Leadership approach
Learning design, systems, program leadership, and AI adoption—connected to what organizations need from learning.
01
Translate complex knowledge into clear, engaging digital and blended experiences.
In practice. At Ready, I built patient-safety eLearning in Articulate Rise with legal and medical experts. At Academy of Art University, my hybrid Moodle curriculum became a template other departments adopted.
02
Improve platform ownership, administration standards, and the learner experience.
In practice. At Uber, I created a centralized governance framework for the learning platform with clearer course oversight and administrator roles. I've also deployed training through Cornerstone and Degreed.
03
Align stakeholders, coordinate delivery, and iterate using feedback and evidence.
In practice. For Uber's global onboarding, I interviewed new hires, piloted in the US, and worked with regional HR business partners to create one consistent experience.
04
Use practical automation and AI to reduce friction and support people in the flow of work.
In practice. I connected overdue-training nudges to Slack and built a Slack-integrated support chatbot for platform administrators from a knowledge base of common questions and errors.
05
Help people build capability with AI, alongside the systems supporting learning delivery.
In practice. At Uber, I led the first enterprise-wide AI upskilling academy, facilitated global enablement sessions, and made iterative curriculum updates. This is distinct from using a Slack-powered chatbot to improve administrator support.
How I work
Drawn from my work and from what colleagues have said about it.
Start with the learner
Interviews, listening sessions, and feedback come before redesign.
Keep the broader goal in view
Details matter, but stakeholders align around the outcome.
Pilot, then scale
Test changes with one group, learn, and roll out with evidence.
Build for the people supporting learners
Instructors and administrators need training and support too.