My background is Lean Manufacturing Implementation in companies that were already ISO so this is the greenest field I've every worked with. But my past experience is not really helping me because it has never entailed starting from scratch.
:truce: Your past experience is very handy, at least IMHO! I venture to assume that you have a good understanding of the process concept and experience in mapping processes as a Lean practitioner. The ISO standard is very process-oriented and your experience shold prove very valuable. One good starting point is to map the processes within your organization at a high level then take the major processes and map those. Now you should have a description of the interraction of the processes within the organization and a good head-start in defining the procedures employed. Read the standard, see if your processes/procedures meet the requirements, document what is required and necessary, get your management to do what they are supposed to do (plan for the business, allocate the resources needed, etc.) and you're off to a great start.

Word to the wise: try your best not to paint the ISO QMS as a separate entity that needs maintenance and sprucing up before audits. The QMS should be part of and integrated into the every-day practices and business, nothing out of ordinary. Avoid doing the 'ISO thing'!
That's my

worth of advise (event though brief and not complete), for what's worth.