Qing (Joanna) Xia, Product Manager in Somerville, MA, United States
Qing (Joanna) Xia

Product Manager in Somerville, MA, United States

Member since December 17, 2020
Qing is an influential product manager with 10+ years of experience, including five at McKinsey, and a Harvard MBA. Focusing on product strategy and development, she has served clients in the US, China, Southeast Asia, and Western Europe. Qing is adept at identifying product/market fit and leading distributed, cross-functional teams of up to 30 people to develop and launch successful solutions. In addition to focusing on healthcare, Qing has experience in banking, insurance, and logistics.
Qing is now available for hire

Project Highlights



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  • Senior Product Manager

    2017 - PRESENT
    Wolters Kluwer Health
    • Expedited per annum revenue growth of a B2B software solution embedded into electronic medical record (EMR) systems, from 3+ years flat to 50%+.
    • Drove data-driven user experience optimization by building solution enhancements such as usage reporting and user-specific customization (self-service).
    • Lowered customer acquisition barriers by leading the creation of demo tools and videos and guiding product marketing on developing other sales enablement such as sell sheets and pitch decks.
    • Reduced customer onboarding costs by around 30% by streamlining and standardizing sales processes (e.g., pricing, contracting, and implementation) and building AI-facilitated onboarding solutions.
    • Determined segment focus and portfolio strategies for all clinical decision support software solutions across international markets by working with senior executives and functional leaderships.
    • Developed an 18-month product roadmap and updated it on a three-month rolling base by working with senior executives and functional leaderships.
    • Led a cross-department team (of up to 30) to deliver 3-4 launches per year, including clinical/content, engineering/development, UI/UX, product marketing, customer service/implementation, segment marketing, finance, contracts, legal, and compliance.
    • Spearheaded user discovery, market research, concept testing, MVP scope definition, execution, and reiterations.
    • Co-built and managed the Agile and Scrum development process with engineering and development teams.
    • Won the 2019 Global Innovation Award for an AI-based process optimization project.
  • Senior Associate

    2015 - 2017
    McKinsey & Company
    • Advised a variety of healthcare clients (pharmaceuticals, payors, providers, and healthcare IT solution providers) on topics ranging from growth to Lean operations.
    • Reshaped a five-year healthcare asset strategy for a large US technology conglomerate by identifying market trends of payer and provider IT spending and sizing profit pools across the value-based care continuum.
    • Minimized the impact of patent losses on large Japanese biopharmaceuticals by redesigning organization structures and major business processes (e.g., marketing, medical affairs, and business development), and facilitating a full transformation.
    • Saved around $200 million in the same calendar year for a major US payor by conducting benchmark exercises against Sherlock, interviewing across functional teams, and rationalizing admin costs.
  • Business Analyst

    2010 - 2013
    McKinsey & Company
    • Completed 20+ management consulting projects in three years in China, Southeast Asia, and Western Europe, across pharmaceuticals, banking, insurance, and logistics industries, and on topics ranging from growth to transformation.
    • Centralized credit risk management for a Vietnamese bank by designing a new loan approval process and corresponding tools for staff use, coaching staff users, and supervising dry runs and go-live.
    • Improved an information process in a Chinese insurance company to facilitate upselling by formulating a handbook and roadmap through analyzing current data quality and processes and developing a customized improvement plan.
    • Designed a three-year market entry strategy for a large US pharmaceutical company by assessing the size and accessibility of the China hemophilia market (FVII).
    • Plotted strategic market entry initiatives for a large UK conglomerate by identifying and sizing Chinese cold chain logistics opportunities related to nine major food categories in 22 major city clusters.
    • Drove a 50% cost savings for a large Swiss pharmaceutical company by devising a six-month organizational restructuring plan to streamline its corporate functions.
    • Shaped a post-acquisition plan for a multinational pharmaceutical company to integrate a recently acquired target in China by standardizing the target's business model and mitigating the impact of corporate cultural differences.
    • Persuaded a major Chinese fund to terminate a disadvantageous $1 billion deal by analyzing the outlook of the European high-tech acquisition target.

Project History

  • AI-facilitated Onboarding Tool for US Healthcare Technology Company
    Reduced the time spent on mapping during customer onboarding by 30-60% by adopting machine learning algorithms.

    Mapping is a critical step for a hospital customer to get onboarded to a clinical decision support solution I managed. The customer needed to spend around 300 hours to configure its hospital formulary into a specific template. Then the in-house team needed to spend another 200 hours to map the template to our proprietary identifiers. This often delayed customer onboarding, and it made the cost of in-house onboarding very high because the hospitals needed to allocate significant clinical and IT resources.

    In order to expedite onboarding and reduce operating costs, I led the in-house clinical, UI/UX, data science, and engineering teams to develop a tool, using machine learning to automate both the template population and identifier mapping. The tool had two types of users, and the cross-functional team members had a different understanding of what defined success and the MVP scope. I organized workshops on personas, user journeys, and requirements to get everyone on the same page before development started.

    The solution is hosted on Azure and accessed by a set of REST API endpoints, developed using the Flask framework. AI prediction services use the TensorFlow framework and the UI uses React, Redux, and Ant frameworks.

  • Usage Reporting Module for US Healthcare Technology Company
    Enabled data-driven product improvements and a new service offering for sale by leading the design and development of a usage reporting module of a clinical decision support (CDS) solution.

    The CDS solution generates alerts about problematic medication decisions within hospital workflows, delivered as APIs embedded into hospital EMR systems. Both hospital customers and in-house teams (product, engineering, clinical, and customer experience/implementation) lacked ways to collect data about user experience (e.g., action taken toward alerts, alert volumes, and patterns) to improve alert relevance.

    Because it was hard to satisfy all persona needs with the first iteration, I started by aligning with functional leadership and senior management to focus first on customers and our in-house implementation team. Then I collaborated with users to define their desired user journeys and requirements.

    I led a team of around 10 people, including clinical, UI/UX, and engineering, to develop a module that collects the raw inputs and outputs of each alert triggered in the hospital workflows, encrypts and phones home, and massages into structured data for Power BI report generation. As a result, in-house teams could access usage reports through the Power BI dashboard while customers could view .xlsx files.

    The usage reporting module is hosted on Azure and accessed by a set of REST API endpoints, developed using the Flask framework.

  • Demo Tool for US Healthcare Technology Company
    Lowered sales barriers for an international embedded clinical solution by leading the design and development of an offline demo tool that increased prospect conversion from showing interest to taking action to try our solution by 40%.

    The clinical solution is API-based and embedded into hospital EMR systems and, thus, does not have its own UI. Therefore, sales found it challenging to convey user scenarios and clear value messaging to prospects because it was hard for prospects to visualize how the solution could benefit their day-to-day work.

    In order to minimize time to market, I aligned with sales and customer experience teams on having a clickable mockup as the demo tool instead of a real-time interactive one. I convinced senior management to invest in and prioritize the project against others competing for UI/UX resources.

    I led a team of six, including UI/UX, clinical, customer experience, and product marketing, to define minimum elements to mimic an EMR UI and key scenarios to show to prospects within a 15 to 30-minute sales session and to launch the demo tool with detailed scripts within six weeks. Given the potential for international internet connectivity issues, we delivered an offline demo tool and video, using UXPin.

    The offline demo increased prospect conversion from showing interest to taking action to try our solution by 40%.

  • Time Analysis Tool for Vietnamese Bank
    Convinced the client leadership to roll out a new credit approval process by quantifying the impact of the process, using an automated tool to analyze the step-by-step time spent on loan applications.

    I led a team of three to design a new centralized credit approval process for a mid-sized Vietnamese bank. Before approving the rollout, the client's senior leadership wanted to see a successful dry run in a few branches and the new center of credit approval. However, the dry run processed hundreds of loan applications per day while the bank employees were not capable of using Excel to convert raw timestamps into step-by-step time spent.

    In order to generate immediate results for the dry run, I developed a macro-based Excel model for the bank employees to use. All they needed to do was copy and paste raw timestamps for each loan application and click a button to display the time duration of each step for each application.

    This tool enabled stakeholders to see, in a clear and visual way, the end-of-day time savings brought by the new credit approval process, and eventually led to senior leadership's approval of a full rollout right after the dry run was completed.


  • MBA in Business Administration
    2013 - 2015
    Harvard Business School - Boston, MA, USA
  • Bachelor's Degree in Finance
    2005 - 2009
    Shanghai Jiaotong University - Shanghai, China


  • PMC Level II
    Pragmatic Institute
  • CFA Level III Exam
    JULY 2011 - PRESENT
    CFA Institute

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