients and orders by the identifiers used day to day, including patient ID, with simplified tables that lead with the most important information.
shipped
Approvals with visibility built in
Bring AP and SAS approval handling into Circuit with the visibility and structure that used to live in spreadsheets, reducing human error.
shipped
One consistent design system
A shared MUI-based design system so every screen is consistent by default, ending the drift that caused the usability gaps.
A selected list of four highly requested screens and flows that allow internal users to finish their jobs and reduce human errors. Sensitive information is all redacted and placeholder information is displayed.
how we measure it · v1.2 results
Every core screen moved, and moved a lot.
I re-ran the same Pre-Post improvement score on the v1.2 redesign, rebuilt on the Montu MUI design system, with the same teams. Satisfaction on every core screen climbed from below the line into the 4.6 to 5.0 range.
10 of 10 found the layout clean and clear, and 9 of 10 said it gave enough information for a faster workflow.
usability
Less hunting
8 of 10 had less scrolling and better filters, and 10 of 10 liked the intuitive search and new patient ID search.
workflow
Real time savers
10 of 10 loved copy-to-clipboard, and 10 of 10 valued the Status History Log showing what changed, when and by whom.
compliance
Approvals in view
All 3 clinical users liked the new SAS approval and upload UI, and 10 of 10 liked the clearer remaining units and repeats.
operational impact
The satisfaction lift is really time handed back to the team.
The features users rated highest, bulk actions, status history, copy-to-clipboard and faster search, all attack the same thing: the manual steps, extra tabs and side spreadsheets between a PTX agent and a finished task. Modelled against the workflow that shipped, the saving compounds quickly.
~40%
Faster on key tasks
Search, flagging, reallocating and approvals.
~1 hr
Saved per agent, per day
Fewer manual steps, tabs and lookups.
~6,000 hrs
Saved a year
Across the PTX team, conservatively.
~3 FTE
Capacity reinvested
Freed to handle more, without hiring.
modelled estimate from the usability findings and shipped features. Assumptions: ~25 PTX agents handling ~80 actions each per day, highest-friction tasks cut ~40%.
What that means for the company
The freed capacity absorbs rising patient volume without adding PTX headcount, so support cost stays flat as the business grows.
Faster turnaround on orders and approvals means quicker responses for patients and pharmacies, supporting retention.
Bringing AP and SAS approvals into Circuit, out of side spreadsheets, cuts manual-handling errors and lowers compliance risk.
A consistent MUI design system makes every future change cheaper to build and quicker to ship.