20-plus disconnected destinations
Sales and marketing resources lived across regional sites with different designs, tools, and technical foundations. Customers had to move between destinations to find materials for the same brand.
Case study · Global marketing operations
From 20-plus fragmented sites to one global marketing center.
How Jay championed Mastercard’s move from 20-plus fragmented sales and marketing sites toward one global platform—giving customers a common place to find resources and business teams a repeatable way to publish them.
The problem beneath the request
Customers had to understand the organization before they could use its resources.
Inconsistent access and content
Security and authentication varied. Messages and resources lacked a common structure, making it harder for issuers, merchants, sales teams, and marketers to find relevant material.
Global scale, local needs
A common platform had to recognize different audiences and regional requirements while giving non-technical business users a practical way to manage content.
Jay’s approach
Jay connected the customer experience to the operating system behind it.
01
Define the business requirements
Work with internal stakeholders on a shared brief and vendor RFP. The goal: bring sales and marketing content from many sources into one usable destination, with reusable components and room to connect other systems.
02
Select a partner for the work
Evaluate enterprise content management expertise, comparable implementations, business process capability, and project management. Rivet Logic provided technical architecture and implementation using Alfresco and Crafter; design and technical responsibilities were coordinated with the business owners.
03
Make resources findable
Organize assets through a common taxonomy, descriptive titles, and search filters. Build around practical tasks: prepare a sales conversation, select a campaign, retrieve promotional material, and understand how an asset can be used.
04
Give contributors a usable workflow
Define role-based authoring, previews, review, and publishing. The content platform supported version control and granular access, while forms helped business users describe and categorize material.
05
Train for content quality
Work with E-WRITE on contributor training. Exercises covered user questions, tagging, titles, and short and long descriptions—including currency, customization, approval needs, and usage rights. Guidance also appeared within the authoring interface.
06
Plan regional rollout and continued development
Balance common global components with regional needs. The 2013 roadmap sequenced migration, language support, asset bundling and approvals, expiration controls, and analytics improvements. These were planned enhancements, not evidence that every feature had shipped.
What changed
20-plus starting sites. One shared platform. A repeatable content operation.
20-plus sites → one platform strategy
The 2012 case study documented more than 20 fragmented sites as the consolidation baseline. The project established a shared Global Marketing Center with searchable assets; this count describes the starting footprint, not a verified total of retired sites. By January 2013, the roadmap recorded asset previews and downloads, search filters, help and support, and region-specific landing pages among available capabilities.
Five documented operating capabilities
The January 2013 roadmap recorded five operating capabilities as available: template-based content management, review workflows, publishing workflows, user administration, and basic analytics. Contributor training connected those tools to consistent content descriptions and tagging.
Three planned 2013 releases
The 2013 roadmap organized expansion into three releases, with US, Europe, and Russia readiness milestones. Language preferences, enhanced approval bundles, and advanced reporting were planned work; the roadmap does not establish that each milestone was completed.
Evidence and scope
Documented scale. Clear claim boundaries.
The account draws on Jay’s September 2012 Alfresco case study, E-WRITE contributor training, the January 2013 platform roadmap, and his 2020 email-linked account of the B2B transformation. The earlier materials document 20-plus sites; the later account recalls 25. This page uses the conservative, contemporaneous count. Realized cost savings, adoption rates, and time saved are not established by these records.
Mastercard’s public description of the Marketing Center ↗ describes its role as a destination for marketing support, downloadable promotions, creative, and thought leadership. That later description provides context, rather than proof of historical project results.
The through line
This was enterprise experience and infrastructure work: turning a 20-plus-site problem into a shared platform, a common content model, and a coordinated rollout plan. Jay connected business requirements, partner selection, content standards, and contributor adoption. The business value was a foundation for serving customers consistently and reusing marketing resources across markets.
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