American Tire Distributors

I am a Director of Learning and Development at American Tire Distributors (ATD), where I have been part of the team for the past two and a half years. My role focuses on building learning solutions that drive both associate growth and business performance across our enterprise.

My key areas of responsibility include:

• New Associate Onboarding: Designing and delivering onboarding experiences for Sales and Customer Success teams to ensure associates are set up for success from day one.

• Sales Training and Enablement: Providing continuous learning and skill development to customer-facing sales associates and customer success teams.

• Leadership Development: Creating and facilitating leadership programs for all levels, with a focus on frontline supervisors, managers and directors.

• Instructional Design Leadership: Guiding learning architects and training managers to build engaging, outcomes-driven training solutions.

• Learning Technology Strategy: Leveraging over 20 years of experience with enterprise HR technology to lead selection, implementation and integration of ATD’s learning technology within the broader tech stack.

• Engagement and Adoption: Partnering with HR, business leaders and communications teams to drive associate engagement and adoption of our learning platform.

“AI is not here to replace the human side of learning and development, but to amplify it by combining human creativity and judgment with the speed of AI.”

My work spans Sales, Customer Success, enterprise associates and also supports the Hercules brand and Tire Pros franchise network. At its core, my focus is on creating impactful, scalable learning solutions that develop people, strengthen culture and align with ATD’s strategic goals.

Designing Micro-Learning Modules with Gen AI

Learning fatigue is real, and it is often fueled by burying learners in hours of eLearning. Instead of overwhelming them with thousands of courses, we should be leveraging GenAI to create bite-sized, scenario-based interventions that feel more like coaching than training.

A clear example of this is the rise of AI-powered coaching in the learning market. Instead of passively watching a 20-minute eLearning course on sales techniques with static, click-through scenarios, learners can now immerse themselves in interactive sales conversations that feel authentic and dynamic. These AI-driven experiences allow sellers to roleplay, practice realistic reps and receive instant feedback while developing targeted skills in a safe environment.

What is most exciting is how customizable these tools are becoming. Soon, a seller will be able to tailor an AI coaching session to mirror an upcoming conversation, even minutes before they meet with a client. For sales teams, getting these kinds of timely, high-stakes practice reps is not only valuable, it is essential for building confidence and driving performance.

As I pilot these AI-supported environments, sales leaders describe them as “cool” and “challenging.” Training that is fun, relevant and engaging benefits both learners and organizations.

Navigating L&D Algorithms for Skill Gap Assessments

When I speak with CHROs and other senior HR leaders about the role AI tools will play moving forward, I hear common themes. AI is a resource, not the solution. When identifying skill gaps within an organization, these tools can help surface performance data, but they should never be the sole decision-maker.

This data often comes from multiple sources, including HR systems such as talent and performance reviews, 360 feedback and training records. As with any GenAI output, it is critical to audit the information carefully. Use the data as a starting point for conversations with leaders, digging deeper into the why behind the trends you see. Make sure your conclusions are rooted in facts rather than assumptions.

There is an old saying often attributed to Nobel Prize-winning economist Ronald Coase: “If you torture the data enough, it will confess to anything.” AI tools are no different. They are vulnerable to bias and even hallucinations, so leaders must check and recheck findings. Used properly, AI can sift large volumes of information and highlight patterns, but it is ultimately our responsibility to ensure the story is accurate and the actions we take are right for our organizations.

Opportunities for AI in Creativity, Critical Thinking and Innovation

I see tremendous untapped opportunities for AI to drive creativity, critical thinking, and innovation within organizations. Today, only a small portion of people actively and confidently use GenAI tools at work. Many remain skeptical, and some even hold negative perceptions of coworkers who embrace these tools.

When I think about expanding creativity and innovation, I see AI as a thought partner, a tool that can challenge ideas and push our thinking. Michael Eisner shared a story in his autobiography that illustrates this need. He once presented an idea to his team, hoping they would challenge it. Instead, everyone quickly agreed and praised the concept. Frustrated, Eisner began arguing against his own idea, playing the role of a critic to spark debate. This confused his team, but it revealed an important truth: he did not want blind agreement. He wanted rigorous debate and a reality check.

AI can play that role for our teams. It can test ideas, surface blind spots and push for deeper thinking without fear of politics or hierarchy. The speed and consistency with which AI processes information accelerates development and frees capacity for higher-level creativity. I have seen this firsthand in content development, where AI now generates objectives, scripts, images, video, audio and translations. These capabilities are already transforming the landscape, and their impact will only continue to grow.

Methods for Adopting Generative AI in Learning Strategies

Pick an achievable goal and demonstrate value. When you think about everything AI could potentially do, it can feel overwhelming. Start by identifying a clear business objective where an AI solution can make a meaningful impact. Define what success looks like and establish clear parameters for how you will measure it.

Invest in your people so they understand the AI solution and their role in using it. Partner with experts who can guide you through the process and manage the rollout as you would for any major transformation. They should approach the transition carefully, intentionally and with strong communication.

Most importantly, celebrate successes along the way. There will be bumps in the road. Avoid positioning AI as the answer to every problem. By setting realistic expectations and demonstrating tangible results, you build trust with your team and credibility with leadership. This lays the groundwork for future investments that drive organizational growth and success.

Closing Thoughts on AI in Learning and Development

AI is not here to replace the human side of learning and development, but to amplify it. By combining creativity and judgment with the speed of AI, we create personalized, engaging, and impactful learning. The future will be shaped by leaders who experiment, challenge assumptions, and reimagine possibilities.