Rebuilding Visa's Insite intranet: from 1,000+ pages to under 200

The problem

Visa's internal intranet, Insite, had grown to more than 1,000 pages, and employees rated it 2 out of 5 for satisfaction. A resource that big, rated that low, isn't a content problem; it's a findability and trust problem. People can't use what they can't find, and nobody uses what nobody maintains.

My role

As Product Manager in Internal Digital Communications, I led the rebuild. My core team was two visual designers and an editorial director, plus cross-functional representatives from teams across Visa. I also hired and trained two replacement contractors during the work, so the team stayed staffed through the rebuild.

What I did

We rebuilt Insite as a consolidated site of under 200 pages, roughly an 80% reduction from where it started.

The most challenging aspect was deciding what stayed, what got merged, and what got cut. An outside design firm had been hired to conceptualize the relaunch, but much of it was technically impossible--and so, every day, I helped Design and DevOps collaborate to come up with workable solutions, while coordinating with SMEs to make sure no essential content was cut.

The single hardest call was, of course, designing the homepage. Everyone at Visa, it seemed, wanted their content to appear above the fold, so the IDP team and I worked together to generate official editorial guidelines. That way, the decisions we made were based on strategic goals rather than personal opinion.

The outcome

Insite went from 1,000+ pages to under 200.

Employee satisfaction rose from 2 to 5, in a small follow-up survey of about 20 respondents. A real signal, but a small sample, and I'll say so rather than oversell it.

What this shows

Leading a content rebuild across an entire company: deciding what survives, coordinating a small core team with stakeholders from every part of the business, and shipping a smaller intranet people actually rated higher.