- Created a decentralized learning solutions organization that embraces the novel idea that learning should actually be fun and engaging; built a network organization that includes contributions from employees, contractors, partners, and content creators from across the globe; quickly gained first client within a month of launch and completed inaugural project involving the creation of 16 single credit courses. - Secured inaugural client, Accredicity Inc., a start-up, for-profit university located in Honolulu, Hawaii in August of 2021; worked with Accredicity's founders to develop the overall business strategy including a value proposition, establishing a revenue map, and building a comprehensive competency model for curriculum development; completed development of first certificate program in Professional Development in March 2023.You can check out a playlist of some of my greatest hits here. https://www.youtube.com/playlist?list=PLJywzs3Clo2BMxWA4Ycb7DWna1wCz7HRoYou can check out our website at http://www.onwardlearningsolutions.com.Note: You can review course descriptions from each course in the projects section my profile.

- Strongly encouraged to join HRdownloads by the CEO as the organization needed new thinking; joined as the Head of Learning Solutions with an ambitious goal to completely redefine the corporate training offering; successfully managed through the COVID-19 pandemic, including the completion of 45 highly engaging, animated training courses. - Partnered with a production company for a $1 million production contract, to create 50 highly engaging, story-driven, animated training modules in subject areas varying from accessibility to leadership to compliance; managed the entire process from storyboarding, acted as subject matter expert, learning designer, production reviewer, project manager, and publisher; successfully delivered 45 courses including four commercializable programs.- Utilized contemporary learning design tools to bring dated, stale learning to a more current and modern state of design; deployed the use of multi-step scenarios, simulations, and narrative script writing in storyboards to bring more learner engagement and therefore, reduced the impacts of the Ebbinghaus Forgetting Curve; transformed stale and disengaging training courses into fun and engaging educational entertainment sessions that embraces elements of TV, Film and Video Games to drive enjoyment and therefore, learner knowledge retention.- Expanded revenue potential of training offering through the development of programs that support new business opportunities; developed four programs entitled, “Leadership Essentials for High-Potentials”, “Wellness Essentials”, “Supervisor Essentials”, and “Mastering Remote HR Management: The Adventures of Captain HR”; resulted in a net increase of average assignments per course and laid the foundation for new revenue opportunities for the learning solutions division.Note: You can review trailers for each program below. You can also review course descriptions with snippets from each course in the projects section of my profile.

- Joined the Ivey EdTech Lab in a Learning Designer Role resulting from progress made in the Ivey Innovation Coordination Group meetings; insights arrived at during the Innovation Coordination Group meetings uncovered the need for Ivey to develop an EdTech lab and new and innovative degree program – the Accelerated MBA or AMBA for short; the Ivey EdTech Lab was formed, and my team joined - to shepherd the newly scoped degree program, through from development-to-deployment. - Faced with an incredibly tight deadline of 8 months; collaborated with over 21 different faculty members on 16 different course storyboards, different members of the Dean’s office, and representatives from an international alliance of business schools to build Ivey’s first blended learning degree offering - the Accelerated MBA for Business Graduates; led to initial cohort of approximately 60 students and $2.5 million of net new annual tuition revenue while simultaneously propelling Ivey’s reputation for one of digital innovation across the Canadian business school landscape. - Initiated a full quality review of each course in the AMBA after discovered a series of serious errors were discovered that would have negatively impacted student satisfaction; dedicated over 2 weeks to perform an in-depth quality check to verify all course quality; resulted in a program-wide quality control project less than one month from launch of the program. Note: You can review short videos of the program description and overview found below. You can review all the course descriptions and relating to the AMBA program located in the back third of the projects section of my profile.

- Personally hired by Professor Dr. Rob Austin to lead the newly created Ivey Learning Innovations Initiative, a new experimental R&D group inside the Ivey Business School; led a small team with summer intern support to co-develop a list of over 100 learning innovations with various Ivey Faculty to be experimented on; successfully launched over 10 experiments with various Ivey Faculty leading to more positive student outcomes across 5 different faculty discipline areas.- Launched multiple learning experiments with different stakeholders across the school including the faculty at Ivey proper, the Pre-Business Faculty at Western and Ivey Foundation Entity, Ivey Publishing; closely monitored all experiments through the use of pre-agreed with faculty and the Dean’s office on KPIs for each experiment; implemented 3 major experiments across the university including a next generation business case project with local Toronto EdTech start up, TopHat and Ivey Publishing.- Managed multiple strategic projects with different staff members of the Initiative; presented a competitive analysis of Ivey against International and Canadian Business Schools, attended conferences with Heads of Executive Educations from Business Schools such as Harvard, Wharton, and University of Maryland, acted as Ivey's Ambassador to globally renowned conferences, SXSW and SXSWedu; resulted in the discovery of different opportunities for Ivey to exploit in the EdTech landscape. - Spearheaded the formation of the Ivey Innovation Coordination Group that would act as the main governance mechanism for governing all innovation activities across Ivey; structured the group to consist of senior leaders from all functional and product departments across Ivey, the Ivey Foundation, and the Pre-Business faculty at Western; led to the joining of an international coalition of top tier business schools and creation of the Ivey EdTech Lab.

- Following the successful completion of my MBA, I returned to Info-Tech Research Group to lead a new division that was formed as a direct result of my previous work developing the research study, “The Leadership Paradox: Why High Performing CIOs/CHROs Don’t Become CEO?”; created a cross organizational product division that would serve both the IT and HR sides of the business; launched 4 leadership development programs, each consisting of 6 courses and over 500 participants in the inaugural cohort.- Constructed individual programs and courses using the ADDIE model with a strong focus on the analysis phase; modified the analysis phase of the ADDIE model to embrace certain aspects of both the SAM and Design Thinking frameworks, focused centrally on building empathy with different learner segments; resulted in significantly different structured programs and courses facilitating increased learning personalization positively impacting overall learning outcome satisfaction. - Orchestrated the development, deployment, and delivery of the inaugural cohort including the oversight of a variety of project teams tasked with content development; developed unique, insight provoking, thought leadership content while simultaneously supporting sales efforts and directly managing on-site event preparation; provided white glove treatment and received quality grades of over 4.8 out of 5 from initial 500 cohort participants. - Championed the LEAP programs as an essential membership value enhancement tool for members of specific accounts; fostered close relationships with key sales representatives to drive large bulks sales of future LEAP memberships; directly contributed to top line revenue generation of approximately $1 million and an estimated contribution of $7.5 million since program inception to the time of this updated entry. Note: You can review all the course outlines relating to the LEAP programs located in the back third of the projects section of my profile.

- Maximized the return on investment for what was a very high-cost research effort; developed new products and services that were integrated into the organization’s broader solutions offering; reframed the original piece of research and produced secondary piece of research entitled “The Leadership Paradox: Why High-Performing CIOs/CHROs Don’t Become CEO” by disaggregating complex research into 5 reasons why CIOs/CHRO’s don’t become CEO, 6 pieces of advice for CIOs/CHROs and 11 individual tactics that would become future products and services.Note: You can review the research piece, “The Leadership Paradox: Why High-Performing CIOs Don’t Become CEO” near the end of the projects section of my profile.

- Approached with the opportunity to join a new research team with three other high-performing analysts; joined the team with newly appointed executive advisor as team leader; over the course of 6 months, followed an intense and in-depth research process proven to develop more cutting-edge insight than more traditional processes. - Facilitated the research process through the use of informal leadership while providing guidance and support to other members of the team through the difficult research process; our team scheduled over 100 research interview calls with leading CxOs at Global 2000 organizations; successfully produced Info-Tech’s first thought leadership piece called “The Future of the Corporate Center – Why The LIFT (Legal, IT, Finance and Talent) Functions Perform Sub Optimally”. - Socialized the newly produced research to ensure validity of findings from not only an intellectual perspective, but also from a commercial one; travelled across the continent showcasing research to executives at live conferences and events; successfully shared research and collected insights from over 500 event participants including C-Suite officers from organizations like McDonalds, US Steel, the FBI, Pall Corp, and AMD.

- Joined Info-Tech in an entry-level position as a Consulting Analyst after a series of suboptimal entrepreneurial experiences; assigned to the notoriously difficult area of Enterprise Resource Planning (ERP) in the Enterprise Applications practice area; successfully worked with an extremely bright, but highly unstructured practice leader and developed two pieces of highly successful research entitled, “Optimize Business Processes to Limit ERP Customization” and “Mobilize the Workforce by Mobilizing ERP”. - Tasked by CEO to develop an innovative, new way to present research; pioneered the use of infographics, internally coined “InsightGraphics”, as a way to communicate the high-level insights relating to a piece of research; successfully led organizational wide project team to create 50 "InsightGraphics" over a very short timeframe over Christmas break with extremely limited resources.Note: You can review the research pieces, including an example of an “InsightGraphic” at the bottom of the projects section of my profile.

- Tasked by founder to grow Silverback Delivery & Logistics by developing a memorable brand, innovative strategy, and implementation plan; successfully rebranded the company, deployed new process improvement tactics and managed day-to-day operations; grew client base from one client to 12 in a 3-month period while also deploying 5 new tactics for ensuring founder met professional goals.

- Hired by the founding entrepreneurs to manage all aspects of Utilligent’s strategy and day-to-day operations; managed both the sales and installation process for new clients and existing customer’s maintenance requests; successfully signed up 10 new clients during the course of employment but could not make the economics lucrative enough to continue long-term.

- Launched first small business venture after graduating from the HBA program; created innovative new method for evolving advertising that involved a wearable asset that customers would leave on for days, even weeks after an social event; sparked interest from large Canadian companies like Rogers and Bell.

- Personally hired by the CEO, Ted Moroz, to perform strategic audit of the entire organization from supplier to customer; critically analyzed supply chain including over 50 trips to distribution centres, suppliers, stores and customers; provided a thorough list of 25 recommendations at included branded 8-pack carriers for single tall boys, a beer explorer tablet located in every beer store and the deployment of a province-wide delivery program – all recommendations that were acted on since employment.- Faced with increasingly frustrated owner brewers, I was tasked by the COO with developing a national asset tracking model for a valuable communal asset in the brewing industry – the wood pallet; used advanced statistical analysis and deployed individual technology solutions to somewhat accurately assess the current float of pallets in the system at any given time; realized moderate success in reducing pallet loss but also struggled with the economics of making every pallet a trackable asset.

- Assessed customer’s level of comfort with technology during initial sales conversation; educated consumers on the different features to consider when purchasing a computer and related accessories; facilitated a natural sales process where customers would organically select the right computer package based on their own learning during the sales conversation.