Business school sharpened my strategic, financial, and operational acumen, making me a more well-rounded professional. I feel at home in a fast-paced, corporate environment with ever-changing challenges.
I worked at YipitData for three years as a member of the Revenue Enablement team. As Yipit’s first ever instructional designer, I was a pioneer for quality education and training across our 150-person Revenue team and the greater org. I developed our Education Strategy, employed a problem identification process, implemented success metrics based on long-term behavior change, and elevated our standards for what great learning programs look like. Below are some examples of my work.
Yipit’s Corporate Revenue team (serving large corporations as opposed to our investor clients) was still in its start-up phase when I became their dedicated Enablement Lead. Our Chief Revenue Officer felt strongly that the Corporate team needed to work on their questioning skills when speaking with clients. This meant that they weren’t asking follow-up questions, uncovering client pain points, or leading the conversation with curiosity. So I proceeded to build a multi-month training program to develop this competency.
What was unique about this program was that it did not involve any traditional “classroom” training but rather lots of opportunity for practice, reflection, feedback, and discussion. This approach follows instructional design best practices when trying to strengthen a particular skill (compared to just building knowledge). I implemented a “drip” effect, also known as spaced learning, so that the team regularly practiced this skill over time until it became second nature.
Content development for this initiative included:
The Enablement assessments involved random call audits. I listened to three calls per team members across three months and tracked their progress using the rubric. This is a Kirkpatrick Level 3 assessment, where I was able to measure actual behavior change on the job, compared to just mock scenarios (which would only be Level 2). I consolidated all of my assessments into a handy Questioning Assessment Tracker, which revealed the team had made incredible progress in developing this skill.
At the beginning of the program, zero team members scored “Proficient” in their questioning skills. By the end of the program, all but two team members scored “Proficient.” The Sales Executives increased their average score by 26%, and the Account Executives increased their average score by 34%. Additionally, in a post-program survey sent to the team, 100% agreed or strongly agreed that this initiative helped them improve their questioning skills.
As mentioned above, when I joined the Corporate Revenue team as their sole Enablement Lead, this arm of the business was still in its infancy. They had virtually no knowledge management system. Nearly all of the content in our company Confluence was designed for our very different investor clients, so the team was relying on random resources scattered throughout Google Drive, email, Slack, and word of mouth. This made it extremely difficult for reps and their managers to quickly find answers to what “great” looks like in their highly complex roles.
I took on this behemoth of a project and built out a content management system from the ground up. This consisted of taking a full inventory of all existing content that could possibly apply to the Corporate team (over 400 resources!), mapping out a new structure for how to organize the system, researching knowledge management best practices, upskilling myself on Atlassian Confluence, building out various iterations of the system, collecting and incorporating feedback from leaders and team members, and developing guidelines on how to ensure it was successfully adopted and utilized.
This project involved strong judgment, decision-making, organization, attention to detail, and vision. This continues to be the go-to resource for the Corporate Revenue team, and I received a lot of positive feedback from team members on its effectiveness. One Sales Executive sent me this message: “This is amazing! This took up a lot of bandwidth last year, and things kept changing so it quickly became unorganized which didn’t help the team. I really like the idea of having a ‘what good looks like’ for each step in our process. Thank you!”
During my time at YipitData, I continued to iterate on and expand this resource to keep it relevant and accurate. The Investor Revenue team saw this clean, organized, and intuitive tool and started asking me to revamp their content management system, too!
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