CHRIS LINK
The problem is often larger than the learning need.
Organizations frequently identify a learning need when the challenge extends beyond learning. Expectations may be unclear. Workflows may be fragmented. The systems, tools, or information needed to support performance may be missing. Technology may be introduced without a practical path to adoption.
I help organizations see the whole problem, determine where learning belongs in the solution, and address the organizational conditions that learning alone cannot change.
A career shaped by progressively larger organizational questions
My career began in the classroom, where I learned that performance depends on far more than individual effort. From there, I moved into district implementation, school leadership, global nonprofit leadership, and cross-sector consulting. Each role expanded the part of the system I could influence and the complexity of the questions I could address.
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Across those settings, one question has remained constant: What capabilities and organizational conditions do people need to turn an important priority into sustained practice?
SELECTED WORK
Different settings. A consistent organizational challenge.
Across organizations, my work begins with the same question: What is preventing an important priority from becoming sustained practice?
Hiveclass
Redesigning a cross-functional operating system
Redesigned workflows and handoffs across learning, product, production, engineering, growth, and marketing, moving learning expertise upstream and embedding AI-supported development practices.
Kira Learning
Translating learning strategy into shared product standards
Built frameworks, standards, workflows, and practical guidance that aligned technical, learning, and customer-facing teams around a shared approach to learning quality.
New York Academy of Sciences
Leading a global learning portfolio
Led multidisciplinary teams and a multimillion-dollar portfolio of STEM programs and partnerships serving participants in more than 100 countries.
HOW I WORK
From the stated need to the full organizational problem
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Examine the system
Identify the real capability gap
Build for implementation
Evaluate and adapt
Understand the strategy, people, roles, workflows, tools, information, and leadership conditions surrounding performance.
Separate what people need to learn from what the organization needs to clarify, redesign, or support.
Translate strategy into practical standards, systems, resources, decisions, and responsibilities.
Use evidence to assess what is working, strengthen execution, and guide future decisions.