Tracy Ross Email and Phone Number

Manage internal and external stakeholders through changes required in IDM 2.0 to decouple Intel Foundry from Intel Products and set up both to operate independently. Create Learning engagements to ease change, communicate change via multiple channels and formats, deliver Leader and Manager toolkits to help them bring their organizations and teams along.

My current scope is to transform our Sales Enablement programs and events to serve a virtual sales team, empowering them to grow customer relationships and deliver the full potential of Intel and partner solutions to create digital transformation for our customers. Given the limitations of Covid 19 and now the economy, my challenge is to enable our sales team accomplish this without in-person training. This requires an incredible amount of creativity to help our employees build internal networks that will accelerate delivery of impactful solutions, manage and grow customer relationships in the absence of travel budgets, and get virtual "hands on" lab experience in the cloud. Our programs aim to help the sales team grow their relationship from "Trusted Advisor" to "Industry Thought Leader", becoming an indispensable partner in helping our customers craft their business and technology growth strategiesIf I’m going to pull sellers away from selling to attend a learning engagement, I had better minimize their time away from the customer and maximize the value I deliver. I’m constantly looking at new approaches in psychology, neuroscience, and the learning and entertainment industries to bring the best experience to my audience. I think what truly stands out about my approach is how I strive to make sure our learners have an opportunity to apply what they’ve learned. I’ve been given a very rare freedom to make that happen in my current role. Very often in corporate learning the “butts in seats” metric is what is used to gauge training success. Simply, “How many people did we train?” That’s like spreading seeds on the ground and hoping they all grow. That’s ok for simple awareness campaigns, but for strategic learning initiatives, we need to take a systemic approach to make sure learning doesn’t just happen in the real or virtual classroom, but application is supported, recognized, and rewarded in the field.

As we enter the "4th Industrial Revolution" we must understand and maximize the potential of IoT. IoT (and increasingly AIoT) is an ever-changing landscape of technologies, services and solutions. My goal is to provide the most valuable learning experiences for the least amount of time invested for our sales professionals, maximizing their time with the customer.In my first quarter in role, I revamped our Virtual Live Training program to increase the value of our sessions by including highly interactive experiences, increasing time spent on "how and where to sell" IoT solutions, not just product specs, and prioritizing topics with interest across IoT verticals. Learner survey scores rose from an average of 3.2/5 to 4.4/5 within six months.I developed and implemented the IoT Sales Champion Program (winner of a 2019 Silver Medal from the Brandon Hall Group) to transform our sales practices to attend to customer relationships and their organizational ambitions first, then partnering to craft services and solutions that exceed their expectations. I've implemented a microLearning strategy to provide tutorials and refreshers that quickly prepare employees for customer conversations. I moderate the IoT Sales Champion Community, a platform for posting resources, sharing best practices, and asking questions. Our Sales Champions have used our new methodology to create bullet-proof customer relationships, identify previously uncovered opportunities for customers, and increase their revenue.

As a Global Learning Strategist and Instructional Systems Designer for the Global Leadership and Learning Organization, I have designed a six-month Accelerated Women's Leadership Program based on a cohort model and utilizing action learning and the learner-as-case-study approach. The participants have strong manager support and executive coaching to help them develop their own Business Challenge and grow as a leader. The program was directly responsible for retaining high potentials who were a "flight risk", helping participants break through to their next promotions, and fostering a strong culture of support via Lean In Circles.I'm also responsible for driving Live Virtual Learning Strategy and quality standards at Intel. My vision for this undertaking is to raise the bar for live virtual learning experiences at Intel and across the learning industry. This project includes the implementation of Saba Classroom as an enterprise solution for live virtual learning and setting quality standards for virtual design, development, and instruction. I'm contributing to Intel's goal of Elevating the Learning Profession by leading a global team to develop courses and performance support tools for virtual designers, developers, and instructors. I lead a cadre of virtual coaches who guide our Champion Learning Organizations with "white glove" services as they upskill their teams.My current scope is to provide learning experiences and performance support collateral for all 95,000+ Intel employees as we redesign our performance management process. Support includes:-Foundational learning for all employees translated to our top nine international languages-Individual learning paths for HR reps, Employee Support reps, managers, and employees-Ongoing learning with "time of need" touch points offering tools for specific activities in the year-round cycle-Engagement opportunities and recognition for advocates and champions

Virtual Learning Space is a blog dedicated to bringing great learning experiences to the live virtual classroom. Articles assist instructional designers, developers and facilitators, highlighting the best techniques for creating a rich adult learning environment in the virtual classroom.http://virtuallearningspace.wordpress.com/

As Technical Learning Consultant to both Research & Development and IT at McAfee, I aligned with executives, managers, and the employees with "boots on the ground" to develop learning programs that help them rock their Strategic Objectives. I owned the global R&D Monthly Manager Meeting (M3), designed to keep managers up-to-date on our latest technologies, acquisitions, and management skills so they can get the most from their teams. I coached our technical SMEs to deliver live virtual learning sessions that engage the learners by encouraging them to participate, shape the learning, and learn from their peers. I developed a three-step process to prepare the SME by 1) holding a planning meeting to set our objectives and match content, 2) performing a "PowerPoint Makeover" to help visually focus the learners, and 3) providing technical production support in WebEx Training Center during the session. I've proliferated this process to other learning teams to advance world class live virtual instruction at McAfee.I designed and developed learning materials, facilitator guides, and performance support tools for ILT, the live virtual classroom, self-paced eLearning, and action learning workshops. I helped create the training and performance support scaffolding to move our Learning and Development team from Adobe Connect to the WebEx platform for online training, becoming the in-house SME for WebEx Training Center and cutting the McAfee L&D live virtual training budget by 75% in 2013.

I periodically teach a weekend workshop for credit on live virtual facilitation techniques called Synchonous eLearning. I use a blended approach of live online learning for our first meeting on Friday night to immerse my students in a quality live virtual experience and demonstrate my most successful techniques. On day two, I use a facilitated discussion approach to explore how to apply Wlodkowsi's "Motivational Framework for Culturally Responsive Teaching" to the virtual environment. Cooperative group exercises allow students to creatively explore how to apply Adult Learning Theory to this new environment, engage virtual students, and meet their learning needs.

Used the ISD model to design various training solutions that support global employee development (for a workforce of 100,000), management and leadership development, and senior leader development at Intel. I am proficient in designing traditional classroom training, web-based training, specializing in synchronous eLearning (aka vILT, Virtual Classroom, or Live Online Training). My focus was tying the best practices of adult learning theory to fun, memorable activities that help learner apply new skills immediately. Major projects included the New to Manager Program, the Intel Career Development Workshop, and New Employee Orientation redesign.

Forecast and managed ~200/year world wide classroom-based and online manager training sessions as well as scheduling instructors.-Inventory and order classroom materials-Managed training budget and external vendors-Managed curriculum website and monitor customer service email account.

Prioritized reporting projects, forecast roadmap, manage workload of 4 programmers. Improved reports usability, report loading speed, overall quality of ILN reports, and reduced errors in event reporting by ~30%. Increased client involvement through focus groups and needs assessment. Created documentation processes for all reports and improved customer engagement process for custom report requests