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Work Background
PhreesiaLearning and Development Manager
Dec. 2022Idaho, United StatesI use learning as a way to solve real business problems. At Phreesia, I redesigned onboarding to be shorter, more relevant, and more engaging, which helped new hires ramp up faster and stick around longer. For me, organizational effectiveness means making learning work for both people and performance. 🧠 Key Wins:
Redesigned new hire onboarding from 36 hours of live sessions to a blended 16-hour program, including 3 hours of facilitator-led training and self-paced modules—improving engagement, scalability, and time-to-productivity. Designed and facilitated 50+ virtual workshops with over 90% adoption, covering topics from leadership to collaboration. Built scalable eLearning modules in Workday Learning and Storyline to support a distributed workforce. Partnered across teams to align learning with business priorities—from compliance to leadership development—so that training isn’t just a checkbox. What I enjoy most in this role is translating real problems into meaningful learning solutions that stick—and doing it in a way that works for remote teams. Earlier in my career at T-Mobile, I helped roll out a global leadership program that led to stronger coaching and lower attrition—results that showed up in both the numbers and the culture.
T-MobileSenior Manager + Learning & Development Roles
May. 2004 - Sep. 2022I spent nearly two decades at T-Mobile growing into senior leadership roles across learning and development and program management. My work spanned onboarding, leadership development, change initiatives, and global talent strategy—including launching programs across five countries and working with external vendor partners. 🧠 Highlights by Role:
Senior Manager, Leadership Development, Global Care (2016–2022) Led the launch of the Global Care Academy, training 5,000+ leaders across five countries—improving engagement, coaching quality, and operational efficiency. Designed and scaled a global vendor leadership program (30+ consultants), aligning outsourced teams with internal coaching models. This drove a 30%+ drop in leader attrition and a 12% boost in coaching quality scores. Supported large-scale onboarding and change efforts that reduced attrition by 40% and saved the business over $350K annually. Learning & Development Manager (2012–2016) Owned new hire training for a 1,400+ employee call center, building smoother transitions into the business that improved engagement by 15% and reduced attrition by 5%. Established learning metrics and feedback loops that increased training effectiveness by 20% and created a more learner-centered experience. Senior Manager, PMO (2008–2012) Oversaw key PMO initiatives related to launches, site closures, and process optimization, improving customer response time by 11% and reducing project “turn-up” time by 5%. Used this systems-thinking background to later bring operational rigor to L&D programs as I moved into leadership development. What I loved most about my time at T-Mobile was getting to scale learning with intention—whether for new hires, tenured leaders, or external partners. It taught me that L&D done well is never one-size-fits-all—it’s a business strategy.
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