CORPORATE BRAND · CONTENT STRATEGY · DIGITAL EXPERIENCE
Creating a digital identity for The Cigna Group.
The Cigna Group needed a distinct digital presence that could clarify its role as the parent organization of Cigna Healthcare and Evernorth Health Services. I led content strategy for the corporate brand-identity site and supporting experience, defining what belonged at the parent-company level, what should migrate or transform from Cigna.com, and how the organization and its leadership should show up online.
The Cigna Group
Senior content strategy leadership
01 / THE CONTEXT
3
Distinct brand levels
The Cigna Group, Cigna Healthcare, and Evernorth Health Services each needed a clear role in the digital ecosystem.
1
New corporate home
A parent-company experience needed to establish The Cigna Group's identity, purpose, and leadership without duplicating its businesses.
4
Content decisions
Migrate.
Transform.
Retain with the business.
Retire.
02 / THE CHALLENGE
The website wasn't the starting point. The brand architecture was.
The challenge wasn't simply moving corporate content from one site to another. It was determining what The Cigna Group needed to say as a parent company—and what it didn't.
Cigna Healthcare and Evernorth Health Services already served distinct audiences and purposes. The new corporate experience needed to establish a clear role above them: telling the enterprise story, representing executive leadership, and creating a coherent path into the businesses without competing with them.
That made every content decision an architecture decision: Who is speaking? To whom? At what level of the organization does this information belong?
THE CIGNA GROUP
Corporate enterprise + leadership
↓
CIGNA HEALTHCARE | EVERNORTH HEALTH SERVICES
Health benefits + care | Health services + capabilities
03 / the content question
What belongs at the parent-company level?
ENTERPRISE STORY
Why The Cigna Group exists.
BUSINESS RELATIONSHIPS
How Cigna Healthcare and Evernorth fit within it.
EXECUTIVE PRESENCE
How leadership shows up and speaks for the enterprise.
CORPORATE CONTENT
What belongs with the parent rather than a business.
PATHWAYS FORWARD
Where audiences go when their needs belong elsewhere.
The goal wasn't to move everything upward.
It was to create a corporate experience with a clear reason to exist and one that could tell the enterprise story while directing audiences naturally into Cigna Healthcare or Evernorth when their needs belonged there.
04 / MY ROLE
My role was to create clarity across the brand architecture.
I led content strategy for The Cigna Group corporate experience, working across Design, Compliance, business partners, and senior stakeholders to define the parent-company narrative and determine how existing content should evolve.
My work included content evaluation and migration decisions, information architecture, messaging and terminology, executive presence, content guidance, and cross-functional alignment around what belonged where and why.
CONTENT
CONTENT STRATEGY · BRAND ARCHITECTURE · MIGRATION · IA · GOVERNANCE ·
EXECUTIVE STORYTELLING
05 / THE APPROACH
Decide what belongs where.
Establish the role of the parent brand.
Define what The Cigna Group needed to communicate as the enterprise and where Cigna Healthcare and Evernorth Health Services should remain the primary voice.
Evaluate content by purpose, not provenance.
Review existing content based on audience need, organizational role, and future-state experience rather than simply recreating where it had lived before.
Turn individual decisions into a system.
Create repeatable criteria for migration, transformation, ownership, terminology, and governance so teams could make consistent decisions as the experience evolved.
06 / THE EXPERIENCE
The strategy became something teams could use.
The deliverables weren’t the strategy. They were practical tools that helped people apply it consistently.
Content Architecture
Defined the role of corporate, business, executive, and supporting content within the new ecosystem.
Migration Decision Matrix
Established criteria for what should migrate, transform, remain with a business, or retire.
Content Guidance + Governance
Created shared direction for terminology, messaging, ownership, and future content decisions.
07 / THE experience
The architecture became visible in the experience.
A corporate experience that clarifies the distinct roles and capabilities of Cigna Healthcare and Evernorth Health Services.
08 / WHAT CHANGED
The work established a distinct digital presence for The Cigna Group while creating clearer relationships among the parent organization, Cigna Healthcare, and Evernorth Health Services.
Content from the existing ecosystem wasn't simply relocated. It was reconsidered through the lens of audience, brand architecture, organizational purpose, and ownership—giving the corporate experience a clearer narrative and a more sustainable foundation.
Just as important, the work helped establish how The Cigna Group and its executive leadership could show up online as an enterprise: distinct from its businesses, connected to them, and clear about the role each plays.