Insurtech · AI · HealtcareNavigating the Early Path of a Healthcare Venture
Industry: Health Insurance
Partners: Qatar Insurance Group · Qatar Life & Medical Insurance Company · The View Hospital
My role: Strategic Designer · Venture Lead
Stage: Concept → Prototype → Partner validation
Year: 2022–2023
The background
At Qatar Insurance Group and Qatar Life and Medical, I supported the early exploration of a new healthcare venture. My role was not to deliver a predefined solution, but to help the teams orient themselves in a complex problem space and gradually discover a viable direction for a new business.
Rather than starting with answers, we focused on understanding the landscape—where the real tensions were, which opportunities were worth pursuing, and what kind of venture could meaningfully exist within this ecosystem.
My Role
I helped leadership and the venture team navigate uncertainty and move from broad ambition to focused, testable directions. My contribution included:
Designing and facilitating workshops to create shared understanding
Helping teams frame and refine value hypotheses
Translating abstract ideas into tangible prototypes
Shaping the visual language and early brand foundations
Encouraging teams to think independently and take ownership of ideas
the starting point
At the kickoff, senior stakeholders outlined a broad market challenge and identified five potential areas of opportunity. The core task was not speed, but focus: deciding where to look, what to ignore, and what kind of venture we were actually trying to build.
making the problem human
To ground the discussion, I led a workshop centered on persona creation. These personas represented different roles within the healthcare ecosystem and helped the team move from abstract market thinking to real human perspectives. This step was essential in aligning the team around who the venture might ultimately serve.
Exploring Possibilities
In the next phase, I guided the teams through divergent ideation. Each team explored multiple directions—intentionally pushing beyond safe or obvious ideas. Through discussion and reflection, we gradually converged on a small set of concepts that felt both meaningful and realistic. Across teams, this resulted in seven distinct venture directions.
Making Ideas Testable
Each direction was then translated into a simple prototype and a one-page concept—small enough to question, clear enough to discuss. These artefacts were not final products, but thinking tools to support decision-making.
Learning from the Market
To move from internal belief to external signal, I helped design lightweight validation experiments. This included creating landing pages, preparing campaign visuals, and setting up paid experiments via Meta and Google Ads. The goal was not optimization, but learning—using real behavior to inform the next step.