Moving from a completely remote, solitary role to the high-energy environment at Peninsula was an exciting shift for me. When I stepped into the Head of Sales Training role, I quickly realized I had a massive blank canvas. There was not a structured onboarding program, the existing learning materials and PowerPoints were outdated and misaligned, and different teams were tracking performance in separate silos. In a fast-paced business where change is constant, this lack of structure was a bottleneck.

I used my background to systematically rebuild the foundation. I started with the phone-based inside sales team, redesigning the curriculum to align directly with our commercial goals, elevating the delivery standards of our trainers, and introducing unified quality assurance scorecards. This meant trainers, coaches, and leaders were finally speaking the same language when developing our people.

Once the inside sales engine was running smoothly, I turned my attention to the field sales team. They needed the same clarity but across a decentralized network. To fix the issue of critical information being buried in old emails and disjointed files, I built a centralized online learning portal and knowledge base from scratch. I wanted the team to have an authentic, reliable source of truth. It worked so well that multiple departments across the company still use it today.

Throughout my entire time at Peninsula, I have always been hands-on, regularly delivering training, running workshops, and coaching staff directly. Over the last year, as our recruitment scaled and induction numbers spiked, face-to-face facilitation became my primary focus. Because I had already organized, created, and automated most of our backend admin tasks, I was able to step into the trenches to handle these high-volume induction cohorts myself. Being in the room gave me incredible firsthand insight into how our people learned, allowing me to refine our programs on the fly while sharpening my own facilitation skills.

Having successfully brought structure to the chaos, built a team of high-performing trainers, and created a sustainable learning ecosystem that runs seamlessly, I am ready for my next challenge.

I joined Aprika because I wanted to pivot into the tech space, combining my learning design skills with my natural affinity for technology. The goal was to build three distinct online accreditation programs from scratch, targeted at end users, administrators, and super users for their Salesforce native platform, Mission Control.

My day to day focus was mapping out these learning pathways and writing the curriculum. The work itself was engaging, and the team was great, but the fully remote setup was highly isolated. Communication across the business was limited, and there was almost no day to day interaction with stakeholders, clients, or other staff. I quickly realized that as a trainer and enablement professional, I need collaboration and human connection to thrive and deliver my best work.

Even though the business was satisfied with my output, I knew it was not the right cultural fit for my personality, so I made the decision to keep my time there short. I believe in leaving every company better than I found it, and I did. I delivered a complete, fully functional accreditation program before I left, giving the business a strong foundation and a proven blueprint to build the remaining programs from.

I joined Ergomotion to build a dedicated sales training function from the ground up. Before I arrived, some enablement was handled out of the US head office, but it lacked the structure that only an experienced learning professional could provide. I stepped in to establish their first formal training program, which included launching a new e-learning platform shared with both corporate partners and end users.

A massive part of this role was executing on the ground. I traveled extensively across Australia and New Zealand to visit retail stores, averaging three visits a day to train frontline retail staff on how to effectively position our products. Alongside this, I ran comprehensive one and two day train the trainer workshops for our partner business development managers, giving them the tools to scale our training across their own networks.

It was a rewarding experience working with great people and seeing the direct impact of sharing my knowledge with partners and customers. By establishing the e-learning infrastructure, creating the curriculum, and upskilling the internal team, I was able to leave the ANZ region with a self-sustaining training ecosystem that continues to support their partners and drive revenue.

Compass was my introduction to the Australian market during a period of exponential growth, giving me a fantastic canvas to shape how the organization developed its people. I built the induction and training programs from scratch for the claims assessment and customer service teams, ensuring they could balance empathy with precise technical knowledge. Once that engine was running, I shifted to the debt recovery team, designing targeted coaching and custom quality assessment frameworks to lift performance and recovery outcomes.

To support our frontline managers as we scaled, I designed and facilitated a foundational leadership program focused on effective feedback, difficult conversations, and the GROW coaching framework. I was eager to maximize our operational efficiency, so during my final eighteen months, I completed my Lean Six Sigma Green Belt accreditation. I partnered closely with the Business Improvement Manager to audit, streamline, and document our workflows. By cutting out inefficiencies and building better processes, we saved the company significant time, effort, and money.

After four and a half years of building programs, leveling up my instructional design skills, and helping the business scale sustainably, I reached the internal ceiling for growth and knew it was time for my next challenge.

Transcom in the Netherlands is where my professional journey truly began. I started there during university as a customer service representative, and within five months, I was promoted to Team Leader, managing a team of up to 25 reps. We were operating the outsourced technical helpdesk for Apple, reporting directly into their European head office in Ireland. Leading a team in that high standard environment helped me realize that my real passion lay in people development. I had previously run music workshops for schools, so the transition into professional training felt completely natural.

When a training role opened up, I leapt at it. I began onboarding new hires and coaching existing reps, quickly progressing to Senior Facilitator. Working with a brand like Apple meant learning from the absolute best. They sent me to their head office for rigorous, specialized development, where I earned certifications in advanced train the trainer methodologies, virtual delivery, and performance coaching. This built a strong baseline for my facilitation skills and instructional design knowledge.

Because our site performed so well, our team was selected to support Apple's global expansion by launching new international branches. I was put into an elite startup squad sent out to build new sites from the ground up. While others handled the operational logistics, my mission was to establish the human capability. I traveled to multiple countries, training their new staff, upskilling their coaches, and certifying their local trainers to ensure the brand's high standards were maintained globally. It was an incredible experience that solidified my ability to walk into any environment, build capability, and scale success.