Rise & Shine

Like the first rays of sunshine painting the sky at dawn, the winners of Training magazine’s 2025 Emerging Training Leaders (ETL) Awards dazzle with their training brilliance; clarity of vision; emotional intelligence; and ability to inspire their learners, peers, and direct reports.

These 25 Learning and Development (L&D) professionals have been in the industry for 2 to 10 years and have propelled their organizations to the next level with their exceptional leadership skills, business acumen, and training instincts.

“In a profession being reshaped by artificial intelligence and an increasingly turbulent environment, each of the 2025 Emerging Training Leaders demonstrated deep expertise and a willingness to innovate to make the most of the challenges they face to help their organizations win,” notes ETL judge Ross Tartell.

All Emerging Training Leader candidates had to be nominated by co-workers or industry peers.

Training Editorial Advisory Board members and I judged the 71 nominations and chose the 25 winners based on the following factors:

• Took on at least one new responsibility in the last year

• Successfully led a large-scale training/learning and development initiative within the last year that required management/leadership of a group of people and resulted in the achievement of a corporate strategic goal (with behavior change/business impact results provided)

• Demonstrates specific leadership qualities (such as acts as a mentor/coach; adopts new technology; embraces and adapts to change; empowers employees; innovates; and thinks strategically)

• Has the potential to lead the Training or L&D function at an organization in the next 1 to 10 years

On these pages, you’ll find in-depth profiles of the Top 5 Emerging Training Leaders (in alphabetical order), plus shorter profiles of the other 20 Emerging Training Leaders. We also created a “To Watch” list, which features 5 up-and-coming professionals who are well on their way to becoming future Emerging Training Leaders.

8 YEARS IN TRAINING CHILDHOOD AMBITION: A Broadway actress

FAVORITE PHRASE OR MOTTO: “Pressure makes diamonds.”

FAMILY/PETS: “My wonderful family is anchored by my college sweetheart and husband, Kashun Davis. We’ve been married for 12 years and together for 18! We’ve been blessed with 3 amazing children, my “3Ms,” who are the light of our lives: our eldest brilliant daughter, Makenna (9); our sweetheart middle child, Malcolm (7); our 2-year-old gentleman, Myles; plus our 13-year-old first ‘child,’ Kojo, a beloved Pit Bull mix.”

ADVICE FOR THOSE ENTERING THE TRAINING FIELD: “Be Brave, Be Bold, Be Scientific. Brave because you must confidently sell the value of learning and development; you are a change agent and an innovator in talent who drives long-lasting results in any organization, and you must own that value. Bold in your methodology, recognizing that adult learners are complex; this requires you to take calculated risks, constantly research, and innovate approaches with the learner in mind. Finally, it is your duty to be a continuous student of your own business, deeply familiar with the advancements in cognitive and learning sciences. Recognize that dedicating your life’s work to the embedment and growth of others takes a special, selfless person—let that fuel your impact.”

Akisha Davis stepped up to a pivotal role as the key design and delivery lead for 5 critical sub-initiatives within Verizon Wireless’ Inside Sales Evolution (ISEVO) initiative. This major organizational transformation restructured Inside Sales into 3 specialized tracks as it aimed to reduce variability in agent performance, improve the quality of leads entering the Inside Sales funnel, and increase outbound close rates. Davis led a team of 6 trainers and provided support to 3 senior directors, 650 frontline agents, and the Operations team within Verizon’s ISEVO initiative, where she spearheaded the delivery efforts of a team of 26 trainers.

Simultaneously, Davis was the project delivery manager for all of Inside Sales. She implemented effective go/no-go protocols, championed feedback integration to drive value, cultivated stakeholder buy-in, collaborated on content reviews, and fostered strong engagement with field leadership. This major project touched 2,000 employees. Post- ISEVO, Verizon observed significant results, including a 61% increase in post-phone close percentage; an addition of 2,325 post-pay phone adds; and a 1.17 increase in phones per rep FTE.

A key aspect of Davis’ role involves extensive collaboration across various organizational pillars, such as Operations, Communications, Human Resources, field senior leaders, and the Verizon Design team. Nominator Tristin Boro, director, Learning & Development, Verizon, notes that “Akisha strategically elevated delivery subject matter experts/leads to provide crucial insights to design leads, ensuring real-world applicability. This led to the implementation of a new readiness process, seamlessly integrating Design and Delivery teams.” She adds, “Akisha’s dedication to stakeholder engagement and proven ability to lead through transformation are crucial leadership qualities. Her blend of strategic thinking, execution excellence, and focus on people development makes her a strong candidate to lead and excel within an L&D function.”

8 YEARS IN TRAINING CHILDHOOD AMBITION: “I wanted to be an astronaut. I didn’t end up going to space, but I did find a way to explore something just as vast— human potential and leadership.”

FAVORITE PHRASE OR MOTTO: Phrase: “Leadership is not about titles, it’s about impact.” Motto: “Lead with purpose, listen with empathy, and act with integrity.”

FAMILY/PETS: “I have a blended family of 5 children, ranging from ages 4-24, 2 dogs, 2 cats, and 14 ducks.”

OUTSIDE INTERESTS: “I’m passionate about giving back through community service and mentoring young adults from underserved backgrounds. Having experienced the impact of Hurricane Katrina on my own family, I’m committed to supporting disaster relief efforts. I love traveling, discovering new foods, spending time with loved ones, and scuba diving.”

ADVICE FOR THOSE ENTERING THE TRAINING FIELD: “Stay curious and people centered. Effective training isn’t just about delivering information, it’s about creating experiences that inspire growth and lasting change. Listen deeply, adapt often, stay empathetic, and never stop learning from your participants.”

In his role as director of Global Leadership Development and Coaching at Dynamic Global Consulting Group, Dan Geske directly supports and influences 10,000+ employees across geographically dispersed locations and remote teams. In the last year, Geske took on multiple high-impact responsibilities to meet the needs of key clients.

At Colorado Car Care, he assumed the dual role of director of HR, Training, and Leadership Coaching, serving as an external consultant. There, he led the development and implementation of behavior-based coaching systems, onboarding, and skills training rooted in Behavioral Intervention Plan (BIP) methodology. The systems led to a 35% decrease in employee turnover in the first 90 days, 28% improvement in onboarding time to competency, and 15% increase in customer satisfaction due to better-trained frontline staff (as measured by post-service surveys).

With Pasco-Hernando State College, Geske led institutional-wide diversity, equity, inclusion, and belonging (DEI&B) and faculty development initiatives across multiple campuses. This collaboration resulted in a shared learning platform that boosted faculty satisfaction scores by 22%.

For aerospace company Chromalloy, he consulted, designed, facilitated, and coached its frontline leaders program across the Americas and Project Management Development program across North American and Latin American locations.

At Dynamic Global Consulting Group, Geske created a succession planning framework and a coaching program for high-potential managers across 3 continents. Within a year, 9 individuals were promoted into leadership roles, with several citing his coaching as critical to their growth.

“Dan combines expertise in behavioral science, coaching, and enterprise learning strategy with a proven track record of measurable outcomes,” says nominator Laida Every-Lopez, president, Dynamic Global Consulting Group. “His ability to integrate performance analytics with inclusive, scalable training solutions positions him as a transformational L&D leader.”

Lemonade Insurance Company (managed 6-15 stakeholders for programs) B.A., Spanish Linguistics, B.A., Anthropology, Arizona State University; M.A., Museum Studies, Johns Hopkins

5 YEARS IN TRAINING CHILDHOOD AMBITION: Fashion designer

FAVORITE PHRASE OR MOTTO: “Words are our most inexhaustible source of magic.”
—Albus Dumbledore, “Harry Potter”

FAMILY/PETS: “Cool auntie to 2 nephews and cat mom to Blu.”

OUTSIDE INTERESTS: Art, travel, reading, Orange Theory workouts

ADVICE FOR THOSE ENTERING THE TRAINING FIELD: “As you grow, so does your ability to inspire. Keep learning, embrace challenges, and lead by example.”

In taking on strategic program design, multi-team leadership, stakeholder management, and an innovation-focused approach to training, Jackie Martin moved from a delivery-focused training professional to a key architect and integrator in Lemonade Insurance Company’s vendor management and onboarding ecosystem.

In the past year, Martin evolved from leading training sessions to managing, mentoring, and directly overseeing both internal pillar teams and diverse vendor training teams. She now manages a pillar team of 5 internal training specialists and oversees vendor training teams of 6-10 facilitators/managers across 2 major business process outsourcing (BPO) organizations. She was entrusted with architecting and launching a new vendor training framework for the CLX initiative, moving from facilitator to the strategic lead responsible for end-to-end program design and rollout. The program trained 228 new hires across 3 vendor partners and 3 geographic regions (North America, Africa, Latin America). As a result of the program, average agent time to proficiency dropped from 6.5 weeks to 3.9 weeks; first-call resolution (FCR) among new vendor agents reached 82% within 90 days, a 10 percentage point improvement over prior cohorts; onboarding attrition for vendor agents decreased by 50%; and customer satisfaction scores for vendor-handled interactions increased from 4.3 to 4.6 (on a 5-point scale).

Martin also pioneered a series of interactive Trainer Development Sessions tailored for Lemonade’s vendor trainers. She created immersive workshops featuring real-world scenario simulations, live peer coaching, collaborative troubleshooting, and feedback loops using quick digital surveys and post-session debriefs. As a result, time-to-readiness for vendor trainers decreased by 28%.

Within her pillar, Martin began informal mentoring for team members, helping to create and track individualized development plans. Some 83% of her training reports took on increased responsibilities. Under her leadership, team members delivered 100% of assigned projects on or before deadline for 3 straight quarters.

“Jackie is both an empowering mentor and a catalyst for innovation, building high-performing, agile teams who feel truly supported and challenged,” says nominator Moe Bonham-Kilgore, senior manager, Customer Learning, Lemonade Insurance Company. “Her success in leading across geographies, integrating new technologies, and managing stakeholders from frontline to executive levels shows the adaptability and influence required for senior leadership.”

EPAM Systems (10 direct reports) Master’s, University of Maryland

8 YEARS IN TRAINING CHILDHOOD AMBITION: “Since childhood, I have been inspired by the transformative power of teaching.”

FAVORITE PHRASE OR MOTTO: “Traveler, there is no path, the path is made by walking.” —Antonio Machado. “This quote reminds me that growth and progress are not pre-defined—they are created through action, learning, and persistence. It beautifully captures the essence of lifelong learning and self-discovery.”

FAMILY/PETS: “I live with my partner and our 2 wonderful children, who keep life vibrant and full of joy. Last year, we excitedly welcomed a new furry member into our home—a dog for Christmas!”

OUTSIDE INTERESTS: “I’m a regular gym goer. I’ve also developed a passion for bouldering, which not only helps me train my stamina but also challenges me to push my limits and conquer new heights, both literally and metaphorically. It’s a hobby that mirrors my professional philosophy: Every climb is a step toward growth and achievement.”

ADVICE FOR THOSE ENTERING THE TRAINING FIELD: “Stay hungry. Cultivate a sense of drive, be eager to discover, and remain endlessly curious about new ways to facilitate learning and development. Always approach your work with passion and energy and take ownership of everything you do. When you embrace learning as a lifelong journey— for yourself and for others—you’ll unlock incredible opportunities to make a meaningful impact.”

Nastia Padvishenskaya took on several critical new responsibilities that contributed to EPAM Systems’ strategic transformation in the last year. As head of Learning and Development for the EMEA region, she now oversees talent development for 25,000+ employees across 30+ strategic locations.

Padvishenskaya also became the L&D partner for the Mergers and Acquisitions function, addressing key challenges such as cultural integration, employee retention, and improving onboarding for acquired talent.

In addition, Padvishenskaya led the development and implementation of a global program that formalized L&D partnering with key client accounts. This included identifying priority accounts in collaboration with senior leaders, assigning and onboarding dedicated L&D partners, and establishing a standardized model for request intake and service delivery.

She spearheaded the AI Upskilling Program that trained 22,285. One of the core elements of the blended program was the GenAI Solutions Development Bootcamp, which mimicked real-world projects and included live expert guidance, peer collaboration, and final demos for senior leadership. Learners also used the AI-powered Leap Platform to practice with curated tools in a secure environment. Some 30% of bootcamp graduates were placed on live client projects involving AI, and the training supported a 15% increase in AI-related presales over the last year.

Under Padvishenskaya’s leadership, overall team efficiency increased by 23% by the end of 2024. 11 of her 25 team members took on new responsibilities. Additionally, 5 team members received title and level promotions within the same year.

“Nastia leads with a servant leadership mindset, growing her team by giving them ownership, supporting their development, and ensuring they are aligned with business priorities,” says nominator Ina Novikava, director, head, L&D Global, EPAM Systems. “She brings structure and clarity to complex initiatives and translates business needs into learning solutions.”

Homebridge/NftyDoor (managed 1) Bachelor’s of Business, University of Phoenix (2027)

8 YEARS IN TRAINING CHILDHOOD AMBITION: Recording artist

FAVORITE PHRASE OR MOTTO: “Never stop learning, never stop dreaming.”

FAMILY/PETS: 2 daughters and 3 cats

OUTSIDE INTERESTS: Singing, reading, going to Disney parks.

ADVICE FOR THOSE ENTERING THE TRAINING FIELD: “Training isn’t about teaching what you know—it’s about inspiring others to discover what they can do. Lead with empathy, stay curious, and never stop learning. Make every session memorable by connecting hearts.”

In the last year, Nikki Pinon led the creation and implementation of a company-wide MLO onboarding system, which streamlined training for 27,000+ mortgage loan officers (MLOs). Featuring videos, role-plays, simulations, and assessments in cohort-based virtual instructor-led sessions and self-paced eLearning, the MLO Accelerator Program trained 14,250 mortgage loan officers nationwide. Results included an 18% improvement in compliance assessment scores; 21% increase in average MLO production within 90 days; and 32% reduction in onboarding time.

“Nikki’s ability to manage high-volume, high-stakes onboarding efforts ensured a seamless transition for our clients and directly supported the company’s explosive growth—scaling more than 10x over the year,” notes nominator Frank Perugini, director, Operations, HomeBridge Financial Services. “Nikki’s leadership in this area helped turn training into a strategic advantage, accelerating adoption, productivity, and client satisfaction at scale.”

Pinon also introduced a new AI-driven analytics dashboard to measure training ROI across verticals and personally spearheaded a cross-functional curriculum to align sales training with regulatory changes, driving faster compliance and boosting key performance indicators (KPIs).

Following Pinon’s implementation of modular, customizable training and the adoption of a new video-based learning platform, training turnaround time for private-label clients decreased by 30%, enabling faster go-live timelines. Additionally, training delivery capacity increased by 40% without additional headcount, thanks to her scalable content model and enhanced self-service tools. This shift also led to a 20% reduction in internal support team time spent on follow-up questions.

Pinon established a peer coaching program in 2024 that matched new trainers with senior team members. 5 of her team members were promoted in 2024, and 9 team members took on expanded roles or cross-functional projects. Training team productivity increased 22% year over year, based on course output and learner coverage. Attrition in Pinon’s department dropped to 0% in 2024.

“Nikki exhibits the vision, execution, and cross-functional leadership required to helm an enterprise-level L&D organization,” says nominator Mark Schacknies, managing director, NftyDoor. “Her initiatives have scaled nationwide, driven measurable business impact, and transformed how NftyDoor educates its workforce.”

Adds nominator Lauren Card, manager, Partnerships and Growth, Homebridge, “Nikki transforms how people think, learn, and adapt. She doesn’t just develop training programs, she builds cultures of continuous improvement.”

Netsmart (5 direct reports) B.S., Information Systems, St. Joseph’s College

2 YEARS IN TRAINING

Ariel Antelo successfully led the transition from instructor-led training to eLearning for both Netsmart employees and clients in just 3 months. He managed a team of trainers and developers as they created new eLearning content for 5,000+ learners throughout the U.S. The initiative resulted in a 20% increase in client training completion rates and a 15% improvement in learner satisfaction scores. Additionally, support ticket volume related to basic navigation and product usage decreased by 15%. In 2024, under Antelo’s leadership, 3 team members were promoted to more senior roles within the Client Learning team. Team productivity, measured by the number of completed training modules and client engagements, increased by 12% year-over-year. “Ariel possesses the rare combination of strategic vision, technical expertise, and people-centered leadership that defines a future leader in the training and development field,” says nominator Heather DelaCruz, eLearning developer, Netsmart. “He consistently demonstrates a deep understanding of how learning impacts business outcomes. Ariel not only delivers results—he elevates the people and processes around him.”

ALISON BREWER, GTM Product L&D

Indeed (managed 5-10) B.B.A., University of South Florida; Master of Business Intelligence and Data Analytics, American Sentinel University

8 YEARS IN TRAINING

Alison Brewer tackled a tremendous amount of change in a short amount of time at Indeed, including multiple headcount reductions, a team reorganization, manager and team changes, and building new partnerships quickly across go-to-market (GTM). She led a multi-month exercise to brainstorm and recommend back to the business the new name for her team, Global Leadership Enablement (GLE), and its mission statement, ultimately acting as the “inventor” of the team’s focus areas and scope of work. She now manages Indeed’s GTM leadership enablement strategy for coaching and managing team success across the company’s Sales and Client Success organizations. For its mid- and upper mid-market sales segments, Indeed saw a .13% uplift in revenue for the reps and teams who are coached by their leaders using Gong scorecards vs. those teams not coached. “What stands out most about Alison are the vital leadership traits she possesses: collaborative, communicative, curious, organized, data driven, and forward-thinking,” says nominator Jackie Clifford, manager, L&D – GTM Leadership Enablement, Indeed. “She is always looking for ways to align us to the business and show L&D’s true value.”

Maybourne Beverly Hills (supported 540+) Bachelor’s, Hospitality Management, University of Nevada

4 YEARS IN TRAINING

In the past year, Isabel Chua expanded her role significantly, taking on responsibilities across both Learning & Development and Human Resources Operations at Maybourne Beverly Hills. In first quarter 2025, she was promoted to director of L&D and received the Annual 2024 Colleague of Distinction Award for her contributions. In the absence of an HR coordinator/generalist, Chua provided day-to-day operational support, led performance appraisal efforts that increased timely submissions by 14%, and partnered with the Security team to implement the California Workplace Violence Prevention Program. She designed and completed the hotel’s first full cycle of the Emerging Leaders Program, which achieved a 100% promotion rate for its participants for the 2024 cohort. Chua also led the hotel-wide Maybourne Mindset Training, training 450+ colleagues on Forbes 5-Star standards, leading to the hotel increasing its score by 3.25% from the previous year. “Isabel’s strategic thinking, creativity, and ability to execute have earned her recognition and results across all levels of the hotel,” notes nominator Brent Morris, director, Human Resources, Maybourne Beverly Hills Hotel. “She brings heart, rigor, and vision qualities that will make her an exceptional leader in any organization’s learning strategy.”

7 Brew Drive Thru Coffee (1 direct report) B.A., Communication, University of Arkansas

7 YEARS IN TRAINING

In the past year, Lexi Danos took on a range of new, high-impact responsibilities that significantly contributed to 2 fast-growing restaurant brands. At Slim Chickens, she led a major training and communications initiative for a system-wide menu refresh and communication launch for 6,000 team members. This included designing interactive eLearning modules and a gamified recipe builder. After the rollout, average ticket times improved by more than 1 minute per order, confirming that the simplified menu and training impacted back-of-house efficiency. In April 2025, Danos transitioned into a new role as the inaugural senior manager of Content Design at 7 Brew Drive Thru Coffee. One of her most critical new responsibilities has been leading the communication and training strategy for a major point of sale system (POS) and tech stack transition across 400+ locations in 34 states. “Lexi is very much a visionary and a talented L&D leader who can take any organization and staff she is associated with to the next level,” says nominator Tonya Chuculate, instructional designer, FleetPride. “She looks at the overall situation and provides solutions for long-term benefits and profitability.”

IACET (International Accreditors for Continuing Education and Training) (managed 32) B.A., History, Southeastern Louisiana University; Master’s, Military History, Norwich University

7 YEARS IN TRAINING

Bradley A. Davis was promoted to VP of Learning Strategy in October 2025 at IACET (International Accreditors for Continuing Education and Training). This followed a March 2024 promotion to director of Content & Training, after which he assumed ownership of all non-accreditation learning events, which include 14+ programs, 3 annual virtual symposia, and a global conference track. Davis also standardized IACET’s content creation processes from in-person coursework to facilitated flipped classroom hybrids, resulting in a 46% increase in organizational media exposure and a 10% decrease in course build cycle time on repeat client engagements. In addition, he now leads the development of a competency-based curriculum for the Quality Learning Professional (QLP) Framework slated for fiscal year 2026 launch. “Bradley blends authentic connection with outstanding results, consistently inspiring innovation, energy, collaboration, and forward momentum,” says nominator Norina L. Columbaro, Talent Development leader, Performance for Life, and IACET commissioner/ chair of the Grover J. Andrews Research Award Committee. “I’m excited to see his continued success as he guides people and organizations toward a future where learning is more accessible, inclusive, and impactful.”

A.O. Smith Corporation (trained 100+ during training sessions)

6 YEARS IN TRAINING

In 2024, Fernando “Nando” De Sousa Arocha led the development of a new structured onboarding and role-specific training program that integrated self-paced eLearning, live virtual instructor-led training, in-person workshops, mentorship, and gamification. As a result, time-to-productivity decreased by 30%, new hire attrition during the first 90 days dropped by 18%, first-year retention rates increased by 12%, sales team performance improved by 18%, and customer satisfaction scores rose by 6%. De Sousa Arocha also led the implementation of a new learning management system and shifted from static PDFs to interactive training modules, which helped increase training completion rates by 28% and tracking/reporting accuracy by 35%. In addition, 3 colleagues he mentored through informal coaching and project-based collaboration were promoted to higher roles in customer success, training, and operations. “Fernando consistently elevates those around him and drives real business impact through his mentorship and leadership,” says nominator Sayra Hernandez, Customer Service supervisor, Aquasana (A.O. Smith). “His ability to align training strategies with business objectives and improve employee engagement positions him favorably for higher leadership roles.”

PPD, clinical research business of Thermo Fisher Scientific (managed cross-functional training teams of 15-20 across global projects) Bachelor’s, Business Administration and Human Resources, and Master’s, Project Management, Universidad Panamericana, Mexico

4 YEARS IN TRAINING

Mirna F. Delgado Cerecedo took on the new responsibility of leading the Learning Project Management Office (LPMO) at PPD, clinical research business of Thermo Fisher Scientific, last year. This office supports a community of 18 project managers (PMs) located across 7 countries and across learning operations, production, and support functions. She played a critical role in onboarding and mentoring new project managers, increasing the department’s project capacity by 20%. Delgado’s mentorship of 3 new PMs with no prior experience resulted in them managing live projects within 60 days, compared to the usual 90 days. Delgado also served for the first time as co-project manager for a high-visibility international learning initiative for a major external client. Due to her excellent work, the client requested Delgado to lead a new parallel initiative for a global client network meeting. Notes nominator Tsvetanka Mavrodieva, principal Learning specialist, PPD, clinical research business of Thermo Fisher Scientific: “Mirna’s proactive approach, strategic thinking, and ability to lead multiple international efforts concurrently highlight her potential to drive impactful, large-scale initiatives, positioning her as a strong candidate for future leadership roles.”

Detroit Chassis/formerly Stellantis (managed 120+ during workforce development and training initiatives; supervised and coached teams of 10-15 direct reports) B.A., Psychology, Wilberforce University; M.S., Psychology University of Dayton; M.S., Organizational Development, and Ed.D., Leadership Studies, Bowling Green State University

10 YEARS IN TRAINING

In the last year, Lamandren Derrick assumed leadership of a large-scale organizational transformation project at Ground Effects LLC. This included designing and launching an enterprise-wide leadership development strategy. He also introduced an employee engagement framework that contributed to measurable productivity and retention gains. Derrick spearheaded the Stellantis People Development Pillar Transformation that trained 3,000+. The custom-built hybrid training was anchored in world-class manufacturing pillars and lean metrics. It achieved a 14% productivity lift, 6% reduction in rework, and 11% improvement in audit scores. Derrick also launched a peer-to-peer coaching initiative at Stellantis; 14 of his direct reports have assumed higher roles since 2023. He orchestrated a cross-functional collaboration model that reduced onboarding time by 30% and increased new hire retention by 15%. “Lamandren possesses a rare combination of vision, versatility, and velocity,” says nominator Clarence Presley, Operations manager, Stellantis. “He doesn’t just manage training—he transforms it.”

Verizon (led 23 during a training initiative) MEd, Instructional Design and Technology, Strayer University

9 YEARS IN TRAINING

In the last year, Laura Emmert reimagined Verizon’s new leader onboarding experience, integrating scalable, personalized, and AIsupported learning paths that are accelerating leader readiness and improving the learner experience. Emmert spearheaded the rollout and implementation of the Case Management strategy, which aims to help improve the customer experience by empowering Verizon agents to seamlessly and consistently support customers with connected interactions, transactions, events, and insights. The training resulted in a 14% improvement in on-time resolution of cases and a 1% reduction in repeat calls. She also took on the responsibility of prioritizing, authoring, and launching help files, which previously was dispersed across a team of 7. Emmert consolidated the effort across 2 designers. “Through both formal and informal coaching, Laura helps uplift the capabilities of those around her, ensuring the growth and recognition of others—locally and globally—remains a core part of her leadership approach,” says nominator Christy Jones, director, Learning & Development, Verizon. “Laura’s work is not only advancing our learning strategy today—it is shaping the future of leadership development for our organization.”

MJHS Health System (managed 153) A.S., Business Administration, Kingsborough Community College; B.S., Business Management, Medgar Evers College

10 YEARS IN TRAINING

In the beginning of 2024, Tamera George spearheaded the launch of the MJHS Leadership Certification Program and incorporated a program advisor role for the first time. Launched as a program for new leaders, it quickly became a program for leaders at all levels. Some 70 leaders have graduated the program, with 39 becoming MJHS Certified Leaders. In 2024, the number of leadership positions filled by internal candidates increased by 22%, accounting for 88 positions over the previous year. By shifting from a vendor-dependent model to one facilitated by internal resources—including executive leadership—George shortened the duration from a 1-year commitment to 6 months, and reduced participants’ required time commitment by 9.5 hours. “Tamera has developed a strong passion for helping others grow, especially in leadership,” says nominator Shannon Kaidoo-Patrick, senior director, Learning & Career Development, MJHS. “After transitioning from Sales to the Learning & Development team, she discovered a deeper world of opportunity and eagerly embraced it. Her visibility and credibility have grown, and she’s inspired both new and seasoned leaders to elevate their impact.”

JLL (3 direct reports + led 4 for training initiatives spanning 3 accounts)

4 YEARS IN TRAINING

Cassi Godfrey’s role at JLL expanded in 2025 to include two global clients, Genentech and Pfizer; the scope of work includes 1,000+ staff and suppliers each. She also hired 2 new staff and became a People manager. Godfrey supports all business functions, including HR, Engineering, Facilities, Finance, and Procurement across 4 global regions. She led the Technical Skills Assessment (TSA) for Trades Technical Staff, implementing a “Site Criticality Score” to help upskill and close skill gaps. The program impacted 1,000 staff in full rollout and resulted in a 20% increase in scope in the account where the assessments were implemented. Godfrey changed the culture of training and learning on her accounts, improving compliance training figures from 1,200 overdue training courses to less than 50, which helped JLL achieve a 5% increase in management fees (compliance percentage impacts management fees). “In 2.5 years, Cassi has grown from an individual contributor to a manager,” says nominator Chris Engel, senior director, Learning & Development, JLL. “She is dedicated, well-liked by her peers and management, and continually improves— indeed, she is the key star on the Training leadership team for her ideas on using AI and other new technologies and balancing them out with return on investment.”

BankWest (led 15 on training initiatives)

3.5 YEARS IN TRAINING

Ivey Kanarick-Godinez took on the role of facilitating Universal Banker (UB)-Business, UB-Personal, and UB-IRA/HSA account opening training programs at BankWest in the last year and added the responsibility for UB-Consumer Lending training in June 2025. These training programs are related to deposit account opening. In 2024, the bank saw 3.3% growth of average deposits, year over year. Of this growth, the UBs who attended UB-Personal and UB-Business Account opening in 2024 contributed 4.67% of total average deposits. Kanarick-Godinez also spearheaded Service Etiquette training for 300 employees, which led to 4,500 prospecting (sales calls); 1,714 referrals; and 5,513 recommendations. Kanarick-Godinez led the development of the Epic Committee, which organizes and promotes Team BankWest volunteer activities, social activities, events, and initiatives that contribute to a positive and engaging workplace culture. “Ivey’s ability to think creatively and implement effective solutions sets her apart as a leader,” says nominator Becky Burke, VP, Learning & Strategic Development, BankWest Inc. “She is frequently sought out by peers for guidance on tackling complex problems. Her willingness to collaborate, share knowledge, and provide support ensures overall team cohesion.”

Indeed (led 2) B.A., Communications, University of Connecticut

9 YEARS IN TRAINING

Brittany Hannan stepped into several high-impact strategic responsibilities at Indeed in 2024. She led the enablement strategy for the Featured Employer 2025 launch, which reached 4,235 learners. Refreshed annually, Featured Employer is Indeed’s rewards program that combines job advertising with employer branding to help clients attract top talent more effectively. Some 4,868 deals were activated in the Featured Employer deal hub, generating an ROI of 2,746% based on just the realized revenue at 90 days post-launch. Hannan also assumed ownership of the Go-to-Market (GTM) SteerCo process—a cross-functional planning mechanism. Over the past 2 years, Hannan has mentored 4 senior specialists across AMER and EMEA through 40+ unique GTM launches. In the last 2 cycles, they all received “Strong” or “Exceptional” ratings in their bi-annual performance capability evaluation. “Brittany is a trusted mentor and collaborator, known for uplifting others, fostering autonomy, and scaling best practices,” says nominator Krysten D’Amato, senior manager, Learning & Development: Products, Indeed. “She is poised to lead with the same clarity, empathy, and strategic mindset that have already made her a linchpin in our organization.”

Blue Sprig Pediatrics (4 direct reports) B.A., English and Communication, University of Missouri; M.S., Behavior Analysis and Therapy; Southern Illinois University

6 YEARS IN TRAINING

Rachel Huckfeldt serves as the director of Instructional Design & Implementation at Blue Sprig Pediatrics, a national provider of applied behavior analysis (ABA) services. She is responsible for the design, delivery, and optimization of all clinical training initiatives, including The Blue Sprig Behavior Analyst Internship Program, which is delivered through a blended, competency-based model. The first-time Board Certified Behavior Analyst exam pass rate rose from 67% in 2024 to 86% in 2025; 95% of interns who passed the exam in 2025 were offered clinical supervisor positions, and all accepted. In the past year, Huckfeldt took on the creation and implementation of the RBT Career Path to support the growth, retention, and competency of Registered Behavior Technicians (RBTs). “Rachel’s ability to scale training, align cross-functional teams, and ensure consistent quality across geographies has made her a pivotal leader in sustaining Blue Sprig’s commitment to clinical excellence and workforce development,” says nominator Amanda Fullbright, SVP, Learning & Performance Development, Blue Sprig Pediatrics. “Rachel leads with empathy and clarity, empowering her team to grow while maintaining a culture of accountability and innovation.”

ASTM International (2 direct reports and oversaw 5 consultants) Bachelor’s, Public Policy, College of William and Mary; M.Ed., Instructional Design, Western Governors University

5 YEARS IN TRAINING

Athena Huss created a 5-year strategic plan and comprehensive product roadmap for ASTM International’s OnDemand Solutions training offerings, including next-generation interactivity in online technical training. She also designed a content strategy tailored to the Latin American market that aimed to increase OnDemand training offerings for energy and construction material testing. As of June 2025, 6% of OnDemand’s training revenue was a result of this effort; the company expects that percentage to rise to more than 25% this year. In addition, Huss led the evaluation process for and transition to a new learning management system. This resulted in a 40% increase in learner satisfaction scores and a 25% boost in course completion rates within the first 3 months. “Athena’s thoughtful approach, collaborative style, and commitment to quality position her to lead at a higher level,” say nominators Meghan Conan, program manager, Live Training, and Cecily Dodge, eLearning developer, ASTM International. “She has both the strategic mindset and the operational discipline to direct a training function that delivers lasting impact across the organization and beyond.”

Amazon.com (Amazon Air Network Control Center) (led 130) B.S., Aeronautics, Kent State University

4 YEARS IN TRAINING

Connor Lozier took on several responsibilities that significantly impacted the Amazon Air Network Control Center’s (NCC) training and development infrastructure in the last year. As the architect of the on-the-job training (OJT) infrastructure, he led the implementation across 6 critical departments within the NCC, the central nervous system of Amazon’s global air cargo operation that manages a fleet of 100 aircraft. The training resulted in a 40% reduction in Air Disruption Management OJT time. In addition to founding and launching the Talent Development Academy, Lozier developed the Learning and Personality Profile (LPP) system, which revolutionizes the onboarding process by combining learning preference analysis and behavioral assessment tools to create personalized learning experiences. Lozier also pioneered the implementation of an AI-powered chatbot to provide 24/7 support for employees’ training-related queries, reducing response times by 80%. “Connor’s track record of achieving measurable business impacts through training initiatives demonstrates his ability to align L&D functions with broader organizational goals,” says nominator Andrew Cooper, senior program manager, Learning and Development, Amazon Air (Amazon.com). “His collaborative nature highlights his ability to build strong relationships and foster a culture of continuous learning.”

Jack in the Box (7 direct reports)

8 YEARS IN TRAINING

Lisa McClure leads the strategy, design, and execution of training programs for Jack in the Box, a nationwide restaurant organization supporting 60,000+ employees. Last year, McClure oversaw the launch of a back-of-house training program to support the rollout of Jack in the Box’s new back-office software and hardware systems to 55,000 employees. McClure also spearheaded the development of a digital New Market Playbook, a guide for navigating the complexities of launching in a new market. Each year, Jack in the Box supports the No Kid Hungry cause. Traditionally, the training team contributed by providing printed job aids for cashiers to prompt guest donations at the register. Last year, McClure replaced the aids with a special training video that helped team members understand how they could make a difference. Team Jack raised $1 million for the first time ever for the program, achieving a 56% year-over-year increase. “Lisa consistently demonstrates strategic vision, adaptability, and executional excellence,” says nominator Natalie Trzcinski, senior director, Operations Process & Training Development, Jack in the Box. “She creates an environment that encourages ownership, builds confidence, and empowers individuals to contribute at their highest level.”

Amazon.com (Amazon Air Network Control Center) (led 130)

3 YEARS IN TRAINING

Chip Poppe’s expanded role at the Amazon Air Network Control Center (NCC) in the last year encompasses 3 critical areas: new hire development, emergency response advancement, and cross-facility collaboration initiatives. For the new hire onboarding experience, he redesigned the Welcome Week program. His initiative to integrate site tours across 5 different Amazon facilities provides new hires with an end-to-end understanding of Amazon’s operational ecosystem. Poppe developed and implemented an emergency response program that includes streamlined backup site procedures and multi-scenario virtual training for active shooter response. In addition to 0 incidents of non-compliance with new procedures, the training resulted in an 87.5% reduction in backup site equipment setup time. Poppe spearheaded an expanded Exchange Program, a first-of-its-kind initiative that provided a new framework for cross-site learning and collaboration. Says nominator Andrew Cooper, senior program manager, Learning and Development, Amazon Air (Amazon.com): “Chip has demonstrated exceptional readiness to lead Training and L&D functions through his innovative approach to program development, proven ability to drive organizational change, technical acumen, and commitment to developing others.”

Stillwater Hospice (2 direct reports; led the educational and training initiatives of approximately 180 staff) B.S.W., Taylor University; M.S.W., Indiana University

3 YEARS IN TRAINING

While Jeni Riley’s main focus is on managing the education needs for all non-nursing disciplines and departments at Stillwater Hospice, she also helps to develop education programs for all 180 employees and 150 volunteers. In the last year, she redesigned Stillwater Hospice’s Perfect Visit Model that aims to standardize care and improve customer satisfaction and helped to develop and implement the Clinical Ladder for career development. These programs have resulted in Stillwater Hospice’s quality score increasing to a 4-star rating and current voluntary turnover dropping a full percentage point. Riley also oversaw the creation and implementation of the Stillwater Hospice Simulation Program, including integrating new equipment such as a high-fidelity AI-enabled manikin. Since the simulation program implementation, caregivers’ willingness to recommend the agency to others improved by 3.5%. “Jeni joined our team in a merger with her previous agency. She took on the role of educator graciously and skillfully and has embraced every change thrown at the team,” say nominators Heidi Buffenbarger, COO, and Lynn Herman, Clinical Compliance specialist, Stillwater Hospice. “She is an innovative thinker and a valuable mentor to her peers.”