Due to budget cuts, staffing changes, and institutional reorganization, our library underwent a process of reevaluation of our services and structure. We specifically focused on our services to researchers, which were primarily offered through our liaison librarians, subject specialists who were each responsible for several departments, centers, and institutes served by our library. Liaisons served as a point of contact, and were responsible for promotion and outreach. With responsibilities in other areas (i.e. reference, instruction, committee work, etc.), it was difficult to find time to devote to less urgent liaison duties. Our staff, meeting, and committee structure also contributed to this deprioritization, as there was no dedicated time and space to plan and share around liaison services, and no one responsible for coordinating them. We began reflecting on our research services in public services meetings, doing an environmental scan of other institutions, and mapping our current and potential services to the research lifecycle. In the summer of 2014, we devoted our yearly retreat to discussing research services and liaison services. We realized we might want to structure ourselves not just as subject specialists, but also as experts in specific skills or tools that cross disciplines, such as citation managers and data visualization. We also considered taking a team approach to providing services, with subject specialists pairing with experts. At the same time, the Marketing and Events Committee was working on which services to promote to users, and how, by audience. The goal was to streamline marketing to make it more efficient and effective. This process was mapped to our service areas, including research services. This presentation will share our process, outcomes, lessons learned, and plans for the future.