Case Study

A women’s health platform founder engaged NDH Advisory before seeking her next investment round. She had a concept, a 120-screen prototype, and a pitch deck — and she needed an honest outside read from a product leader and investor lens before committing more resources.

Company & Position

NDH Advisory, CEO & Founder (2024–2025)

Details

The platform concept was ambitious: centralized medical records, longitudinal health trend identification, provider and researcher connectivity, and an eventual marketplace for health products and services. The consumer value proposition was clear, but the provider value proposition was not. Asking a physician to use another system for a single patient — outside existing EHR workflows — was unlikely to drive adoption, putting network effects at risk. The marketplace concept faced the same timing problem: no consumer scale, no negotiating leverage.

The prototype reflected heavy UI investment without a UX foundation. A trust problem ran underneath all of it: asking women to upload sensitive health data to an unknown company required active trust-building in every interaction — not a future feature, but a day-one design principle.

Actions

• Reviewed the full product strategy — platform model, business model, monetization, persona definitions, and roadmap — before engaging with the prototype.
• Applied platform theory and network effects frameworks to identify structural gaps, particularly the unresolved HCP value proposition and premature marketplace concept.
• Developed a five-persona pain points and feature implications framework — Consumer, Provider, Life Sciences Researcher, Retail Health Partner, Content Creator. Identified areas for further discovery for multiple personas.
• Reviewed all 120 prototype screens; documented IA problems, non-standard interaction patterns, navigation and labeling inconsistencies, and mobile-first gaps.
• Framed trust and control as design principles requiring expression in every interaction, not features to be added later.
• Reviewed the pitch deck; connected fundraising weaknesses directly to the unresolved business model questions that needed answers first.

Outcome & Impact

• Delivered a comprehensive product feedback document covering platform model, business model, personas, UX, and pitch deck — with specific, prioritized recommendations.
• Structural gaps surfaced that, left unaddressed, would have made the next investment round harder to raise and difficult to deploy with positive impact.
• Strategic frameworks provided — platform theory, adoption drivers, trust architecture — enabling the founder to evaluate roadmap decisions with greater clarity.
• The founder subsequently pivoted elements of her approach. Technical team composition and MVP definition remain ongoing challenges.