I find where AI helps, and make it work for the people who use it.

Faster drafting is worthless if expert review becomes the bottleneck.

Expert review was already taking 90 hours a course, so I redesigned the review along with the drafting. The agents I built work from United Way’s frameworks, learner personas and design standards, and they only draft: outlines, modules and job aids. A subject expert can reject or send back any draft, and the learning team checks every course against a rubric and acceptance criteria before it ships. Across 11 courses in 2026, expert review fell to 20 hours a course.

How the agents work

Every organization in the network chooses its own training, so the courses have to be worth choosing.

On a learning platform for a whole network, the hard part is stocking it with what people need, quickly. I built most of a 30-course catalog in English and Spanish myself, with a team of three learning experts on the rest, and almost every course ends with something the learner makes and takes back to work, such as a plan or a proposal. Then I brought in AI agents, so experts spent their time deciding instead of writing. Across 11 courses in 2026, a course took 4 weeks instead of 12.

Staff had AI tools before there was an AI policy, and each organization in the network sets its own rules.

So I designed a ten‑course curriculum that opens with a piece of real work, and a use guide that asks two questions of every task: what am I giving the tool, and what happens if the answer is wrong? The guide clears low-risk work quickly and sends only consequential decisions to formal approval. I count over-caution as a failure too, so the target is that no more than 10% of safe tasks get wrongly blocked.

The curriculum and use guide

Workshops taught me that good ideas stall without support to carry them out.

So I build leadership programs around a real problem from each leader’s own organization, and I measure finished plans ahead of satisfaction. At NuVuX, I led the development of an executive program that took leaders at Rolls‑Royce, Balfour Beatty, Plexus and Peak Scientific from their own problem to a prototype. At United Way, I led onboarding for new CEOs of the network’s independent organizations. It grew from a first cohort of 25 to 216 completions, and 95% of those CEOs finished a first-60-day plan.

See the programs

A teacher doesn’t need a unit for every classroom. She needs one for hers.

Alf is planning software for project-based teaching. A teacher enters a grade, a subject and an idea, and gets a full unit in under a minute that she can edit in place. Alf notices the edits she keeps making, but I kept those habits out of her future drafts unless she turns on a switch that’s off by default. I left out a chat screen and gave the database no field for student data.

The product storyOpen Alf