SM Sebastian MachelInstructional Designer
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The work, before and after

Each build is shown twice. Before is the material as it arrived — a recorded call, a policy PDF, a forwarded email, a shared spreadsheet, a printed test. After is the working interactive it became, running live on this page. Pick a build, then switch sides.

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Software Simulation: Service Desk Triage

A second simulation on a different system and a different job: taking an unassigned ticket, setting its priority, routing it to the right team and recording the escalation. The procedure is the training, and the agent practises it before touching a live queue.

Systems Training
SOP_ServiceDesk_Triage_v11.docxPAGE 6 OF 22
6.3 Triage of unassigned incidents
6.3.1The agent shall review the unassigned queue at intervals not exceeding fifteen minutes during service hours and shall action items in order of receipt.
6.3.2Priority shall be determined by reference to Appendix C (Impact and Urgency Matrix). Where payment processing is affected, priority shall not be set below High.
6.3.3Assignment shall be to the resolver group identified in the service catalogue and not to a named individual.
6.3.4An escalation note shall be recorded prior to reassignment, stating the impact, the affected service and the action taken.
READ ONCE IN WEEK ONEPage 6
BEFORE
GUIDED SIMULATION · TRIAGE AND ESCALATE AN INCIDENTSTEP 1 OF 5
STEP 01Open the Unassigned queue to see what is waiting.
HELPDESK
MY TICKETS — 0 OPEN
Nothing assigned to you
NO TICKET SELECTED
AFTER

HR Onboarding & Workplace Readiness Deck

The onboarding handbook rebuilt as a seven-card deck the new hire moves through at their own pace — pre-boarding, compliance pillars, retention milestones, risk, and where to get help. Keyboard or button navigation, with a clear position marker throughout.

Onboarding
HR_Onboarding_Handbook_2026.pdf1 / 34  —  130%
HR Onboarding & Workplace Readiness
Section 1 — Pre-boarding. This handbook must be read in full before your first day. Signed acknowledgement is due to People Operations within five business days.
EMAILED ATTACHMENT — 34 PAGESPage 1
BEFORE
AFTER

HR Onboarding &
Workplace Readiness

A strategic guide to welcoming new talent, establishing core compliance standards, and laying the foundation for long-term retention.

Colleagues collaborating at an office desk

01 Pre-boarding & day one foundations

Setting the stage for success

Effective onboarding begins before the employee steps into the office. Preparing equipment, access credentials, and welcoming communications ensures immediate engagement.

A structured first week eliminates uncertainty and builds early momentum for new hires.

HR professionals reviewing employee documentation

02 Core HR compliance pillars

Documentation & verification

Collect and verify all essential employment authorization documents, tax declarations, and signed code of conduct agreements prior to start dates.

Performance benchmarks

Establish clear 30-60-90 day objectives early on to clarify performance expectations, role-specific metrics, and continuous feedback loops.

03 Engagement & retention milestones

Team member reviewing growth metrics

Driving long-term loyalty

High retention correlates with well-structured onboarding and clear internal growth pathways.

  • Weekly check-ins during the first month
  • Formal 90-day performance review
  • Continuous learning pathway assignment

04 Mitigating workplace risk

RISK 01

Incomplete records

Missing tax, authorization, or policy sign-offs expose the organization to audit penalties and non-compliance findings.

RISK 02

Misaligned goals

Vague role expectations during initial training lead to lower engagement and early-stage turnover.

RISK 03

Policy breaches

Inadequate security and safety training increases workplace incidents and data exposure.

05 HR support & advisory

Your HR business partner

Human Resources supports both leaders and team members through every stage of the employee lifecycle.

  • Compensation and benefits questions
  • Workplace relations and policy guidance
  • Access to professional development

Service desk tip

Submit policy clarifications and documentation updates through the central portal so requests are tracked and answered on record.

Module complete

You have reviewed the key onboarding and workplace readiness principles. Your acknowledgement has been recorded against your learner profile.

CARD 1 OF 7

Corporate Growth Timeline

Four phases of company history turned into a stepper. Each phase animates its own revenue figure, user count, and quarterly index, so the audience reads one moment at a time instead of decoding a wall of numbers.

Leadership Comms
Growth_Milestones_FY26_v4.xlsxSHEET 1 OF 6
Corporate growth — historic milestones
PhasePeriodARRUsersQ4 index
Seed & product launchFY22$1.2M15K60
Series A & expansionFY23$5.8M85K85
Global scalingFY24$18.5M320K95
Ecosystem leadershipFY25$42.0M850K100
PASTED INTO THE ALL-HANDS DECK EVERY QUARTERSheet 1
BEFORE
AFTER
01

Phase 1: Seed & product launch

Established the core platform, finalized the product MVP, and secured seed funding to enter regional markets.

Performance
$0.0M
Annual recurring revenue
0K
Active users
Quarterly growth index
Q1
Q2
Q3
Q4

Pedagogy to Andragogy: Clickable Set

A theory module that usually arrives as bullet points. Here it is five images the learner opens in any order — each one holds the explanation behind it, so the concept is explored rather than recited.

Learning Design
Adult_Learning_Principles_FINAL.pptxSlide 12 of 41
Pedagogy vs. Andragogy
• Pedagogical instruction is organized around subjects; andragogical instruction is organized around tasks
• Children defer application of learning; adults require immediate applicability
• Curriculum in the pedagogical model is teacher-directed and sequenced by the instructor
• Adult learners are motivated by problems encountered in their current role
• Simulation and case method are the preferred vehicles for adult instruction
INTERNAL TRAINING — DO NOT DISTRIBUTESlide 12
BEFORE
AFTER
Orientation to learning

From subjects to solutions

How you teach depends on whether you are building a foundation for later or solving a problem today.

The child learner — pedagogy
  • Organized around subjects: literacy, numeracy, history
  • Application is deferred to a future the learner cannot yet see
  • Sequence is set by the teacher and the curriculum
The adult learner — andragogy
  • Organized around real tasks and authentic problems
  • Immediate use is the motivator
  • Context is built through simulation and case work
Child learning in a structured environment
01Subject-based
Structured educational materials
02Future application
Adults in a collaborative workshop
03The pivot
Team analyzing a case study
04Problem-centered
Adult applying new skills immediately
05Immediate need
Select any image to open it

Marketing Strategy Assessment

Five questions, five formats: matching, a clickable funnel diagram, fill-in-the-blank, multiple choice, and true or false. Every answer returns an explanation rather than a mark, and the answer key stays available for learners who want to check their reasoning.

Assessment
Marketing_Fundamentals_Test_printed.docxPAGE 1 OF 3
Marketing fundamentals — end of module test
1. List the four Ps of marketing. ____________________
2. The middle of the funnel is called the ______ stage.
3. Conversion rate measures:
a) total site visitors
b) visitors completing a goal
c) cost per click
4. Diversification means entering new markets with new products. True / False
5. CAC should exceed LTV. True / False
MARKED BY HAND — RESULTS IN 5 DAYSPage 1
BEFORE
AFTER

Expense Policy, Step by Step

A reimbursement policy nobody read, rebuilt as six openable steps. The learner sees the sequence first and pulls the detail only where it applies to them, so the rule they need is two seconds away instead of six pages in.

Policy & Process
Expense_Reimbursement_Policy_FIN-2.4.docxPAGE 3 OF 9
4. Submission and approval
4.1 Claimants shall submit all reimbursement requests through the finance portal within thirty (30) calendar days of the date on which the expenditure was incurred, save where an extension has been approved in writing by the relevant cost centre owner.
4.2 Each line item shall be supported by an itemised receipt. Card statements, screenshots of banking applications and summary totals are not accepted as supporting documentation for the purposes of this section.
ACKNOWLEDGED ON HIRE — NEVER OPENED AGAINPage 3
BEFORE
AFTER
Expense claims

Six steps from receipt to reimbursement

Claims are approved on the first pass when they arrive complete. Open each step for what finance checks.

The clock starts on the date of the expense, not the date of the trip or the invoice. Anything older needs written approval from your cost centre owner before finance can process it.
An itemised receipt shows what was bought, not just what was charged. Card statements, banking app screenshots and summary totals are rejected at intake.
Use the cost centre for the work, not for your own team, when you are billing to a project. The wrong code is the most common reason a claim comes back.
Meals and events with clients need the names of everyone present and the business purpose. This is a tax requirement, not an internal preference.
Claim the amount your card was actually charged in CAD. Do not convert at the day's published rate — the difference has to be written off manually.
Claims approved by the second business day of the month are paid in that month's run. After that they roll to the following cycle.

A complete claim is paid in one cycle. An incomplete one takes three.

Client Proposal Pre-Send Checklist

The list that used to live in a forwarded email, built as a working checklist. Progress is tracked as items are ticked and saved in the browser, so a proposal half-checked on Thursday is still half-checked on Friday.

Sales Enablement
Inbox — FW: FW: proposal checklist (use this one)SENT 14 MONTHS AGO
From: Sales Ops  ·  To: All Account Executives  ·  4 attachments
FW: FW: proposal checklist (use this one)
Hi all — please use the checklist below before anything goes to a client. Ignore the version in the old drive folder.
- check pricing against the current rate card
- legal review if terms are non-standard
- scope table matches the discovery notes
- named delivery lead + start date
- proofread, remove all placeholder text
- log it in the pipeline before sending
NO TRACKING — NO WAY TO KNOW WHO USED ITReply all: 31
BEFORE
AFTER
Before you send

Proposal pre-send checklist

Six checks that stop a proposal being withdrawn and reissued. Your progress is saved on this device.

0 of 6 complete

If you cannot tick all six, the proposal is not ready to leave the building.

Guided Data Entry: Pipeline Log

Practice at the thing people get wrong, which is filling the record in properly. A worked example row sits above two live rows the learner completes, with the same fields and validation as the real CRM. Entries save in the browser so the exercise survives a reload.

Systems Training
Pipeline_Master_Q3 (Shared) — read onlySHEET 2 OF 11
How to log an opportunity
AccountOpportunityStageCloseValue
Maple Ridge LogisticsFleet analyticsproposal?Oct~40k
see email—tbc——
NorthwindrenewalClosed?2026-0918,000
     
FREE TEXT, NO VALIDATION — FORECAST REBUILT BY HANDSheet 2
BEFORE
AFTER
Practice activity

Log an opportunity the way the forecast needs it

The first row is worked for you. Complete the two below it using the same level of detail — stage from the list, close date as a date, value in whole dollars.

Accounte.g. Maple Ridge Logistics Opportunitye.g. Fleet analytics rollout StagePick from the list Close datee.g. 2026-10-31 Value CADe.g. 42000

SAVED IN THIS BROWSER ONLY — NOTHING IS SENT ANYWHERE

Virtual Training Assistant

A conversational job aid that answers the questions people would otherwise send to HR, finance or their manager. It holds one authoritative answer per policy topic, suggests the next question worth asking, and points to a human when the question is outside its scope.

Performance Support
Shared mailbox — people-ops@ · 47 unreadTHIS WEEK
Quick question…
RE: quick question — how far back can I claim an expense?Mon 09:14
FW: RE: do I need approval for a contractor under 5k?Mon 11:02
Time off — who approves it when my manager is away?Tue 08:47
RE: quick question — how far back can I claim an expense?Wed 16:20
Probation review — is it 3 months or 6?Thu 10:05
SAME SIX QUESTIONS, ANSWERED BY HAND, EVERY WEEK47 unread
BEFORE
AFTER
Performance support

Ask the operations assistant

Policy answers on demand, in the words a manager would use to ask. Try a suggested question or type your own.

OA
Operations AssistantPolicy & process support · internal

Customer Service Scenario Simulation

Six calls an agent will actually take, each with three defensible-sounding options. The feedback explains what the choice sets in motion for the customer and the business, so agents practise judgement rather than memorising a script.

Customer Service
Customer_Service_Standards_Deck.pptxSlide 23 of 58
Handling difficult customers
• Always remain calm, professional and empathetic at all times
• Listen actively and acknowledge the customer's concern
• Never make a promise the business cannot keep
• Escalate in line with the escalation matrix (Appendix D)
• Document the interaction in the CRM before closing the contact
SHOWN ONCE IN INDUCTION — NO PRACTICESlide 23
BEFORE
AFTER

Client Onboarding Roadmap

The first ninety days of a new account, split into the three questions an account manager actually asks: what happens before kickoff, what happens after, and who to contact when something breaks. Each phase holds only what applies at that point, so nobody reads the whole thing to find one answer.

Account Management
Client_Onboarding_Playbook_v7_FINAL_v2.pdfPAGE 1 OF 28
Client onboarding playbook
Contents: 1. Pre-kickoff requirements · 2. Commercial documentation · 3. Systems provisioning · 4. Kickoff agenda · 5. First 30 days · 6. Days 31–90 · 7. Escalation matrix · 8. Contact directory · Appendices A–F
EVERY PHASE IN ONE FILE — NOBODY READS PAST PAGE 4Page 1
BEFORE
AFTER
Account onboarding

Your first ninety days with a new client

Select a phase to see what is owed, by whom, and by when.

Preparing account documentation before kickoff
Before the kickoff call
The signed order form and statement of work are countersigned and filed before any provisioning starts. No system access is granted against a verbal go-ahead.
Finance issues the billing setup and PO reference, and the account manager confirms the invoicing contact directly with the client, not through the sales thread.
The delivery lead is named in writing and joins the kickoff. An unnamed team is the single most common cause of a slipped first milestone.
Team reviewing progress after kickoff
After the kickoff call
Success criteria agreed at kickoff are written into the account record the same day, in the client's own words, with a date against each one.
Weekly status goes out for the first month, then moves to fortnightly. Silence is what clients escalate over, not bad news.
The day 90 review is booked at kickoff, not chased later. It is the conversation that decides whether the account grows or renews flat.
Support and escalation contacts
Who to contact, and when
Scope and commercial terms

Change requests, pricing questions, anything that alters the statement of work.

ACCOUNT MANAGER — SAME BUSINESS DAY
Delivery and technical issues

Access problems, integration failures, missed milestones on the delivery plan.

DELIVERY LEAD — WITHIN FOUR HOURS
Billing and invoicing

Disputed charges, PO changes, payment terms and remittance queries.

FINANCE OPERATIONS — TWO BUSINESS DAYS
Was

A 34-page onboarding handbook emailed as an attachment, with a signed acknowledgement due in five days.

A spreadsheet of milestones pasted into the all-hands deck each quarter. Four phases of history in one unreadable table.

Five bullet points on slide 12 of 41, summarising adult learning theory without letting anyone examine it.

A printed multiple-choice test, marked by hand, results returned a week later with no explanation.

A nine-page reimbursement policy, acknowledged on hire and never opened again.

A checklist forwarded by email fourteen months ago, with 31 replies and four attached versions.

A shared spreadsheet with free-text stages and guessed close dates, rebuilt by hand every forecast cycle.

A shared mailbox answering the same six policy questions by hand, every week, at whatever speed someone got to it.

Five bullet points on slide 23 telling agents to stay calm, shown once at induction with nothing to practise on.

A 28-page onboarding playbook covering every phase at once, with a contents page nobody reads past.

A 22-page triage SOP read once in week one, then a supervisor answering the same question at the desk.

Now

Seven cards the hire moves through at their own pace, with the compliance pillars and risks split into their own screens.

A four-step timeline where each phase animates its own revenue, user count and quarterly index on demand.

Five images the learner opens in any order, each carrying the explanation behind it.

Five question formats with written feedback on every answer and an answer key on request.

Six openable steps. The sequence is visible at a glance and the detail is one click away.

A working checklist with a progress meter that remembers where you left off.

A worked example row above two live rows, with the same fields and picklists as the real record.

One assistant holding the authoritative answer per topic, available the moment the question comes up.

Six real calls with three plausible responses each, and feedback that explains the consequence of the choice.

Three phases side by side, each holding only what applies at that point, including who to contact.

A guided run through the real triage sequence — queue, priority, resolver group, escalation note.

Built with
StorylineScreen simulationSCORM

Every screen here is a working build, not a picture of one. If your material looks like one of the Before panels, that is the starting point I work from.

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