FEATURED CASE STUDY / LEARNING PRODUCT TRANSFORMATION
When the learning product isn't working, you don't just add more content.
You find out why. Then you build something better.
Net Promoter Score
Increase in engagement
Increase in completion
Renewal-rate improvement
01 / THE CHALLENGE
The problem wasn't a lack of lessons. It was a lack of impact.
Teachers were frustrated. Students weren't consistently completing lessons. The curriculum wasn't delivering the experience schools expected.
Some materials had become outdated, and third-party resources could be unavailable or incorrect. The team needed to address the underlying experience—not simply refresh a few activities.
I approached the work as both a learning challenge and a product challenge: understand where the experience was breaking down, decide what needed to change, and connect that change to meaningful outcomes for learners and customers.
02 / MY APPROACH
Diagnose first.
Then redesign.
Look for the real problem
Used learner participation and completion signals, along with feedback from educators, to identify problems with the existing experience.
Rebuild around behavior change
Shifted from a collection of lessons to intentionally scaffolded learning experiences designed to support application and engagement.
Own quality and consistency
Established shared instructional design standards and a formal review process for internal team members and external contractors, without requiring every lesson to follow the same template.
Lead the system, not just the content
Aligned curriculum priorities, digital learning experience, people, and delivery to support the transformation at scale.
03 / EXECUTION
Ambitious scope. Intentional delivery.
This wasn't a small course refresh. The team created more than 500 original lessons in 12 months while rebuilding the learning experience and supporting a larger product transformation.
My role included guiding the work as a product manager and curriculum leader, coordinating cross-functional priorities, supporting internal and external contributors, and maintaining a focus on quality and outcomes.
Original lessons in 12 months
TRANSFORMATION INVESTMENT$5M
Curriculum overhaul
04 / THE LEADERSHIP CHALLENGE
Scale the work. Protect the quality.
Producing more than 500 original lessons in 12 months was a huge undertaking. Maintaining quality at that pace was the harder part.
We brought in contractors to help manage the volume of work. Getting everyone aligned with our instructional design standards wasn't always easy, especially when people brought different experiences and approaches to the table.
I had already established our quality standards, but deliberately chose not to use templates for this work. Each lesson needed to be designed around its own learning objectives and the students it served. Consistency in quality mattered; making every lesson look alike did not.
My lead instructional designer and I conducted formal quality reviews. When a contractor's work didn't meet our standards, I provided individualized coaching: what I wanted changed and, just as importantly, why the change mattered to the learning experience.
That approach took time, especially at this scale. But the job wasn't simply to get lessons out the door. It was to deliver a cohesive curriculum while making room for the creativity each lesson deserved.
Standards should protect quality, not limit creativity.
05 / THE RESULTS
We measured whether the experience improved.
NPS points
From −20 to +30, reflecting a significant improvement in customer sentiment.
Engagement
More learner participation following the curriculum transformation.
Completion
More learners completing the lessons.
Course effectiveness
Improvement reported after analysis and revisions.
These are reported outcomes from the broader product and curriculum transformation; they should not be interpreted as proof that any one design change alone caused every result.
06 / WHAT THIS WORK DEMONSTRATES
Leadership is connecting the right decisions.
A better lesson was never the ultimate goal. A better learning product was.
This work brought together needs analysis, product thinking, curriculum strategy, team leadership, and disciplined execution. It also reinforced something I believe deeply: people closest to the learning experience have insights that should shape the solution.
The most important question wasn't “How quickly can we build?” It was “Are we building what people actually need—and can we see the difference?”
Explore other workAbout the work shown here
This public case study describes leadership responsibilities and summarized outcomes. Proprietary curriculum materials, internal dashboards, and client-owned assets are intentionally not reproduced.
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