Consolidating knowledge management and internal services for 20K employees
Background
The BBC's internal services suport over 20,000 employees everyday.
The platform was fragmented across core areas, including HR, Procurement, Training, and Operations, making essential tasks difficult to find, understand, and complete.
Challenge
I led the content and service design initiative to redesign internal services using human-centred design methods.
✅ +20% year-on-year increase in positive feedback across service pages
✅ Reduced content duplication and inconsistent user flows
✅ Increased accessibility and findability across service areas
For teams
✅ Reduced CMS and editorial training by 50%
✅ Established governance and standards for ongoing quality
For the organisation
✅ Unified fragmented services into a cohesive ecosystem
✅ Enabled common metadata-driven content infrastructure
✅ Created scalable foundation for future internal services
✅ Reduced reliance on support teams (cost savings)
Discovering our user's needs and pain points
I conducted a full-service audit across the organisation to understand where the platform was failing users and editors alike.
I led discovery activities, taking action across:
Quantitative
Conducted an audit across 10,000+ pages
Analysed analytics, behavioural data, and feedback
Audited journeys, workflows, and materials
Qualitative
Facilitated workshops with senior stakeholders and SMEs
Mapped needs, friction points, and priorities
Interviewed editors, trainers, and HR teams
Developing journey maps and blueprints
I mapped customer journeys across multiple internal services—identifying where employees struggled to complete tasks, where handoffs failed between teams, and where operational processes didn't match user expectations. Service blueprints revealed backstage complexity invisible to users but critical to service delivery.
Co-creating to explore options and choose solutions
Service design is collaborative by nature. I facilitated cross-functional workshops bringing together HR, Training, Editorial, Product, and Tech teams to co-create solutions. These sessions surfaced overlapping workflows, legacy constraints, and aligned opportunities—ensuring teams had ownership of outcomes.
Building and iterating our prototypes
Rather than perfecting designs in isolation, I prototyped service concepts early and tested them with real users. This iterative approach revealed insights we couldn't have anticipated—allowing us to refine journeys, templates, and operational workflows based on actual behaviour rather than assumptions.
Designed lo-fi prototypes to validate service models
Released MVPs into live environments
Gathered behavioral data and qualitative insights
Iterated based on real-world pain points
Tested IA concepts and navigation flows with users
Socialising new patterns with change management
Design at scale doesn't end at launch.
I designed the implementation and change-management strategy. I led capability building for 300+ editors through training programs, workshops, and mentorship.
This work built on internal content culture and standards, enabling teams to work autonomously while maintaining quality.
Coordinated CMS migration for 300+ editors
Led onboarding and training workshops
Developed knowledge base and support systems
Established scalable templates and editorial patterns
Built feedback loops into every delivery stage
Why it matters
This work transformed how the BBC served its 20,000+ employees.
We reimagined fragmented guidance as a connected service ecosystem. The work reduced reliance on support teams by designing services grounded in information architecture, content governance, and measurable outcomes.
It built trust by demonstrating that user-centred design creates better experiences and operational efficiency.
Most importantly, it shifted organisational culture. We went from "publishing content" to "designing services."
This approach became a model promoted across the BBC for internal transformation, proving that service and content design at an organisational scale delivers measurable impact.
