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Jose Arocha • UX Portfolio

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McKesson / Ontada / 2020–2022

Ontada: Unifying Revenue Cycle Workflows

Legacy tools made complex revenue-cycle workflows harder to navigate, analyze, and scale. The Total View 3 work focused on creating clearer visibility across denials, reimbursement, payer performance, and related financial operations while moving toward a more unified platform model.

Executive Summary

Ontada needed to move revenue lifecycle work out of fragmented legacy processes and into a clearer operational platform model. I led discovery, workflow modeling, MVP definition, and executive communication so SMEs, business leaders, and product teams could align around risk, visibility, and delivery priorities.

Operating Context

Billing accuracy, payer movement, remittance status, backend legacy constraints, financial risk, and competing stakeholder priorities converged in workflows that different teams understood differently. The work required turning operational dependencies into a shared product model while keeping immediate delivery and long-term platform direction in view.

Decisions That Shaped The Work

  • Unify related workflows into one coherent modelAvoid treating each task as an isolated product experience.
  • Design for multiple practice structuresThe model had to work across different roles, responsibilities, and team configurations.
  • Preserve context throughout the workflowUsers should be able to move between analysis, detail, and action without losing the bigger picture.
  • Evolve the platform without disrupting live workNew capabilities had to extend the existing product without blocking current operations.

Shaping the experience

01 / Workflow model

Mapping the current experience exposed handoffs, tool changes, and approval dependencies. The redesigned model clarified the primary path while preserving the roles and controls required by the business.

Blurred current-state reimbursement request workflow spanning site, review, billing, and finance roles
Blurred redesigned reimbursement request happy path with a clearer sequence across operational roles
02 / Platform structure

The platform architecture connected analytical and operational capabilities, while role-based flows showed how different users could investigate denials without losing workflow context.

Blurred Total View 3 platform sitemap connecting revenue cycle analytics, financial management, alerts, administration, and settings
Blurred workflow for all users moving from a dashboard into payer analysis, claim detail, and export
Blurred payer-focused workflow moving from dashboard analysis through claim detail and export
03 / Resulting experience

The final experience connected high-level denial monitoring with payer grouping, reason-code filtering, claim investigation, and follow-up in one continuous analytical workflow.

Blurred denials dashboard showing summary metrics, charts, and account tables
Blurred revenue cycle analytics table grouped by payer
Blurred denial reason filter open over a payer analytics table
Blurred payer analytics table showing filtered denial results
Blurred expanded claim view with EOB details, denial reasons, and notes

Outcomes

What Changed

  • Fragmented legacy system replacedThe resulting solution provided a more structured and scalable approach for managing the revenue cycle.
  • Billing accuracy and visibility improvedImproved visibility across reimbursement, payer, billing, and related financial workflows.
  • Created a reusable analytical frameworkShared interaction patterns supported multiple revenue-cycle workflows instead of treating each area as an isolated report.
  • Supported different practice operating modelsThe product structure accounted for role and responsibility differences across small and large practices.

Principles I Carry Forward

What I Learned

  • Complex systems make ambiguity expensive.When tasks, ownership, or risk are unclear, errors and poor decisions become more likely. The product should make responsibilities, consequences, and next steps explicit.
  • Solve the immediate problem without closing off the future.MVP work should deliver something useful now while preserving the foundations needed for the system to expand and evolve.
  • Constraints make boundaries more important, not less.Tight timelines and legacy systems increase pressure to compromise. Clear boundaries help teams make deliberate tradeoffs without undermining the underlying product model.

About Jose Arocha

Beyond the interface

Over the past 20 years, I've worked across healthcare, enterprise software, consumer products, media, e-commerce, and early-stage startups. I bring experience and knowledge of product strategy, systems thinking, service design, and UX leadership.

I bring discipline when the problem is ambiguous, the organization is growing, and teams need clearer operating models, stronger product judgment, and evidence they can act on. I'm also equally comfortable when an organization’s environment is already well defined and the challenge is helping the product and team scale to the next level.

LinkedIn profile ↗

Where I create impact

Complex operational workflows

Clarifying responsibilities, handoffs, and decisions so teams can act with confidence.

Strategizing in regulated environments

Building trust in sensitive systems where clarity, safety, and compliance shape the experience.

0→1 products and scaling organizations

Creating product foundations before speed, complexity, and team growth start compounding.

Cross-functional alignment

Helping product, engineering, operations, and leadership move towards shared goals.

Product foundations and design systems

Identify and turn repeated themes into systems, patterns, and principles teams can reuse.

How I approach problems

Most critical experience and product challenges go beyond the surface level.

I rarely view problems as UI challenges alone. I look at how people, information, responsibilities, and decisions move through the system.

I try to make the backstage work visible: process, handoffs, risk, constraints, and the decisions a product has to support.

The strongest design work creates meaningful outcomes for people and lasting value for organizations.

Relevant Recent Experience

2025–Present

DeathHydra

Advise on the brand development, ecommerce experience, and creative direction across customer touchpoints.

2022–2024

Hazel Health

Built the in-house UX practice, helping teams make better decisions across patient experiences and clinical care operations.

2020–2022

Ontada / McKesson

Led enterprise healthcare initiatives across oncology, revenue operations, and executive alignment.

2018–2019

Modus (Acquired)

Joined as the first designer and built the product design practice from the company’s earliest stages through scale.

Prior

Microsoft, T-Mobile, and others

Led product initiatives across commerce, telecom, media, travel, and enterprise systems.

Outside of work

I'm always doing
 something fun

Outside product work, I spend time with my family and usually have a hands-on project underway: airbrushing, 3D printing, bonsai, cooking, baking, traveling, or enjoying a good video game.

I enjoy making things, whether it's a product, a creative dinner, a business, or an entirely unnecessary 18-inch 3D model.

Contact

Let's connect.

Whether you're building something new, scaling what already works, or looking for experienced product design leadership, I'm always open to a good conversation.

Email

jose.angel.arocha@gmail.com

LinkedIn

linkedin.com/in/jose4rocha/