The same twelve stations from the facility walkthrough, presented as plain text for anyone who would rather read than explore.
01 · Badge-In / Reception
Credentials & Certifications
Formally credentialed across teaching, training management, and process improvement.
My background pairs classroom-level teaching credentials with executive training-management and process-improvement certifications, so I can speak the language of both instructional quality and business operations.
- Certifications: Certified Professional in Training Management (CPTM), Training Industry, Inc.; Certified Professional in Talent Development (CPTD), ATD — credential completing in October.
- Teaching license: Pennsylvania grades 7–12 teaching certification.
- Continuing study: Instructional Design, University of Illinois; Agile Leadership, University of Colorado.
- Process improvement: Lean Six Sigma Black Belt, Council for Six Sigma Certification.
02 · Training Wing
Learning & Development Experience
Twenty-plus years in education, with the last seven leading L&D inside healthcare systems.
I have spent more than twenty years in education and the last seven of them in learning and development for healthcare organizations — environments where training is tied directly to compliance, patient safety, and operating cost.
- Healthcare L&D: Steward Health Care and Revere Medical / Bookmark Medical — enterprise learning across a hospital and clinic network.
- Life sciences: Contract learning work with Novo Nordisk supporting a pharmaceutical client environment.
- Foundation: Two decades of teaching and program leadership before moving into corporate L&D — curriculum, assessment, and learner outcomes are first-hand skills, not delegated ones.
03 · Team Operations
Leadership Experience
Led a 28-person, multi-function team and rebuilt roles around individual strengths.
I have led a team of 28 people spanning commercial, service, and production functions. Rather than manage to a static org chart, I upskilled the team and reconfigured roles around each person's talents, development needs, and career aspirations — which raised both capability and retention.
- Team composition: Sales, intake, customer service, support, volunteer coordinators, managers, instructors, instructional designers, and LMS administrators.
- Talent development: Systematic upskilling and role redesign matched to individual strengths and stated career goals.
- Operating discipline: Work intake and accountability run through ServiceNow, Footprints IT ticketing, a shared team mailbox, and a team project tracker.
04 · Systems & Integrations Bay
eLearning, LMS & LCMS
Seven years of hands-on LMS/LCMS ownership, including the integrations most teams outsource.
I administer learning platforms at the architecture level, not just the course level. That includes platform configuration, bulk content operations, admin enablement, front-line support, and the identity and data integrations that determine whether the platform data can actually be trusted.
- Platforms: Cornerstone SBX and SkyPrep as primary systems; also Cornerstone OnDemand, Docebo, Moodle, and Totara.
- Administration: Bulk content import, mid-level administrator training, and tier-1 support for platform users.
- Identity & integration: Single sign-on via Microsoft Azure Active Directory; sFTP feeds to Kronos/UKG and HealthStream; API integration with ADP.
- Data engineering: File transformation and staging to land American Red Cross course completions accurately in the system of record.
05 · Content Studio
Instructional Design & Digital Learning
Framework-driven design paired with a production pipeline that actually ships.
I design against established frameworks and run design work as a managed intake process: stakeholders and subject matter experts are identified and trained up front, expectations and timelines are set before build begins, and every project is visible on a shared tracker. That is what keeps digital learning on schedule at volume.
- Methodologies: ADDIE, SAM (Successive Approximation Model), and RCD (rapid content development).
- Authoring stack: Articulate Storyline, Rise, and Peek; Adobe Captivate.
- Media production: HeyGen, Vyond, Canva, and iorad for video, animation, avatars, and step-by-step walkthroughs.
- Governance: SME identification, training, and formal first-pass approval; documented intake workflow; team project tracker for status and capacity.
06 · Clinical Partner Suite
Life Sciences & Pharma — Novo Nordisk
Found the defects others missed, then fixed the process that let them through.
On contract with Novo Nordisk, I inherited vendor SCORM packages intended for the LMS and found numerous functional issues during testing. The root cause was that testing had been performed under internal system settings rather than the settings clients would actually use, so I worked with the sales manager to rebuild the vetting and testing procedure around real client conditions.
- Quality intervention: Tested supplied SCORM files, documented the functional failures, and revised the vetting procedure to mirror client system configurations.
- Client discovery: Ran working sessions with internal clients to understand their needs and workflows, then improved how LMS features — particularly instructor-led training — were implemented for them.
- Operational improvement: Initiated a review of existing processes to reduce inbound ticket volume and strengthened supporting documentation.
- Data integrity: Reviewed Scrum and Kanban board metrics and identified the workflow behavior that was producing inaccurate reporting data.
07 · Client Relations Office
Client-Facing Experience
Commercial publishing, grant funders, and paying learners — all as clients.
I have carried client relationships in three different modes: as a commercial account manager at a global publisher, as the leader of a school whose students were paying and grant-sponsored clients, and as an internal consultant to pharmaceutical stakeholders. In each case the work was the same — understand the real problem, then own the resolution.
- Wolters Kluwer: Gathered prototype feedback from customers at conferences, served as account manager resolving journal fulfillment issues — including a marketing advertisement code defect the marketing team was reluctant to correct — and authored a published white paper.
- Learners as clients: At CHI, EC Boston, and the YMCA International Learning Center, students were the client base — purchasing courses or enrolling through grant-sponsored programs.
- Funder relationships: Built new funding relationships, nurtured the Massachusetts Department of Elementary and Secondary Education relationship and doubled that grant, and presented directly to the YMCA of Greater Boston board of directors.
- Internal clients: Served pharmaceutical stakeholders at Novo Nordisk as internal clients with the same service standard.
08 · AI Lab
AI-Enabled Learning
AI already in production across the learning stack — assistants, assessment, and content.
I have implemented AI in live learning environments rather than piloted it in theory: conversational assistants inside the LMS and the intranet, AI-driven practice and assessment at the end of courses, and AI-generated media throughout the content pipeline. Every deployment was scoped to work inside the guardrails of a regulated organization.
- Assistants in production: Enabled an AI chat assistant in the LMS and built an AI assistant with Microsoft Copilot Studio for the company intranet, including an AI avatar welcome message.
- Practice & assessment: End-of-course AI chatbots delivering simulations, role play, and scenario-based knowledge application.
- Content automation: AI text-to-image, video, and text-to-voice generation; course copy improvement; presentation generation feeding directly into Articulate Storyline; flyer, communications, and infographic generation.
- Knowledge operations: Meeting transcripts converted into FAQs and recaps; AI-inclusive enablement training for Teams, Outlook, Power Automate, and SharePoint.
09 · Business Development Desk
New Business Presentations
Pitched and closed new partnerships that funded new programs.
I have presented to prospective partners to open funding and enrollment channels that did not previously exist, converting those conversations into scholarship sources and co-delivered programs.
- Consulate of Mexico: Secured a partnership providing scholarships for learners at the YMCA International Learning Center.
- Roxbury Community College: Established an Integrated Education and Training program for Phlebotomy Technicians.
- AmeriCorps VISTA: Brought in VISTA capacity to extend program delivery.
10 · Finance & Planning Office
Revenue, Margin, Budget & Business Planning
Owned the forecast, the budget, the vendor contracts, and the growth line.
I have owned budgets on both sides of the equation: a multimillion-dollar tuition- and grant-funded business unit where I forecast, built, and owned the budget and grew the top line, and an enterprise L&D portfolio where my job was to hold quality while taking cost out.
- Business unit ownership: Multimillion-dollar YMCA budget — forecasting, budgeting, and full ownership; expanded the customer base by 28%.
- Revenue growth: Doubled Massachusetts Department of Elementary and Secondary Education (DESE) grant funding from $250K to $500K per year.
- Enterprise L&D portfolio: Owned the L&D portion of the Steward / Revere budget: seat licensing, contracts, vendor management, and course library strategy — including build-versus-buy decisions and vendor vetting on quality, pricing tiers, and bundling.
- Cost takeout: Saved the equivalent of 7–9 FTE, roughly $300K per year, including a HealthStream single sign-on implementation that eliminated password-reset call volume for American Red Cross and American Heart Association coursework.
- Contract scale: Managed Lippincott Williams & Wilkins / Wolters Kluwer, Ovid, Elsevier, and HealthStream contracts running into millions per year.
- Efficiency & margin: Saved millions in training seat time and expanded CME/CE offerings while lowering reimbursement cost, saving thousands annually.
11 · Innovation Bay
Growth & Revenue Opportunities for Learn
A concrete growth thesis for the Learn portfolio, not a wish list.
Learn's content library is an underused asset. My view is that it can be productized, personalized, and distributed into channels where buyers and patients are already searching — expanding both the client base and the revenue per client.
- AI-delivered training: AI avatars to train sales staff and customers; AI-personalized learning paths generated from the existing content repository.
- Productize the library: Build training designed to be sold, and license courses to medical publishers such as Wolters Kluwer and Elsevier.
- Immersive practice: Emergency-room simulation and virtual reality for high-stakes clinical scenarios.
- New client segments: Medical training schools and programs, plus hospital and clinic onboarding for incoming medical staff.
- Discoverability: Populate large language models with our content so it surfaces when patients and clinicians ask AI tools about conditions and medications.
- Channel & media: Smarter, more varied social and video campaigns; interactive choose-your-own-adventure formats and in-video quiz prompts; targeted outreach for conditions such as diabetes.
- Point-of-care access: QR codes linking to training on prescriptions, medication packaging, and patient information sheets.
12 · Launch Bay
What I Bring & Entrepreneurial Track Record
Root-cause listening, relentless efficiency, and a record of building things that did not exist.
I listen for root causes so the solution actually fits the need, I am consistently innovating, and I am deeply technical and passionate about efficiency and automation. Whatever the problem is, I will figure it out — and I bring measurable impact when I do.
- Automation impact: Streamlined and automated internal recruitment team processes at Bookmark Medical, to the clear satisfaction of the Chief Medical Officer.
- Entrepreneurial build: Grew a pickleball program by executing a marketing strategy and fundraising campaigns and building relationships with local leadership — expanding programming, participation, and a new funding stream.
- Demand generation: Used Constant Contact and Facebook advertising to promote the YMCA International Learning Center.
- Range by choice: Said yes to every opportunity — curriculum development, Excel and reporting, management, and grant proposal writing — and actively sought out the Director role.