Enterprise Content Strategy
You met the A-team in the pitch, then got the C-team on delivery.
One senior person does the work, not a team assembled after the pitch. The same senior face from kickoff to launch.
Tell us how many stakeholders you have. One senior strategist leads the work, embedded in your team, from the first interview to launch.
Or text 562-726-2287. You’ll talk to the person who does the work, not an account manager.
1 senior lead
Does the work, kickoff to launch
30,000 URLs
Four domains merged into one launch
2,500+ pages
Shipped with a scored review process
The short answer
One senior person does the work, embedded in your team and presented as part of it. Not a team assembled after the pitch, and not an account-management layer relaying your questions to whoever is actually doing the work. The senior person who impressed you is the one who leads it, from kickoff to launch.
What that person solves first is not the content. At enterprise scale the content is not the hard part. The hard part is agreement: dozens of people with real authority, different regulatory obligations, different teams and different technology, all of whom have to end up with one structure they'll actually use.
Which is why the work starts with interviews, not an audit. Dozens of them, recorded and analysed so opinion becomes countable. A structure decision defended with "eleven of the fourteen interviews raised this" survives a room. One defended with "in our professional opinion" does not.
Sound familiar
The people who impressed you in the pitch are not the ones doing the work.
You met the senior people in the pitch. You signed, they moved on to the next pitch, and the people who actually showed up were ones you'd never met.
You're paying senior rates, but most of what you're funding is an account-management layer relaying messages, not senior hands on the actual work.
You're on your third project manager this quarter, and the history of why decisions were made left with the last two.
You asked for a partner senior enough to point you in the right direction, and what you got was production capacity.
The last agency walked, and governance and content operations collapsed the same day, because none of it was written down or handed over.
Dozens of stakeholders across several organisations, each with its own regulatory obligations, teams and technology, and somehow they all have to agree on one structure.
None of this is about the content. It's about who's in the room and whether they stay. Here's the version where the senior people who impressed you are the ones doing the work.
The version where this goes right
The senior people who impressed you in the pitch stay in the room, from kickoff to launch.
Not a relay of account managers between you and whoever is actually doing the work. Not a new project manager every quarter, carrying the history of your decisions out the door when they go. One senior person does the work, embedded in your team and presented as part of it, and the reasoning stays in the room because the person who made the call is still in it.
How we work with enterprises
One senior person does the work, embedded in your team.
Usually this is subcontracted through the agency already holding your account, embedded in their team and presented as part of it. That's how both engagements below happened. Direct engagements work too. Either way, one senior person does the work rather than a team assembled after the pitch.
| After you sign | The team assembled after the pitch | One senior person, embedded |
|---|---|---|
| Who does the work | The people you never met in the pitch | The senior person who impressed you, doing it |
| How you reach them | Through an account-management layer that adds latency | Embedded in your team, so you talk to the person doing the work |
| When people change | Three project managers in, the history of decisions is gone | One senior face from kickoff to launch, so the reasoning stays |
| What you're buying | Production capacity | A partner senior enough to lead you in the right direction |
Enterprise engagement
Intermountain Healthcare: four domains into one presence.
Several acquired healthcare networks, four separate domains, 30,000 URLs, and a mandate to become one web presence. Each acquired network came with its own regulatory requirements, team structure, technology and content approach. The primary agency brought us in as lead content strategy consultant, embedded in their team.
- Dozens of stakeholder interviews across four organisations, made quantifiable with Otter and Airtable.
- User priorities derived from that data, then flows designed against them rather than against internal assumptions.
- Content models built with SEO considered during modelling, so rankings held by design rather than by luck.
- URL mapping across the merging domains, with a migration list so nothing was left behind.
- An external medical information API from Wolters Kluwer, which removed thousands of pages that would otherwise need maintaining forever.
- A hybrid governance model, balancing decentralised updates against central oversight.
- AI-assisted categorisation of blog content into the new taxonomy, saving thousands of hours.
- A distributed content team coordinated across time zones.
Enterprise engagement
American College of Surgeons: a rescue, not an early delivery.
A different enterprise failure mode: not agreement, but throughput. An outdated site, a CMS the team did not know, no dedicated copywriters, a globally distributed team, and a project heading for a missed deadline and an overage bill. The fix was making review objective.
- A scored review rubric, so non-specialists, designers and developers included, reviewed against stated criteria rather than personal taste.
- A binary workflow, so people who did not consider themselves writers could contribute against a voice guide.
- Airtable tracking the audit and the URLs, so nothing was lost.
- Batch review, so feedback stopped arriving one piece at a time.
What we do
What an enterprise engagement includes.
- Stakeholder interviews at scale, analysed rather than summarised.
- Content models and taxonomy that reflect how the organisation actually publishes.
- Governance, written down, with names against decisions.
- Editorial standards and a scored review process, so quality does not depend on who wrote it.
- Migration strategy where consolidation is involved.
Before you hire us
What an enterprise engagement is not.
One senior person, not a production team
If what you need is ten writers next week, that is production capacity, and it is not this. One senior person does the work, and that is the point of it.
Scoped work, not a fixed-menu price
Enterprise cost tracks the number of stakeholders and domains rather than the number of pages, so the work is scoped rather than listed. There is no single price on a page.
Usually placed through your agency
Most of this work is subcontracted through the agency already holding your account, embedded in their team. Direct engagements work too, but the common path is through a partner.
What it costs
What an enterprise engagement costs.
Project engagements start at $10,000, and enterprise work sits well above that.
Enterprise engagements are scoped, because the cost tracks the number of stakeholders and domains rather than the number of pages. Ongoing strategy runs $5,000 to $15,000 a month. Detail is on the pricing page.
Related
If it's a different enterprise problem.
Enterprise
The whole picture. This page is one spoke of it.
Enterprise CMS migration
If consolidation is the actual project.
Healthcare content strategy
If the content is regulated.
Agencies
If you're the agency placing this.
Questions we get
What enterprise buyers usually ask.
One senior person, embedded in your team. Not a team assembled after the pitch, and not people you never met in the room. The senior person who impressed you is the one who leads it, from kickoff to launch.
Usually it's subcontracted through the agency already holding your account, embedded in their team and presented as part of it. That's how both engagements on this page happened. Direct engagements work too, so either path is fine.
Because at enterprise scale the hard part is agreement, not content. Dozens of interviews, recorded and analysed, turn opinion into something countable. A decision defended with "eleven of the fourteen interviews raised this" survives a room. "In our professional opinion" does not.
It's written down, with names against decisions, as a hybrid model that balances decentralised updates against central oversight. That's what makes it hold when an agency walks, instead of collapsing the same day with no handoff.
It's scoped, because cost tracks the number of stakeholders and domains rather than pages. Project engagements start at $10,000 and enterprise work sits above that. Ongoing strategy runs $5,000 to $15,000 a month. Detail is on the pricing page.
Close
The people who impressed you should be the ones doing the work.
One senior lead, embedded in your team, from the first interview to launch.
One senior person does the work, never a team assembled after the pitch.