About the Episode
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About the Episode:
Jaime Hunt sits down with Meaghan Milliorn, Senior Director of Web Strategy and Operations at the University of Arkansas at Little Rock, to unpack the web redesign process that earned national recognition. From overhauling outdated pages to building authentic buy-in through internal communications, Meaghan shares how a multi-year strategy helped UA Little Rock redefine its web presence—without losing the campus community along the way. If you're staring down the barrel of a major website overhaul, this episode is a must-listen.
Key Takeaways
- Website redesigns in higher ed must be treated as change management initiatives, not just technical projects.
- Internal communications are critical for campus-wide buy-in—start early and communicate often.
- Redesigns offer an opportunity to clean up outdated content and align your digital presence with your current brand and goals.
- Focus groups and department meetings help foster trust, surface pain points, and reduce resistance.
- Centralized training and access governance are essential for post-launch site maintenance and risk management.
- Successful redesigns can shift marketing and web teams from service providers to strategic partners across campus.
- Don’t wait until launch to communicate—transparency and consistency build support over time.
Episode Summary: Inside a 3-Year Higher Ed Website Redesign with Meaghan Milliorn
What makes a website redesign one of the most complex projects in higher ed marketing?
According to Jaime Hunt and guest Meaghan Milliorn, redesigning a university website is about far more than swapping out a few templates. It touches every corner of campus, affects nearly every department, and directly impacts prospective students' experience. As Meaghan points out, these projects often coincide with other massive efforts like brand refreshes or new CMS implementations, making them feel overwhelming. But the key isn’t just design or development—it’s change management.
How did UA Little Rock frame their redesign as more than a technical project?
Meaghan emphasized early and consistent communication as the foundation of success. From the get-go, the project was publicly endorsed by the Chancellor at a university-wide assembly. This top-down backing immediately framed the redesign as a campus priority, not just a tech or marketing department task. Regular emails, dedicated meetings with every department, and user-focused documentation helped make the project feel collaborative rather than imposed.
The team also committed to cleaning up outdated content—something most institutions neglect. This effort wasn’t pushed back on departments but managed centrally. Meaghan and her team conducted deep audits and did the editing themselves based on input from each unit. That decision significantly improved content quality while alleviating pressure on faculty and staff.
How do you get buy-in from a decentralized campus environment?
UA Little Rock's communications strategy was built around engagement. Instead of dictating changes, the web team invited participation through one-on-one meetings and campus-wide focus groups. Importantly, they listened without defensiveness. Even when feedback didn’t lead to direct design changes, the mere act of listening built trust. And in some cases, input from these sessions led to critical user experience improvements.
They also introduced a live training requirement before site access could be reinstated post-launch. This not only ensured governance compliance but helped shift perceptions of the web team from "tech support" to "strategic partners." Instead of being seen as order takers, Meaghan’s team positioned themselves as experts guiding mission-critical digital transformation.
How did internal communications shift perceptions of the marketing team?
By managing every touchpoint of the website redesign with clarity and transparency, the web team elevated their reputation across campus. Instead of being “those people who control the website,” they became collaborators, consultants, and trusted advisors. Faculty and staff who once saw them as gatekeepers came to understand them as allies.
This outcome wasn’t accidental—it was the result of a thoughtful communication plan executed over nearly three years. Emails, lunch-and-learns, faculty senate presentations, and redesign updates were all aligned toward one goal: build trust and transparency. As Jaime noted, that kind of positioning sets the stage for marketing leaders to be seen as institutional strategists—not just communications experts.
What were the biggest lessons from this massive project?
One of Meaghan’s key takeaways was the importance of flexibility. Initially, the team expected departments to update their own content. But after realizing that wasn’t feasible, they pivoted and took on the workload themselves. It was a heavier lift, but the payoff was higher-quality content and stronger relationships.
Another major lesson? Start communicating early. “Don’t wait until the end of your project to start talking about it,” Meaghan says. That’s advice Jaime echoes from her own experience. Under-communicating—or communicating too late—creates confusion, resentment, and resistance. But when people feel included and heard, even difficult projects feel collaborative.
Connect With Our Host:
Jaime Hunt
https://twitter.com/JaimeHuntIMC
About The Enrollify Podcast Network:
Confessions of a Higher Ed CMO is a part of the Enrollify Podcast Network. If you like this podcast, chances are you’ll like other Enrollify shows too!
Some of our favorites include Talking Tactics and Higher Ed Pulse.
Enrollify is produced by Element451 — the next-generation AI student engagement platform helping institutions create meaningful and personalized interactions with students. Learn more at element451.com.
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