The transformation focused on building not just a larger team, but a new operating model for digital delivery. Teams across strategy, content, publishing, UX, and development were consolidated into a single global organization designed to support stakeholders across marketing, product, and digital platforms. Key elements of the transformation included: • Designing an organizational structure aligned to key stakeholders and business priorities • Establishing dedicated UX capabilities to strengthen experience design across platforms • Building and scaling global publishing capabilities to support high-volume digital content • Managing multiple development teams supporting separate digital platforms • Creating shared operating models, governance frameworks, and decision processes • Defining new planning cadences, service-level agreements, and standardized publishing workflows • Introducing cultural practices including team offsites, internal showcases, and cross-team collaboration rituals To support long-term innovation, the organization also introduced a culture of experimentation and test-and-learn, including annual hackathons and structured opportunities for teams to explore emerging technologies. The operating model was designed to scale with the organization’s growing digital ambitions while preparing teams to incorporate capabilities such as AI-enabled marketing and automation. The result was a fully integrated 70+ person global digital organization capable of delivering strategy, experience design, development, and publishing in a coordinated way. The new structure improved collaboration across teams, strengthened partnerships with marketing and product stakeholders, and created a scalable foundation for modern digital experience delivery. The organization also achieved 97% team retention and a 20-point increase in employee engagement, demonstrating the strength of the new structure, culture, and leadership approach.