Enterprise L&D · Organizational Effectiveness · Talent Development

Strategic leadership for workforce capability and performance.

I'm Amanda Eakins. I lead complex learning initiatives and organizational effectiveness programs across regulated, technical, and multi-site environments, connecting strategy to sustained execution for 900+ employees.

Learning OperationsLMS GovernanceComplianceWirePower BIInvGate
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95%+Adoption of centralized service platform
50%Reduction in engineering ramp time
9.4NPS for leadership development programs
4.88/5Average eLearning engagement rating

About

The bridge between strategy and delivery

I establish the intake workflows, governance, and technology ecosystems that allow L&D functions to scale. I coordinate work across a broad network of internal SMEs and external clinical contributors while partnering with HR, IT, Operations, Engineering, Sales, and Medical Education. By standardizing program handoffs and reporting, I ensure that learning initiatives drive measurable workforce readiness and operational performance.

Learning Operations

Building operating models, intake systems, and delivery processes that replace fragmented tracking with standardized request routing and prioritization.

Governance & Tech

Owning administration across enterprise platforms like ComplianceWire and LearnShare, ensuring content architecture and compliance standards.

Capability Building

Translating complex requirements into structured learning pathways that reduce time-to-productivity and close critical competency gaps.

Selected Operations

Strategic L&D Initiatives

Establishing governance and operational excellence across multinational manufacturing and educational environments.

01 · Service Delivery

Centralized L&D Intake Model

Centralized Service-Management Platform
KLS Martin Group · 900+ employees · InvGate Implementation

Built and governed a centralized service-intake model to replace fragmented email and project-tracking processes with standardized request routing and status communications.

Established prioritization frameworks, knowledge resources, and escalation paths, ensuring that learning services were aligned with business priorities across HR, IT, and Operations.

Adoption
95%+ platform usage
Satisfaction
5/5 internal rating
Efficiency
Standardized routing
Visibility
Real-time status
SERVICE ADOPTION · 900+ EMPLOYEES Legacy Intake Design Implementation Optimization 95% Adoption INTERNAL CUSTOMER SATISFACTION 5/5 Rating Achieved Target: 5.0 CONCURRENT INITIATIVES MANAGED: 20+
Centralized intake transformed service visibility and speed.

02 · Performance Development

Engineering Ramp-Time Optimization

KLS Martin Group · Technical Training · Regulated Manufacturing

Converted informal knowledge transfer into tiered competency levels and structured learning pathways for new engineering hires in a regulated medical device environment.

Designed targeted training regimens and defined release requirements to ensure workforce readiness while maintaining strict compliance standards.

Ramp Time
−50% reduction
Timeline
3 months vs 6
Engagement
4.88/5 rating
Assets
30+ audited
TIME TO PRODUCTIVITY (MONTHS) Legacy Optimized Legacy (6 mo)Optimized (3 mo) 50% FASTER TIME-TO-PRODUCTIVITY
Structured pathways halved the engineering onboarding cycle.

03 · Program Operations

District-Wide Testing Operations

Education Sector · 17 Sites · $500K Budget

Directed large-scale testing operations across 17 sites, managing staffing, training plans, scheduling, and materials distribution under high-accountability state requirements.

Established rigorous documentation and compliance protocols while managing fiscal cycles and cross-functional issue escalation for multi-site program continuity.

Budget
−$50K under plan
Scale
17 sites managed
Compliance
High accountability
Performance
+2 grade improvement
OPERATIONAL SCALE Sites17 total Budget$500K Savings$50K under Rating+2 grades FISCAL PERFORMANCE Planned$500K Actual$450K COMPLETED FISCAL CYCLE UNDER BUDGET
Operational efficiency delivered significant cost savings.

CORE COMPETENCIES

Learning Operations & Service Delivery

Program Transition & Operational Governance

Establishing the operating model and governance frameworks required for sustained execution and program scalability.

Learning Intake & Request Management

Standardizing request routing and prioritization to replace fragmented tracking with a centralized service model.

Process Design, Standardization & Documentation

Creating repeatable practices for program development, approval, and maintenance across all learning formats.

Team Leadership & Quality Oversight

Providing direction and coaching to L&D teams while ensuring quality standards across internal and external contributors.

Capacity Planning & Workload Prioritization

Balancing portfolio sequencing and resource availability to align L&D output with shifting business priorities.

Client & Stakeholder Management

Translating complex requirements into delivery timelines and serving as the primary partner to department leaders.

Escalation & Issue Resolution

Managing request routing and escalation paths to ensure service continuity and program performance.

Reporting, KPIs & Operational Analytics

Building dashboards that provide real-time visibility into workforce readiness and program effectiveness.

Workflow Automation & AI-Assisted Process Improvement

Optimizing intake and delivery through automation and continuous improvement of the learning ecosystem.

Change Management & Continuous Improvement

Driving adoption of new operating models and technology ecosystems across the enterprise.

Approach

Operational Philosophy

Standardize the Handoff

Program success depends on the transition from design to delivery. I create repeatable processes for documentation, facilitator readiness, and LMS setup.

Data-Driven Visibility

I build executive-facing dashboards that provide real-time visibility into workforce readiness, engagement, and program effectiveness.

Regulated Precision

In technical environments, compliance is non-negotiable. I audit assets and rationalize libraries to ensure quality and regulatory alignment.

Framework

The 6 D’s Framework

A repeatable approach I use to move business and workforce challenges from ambiguity to action, adoption, and continuous improvement.

  • Define — Clarify the business problem, desired outcome, scope, stakeholders, and constraints.
  • Diagnose — Examine the current state, available data, root causes, barriers, and performance gaps.
  • Design — Develop the future-state solution, experience, resources, and measures of success.
  • Decide — Align stakeholders, confirm priorities, secure approvals, establish ownership, and agree on resources, timelines, and trade-offs.
  • Deploy — Put the solution into practice with the right communication, tools, support, and adoption strategy.
  • Debrief — Evaluate outcomes, gather feedback, capture lessons learned, refine the approach, and determine what comes next.
The 6 D’s Framework
A structured approach to organizational effectiveness.

Experience

18+ Years of Program Leadership

2023 — 2026

Learning & Development Lead | Learning Operations, Governance & Technology

KLS Martin Group · Multinational Medical Device Manufacturing | 900+ employees
  • Built and led the enterprise L&D function, establishing the operating model, technology ecosystem, and governance for 900+ employees.
  • Implemented a centralized service-intake model in InvGate, achieving 95%+ adoption and a 5/5 internal customer satisfaction rating.
  • Managed a portfolio of 20+ concurrent initiatives across HR, IT, Engineering, and Sales, balancing resource availability and business risk.
  • Owned administration for ComplianceWire, LearnShare, and Reach360, ensuring content architecture and platform standards.
  • Reduced engineering ramp time by 50% through structured competency pathways and targeted training regimens.
  • Operationalized a leadership program for 110+ managers, achieving a 9.4 NPS and standardizing delivery across four cohorts.
  • Developed Power BI dashboards providing visibility into workforce readiness and a 4.88/5 average engagement rating.
2005 — 2022

Teacher, Dean of Students, Assistant Principal & MTSS Coordinator | Multi-Site Program Operations

Pearson Education | Coastal Connections Academy | St. Johns, Flagler & Putnam County School Districts
  • Directed multi-site operations and staff development across public and virtual school environments in high-accountability settings.
  • Led district-wide testing for 17 sites, managing a $500K budget and finishing $50K under budget while meeting state requirements.
  • Coordinated cross-functional teams for MTSS implementation, establishing intervention workflows and monitoring performance data.
  • Redesigned student-support workflows and data-review processes, contributing to a two-letter-grade improvement in school ratings.
  • Supported the launch of a virtual school program, establishing operational procedures, training protocols, and documentation standards.
Master of Education (M.Ed.), Educational LeadershipSaint Leo University
Bachelor of Arts (B.A.), Elementary EducationSaint Leo University

Skills & tools

Expertise

Learning Operations

  • Service Delivery & Governance
  • Intake & Request Management
  • Process Design & Standardization
  • Program Transition
  • Documentation & Knowledge Transfer
  • Capacity Planning
  • Quality Oversight

Technology

  • ComplianceWire & LearnShare
  • Reach360 & SharePoint
  • Power BI & Analytics
  • Learning Analytics
  • InvGate Service Management
  • Workflow Automation

Strategy

  • Organizational Effectiveness
  • Performance Consulting
  • Change Management
  • Capability-Gap Assessment
  • Stakeholder Management
  • Program Management
  • Technical & Regulated Learning

Leadership

  • Team Coaching & Direction
  • Cross-Functional Alignment
  • Cross-Functional Leadership
  • Resource Coordination
  • Escalation Management
  • Cross-Training & Service Continuity
  • Multi-Site Operations

Contact

Ready to scale your L&D operations?

I am a strategic leader focused on building the systems and talent programs that drive organizational performance. I am open to senior leadership roles in Enterprise L&D, Talent Development, and Organizational Effectiveness.

LOCJacksonville, FL
INlinkedin.com/in/amanda-eakins-med
RSPAvailable for enterprise L&D leadership