Four projects at Uber: clearer compliance priorities, self-service support for learning administrators, practical skill-building support for managers, and cultural values embedded in new-hire onboarding.
01 / 04 LMS Governance
01 / 04
LMS Governance
LMS Governance
Employees were overwhelmed by LMS messages about required courses, especially new hires. With no clear priorities, completion rates for legally required training suffered. Newly hired individual contributors received up to 21 emails in their first week; newly hired managers received up to 25.
My role · Learning Systems Manager
I designed and implemented a process to reduce system noise, aligning multiple departments around the solution. Through user research, I created new-hire IC and manager personas to make the problem tangible for stakeholders. I then developed a two-part solution: course triage based on the legal and financial risk of non-compliance to determine what was required within the first 90 days, and a ServiceNow-powered dashboard showing employees and managers which courses needed attention.
Measured result · within one year of launch
20% increase in compliance rates for high-priority courses.
4 selected slides · original order
01 / 11
LMS Governance
02 / 04
LMS Admin Upskilling
LMS Admin Upskilling
Uber’s globally distributed LMS administrators faced a complex platform and a long ramp-up to technical proficiency. Routine questions regularly escalated to my team, while high-visibility errors—such as enrolling users in the wrong courses—occurred weekly.
My role · Program Manager, On-Demand Learning
My task was to reduce platform noise and the time my team spent on basic support requests. I analyzed common errors, escalation patterns in Slack and the ticketing queue, and existing training. The materials were confusing and hard to access, and admins could not reasonably retain every platform detail. I redesigned training as a topic-organized reference handbook rather than a one-time event, then fed it into a Slack-powered chatbot. Admins now had two self-service resources to find answers without escalating to my team.
Measured result · the following quarter
43% reduction in LMS administrator ticket escalations during the quarter following launch.
6 selected slides · original order
01 / 42
Learning
01 / 02
Slackbot setup · Uber Learning Admin Bot
03 / 04
Skill Coach Pilot
Skill Coach Pilot
Uber employees valued growth and wanted development support from their managers, but internal surveys showed they were dissatisfied with the support available. Busy managers needed a scalable, low-lift way to hold skill-building conversations with their direct reports.
My role · Program Manager, On-Demand Learning
I identified Skill Coach within Degreed, Uber’s Learning Experience Platform. It uses employee and manager input to show the skills a team most needs and lets managers assign skill-building resources. I recruited volunteers through the #managing-at-uber Slack community and launched a six-week pilot to evaluate the tool. I created a step-by-step manager playbook with weekly assignments and sample communications for their teams.
Measured result · pilot participants
Pilot participants’ reported confidence supporting direct reports’ growth goals rose from 3.5 to 4.5 out of five.
5 selected slides · original order
01 / 14
Degreed Skill Coach Pilot
01 / 03
Degreed
04 / 04
New Hire Cultural Immersion
New Hire Cultural Immersion
In H2 2021, Uber launched a new set of cultural values. New hires struggled to internalize them, and the share who reported they could apply the values to their day-to-day work was low.
My role · Instructional Designer
I was brought in to re-evaluate the new-hire onboarding curriculum and ensure the cultural values were embedded in a meaningful way. Through empathy interviews and analysis of how senior leadership spoke about the values — in all-hands formats and external interviews — I identified the core challenge: helping new hires link values, business priorities, and day-to-day decision-making. I designed a sequence of experiences that guides new hires from awareness to understanding to internalization, through peer conversations and small group workshops where they applied the values to real business challenges Uber was facing.
Measured result · after the reworked program launched
26% increase in new hires who stated they understood how to apply Uber’s cultural values to their day-to-day work.
