Organization: Global Health & Retirement Benefits Organization
Role: Web Technology Associate → Web Technology Manager
Timeline: Dec 2019 – Mar 2026
Skills: CMS administration, QA & migrations, workflow creation & optimization, stakeholder management, mentorship
I joined this organization as a Web Technology Associate in 2019, publishing and updating B2B content in the CMS. By the time I left in 2026, I was managing content operations and platform health across 13 enterprise websites, each with 1,000+ pages, as Web Technology Manager. That climb through four roles in six years is the real story. What started as redundant, mundane copy updates in the CMS, grew into building and truly understanding the systems that let a small team do it reliably at scale.
The Challenge
Thirteen properties means thirteen sets of stakeholders, timelines, and specific priorities, but the content still has to be accurate, on-brand, and published on time, every time. And because I sat between marketing (who wanted things done fast) and IT (who wanted things done right), a lot of the job was translation: turning a marketing ask into a technical ticket, and technical constraints into something marketing could work with.
When it came time to upgrade the CMS platform, all eyes were on Web Technology. One bad deployment across 13,000+ pages could mean broken layouts, dead links, or lost live content on production sites people actually use.
What I Did
I took ownership of the full publishing pipeline. With the help of an excellent design ops team, we set up automated delegation systems in Monday.com. This allowed for content requests to be asssigned automatically and fairly amongst the team. With content operations able to run smoothly, I was able to focus on the platform's configurations and user permissions across all 13 sites and managed the day-to-day platform upkeep that keeps a multi-site platform alive.
I led QA on CMS migrations and Change Management requests. Over my 6 years with this org, our CMS needed multiple upgrades (a result of Kentico CMS' capabilities, or lack thereof), each one easier than the last, thanks to custom-built migration tasks. I created general regression test plans to use for both these migrations, and feature and functionality updates. With the team, and the help of my test plans, I validated content accuracy and ran functional testing across QA, Staging and Production environments for all 13 sites, everytime there was a deployment.
I built the workflows others relied on. I wrote and rolled out the SOPs and publishing standards that the whole web team adopted — the kind of documentation that turns "ask Chiara" into "check the doc."
I bridged a gap. I acted as the primary liaison between marketing, design, outside development vendors, and a strict IT department. I owned bug and issue escalation, scoping requests, and keeping delivery on track across several projects running at once. I did this by creating a centralized "Deployment Roadmap Board" where folks from all departments could see, at a glance, what was currently being worked on, what was in the backlog, what was up next, and when things had been launched successfully.
I mentored the next people doing this job. I trained two junior Web Technologists on CMS workflows, brand standards, and QA practices, with an emphasis on documentation and follow-through, starting everyone off with habits that scale.
The Impact
- I kept 13 high-traffic enterprise web properties (over 13,000 web pages) accurate, on-brand, and running through full CMS migrations with no unplanned disruption.
- I created a digital roadmap board that housed 3 years of change management planning; That's over 72 successful deployments documented, with 800+ line items tracked and deployed succesfully.
- I replaced inconsistent knowledge with documented plans and repeatable publishing SOPs adopted team-wide.
- I cut the distance between marketing and IT by owning requirement translations and bug escalation end-to-end.
- I grew from associate to manager in 6 years by consistently taking on the next layer of ownership.
Tools used: Kentico CMS (Versions 11, 12, 13 and Xperience) for QA/Staging/Production environments. ServiceNow for Change Management Requests. Sharepoint for cross-functional documentation practices. Project management tools included Asana and Monday.com.