Manual · Digital health · Growth
At Manual, I redesigned key parts of the hair-loss journey, from discovering and comparing treatments to completing the clinical questionnaire and purchase.
The goal was to help men make a sensitive healthcare decision with greater confidence. The work contributed to a 27% increase in landing-page-to-purchase conversion and an 8% increase in average order value.
Role
Product designer
Scope
Product discovery, user research, journey design, UX/UI design, prototyping, A/B testing and experimentation
Team
1 x product manager, 1 x clinician, 4 x engineers
Platform
Responsive web
Period
2021 to March 2022
By making treatment easier to understand and the next step easier to complete, the work contributed to stronger commercial performance and journey completion.
+27%
Landing-page-to-purchase conversion
More customers progressed from discovering treatment to completing a purchase.
+8%
Average order value
Clearer treatment positioning helped customers understand the value of different plans.
89%
Questionnaire completion
Most customers who entered the clinical assessment completed it.
Hair loss is personal, visible and emotionally charged. Before beginning an ongoing treatment, customers needed to understand whether it was safe, whether it could work and which option was appropriate for them.
Manual also needed to grow a direct-to-consumer business. The challenge was to help more customers progress without treating healthcare like a conventional retail checkout. Commercial clarity had to sit alongside clinical credibility.
Customers needed to understand
Is the treatment safe and effective?
Which treatment is right for me?
What results can I realistically expect?
What will it cost now and over time?
Manual needed to improve
Progression from interest to purchase
Understanding of different treatment plans
Completion of the clinical assessment
Confidence without weakening clinical safeguards
My contribution
As Product Designer, I worked with a product manager, four engineers and a clinician across acquisition, treatment selection, clinical assessment and purchase. I used customer research, funnel data and rapid experimentation to identify where confidence was breaking down, then translated those findings into changes we could test and ship.
The Preventer
"All the men in my family are balding. I want to keep my hair for as long as I can for my self-confidence."
The Protector
“I have great hair. I want to keep it, forever.”
The Researcher
“I’ve done the research, the science is there, others seen results, I want to see if it works for me.”
Three customer mindsets identified through research
These were not rigid personas. They gave Product, Design and Growth a shared way to evaluate whether the journey answered different forms of uncertainty.
Customers weren’t lacking interest. They were lacking confidence. Across the three mindsets, that uncertainty repeatedly centred on four areas.
This changed the direction of the work. Instead of treating each drop-off as an isolated conversion problem, I framed the journey as one connected confidence problem.
Decision doubt
Is treatment right for me, and am I ready to begin?
Trust gap
Can I believe these claims, and who is responsible for my care?
Pricing confusion
What will I pay now and over time?
Package clarity
What is the difference between the treatments, and why would I choose one over another?
The research gave us a more useful question than “How do we get more people to click?” We needed to understand what an interested customer required before they could make a confident decision.
We assessed progress through landing-page-to-purchase conversion, average order value, questionnaire completion and signs that customers understood the decision they were making.
1
Earn trust before asking for commitment
Show credible evidence, clinical reassurance and honest expectations before asking customers to take the quiz or purchase treatment.
2
Make treatment choices understandable
Help customers compare effectiveness, usage, price and expected results without translating medical or commercial jargon themselves.
3
Guide people through the clinical decision
Make the questionnaire feel like a supported healthcare journey, not a long form standing between the customer and checkout.
The landing page had to answer “Can I trust this?” before asking customers to take the hair quiz.
I brought the most useful reassurance into the main story. Customers could quickly see that treatments were clinically proven and prescribed by UK-licensed clinicians. The page also set expectations around results, starting price and the 180-day money-back guarantee.
The intention was not to show as much proof as possible. It was to place the right proof close to the moment when someone was deciding whether to continue.
Testimonials and before-and-after imagery made the outcome feel relatable. Trustpilot provided external reassurance, while clinician-led evidence answered questions about effectiveness.
The FAQ gave research-led customers more depth on results, timing and side effects without making everyone read a wall of clinical information.
Reaching treatment selection did not mean a customer was ready to choose. Finasteride, Minoxidil and combined plans could be difficult to compare, particularly for someone seeing them for the first time.
I created a consistent structure around the questions customers were already asking:
What does the treatment do?
How effective is it?
How often is it used?
When could I expect results?
What does it cost now and later?
Why might I choose a combined plan?
Each card presented purpose, effectiveness, usage and price in the same order. Customers could scan across treatments without remembering information from one card while reading another.
The complete plan also needed a clear reason to exist. Instead of relying on a promotional label, the design explained how the treatments worked together and who would benefit from the combination. This made its additional value easier to understand while keeping the individual alternatives clear.
I also explained what happened after purchase, from assessment and delivery to support and expected stages of stabilisation and regrowth.
The decision began to feel less like choosing an unfamiliar product and more like understanding a treatment plan.
The questionnaire collected the information a clinician needed to assess suitability. It also asked customers to spend time and share sensitive details before they knew whether treatment would be available.
I wanted it to feel like the beginning of a clinical relationship rather than an administrative barrier.
Introducing the medical director gave the questions a human source. It reminded customers that a qualified clinician, not just an algorithm, was responsible for reviewing their information.
I organised progress around meaningful stages such as goals, eligibility, photos and booking. Customers could see where they were, what type of information was coming next and how much remained.
*Simplified illustration of the hair-loss funnel. Percentages shown are illustrative.
Landing pages, treatment education, the questionnaire and purchase could have been optimised separately, but customers experienced them as one journey.
I worked with Product, Engineering and Clinical colleagues to turn research into prototypes and testable changes. Product analytics and experimentation helped us see whether an improvement continued to have a positive effect further down the journey.
A stronger landing page needed to lead to informed questionnaire starts. Clearer treatment positioning needed to help people choose a suitable plan, not simply push them towards the most expensive option. Questionnaire improvements still had to collect enough information for safe clinical review.
The goal was confident progression through the whole experience, not a higher click rate on one page.
The results came from treating trust, comprehension, suitability and pricing as connected parts of the same experience.
The project showed that customer confidence and commercial performance were not opposing goals. In a sensitive healthcare journey, reducing uncertainty helped improve both.
+27% landing-page-to-purchase conversion
More customers progressed through the full journey, not only the first call to action.
+8% average order value
Clearer package positioning made the benefits of the complete plan easier to understand.
Approximately 89% questionnaire completion
The clinical assessment remained detailed while helping most customers who started it reach completion.
This work changed how I approach growth design. The most useful question was not “How can we persuade more people to continue?” It was “What is preventing an interested person from making a confident decision?”
That distinction led us towards clearer evidence, honest expectations, understandable choices and a more human clinical assessment. Those changes improved the customer experience while creating measurable value for the business.
If I continued the work, I would connect acquisition experiments more closely with longer-term outcomes such as treatment adherence, retention and confidence after purchase. Conversion tells us that someone decided to begin. In healthcare, the quality of that decision and what happens afterwards matter just as much.
Next case study
Let’s work together.
I’m open to Senior Product Designer roles where complex problems, strong craft and measurable outcomes matter.
hey@razrashid.com
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Selected works / Raz