Keep
Still accurate, required, and ready for the integrated destination.
Radisson integration / Content operations / 2022—2023
The hardest part wasn't moving 1,500+ files.
It was knowing what still belonged.
During a corporate integration, every piece of content carried a decision: keep it, revise it, retire it, or identify what was missing. The work connected platform administration with the business conversations needed to make those decisions safely.
RoleProject DirectorPlatform administration / content distribution / client relations
Brand workstreams06
Migration inventory1,500+Files
Launch06.152023
01
The real migration problem
A file can move successfully and still be wrong.
Corporate integration changed the context around the material. Some content remained valid. Some needed new language, ownership, or placement. Some had become obsolete. Other required information was missing entirely.
The work became a repeated decision process: evaluate each item, confirm ownership, return questions to the business teams, and move only approved content into the new structure.
Revise
Still useful, but needed new ownership, language, metadata, or placement.
Retire
Duplicated, obsolete, or no longer aligned with the combined organization.
Missing
Required by the destination model but absent from the supplied source material.
02
Six brand workstreams / one release
Preserve each brand. Standardize the operating path.
Each brand kept its own resources and context. Shared rules for validation, metadata, placement, and approval gave all six workstreams a consistent path to launch.
01Radisson Blu
02Radisson
03Radisson RED
04Park Plaza
05Park Inn by Radisson
06Country Inn & Suites by Radisson
Shared operating modelValidate→Map→Distribute→Verify
LaunchJune 15, 2023
Process diagram reconstructed from approved project facts.
03
Platform administration / business coordination
The role sat between the platform and the business.
I managed the platform work and communicated directly with business teams about missing files, unclear ownership, content conflicts, and decisions that could affect launch.
- 01
Platform administration
Directed how content entered, moved through, and appeared within the shared platform.
- 02
Content distribution
Mapped validated material to brand pages, resources, and the appropriate operating destinations.
- 03
Client relationship
Worked directly with business teams to clarify intent, ownership, priorities, and unresolved questions.
- 04
Gap communication
Surfaced missing data and content problems early enough for stakeholders to make launch decisions.
04
From inventory to release
Questions went back to the business. Decisions came back to the platform.
The sequence repeated as needed: inventory the files, validate the content, map each destination, report gaps, and verify the released experience.
- 01
Inventory
Collect and classify 1,500+ source files
- 02
Validate
Confirm what remained accurate and required
- 03
Map
Assign ownership, brand, content type, and destination
- 04
Distribute
Move approved material through shared platform patterns
- 05
Report
Return gaps, conflicts, and missing inputs to business teams
- 06
Launch QA
Verify the required experience before release
05
The integrated destination
Visible result
One platform, with resources organized for each brand.
The final Radisson hub placed brand pages, quick links, vendors, profitability resources, and learning content inside the shared ChoiceBuys navigation.
Launch outcome
The measure was not files moved. It was required content accounted for.
- 1,500+ files inventoried through the migration
- Business questions surfaced instead of hidden
- Content distributed through shared platform patterns
- Final gaps communicated and resolved before launch
The screenshot and brand names are shown with permission. The diagrams are reconstructions; private source files, business data, and stakeholder communications are not shown. Read the public acquisition announcement.