HEALTHCARE · CONTENT STRATEGY · EXPERIENCE
Making complex healthcare content work.
Provider information lived across multiple platforms, resource libraries, and digital experiences. I led content strategy across that complexity—helping teams decide what mattered, what could go, how information should connect, and how to create a clearer experience for the people using it.
The Cigna Group / Evernorth
Senior content strategy leadership
01 / THE CONTEXT
4
Major provider ecosystems: Cigna.com, TheCignaGroup.com,Cigna and Evernorth provider portals, and MyMatrixx.
HUNDREDS
Provider resources evaluated within consolidation and migration strategy.
~3 QUARTERS
Phased migration planning across content strategy, operations, and QA.
10+
MyMatrixx initiatives spanning strategy, testing, governance, prototype review, and workflow optimization.
02 / THE CHALLENGE
The problem was not more content. It was the system behind the content.
Provider information had accumulated across multiple platforms, resource libraries, and digital experiences. Similar information appeared in different places, structures were inconsistent, and ownership was complicated. For the people using the experience, that complexity could make the right information harder to find and understand. For the teams creating it, every change became harder to manage.
A migration problem was really a content-system problem.
03 / WHAT WAS GETTING IN THE WAY
FRAGMENTED PLATFORMS
REDUNDANT CONTENT
INCONSISTENT STRUCTURES
COMPLEX OWNERSHIP
HIGH MANUAL EFFORT
The opportunity was bigger than moving pages. We could make the experience clearer for users and the work more manageable for the teams behind it.
04 / MY ROLE
My role was to make sense of the complexity.
I led content strategy across interconnected provider experiences, working with Product, UX, Engineering, Clinical, Operations, Compliance, and other partners. My role was part strategist, part editor, and part translator: understand the problem, identify what mattered to the audience, create a coherent direction, and help teams with very different priorities move toward it together.
CONTENT
Product · UX · Engineering · Operations · Compliance · Provider Digital · Leadership
05 / THE APPROACH
Start with what people need.
Understand what people actually need.
Review the existing experience, content, research, and workflows to identify what was useful, what was redundant, and where complexity was getting in the way.
Create a clearer structure.
Bring related information together, reduce duplication, establish more consistent patterns, and organize content around audience needs rather than organizational boundaries.
Make the improvement sustainable.
Establish reusable patterns, shared terminology, decision criteria, and clear ownership so teams could maintain quality as the experience evolved.
06 / THE ARTIFACTS
The tools helped teams make better decisions.
The deliverables weren’t the strategy. They were practical tools that helped people apply it consistently.
Content Inventory
Representative artifact. Proprietary information removed.
Migration Decision Matrix
Migrate, consolidate, retire, redirect, and secure placement decisions.
Governance Framework
Ownership, canonical sources, terminology, and review practices.
07 / WHAT CHANGED
The work helped move content strategy earlier into product and experience decisions. Instead of treating individual pages as isolated deliverables, teams had a clearer way to think about audience needs, structure, terminology, reuse, ownership, and the experience as a whole.
Just as important, the work created a shared language across disciplines. Product, UX, Engineering, Clinical, Compliance, and content teams could make decisions from a more common understanding of what good looked like and who the experience needed to serve.