Jennifer Falkenberg MBA

Leading a team dedicated to offering core and common scalable solutions for people managers across Amazon (50,000+). The goal of these programs is to enable managers to maximize their leadership impact and become the best managers in the world, making Amazon Earth's Best Employer.

Leading the Worldwide Learning & Development organization for Amazon's Device, Digital and Alexa Support (D2AS) organization. We prepare 8,000+ technical support associates, across 28 call centers, to deliver a world-class customer support for all Amazon Devices and Digital services (Echo, Alexa, Kindle, Fire Tablets, Fire TV, activity trackers, smartwatches, virtual reality headsets, rings, glasses, cameras, Amazon Music and Prime Video).

Recruited to SYKES to design and execute a transformational strategy that enables the North America (NAM) Learning Services organization to create a competitive advantage for the company, and positions SYKES to have the talent and bench strength to grow and capture market share. Leading a 430+ person team, with functions ranging from training design and delivery, training delivery certification, reporting and analytics, and quality call monitoring. • Performing an organizational assessment to determine what needs to change in the short-term and identify necessary investments for long-term solutions that allow NAM Learning Services to attract, engage, nurture, and prepare agents to deliver world-class service to our clients’ customers. • Architecting a strategic plan designed to improved Trainer effectiveness, which included redesigning the profile of the facilitator, an investment strategy to drive continuous development of talent, and creating accurate and accessible reporting tools and processes to track trainer effectiveness.

Brought to Capital One to transform the L&D team, and quickly assumed the responsibility for Knowledge Management due to an organizational change. Led a 130+ person team, with functions ranging from training design and delivery, leadership development, SCRUM (agile methodologies), reporting and analytics, process management, information architecture, and content governance. Supported a global network of 16,000+ call center agents and 500+ leaders. Managed a budget of $14M OpEx and $900K CapEx. • Created a 3-year strategy plan to transform learning to become effortless, adaptive, and personalized for the gig-economy future workforce. Year 1: eliminated unused content by 16% across multiple systems, making it effortless for agents to access the right content at the right time to help customers. • Pioneered the development of a suite of training options to support an unprecedented acquisition of a credit card portfolio. Reduced training content by 20% and reduced risk by implementing innovative performance support, addressing process gaps, developing leaders, established robust monitoring. • Led the Talent and Performance Management process for a 600+ horizontal function. Increased transparency in the process, improved communication, built new tools for robust planning, and evolved the culture to support on-going talent discussions and succession planning. • Established standardized reporting, dashboards, and scorecards which manifested into regular MBRs with senior leaders.  • Proactively recruited to advisory committee for the Future of the Workforce. Partnered with enterprise corporate strategy team to articulate the vision of transformative learning at Capital One.

Promoted to lead a 90-person L&D function with the suite of services including training design for new and tenured agents, multi-media development, maintaining training environments, leadership development programs, and reporting and analytics. Supported a global network of 14,000+ call center agents and 2,500+ leaders. Managed a budget of $11M OpEx and $1.5M CapEx. • Spearheaded a monumental learning experience to enable the reinvention of customer service. Used an agile, rapid prototype design approach to create an innovative learning experience for agents and leaders. The program included new servicing skills, new technology and systems, a new team operating model, and new compensation models. This epic program resulted in 71% decrease in customer transfers, 31% decrease in escalated calls, 25% decrease in customer churn, 56% improvement in NPS, and 48% decrease in agent attrition. • Proactively identified a need to re-engage employees with the culture and brand, and led the design and implementation of an enterprise-wide culture-based learning experience. 98% of employees became frothing brand fanatics and increased sales offers by 94%. • Championed the collaboration with HR Partners, operations leaders, and senior executives to build a multi-month blended learning experience for high-potential employees. The program achieved a 97% NPS, 100% of participants receive a timely promotion, and they outperformed non-participants nearly 3% within three months of their promotion. • Collaborated with operational leaders to redesign a multi-week new hire program. New agent’s speed to proficiency improved by 2.5%, and we streamlined the learning experience by 20%.

Promoted to lead the L&D strategy. Accountable for the maintenance, improvement, and evaluative reporting of all Customer Service new hire training and continuing education programs. • Cultural Transformation-Sales Training: Led and co-designed an unrivaled multi-day, fully-blended learning experience with a vendor (C3), to shift the culture of the Customer Service organization from service-only to service and sales. Increased revenue by 73%, improved contract renewals month-over-month by 150% and decreased customer call backs by 2%. Won the Bronze Learning Team Award from the Chief Learning Officer.

Promoted to this position to lead a team of Instructional Designers who create, modify, and enhance a diverse array of courses for the purpose of improving the performance of the Care organization. Managed, supported and developed a team of Instructional Designers with the following: - Applied instructional design theory and techniques for adult learners, and utilize established curriculum development methodology in the design and development of appropriate, effective curriculum. - Conducted needs analyses, validated need for training, and identified learning objectives. - Worked with subject matter experts to obtain information and validate courseware content. - Maintained a "hands-on" approach to the curriculum by having first hand experience with the subject matter being trained. - Validated that all training meets and supports T- Mobile's quality initiatives and measurements. - Measured and inspected the overall quality of the curriculum to exceed customer expectations; this included all course materials, Train the Trainers, tools, and other resources. - Worked with vendors as needed to develop assessments, content, systems, etc. - Promoted best practice in adult learning techniques, instructional design and learning objective setting for all levels of participant.

Promoted to Senior Instructional Designer, I was responsible for leading instructional designers, creating, modifying, and enhancing a diverse array of complex instructional design projects for the purpose of improving the performance of individuals and groups in the Customer Service organization. - Developed and maintained a consultative relationship with key stakeholders to identify curriculum requirements. - Determined the proper blend of instructor- led, hands-on, and web- based training to be used in a given solution. - Accurately and regularly read audience, environment, and climate to validate direction of work. - Used innovative learning methodologies such as case studies, engaging stories, motivating scenarios and games to reflect content, audience, and business needs. - Coordinate implementation of newly developed curriculum with internal customers, Training Delivery partners, and partner management. - Managed and worked on multiple complex training projects concurrently, create project plans and deliver results. - Ensured all training meets and supports T- Mobile's quality initiatives and measurements. - Continually evaluated the effectiveness of training by developing and implementing post- instruction evaluation tools and criteria, such as focus groups and classroom observations. - Utilized project management skills to define and meet project milestones, communicate issues and risks in a timely manner, and manage customer expectations. - Recommended and presented training solutions to leadership that met business objectives and maximizes benefits to customers and employees. - Acted as a lead and coach by assisting and guiding other instructional designers. Role modeled quality standards for other IDs in the team. Edited the work of other IDs to ensure adherence to standards of instructional design. - Actively researched and recommended innovative training tools and technologies to deliver cutting edge design solutions.

As an Instructional Designer, I had firm understanding of Instructional Design principles and methodology in order to design, develop, analyze, implement and evaluate various learning solutions (instructor led, web-based, virtual, and other courses/solutions as needed). I effectively implemented decisive training strategies (ILT, Web-based, or online reference tools) for the full life-cycle of a project following the ADDIE method: assessment, design, develop, implement, and evaluation. - Acted as a co-Instructional Designer, project lead, and project manager for the One Call Resolution pilot that dramatically increased CSR performance. The most significant improvement being 37.53% increase in “offering self-help options.” The course was piloted on a center’s lowest performing team that went on to out-perform the center.

Promoted to lead a team of Trainers and Training Assistants, I was responsible for: identifying and assess future and current training needs, drawing an overall or individualized training and development plan that addresses needs and expectations, deploying a wide variety of training methods, facilitating effective learning sessions, monitoring and evaluating training program’s effectiveness, reporting out results and outcomes, managing the training budget, coaching and mentoring Trainers and Training Assistants, producing schedules and agendas, arranging on-site training, and maintaining a keen understanding of training trends, developments and best practices. I also managed the Quality team, which included a manager and team of analysts. The quality team listened to customer phone interactions with call center agents, evaluated those calls using a rubric, and provided coaching and feedback to the agent and their supervisor. During the team I managed the team, we redesigned the quality program, piloted it, and rolled it out nationally.

As a Trainer, I was responsible for conducting seminars, workshops, individual training sessions, preparing materials, supervising employees, providing coaching and feedback, taking customer calls, and managing customer escalations.