Boise State University

Graduate Certificate in Workplace Performance Improvement (2017)

Troy University

Master of Science in Management – Organizational Behavior and Leadership (2009)

University of Phoenix

Master of Arts in Education – Curriculum and Instruction (2006)

Bachelor of Science in Business – Marketing (2001)

Work History

Scaled Agile, Inc.

Senior Instructional Designer (April 2018 to Present)

  • Collaboratively designed role-based curriculum for the Scaled Agile Framework (SAFe).
  • Lead Instructional Designer for
    • SAFe for Architects
    • Agile Product and Solution Management
    • SAFe Product Owner/Product Manager
    • SAFe Foundations eLearning
    • SAFe 5.0 upgrade eLearning

Team b Marketing and Strategy

Instructional Designer/Trainer (July 2016 to April 2018) Consulting for National Nuclear Security Administration

  • Developed Project Plan to stand up organization’s first Enterprise Cybersecurity Awareness and Training (ECSAT) program to provide end user cybersecurity training for nine geographically separated sites.
  • Developed role-based ECSAT curriculum to meet end users’ cybersecurity awareness and training needs.
  • Developed evaluation plan for the ECSAT curriculum to measure training effectiveness at all four of Kirkpatrick’s Levels of Evaluation.
  • Designed interactive, problem-based training courses (using Articulate Storyline 360) to support the planned ECSAT curriculum. Courses were “chunked” in a way to allow users to access smaller parts of the content on an as-needed bases.
  • Provided insight to the client regarding learning management system choice that would support the entire enterprise.
  • Collaborated with other agencies/entities to expand knowledge/scope of program and get an idea of what the rest of the community was doing (NICE, FISSEA, Stop.Think.Connect.)

National Glass Association 

Instructional Design Manager (January 2016 to July 2016) Flat Glass/Glazing Industry 

  • Utilized strong learning and development project management skills to upgrade learning management system, design a new curriculum, and develop and deploy courses at LMS relaunch 10 months after hire to fulfill the Association’s goal of being the knowledge hub for the flat glass industry.
    • Utilized Successive Approximation Model and ADDIE frameworks to manage projects. See Project Management for Course Development blog post.
  • Researched, selected, and implemented new Learning Management System (Absorb). See Choosing a New LMS: Lessons Learned blog post.
  • Transitioned legacy courses and users to new LMS, considering organizational and political ramifications, such as impact on state apprenticeship programs and large glass companies’ training programs that relied on our content. See LMS Upgrade: All the Bells and Whistles blog post.
  • Recommended upgrading web presence to align with education and training program objectives and overall look and feel. See Developing an Education and Training Plan: Update the Web Presence blog post.
  • Planned for evaluating course and education and training program success using Kirkpatrick’s Four Levels of Evaluation. See Developing an Education and Training Plan: Planning for Evaluation to Prove Your Worth blog post.
  • Designed curriculum for Core courses and Glazier courses.
  • Evaluated the environment to determine other influencers on our plan, as well as potential partnerships.
  • Designed and developed new online courses for relaunch of new LMS. The courses I was developing were very interactive and robust and therefore were costing more than anticipated for development, so I created some of the interactions myself using GoAnimate and found a freelance developer to design courses for 25% of the cost of our previous developer. I also utilized the features of Absorb to load content (such as videos) without requiring course or graphic development.
  • Coordinated with outside organizations to develop partnerships for developing future learning interventions, such as blended learning course hosting (on LMS), development, and facilitation for partner organizations’ workshops.
  • Planned curriculum and LMS setup with growth of program to include apprenticeship and on the job training. Ensured LMS had the ability to maintain all learner training records, including outside training and completion of on the job training tasks.

Booz Allen Hamilton

Associate (Instructional Designer) (August 2011 to February 2013) Intelligence Agency client

  • Here is a letter of commendation I received from our client on this project.
  • Revamped organization’s New Employee Orientation and Onboarding program for more learner interaction to increase employee retention and help new employees identify and feel successful and important with the organization.
  • Designed and maintained WordPress blog sites for New Employee Orientation and new employee job skills training courses to ensure consistency of information and ease of searching for course information and materials. Facilitated sections of the job skills training course in Blackboard and used Blackboard as a content repository and collaboration tool.


Lead Technical Trainer (April 2011 to August 2011) Intelligence Agency client

  • Developed online courses using Adobe Captivate for IT Customer Service personnel regarding ITSM and ITIL.
  • Developed an online customer service course for IT Customer Service personnel using Blackboard. Encouraged collaboration and peer interaction using discussion boards and wikis.

Federal Bureau of Investigation

Program Manager (August 2009 to April 2011) Information Security Program

  • Effected sweeping organizational culture change by developing and communicating robust, well-vetted policy and maintaining open communication with division security officers and headquarters entities. Regularly provided training and communication on policy changes, to include instruction plans, online training, job aids, decision tools, and executive communications to all agency members. As voice of the program, briefed audiences as large as 500+.
  • Positioned team as single point of contact within agency for information management programs. Ensured all team members were well-versed in information management policy and any changes/updates to speak with “one voice.”
  • Led interagency group to develop Federal policy regarding the Law Enforcement Sensitive marking. Previous efforts to develop an interagency marking had failed. Resulted in more consistent protection of LES information.
  • Advocated for purchase of decision support tool to improve consistency of information management choices.
  • Maintained program Sharepoint site to ensure agency-wide audience had access to current, easy to find information.
  • Developed website communication plan to ensure organization’s purpose and offerings were recognizable and intuitively navigable. Learners and business customers better understood how the organization could help them.

SRA International

Training Specialist (May 2008 to August 2009) Supporting the FBI Information Security Program

  • Created/deployed 2.5-hour information management instructor-led training in three months. Trained four instructors who trained 56 field offices (approx. 7,000 attendees) in one year, receiving consistently positive feedback.

Intelligent Decision Systems, Inc.

Instructional Designer (November 2007 to May 2008) Consulting work for various clients

  • Developed storyboards for multiple computer/web-based training courses to include Army Special Operations Forces Combat Medic, Army Human Intelligence, Army Civil Affairs Basic, and Navy Cash courses. Analyzed statements of work; consulted with subject matter experts and government liaisons to develop instructionally sound courses in line with the performance objectives. Developed course objectives, wrote assessments, developed scenarios.

US Air Force

Public Affairs Officer (2004 to 2007) RAF Mildenhall Public Affairs Office / Instructor at USAF Information Operations School

  • Here are some of the articles I wrote that were published at the USAF level.
  • Planned, wrote, edited internal communications for audiences up to 25,000. Trained public affairs staff. Provided public affairs counsel and support to senior leaders. Developed and implemented communication strategies to ensure consistency of messages and navigability of communication platforms. Complied with Associated Press Stylebook editorial standards.
  • Managed and developed creative content with a staff of four for weekly 21-page news magazine in support of senior executives’ objectives. Collaborated with internal staff and surveyed customers to provide responsive content.
  • Penned 33 articles in nine months, copy-edited 100+ articles, up-channeled 61 articles for publication throughout Europe, 34 to Air Force News, two to Airman magazine. Many articles were published worldwide.

Finance Officer (2002 to 2004) RAF Mildenhall Comptroller Squadron (Financial Services Flight)

  • Performed financial management activities and managed financial programs and operations, including travel and purchase card reconciliation; accounting liaison and pay services; budget preparation and execution; and disbursing operations. Served as financial advisor to senior executive leaders.
  • Managed the procurement and travel card program, to include developing policy, training, oversight, and documentation of procedures for nearly 100 organizational procurement and travel card holders. Reconciled an average of $50,000 in transactions each month. Facilitated and implemented end of year reconciliation.
  • Provided financial analysis and guidance to 11 cost center managers with a $353 thousand budget, as well as for an organization’s $1.2 million budget; created spendplans, tracked status of funds/burn rates, projected outyear budgets.
  • Executed $1.3 million in 18 months for infrastructure requirements for the USAF’s first network warfare course.Led, trained, equipped 36 personnel in providing financial services to 6,000 customers across England and Norway.Accountable for funds control and resource protection of $4.5 million in government funds and negotiable instruments.
  • Trained and deployed paying agents with $4.3 million with 100% accountability. Balanced all agent accounts daily.Monitored and reported 850 customers’ government credit card use in accordance with DoD regulations.
  • Maintained $4.5 million disbursing account with zero loss of funds.
  • Fully trained four staff to work in disbursing office.Reduced interest penalty paid to contractors by 70% in one month by building rapport with 60 wing resource advisors.

Tech Controller (3C2XX) (Translation: Telecommunications Maintenance) (1996 to 2002) Various locations/various duties

  • Troubleshot long-haul communication systems, including modems, switches, hubs, CODEXes, multiplexers, and cryptography systems.