Project Background:

The most valuable thing I build isn't a course or a platform. It's capability in others. Our learning ecosystem serves roughly 130 instructional designers across every learning team in the organization, and my role sits at the intersection of all of them. Over time, I've built that position into a deliberate coaching practice that reaches about 150 designers and learning professionals through four channels: onboarding programs, partnership on complex projects, communities of practice, and system audits.

Onboarding is where it starts. I own the programs that bring new instructional designers into our ecosystem, and I transformed our LCMS onboarding from a 3.5-day facilitated workshop into a fully self-paced program. New designers now ramp on their own schedule, and facilitator time goes to coaching instead of lecturing. When teams take on technically complex projects like xAPI instrumentation or platform integrations, I partner directly rather than just answering tickets, so the team finishes with the capability, not just the deliverable. Through the community of practice I lead, designers across every team share techniques and raise their collective standard. And system audits let me find the friction designers hit every day, then turn the fix into performance support or system enhancements so it scales.

Inside my own team, I onboarded and coached two new team members simultaneously while sustaining full project delivery, serve as first-line reviewer for senior deliverables, and designed our facilitation observation and feedback model: a structured way to grow facilitation skill through observed practice instead of one-off feedback. I think of this as being a leader. I still architect and build every day, but the measure of a lead role isn't personal output. It's whether the people around you are measurably better at their jobs because of how you work.

What was my role in this project?

• Own the onboarding programs that bring new instructional designers into a learning ecosystem serving roughly 130 designers

• Transformed LCMS onboarding from a 3.5-day facilitated workshop into a fully self-paced program, recovering days of facilitator capacity per cohort

• Partner with teams on technically complex projects, like xAPI instrumentation and platform integrations, so capability transfers along with the deliverable

• Lead a learning technology community of practice that spans every learning team in the organization

• Conduct system audits and convert findings into performance support or system enhancements that prevents repeat issues

• Serve as first-line design reviewer for senior team deliverables

• Designed the team's facilitation observation and feedback model, and onboarded and coached two new team members simultaneously while sustaining full project delivery

• Mentored several contractor who have been subsequently hired full-time