The challenge

Red Hat wanted redhat.com to be "the best example of what our brand stands for." The site was organized around products, while Red Hat's growth depended on selling connected solutions and deepening existing relationships. It also had to serve very different audiences at once: IT decision-makers, IT managers, developers, customers, partners, and the open source community.

What I did

• Translated business goals into website goals: shift from product-centric to customer-centric, support world-class lead generation, build a global community, and give teams one brand voice.

• Mapped each audience's goals across the journey from awareness to advocacy and matched content to each stage.

• Built a site model with two front doors: hubs for existing relationships (customers, partners, communities) and a "what we do" path for prospects.

• Created a faceted content model, so every product sits inside a larger story with many entry points, helping customers who own one product discover the rest.

• Proposed two primary navigation schemes, then carried the strategy into wireframes, design direction, and a responsive site.

The result

The strategy shaped a redesigned, responsive redhat.com built around solution stories rather than a product list. IBM later acquired Red Hat for $34B.