Director, Knowledge Management

Director, Knowledge Management   College Board | Office of the CEO   Location: This is a fully remote role. Candidates who live near College Board offices have the option of being fully remote or hybrid (Tuesday and Wednesday in office).   Type: This is a full-time position.   About the Team   The Office of the CEO (OCEO) is a small, high-leverage enterprise team that operates at the center of College Board. Working directly with the CEO, President, and senior leaders, OCEO strengthens and accelerates mission impact by ensuring the organization moves in a coherent, disciplined, and aligned way. The office brings together executive leadership support and enterprise execution, connecting strategy to action and enabling leaders to focus on what matters most for students.   Digital Workplace is a core function within OCEO focused on the systems, norms, and operating habits that enable modern execution in a distributed organization. The team is responsible for turning collaboration platforms and productivity tools into a connected digital workplace that supports clarity, transparency, and speed at scale. By establishing shared standards for how information is organized, how work is coordinated, and how leaders and teams collaborate day to day, Digital Workplace reduces friction, improves execution quality, and helps the organization operate as One College Board, regardless of location.   About the Opportunity   As Director, Knowledge Management , you will make sure College Board's staff intranet ( myBoard ) works as a reliable, trusted enterprise knowledge hub in an environment where information is constantly evolving, incomplete, and often competing for attention. In a complex, distributed organization, staff effectiveness depends not on having more information but on being able to quickly find, understand, and trust what matters most. This role exists to impose clarity where knowledge is inherently messy.   Reporting to the Senior Director, Digital Workplace within the Office of the CEO, you will own the vision, structure, and editorial quality of the staff intranet as the authoritative source of enterprise guidance. You will define how information is organized, written, curated, and maintained over time, using strong editorial judgment to clarify, synthesize, restructure, or retire content so staff can act with confidence rather than interpret ambiguity.   This role recognizes that knowledge does not live in a single place. You will design intentional information flows across channels, determining what belongs on the staff intranet, what should be curated or summarized elsewhere, and how systems, metadata, and automation can reduce manual maintenance and improve discoverability. Rather than relying on constant human intervention, you will use structure, standards, and tooling to make information easier to keep current and easier to find.   Your work will require navigating real tradeoffs: enterprise consistency versus local context, speed versus precision, and clarity versus completeness. During moments of organizational, policy, or tool change, your leadership will be especially critical, helping staff orient quickly by ensuring guidance is coherent, clearly written, and surfaced in predictable ways.   Our ideal candidate is a systems thinker with a strong editorial eye who is comfortable operating in ambiguity. You understand that knowledge management is never finished, and you bring the judgment, discipline, and curiosity required to continually improve how information supports execution at scale.   In this role, you will   Enterprise Intranet Vision, Architecture, and Standards (30%)   Define and steward the enterprise vision for the staff intranet as the authoritative source of enterprise guidance.   Own the staff intranet's information architecture, including navigation, metadata, templates, page types, and structural standards that improve findability and usability.   Establish clear expectations for what content belongs to the staff intranet versus other channels, and how the staff intranet functions as the system of record.   Continuously evolve intranet structures based on how staff actually seek, interpret, and use information.   Content Quality and Clarity (25%)   Serve as the editorial owner for the staff intranet, ensuring enterprise guidance is clear, concise, well-structured, and written for a staff audience.   Establish and enforce editorial and content standards, including tone, structure, and clarity thresholds for enterprise-wide content.   Edit, synthesize, restructure, or retire high-impact enterprise content to resolve ambiguity, duplication, or inconsistency.   Ensure staff-facing content answers core execution questions: What is this? Who does it apply to? What do I need to do? Where do I go next?   Content Governance, Ownership, and Sustainability (20%)   Partner with Engagement and Reach (communications) , Enterprise Rhythm, and other key stakeholders to execute the enterprise content calendar and push essential messages to the right audiences.   Establish and maintain governance for content ownership, review cycles, and quality standards for the staff intranet.   Clarify what information is canonical , who owns it, and how currency is maintained over time.   Partner with content owners across the enterprise to improve the quality and sustainability of guidance, without turning the staff intranet into a dumping ground.   Navigate competing priorities and incomplete information using judgment rather than rigid process .   Channel Strategy, Curation, and Information Flow (15%)   Design intentional information flows across enterprise channels, including the staff intranet, collaboration tools, announcements, and shared workspaces.   Define when to centralize, curate, summarize, cross-link, or automate rather than duplicate content.   Reduce cognitive load on staff by ensuring i