Building a fully-fledged Learning and Development operation to take the UK's largest Private Medical Insurance intermediary to the next level in performance.

I managed the design and delivery of generic and bespoke elearning courses by a team of Instructional Designers.

I enabled a high-performance instructional design team to build effective learning solutions for the aviation, defence and aerospace industries in the UK, Europe and the Middle East.Achievement:Initiated and led the design and development of a second generation of elearning courses using evidence-based approaches. This included upskilling the instructional designers to use evidence-based approaches and various design software products.

I built people development solutions, in partnership with key stakeholders, to deliver business performance and develop talent in organisations.This included:a) designing organisational L&D strategies and frameworks that deliver business value;b) designing and developing a wide range of bespoke learning solutions (including instructor-led classroom sessions, webinars, e-learning, video, animation, content curation, and blended solutions);c) facilitating a wide range of custom learning courses;d) implementing and managing Moodle Learning Management Systems;e) upskilling and coaching of instructional designers; andf) strengths-based coaching (Gallup-Certified Strengths Coach).Achievements:1) I have built several onboarding and induction processes for organisations that focussed on enhancing the retention and time-to-performance of new recruits and newly promoted staff. This involved the delivery of information, learning, and the holding of crucial conversations, at appropriate times in the onboarding journey, through the strategic use of technology and face-to-face interactions. In one organisation, the turnover of key talent was reduced by 45% and time-to-performance increased by 25%.2) I have developed a reputation for turning difficult to understand technical content, that other instructional designers did not understand, into content that novice learners understood and remembered to use in their everyday performance. Most of these solutions are blended solutions using a combination of e-learning, video, podcasts, and webinars/classroom exercises.3) I have worked with several clients to design and develop specialist in-house Academies. This involved curriculum design, gap assessment, and the design and development of blended learning solutions.I was a judge in the Chief Learning Officer LearningElite competition (2018, 2019, 2020, 2021) and I was the President of Business Network International (BNI) A-Team Chapter 2018/19.

I set-up and implemented a learning and development strategy focussed upon enabling our talent to reshape banking in Africa through the effective and efficient use of technology and great talent enablers in the workplace.This included:a) Design and implementation of an Atlas Mara L&D Strategy that was linked to the Business strategy and was based upon the 70:20:10 model of learning.b) To introduce efficiencies into the travel budget, I implemented a learning technology delivery capacity (which included an internal YouTube Channel, SharePoint Learning Site and Moodle LMS for Compliance learning delivery).c) In partnership with senior management, I developed a sales and sales management programme to contribute towards the creation of a sales culture in the Group. Take-up by early adopters was observed (see note below).d) Designed and developed an Anti-money Laundering eLearning Course that all identified staff in the Group completed. e) Implemented a basic elearning development capacity within each country using Articulate Storyline.f) Setup and implemented a L&D Professional Portal that featured just-in-time and curated learning for L&D staff in six countries.The Regional Office was closed in March 2017 due to the recession in the countries serviced by the Bank. I was retrenched.

I managed the Learning and Development (L&D) function which included:a) Moving the maturity of the L&D effort in FNB Business from Bersin's Level One (incidental training) to Bersin's Level Three (talent & performance improvement).b) The development and implementation of a strategic learning strategy that addressed key business and talent challenges and opportunities, This included the development and running of several Academies focussed on key Business Banking issues (sales, analysis, banking technical, sales management & insurance). This programme resulted in an increase in cross-selling of business banking products and contributed towards FNB Business being named the number one business bank (from 3rd).c) Leadership and Management Development to create a pool of high potential talent for succession planning. d) Provision of an internal online design & development service to increase learning efficiencies and effectiveness and a strong marketing programme (including a one-stop L&D information portal). I designed and developed whilst reskilling the team.e) Management of educational bursary scheme for internal and external students to ensure long-term strategic advantage for the business in terms of its talent management objectives. This scheme included numerous innovations which included changes in strategy and minimum levels, online briefings, procurement of textbooks, coaching and learner support), As a result, the number of staff passing increased to 70% (from 35%) and a significant pool of high potential talent was created.f) Management of the L&D budget. This involved setting up a devolved strategic skills planning system at a national level that then fed into a centralised budget development process which ensured the budget was strategically focussed and highly efficient whilst catering for departmental and individual needs.g) Management of the Learning & Development team.h) Awarded a Rainmakers Award (2014) and an Innovations Award (2013).

I was responsible for the Human Capital Development function.  Key responsibilities included:As the strategic business partner, I changed the L&D strategy to a more proactive, systematic approach (from an event centered reactive approach) as there were issues with service quality and high potential retention. As a result, I set-up a Contact Centre Incubator Programme that took new recruits through an intensive, high experiential learning system that ensured they met the required customer service standard. This improved the level of service offered to customers significantly.  We also revised the recruitment practices and put in place a career path for staff to encourage continuous learning and advancement. As a result, it significantly improved the retention of high potential staff.I designed, developed and facilitated a leadership and management programme to ensure all team leaders and managers were sufficiently skilled and empowered to support staff once they had completed the Incubator Programme. This resulted in the incubator's impact (service quality and retention being sustained). I also coached several high potential middle and junior managers, one of whom was promoted to a senior operations management position. The programme was later extended to the Road Patrol Management team too.I designed, developed and facilitated the new joiners induction programme in conjunction with senior management.I managed the learning and development function team too.

I managed the training function at a time when the Insurance Industry was under significant pressure from regulators to meet specific standards as regards anti-money laundering and staff competency.I played a major role in ensuring the training requirements for anti-money laundering were met through a series of facilitated programmes that I designed and facilitated nationally.In conjunction with a short-term insurance subject matter expert, I also rolled out a national programme that was designed to equip frontline staff to meet the minimum standard of competence for the industry. The programme was extremely successful as over 95% of the staff that were at risk were judged as competent in the Regulatory Examination.To address the problem of a small pool of high potential talent, I ran a Graduate Recruitment and Development Programme to attract graduates into the business. They were then put through an apprenticeship in which they learnt the technicalities of insurance with an insurance training provider whilst working in the claims areas of the business. This resulted in a pool of high potential talent that was then moved into the business with great success. I also ran a Leadership and Management Development Programme for potential and actual junior and middle managers.I developed and facilitated the company induction and joining route (orientation).I managed the training team and provided a general human resources service to Commercial Division (60 people).