Case study - I
chapterit
"Can he drive results?"
Designing a Digital Operating System for Nutrition Clubs
Rebuilding a key resume-builder flow into an A/B-testable system that turned small design decisions into compounding revenue.
Role
Founding Product Designer& Product Manager
Team
1PM, 2 ML Engineers, 1 Full-stack
Timeline
2026 - present
Focus
AI UX, ambiguous product definition
Outcome
Private beta → paid pilot in 4 months
01 - Context
HN MyClub (later HL MyClub) is a platform designed to help Herbalife Nutrition Club owners manage and operate their businesses more efficiently.
The product unified operations such as transactions, menu management, reporting, and customer engagement into a single system—transforming how clubs run their day-to-day operations.
02 - My Role
Head of Product & Design
Defined product vision and MVP scope
Led roadmap planning and feature prioritization
Designed core user flows and system architecture
Built high-fidelity product experiences using AI-assisted development (Claude Code)
03 - The Problem
Nutrition Club owners were managing transactions through a fragmented and inefficient process.
In many cases, transactions were recorded manually throughout the day and entered into the system after hours, costing valuable time that could otherwise be spent growing their business.
This created:
Operational inefficiency
Increased risk of errors
Lost time during peak business hours
04 - Key Insight
Club owners don’t just need tools—they need real-time operational control.
This shifted the product from a back-office system into a live, in-the-moment operating platform that supports the full lifecycle of a transaction.
06 - Concept Exploration
Early exploration focused on understanding how clubs operate in real-world environments and how digital tools could integrate seamlessly into their workflows.
We explored:
Back-office management vs. real-time transaction systems
Staff-driven workflows vs. customer-driven interactions
Physical space integration (kiosk, displays) vs. traditional interfaces
05 - Defining the Core System
The platform evolved into a multi-surface system that supports both operational efficiency and customer experience:
Operations Management
Business and financial management
Payment processing
Reporting (sales, volume, customer, club credit)
Club credit management
Enabled owners to manage and monitor their business in real time.
Menu & Transaction System
Menu creation and management
Cash register-style transaction processing
Transformed ordering into a fast, in-the-moment workflow.
Customer Experience Layer
Kiosk for customer check-in
Digital waiting room display
Extended the system into the physical environment, improving flow and visibility for customers.
Connected Ecosystem (Engage)
Customer-facing ordering and interaction
Integration with club operations
Bridged the gap between business management and customer engagement.
07 - Concept Exploration
Expanding the Operational Ecosystem
Initial concept work explored a broader system that included:
Inventory management
Advanced reporting
Fully integrated cash register workflows
A connected customer application (Engage)
These explorations helped define a long-term vision of a complete business operating system for distributors.
Customer Interaction Models
We explored different ways of representing customers within the system:
Quick selection for speed
Detailed profiles for deeper insights
Balancing efficiency with visibility became a key design consideration.
07 - Tradeoffs
Vendor Speed vs. Deep Understanding
To move quickly, portions of the design process relied on external vendors.
Benefit: Faster execution and delivery
Tradeoff: Reduced depth of product understanding and continuity
This required stronger alignment and direction to maintain consistency across outputs.
08 - Outcome
HN MyClub successfully transitioned club operations from a delayed, manual process into a real-time digital system.
By enabling transactions, management, and customer interactions to happen in the moment, the platform improved efficiency and freed up time for club owners to focus on business growth.
09 - What I’d Do Differently
Reflecting on the process, there are opportunities to strengthen both product development and execution:
Increase direct user engagement earlier
Spending more time with club owners in their environments would further ground decisions in real-world workflows.
Balance vendor speed with internal ownership
Maintaining deeper internal product knowledge would improve consistency and long-term scalability.
Expand validation of physical-digital interactions
Testing how kiosk and in-club experiences perform in real environments earlier could refine the end-to-end experience.
09 - Whats Next
Future opportunities focused on expanding intelligence and integration across the platform:
Deeper insights into business performance
More seamless integration between operations and customer-facing experiences
Continued evolution toward a fully connected business ecosystem