I build training people actually finish.

Instructional Design

I do the whole arc: needs analysis, curriculum architecture, storyboarding, build, pilot, and evaluation. My core conviction is that most corporate training teaches far more than the job requires. Cut to what people actually need to perform, move the rest to reference, and the timeline collapses without the quality going with it.

Proof point. Sole designer of AT&T's enterprise DEI training curriculum for four years, recognized with multiple awards and quarterly quality bonuses ranging from $500 to $6,501.

Program & Project Management

I run the whole delivery, not just my piece of it. That means scoping, SME wrangling, review cycles, stakeholder sign-off, and hitting the launch date when three of the five inputs arrive late.

I have also managed people, budgets, travel, and contractors on globally distributed technical projects, which is a different muscle than managing a course build.

Proof point. Project-managed enterprise video programs of 20 to 36 videos each, delivered on deadline for the Workday and Infor platform launches.

Facilitation & Leadership

I have taught in front of executives and in front of skeptical rooms, which are frequently the same room. I coach, facilitate, and translate between technical experts and the people who have to use what they built.

Proof point. Met twice yearly with the CEO and senior leadership to set annual enterprise focus areas, and helped design the annual company-wide conference programming.

JP Morgan Chase · Second Mortgage Division

The problemNew call center hires went through thirty days of classroom training before taking a single live call. Thirty days of salary, thirty days of seats, thirty days before anyone knew whether a new hire could actually do the job.

What I didI cut the curriculum to what the role genuinely required and moved every policy and procedure document online as searchable reference instead of memorized content. I rebuilt the classroom around live data pulled from the call center floor that same day, so trainees were working real volume patterns and real customer situations instead of sanitized examples. New hires went on the phones on day one with an experienced rep seated beside them, listening and coaching in real time. Then I tested hard. Not a participation quiz, a genuine competency check.

ResultOnboarding went from thirty days to three and a half. Every trainee passed the assessment. Some finished in minutes, some took an hour, but nobody washed out. The clearest signal came during nesting: I had floor walkers assigned to field questions from the new cohort, and they had almost nothing to do. The new hires already knew what to do.

BP · 3.5 years

The problemBP was acquiring small oil companies faster than it could integrate them. Each acquisition arrived with its own systems, its own hardware, and staff who needed to be running BP's platforms quickly.

What I didI served as IT Project Manager, traveling internationally to stand up servers, desktops, and laptops on site, and building the training for every new system the acquired teams had to adopt. I supervised a team of IT staff and trainers, managed all travel logistics for the crew, and handled contractor hiring and terminations. My team owned the day-to-day; I owned the escalated technical problems and the delivery commitments.

ResultAcquired operations transitioned onto BP systems with training delivered alongside the hardware rather than months behind it. [ADD A NUMBER IF YOU HAVE ONE: SITES DEPLOYED, COUNTRIES, USERS TRAINED].

Key Bank, Investment Division · 3-month contract

The problemInvestment brokers needed to adopt a new client management system. Brokers are a demanding training audience: their time is expensive, their tolerance for generic content is zero, and a system that slows them down gets abandoned regardless of what the rollout plan says.

What I didI built the curriculum around what the system actually changed about a broker's day, then delivered it hands-on across multiple cities, spending a full week face to face in each center rather than parachuting in for a half-day overview. Brokers practiced on their own client scenarios instead of demo data.

ResultBrokers repeatedly told me they expected a thin, rushed rollout and got a thorough one instead. Adoption came from the training being worth their time, not from a mandate. [ADD ADOPTION OR SATISFACTION METRIC IF YOU HAVE ONE].

ComSys · 6-month contract

The problemSafety and systems training that nobody took seriously, because the content was abstract and the consequences were theoretical.

What I didI built five courses across safety and systems operation. For the safety curriculum I used real photographs and video of actual mistakes made in the field, which changes the room in a way that a stock illustration of a hard hat never will. For the systems courses I focused narrowly on speed and accuracy: the specific actions that made someone faster and the specific errors that cost time, and nothing else.

ResultFive courses delivered inside the contract window. [ADD ERROR-RATE, INCIDENT, OR THROUGHPUT METRIC IF YOU HAVE ONE].

AT&T

The problemPowerful AI tools were rolled out enterprise-wide. Adoption was low and inconsistent, and the people expected to lead the change were not confident using the tools themselves.

What I didDesigned and delivered a workshop curriculum for L&D strategists and HR client groups, combining live facilitation, custom animated video, and applied practice on real work tasks. Built reusable frameworks so each group could extend the training internally.

Result300+ people trained across 9 client groups and 12 L&D teams, reaching full adoption in the groups I trained. Participants reported cutting the time on core tasks by half or more, which gave them room for the difficult cases and got them home on time. HR and L&D leaders reached out directly to say their departments were faster and better for it. The difference was teaching people how to use AI rather than doing the work for them. Recognized with a performance bonus for program impact.

AT&T

The problemTwo major enterprise platform launches (Workday and Infor) required end-user training for a large, distributed workforce on a fixed cutover date.

What I didProject-managed and produced video series of 20 to 36 modules each. Ran SME intake, scripting, green screen and motion graphics production, review cycles, and publishing.

ResultFull library delivered on schedule for both launches. [ADD COMPLETION OR SUPPORT-TICKET METRIC].

AT&T

The problemA high-visibility enterprise training portfolio needed a single owner who could handle executive stakeholders and produce consistently at quality.

What I didServed as sole designer of the full curriculum for four years, from annual strategy through design, build, and delivery. Presented to and took direction from the CEO and senior leadership twice annually.

Result[MULTIPLE AWARDS], repeat quality bonuses, and a curriculum that scaled across the enterprise.

AT&T

The problemShared course content lived in multiple places, so every update meant editing the same material several times, with images rebuilt by hand.

What I didAnalyzed the LMS content layer, identified structured data pathways underneath the front end, and mapped an extraction approach to move toward single-source publishing.

Result[ADD HOURS SAVED OR STATUS]. Reduced duplicate maintenance and established a repeatable path for future course migrations.