Knowledge Management & Intranet Implementation

How I led SandboxAQ's first company-wide knowledge system from vendor selection through launch.

SandboxAQ was a growing company with no centralized knowledge system (policies, documents, and resources were scattered across Coda, Google Drive, and Slack with no clear structure or ownership). As the company scaled, information was getting harder to find and harder to maintain.

At a glance:

6 weeks — Implementation timeline
300+ — Employees onboarded
12 — Group owners trained

My Role

Project implementation lead: I drove full rollout from vendor kickoff to company-wide launch in 6 weeks
Led vendor evaluation and presented recommendations to HR and IT leadership
Owned content architecture, workspace branding, and department page build-out
Developed role-based training resources and a company-wide admin playbook
Trained 12 group owners across general managers, executive assistants, and individual contributors
Facilitated two live training sessions accommodating PT and ET time zones at launch
Hosted open office hours post-launch to support ongoing adoption and answer questions
Partnered cross-functionally with HR, IT, and department leads throughout implementation

The Process - Kickoff & Planning

Managed a six-week implementation across three phases: planning, content build, and launch, with clear milestones and deliverables at each stage.

Served as the internal project lead, partnering with SandboxAQ's Head of IT and HR team alongside Haystack's customer success manager to coordinate a structured implementation.

Defined objectives and success metrics upfront. This included establishing Haystack as the company's source of truth and reducing reliance on Slack for long-term information storage.

The Process - Building

With the project plan in place, I moved into building out the workspace, designing the content architecture, setting up department pages, and creating the resources teams would need to manage their own spaces.

The Learning & Development Hub

One of 15+ department pages built out during implementation, featuring organized group pages, resource links, and a connected activity feed.

The EDU Hub

The Education team's department page, showing the Group Pages and Group Links structure built to help teams organize and surface resources.

The Hive (HR + Operations)

The HR and Operations Hub, demonstrating how department groups were set up with custom branding, organized pages, and connected Slack channels.

Finance Hub

The Finance Hub, showing role-based page organization (from vendor management to payroll) built to help employees self-serve information without going through HR.

The Process - Training & Launch

With the workspace built out, I focused on making sure people could actually use it. I developed a company-wide admin playbook, led a recorded orientation walkthrough for all group owners, and held open office hours to support adoption.

In total, I trained 12 group owners across roles to independently manage their department pages.

A company-wide admin playbook developed to support group owners in managing their department pages independently after launch.

Step-by-step guidance with annotated screenshots, designed to help group owners with varying levels of technical comfort navigate the platform confidently.

Named as the internal point of contact for platform questions, supporting ongoing adoption beyond the initial launch.

Designed and facilitated two live training sessions for group owners across time zones, covering department page customization, group functions, and company-wide communications, with 15 attendees across both sessions.

- 300+ employees onboarded onto the platform within the first year
- 100+ company-wide communications published through Haystack, replacing ad-hoc Slack announcements
- 12 department group owners trained across general managers, executive assistants, and individual contributors
- All department group pages built out and actively maintained across every team
- Haystack established as the company's primary knowledge hub and source of truth for policies, resources, and announcements
This project taught me that successful technology adoption is really a learning design problem. Getting the platform built was the easy part… the harder work was understanding how different people would use it, what they needed to feel confident, and how to make the training stick beyond the day.
I'd approach the change management earlier next time, building buy-in with department leads before launch rather than during it.