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Driving Field Sales Engagement and Education at AstraZeneca

Upon joining AstraZeneca as the Oncology Learning Experience Lead, I was asked to take on the planning of the 2024 Oncology National Experience (ONX), a critical training event for more than 1,200 attendees. ONX had historically been planned independently by franchise field leaders and the initiative was at risk due to fragmented ownership, limited planning structure, and misalignment across teams. With only months to deliver, I quickly assembled a field advisory council and began engaging key stakeholders to create clarity and shared ownership.

Drawing on my experience in the field and managing large-scale training events, I implemented:

+A comprehensive project plan and Gantt chart
+A clear communication strategy for field and corporate stakeholders
+A collaborative change management approach
+A meeting playbook to support future planning and ensure repeatability

By establishing structure and building cross-functional alignment, we delivered an exceptional meeting experience. More than 660 attendees completed the post-event survey, with a 10-point increase in “highly satisfied” responses and a 10-point decrease in dissatisfaction—fewer than 2% of respondents reported a negative experience.

The ONX playbook and planning process I developed are now being used as a framework for future meetings. This meeting was a high-impact opportunity to lead through ambiguity, build trust quickly, and drive measurable results in a complex, fast-paced environment.

Empowering Field Sales with Digital Confidence at AstraZeneca

After identifying a gap in AstraZeneca’s field sales onboarding, my team introduced a strategic, two-day training focused on digital omni-channel engagement—an area previously underrepresented in the new hire experience.

This immersive session equipped new associates with practical skills to navigate AstraZeneca’s digital ecosystem, leveraging data, AI, and machine learning to drive more meaningful customer interactions. Developed in collaboration with a Sales Advisory Council, the content was built around real-world scenarios and high-impact tools, ensuring relevance and immediate application.

Participants gained a clear understanding of the purpose, value, and integration of each platform, while hands-on practice boosted confidence and adoption. To sustain momentum, we provided a Digital Coaching Guide for sales leaders and implemented a process for tracking tool usage and field outcomes.

Feedback was overwhelmingly positive. New hires praised the session for its practicality, relevance, and clear connection to daily responsibilities. This initiative not only strengthened onboarding but laid the foundation for stronger customer engagement and long-term business impact.

Establishing a Cohesive Brand Identity for the KY AETC

Addressing the absence of consistent visual standards at the Kentucky AIDS Education and Training Center (KY AETC), I led the creation of the organization’s first brand guidelines and logo. Partnering with our regional office and a local marketing agency, we developed a unified visual identity that reflected our mission and elevated our professional presence.

To drive adoption and ensure long-term consistency, I launched a communication plan that embedded these standards into everyday use. This included branded templates for social media, newsletters, emails, presentations, and even virtual meeting backgrounds.

The results were immediate: HCP participation in our bi-monthly HIV virtual conferences doubled after the plan adoption. This surge in engagement underscored the value of clear, cohesive branding in improving visibility, strengthening trust, and driving connection across our network.

Leading the First Hybrid Conference: A Return to In-Person HCP Engagement

In 2023, I led the planning and execution of the program’s first hybrid conference, marking a significant return to in-person engagement after several years of virtual-only events. Hosted on the Hopin platform, the event welcomed 205 active participants across both virtual and onsite formats.

Designed to deliver both professional value and memorable experiences, the conference featured world-class speakers alongside thoughtful onsite touches—such as a custom “Red Ribbon Swirl” ice cream from a beloved local creamery and practical amenities like charging stations to keep attendees comfortable and connected.

The response was overwhelmingly positive: 97% of onsite attendees said they would recommend the event to colleagues, citing the high-quality content, seamless logistics, and elevated experience.

As a result of the conference’s success, I was invited to present key learnings and best practices at our regional AETC meeting at Vanderbilt University, further validating the impact and influence of the hybrid format we introduced.

Driving Scalable Workforce Development at Tempur Sealy International

To strengthen training and development across Tempur Sealy International’s 20 manufacturing facilities and over 4,500 employees, I led a strategic, cross-functional initiative focused on alignment, scalability, and measurable outcomes.

My first priority was securing executive and operations leadership buy-in by presenting a data-driven project charter and a clearly defined strategic roadmap. This approach laid the groundwork for meaningful engagement and positioned the initiative as a business-critical priority.

The formal kickoff, anchored by a comprehensive presentation of the charter and supporting materials, set the tone for strong cross-functional collaboration. By aligning stakeholders early and outlining clear goals, timelines, and success metrics, we established a foundation for long-term impact on workforce capability, leadership readiness, and operational excellence.

Driving Post-Launch Success with AX Pro Tips

After launching Microsoft AX, Tempur Sealy needed a simple, effective way to keep frontline teams informed of system updates, workarounds, and evolving best practices.

I created AX Pro Tips, a daily email series. Each message delivered one actionable, easy-to-digest tip based on real-time feedback from hyper-care chats, error reporting, and cross-functional team insights.

The challenge was twofold: decipher vague tip requests with little context and translate them into clear, respectful messaging. It was paramount that tips felt helpful, not critical, to agents and sales associates working mandatory overtime.

Despite the risk of daily emails becoming white noise, the format proved highly effective. Supervisors began using the tips in team huddles. Agents looked forward to the messages and even submitted their own tips to a shared inbox. Other departments asked to be added to the distribution list. Most importantly, we saw immediate performance improvements tied directly to the topics covered in each Pro Tip.

What began as a communication tool quickly became a morale-boosting source of clarity, connection, and operational lift.

Leading ERP Integration Training at Tempur Sealy International

As part of Tempur Sealy International’s transition from four legacy ERP platforms to Microsoft AX, I was tasked with leading the end-to-end training and change management strategy to support a successful rollout across multiple business units.

Working closely with subject matter experts and a newly formed super user group, I spearheaded beta testing, built a comprehensive training roadmap, and designed consistent, engaging content rooted in adult learning principles. I authored the leader’s guide and oversaw the development of 11 additional modules tailored for customer service, wholesale order management, and direct-to-consumer teams.

Serving as a player-coach, I facilitated blended learning sessions, created microlearning videos using Vyond, managed scheduling and tracking through our LMS, and used knowledge checks to measure training effectiveness.

The initiative ensured teams were fully prepared for go-live, and post-launch, I led hyper-care support to drive adoption and minimize disruption. The result: a smooth transition and measurable improvements in operational efficiency under the new ERP system.

Elevating In-Store Execution for Tempur-Pedic, Sealy, and Stearns & Foster

As In-Store Experience Manager at Tempur Sealy International, I recognized a key opportunity: while our point-of-purchase materials and showroom concepts were thoughtfully designed, execution at retail was often inconsistent, diluting the customer experience and brand presence.

To address this, I led the development of a comprehensive Retail Training Guide in collaboration with a graphic artist. This guide provided step-by-step visual and written instructions for creating impactful, brand-aligned showroom environments across Tempur-Pedic, Sealy, and Stearns & Foster.

Beyond the guide, I partnered closely with Key Account Managers and traveled to major retail locations to personally present and sell-in our showroom concepts. These visits ensured alignment with brand standards and equipped retailers with the knowledge and confidence to bring the vision to life.

The result was a measurable improvement in brand consistency and a more immersive, premium in-store experience, empowering retailers to represent our brands with greater clarity, cohesion, and impact.

Tempur-Pedic New Product Launch Price Cards with Connected Retail

As part of Tempur Sealy’s Connected Retail Experience initiative, I led a team in partnering with Landor Associates and CIBO Global to develop innovative marketing materials, including the pricing card featured here, product animations, and a virtual experience seamlessly integrating in-store and digital consumer journeys. Key features included product selector tools, in-store virtual demos, and real-time 'try and rate' applications, enhancing engagement and personalization.

We became the first bedding manufacturer to incorporate QR codes into the in-store experience. Scanning the code on this pricing card reveals content I co-created that continues to drive consumer engagement today, underscoring the enduring impact of our efforts to redefine the in-store experience.