← All case studies
Knowledge management, across teams

Building Documentation People Actually Use

Too many pages, conflicting guidance, and unclear ownership made documentation hard to trust. I built around a single source of truth, clear owners, and regular reviews.

OperationsProcess Improvement

The Problem

Most organizations don't have too little documentation. They have too much, in too many places. Duplicated pages, conflicting guidance, unclear ownership - until people stop trusting the docs and go back to asking whoever happens to know the answer.

Role
Program Manager

What I did

  • Built documentation around a single source of truth with a clear owner and a regular review rhythm, so pages stay tied to reality.
  • Wrote for the person doing the work: the steps, plus why the process works that way, so exceptions don't break it.
  • In AWS Billing, created and improved payment SOPs, corrected ticket routing guidance, and clarified ownership in the River workflow.
  • Built an AI-assisted tool that compares launch information against existing SOPs and surfaces missing or outdated documentation - AI finds the gaps, people own the content.

The Outcome

Teams spent less time rediscovering answers and more time using them, with documentation people could actually trust.

Once people stop believing the page reflects reality, tribal knowledge replaces it one conversation at a time.

← Back to all case studies
Laura Barry — Operations & Program Management
EmailLinkedIn