Learning strategy & leadership development

Learning that changes how people behave

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Learning ecosystems and programs designed for measureable impact

I design learning strategies and leadership development programmes for complex, global organisations.

From programme architecture and instructional design to engagement, rollout and measurement, I help organisations turn business priorities into learning experiences that people can actually apply at work.

My work spans leadership development, capability building, digital and blended learning, learning ecosystems and large-scale global deployment — with behaviour change and business application designed in from the start.

  • Sometimes the challenge isn’t creating another course. It’s working out what people really need to do differently — and designing the right learning ecosystem around that.

    I can help you:

    • Translate business strategy into learning priorities

    • Define audiences, capabilities and behavioural outcomes

    • Design end-to-end learning journeys

    • Create programme architecture and learning pathways

    • Select the right mix of live, digital, peer and workplace learning

    • Build a practical roadmap for delivery and scale

  • I design leadership programmes that connect strategy with the everyday decisions, conversations and behaviours leaders need to make.

    My experience includes development for front-line, first-time and mid-level leaders, sales teams, policymakers, medical professionals and supply chain experts. The programs range from short interventions to multi-month global learning journeys.

    Programmes can combine:

    • In-person and virtual learning

    • Self-led digital modules

    • Workplace experiments

    • Peer learning and learning circles

    • Coaching and reflection

    • Real business challenges

    • Behavioural assessments

    • Capstone experiences

    The emphasis is always on application rather than attendance: what should leaders notice, practise and do differently when they return to work?

  • A strong learning experience should survive contact with the workplace.

    I design mechanisms that help participants move from knowing to trying, reflecting, adapting and ultimately changing how they work.

    That might include:

    • Workplace experiments

    • Behavioural practice

    • Manager and peer reinforcement

    • Reflection prompts

    • Challenge-based learning

    • Follow-up nudges

    • Communities and learning circles

    • Repeated opportunities to apply new skills

  • I design learning journeys across live, virtual and self-led environments — choosing the format around the learning need rather than forcing everything into a single platform.

    That can include:

    • SCORM and self-led learning

    • Virtual workshops

    • Face-to-face experiences

    • Curated learning

    • Resource hubs and SharePoint environments

    • Teams and Viva learning experiences

    • Cohort learning

    • Communities of practice

    • Toolkits, job aids and performance support

    I’ve also designed learning ecosystems that bring together courses, campaigns, communities and on-the-job practice rather than treating learning as a standalone event.

  • Great learning doesn't create impact if nobody knows about it, understands why it matters or makes time to use it.

    My background in communications means I design engagement and deployment alongside the learning itself, rather than adding communications at the end.

    I can support:

    • Audience and stakeholder strategy

    • Programme positioning and narrative

    • Launch and engagement campaigns

    • Leadership sponsorship

    • Champion networks

    • Train-the-trainer approaches

    • Facilitator enablement

    • Learner communications

    • Adoption strategy

  • I build measurement into programmes from the beginning so we can understand what people are learning, applying and changing.

    Depending on the programme, that can include:

    • Baseline and follow-up assessments

    • Behavioural or situational judgement measures

    • Pulse checks

    • Workplace application data

    • Qualitative insight

    • Learning analytics

    • Participant feedback

    • Experiment and challenge data

    • Dashboards and reporting

    • Continuous programme optimisation

From business challenge to behavior change

Understand

What is the business trying to achieve? What is getting in people's way now?

Architect & Design

Turn the need into a clear learning strategy, programme architecture and practical learning experience.

Measure and improve

Track learning, behaviour and application, then use the evidence to refine the programme and strengthen impact over time.

Activate

Launch, communicate, facilitate and build the conditions for people to participate and apply.

  • "I am more aware and conscious, open to more perspective, define challenges better, offer better clarity and decision rights. I see a positive feedback / impact of my interactions with the stakeholders."

    -- Advanced Leadership Program participant

  • “All three modules helped me - whether in I, WE or IT - to reflect more, taking different perspectives and going a level deeper, not jumping to a solution or conclusion too fast. This is very helpful to finding the real root cause in difficult situations; also, being more patient, asking more questions / active listening is something I could actively incorporate - which also leads to understanding that deeper level.”

    -- Advanced Leadership Program Participant

Learner-centric strategy

I work at both ends of the learning problem.

I can step back and design the strategy, architecture, measurement model and rollout — and I can get close enough to the experience to understand whether the learning itself will actually work.

That combination comes from working across learning strategy, instructional design, communications, engagement and programme leadership inside complex global organisations.

It means fewer handoffs between strategy, content, communications and delivery — and a learning experience that feels joined up from the participant's point of view.

Human

Learning starts with understanding what people are experiencing, what gets in their way and what will help them move.

Strategic

Every activity should connect back to a capability, behaviour or business need.

Applied

People need opportunities to practise, experiment and use what they learn in the realities of their work.

Evidence-led

Data isn't something I collect at the end. It helps shape the programme while it's happening.

Who I work with

Global organisations building or redesigning leadership and capability programmes.

Learning & Development teams that need additional strategic, design or programme leadership capacity.

HR and talent teams developing leaders across functions, markets or organisational levels.

Transformation teams where learning, communications and behaviour change need to work together.

Learning providers and agencies that need senior programme architecture, instructional design or learning strategy expertise for client work.

I am based in Prague and work internationally with organisations and teams across Europe and globally.

Planning a learning or leadership programme?

Whether you're starting with a blank page, redesigning an existing programme or trying to understand why learning isn't translating into behaviour, I can help you work out what needs to change.

Talk to me about your program 
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