Julenna Newbanks
Director of Talent Development & Education @Majesco
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WORK HISTORY
Director of Talent Development & Education @Majesco
US
Lead the reimagination of training programs using AI-driven tools and digital solutions to optimize content and certification programs. Spearheaded the implementation of a centralized learning management system (LMS) and established frameworks for scalable, role-based learning paths. Focused on business process transformation through the integration of advanced technologies-Developed a high-performing instructional design team to deliver innovative learning experiences for global audiences-Implemented a company-wide LMS and drove governance standards, fostering adoption across departments-Created the framework for a certification program, including a marketing strategy and communications plan, enhancing credibility and learner engagement-Pioneered the adoption of virtual labs to replace traditional sandboxes for technical skills training saving the company over per year.
EDUCATION
Stellenbosch University
Study Abroad, International Relations and Affairs
University of Indianapolis
BA, International Relations
SKILLS
ABOUT JULENNA NEWBANKS
As a long-term learning and development professional – with experience that spans a variety of business environments – I pride myself on bringing leading-edge thinking to the function. More specifically, I incorporate UX/CX principles into the scoping and design of all training programs. User-centric design leads to content development/deployment. During this critical phase, I leverage agile and rapid development methodologies to efficiently bring training products to market for both customers and internal team members.I am also skilled at working at both strategic and tactical levels – and pivoting quickly between the two. First, I collaborate with business leaders to understand their top priorities and brainstorm training solutions that enable their strategies. Next, I jump into the trenches to do instructional design, multi-media content development, prototyping, and implementation/facilitation. Over the years, I have learned that L&D professionals must earn the right to do their work within organizations. In other words, it is crucial to build relationships with stakeholders, influence end-users to adopt new skills, and deliver on promises before being “given license” to do bolder projects. With that, relationship building is a part of my process, as is change management. Both of these items bring an extra dimension to the L&D function that makes training an indispensable part of business operations.
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