Carol Sliger Email and Phone Number

Developed payment services learning modules as part of a system platform implementation project. Cataloged process map inventory for publication. Contract end date 10/4/2019.

Designed and developed a four week, comprehensive on-boarding learning experience for all financial operations employees at a large global bank.Consulted in the lending division of a large financial services company in 2017.Orchestrated collaboration of system, vendor and client teams during the implementation of a lending platform.

For GE AviationDesigned & developed IT Compliance and Legal training for application owners and Information Security training for system users.Developed a curriculum to train a global audience to perform integrity concern investigations. The program included, a four-hour class, workbook, resource guide, a mentor experience and evaluation. Prior to participating in the mentoring element of the program, 84% of the pilot audience reported confidence in their ability to use the tools provided to complete investigations. Managed training, process improvement, performance improvement and knowledge management projects for application owners, system users and customers.Designed a blended learning curriculum to certify application owners as Export Control Classification Taggers, with 87% of participants reporting confidence in their ability to accurately tag data sets.Designed certification processes, documented procedures and wrote knowledge articles for users of a ServiceNow database.Increased ServiceNow database accuracy by instituting an annual attribute certification requirement for application owners that resulted in over 2000 attribute updates/year.

Professional Development InstituteKey Clients: GE Aviation, Cincinnati Bell, ODJFSPlanned, designed and delivered learning solutions and process improvement interventions for a variety of clients targeting communication, customer service, sales and leadership challenges.Supported a culture change in a large manufacturing business by creating leadership training for shop floor supervisors. Though limited to a four-hour course with follow-up assignments, the effort resulted in a 12% shift away from Direct/Control leadership toward one of Support/Coach.