Optimo Physio Platform
From a separate Excel sheet at each of three clubs to one integrated physiotherapy operations system. The platform connects booking, confirmation calls, session tracking, clinical documentation, NPS and management reporting. The next step is to use cross-location surveys to assess service awareness and penetration, and evaluate marketing strategies over time.
The product, shown without personal or sensitive data
What is implemented today
- Booking, confirmation-call and follow-up workflows coordinated across three club locations.
- Session tracking, attendance control and structured clinical documentation for consistent service delivery.
- Five-role access model with protected operational views and management reporting.
- NPS and experience surveys covering service awareness, use, perceived improvement and contribution to overall fitness-service quality.
- Survey-progress monitoring by location and estimates with 95% confidence intervals, an approximation of two standard deviations and finite population correction.
- Cross-location analytics designed to connect service operations with member awareness and perceived impact.
Context
The physiotherapy service operated across three clubs, with manual records maintained in a separate Excel sheet at each location. The service needed one shared system to coordinate its day-to-day operations.
Problem
Separate spreadsheets fragmented the operational view across locations. Bookings, confirmation calls, sessions, documentation and reporting needed to connect in one workflow rather than remain in independent files.
My role
Solo product developer and domain owner, supporting the functional coordination of physiotherapy services across three clubs. I translated day-to-day service needs into an integrated platform and prepared the survey analytics workflow for the next evaluation stage.
What I built
An authenticated internal platform covering booking, confirmation calls, session tracking, clinical documentation, NPS, member-experience surveys, sample-progress monitoring, cross-location comparison and management reporting.
Progress achieved
The change achieved is operational integration: three separate spreadsheets became one system connecting bookings, follow-up, sessions, clinical documentation, role-based access and management reporting. Time savings, revenue gains and marketing impact have not been quantified for this case study.
Data or evidence used
The operational starting point was manual tracking in a separate Excel sheet per club; the current platform integrates the three locations. The implemented survey module supports proportion estimates and uncertainty intervals with finite population correction. No completed survey findings or marketing-effectiveness results are claimed here.
Limitations
This is an internal operations system, not a clinically validated decision tool. The portfolio publishes only the public login screen and synthetic illustrations; no patient data, identifiable survey responses, location-level population totals or private performance results are disclosed.
Next validation step
Use surveys across the three clubs to estimate how many members know about and use the service. Define the target population, sampling approach and baseline, then compare repeated measurements alongside marketing activity. The aim is to assess whether strategies are working and how, without attributing causality to survey changes alone.