Work/Projects | Highlights

Every project below started with a business problem, not a content request. The work is the evidence of the approach — what it looks like when diagnosis, design, and delivery are integrated from day one.

Project 1

Air Liquide: Global Learning Standardization 

📌 Role: HSEQ Learning & Development (Project) Manager | Air Liquide
📌 Scope: 18,000 employees across global manufacturing and industrial sites
📌 The Problem: Training inconsistencies across regions were producing skill gaps and compliance exposure. Regulatory environments (PSM, OSHA, ISO) required uniform competency standards that local programs couldn't guarantee.
📌 What I diagnosed: The root cause wasn't a content shortage — it was an architecture problem. Each site had built its own framework. The fix required standardization, not just more content.
📌 What I built: A unified competency framework deployed across global sites via Workday LMS, with stakeholder-validated role matrices, onboarding redesign, and compliance dashboards in Power BI.

  • Outcome: Reduced onboarding duration from 10 weeks to 7 weeks with 90%+ knowledge retention. Established a global training standard serving 18,000 employees.

Project 2

Halliburton: Competency-Based Certification

📌 Role: Principal Instructional Design Lead | Halliburton
📌 Scope: Drilling engineers — technical competency certification program
📌 The Problem: A 50% certification pass rate. Engineers were failing — not because they lacked aptitude, but because the existing training didn't reflect the real complexity of what they'd face on the job.
📌 What I diagnosed: The training was content-heavy and assessment-light. It taught facts, not application. Engineers could recall procedures but couldn't execute under realistic conditions.
📌 What I built: An interactive e-learning curriculum with real-world simulations, scenario-based practice, and adaptive assessments — all structured around Knowles' problem-orientation principle. Led a team of instructional designers through design, SME validation, and LMS deployment.

  • Outcome: Certification pass rates increased from 50% to 90%.

Project 3

ProEnergy Services: ERP Training Architecture (Project Catalyst)

📌 Role: OCM Lead & Learning Standards/Taxonomy Architect (Independent Consulting) | ProEnergy Services
📌 Scope: Microsoft Dynamics 365 (ERP) Finance & Supply Chain implementation — L&D workstream
📌 The Problem: A mid-size energy services company implementing D365 across six process areas (Order-to-Cash, Procure-to-Pay, Plan-to-Ship, and others) with no established learning taxonomy, no role-to-task mapping, and a compressed go-live timeline.
📌 What I built: Function Task Inventories (FTIs) for six process areas — task registers, role matrices, and SME validation workbooks. Developed curriculum framework documents, learning standards, a PAL/SME engagement model, and Gantt-structured delivery schedules. Established the learning taxonomy and content governance standards for the full training program.
📌 Approach:Applied DMAIC Analyze to distinguish knowledge-gap tasks (requiring training) from process-gap tasks (requiring SOP or workflow intervention) — a critical distinction on an ERP implementation where over-training is as costly as under-training.

  • Outcome: Delivered a complete, stakeholder-validated L&D architecture ready for development-phase handoff ahead of go-live.

Note on deliverable samples: Project materials from these engagements are proprietary — developed under internal governance in regulated, compliance-sensitive environments. What I can share in a conversation: the methodology behind the work, the decisions made at each stage, and the outcomes produced. If you would like to talk through any of these projects in depth, I welcome the conversation.