Transforming the consultant handbook
Duration
16–18 Weeks
Role
Design Strategist and Lead
Team
3 Designers & 3 Writers
Impact
92,000 employees globally
Client
A Global IT and Business Consulting Firm
The disconnect
The firm’s “foundation” contains the company’s guiding vision, principles, processes, and frameworks. It’s ISO accredited, tightly controlled, and highly valued by executive leadership. But despite leadership’s belief in its value, consultants rarely referenced it directly. Adoption was highly fragmented across geographies and lines of business.
Finding the real issues
We established our North Star: “More members, more often.” To understand why the current tool wasn’t working, my team facilitated interviews with employees across 10 countries including Australia, India, Finland, Sweden, Denmark, The Netherlands, Germany, Portugal, the US, and Canada.
We discovered fundamental usability issues: content was jargony and unclear (especially for non-native English speakers), outdated design created distrust about content currency, and abstract content felt irrelevant to individual roles.
Executive alignment and delivery
Our research insights and recommendations were presented directly to the Senior Vice President for Strategic Planning, CMO, and one of the Co-Chairs of the Board, green-lighting a complete tool redevelopment.
My team delivered detailed design work for the MVP scope, plus a comprehensive style guide for the graphic designer handling the site’s inconsistent diagrams. Given the content strategy recommendations and 1,000+ pages to migrate, a dedicated sub-team was created to transition content section by section - with some pages rewritten to follow best practices and others updated with refreshed graphics.
Advanced features from our original vision - including bookmark collections, personalized recommendations, and navigation chatbot - were planned for future phases and many have since been implemented.
Transformation impact
The project has been so successful that the “Foundation” has gone from having no design support to maintaining a full-time UX designer for continuous improvements. Leadership reports that usage and satisfaction rates have substantially increased across CGI’s 92,000 members globally.
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