CHRIS LINK
Different settings. A consistent organizational challenge.
Across education, technology, and mission-driven organizations, my work centers on the same challenge: identifying what prevents an important priority from becoming sustained practice and building the capabilities, systems, and conditions needed to move it forward.
FEATURED WORK
These examples demonstrate how I diagnose organizational challenges, connect strategy with execution, and help people and functions work together more effectively.
HIVECLASS
Building a cross-functional operating system
THE CHALLENGE
Creating a portfolio of digital learning products required Learning, Studios, Product, Engineering, Growth, and Marketing to make interconnected decisions. When learning expertise entered too late or responsibilities and handoffs were unclear, problems surfaced downstream.
THE RESPONSE
I helped redesign the operating model by moving learning considerations upstream, clarifying workflows and responsibilities, and introducing repeatable AI-supported authoring and review practices.
ORGANIZATIONAL VALUE
The new approach created more coordinated and repeatable ways of working across functions and supported the ahead-of-schedule delivery of 18 major learning products.
KIRA LEARNING
Building shared learning and product capability
THE CHALLENGE
Kira needed a consistent learning approach that could guide product development and the varied teams responsible for shaping learning quality.
THE RESPONSE
I developed learning frameworks and standards, translated them into product requirements and workflow guidance, and helped engineers, product managers, subject-matter experts, learning professionals, sales staff, and other teams apply shared learning principles.
ORGANIZATIONAL VALUE
The work created a common language for learning quality, strengthened cross-functional decision-making, and contributed to improved pilot NPS.
NEW YORK ACADEMY OF SCIENCES
Leading a global learning portfolio
THE CHALLENGE
Delivering STEM education programs across more than 100 countries required alignment among organizational mission, funding priorities, multidisciplinary teams, program design, international partnerships, evaluation, and execution.
THE RESPONSE
As Director of Education, I led multidisciplinary teams and a multimillion-dollar portfolio. I connected portfolio strategy, program theories of change, partner relationships, learning design, evaluation, and implementation.
ORGANIZATIONAL VALUE
The work supported a complex global portfolio while creating stronger connections among strategy, evidence, funding, partnerships, and program delivery.
ADDITIONAL SELECTED WORK
Building capability at multiple levels of a system.
DISTRICT IMPLEMENTATION
Translating systemwide change into practice
Developed a three-year districtwide implementation strategy for new science standards across eight schools. Aligned a teacher steering committee, district and school leaders, professional learning, curriculum decisions, and implementation milestones. The county later adapted the plan for broader use.
SCHOOL LEADERSHIP
Building schoolwide instructional capability
Led teachers, administrators, and curriculum writers as an assistant principal and director of curriculum and instruction. Built systems for curriculum, professional learning, coaching, and instructional leadership that contributed to stronger rigor and improved state and AP results.
PROGRAMS AND PARTNERSHIPS
Expanding how learning reaches people
Developed K–12 learning programs, professional learning, informal-education concepts, partnership strategies, and public-facing thought leadership for a mission-driven nonprofit focused on healthier indoor environments.
ACROSS THE WORK
The settings vary. The capabilities connect.
These are not separate service offerings. They are recurring dimensions of the organizational challenges I help address.
01
PORTFOLIO AND PROGRAM STRATEGY
02
OPERATING MODELS AND WORKFLOWS
Connect organizational priorities with programs, people, partnerships, resources, and measures of success.
Clarify roles, decisions, handoffs, information flows, and the ways functions work together.
03
LEARNING AND ORGANIZATIONAL CAPABILITY
04
EVALUATION AND PRACTICAL AI
Determine what people need to learn and what the organization needs to clarify, redesign, or support.
Use evidence and technology to improve judgment, strengthen execution, and create more effective ways of working.