Learning & Development · Talent Development · Organizational Effectiveness
Building the capability an organization needs next.
Twenty-three years turning business priorities into learning systems that scale — enterprise L&D strategy, learning technology, leadership pathways, and AI-enabled learning operations.
Years across technology, consulting, financial services, and insurance
$250K
Annual enterprise L&D budget owned, with six direct reports
87%
LMS adoption within three months, supporting 750+ learners
45%
Reduction in learning content development time using AI-enabled workflows
A learning function is only as good as the business outcome it moves.
Michael Winslow is a senior Learning & Development and Talent Development leader who builds, scales, and modernizes learning ecosystems. His work spans enterprise learning strategy, organizational effectiveness, leadership development, instructional design, digital learning, LMS administration, performance support, and workforce capability development.
He combines strategic L&D leadership with hands-on learning expertise, which lets him translate business priorities into workforce development that is scalable, measurable, and learner-focused. He has established learning functions from nothing, written governance standards, led learning professionals, managed budgets and vendors, implemented learning platforms, and designed programs that improved both employee capability and business results.
Most recently he led the enterprise L&D function at TeleWorld Solutions, where he ran a team of six and a $250K annual budget, delivered 35% cost savings through vendor renegotiation and resource optimization, and lifted performance goal attainment by 15% across the regional workforce. He customized Moodle for enterprise use and reached 87% learner adoption in three months across more than 750 employees.
He has also taken a forward-looking position on AI in learning. By integrating AI into research, content development and performance-support workflows, he cut content creation time by 45% — expanding the capacity of the function without a proportional increase in resources.
Earlier work built the foundation: a training function established from the ground up at Cap Tech Consulting, a library of 80 compliance eLearning modules serving roughly 3,000 employees at HUB International, and business intelligence enablement at IBM/Cognos that supported more than $25M in sales over two years, where he was ranked the #3 Business Analytics Trainer in North America.
Learning initiatives must serve the employee experience and the business strategy — not operate as a standalone system.
Michael Winslow, MEd
Areas of expertise
Strategy, technology, and instructional craft — the three capabilities a modern talent development function has to hold at once.
Talent development strategy
Leadership development
Enterprise learning program design
Organizational effectiveness
Instructional design & eLearning
Learning analytics & reporting
LMS — Moodle, Cornerstone
AI-enabled learning solutions
Articulate 360, Adobe Creative Suite, Camtasia
Coaching & team leadership
Career
Enterprise L&D leadership built on two decades of instructional design, technical training, and program management across regulated and technical industries.
Apr 2021 — Apr 2026Richmond, VA
Director of Learning & Development
TeleWorld Solutions
Directed the enterprise Learning & Development function, leading six direct reports and a $250K annual budget, and delivering 35% cost savings through vendor renegotiation, resource optimization, and process improvement.
Designed and implemented enterprise-wide learning strategy, governance standards, policies, and scalable training infrastructure supporting workforce capability, leadership readiness, and long-term organizational growth.
Led the deployment and customization of the Moodle LMS, reaching 87% learner adoption within three months across more than 750 employees through onboarding, compliance, technical, and leadership pathways.
Reduced training content development time by 45% by integrating AI-enabled research, content creation, and performance support workflows.
Standardized performance management frameworks and aligned individual KPIs to organizational goals, contributing to a 15% improvement in performance goal attainment across the regional workforce.
Feb 2020 — Dec 2020Richmond, VA
Training Program Manager
Bank of America
Designed and implemented onboarding and technical support training that accelerated new-hire readiness and improved Tier 1 ticket resolution by an estimated 10%.
Standardized learning infrastructure, content maintenance procedures, and course governance, reducing course update turnaround time by 20%.
Applied Six Sigma and process improvement methodologies to training operations, increasing departmental productivity by 15% without additional staffing or budget.
Managed the full lifecycle of technical training projects, from needs analysis and curriculum development through implementation and post-training evaluation.
Nov 2018 — Jan 2020Reston, VA
Instructional Designer / Virtual Trainer
LeaseAccelerator
Redesigned virtual instructor-led training using modern adult learning and engagement techniques, increasing learner registrations by 72% across customer and internal audiences.
Established content governance and maintenance processes that kept training materials accurate and aligned to evolving requirements for three cross-functional teams.
Collaborated with product, customer success, and operations stakeholders to identify learning needs and update curriculum priorities.
Introduced interactive virtual facilitation, scenario-based activities, and digital learning assets that improved engagement and knowledge retention.
Feb 2018 — Nov 2018Herndon, VA
Technical Writer / Curriculum Developer
Fannie Mae
Developed 32 enterprise eLearning modules for approximately 350 learners under accelerated delivery timelines.
Increased course completion rates by 60% and learner engagement scores by 20% through interactive design, branching scenarios, and multimedia assets.
Reduced content production time by 40% by streamlining development workflows and building reusable design templates.
Created performance support resources and job aids that improved knowledge application by 80% and reduced reliance on instructor-led training by 40%.
Aug 2016 — Aug 2017Charlotte, NC
Instructional Design Consultant
MetLife
Partnered with product, claims, and operations leaders on training supporting new product launches and regulatory initiatives, reducing employee ramp-up time by 35%.
Developed onboarding and operational content that improved knowledge consistency by 50% and accelerated readiness for approximately 275 employees.
Launched a structured on-demand learning tutorial program that increased content adoption by 35%.
Increased learner engagement by 60% through modular learning pathways, interactive digital content, and performance support tailored to operational workflows.
May 2015 — May 2016Richmond, VA
Lead Instructional Designer (Contract)
Accenture
Redesigned a high-risk training program facing cancellation, preserving a critical business initiative and restoring stakeholder confidence in the learning solution.
Implemented a revised delivery strategy generating approximately $20K in annual cost savings through more efficient facilitation and resource use.
Improved learner outcomes by restructuring curriculum sequencing and strengthening instructional design standards.
Coordinated with business leaders, subject matter experts, and project teams to meet operational requirements and implementation timelines.
Jun 2012 — Jun 2013Richmond, VA
Technical Training Manager
Cap Tech Consulting
Built the company's training function from the ground up, establishing learning standards, facilitator guides, documentation processes, and delivery frameworks.
Equipped facilitators and instructional designers with standardized resources and quality controls, reducing delivery and tracking issues by 15%.
Increased employee retention by 35% through structured onboarding, technical training, and professional development aligned to business needs.
Implemented learning governance and performance tracking that improved visibility into training effectiveness.
May 2007 — Jun 2012Richmond, VA
Instructional Designer / Virtual Trainer
IBM / Cognos
Designed and delivered enterprise business intelligence training for customers, partners, and internal teams across multiple industry sectors.
Redesigned key business intelligence courses, including the flagship metadata modeling curriculum, improving learning effectiveness and technical comprehension.
Supported more than $25M in sales activity over a two-year period through technical enablement workshops, product demonstrations, and customer education.
Recognized as the #3 Business Analytics Trainer in North America within a competitive national peer group.
Most recent mandate
Five years building the learning function inside a telecommunications engineering business.
At TeleWorld Solutions, learning had to reach a workforce that does its job in the field — structured pathways, performance support at the point of work, and measurement that ties training back to quality, capability, and delivery.
Six pieces of work, in full
Situation, task, action, and result — the detail behind the headline numbers. Open any case.
Situation and task
TeleWorld Solutions needed a scalable L&D function that could support workforce performance while managing learning investment efficiently. As Director, Michael owned the function, the team, and the budget.
Action
Led six direct reports and a $250K annual L&D budget
Developed enterprise-wide strategy, infrastructure, standards, policies, and scalable training processes
Negotiated vendor contracts and reallocated resources to improve return on learning spend
Built performance and leadership development frameworks tied to organizational goals
Result
35% cost savings through vendor negotiation and resource optimization
15% improvement in workforce performance goal attainment
A learning infrastructure capable of supporting continued growth
Situation and task
The organization needed a learning technology environment that could support a growing workforce and give employees scalable access to learning.
Action
Customized and implemented Moodle for enterprise use
Established structured learning pathways and digital content for different development needs
Monitored adoption and acted on accessibility and engagement gaps
Connected learning technology to broader talent development and performance-support objectives
Result
87% LMS adoption within three months
750+ learners supported through the enterprise environment
A digital foundation for onboarding, technical learning, leadership development, and performance support
Situation and task
Traditional content development consumed significant research, design, and production time, limiting how quickly the function could respond to the business. The task was to improve efficiency without losing quality or relevance.
Action
Integrated AI tools into research and learning-content development workflows
Identified repetitive activities that could be accelerated safely
Applied AI to research, content creation, and performance-support development
Maintained human oversight and instructional design standards throughout
Result
45% reduction in learning content creation time
Faster response to emerging workforce learning needs
A repeatable model for scaling learning operations without scaling headcount
Situation and task
The organization needed stronger connections between employee performance, leadership readiness, learning pathways, and measurable business outcomes.
Action
Standardized performance management frameworks and aligned individual KPIs with organizational objectives
Defined enterprise success metrics and aptitude indicators for leadership candidates
Developed learning paths and credentialing programs for leadership development
Used performance data to target capability development where it mattered
Result
15% increase in performance goal attainment across the regional workforce
Clearer development pathways for leadership candidates
A tighter link between learning, performance management, and organizational capability
Situation and task
Cap Tech Consulting had no structured training function — no consistent standards, resources, documentation, or delivery process. Michael was responsible for creating one.
Action
Built the training function from nothing
Developed standards, resources, documentation, and delivery frameworks for facilitators and designers
Introduced consistency in development, tracking, and delivery
Created structured learning approaches aimed at capability and retention
Result
15% reduction in training quality, tracking, and delivery issues
35% increase in employee retention
A repeatable training infrastructure that held across the organization
Situation and task
HUB International needed consistent regulatory and policy training for a large workforce while maintaining strong compliance performance across approximately 3,000 employees.
Action
Designed and developed a library of 80 eLearning modules on insurance regulation and policy updates
Created interactive digital reference guides for complex claims-processing topics
Coached four junior instructional designers on development and quality standards
Standardized content development and review workflows
Result
93% departmental compliance rate across ~3,000 employees
12% improvement in claims-processing accuracy
15% reduction in project turnaround time
Six capabilities a talent development mandate needs
The value themes running through the work above — what a hiring committee is actually buying.
01
Enterprise strategy
Designs and executes organization-wide L&D strategy aligned to business priorities rather than to training demand.
02
Team leadership
Leads learning teams, develops learning professionals, and sets clear operating standards and accountability.
03
Learning technology
Hands-on LMS implementation, digital learning infrastructure, and scalable delivery across distributed workforces.
04
AI and innovation
Uses AI to accelerate content development and improve operational efficiency, with human oversight and design standards intact.
05
Business impact
Connects learning initiatives to measurable outcomes: cost savings, performance improvement, adoption, compliance, and retention.
06
Organizational scalability
Builds functions, governance structures, and standardized processes capable of supporting large and diverse workforces.
The first 90 days
How Michael enters a talent development function: assess before acting, build the strategy on evidence, then execute against measurable outcomes.
Assess, connect, establish the foundation
Build a complete picture of business priorities, workforce capability, the existing talent development function, the learning ecosystem, and the culture — while establishing relationships with the stakeholders who matter.
Establish working relationships across HR, business operations, and technology leadership
Meet talent development partners, learning experience designers, and learning technology partners to understand strengths, constraints and opportunities
Review the existing strategy, operating model, programs, processes, and performance measures
Evaluate the learning portfolio for what should be scaled, redesigned, consolidated, or retired
Assess LMS governance, utilization, reporting, content architecture, and administration
Identify where AI is already in use and where it could responsibly accelerate the work
30-day deliverables
Current-state talent development assessment
Stakeholder map and engagement strategy
Team capability and operating-model assessment
LMS and learning technology assessment
Learning portfolio review
Initial capability-gap analysis
AI opportunity assessment
Executive summary of immediate priorities
Strategize, design, prioritize
Turn discovery into an enterprise talent development strategy, an operating framework, a prioritized roadmap, and a measurement model leadership can hold.
Develop a strategy aligned to enterprise workforce priorities and long-term business objectives
Define the leadership behaviors, technical skills, and competencies future readiness requires
Set responsibilities, expectations, and development objectives for the talent development team
Establish governance for program design, evaluation, LMS administration, learning data, and vendors
Build a measurement framework connecting learning activity to workforce and business outcomes
Prioritize AI opportunities that reduce development time and expand access, with human oversight intact
60-day deliverables
Enterprise talent development strategy
12-month strategic roadmap
Team operating and development framework
Learning governance model
LMS and digital learning optimization roadmap
Talent development KPI framework
AI-enabled learning roadmap
Prioritized learning portfolio
Execute, measure, scale
Move from strategy into delivery — launch the high-priority initiatives, establish the operating rhythm, and create the foundation for long-term impact.
Launch the initiatives identified in the first 60 days with clear owners, timelines, and success measures
Implement prioritized digital learning improvements and performance-support solutions
Run AI pilots and measure time saved, quality, adoption, and operational impact
Begin building targeted leadership learning pathways for current and emerging leaders
Review vendor performance and learning technology investment against business value
Establish a recurring executive dashboard and business review process
90-day deliverables
Initial strategic initiatives launched
Executive talent development dashboard
Learning measurement and reporting process
AI-enabled learning pilots running
Leadership development priorities defined
LMS and digital learning improvements underway
Vendor and resource optimization recommendations
Updated 12-month implementation roadmap
What the first 90 days should produce
By the end of the first quarter, the objective is a strategic, measurable, scalable, and technology-enabled talent development function that:
Aligns learning strategy with enterprise workforce priorities
Provides clear governance across programs, technology, content, and vendors
Strengthens the capability and effectiveness of the talent development team
Improves the employee learning experience across a hybrid workforce
Establishes measurable connections between learning activity and business outcomes
Uses AI and emerging technology responsibly to increase scale and efficiency
Creates a clear roadmap for continued talent development growth
Positions talent development as a strategic business partner, not solely a training function
Executive documents
The full portfolio, ready to download. No forms, no gates.
