| Where do the 2,300 surplus pages come from? | Components that render a page per record. The global offices page runs one page per country popup, and at 140 countries across the language set that alone is around a thousand URLs. Training courses do the same. He deleted roughly 10,000 expired training pages in the last two months. | The prune is mostly a component fix, not an editorial cull. That moves it out of content triage and into the build, where it is cheaper. |
| What carries the traffic? | A core group of a couple of hundred articles around psychometric assessment and behaviour types does most of the organic work. The rest of the resource library is old, out of date, or both. | Confirms the migration split: a small high-value core moves with full QA, the tail moves in batches or not at all. |
| Why are there three blog directories? | His predecessor changed the URL by hand for each resource type instead of using the system. The system default is hr-blog; everything under /blog and /blogs was manual. | Named root cause rather than an observed symptom. It also means the redirect map is mechanical rather than judgement-based. |
| Can any locales be retired?Answered: no | All are contractual except Australia, which is an emerging market they want to keep. The variation in page counts per locale is translation budget, not intent. Two partners, France and Belgium, get most of the translated content; the rest translate for themselves. | Eleven locales stay. The thin locales are a funding problem, so localisation economics becomes the growth argument rather than a place to cut. |
| What happens to the translation agency? | In his words, in a perfect world it goes. He wants AI translation inside the platform before publish, then his internal per-language reviewers given reviewer or guest access to comment and correct in place, then publish. Internal review stays because the content is close to scientific. One recent set of eight pages cost £8–9k. | The translation line does not go to zero. A residual sits in central opex for legal documents. The website share is what moves, and reviewer access is now a named build requirement. |
| Why is the H1 missing? | Not the SEO agency. A manual H1 was applied on top of the template one, so pages carry either two H1s or none. His developers have never been able to unpick how it was set up. | Retracts an implied criticism of their agency, and moves the defect into the template rebuild where it disappears by construction. |
| Is the schema really absent? | He has a plugin that reports it as present. Our reading of the live pages says otherwise, and he is now questioning the plugin. | Worth verifying together in the first week rather than asserting. If the plugin is wrong, it is the clearest single example of measuring the wrong thing. |
| What is the design ambition? | They dislike the current site. New brand guidelines are being written internally. Anna likes Greenhouse and leans to simplicity; Duncan comes from building experience-led sites and wants a site that makes people say the company is ahead of its field. His line: it is your first salesperson. Kinetic Software was also shared as a reference. | One art-direction route that blends restraint with two or three moments of craft, rather than three divergent routes. Cheaper and closer to what both of them actually want. |
| Who writes the copy?Answered: Thomas does | Two in-house copywriters, unusual for a team this size because of the volume they produce. They expect to write the new site themselves, partly to keep cost down. A repositioning is likely alongside the rebrand. | Copywriting stays out of the price. It also means content readiness is a Thomas-side dependency on the critical path. |
| What is coming in-house?His framing, not ours | PPC is moving in-house from an agency, and A/B testing with it. He was explicit that the only way that works is if the publishing hours come down, and told us to frame it that way: you are taking these things on, and the only way you can is by doing this. | This is the frame for the whole hours argument. The saving is not a headcount saving, it is the capacity that makes two in-housing decisions survivable. |
| Where is the team? | All core marketing is UK-based bar one European marketer. Office is Marlow, Buckinghamshire; people are spread from South London to Cornwall and rarely travel in. UK hours suit everyone and remote works. | Discovery runs remote on UK hours, with one or two in-person days rather than a co-located sprint. |
| How many components exist? | Around 25, of which roughly ten are in real use. Several do not behave as expected and were never redeveloped. He gets 25 hours of developer time a month, and the last new component consumed about a month of it. | Confirms the 25-hour figure now used in the workflow model, and sets the target: a governed library where a new component is configuration rather than a development ticket. |