Learning design, manager development, and the systems that make delivery work. Explore the challenge, my ownership, and the evidence behind each project.
Internal surveys showed employees were dissatisfied with manager-provided development support. Managers needed practical help with development conversations.
My role and scope
Identified Degreed Skill Coach, recruited volunteer managers, and ran a six-week pilot. Personally created a step-by-step playbook with weekly activities and sample team communications.
What I delivered
Built the manager playbook and pilot materials. Launched the six-week pilot with weekly assignments and sample communications.
Results and measurement
Pilot participants’ reported confidence supporting direct reports’ growth goals increased 29% — from 3.5 to 4.5 on a five-point scale.
This measures participant confidence, not demonstrated employee performance or business productivity.
Globally distributed LMS administrators faced a complicated platform, a long ramp-up, routine escalations, and weekly errors such as enrolling users in the wrong courses.
My role and scope
Analyzed administrator errors, Slack and ticketing escalation patterns, and existing training. The résumé records ownership of a distributed global LMS administration team and a self-service knowledge system.
What I delivered
Redesigned training as a reference handbook. Fed the guide into a Slack-powered chatbot for self-service answers.
Results and measurement
LMS administrator ticket escalations dropped 43% in the quarter following launch—a relative reduction, not percentage points.
This measures escalations, not a verified 43% drop in all errors or time spent on support.
New hires were overwhelmed by required-course messages: up to 21 emails in a week for individual contributors and 25 for managers. Without clear priorities, learners struggled to identify which courses needed attention.
My role and scope
Designed a two-part governance solution: required-course prioritization and employee/manager visibility through ServiceNow. Used learner research and new-hire personas to align departments around the problem and the proposed approach.
What I delivered
Created new-hire individual contributor and manager personas. Built the course-triage approach and a ServiceNow-powered dashboard. Connected overdue-training nudges to Slack.
Results and measurement
High-priority course compliance increased 20% within a year of launch—a reported percentage increase, not a 20-percentage-point gain.
Regional onboarding experiences had become inconsistent, and the remote format needed stronger interaction and engagement.
My role and scope
Redesigned enterprise global onboarding content and coordinated consistent delivery across regions.
What I delivered
Interviewed new hires about their experience. Redesigned content to be shorter and more interactive. Piloted the changes in the US. For the cultural immersion program, analyzed how leaders discussed Uber’s H2 2021 values and used empathy interviews to connect values, business priorities, and day-to-day decisions. Designed peer conversations and small-group workshops moving new hires from awareness to understanding to internalization, using real business challenges.
Results and measurement
90%+ of new hires completed onboarding within 30 days, as reported in the résumé.
The cultural immersion program separately saw a 26% increase in new hires reporting that they understood how to apply Uber’s values to daily work after launch. This measures reported understanding, not demonstrated behavior change.
