Internal Communications Transformation

A global biopharmaceutical company with nearly 18,000 employees had a communications problem that is more common than most organizations admit: communications was happening everywhere, but without a unified strategy, consistent governance or clear standards.

Internal channels were fragmented. Messaging varied by team and function. And two major initiatives, an enterprise AI rollout and ongoing M&A activity, required a more structured, scalable approach to reach employees effectively.

I was brought in to build the foundation that had never been built.

Building the foundation

I led the development of the company's first unified internal communications strategy and editorial calendar, creating alignment across teams and functions for the first time. I established governance and clear channel ownership to improve consistency and reduce the duplication and confusion that comes when everyone is communicating independently.

Partnering on the highest-stakes moments

I partnered with senior leadership on the company's highest-stakes internal moments. For the enterprise rollout of AI, including the launch of a growth-focused internal chatbot, I developed the communications strategy, messaging framework and launch plan. For M&A activity, I led change communications that helped employees understand what was happening, why it mattered and what to expect.

I also redesigned the company's global town hall program, introducing more dynamic formats and expanding reach through regional watch parties and offsite activations. Leaders got practical messaging tools and talking points that helped them communicate complex topics clearly and consistently at scale.