When I joined the Cre8work Group in September 2025, there was no structured L&D function or formal training academy. As the sole L&D practitioner, I was tasked with building a professional learning capability to support five operating companies (8Eight Couriers, 8Eight Bulk, Gridhawk Security, GB Bodies, and Cre8work plus some plus managed service partners such as restaurant/hospitality clients and engineering clients.
Process
I led this as a full-scale L&D transformation:
Conducted training needs analyses across departments and business units.
Designed the Cre8work Learning Academy framework with two flagship programmes: Management Development Programme (MDP) and Future Leaders Programme (FLP).
Developed full modular curricula including learner workbooks, facilitator guides, activities, role-plays, and POE requirements.
Created additional targeted programmes: 10-module “The Art of Sales” eLearning, Gridhawk Site Supervisor development pathway, IR training modules, insurance awareness, Uniclox rostering, and operational workbooks.
View these programmes by clicking the links below:
“The Art of Sales” - Module 1 iSpring building instructions with course contents
Module 1 of MDP Programme - Learners workbook
Mastering the 3 Drivers of Sales - Learners workbook
IR Training Programme - Programme contents
The 5 Rules of Cre8work - Setting Yourself Up For Success - via Ilias LMS
Facilitator Feedback Form - Via Docusign
Implemented blended delivery (remote Teams + ILIAS LMS + DocuSign workflows) with monthly cohorts and individual feedback.
Produced monthly Training Evaluation & ROI Reports for the CEO.
Example of a client's ROI Report
Example of a client's proposal for Restaurants & Retail Clients
Outcomes & Impact (first 7–10 months)
MDP training drove measurable operational gains across three Group companies within weeks of application: GB Bodies workshop output rose 50% (2 to 3 vehicle bodies produced per day) while rework fell from 10 to 3 issues per week; 8Eight Couriers proof-of-delivery compliance moved from 47% to 100% in a single week; and Gridhawk Security incident response time improved from 12 to 7 minutes per shift, with incidents resolved per shift rising from 8 to 11.
Supervisory coaching translated directly into compliance and service metrics: Gridhawk Control Room shift handover compliance rose from 75% to 96%, and misconduct case SLA resolution improved from 60% to 80%, cutting overdue disciplinary tickets and administrative backlog.
Sales-focused MDP coaching shifted a sales representative's weekly activity from high-volume, low-yield calling (105 calls, 13 appointments, 0 new orders) to focused, high-conversion selling (31 calls, 20 appointments, 3 new orders plus 7 quotes), a 70% reduction in unproductive call volume alongside a clear rise in conversion.
FLP participants applied conflict-resolution and recognition frameworks to resolve real workplace issues without escalation, including a workshop dispute closed through the 4-step preparation framework and a supervisor who lifted site activity from 41% to 45% within one week of using targeted, preference-based recognition.
Across MDP and FLP cohorts, POE evidence shows a consistent pattern: managers who applied delegation, coaching, and feedback tools freed their own capacity for higher-value work while measurably improving accuracy, turnaround times, and team accountability, typically within one to two weeks of each module.
This project transformed L&D from a missing function into a strategic driver of performance, leadership bench strength, and operational excellence across the Group.
As the Operations Supervisor at Digicampus, I oversaw communication channels and identified recurring issues impacting operations. My focus was on analyzing incoming data from multiple sources (calls, emails, social media) to understand the root causes of operational disruptions and address these through targeted training interventions.
To identify training gaps and improve communication efficiency, I conducted a thorough analysis across multiple company channels, including:
Incoming Calls
IStudy Emails
Info@ Emails
Facebook Inbox and Comments
WhatsApp Chats
The process involved:
Data Collection and Analysis: I reviewed reports detailing the number and nature of issues reported. The primary concerns were:
Back Pay Issues (104 cases)
Password Resets (87 cases)
Stipend Not Received (76 cases)
IStudy Access Issues (52 cases)
Call Back Requests (50 cases)
Categorizing the Issues: I categorized the issues based on the department responsible, which revealed that several problems required cross-departmental collaboration. For example, back pay concerns involved both the finance and student support teams.
Gap Identification: Through interviews and department consultations, I identified knowledge gaps and inconsistent processes, particularly in how different teams handled recurring issues like stipend distribution and account access.
Training Program Development: I designed training programs targeting the identified gaps based on the analysis. This included:
Creating standard operating procedures (SOPs) for issues involving multiple departments.
Implementing workshops on improved communication and escalation procedures.
Developing clear guidelines for handling high-volume issues like password resets and back-pay processing.
Project Plan Implementation: I rolled out the training with a focus on cross-departmental alignment, ensuring everyone followed the same procedures and understood their roles in the resolution process.
After one month, the effectiveness of the training was clear:
Back Pay Issues: Reduced from 104 to 26 cases
Password Resets: Dropped from 87 to 27 cases
Stipend Not Received: Reduced from 76 to 32 cases
IStudy Access Issues: Decreased from 52 to just 7 cases
Overall, the training reduced the volume of reported issues across all categories by over 60%. The improved clarity in communication procedures and the alignment of cross-departmental SOPs led to quicker resolution times, better customer satisfaction, and a more efficient operations workflow.
Description:
The Telesales Academy was designed to enhance the sales and communication skills of telesales professionals through a series of targeted training modules. The program comprised eight one-hour classroom sessions, each with pre-assignments and post-training evaluations to ensure that participants could integrate the skills into their roles effectively.
Modules Covered:
Find Your Voice
Transform Negative Words into Positive Statements
Effective Call Openings
Questioning Techniques
Listening Skills
Building Rapport Over the Phone
Advanced Selling Techniques
Objection Handling and Closing the Sale
Process:
Participants completed pre-assignments before attending each module to prime their learning, followed by two hours of proof-of-evidence tasks post-training. These tasks assessed how effectively the skills were applied in real-world scenarios. The entire program, designed with 16 notional learning hours, was adaptable based on individual progress.
Outcome:
Participants reported significant improvements in call confidence, sales outcomes, and the ability to handle customer objections. By emphasizing real-world application and providing consistent feedback, the Telesales Academy helped bridge the gap between theory and practice, resulting in measurable improvements in telesales performance.
Description:
This course was developed to address communication gaps within warehouse operations, where staff frequently struggled with reporting incidents, raising issues promptly, and knowing the appropriate channels for communication. The training focused on both verbal and non-verbal communication, along with the critical importance of communicating effectively within teams and to customers.
Course Objectives: By the end of the course, participants were expected to:
Demonstrate different communication methods.
Understand the importance of effective communication.
Identify what can go wrong when communication fails.
Know who to communicate specific information to within the organization.
Process:
The training incorporated interactive sessions, role-plays, and case studies to reinforce key communication principles. Feedback from warehouse managers was gathered pre- and post-training to gauge improvement. The issues prior to the course included:
Lack of incident reporting.
Uncertainty about who to communicate issues to.
Delays in raising critical operational concerns.
Outcome and Feedback: Post-training feedback from managers like Jerry and Gustav indicated mixed results:
Improvements: Staff now understood who to report issues to and were more likely to address incidents when they occurred.
Ongoing Challenges: Although awareness improved, consistent application remained a challenge. Some employees continued to struggle with timely reporting, indicating the need for continuous reinforcement through toolbox talks and ongoing support.
Example Feedback from Managers:
Jerry: “Some staff are now reporting damages, but there’s still inconsistency. They know who to communicate to, but it’s a matter of reinforcing the habit.”
Gustav: “There’s better awareness of reporting procedures, but not all employees consistently follow them. We’re seeing more incidents being addressed as they happen, but some gaps remain.”
In this project, I focused on evaluating and accrediting a Zone Manager responsible for conducting campaign planners with senior sales leaders. Campaign planners are critical management tools that drive performance by helping leaders assess key performance indicators (KPIs) such as sales, recruitment, and growth projections. My role was to observe the Zone Manager’s sessions, provide structured feedback, and offer coaching to enhance her leadership and strategic planning skills.
To assess and improve the Zone Manager’s capabilities, I followed a detailed process that included:
Observation Sessions: I conducted two observation sessions where the Zone Manager led campaign planners with her senior sales leaders. During these sessions, I evaluated her performance based on key competencies.
Evaluation Metrics: I utilized an observation matrix to measure specific skills such as:
KPI analysis and interpretation
Communication effectiveness
Strategic goal setting and follow-up actions
Coaching and Feedback: After each observation, I provided the Zone Manager with targeted coaching based on her performance. My feedback focused on refining her approach to campaign planning, improving her ability to analyze KPIs, and enhancing her support for her sales leaders.
The coaching and feedback led to a noticeable improvement in the Zone Manager’s competency in conducting effective campaign planners. This resulted in better alignment with strategic objectives, enhanced team performance, and more focused goal setting.
This project highlights my ability to use structured assessments and tailored coaching to drive leadership development and operational improvement within sales teams.