Ta'az Digital Platform

Ta'az's official information lived on an outdated SharePoint site. It was scattered and out of date, so HR staff, commanders and employees who needed a procedure or a simple answer phoned or messaged the HR teams instead. That was slow for them, a steady load on the staff, and the answers were not always the same.

Ta'az needed a single, always-available source of truth that its own content team could run, where nothing goes up before it is approved, and that installs and runs on a closed network with no internet.

• Information scattered and out of date
• Routine questions went to HR staff by phone
• Answers were not always consistent
• Everything had to run on a closed network

I wrote the project brief, then designed and built the platform. At its centre is the portal: a Hebrew, right-to-left site with articles, announcements, quick links, a "Meet the Team" chart of the staff, search that understands Hebrew, and an events calendar that marks Jewish, Christian, Muslim, Druze and national holidays.

Behind it is a content-management system in which editors write, publishers approve and managers arrange the homepage and menus themselves. Around both I built the parts an organisation usually has to buy: a secure service for storing files and media, one shared design so every screen looks and works the same, and tools that install the whole platform on the closed network from one offline package. A teammate built the notification service on the same structure.

The portal brought Ta'az's official information into one self-service place, open around the clock and built for 14,500+ users across all units: employees, commanders and HR staff. Its first version was live on Ta'az's closed network in October 2025, three weeks after I joined at the end of September. Through the approval workflow, 42 people wrote and approved content and 271 articles and pages were published, and the portal had more than 800 unique visitors and over 3,000 views a month. Next, the many older systems I look after, for consultants, contracts, workplace accidents, pensions and more, are being brought together into one CRM-style app, now in development, that will join the platform.

Management could steer the site directly: when they asked to hide a holiday from the calendar, I turned the request into a setting they control, with design spec, tests and feature in one day, built with Claude Code. I rolled out Claude Code as standard practice across the section, and in March 2026 I was awarded a Plaque of Appreciation for my contribution to the organisation's digital transformation. The platform is also a foundation for Ta'az's next systems: a shared design system, a secure file and media service and a repeatable offline installation.

I lead two teams at Merkaz Ta'az: four developers, me included, and five people in ICT and infrastructure. Beside this platform, which I lead and wrote most of, I look after the older HR systems (consultants, contracts, workplace accidents, loans, pensions and more) and the servers they run on, and I handle support end to end, from a bug in the code to a hardware fault. I evaluated OpenShift as a container platform for the Ta'az platform and found it less suited to the need. I also take part in cross-team efficiency projects, and I document the systems so the knowledge does not rest on me alone.

On the platform I went from the brief to production: the data model, the architecture and security design, most of the code, and documentation for management, developers and IT operators. When a second developer joined the project in March 2026, I split the code so we could work in parallel, set the structure she built on, and reviewed and merged her work. Of the platform's 452 commits, 430 are mine.

I built versions 1 and 2 with Gemini. From version 3 (June 2026) I worked with Claude Code under rules I keep in the repository: larger changes started as a design spec and a plan I approved, came with tests and passed my review. 179 of the 217 commits since then were made this way. The decisions are mine.