Wag’n Tails / Internal communications
Internal Communications.
An Interesting Concept.
Building a place for people to actually know what’s going on.
When I joined Wag’n Tails, one of the things I noticed almost immediately was the lack of a consistent internal communications strategy.
Company announcements were inconsistent. There wasn’t a reliable central place to learn what was happening, what teams were working on, or what resources were available. Different departments were doing important work, but there wasn’t an effective system for helping employees understand or connect that work.
And employees weren’t consistently being brought into the story. Which is interesting for a company full of people responsible for helping tell a story externally.
Pans to camera.
I believed internal communications could be much more than occasional announcements. It could build trust, provide transparency, create alignment, encourage collaboration, celebrate employees, and make people feel included in the company’s direction.
In November 2025, I proposed formally expanding my responsibilities to include communications. I developed a broader internal communications proposal with a vision for improving how information moved throughout the organization.
I never received a definitive answer to that proposal. Naturally, I kept finding ways to solve the problem.
Building the Marketing Hub
I decided to start with something I could influence directly: the marketing department.
I designed and developed an internal Marketing Hub using Microsoft SharePoint, creating a centralized experience for employees and teams to understand marketing initiatives, access materials, and collaborate more effectively.
This wasn’t just a repository of documents. I approached it like a digital product, applying the same principles I use when building customer-facing experiences: audience needs, information architecture, brand consistency, usability, and clear communication.
The hub brought together marketing priorities and major initiatives, campaign communications and launch information, and the shared resources people actually needed: approved assets, brand materials, content calendars, and a look at upcoming work. Sales and other departments had a place to find what marketing had made. Team information, workflows, and ways to collaborate lived there too, along with internal updates and announcements.
One of the most important examples was The Next Mile, where I developed a dedicated campaign resource center and used internal communications to help employees understand the initiative, follow its progress, and access supporting materials.
The goal was to make marketing less mysterious and much more accessible across the company. It also gave me a chance to demonstrate how a properly structured internal communications platform could work on a larger organizational level.
These are selected working screenshots, not a complete record of the final implementation.
The bigger vision
The Marketing Hub was a starting point, not the entire vision.
I wanted to help establish a consistent rhythm for company communications, encourage departments to share what they were doing, and create a digital home where employees could feel informed and connected.
Not another place to dump PDFs and hope somebody finds them. An actual communication experience.
The platform could bring visibility to work that had previously happened quietly within departments, make important resources easier to find, and give employees a better understanding of how their roles connected to broader company priorities.
I wanted employees to feel like they were part of the same story.
A fairly reasonable plot development, one would think.
The outcome
The Marketing Hub became a functional example of what more intentional internal communication could look like.
It demonstrated my ability to identify an organizational need, develop a strategy, create a branded digital experience, organize information, and build tools that made cross-functional collaboration easier.
This work combined internal communications strategy, digital experience design, creative direction, content development, information architecture, and employee engagement.
It was also a passion project in the best sense. I genuinely loved finding ways to bring people together around work they could feel proud of.
The screenshots included here document different stages of the build, including campaign hubs, navigation, resource libraries, graphics, and communication assets. Unfortunately, I don’t have a complete visual record of the final version because my access ended before I could capture it for my portfolio.
An unfortunate oversight in the production schedule.
I wanted people to know what was happening, why it mattered, and where they fit into it. Apparently, I’m a romantic.