InfoAssist
An enterprise AI knowledge platform for customer support and internal agent workflows.
Agency
Architech
Role
Design Lead
Client
ROGERS
Year
2024 - 2026
InfoAssist was created in response to a major enterprise transition: following Rogers’ acquisition of Shaw, customer support teams were operating across two active knowledge systems with different structures, duplicated content, and inconsistent search experiences. The opportunity was not just to consolidate platforms, but to create a single AI-grounded knowledge experience that could support agents more effectively in the moment and establish a foundation for future AI-enabled service tools.
In a senior design leadership role, the work spanned product direction, cross-functional alignment, research planning, and experience strategy across multiple agent groups, including call centre, chat, technical support, field, and back-office teams. The challenge was as much organizational as it was product-based: migrating two systems required balancing business goals, operational continuity, legacy constraints, and a rapidly evolving AI interaction models.
Migrating two active systems
One of the most complex parts of the initiative was designing for the migration of two active knowledge ecosystems rather than replacing a dormant legacy product. Both platforms were deeply embedded in day-to-day support operations, each with years of accumulated content, distinct structures, and entrenched team workflows. The design strategy had to support convergence without creating disruption for agents who depended on these systems to resolve customer issues quickly and accurately.
The resulting direction focused on a unified experience that could absorb content and workflows from both environments while introducing a more conversational, AI-assisted model for finding answers. This was not a simple interface redesign; it was a transition strategy that helped Rogers move from fragmented knowledge management toward a more scalable, intelligent support ecosystem.
Building the brand for an internal AI portfolio
As the platform evolved, it became clear that the experience required more than product usability. It also needed a distinct identity that would help both users and stakeholders understand it as part of a broader shift in how internal tools were being modernized. Alongside the product work, a new visual language was shaped for the emerging Assisted portfolio so that these tools would feel connected, intentional, and future-facing.
This included helping define a new suite of logos and collaborate on a more tailored internal-tools theme built off from the global design system . The branding work was not cosmetic; it played a strategic role in creating coherence across a growing family of tools, reinforcing trust, and signaling that previously disconnected systems were becoming part of a more integrated experience landscape.
Strengthening the content foundation
Early testing made it clear that interface improvements alone would not produce trustworthy AI outputs. The structure, quality, and hierarchy of the underlying content had a direct impact on answer quality, and weak source content was contributing to poor results and hallucinations. A major part of the work therefore shifted toward establishing a stronger content foundation for AI grounding.
This led to bringing in content specialists and guiding the redesign of dozens of templates, article models, and supporting content patterns so material from both platforms could be restructured and migrated more effectively. The content effort became a critical strategic layer of the project: not just cleaning up legacy knowledge, but creating the conditions for reliable AI performance and a more scalable long-term knowledge ecosystem.
Leadership impact
The value of the work was broader than a single product launch. It helped Rogers move toward a unified operational model for support knowledge, introduced a recognizable identity for a new generation of internal AI tools, and strengthened the content systems required to make those tools credible. The project demonstrated how design leadership could connect service operations, brand, systems thinking, and AI readiness into a single transformation effort.
“Thanks for always having your finger on the pulse”
— Director, AI Self Serve & Agent Tools for Rogers Digital