The Work Behind the Value

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A national insurance and financial services organization needed to expand advisor learning support across more complex, higher-risk business lines — including Special Lines and Wealth — without adding staff.

I approached the work as an operating model and performance challenge, not just a training delivery issue. The focus was to maintain advisor support during transition, strengthen consistency, upskill facilitators, improve documentation, and connect learning more directly to performance and risk.

Key outcomes included:

• Time to proficiency maintained during transition 
• 30% improvement in time to proficiency after the updated strategy 
• Independent program delivery achieved 3 months ahead of schedule 
• Facilitator ratings maintained at 4.5/5 
• 60% reduction in E&O payouts related to “not trained properly” within 18 months 

This work helped create a stronger national enablement function that could support more complexity with the same resources — while keeping the human experience at the centre.

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 A national insurance and financial services organization needed better visibility into learning performance, program maintenance needs, learner experience, and business impact. 

Program updates were taking too long, and decisions were often influenced by urgent requests, anecdotal feedback, or legacy program cycles rather than clear data.

I approached the work as a data strategy and business alignment opportunity. The focus was on building a practical system of measures that connected learning activities to performance outcomes using LMS, HRIS, CRM, revenue dashboard, and marketing campaign data. By adding dedicated Learning Analyst capability, analytics became part of needs analysis, program planning, evaluation, and continuous improvement.

Key outcomes included:

• Program maintenance timelines reduced from approximately 3 months to 2 weeks 
• Three Learning Analyst roles established to support measurement, evaluation, reporting, and performance analysis 
• Learning analytics integrated earlier into needs analysis and program planning 
• Kirkpatrick Level 3 evaluation strengthened through clearer measures of behaviour change, application, and role performance 
• Time to proficiency improved by approximately 20% after using analytics to identify performance gaps and prioritize updates 
• Wealth growth target attainment improved from approximately 70% to 90% of target by connecting learning data with CRM activity, campaign participation, and revenue insights 

This work helped create a more agile, evidence-informed learning function — one that could make faster decisions, improve program quality, and give leaders a clearer line of sight between learning, advisor performance, and business results.

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A global beverage organization needed employees to build stronger capabilities in complex franchise contract negotiations. Traditional training helped introduce the concepts, but employees needed a safer way to practise, receive feedback, and build confidence before real client and partner meetings.

I designed the strategy and solution architecture for an AI-enabled roleplay experience that connected knowledge, practice, feedback, coaching, analytics, and real work application. The experience was built around expert negotiator insights, realistic scenarios, a clear coaching rubric, and a guided “happy path” to help learners build trust with AI before moving into more complex simulations.

Key outcomes included:

• 35% skill improvement within five AI roleplay practices 
• Learner NPS above 80% 
• Strong learner feedback on relevance, especially the ability to practise before real client meetings 
• Learners who used AI roleplay before real deals increased quota achievement to over 80% 
• Practice data and rubric reporting gave leaders better visibility into readiness, skill development, and coaching needs 
• The client expanded the strategy into all flagship programs 

This work helped create a scalable, human-centred AI practice model — one that gave people a safe way to prepare for the conversations that mattered most, while giving leaders stronger evidence of capability and business impact.

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A national insurance and financial services organization needed to shift business-critical learning from classroom delivery to virtual delivery during a period of rapid disruption. The challenge was not simply moving content online. The organization needed to protect learner experience, facilitator confidence, program quality, and business continuity.

I approached the work as a learning operating model and change leadership challenge. The focus was to prioritize critical programs, evaluate technology for national access and bandwidth realities, upskill facilitators and learners, introduce a technical producer role, and help leaders build confidence in virtual learning as a credible, outcome-focused delivery model.

Key outcomes included:

• Maintained business-critical learning continuity during disruption 
• Protected learner progression and readiness by keeping required programs active 
• Preserved internal delivery capacity by upskilling facilitators for virtual delivery 
• Created a scalable virtual and blended delivery model for future programs 
• Reduced travel dependency and improved national access to learning 
• Generated approximately $250,000 in travel expense savings during the transition 
• Introduced the technical producer role to support engagement, platform flow, and learner experience 

This work helped the organization move from emergency virtual delivery to a stronger blended learning model — one that supported the business, protected quality, and helped people adapt with confidence.

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A large financial services organization with a dedicated travel services division needed to prepare its Learning & Development and Delivery team to support a new blended onboarding program for Travel Advisors.

The challenge was not simply training facilitators on new content. The delivery team needed to shift from owning 100% of content delivery to creating the conditions for learners to synthesize, practise, problem solve, receive feedback, and apply what they were learning in the role.

I approached the work as a Train-the-Trainer, facilitator capability, and change adoption strategy. The solution included a 3-day facilitation level-setting experience, a rolling TTT model, coaching circles, Principal Facilitator modelling, peer review, and practical support to help facilitators trust the blended design and use live time where human facilitation mattered most.

Key outcomes included:

• 80% of facilitators completed the facilitation level-setting experience 
• 25% completed the initial rolling TTT pathway, with remaining facilitators scheduled to complete TTT in the flow of work 
• Facilitator readiness / confidence reached 95% 
• Learner onboarding experience ratings reached 87% 
• Travel Advisor readiness or confidence improved by 40% 
• Time to readiness improved by 30% 
• 55% of live session time shifted to practice, application, coaching, and discussion 

This work helped create a stronger blended onboarding delivery model — one that protected facilitator confidence, improved learner experience, and made better use of live learning time to support role readiness.

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 A national insurance and financial services organization was facing increased learning demand during a period of economic and organizational change. The learning team was working hard to keep up, but the traditional intake model was creating too many urgent requests, duplicated efforts, and reactive solutions.

I approached the work as a strategic planning, change leadership, and business partnership opportunity. By moving learning earlier into the annual planning cycle, I helped business leaders think through development needs before budgets and plans were finalized. This included discovery conversations, planning checklists, follow-up reviews, and bringing managers and business analysts into divisional planning sessions to provide recommendations in real time.

Key outcomes included:

• Urgent or unplanned learning requests reduced by 40% 
• 80% of programs or initiatives were combined, sequenced, or simplified 
• Stakeholder satisfaction / NPS increased by 30% 
• Workforce planning improved, giving the training team better visibility into demand and capacity 
• The team was better able to meet and surpass demand with more time for quality work 
• Learning became part of annual planning, shifting the team from reactive intake to strategic advisory support 

This work helped elevate the learning function from order-taking to strategic enablement — giving the business better recommendations, the team stronger capacity planning, and leaders a more effective way to plan learning investments before needs became urgent.

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 An early-career candidate was struggling to gain employment traction after completing their education. They had relevant school experience, part-time work, transferable skills, and strong potential, but their resume, LinkedIn profile, and interview language were not clearly showing employers what they could contribute.

I approached the work as a career strategy and personal branding engagement, not just resume support. Together, we clarified target roles, mapped employer needs, identified transferable skills, built proof points, strengthened LinkedIn positioning, and practised networking and interview language so they could speak about their value with more confidence.

Key outcomes included:

• Secured a role in their target industry and function within 3 months 
• Moved from passive applications to a focused job search strategy 
• Improved resume and LinkedIn positioning 
• Built stronger interview examples and networking language 
• Increased confidence in communicating transferable skills 
• Created a repeatable career strategy for future opportunities 

This work helped the candidate move from feeling “inexperienced” to recognizing and communicating the value they already had — with a clearer career story, stronger confidence, and a more intentional path into the job market.

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 A leadership team was navigating deep change, increasing business demand, and pressure to create capacity while continuing to deliver high-quality work. They needed more than an annual planning meeting — they needed a structured space to reflect honestly, align on priorities, and prepare to lead their teams through the year ahead.

I designed the retreat as a facilitated strategy, reflection, and action-planning process. The approach created space for leaders to identify what was working, what needed to stop or simplify, where duplication existed, and how to support their teams through change. Leaders then cascaded the conversation to their own teams and brought insights back into a larger divisional planning session.

Key outcomes included:

• Stronger leadership alignment around annual priorities 
• Greater efficiency by identifying duplication, friction, and low-value work 
• Increased capacity for innovation by creating space for higher-value priorities 
• More consistent planning conversations across teams 
• Better use of employee voice in shaping divisional priorities 
• Stronger culture of continuous improvement and LEAN thinking 
• Engagement remained above 85% 
• Psychological safety and manager support measures remained above 90% 

This work helped turn annual planning into a meaningful leadership rhythm — creating honest conversation, clearer priorities, stronger alignment, and shared ownership through change.

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