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Content Strategy

Created frameworks for how content is crafted, structured and implemented for six Verizon Value brands, streamlining work processes across multiple disciplines

AI-Driven Guideline Hub

Built out practical guidelines for content strategists, UX writers and designers, aligned with Value Brands new design systems

Product Build

Collaborated with designers on new products and brand refreshes while managing content strategy and implementation process with cross-functional team leads

Telecommunications | 2025 - present

Verizon Value Brands are a portfolio of pre-paid, contract-free telecomm plans run primarily on the Verizon network. Each offers typical wireless features like talk, text and data, but on a pay-as-you-go basis. With the acquisition of 6 new brands in a short amount of time, and ongoing team restructuring, my job was presented as "please bring order to chaos."​

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I can sum up the vast amount of work I've done with Verizon as:

Finding stability by offering stability

In processes where the ground keeps moving, stability is hard to find. Being stable becomes the solution. I built relationships (and trust) with business owners, designers, writers, experience managers, off-shore developers and marketing leads.

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Since trust is earned, with every project, I grew my approach to "show" more than tell folks what Content Strategy brings to the table. I did this through:

  • first-ever content strategy deliverables for Verizon Value to outline content needs, standards and cross-functional implementation roadmaps

  • expectations and ways of working that illustrate the distinctions between a Content Strategist and a UX Writer in the context of Verizon Value's unique challenges

  • project-focused Slack channels dedicated to content only for that particular product launch or phase

 

This ensured all team leads were kept aware not only of content progress, but the complexities of content needs and timing (legal review, translation, testing and accommodation of functionality limitations). Ultimately, this helps everyone (including the customers who rely on good content to interact positively with our products and remain loyal to our business!).

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Simultaneous brand refreshes and new product launches were happening at any given moment -- some were complete top-to-bottom redesigns, while others focused on refreshing the value proposition. Just about everything needed guidance -- from content and design collaboration, to bridge-building with business and marketing, to brand playbook consolidation to the application of research, analysis and user testing.

 

​I embraced the macro and micro daily, diving in and taking initiative to build rapport and boost morale in vanquishing obstacles to our success.

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Making it easier to make great work

I've built quite a few best-practice guidelines -- 13+ and counting -- ranging from brand voice to UX writing guidance. Verizon Value brands needed both to help:

  • Codify as much as possible across all 6 brands

  • Elevate the value proposition of each in distinct ways

  • Express each brand's persona within the context of both

  • Scale best practices for multiple channels

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There was a lot of content to be cleaned up (an ongoing WIP), and that clean-up started with simple guidance -- leaning out copy and ensuring we use the same, user-friendly terms across our experiences as much as possible.

 

Within my first few months, I led a process that delivered:

  • AI-driven Content Hub for Verizon Value brands to serve multiple teams through:

    • Easily searchable content (using Google Gemini) that addresses content formatting, process, personnel, ongoing project assignments and more)

    • Comprehensive, single-source-of-truth information to consolidate an unruly and sprawling collection of multiple guidelines that were confusing processes and reducing the quality and consistency of content for our brands

  • Digital Writing Guidelines that would primarily serve our content team and secondarily serve designers, encompassing:​​

    • Brand-agnostic UX Writing Best Practices​

    • Brand-agnostic Glossary of Terms

    • Brand-specific Voice Application guidance

    • Brand-specific Formatting guidance

  • Component-level content guidance within a new design system​

    • Best practices rooted in the "why" of the use case​

    • Rules for formatting and punctuation

    • Guidance on syntax

    • Limits for character count

    • ...more

 

A lot of this amounts to building bridges -- among designers, writers, business owners, brand marketing leads and off-shore developers who implement the work.​​

Building and refining strategy mid-flight

I'm trying to find the right way to express the unique challenges of building products that are extremely complex under tight deadlines in a process that is highly responsive -- that is, development can dictate scope and build changes, content can adjust to accommodate, business owners can push back and everyone can meet in the middle to come up with the right solution for the moment.

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Most of these user flows entail just a handful of actions, but hundreds of contingencies that include:

  • Auto-pay enrollment

  • Payment methods and payment app integrations

  • Discounts that do and do not stack

  • Add-on services that may or may not "play well" together

  • Taxes and fees that may or may not apply to all products

  • FCC Broadband requirements

  • State vs. Federal regulations for payment structures

  • Up-to-date legal disclosures

  • Back-end capabilities that vary based on launch phases

  • Decision trees that impact products within products

  • Rules and requirements for different plans and networks

  • Simultaneous work streams that can render content obsolete within a year's time

  • Cross-channel content strategies that must align web with chatbots, customer care, SMS messaging, marketing rollouts and more

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This doesn't call for heroism -- it calls for partnership, perspective and flexibility within fast-paced environments.

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