Building & Scaling an Internal Communications Function

The Situation

The company was experiencing rapid growth, expanding across business units and geographies. With no formal internal communications function in place, information flowed inconsistently. Leadership lacked a reliable way to connect with employees, and employees often felt disconnected from leadership and from how their roles contributed to broader company goals.

The Challenge

As the company doubled in size and transitioned to a fully remote workforce, there was no centralized internal communications function in place. With employees now distributed across the United States, leadership had no structured way to communicate company-wide priorities, and employees had no consistent forum to engage with the broader organization beyond their immediate teams. Information traveled informally. Visibility was limited. What had worked for a smaller, co-located company no longer worked for a growing, distributed one.

At the same time, additional global expansion was on the horizon. Any internal communications approach would need to be scalable — capable of supporting continued growth, increasing complexity, and a more globally distributed workforce. What was needed wasn’t simply messaging; it was connection, structure, and a system built to scale.

My Role

As Director of Corporate Communications, I was responsible for building the internal communications function from the ground up. I partnered closely with executive leadership to design a scalable system that brought structure, clarity, and discipline to how information moved across the organization.

What I Did

Clarified Channel Purpose

Defined the role of each internal channel to reduce redundancy and confusion:

• Town halls for strategic alignment and executive visibility

• Intranet for ongoing updates and centralized resources

• Company-wide email for timely, high-priority announcements

• Leadership toolkits to support cascading communication

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Established Communication Rhythm

Shifted the organization from reactive messaging to proactive planning:

• Launched quarterly global town halls

• Formalized leadership communication cadence

• Introduced structured company-wide updates

• Built and managed an Asana-based editorial calendar
   

Implemented Governance

Created discipline around how communication requests were managed:

• Developed a clear intake process

• Established content standards and approval workflows

• Reduced last-minute executive requests by introducing structured timelines
   

Standardized Foundational Assets

Improved consistency and professionalism through:

• Branded PowerPoint templates

• Internal communication standards

• Executive talking points and scalable toolkits
   

Integrated Measurement & Feedback

Ensured communications evolved based on data and employee input:

• Leveraged SharePoint analytics

• Reviewed engagement trends

• Incorporated employee survey feedback
   

Designed for Scalability Within Existing Infrastructure

Because the company was growing quickly while remaining lean and cost-conscious, introducing new platforms was not an immediate option. I built the internal communications framework using existing tools, such as optimizing SharePoint, email, and collaboration platforms to support a structured, scalable model. By designing within the current infrastructure, I ensured the function was sustainable, adaptable, and ready to support continued domestic and future global expansion.