Formerly part of Kimberly-Clark, Halyard Health oper­ates 12 global manu­fac­tur­ing facil­i­ties with 16,500 employ­ees world­wide – gener­at­ing approx­i­mately $1.7 billion in net revenues.

Kimberly-Clark decided to spin off their health­care busi­ness to its own new brand. This was the birth of Halyard Health. The Halyard Health team wanted to ensure that the new launch did not make them disap­pear online after years of invest­ment in the old brand and website.

However, making the tran­si­tion from the very recog­niz­able Kimberly-Clark to some­thing brand new — without taking a hit — was vital.

The Halyard Health team wanted to ensure that the new launch did not make them disap­pear online after years of invest­ment in the old brand and website.

The creation of this new brand required a new domain name and restruc­tur­ing of the website. It also involved coor­di­na­tion across several highly-complex global enti­ties which all needed to be migrated in a time sensi­tive manner.

Tackling all of the things, all over the globe.

SDI worked with a distrib­uted network of local market leaders, project managers, and devel­op­ers around the globe to develop the migra­tion strat­egy. One of the first steps was gath­er­ing and align­ing all of the assets, content and infor­ma­tion needed to make sure every­one was aligned. A detailed time­line and coor­di­na­tion plan was estab­lished to ensure nothing would be missed as the new sites were launched.

The end results.

DOMAINS MIGRATED

%

LOSS OF TRAFFIC

INTERNATIONAL SITES MOVED

%

M-o-M TRAFFIC GROWTH

PRODUCTS TRANSFERRED

%

Y-o-Y TRAFFIC GROWTH

SDI managed a success­ful migra­tion of 30 domains, 14 inter­na­tional sites and over 12,000 prod­ucts without any loss of organic traffic. Further­more, organic traffic has grown since the day of the launch. The site traffic increased 22% month over month and 24% year over year post migra­tion.

We’re now more effective at being worldly.

Take a large project, spread it out all over the world, add differ­ent stake­hold­ers, several languages, some crit­i­cal time consid­er­a­tions, and what do you get? Lessons learned!

Manag­ing processes with such a large, global company is diffi­cult. Diffi­cult, but of course, not impos­si­ble. We were very purpose­ful in manag­ing and elim­i­nat­ing inef­fi­cien­cies with approval processes, and continue to use those best prac­tices as we engage in future engage­ments.