Training Recommendation for MegaTech

A fictional corporate sales team is struggling with meeting effectiveness. The ask was to recommend a solution — and to make that recommendation land with the people who would approve it. Completed as part of an instructional design certificate program, this project was a professional internal memo written for organizational leadership: clear, justified, and structured to move a decision forward rather than present all possible options equally.

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Role

Instructional Designer

Tools, Technologies, and Strategies

Google Docs, Kahoot!, Cornerstone LMS, Cornerstone Galaxy AI, Claude, Blended Training, Professional Recommendation

The Challenge

The real challenge wasn't figuring out what to recommend. It was making the recommendation land. A memo like this lives or dies by whether the reader trusts it, and trust comes from structure, clarity, and a confident point of view. The goal was to write something that felt like it came from a practitioner — not someone covering all their bases.

My Contribution

I owned this end to end: format, structure, component selection, and the rationale connecting each piece to a real learning need. 

Design Decisions

I structured the memo the way a consulting document would be structured — recommendation first, rationale second. That's not the default academic instinct, but it's the right call for a stakeholder audience. Decision-makers don't want to be walked through your thinking before they know where you landed. They want the conclusion, with the evidence available if they need it. I also kept the language deliberately accessible — no jargon, no hedging, nothing that would make a VP of Sales feel like they were reading a textbook.

My thinking, visualized

Outcomes and Reflection

The memo reads like a real professional document, which was the point. That said, if I were doing this again, I'd push harder on the data side — actual metrics on the performance gap, benchmarks from comparable programs, projected ROI. The argument is sound, but hard numbers would make it harder to dismiss in a real stakeholder conversation.

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