Post-acquisition rebuild and enterprise self-service platform

When RingCentral acquired Connect First, two things needed to happen at once. The existing departments had significant overlap: multiple teams duplicating work with no coordination. And the Engage Voice and Engage Digital product lines had no unified self-service platform. Customers and internal teams relied on scattered PDFs, legacy knowledge bases, and support tickets. There was no search, no analytics, and no way to measure whether the content was actually helping anyone.

I started by consolidating the overlapping departments into a single functional team, sorting out ownership, eliminating redundancy, and building new workflows across groups that had never worked together. From that rebuilt organization, I built the self-service portal end-to-end: PRD, information architecture, UX wireframes, phased roadmap with quarterly releases, stakeholder analysis, engineering requirements, taxonomy design, and content models.

I defined the primary, secondary, and tertiary stakeholders and their distinct needs, ran user research, then mocked up solutions and tested them before building.

On the org side, I restructured the combined teams around clear ownership lines so each product area had dedicated writers instead of shared resources spread thin. For the portal itself, it needed to serve three very different audiences — administrators, agents, and developers — each with different mental models. I structured the IA around user roles rather than product features, which meant each audience landed in their own context without wading through content meant for someone else.

I phased the roadmap across five releases. The beta shipped core documentation with Algolia-powered search. Later phases added Medallia for voice-of-customer surveys, a chatbot for both Digital and Voice products, an LMS with learning paths and certifications, Salesforce case form integration, Adobe Analytics, print/PDF functionality, and superuser field-level access controls.

The portal reached 98% CSAT and served as the model RingCentral planned to replicate across all product lines. It replaced a fragmented, unsearchable collection of docs with a structured platform that customers could actually use to solve problems without opening unnecessary support tickets. The rebuilt department operated as a single coordinated team for the first time, eliminating the duplicated work that had been wasting time and budget since before the acquisition.