This member-based health fund, eligible to parts of the community only, is operating in a rapidly evolving sector with heightened competition and increased expectations of digital experiences. A lack of investment in experience has become a risk to competitiveness to the fund, so Deepend was engaged to strategically bring the digital experience to digital parity with the ultimate aim to improve conversion for prospects to become members, using a data-driven and user-centric approach.
We collaborated with the fund’s core team to co-create an optimised digital journey that aligns with user expectations and industry best practices, introducing agile methodologies, rapid experimentation, and continuous improvement frameworks to ensure they could achieve measurable acquisition uplift.

Strategic, data-driven co-creation

A six-week discovery sprint using a collaborative model with a cross-organisational team assessed the effectiveness of the fund’s existing digital prospect journey. Our approach combined qualitative and quantitative insights, competitor benchmarking, and real-time experimentation to inform a backlog of high-impact initiatives.We collaborated with the fund’s core team to co-create an optimised digital journey that aligns with user expectations and industry best practices, introducing agile methodologies, rapid experimentation, and continuous improvement frameworks to ensure they could achieve measurable acquisition uplift.

A six-week discovery sprint using a collaborative model with a cross-organisational team assessed the effectiveness of the fund’s existing digital prospect journey. Our approach combined qualitative and quantitative insights, competitor benchmarking, and real-time experimentation to inform a backlog of high-impact initiatives.

Identifying key experience gaps and validating potential interventions.

Iteratively improving conversation paths and optimising core digital touchpoints, delivered in agile sprints.

Leveraging off insights and hypotheses created in the strategic phase, we moved towards creating an ideal future, designing small-scope itemised parts of the future journey and refining them with experimentation.

During the first phase, we had increasingly pointed experiments towards an ideal future. In phase 2, I designed a prototype to take the ideal future we all believed in to user testing. Because the continued experimentation established some guardrails already, we were able to scope a lean test with parts of the overall acquisition journey already proven and under development.