How Sword Health Activates UX Research Insights in a Regulated Healthtech Environment

The team actively works to demystify UXR reports, operating on the belief that a report’s value is defined by its utility, not its length. As a result, they moved away from massive, academic-style deliverables in favor of structured, digestible content.

Their Condens reports follow a flexible but consistent structure or "spine", as Raquel describes it. Their research reports include:

1. A clear title for searchability and discoverability

2. An image that illustrates the topic and provides immediate visual context

   

3. Summary of goals, methods, participants, and timeline

   

4. A "TL;DR" (Too Long; Didn't Read) section with top-level insights

   

5. A "Diamond" section (an overview of main themes and findings)

6. Deep dives into findings using color-coded text for enhanced readability

   

7. Quotes and supporting evidence

8. Conclusion with direct implications and recommendations

   

9. Links to related reports and background documents

This structure ensures that even the busiest executive can get value immediately. By focusing on readability and relevance, reports naturally spark engagement and get used.

The Sword Health UXR team uses Condens as the central hub for all their data. Reports, videos, journey maps, and transcripts—everything is securely stored in Condens, making it a single source of truth for all customer knowledge across the company. 

In Raquel’s own words: “Everything we do lives in Condens. [...] We share the insights and all the knowledge where the teams already work. So we go to Slack, emails, … We provide collaborative sessions, but we need to keep the evidence and knowledge centralized.”

Anchoring every deliverable in Condens and disseminating its insights in different channels enables the team to maintain traceability back to the source data and evidence.

The UXR team doesn’t expect stakeholders to log into Condens and hunt for insights. They treat research distribution like an internal marketing campaign, proactively pushing content to the platforms where their colleagues already spend their day. These include Slack, email for team newsletter, and even an internal AI concierge named Gyo that helps teams across the org navigate different questions.

For example, every report launch is accompanied by a carefully crafted Slack post. These snippets are designed to hook the reader by including a catchy title, estimated reading time (e.g., ‘5-minute read’), and a direct link to the report.

If you want to follow their example, here is the structure broken down into its key elements:

Perhaps their most effective tactic is their approach to scheduling meetings in which the stakeholders participate to understand the key research takeaways. Instead of engaging in calendar Tetris by asking for availability, they prioritize 2-3 key decision-makers (mainly those who requested the research or would benefit from these insights) and book the slot proactively.

Live sessions are short (often 30 minutes), held inside the Condens report, and intentionally conversational. Stakeholders are encouraged to interrupt, ask questions, and leave comments directly in the report. As Raquel shares, “It’s not just me presenting. It’s a conversation.” This shifts the format from a static report to a dynamic one. If something sparks debate, they’ll schedule a follow-up or move into a FigJam workshop to dig deeper.

In a regulated industry, things move slowly, but product decisions don’t. If a pattern starts to emerge halfway through a study, the team doesn’t wait until every interview is complete to communicate it. They’ll flag them to stakeholders with clear context: “Of course, we say this is still in progress, but it’s something they can already start thinking about”. This allows product teams to start ideating earlier, reducing the time-to-insight dramatically.

Finally, the team applies UX methods to their own internal process. They acknowledge that stakeholders are users too, and what works today might not work in a few months. Teams change, stakeholders rotate, and communication habits evolve.

As Raquel expands on this: “We don’t track it formally, but we are aware and observe how our stakeholders interact with what we deliver, where we deliver, and in what moments we deliver. So we need to observe this constantly, but this is who we are. We are researchers; it’s part of our work. If we don’t do that, we’re not doing a good job.”