Hi, I'm
Rhea!
View Case Studies
1
DEFINE
Before any work begins, I get a clear picture of how things actually operate — where the friction lives, and what the real problem is beneath the one being presented. Backlog audit, stakeholder interviews, funnel review, journey mapping. Whatever the context calls for.
2
DIAGNOSE
Findings become structure. A prioritized opportunity list, a sequenced roadmap, decisions with rationale. This is where a reactive backlog becomes a strategic one.
3
BUILD
This could be a Jira backlog built from scratch, a pre-discovery brief, or a three-horizon roadmap. The output changes. The standard doesn't. Everything is documented, explainable, and built to outlast any single contributor.
4
EMBED
Work closes with clean documentation, defined success metrics, and a clear next step. No black box. No knowledge locked in one person's head.
Modernizing the Shopping Experience
Figma Design
PDP | PLP
Regulated Commerce
Medical
Developer Management
Designing for Compliance and Clarity
My Role: Sole Product Manager (strategy, Figma design, and delivery management)
Quick stats
3 surfaces redesigned
+10% Add to Cart Rate
The Problem
I inherited a PLP, PDP, and cart that made it harder for patients to shop under strict prescription and compliance rules. Purchase-critical info such as, cannabinoid content, brand, medical allotment remaining was buried, split across sections, or missing entirely. I owned figuring out why, and what to fix first.
What I Did
Conducted user interviews to prioritize the highest points of purchase friction.
Redesigned the new PLP, PDP, and cart experience myself after teaching my self how to use Figma, as we did not have a UX designer.
Wrote the delivery specs and managed an agency partner through build and launch
Made the compliance call on what could and couldn't change — every layout decision had to hold up against prescription limits and restriction-flag rules unique to a regulated medical cannabis platform
PLP:
Patients don't browse cannabis products the way they browse general retail. They filter by format and terpene profile first. I prioritized filtering over a cosmetic refresh because it addressed how patients actually decide.
PDP:
I merged everything a patient needs to make a purchase decision into a single module, reducing the number of scroll/click actions needed to buy.
Cart Flyout:
I pushed to surface allotment remaining directly in the cart, not just on their account page. It's the number patients check most before checkout, and the old cart made them guess.
Constraints I Navigated
Compliance sign-off on every restriction flag and DFE display rule
Cross-functional alignment across compliance, legal, and clinic teams
Agency delivery management
Outcome
Add to Cart rate increased by 10%
Total purchases increased by 22.4% even with traffic dropping -2.2%.
Patient and stakeholder feedback was consistency, cleaner, easier to shop.
Building the Foundation for Scale
Product Strategy
Roadmap Development
Strategy
Journey Mapping
Agency Onboarding
My Role: Sole Product Manager (strategy, product discovery, roadmap, Jira, and agency delivery)
Quick stats
7 epics, 23 stories, 113 tasks rebuilt
19 initiatives prioritized across 3 roadmap horizons
2 distinct patient journeys mapped
The Problem
I inherited a regulated medical ecommerce platform with an outdated backlog, no documented patient journeys, and an agency engagement on the horizon. There was no clear product foundation for the agency to work from — priorities were unclear, patient segments weren't defined, and there was no consistent way to measure whether future improvements were working.
I owned creating that foundation before development began.
What I Did
Audited the existing backlog, separating what was still valuable from what needed to be reconsidered.
Mapped journeys for two distinct patient segments — insurance patients and general public patients — and used those differences to drive prioritization.
Rebuilt Jira from scratch across 7 epics, 23 stories, and 113 tasks, organizing the work around a three-horizon roadmap: Stabilize → Guide → Scale.
Created the pre-discovery documentation the agency needed to start with clear segments, journeys, priorities, and scope rather than an open-ended brief.
Made analytics instrumentation a Tier 1 priority so future initiatives could be measured from the start.
Roadmap:
Stabilize: Address foundational product and experience gaps before layering on new functionality.
Guide: Improve the patient journey by identifying where each segment needed more clarity or support.
Scale: Create opportunities for conversion and personalization once the underlying experience and measurement infrastructure were in place.
Patient Journeys:
Insurance patients: Their journey had additional complexity and decision points, so I documented their needs separately rather than treating them as a variation of the general patient experience.
General public patients: Their journey was mapped independently to identify different points of friction and opportunities for conversion.
Constraints I Navigated
Regulated medical ecommerce environment
Two patient segments with fundamentally different journeys
Existing backlog with significant historical context but little structure
Agency onboarding timeline
No established product discovery or analytics foundation
Outcome
Created a 3-horizon roadmap covering 19 initiatives across stabilization, conversion, and personalization.
Fully mapped 2 distinct patient segments with documented journeys.
Built the product management infrastructure from 0 to a functioning system in one quarter.
Onboarded the agency with clear scope, priorities, patient journeys, and requirements from day one, eliminating discovery ambiguity.
