Case Studies

Portfolio

Problem-solving case studies — not course showcases. Each one starts with a business problem, includes the moment I challenged the brief, and ends with measurable outcomes.

Scenario Simulation
Wrong Algorithm
01

When the Algorithm Is Wrong

C-suite leaders were over-trusting AI outputs. A compliance course would have changed nothing. A judgment simulation did.

●Leaders practiced judgment calls before facing them live
Performance Support
Performance Support
02

The 5-Minute Field Guide

Staff knew the 47-page SOP manual. They still froze at point-of-performance. The answer wasn't more training.

●Staff could find and apply the right response without leaving the floor
Microlearning System
3 Minutes a Day
03

3 Minutes a Day

A 2-week onboarding bootcamp was overwhelming new hires. The fix wasn't less content — it was a smarter delivery architecture.

●90-day bootcamp replaced with daily 3-minute modules that actually stuck
Branching Scenario
The Conversation You've Been Avoiding
04

The Conversation You've Been Avoiding

61% of direct reports said their manager avoided difficult feedback. A video about feedback was not going to fix that.

●Managers practiced difficult conversations before having them with real staff
Data-Driven Redesign
The Training That Wasn't Working
05

The Training That Wasn't Working

94% completion rate. Incidents not improving. They asked me to make it more engaging. I asked for the data instead.

●-31% incidents after redesign
Training of Trainers
Who Runs This When You're Gone?
06

Who Runs This When You're Gone?

Senior school tutors knew the new curriculum on paper. They couldn't teach it in a classroom. A compliance briefing was not going to fix that.

●Government ToT program — CBC Reform, Kenya
01
Scenario-Based Simulation

When the Algorithm Is Wrong

Redesigning AI Governance Training for Senior Leaders

AudienceC-Suite & Senior Operations Managers
Timeline8 weeks
ToolsArticulate Storyline 360 · Miro
TypeJudgment Simulation · Branching Scenario
Problem

The Business Problem

After adopting AI-powered pricing and demand forecasting tools, a financial services organisation experienced three high-profile errors in 12 months. The L&D team's request: "We need a 30-minute compliance course on the EU AI Act."

I pushed back.
Diagnosis

Performance Gap Analysis

Root cause wasn't knowledge. The real gaps were:

  • Leaders couldn't identify when an algorithmic output was suspicious vs. normal variation
  • No one owned the decision to override or escalate
  • They treated AI outputs like spreadsheet outputs
This wasn't a compliance training problem. It was a decision-making and judgment problem.
Strategy

Instructional Approach

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The design philosophy: build pattern recognition through repeated judgment calls, not checklist recall. Every decision point mirrors a real scenario leaders face — with consequences that play out the way real mistakes do.
Design

The Design

7 modules. 14 screens. 9 interaction types.

▶ Key Scenario: The Pricing Anomaly

Learners play an Operations Director. An AI tool flags a 34% price increase. Three colleagues give conflicting advice. The learner must identify the right questions, decide whether to override or escalate, document their rationale, and face the consequences.

Path A — Override without documentation
Compliance breach 6 weeks later.
Path B — Escalate with documented rationale
Praised during audit.

Wrong answers play out as realistic consequences — delayed, the way real mistakes happen.

Results

Measurable Outcomes

↓Leaders stopped treating AI outputs like spreadsheet outputs — decisions became documented, deliberate, and defensible
23branching decision points — every path carries realistic consequences, not generic feedback
0generic "that's incorrect" responses — every wrong path plays out the way real mistakes do
▶

Try the Decision Scenario

Experience one branching decision with two consequence paths.

Try Sample Module →
Modules7
Screens14
Interaction types9
Decision branches23
02
Performance Support Tool

The 5-Minute Field Guide

Replacing a 47-Page SOP Manual With a Tool People Actually Use

AudienceFrontline service staff, 200+
SectorHospitality
ToolsCanva · Adobe Illustrator
TypePerformance Support · Job Aid
Problem

The Business Problem

The organisation had a 47-page SOP manual for customer service recovery. New staff read it during onboarding. Nobody looked at it again. Customer complaint scores were rising. The L&D manager wanted a "refresher course."

Diagnosis

Performance Gap Analysis

  • Staff knew the theory. They'd been trained.
  • The failure was at point-of-performance — under pressure, in front of an upset customer, they blanked
  • This is a classic performance support problem, not a training problem
Training more wouldn't fix a working memory problem under stress. A job aid at point-of-need would.
Strategy

Why Not a Course

"Under stress, people don't retrieve course content — they reach for familiar patterns or freeze. The solution needed to be at the point of performance, not stored in long-term memory."
Design

The SERVICE Recovery Framework

SStop and listen fully
EEmpathise without defending
RResolve with one clear offer
VVerify satisfaction before leaving
IInform supervisor within 2 hours
CComplete incident log same shift
EEscalate if unresolved at 24 hours
Results

Measurable Outcomes

47→5pages — a 47-page SOP distilled to a tool staff could use under pressure, in front of a customer
7steps in the SERVICE framework — one clear action per letter, no ambiguity at point of performance
0training sessions required — the job aid replaced the refresher course entirely
📋

View the Job Aid

See the SERVICE recovery framework and decision tree in the actual format delivered to staff.

Download Sample →
FormatPrint + Digital
Complaint types6
Read time<5 min
03
Microlearning System

3 Minutes a Day

Building a Sales Onboarding System That Fits Inside a Busy Schedule

AudienceNew sales hires, B2B SaaS
Duration90-day learning journey
ToolsRise 360 · Articulate Storyline · LMS
TypeMicrolearning · Spaced Practice
Problem

The Business Problem

90-day ramp time to first closed deal was too long. New hires were overwhelmed by a 2-week onboarding bootcamp and retaining almost nothing. Manager feedback: "They come out not knowing our product, our buyer, or our process."

Diagnosis

The Real Problem: Cognitive Overload

40 hours of content delivered in 10 days. Without spaced retrieval, 70% of content would be forgotten within a week.

The problem wasn't content quality. It was delivery architecture. Too much, too fast, with no reinforcement system.
Design

The 90-Day Microlearning Journey

Weeks 1–2
Core knowledge — 5 micromodules/week, 3 minutes each. Manager debrief guide for weekly 1:1.
Weeks 3–8
Skill building — 3 scenario-based modules/week. Peer learning pairs with structured prompts.
Weeks 9–12
Reinforcement — 2-question daily retrieval push. Deal review templates tied to objectives.
Content distributed over 90 days, not front-loaded into two weeks. Daily retrieval questions — slightly harder than comfortable — to maximize long-term encoding over short-term performance.
Results

Measurable Outcomes

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47micromodules — each under 3 minutes, each tied to a single performance objective
90 daysdistributed reinforcement replacing a 2-week front-loaded bootcamp that wasn't sticking
Dailyretrieval practice built into the workflow — not added on top of it
⏱

Try a Micromodule

Experience one 3-minute micromodule including the retrieval practice mechanism.

Full prototype available on request during project conversations.

Total modules47
Avg module length3 min
Journey duration90 days
04
Interactive Branching Scenario

The Conversation You've Been Avoiding

Building Manager Capability for Difficult Feedback Conversations

AudienceMid-level managers
ToolsArticulate Storyline 360 · Character animation
TypeBranching conversation simulation
Trigger61% said manager avoided difficult conversations
Problem

The Business Problem

360 feedback showed 61% of direct reports felt their manager avoided difficult performance conversations. HR's request: "A course on giving feedback." My response: a simulation, not a course.

Strategy

Why the Distinction Matters

"You cannot learn to have difficult conversations by watching a video about difficult conversations. A course about feedback is like reading about swimming — intellectually useful, practically useless without getting in the water."
Design

The Branching Conversation Simulation

  • No "obviously wrong" answers — all choices are defensible, which mirrors reality
  • Emotional state tracker — Jordan's trust level changes with each response in real time
  • Three possible endings based on accumulated decisions
  • Annotated replay — post-scenario debrief with design rationale
Ending A
Performance improves. Relationship intact.
Ending B
Performance improves. Relationship damaged.
Ending C
Performance deteriorates. Escalation required.
Results

Measurable Outcomes

91%rated the simulation "realistic" or "very realistic" — the only metric that matters before transfer
3possible endings based on accumulated decisions — no single "correct" conversation path
18decision points — each one defensible, none obviously wrong, exactly like the real thing
💬

Try the First Conversation

Experience one 4-choice branch with visible emotional consequence.

Try the Scenario →
Decision points18
Possible endings3
Est. completion25–40 min
05
Data-Driven Learning Intervention

The Training That Wasn't Working

Using Learning Analytics to Redesign a Failing Compliance Programme

ContextAnnual compliance training, 4 years running
Completion rate94% — but incidents not improving
ToolsLMS analytics · Articulate Storyline 360 · xAPI
TypeLearning audit · Data-driven redesign
Problem

The Business Problem

94% completion. Incidents not improving. They asked me to "make the course more engaging."

I asked for the data instead.
Diagnosis

What the Data Showed

  • Average time on module 3: 2.4 minutes for a module designed to take 12
  • Incident rates identical across high and low scorers
  • Question 7: 82% correct — but 71% chose the same wrong distractor, suggesting guessing
Learners were clicking through. High scores were measuring nothing real.
Design

Three Interventions

1
Assessment redesign — replaced multiple choice with scenario-based constructed response.
2
Module 3 restructure — removed 6 text slides, added 8-minute branching simulation, added time gates.
3
Manager activation — 15-minute debrief guide for weekly team meetings. Training without reinforcement decays.
Results

Measurable Outcomes

2.4→9.8min avg completion time module 3 — evidence of actual engagement
-31%incidents in Q1 post-redesign vs same period prior year
68%manager debrief adoption within 60 days
📊

Before & After

See a side-by-side of the original click-through assessment and the redesigned scenario version.

View Comparison →
Original pass rate87%
New pass rate71%
Incident reduction31%
Engagement time4×
06
Training of Trainers — Government Sector

Who Runs This When You're Gone?

Designing a ToT Program for Kenya's Competency-Based Curriculum Reform

ClientMATTERS CBE — Government, Kenya
AudienceSenior school tutors
ToolsArticulate Storyline 360
TypeScenario-Based ToT · Blended Learning
Problem

The Business Problem

When Kenya rolled out the Competency-Based Curriculum, senior school tutors received policy documents and briefings. They left informed. They did not leave prepared to teach differently. The gap between knowing the framework and modeling it in a classroom was not being closed.

A briefing about the new curriculum was not going to change how anyone taught.
Diagnosis

The Real Gap

  • Tutors understood CBC conceptually — they could not demonstrate it practically
  • Existing training was passive — lecture-based, policy-heavy, no practice
  • There was no model for how to cascade the new approach to teachers below them
This was a transfer problem, not a knowledge problem. Tutors needed to practice facilitation before they could teach others to facilitate.
Design

The ToT Program Architecture

  • Scenario-first structure — tutors entered real classroom dilemmas before receiving any theory
  • Commit-before-insight sequencing — decisions made first, consequences revealed second, reflection built in third
  • Cascading framework — each module modeled the facilitation approach tutors were expected to pass down to their own teachers
  • No passive slides — every screen required a decision, a response, or a judgment call
"If the training doesn't model the behavior it's trying to build, it's just more of what wasn't working."
Results

Outcomes

↑Tutors left with a repeatable facilitation framework — not just curriculum awareness
0passive content slides — every screen required a decision, response, or judgment call
2levels of impact — tutors trained, with a ready framework to cascade to their own teachers
🏫

Spec Project — Portfolio Demonstration

Full screen-by-screen storyboard with branching logic, voiceover scripts, and Storyline developer notes. Ministry of Education Kenya context.

↗ Download Storyboard
SectorGovernment
ContextCBE Reform
ApproachToT · Scenario-Based
CountryKenya

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