Amanda Eakins — Senior Learning & Development Leader

About

Learning operations, built to last

Turning strategy into repeatable, measurable execution across engineering, manufacturing, sales, HR, and clinical education.

Learning operations leader with 18+ years directing complex programs, service delivery, and capability-building across regulated, technical, and multi-site environments — including three years leading enterprise L&D operations for a multinational medical device manufacturer supporting 900+ employees.

I connect program design to sustained execution by establishing intake workflows, program handoffs, governance, documentation, LMS administration, reporting, workload prioritization, and stakeholder communications across 20+ concurrent initiatives.

I've led two direct reports and coordinated 64 internal SMEs and external clinical contributors while partnering with HR, IT, Operations, Engineering, Sales, and Medical Education — delivering 95%+ platform adoption, a 50% reduction in engineering ramp time, and leadership programs rated 9.4 NPS.

FocusEnterprise L&D Operations

IndustryMedical Device · Regulated

Team2 reports · 64 SMEs

PlatformsComplianceWire · LearnShare

AnalyticsPower BI · InvGate

LocationJacksonville, FL

Selected Work

Case studies

How I diagnose a problem, decide on an approach, build the solution, and measure the result. Because the original work products are proprietary, the visuals below are sanitized, representative reconstructions — the structure and outcomes are real; identifying details are not.

1Onboarding & Ramp

Engineering onboarding redesign

Enterprise L&D · Medical Device Manufacturing · 2023–2026

🔒 Representative reconstruction — sanitized, not the original artifact

The problem

New engineers were taking roughly six months to reach full productivity. Onboarding was ad hoc — a mix of shadowing, tribal knowledge, and scattered documents — so ramp time varied widely by manager and no one could see where a new hire actually stood.

How I diagnosed it

I mapped the existing path, interviewed managers and recent hires, and grouped what a productive engineer actually needs into distinct capability areas. The gap was structure: there was content, but no defined sequence, no checkpoints, and no shared definition of "ready."

The decisions

Replace time-in-seat with tiered competency levels and a defined progression.
Build structured pathways per role so every hire follows the same backbone.
Make progress visible to managers instead of implicit.

What I built & how it rolled out

A four-tier pathway (Foundations → Core → Applied → Certified) with clear entry and exit criteria at each tier, delivered through the LMS with manager checkpoints. Piloted with one cohort, adjusted the sequence and checkpoints, then scaled across engineering.

−50%

Time to productivity (~6 mo → 3)

4

Competency tiers with exit criteria

4.88/5

Avg eLearning rating

Fig. 1 — Reconstructed competency pathway with tier gates and the before/after ramp comparison. Representative of the model deployed; specific criteria omitted.

2Leadership Development

Leadership Essentials program

Enterprise L&D · 110+ leaders · four cohorts

🔒 Representative reconstruction — sanitized, not the original artifact

The problem

Frontline and mid-level leaders had been promoted for technical strength but had no shared foundation in the people-leadership skills the business needed — feedback, coaching, accountability, and leading change.

How I diagnosed it

Working with HR and senior stakeholders, I identified the common gaps across departments and the moments where inconsistent leadership showed up: onboarding, performance conversations, and change adoption.

The decisions

A six-week cohort program rather than a one-off workshop, so skills build and stick.
Run it in four cohorts to keep groups small and peer learning high.
Anchor every module to a real, on-the-job application.

What I built & how it rolled out

A weekly module arc — Role of the Leader, Communication, Coaching & Feedback, Accountability, Leading Change, and Bringing It Together — with facilitation, practice, and manager reinforcement between sessions. Measured with NPS and post-session feedback per cohort.

9.4

Program NPS

110+

Leaders developed

6 wks

× 4 cohorts

Fig. 2 — Reconstructed program map: weekly module arc, applied-practice band, four cohorts, and measured NPS. Module titles are representative.

3Learning Technology

LMS implementation & governance

Three enterprise platforms · regulated environment

🔒 Representative reconstruction — sanitized, not the original artifact

The problem

Learning technology had grown without a clear owner. Three enterprise platforms carried compliance-critical training, but course architecture, access, and assignments were inconsistent — a real risk in a regulated environment where records must hold up to audit.

How I diagnosed it

I audited how each platform was structured and administered, then traced who actually made decisions about access, content standards, and reporting. The core issue was governance, not tooling: no defined roles, no change control, no single source of truth for readiness.

The decisions

Establish a governance model with clear roles for admin, content, and compliance.
Standardize course architecture and assignment rules across all three platforms.
Consolidate reporting into executive Power BI dashboards for readiness and engagement.

What I built & how it rolled out

A documented governance layer (roles, request paths, change control) sitting over ComplianceWire, LearnShare, and Reach360, with a Power BI reporting layer on top. Rolled out platform by platform to avoid disrupting compliance training in flight.

3

Platforms under one governance model

Audit-ready

Access & compliance reporting

Real-time

Readiness via Power BI

Fig. 3 — Reconstructed governance model over three platforms feeding a single Power BI reporting layer. Platform names are real; internal roles and rules are generalized.

4Service Operations

Centralized learning-request intake (InvGate)

Service-intake model · enterprise-wide adoption

🔒 Representative reconstruction — sanitized, not the original artifact

The problem

Training requests arrived through hallway conversations, email, and chat. Work was invisible, priorities were set by whoever asked loudest, and requesters never knew where their request stood. The team couldn't show its true workload.

How I diagnosed it

I tracked where requests actually originated and how they moved (or stalled). The problem wasn't capacity — it was the absence of a front door: no standard intake, no triage, no prioritization, no status.

The decisions

Stand up a single intake channel in InvGate as the one front door.
Define triage, prioritization, and clear status communication for every request.
Treat adoption as the real goal — a workflow no one uses changes nothing.

What I built & how it rolled out

A standardized intake-to-delivery workflow (Submit → Triage → Prioritize → Assign → Deliver → Close) with status visible to requesters, launched with communication and light change management so the business actually moved to it.

95%+

Intake adoption

5/5

Internal customer satisfaction

20+

Concurrent initiatives tracked

Fig. 4 — Reconstructed intake-to-delivery workflow with adoption and satisfaction outcomes. Stage names are representative of the deployed model.

5Program & Budget Operations

District-wide testing operations

17 sites · $500K budget · multi-county

🔒 Representative reconstruction — sanitized, not the original artifact

The problem

High-stakes testing ran across 17 sites on a $500K budget, with strict compliance requirements and zero tolerance for a missed window or a chain-of-custody error. Coordination was manual and the margin for error was small.

How I diagnosed it

I mapped the full testing calendar, the compliance checkpoints, and where budget actually went. The risk sat in the handoffs between sites and in spend that wasn't tracked closely enough to redirect in time.

The decisions

Run testing as one coordinated multi-site operation, not 17 separate efforts.
Build accountability structures, schedules, and documentation standards.
Track budget actively so savings could be captured, not discovered at year-end.

What I built & how it rolled out

Standardized schedules, compliance checklists, and site-by-site accountability with central oversight — the same operational discipline I later brought to enterprise L&D. Executed the full cycle in compliance and under budget.

17

Sites coordinated

$50K

Under a $500K budget

100%

Compliance across the cycle

Fig. 5 — Reconstructed multi-site operations view: coordinated sites, budget performance, and compliance checkpoints. Figures reflect the delivered cycle.

Core Competencies

What I bring to the table

A full operating model for learning — from intake and governance through delivery, analytics, and continuous improvement.

⚙️

Learning Operations & Service Delivery

Standing up the operating model, intake, and delivery processes that keep learning running at scale.

🧭

Program Transition & Governance

Handoffs, operational governance, and escalation paths that survive changing priorities.

📥

Learning Intake & Request Management

Standardized routing, prioritization, and status communication for hundreds of requests.

📐

Process Design & Documentation

Repeatable, documented practices across eLearning, instructor-led, and video formats.

👥

Team Leadership & Quality Oversight

Coaching, workload balancing, and quality control across a distributed SME network.

📊

Reporting, KPIs & Analytics

Executive-facing Power BI dashboards that make readiness and engagement visible in real time.

🗂️

LMS Administration & Governance

Course architecture, access, assignments, and compliance across three enterprise platforms.

🤝

Client & Stakeholder Management

Translating program needs into timelines, resourcing, and communications leaders trust.

🔄

Change & Continuous Improvement

Workflow automation and AI-assisted process improvement that compounds over time.

Experience

Where I've made an impact

Two decades of progressive operational leadership — from district-wide school systems to enterprise medical-device learning.

2023 — 2026

Learning & Development Lead — Operations, Governance & Technology

KLS Martin Group · Multinational Medical Device Manufacturing

Promoted from Instructional Designer · 900+ employees · Regulated environment

Built and led the enterprise L&D function — operating model, learning technology ecosystem, governance, and delivery for 900+ employees.
Governed a centralized service-intake model in InvGate, reaching 95%+ adoption and a 5/5 internal customer satisfaction rating.
Administered three enterprise platforms — ComplianceWire, LearnShare, Reach360 — covering intake, access, assignments, and compliance reporting.
Reduced engineering new-hire time-to-productivity by 50% (≈6 months → 3) via tiered competency levels and structured pathways.
Managed a portfolio of 20+ concurrent initiatives across HR, IT, Engineering, Sales, and Medical Education.
Built executive Power BI dashboards for onboarding, readiness, and engagement — 4.88/5 average eLearning rating.
Designed a six-week leadership program for 110+ leaders across four cohorts, achieving a 9.4 NPS.
Coached two reports and coordinated 64 internal SMEs and external clinical contributors.

Enterprise L&DGovernanceLMS AdministrationPower BIChange ManagementRegulated Learning

2005 — 2022

Teacher · Dean of Students · Assistant Principal · MTSS Coordinator

Pearson Education · Coastal Connections Academy · FL School Districts

Multi-site program operations · St. Johns, Flagler & Putnam Counties

Directed day-to-day operations across complex educational organizations — staff, schedules, compliance, and crisis response.
Led district-wide testing across 17 sites on a $500K budget, finishing the cycle $50K under budget and fully compliant.
Led Multi-Tiered System of Supports implementation with cross-functional teams and intervention workflows.
Redesigned student-support and data-review workflows, contributing to a measurable two-letter-grade improvement in state ratings.
Supported the ground-up launch of a virtual school program — workflows, training protocols, and cross-departmental handoffs.
Built accountability structures and documentation standards for sustained, high-accountability delivery.

Program OperationsBudget ManagementMTSSComplianceCrisis ResponseMulti-Site Leadership

By the numbers

Measurable results

Outcomes that show up on the balance sheet and in how people learn.

50%

Faster engineering ramp

4.88/5

Avg eLearning rating

$500K

Budget managed

17

Sites coordinated

110+

Leaders developed

64

SMEs coordinated

20+

Concurrent initiatives

$50K

Under budget

Skills & Tools

Capabilities & toolkit

The operating skills and platforms behind the results.

Learning Operations & Governance

Program TransitionService DeliveryIntake & Request MgmtOperational GovernanceProcess StandardizationKnowledge TransferContinuous Improvement

Team & Resource Leadership

Team CoachingWorkload PrioritizationCapacity PlanningResource CoordinationQuality OversightEscalation ManagementService Continuity

Learning Technology & Analytics

LMS AdministrationComplianceWireLearnShareReach360Power BIInvGateSharePointWorkflow Automation

Stakeholder & Program Management

Client & Stakeholder MgmtCross-Functional LeadershipProgram ManagementChange ManagementRegulated LearningPerformance Consulting

Education

Academic foundation

🎓

Master of Education (M.Ed.)

Saint Leo University

Educational Leadership

📚

Bachelor of Arts (B.A.)

Saint Leo University

Elementary Education

Contact

Let's connect

Open to enterprise learning operations, L&D leadership, and organizational effectiveness roles. Send a note and I'll get back to you.

📍Jacksonville, Florida

🔗linkedin.com/in/amanda-eakins-med

🎯Learning & Development Leadership