A medical ERP for Nigerian hospitals and laboratories, with an electronic medical record (EMR) and system for managing billing, pharmacy, inventory, and day-to-day operations, integrating every department.
A medical ERP built for how Nigerian hospitals actually operate. An EMR sits at its core, connecting every department that keeps a hospital running. I led it as Product Manager from discovery through delivery.
Nigerian hospitals were working with tools that didn’t fit:
Fragmented, isolated systems, with departments that didn’t talk to each other
EMRs that weren’t robust enough to run operations
Makeshift record-keeping with no real operational backbone
Long queues and slow consultations as a result
I coordinated the project end-to-end, from discovery to Agile delivery.
Understand the problem and define success. Discovery with mixed methods.
Define the solution and objectives
Shape the product roadmap and the scope
Build PRD and product backlog
Deliver with Agile: Cross-functional sprints with engineers, designers, and hospital representatives, with feedback loops built in.
Owned the roadmap and product direction
Led market and user research and defined pain points, niche, and success criteria in line with stakeholders' expectations
Aligned the founder, engineers, designers, hospital representatives, and external stakeholders
Worked with engineers on technical details and feature scope
Coordinated delivery and managed change from feedback
Founder: set the product vision and priorities; I aligned the roadmap with it
Engineers: built the platform; I worked with them on technical details and feature scope
Designers: shaped the user experience around what research showed about staff and patients
Hospital representatives: gave first-hand input on workflows and tested the product against real needs
External stakeholders: contributed feedback, research input, and interviews
This software replaces disconnected tools with one system built around local workflows. Pitching to hospitals produced further feedback that shaped the product.
Building for a region means starting from its workflows, not features.
Integration across departments matters more than any single module.
Adoption is a product problem, so change management belongs in the roadmap.
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