The healthcare system in the Netherlands has trouble finding solutions for its complexity and fragmentation. Until now challenges like shortages, long lead times and lack of communication between stakeholders led to less satisfied customers. Welzorg wants to be able to provide more sufficient service. The customer is often overlooked. So the main question is: What are the needs of the customer and how can we improve satisfaction? WZ wants to tackle these problems. The target group analysed in this project are young families with children with a disability who request a manual wheelchair. Research findings in the user analysis show a distinction between functional and emotional needs. WZ can meet the functional needs but emotional needs are especially important for this target group and are understated. WZ wants to be a leader in mobility and knows that this is only possible if they start thinking from the customer’s perspective. Hence the question of how to meet these emotional needs. The exploration of the Customer Journey Maps and interviews with stakeholders (such as advisors and occupational therapists) led to the insight that the most important emotional needs are clarity, being listened to and having a say in the matter. To get WZ aboard and more willing to change a vision and three horizons are created and integrated into a roadmap: Horizon 1, a short-term concept: The Praatplaat, a tool to better inform and engage with the care givers via consultation at the occupational therapist or revalidation center. This makes it easier for the young families to keep track, be engaged and have an overview of the process. For WZ it is an opportunity to strengthen relationships with stakeholders and use attributes they already possess: experience and expertise about the medical devices. Horizon 2, a process optimization, in which information exchange between stakeholders (the advisor and the occupational therapist) is proposed for smoother cooperation and sharing of knowledge after conversations with customers. This results in the customer having a sense of recognition and not having to repeat itself every appointment. Horizon 3, a long-term concept: setting up test-pilots with customers and new suppliers, to improve the product portfolio together and builing new relationships. The result is having the customer feel more understood and involved and for WZ to have validation of the added value to the portfolio. In conclusion, the new proposals in the roadmap substantiate possibilities for WZ to innovate and to play into the emotional needs of the customer. This is essential as the goal is to become a leader in the field of mobility and be a step closer to its customer focused vision by offering relevant products.