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Ultrahuman · Experience Design · 2025–26

A Longevity Lab, Before It Existed

A Longevity Lab, Before It Existed

The brief was one line: the centre needs SOPs. What it turned into: designing how the digital and physical meet in a luxury experience, from the app in a member's hand to the handoffs on the floor, and getting two operating cultures to share a customer.

The brief was one line: the centre needs SOPs. What it turned into: designing how the digital and physical meet in a luxury experience, from the app in a member's hand to the handoffs on the floor, and getting two operating cultures to share a customer.

My Role

Experience Design Consultant

Experience Designer

Timeline

Aug 2025 to Jan 2026

Methods

New Service Mapping · Innovation · Co-creation

Team

Experience Design Consultant (me) · clinical, hospitality, ops, marketing, and tech teams

Experience Designer (me) · clinical, hospitality, ops, marketing, and tech team

[ Add hero — Performance Lab ecosystem ]

01 · Context

A One Line Brief

A One Line Brief

Ultrahuman was building their first Performance Lab: four storeys, none of it open yet. A diagnostic floor. A recovery floor running everything from hyperbaric oxygen to ice. Retail. And an open training floor on top for performance testing. The scope ran from market research and price points to how a member moves through all four floors as one continuous experience. Launch dates moved the way construction does, so the research was phased to match: on paper, then in empty rooms, then with staff in role as floors and teams arrived.

Ultrahuman was building their first Performance Lab: four storeys, none of it open yet. A diagnostic floor. A recovery floor running everything from hyperbaric oxygen to ice. Retail. And an open training floor on top for performance testing. The scope ran from market research and price points to how a member moves through all four floors as one continuous experience. Launch dates moved the way construction does, so the research was phased to match: on paper, then in empty rooms, then with staff in role as floors and teams arrived.

02 · Front Stage

The Member, Through Many Hands

The Member, Through Many Hands

Doctors, phlebotomists, wellness guides, front of house, backend teams, partner companies, and the app already in the member's hand. A member crosses more hands in one visit than in most hospitals, and the ushering between them, floor to floor, function to function, was where the experience would live or die. Two journey maps carried it: the member arriving for a first assessment, and the member returning for a protocol. Mapped before the space existed, tested against the plans.

Doctors, phlebotomists, wellness guides, front of house, backend teams, partner companies, and the app already in the member's hand. A member crosses more hands in one visit than in most hospitals, and the ushering between them, floor to floor, function to function, was where the experience would live or die. Two journey maps carried it: the member arriving for a first assessment, and the member returning for a protocol. Mapped before the space existed, tested against the plans.

03 · Backstage

A Blueprint for a Building Site

A Blueprint for a Building Site

The easy version was to let each function keep its own rulebook. Clinical to clinical logic, hospitality to hospitality logic, backend teams to theirs, and the member handed across the seams in between. We didn't. The customer feels the seams. Instead: one blueprint, jointly authored, built from research into how premium services actually run, user flows co-created with the teams, and the flows turned into possible SOPs. The line of visibility positioned so the member never sees the handoff but staff are clear on it. Harder to build. It needed sign-off across every leadership team in the building.

The easy version was to let each function keep its own rulebook. Clinical to clinical logic, hospitality to hospitality logic, backend teams to theirs, and the member handed across the seams in between. We didn't. The customer feels the seams. Instead: one blueprint, jointly authored, built from research into how premium services actually run, user flows co-created with the teams, and the flows turned into possible SOPs. The line of visibility positioned so the member never sees the handoff but staff are clear on it. Harder to build. It needed sign-off across every leadership team in the building.

04 · The Moment of Truth

Walkthroughs of a Service That Did Not Exist

Walkthroughs of a Service That Did Not Exist

The walkthroughs were usability tests for a service that did not exist yet. Real staff, fake customers, full journey in shoes. Each round surfaced seam points by the dozen. Each round fixed the seams from the last. Everything went visual early: show and tell, every week, put the half-built thing in front of the teams, read the reactions, scope from there. Alongside: the booking flow PRD and hi-fi prototype, app and web, now live, and the sensory language for the recovery floor, visual, olfactory, auditory, tactile, calibrated per zone.

The walkthroughs were usability tests for a service that did not exist yet. Real staff, fake customers, full journey in shoes. Each round surfaced seam points by the dozen. Each round fixed the seams from the last. Everything went visual early: show and tell, every week, put the half-built thing in front of the teams, read the reactions, scope from there. Alongside: the booking flow PRD and hi-fi prototype, app and web, now live, and the sensory language for the recovery floor, visual, olfactory, auditory, tactile, calibrated per zone.

V3 Proto

V3 Prototype

05 · Outcomes

<6 months

<6 months

brief to live booking flow + Service

12+

12+

SOPs co-created across 4 functions

5

5

workshops, every function in the room

Live Application ↗

[ Add quote — permission pending (Ultrahuman) ]

[ Name, role ]

Hisham, role ]

06 · Reflection

The first workshops were chaos, and that was the point. By the final sessions the teams were writing in their own language inside the blueprint, not mine, and they kept editing it after I left.

Retail came into the project too late and the moment feels grafted on. I kept the blueprint visually rough on purpose so people would mark it up. It worked in the room. It bit me later when leadership pulled it into a deck.

As timelines kept moving, I stepped into executing some of the final pieces myself. It got them shipped, but it pulled me off the strategic work. Next time, somebody else runs the operational lane and I hold the strategic one.

Owned: blueprint · user flows · walkthroughs · sensory language · booking flow PRD · Workshop

Worked with: clinical · hospitality · ops · marketing · tech · Design Research

Didn't own: architecture · interiors · brand identity · the live app build

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