Can you describe your current role?

I’m a Learning & Development Manager, responsible for shaping the learning strategies for my company’s European locations. I collaborate with a team based in Romania, Poland, and Hungary.

Together, we assess the company’s current needs and strategic direction, identifying the key skills employees need to develop in order to adapt to changes in the external environment.

Our main resource is an internal platform, similar to Udemy, which provides a wide range of courses and content. Employees can use this platform to enhance their skills in areas like banking, digital literacy, or soft skills.

We also develop strategies to support employees in advancing their career paths. For example, if someone working in accounts payable wants to transition into a more digital-focused role, we offer learning opportunities and facilitate internal rotations to help them make that move.

Our role is to connect people, build networks, and create platforms that allow individuals to explore new areas beyond their current expertise. This approach helps employees discover what they enjoy. If they find something they’re passionate about, we provide further support to help them grow in that direction. If they realize it’s not for them, at least they’ve gained that insight.

In addition to providing training and coaching sessions, I collaborate with business partners to identify challenges that can be addressed through training. When a team faces an issue, we analyze the root cause, which could range from miscommunication to a lack of feedback. We then design targeted training to address that need and follow up by measuring the impact through future results.

What does your company do?

We are an outsourcing company specializing in finance and technology. We provide tailored financial and accounting process solutions for our clients. We’ve also developed technology that automates these processes for them.

What’s an example of external trend that affects company strategy, and how is a learning strategy created from that?

During COVID, many people had to get used to working from home. As they experienced remote work without compromising company results, it became clear that this flexibility would be something employees would demand in the future.

Early in the pandemic, we focused on training employees to use digital tools effectively so they could engage with their teams and maintain the same environment and mood they were used to in the office.

We thought about ways people could use Teams better, incorporating team-building activities to boost engagement. We explored how to create interactive online spaces for team collaboration and provided support for managers in resolving conflicts.

We delivered a month-long series of trainings on managing teams virtually, delivering effective virtual sessions, and maintaining energy in a remote environment.

We also dedicated a week to supporting parents working from home. These sessions covered strategies for balancing work and childcare, managing your day, and establishing routines to help connect with and disconnect from work in the mornings and afternoons.

What is it like to manage the L&D process for employees across different functions?

In Hungary, my company operates across three distinct service lines: service desk analysts, finance and accounting, and IT. It's almost like managing three companies in one. Each service line caters to different clients, each with its own systems, communication style, and company culture.

This diversity presents a challenge during training, as some employees may feel that certain topics don't directly apply to their specific role or client. That's why I make it a key objective of the training to encourage people to step outside their comfort zones and adapt the examples to their own unique situations.

I also have the opportunity to talk about the interconnectedness of different roles. For instance, if someone in finance is frustrated while asking IT to reset a password, I help them understand what’s happening on the IT side, especially if there's a broader system issue. This helps both sides gain a clearer perspective on the challenges the other may be facing.

In one of our trainings, we had a pre-sales employee explain their role and the promises made to clients during the sales process. Afterward, participants said they had a much clearer understanding of how things worked because they now understood the pre-sales process.

The goal is to ensure everyone in the room has a shared understanding of each other's roles, workflows, and challenges. This helps keep different functions aligned.

I also like to use relatable examples from everyday life. For instance, if you're out on the street and encounter a situation, how would you handle it? How could you improve your communication? If you order a burger and don't get what you asked for, how would you approach that issue?

I remind participants that the skills they're learning in training are not only relevant to their jobs but also useful in daily life. Communication, for example, is something you'll use both at work and at home. If a problem comes up, you'll need to communicate effectively. I try to help people see how they can apply these skills in all areas of their lives.

How is your current role different from your last role?

At my last company, I had a portfolio of trainings that I delivered to the business on a continuous basis. Each quarter, I delivered a certain amount of trainings on a fixed schedule. It was very operational.

Then I moved to my current company, which takes a different approach. We have an internal learning platform where people across the business can contribute content. For instance, if someone feels good about their communication skills, they can nominate themselves to join our global network of “gurus”. After going through a few tests and interviews, they can start contributing content or curating learning materials. It’s a great way to keep the platform dynamic and relevant.

As a user, you create a profile where you highlight your strengths and rate yourself across different skills. Based on that, the platform builds a personalized learning plan to help you grow — say, if your goal is to move into a management role.

So compared to my last company, which was more about attending scheduled trainings, this environment really emphasizes self-directed learning. You get to choose what you want to learn, and the platform helps guide you along the path. There’s a much stronger link between learning and career growth here.

Can you talk about the experiences that led you here?

I started out working in operations for an international non-profit. It was something I was naturally good at and really enjoyed—but I also found a lot of fulfillment in supporting people.

At one point, I applied to join the organization's national team in Georgia, and the president actually encouraged me to apply for a talent management role instead. At first, I thought, “I have no experience in talent management—what if it’s boring?” But I decided to give it a try.

I had just finished my university studies in business administration and international commerce in Costa Rica. Back home, HR was taught as just the function that processes payroll. That’s all we really understood it to be—so my mindset around HR was different from what it actually is and what I experienced after that.

But once I got to Georgia and started the work, I discovered a real passion for talent management. Because I already understood the front-facing side of business from operations, I was able to support it from the back office more effectively. That gave me a great sense of synergy between the two.

When my term ended, I wasn’t ready to go back to Costa Rica. I thought, why not apply elsewhere? The first company that reached out told me about a role in learning and development, and I was surprised—honestly, I didn’t even know companies had dedicated L&D teams. It wasn’t something I’d ever learned about in university or seen at a company. But I enjoyed giving sessions at conferences, so I thought, why not give this a try? I’ve always had an inclination toward HR—despite my early misconceptions—because I’ve always been very people-oriented.

In Georgia, I got great feedback on how I manage people and how creative I am. I thought, why not pursue this as the first step of my career?

Later on, in a role I had in Hungary, I continued to get strong feedback. People liked the energy I brought to training sessions and how I structured them in a way that made sense. I was able to identify learning needs, build relationships with stakeholders, and translate business goals into clear learning strategies.

It’s not that I always wanted to be in L&D—I didn’t know it was a career option. But looking back, the steps I took and the feedback I received helped me recognize what I’m good at, and took me to where I am now.

At one point, I considered switching to finance, but I realized that wasn't the right fit. I knew I needed something more interactive, more people-focused—something that aligned with my personality.

Through training others, I got to see firsthand what people enjoyed, what they struggled with, and how they engaged with their roles. That process helped me figure out what I didn’t like too—and it became clear to me that out of all the roles I saw, being a trainer was the one I truly connected with.

What kind of skills help someone succeed in L&D?

You should be someone who’s open-minded and curious. People will tell you about the problems they’re facing, and as a trainer, it’s your job to get to the root of those problems so you can figure out how to really support them. It’s a bit like being a psychologist.

You also need to be empathetic—able to see both sides of a situation and communicate clearly about what might not be working.

As a trainer, yes, you're being paid for your knowledge—but you're also being paid for how you make people feel during a session. Your energy and your ability to connect with others are just as important. That’s what makes people trust you and believe in what you're saying. If you don’t build strong relationships, people aren’t going to take your advice seriously.

That’s why building trust and relationships is one of the most important parts of the job. Your audience needs to believe that what you’re saying is credible, actionable, and worth applying—because that’s what leads to real results.

What are some of your weaknesses?

It can be hard for me to ask for help. For example, I might need to organize a training on artificial intelligence—but I know I don't have that expertise, and I'm not going to learn it in a week. That’s where having a strong network becomes really important. I'm a social person, but building a network from scratch can be hard —and sometimes a bit awkward.

At this company, I’ve been making an effort to connect with people, especially since we’re working in a virtual environment. It’s about getting to know others, collaborating with them, and feeling comfortable reaching out when you need support.

What does the future look like for you?

What I have in mind for the future is starting my own company in Costa Rica—one that offers training and HR solutions to other businesses. Right now, I’m working on a master’s degree, and I’m hoping it will give me a broader perspective on the HR field and help me get closer to that goal.

What kind of advice would you give to others looking to shape their career path?

I’d say start with jobs that help you figure out what you enjoy—and just as importantly, what you don’t. Take on roles for the sake of of learning and growing professionally.

Listen to yourself. Deep down, we often know what we want, but fear or outside pressure can hold us back—whether it’s fear of failure or what society says you should or shouldn’t do.

I never expected to leave Costa Rica. Then I turned 25 in Hungary, and I had no idea what I was doing with my life, and I really struggled. But the truth is, at 25—or even at 30—you don’t need to have everything figured out. That’s the time to start exploring what truly brings you joy. Let that guide your career path, and look for opportunities that move you in that direction.