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How a content audit became a governance breakthrough

ABOUT THE CLIENT

  • Industry: Cancer Center
  • Headquarters: Buffalo, NY
  • In business since: 1898

Summary

  • Strong content teams don’t always need a rebuild. Sometimes they need a strategy that connects everything they’ve already built. A comprehensive audit gave Roswell Park exactly that — a clear path to unifying their strengths and accelerating what was already working.
  • The audit findings sparked real organizational change. Roswell Park built a cross-functional governance structure that fundamentally shifted how their teams collaborate.
  • The result: a content program built for the future. With governance in place, Roswell Park is now positioned to maximize their existing digital equity — SEO, blog, social — and serve as many potential patients as possible.

Sound familiar?

Your content program is running. Teams are producing. The blog has posts, the social channels have followers, and leadership isn’t panicking.

But something isn’t connecting.

Maybe search traffic isn’t converting the way it should. Maybe every team is working hard in their own lane, but nobody has a shared view of the funnel. Maybe you’ve got a backlog nobody can get to, or a strategy document that lives on one person’s hard drive.

Roswell Park came to Aha Media Group at exactly the right moment. The digital landscape had shifted, and they were ready to take a strong content program to the next level.

Our audit surfaced 4 opportunities:

  1. An opportunity to align channels around shared goals: Strong energy and ownership across every team — ready to be connected by a common strategy.
  2. A consideration layer ready to be built out: Awareness content was strong. As search behavior evolved, there was clear opportunity to deepen audience engagement and guide more patients toward care.
  3. Content operations positioned to scale: High-volume output with a talented team — and a real opportunity to add the shared standards and planning infrastructure to match.
  4. A chance to create a single source of truth: Align the teams around one shared, documented strategy.

The throughline: Governance as the connective tissue that turns strong individual efforts into a unified content engine.

Headshot of Ahava Leibtage, CEO of Aha Media Group, wearing a pink jacket and with pink hair and pink glasses.
When teams share goals and a single source of truth, everything gets easier: planning, prioritization, and the daily decisions that add up to a content program. Silos aren't always a people problem. They're often a governance and organizational problem.
Ahava Leibtag
Aha Media Group

The breakthrough

Roswell Park moved quickly and decisively.

They formed a cross-functional task force immediately after the audit, bringing together content, web, technical, and creative teams to a standing meeting for the first time. A consistent cadence became governance infrastructure, not a status update.

A 30/60/90-day framework helped the team sequence decisions and build momentum. When recommendations are interconnected — and in content governance, they always are — the order you tackle them matters as much as the work itself.

The structural changes unlocked something harder to quantify but immediately felt. Content and technical teams began collaborating weekly. Creative shifted from reactive execution to strategic planning. The search strategy, once a stand-alone effort, is now connected to channel roles, funnel mapping, and journey maps, making the whole picture legible.

And then there’s this: A content team member who had been carrying a backlog of blog posts she hadn’t been able to address found that, after the audit, the updates were far more manageable than expected. A mountain became a list. That’s the kind of measurable impact that changes how someone experiences their work every day.

How we got there

Aha Media conducted a comprehensive strategic discovery and content audit designed as a structural diagnostic rather than a content inventory.

   

Stakeholder discovery

We interviewed marcom and clinical leadership — not to audit opinions, but to map where the strategy was living and where it wasn’t. Alignment gaps show up in conversations before they show up in data.

 

Multi-channel audit

We analyzed performance across every digital channel — website, blog, newsletters, YouTube, and social — plus a qualitative UX and SEO review. All the while, looking at the connective tissue that held the content program together.

 

Competitive analysis

We benchmarked Roswell Park against peer cancer centers. Differentiation isn’t just about what you’re doing well; it’s about where the white space is.

 

 

 Governance recommendations

A pattern surfaced across all findings: The opportunity lay in the connections, not the channels. We delivered a clear sequence for putting it into practice. Roswell Park built on from there.

 

Ready to find out what a content audit could surface for your organization?

You don’t need a broken content program to benefit from an audit. You just need a content program that’s ready to go further.

If your teams are working hard but not quite in sync — if your search strategy lives in one place, your editorial calendar in another, and your governance plan exists mostly in someone’s head — that’s exactly what we’re built to find.

Let’s figure out what’s not connecting and what it would take to fix it.

Let’s talk