Continuous learning is how creativity stays alive

Creative Education

Providing the basic building blocks

I'm a firm believer in sharing knowledge and allowing others to learn from our mistakes - and successes. We will advance very slowly if we just let everyone keep trying the same things over and over again.

We should focus on elevating the playing field and opening doors to new generations of designers by being transparent about what we've learned.

Teaching better problem-solving

There's way too much out there about how to use tools, how to create color palettes, and how to create a pixel-perfect icon. The truth is - techniques are fairly easy to learn.

The focus on creative education should be on how to foster collaboration, encourage wild ideas, and how to clearly measure outcomes.

Previous Experience

I analyzed over 15,000 lines of feedback from students and mentors talking about the platform, learning gaps, typos, mistakes, and what things worked better or worse for them.

There are many online bootcamps out there nowadays, and many courses. I analyzed what the market current offers, and how Designlab can differentiate itself from others by providing a better experience to students and mentors.

High Level Strategy
Based on the research conducted, I provided a set of recommendations into how the platform could evolve to better suit the customers' needs. This included product updates, new content types, a new writing strategy (style and depth of the content), and a new scaffolded instructional design.

Detailed Course Outlines
Designlab is a small company, so even though I didn't write content myself, I did provide with detailed outlines and briefs to the writers I worked with. This outlines consisted on both a break down of units, learning goals, and specific details for each content type and content piece.

Operations and Metrics
Metrics are essential to understand whether the solutions provided are working or not. I implemented a metrics system for both Curriculum and Mentorship, links to the NPS, and specific team metrics to evaluate performance.

Project Management
Although not the part that I enjoy the most, I put a Project Manager hat on to get projects done. This included setting up new processes, launching new product initiatives and, of course, execute on content updates and creation.

Scalable Performance Management
On a growing company, scalable processes are a must. With a growing network of 400 mentors, having insights on who was performing really well and who needed coaching was extremely important. I set up a scalable performance management process that started being manual, but had a roadmap to become automated in the near future to better serve the company's growth.

Scalability, metrics, and processes are necessary. But human contact is, too. I put an emphasis on providing space for mentors to meet and learn from each other. I also made sure they were better included on updates of courses and the product, as well as better supported on student operations.