It takes a community.
In celebration of our 10-year anniversary, we are highlighting some of our best people, partners, and instructors. Over the next few weeks, you’ll have the opportunity to be inspired by some incredible stories that have driven the success of our enterprise business.
Keep reading to meet Michelle Bergquist, one of our client success managers, who works with several enterprise businesses to help them upskill and reskill their employees into digital roles.
GA: Where are you located, and what is your role at GA?
Michelle Bergquist: I am located in London, England, and my role is client success manager.
GA: Can you tell me more about your role?
Michelle Bergquist: It’s my job to make sure that everyone who interacts with our program has a great end-to-end experience, so that’s our clients, students, and instructors. We want them to walk away feeling like they had the best learning experience — everything from the first touchpoint where they know exactly what to expect, to their course to their instructors’ content and what we (GA) expect from them. At every point along their learning journey, they should feel set up for success and leave the program understanding how it all applies to their jobs.
GA: What’s your favorite part of your job?
Michelle Bergquist: I would say that’s twofold. It’s a job where you get a lot of immediate satisfaction. It can be only a couple of months from kickoff to the point of the delivery, so I’m planning things in real-time. I see the impact of my efforts almost immediately.
In the same vein, I absolutely love going back to the feedback from students and seeing them in the classroom to see that impact in real-time. You can see in their feedback what they were able to get out of the course and how they can go back to their teams and improve things right away.
GA: What’s your favorite GA skilling solution? Tell us why.
Michelle Bergquist: The one that sticks out most to me is our Product Management Accelerator. We ran it for a banking client in January 2021, and I did a post-program interview with one of the participants. She was an engineer for about 18 years and had just transitioned into a product management role. Prior to the course, she struggled with imposter syndrome and constantly thought, “I don’t know if I can do this. I don’t have the right skills.” After the course, she said she felt like Superwoman. She felt so confident in herself and knew exactly how to do her job.
GA: How do you help your customers understand what “good” looks like?
Michelle Bergquist: It’s about asking the right questions up front, “What does success look like to you? When the program is over, what do you want to say that we’ve accomplished?”
On the Delivery team, we are focused on making sure our customers understand the impact of a learning program, so we do follow-ups post-program at the 30-60-90 day marks. There is a lot of stakeholder management to understand objectives and how we meet them.
GA: What are some common problems you help clients solve?
Michelle Bergquist: In the data space, it’s the talent pipeline. For example, we’re working with a big bank, and they need staff. So, they’re bringing talent in at certain levels and training them on day one of working with the company. These employees go directly into our programs.
Within consumer packaged goods, it’s competing with who they see as the leader in their space. If one of their competitors is setting the gold standard in marketing and they want to be at their level, we help them get there with our digital marketing training.
Consistency across geographies is another challenge. For example, we’re working with a large B2B company in Europe, where they do things differently across their different geos. They want to build that baseline of how everyone should be operating, no matter what country they’re in. It varies across the board, but those are some of the main themes that I see.
GA: What advice do you have for leaders trying to take on the future of work?
Michelle Bergquist: Be open to new ideas. The old or habitual ways of learning, such as getting a four-year degree, don’t solve the problem anymore. Being open to different ways of learning can make a huge impact. If you’re open, then your employees will be open.
It really starts with the executive stakeholder setting the bar of what they expect. Some of the best programs we’ve run are when the project sponsors or the client stakeholders are really involved. After that, everyone else steps in and follows behind them.
For example, we recently had our launch with a consumer packaged goods company, and the general manager of the North American office joined the live launch, which is rare. At the end of the call, she told the team, “I know we’re super busy, but you have to make this a priority. Learning is just as important as your quota. I’m right here with you taking this course. We’re all in this together.” That buy-in helped us to get 100% completion on our CM1 assessment, and that business was immediately able to see the impact.
Stay tuned for more incredible stories from our team and partners in the coming weeks. Want to learn more about how GA can make a difference in your business today? Get in touch.