1 Oncology Care launch
Transcarent launched Oncology Care during this specialty-care product period.
Public program context for Oncology Care.
Case study
Scaling specialty-care product strategy across four clinical programs
Scaled product strategy across four specialty-care programs — Surgery, everyday urgent care, Behavioral Health, and Oncology — by building shared decision infrastructure instead of per-program customization, making routing, ownership, and escalation explicit at every decision point.
Timeframe
2021–2022
Overview
The decision
Context 1
High-acuity specialty cases (Surgery, Oncology, Behavioral Health) were stalling in exception queues, limiting how fast programs could deploy across employer partners. The challenge was scaling four clinical domains at once — each with different protocols, benefit structures, and partner integrations — without building four separate products.
The Decision
Built shared decision infrastructure instead of per-program products: a unified, role-based ownership model that tied routing rules to clinical accountability, letting four programs scale on the same architecture. The tradeoff was explicit — slower to build, faster to scale.
What we did
Designed unified member records and tied routing rules to clinical roles. Managed and mentored product managers across four programs, coordinating with clinical, engineering, and commercial teams on routing logic, exception handling, and escalation protocols. Led the Cancer & Decision Support pod: shipped CancerCare v1, a symptom-checking triage tool with Healthwise content integration and an in-app second-opinion experience with automated handoff to Nurse Ally through Consumer Medical.
Outcome
Four specialty-care programs launched on shared infrastructure. Routing-related delays dropped as a primary bottleneck, and operational variance between the highest- and lowest-performing service lines narrowed.
Sources
Implementation
Constraints
- Highly regulated clinical and benefit partner environments — each program had different compliance requirements.
- Diverse patient acuity requiring high-fidelity routing across four clinical domains.
- Default pressure to build a separate product per program.
What was shipped
- Unified member record for clinicians and care guides.
- Role-based routing rules tied to clinical accountability.
- Operational dashboards for real-time exception monitoring and workflow optimization.
- In-app second-opinion experience with automated handoff to Nurse Ally through Consumer Medical.
Outcomes 1
- Routing delays and the gap between the best- and worst-performing service lines both narrowed.
Deliverables
- Routing decision-ownership map for clinical and operational stakeholders.
- Program-level care plan completion and operational efficiency dashboards.
- Cross-functional coordination protocols for nurses, care guides, and benefit partners.
Why it matters
The shared decision infrastructure made ownership explicit at every decision point, which is what let four programs scale on the same architecture instead of four separate products. At Andwise, I tried to apply the same accountability pattern as a founder — and learned that building the product is necessary but not sufficient.