Leads team of L & D professionals and program managers responsible to develop/execute learning technology strategy and roadmap to equip talent capability and advance business goals. Included are strategies and mechanisms for: 1) intake and prioritization; 2) learning product development, distribution, and optimization; 3) evergreening; 4) assessment, measurement and program evaluation; 5) knowledge management; and 6) stakeholder and partner management.

Led international team of learning experience designers and technical writers who were accountable to deliver scalable learning products and services that build capability in frontline operations associates and managers, customer support contact center associates and managers, program and product managers, business analysts, and senior leaders. • Simplified standard operating procedure (SOP) library by: 1) reducing total number of SOPs by 55.8% from 509 to 225 (goal = 300); and improving readability from ninth grade level to sixth grade level, thereby reducing time to find relevant SOP by 81.18% from 45 seconds to 8.47 seconds and time to read/apply relevant SOP by 58.0% from 70 seconds to 29.4 seconds. Launched blended and scalable new hire/cross-skill learning paths for 23 task types. Within nine months, new hire associate training time reduced 50% (from 20 to 10 days). In-production time to proficiency reduced 61.2% (from 85 to 33 days). Equipped team managers (TMs) to provide accurate coaching by: a) implementing monthly quality assessment, thereby improving TM functional knowledge by 194.3% from 28.2% to 83% correct and b) conducting role-play-based TM training. Teams of participating TMs outperformed non-participating TMs in quality metrics by 20.01% and speed metrics by 11.1%. Managed learning experience team responsible for 361 projects across 23 task types in 2023. Of these, 93.1% (336) were completed or were delivered and ongoing. Improved speed to delivery of lighting learning products by ~80% (from 20 to 4 hours) through process improvements, scalable design and development, and tech innovation (including AI). Elevated mechanisms that drive and sustain human behavior change, thereby contributing to defect per 1000 opportunities (DPKO) reduction across production inquiry types (Inquiry Type A: 50% reduction (18.6 to 9.27); Inquiry Type B: 69% reduction (111.56 to 34.77); and Inquiry Type C: 51.06% (111.14 to 54.39).

Program managed global learning programs to attain business results from ideation, experimentation & iteration, through design, development, launch, evaluation, and continuous optimization. Formulated, experimented, iterated, and launched scalable mechanism to address learning needs for internal users and advertiser/agencies in L/XL global releases. Billing Solutions Release: Addressed learning needs of 8412 managed services advertisers and agencies plus internal users across NA, APAC, and EU and in all preferred languages, through UAT, launch and post launch; managed program, working with SMEs and learning partners from 12 groups to assess learning effectiveness and ensure learning materials revised/redeployed within 24 hours of workflow/release changes. Salesforce Lightning UI Release: Partnered with product and Release Management teams to ensure release readiness in WW managed services release. Addressed learning needs of 11 distinct internal user groups.  Launched mechanisms in TKM team to: a) design for, measure, and communicate learning impact at five levels (Adoption, Training Proficiency, Job Proficiency, Job Performance, and Business Performance); b) conduct training analysis; and c) conduct performance gap analysis. Began serving as “Lead” August 2021.

Led 70-person team (trainers, instructional designers, video specialists, psychometricians, and technical writers) to build people capability in Contact Center, Sales, Tech, Managers, and Leaders through scalable learning solutions, trusted knowledge management, and valid learning and performance measurement.  Reduced frontline staff attrition 52% and increased initial sales results 43% by partnering with company leaders and matrixing project teams to seamlessly implement massive in-field change initiatives. Increased Gallup engagement scores by 22% by designing/iterating/implementing leader development programs for frontline staff to director-level leaders and launched executive and senior leader learning programs. Improved knowledge capture/retrieval quality and time over 9 lines of business by collaborating with Quality, Data Science, and Process departments to build a mobile-accessible Knowledge Hub allowing workers to find accurate answers in “2 Clicks and 10 Seconds.” Reduced monthly learner complaints and zeroed facilitator complaints by conducting inclusive strategy sessions to set and share vision and belief, translate those values into products/services, and train the facilitators to project those values when dealing with the clients. Established and managed a ~$10M budget. Partnered with Executive team, Human Resources, and internal stakeholders to deploy comprehensive leadership development program comprising succession planning, career pathing, performance management, and mentoring.

Directed human performance system initiatives to drive business results across Global Consumer Bank. Provided strategic direction for talent development across the employee lifecycle. Managed budgetary responsibilities and portfolio of learning and assessment solutions supporting success of Global Consumer Bank and compliance of regulations for 250,000 employees (contact centers, retail sites, sky banking centers, mortgage, back office). Led international team comprising 200+ members (managers, facilitators, consultants, instructional designers, video specialists, graphic artists, item writers, psychometrics analysts, and technical writers). Elevated skills and systems to ensure the learning organization was staged to meet Citi’s current and future learning needs for global compliance, onboarding, customer experience, business-to-business sales & service, fraud, anti-money laundering, and individual, team and leader development. Facilitated international senior leader and executive conferences and development events. Directed global, large-scale instructional design efforts spanning multiple lines of business and provided strategic direction in analysis, design, development, and evaluation of global and multi-business learning programs. Installed new learning solutions and methodologies, including social learning approaches, via experimentation, rigorous measurement, and continuous improvement. Built and mechanized cost-effective system to rapidly translate all learning products into 19 languages. Implemented tech to push training to contact center associates during low-volume periods, reducing scheduled non-productive time by 34% globally.

Directed and grew business overseeing all aspects from contract development to product design and delivery.-Developed and executed contracts and managed global project design, development, and implementation teams.-Collaborated with stakeholders vertically and horizontally in Pardee Homes to accelerate continuous improvement initiatives, resulting in J.D. Power Awards for Customer Service Excellence and Quality Excellence within 18 months.- Designed, and developed sales and customers service training program for Nike Retail Global creating management and leadership onboarding curricula used by all Nike retail leaders.- Developed program and toured with Nike senior sales leaders to launch global strategic sales initiative supporting established and emerging Nike markets globally.- Partnered with Yusen Logistics leaders to transform discrete country-focused units to a true global enterprise and facilitated multi-month process that resulted in senior executives creating an innovative strategic 3-year plan.- Collaborated with senior teams to translate key business priorities into short/long-term learning initiatives.Clients: Nike, L Brands, Sonoco, Pacer International, Randstad, Exel, Pardee Homes, Yusen, and Union Bank of California.

Scope of duties consisted of working with sales team to accomplish the sale, designing the intervention and its components, constructing a project team internally and on the client side, managing the project, developing training materials, and launching the initiative. Media includes classroom, paper-based, video, email, telephone, and web-based.