Ongoing Training Industry research has found that strategic alignment is the most important process capability of great training organizations. However, many learning and development (L&D) leaders struggle to align training with business goals.
In this episode of The Business of Learning, we sat down with Anita Ann Mihelic, CPTM, director of learning and development at Construct Connect, and Peter Plumlee, CPTM, head of learning and development at Presence, for insights on building a strategic L&D plan.
Tune in now for tangible best practices on:
- Developing a strategic —and adaptable — L&D plan.
- Partnering with stakeholders to build your strategic L&D plan.
- Determining key metrics to consider when crafting a strategic L&D plan.
Additional Resources:
- [Certification] Certified Professional in Training Management (CPTM) Program
- [Wiki] Strategic Planning
- [Article] The Strategic L&D Plan
- [E-Book] Transforming Talent: The Strategic Role of Upskilling in L&D
The transcript for this episode follows:
The Certified Professional in Training Management credential, or CPTM, is designed to convey the essential competencies you need to manage a training organization. When you become a CPTM, you gain access to alumni resources like monthly peer roundtables, and a full registration to the Training Industry Conference & Expo. If you start today, you could earn the CPTM credential in as little as two months. To learn more, visit www.trainingindustry.com/cptm.
Sarah Gallo: Welcome back to The Business of Learning. I’m Sarah Gallo, senior editor at Training Industry.
Michelle Eggleston Schwartz: And I’m Michelle Eggleston Schwartz, editor in chief.
Sarah Gallo: Training Industry research has found that strategic alignment is the most important process capability of great training organizations. That said, many learning leaders still struggle with this challenge. To learn more about strategic planning today, we’re speaking with Anita and Mihelic, a Certified Professional in Training Management and director of learning and development at Construct Connect and Peter Plumlee, a Certified Professional in Training Management and head of learning and development at Presence. Anita and Peter, thanks for speaking with us today.
Anita Ann Mihelic: Thanks for having me.
Peter Plumlee: Absolutely, it’s a pleasure.
Michelle Eggleston Schrwartz: Yes, welcome. I’m super excited about this conversation and I think strategic planning is kind of top of mind and a key responsibility for all learning leaders. So I know this, um, conversation today is going to be really beneficial to our audience. And to kind of kick things off today and get started, can you both share more about how you’ve approached strategic planning in your role as an L& D professional?
Anita Ann Mihelic : Sure, I’ll go ahead and kick things off. When I was thinking about this question, I could think of a, like a, a quick way and a long way of approaching strategic planning. And for me, the quick way of approaching strategic planning is just to follow the same process and the same pattern in the same language as the rest of the company. So, at Construct Connect, we have a strategic process that starts with the high-level 3 to 5 year plan, and then that gets turned into an annual operating plan with one year with four priorities, which gets turned into objectives and key results. And then there’s quarterly goals and monthly reporting. So I follow the same exact process and I think that sets me up to be better strategically aligned. I’m not using a different method and we’re all following the same process if I’m a part of that larger strategy. And then it’s also helping me or helping other people better understand my strategy and can literally see it if we’re all on the same page, the same Mira board. And you know, just speaking the language of the business and the same vocabulary as other leaders just makes it easier to collaborate. So that’s the quick way. The long way is putting in the time and the energy to build trust and just build those relationships long term with these important people in your organization that you have to collaborate with. So obviously leaders and subject matter experts, but, you know, don’t discount the HR business partners, the talent acquisition team and where they see needs and gaps. And of course, front-line team members, front-line managers and just trying to discover those business goals, the gaps, the front-line challenges that you can help with. So kind of following the rest of the strategic process of the company, and then also just putting in that time, you know, with people. So that would be my approach.
Peter Plumlee: Yeah, really adding right on top of that, being in line with that business vocabulary. We’re not just a function in L&D, we really are a business partner helping to drive that success. So making sure you drop L&D jargon, you know, keep that for our own community, but you have to speak the language of your business and really diving in and making sure you know what is driving them and aligning with all of the leaders. And I think oftentimes people stop at senior leadership, but you have to drive all the way down to every single position as Anita mentioned, really get to know people, build those relationships, whether you’re in L&D separately or considered part of HR, we are real relationship builders, and that’s how we’re going to build our strategy is by getting to know what is driving everyone, what is stopping them and what success looks like to them so that we can build a strategy that enables them to be successful and also make sure we’re in line and speaking the same way they do.
Sarah Gallo: I love that point about really speaking the language of the business. That’s something we hear frequently at Training Industry, and it really is just so true. I know I mentioned earlier that strategic planning really is so critical for driving that long term business success. And with that in mind, can you share a little bit more about how specifically strategic planning can help set learning leaders and really the whole training department up for success in 2025?
Peter Plumlee: Yeah, I think by being strategic, you know, strategic can be interpreted so many different ways. I think it’s also a lot of being that consultant, always making sure that you are asking questions, really getting away from, “Hey, we’re coming to you at the end to look for implementation and how to get the message out,” and initiate that conversation with everyone, showing them that you’re really interested in the business and understanding what they’re doing. And then why they want to do that. I love the five why’s. I think you could even ask 15 why’s by the time you get through it, but by asking those questions and showing the interest you start to be seen a strategic partner, not just a communicator and then you’re pulled into the conversation and you can determine with them. Maybe that’s not exactly L&D, so we’re going to have time to do what we need to do, but also, okay, that does come into our wheelhouse. Let’s see how we can enable you to make this successful. We’ll do what we need to in L&D and deliver the message together and really be seen as that partner.
Anita Ann Mihelic: I have similar thoughts to you Peter, especially about asking questions, but I would say the biggest thing for me getting set up for success through strategic planning is that you, you have a focus, you stay focused on this. bigger picture, this bigger vision, the bigger plan, it’s a North star for your team. Your team might just be you, right? I have two people on my team, and you stay focused on that. Hopefully, of course, it’s aligned with the vision and plans of the company, of course. And so even if things change over the course of the year, you still have this center point that you’re focused on and that keeps you from kind of getting yanked around in a lot of different directions, and maybe even conflicting priorities that people are presenting to you. And you can make more informed decisions about, you know, when do I need to adjust? When shouldn’t I? When should I not? Based on those questions that Peter was talking about, and it just helps you communicate better. He said a strategic partner, I think business partner too, so you better understand them, right?
If I’m your partner, I’m going to understand you. If you’re understanding that bigger picture, you’re probably going to get more higher-level leadership buy in and support and advocacy. And you’re probably going to be better aligned with what the business actually means. And ultimately what comes out is, you’re creating content or programming or whatever, that is actually what people need. And I think that’s what we want. That’s ultimately what success for learning and development is. This is helpful to you. This is relevant to you. This you with what you’re trying to accomplish. So that’s what I would say is … [it] helps you get to that point.
Peter Plumlee: Absolutely.
Michelle Eggleston Schwartz: Definitely. I love what you guys touched on there and the importance of asking good questions because really, I think that that’s the key to, to really understanding the needs of the business and senior leaders. So, kind of digging in and asking those good questions is so important. So when we’re looking at what makes up a good L&D plan, can you kind of walk us through those key elements of an effective strategic L&D plan? And how can L&D professionals incorporate these elements into their planning process?
Anita Ann Mihelic: So I really like this question. And the first thing that came to mind for me is like this number one key element for strategic planning with curiosity for me. So when you’re curious, I tell people at work all the time, “If you’re curious, you’re going to be fine,” because you want to learn. You ask lots of questions, you listen, you have humility, right? So curiosity kind of applies internally. You are of course taking any and every opportunity to connect with leaders, people who are creating the business strategy and asking them those questions. You know, what is your vision for the business? What’s the goals of the business? But more importantly, I’m trying to ask, what is your vision for L&D, right. What is your vision about how learning and development is going to help accomplish those bigger goals? Right. And so if you have that access, that’s great. But also talking to people who execute the strategy. The people on the front-line. Where are their gaps, where are their challenges, what can I help you with on this opposite kind of end of the spectrum? But at the same time, you’re curiosity cannot be limited to your business. So the most important element that I’ve learned as part of strategic planning is that it starts 10,000 feet higher than you think it does. And you have to zoom way, way out to the entire world. Right? You start at a global level. Sounds kind of crazy at first, but what is happening in the entire world that is affecting my industry and I’m part of the construction industry, so it is absolutely affected by global forces. So you’re thinking about that and you move down a level and you say, “Okay, my industry, what’s happening in my business’s ecosystem? What are changes? AI is absolutely impacting construction technology. What’s going on with my competitors, right? What are they doing? What are the threats and opportunities out there? And then you can bring it down a level and say, what’s going on with my customers, being super curious about your customers? What are their needs? What are their challenges? What’s happening to them? How do our products and services help them, right? Then you can get into your organization and say, all right, what are the skills and abilities that people need to serve those customers that are dealing with everything going on right around them? What are the strengths and weaknesses that we have internally? And then getting to your plan and your goals, but not without considering those things in it. It feels like a lot. I don’t think you have to be perfect at it by any means, but if you are using that really big picture thinking and you’re really curious about all of those layers, you’re going to show up as a really informed business partner and you’re going to have a lot better conversations with the people you need to build your plan. So being really curious about those things, even imperfectly.
Peter Plumlee: Yeah, that curiosity and big picture [thinking], looking at megatrends, like what is happening with our workforce and what is happening with AI, whether you’re in construction, medical or the industry I work in, which is natural organic sales, you know, many things still apply to each other, construction and grocery sales. We both are depending on glass manufacturing or shipping and exports. So really knowing what’s happening within that global trade, knowing how it’s going to affect your business and really impressive to your readers throughout the entire org. is when you come back to them and say, “Hey, I learned about this, how is that affecting what our goals are and how are we planning on pivoting for those?” by knowing what the global and your business and challenges are, you can then build your own L&D plan to say, this is how we plan to support you with this, and it’s going to enable you to be agile, which is sometimes a scary word, but that, you know, Is what enables you to have it be imperfect. A perfect plan is never going to happen. You can have the perfect plan, but it’s not going to be executed. Something’s going to change.
Sarah Gallo: I love that idea that really there is no such thing as a perfect plan. It may sound great in theory, but in reality, not so much. I do want to switch gears a little bit. And since we know that really creating that strategic L&D plan is so important, can we talk a little bit more about how L&D professionals can collaborate with stakeholders and other business leaders when developing their strategic plan to make sure there is that alignment?
Peter Plumlee: I think really by asking them what they need to be supported, and it’s going to be lots of open-ended questions. Use AI to help you. I am just starting to connect with my senior leaders. Here are their positions. Here’s my industry. Here are their personalities. Help me come up with ideas. Open ended questions to ask them about plans and really looking for what challenges they may be experiencing. But I think something that can be really enlightening is asking them what the success is going to look like, because if you can understand their picture of success and the celebration of a goal being achieved. Then you’re both picturing the same thing, and your L&D plan may be a little bit different for yourself or your team of two or team of 25, but at least you have the same goal in mind. And that opens up the conversation by knowing you’re on the same level. We’re both trying to get to that same party at the end.
Anita Ann Mihelic: Yeah, I agree with that completely, right. Trying to get to the same goal. And kind of circling back on being imperfect, you know, there have been times that, you know, I had to learn the hard way how important it was to collaborate. You know, these times when I thought I had a great idea, I had a great plan. “Oh, this is going to be so helpful to the business.” And then I go to try to roll it out and people are surprised, and people do not like to be surprised. Leaders do not like to be surprised about anything they think is going to impact their team, their priorities, their workflow, their time. And so because of some of, you know, a couple or one or two, hopefully in the past, right, missteps, you know, that’s where I developed the slogan is “We are team no surprises, team no surprises.” And so for me, what collaborating looks like is almost doing a brainstorm of any and every stakeholder you can think of. So obviously the decision makers and the influencers, but your potential critics, your potential champions, who’s going to be in my corner. And anyone who you think could be directly or indirectly impacted, you’d be surprised how deep that can go. And then you’re going to communicate with those people early and often and kind of almost too much. There are times when I’m like, “I’m being annoying,” but it’s better to keep verifying with them, “Are we on the same track? Is this helping you? Is this what you need?” You’re better off that way. It’s probably not as bad as you think. Yeah, like we’ve said, asking tons of questions, that’s the only way to verify sort of presenting something. “Is this on track?” Presenting something. “Is this on track?” You know, just continuously verifying. And a really, really great way to collaborate with your stakeholders is to invite them into a pilot or a test run and say, “I have this plan. I think it’s going to work based on what you told me. Would you like to come in and try it? And we’re going to learn together and then we’re going to scale it up. That’s a really fun way for people to get involved. So by the time you actually start to do the thing, it’s old news, but that’s okay because are not surprised and they’re probably going to be more bought in they seen it. They’ve experienced it. They might advocate for you. And so you’ve built it with them from the very, very beginning. And then kind of like Peter said, everyone’s looking for the same goal. Everyone feels good. Everyone’s excited. That’s what you want. Ultimately and collaboration gets you there, early and often.
Peter Plumlee: Yeah, that communication is so important, and it’s really about keeping ourselves transparent to with our goals, because anytime you keep something a secret or you’re working away, you’re like, “Oh my gosh, this is the best L&D plan ever,” It’s going to fall flat on its face if you haven’t talked to anyone about it. There’s so much we have to do in L&D. It’s really crazy how the position and role in the company has changed so much. We’re not just creating content and thinking, how can I deliver that message? We’re strategizing; we’re advertising; we’re consulting; we’re partnering, and with communication, we have to market and getting that detail out there.This is what we’re thinking. This is what’s coming. It’s coming. Look at it. See, it’s here. So by the time it arrives, it’s nowhere near new news. It’s just been a lot of excitement gearing up to it. And I love pulling leaders into some of those initiatives. I had one in the past year that was awesome. All about our sales team and really executing a high level of service. And while it was great collaborating with them, I also pulled them into it and said, all right, now you need to do it before everyone else does. And it was fun seeing where they even spotted potentially some of their own challenges and how they then took that back to their teams and supported them through the learning initiative. So it’s really great to see that kind of partnership.
Anita Ann Mihelic: Just kind of like as a last note on that, too, is part of collaborating is inviting when you invite people in early, I think it’s okay to accept that. It’s okay to invite people in when it’s not perfect and maybe it’s a little messy. And that was something that was hard for me that I had to kind of learn 8, 10 years ago is the only way this is going to work is get them in early and they’re going to see some of the behind the scenes going on, and that’s okay. So don’t be afraid to invite people in when things are, you know, prototype a little messy, imperfect, let them be part of it. They feel good being part of it. It’s okay.
Michelle Eggleston Schwartz: Such a good point. It doesn’t have to be perfect to get the ball rolling and get everyone aligned and testing out everything. So that’s, that’s such a good point. Another thing I’d like to touch on here is change. Because as we know, every day something’s changing in today’s workplace. So how can learning leaders kind of ensure their strategic plans are flexible and adaptable so that they can adjust when change does happen? Do you have any tips there?
Anita Ann Mihelic: Yeah. So my, my other slogan, I have a lot of slogans, but it’s “Anything can happen day.” Every day is “anything can happen day.” And if you just accept that out the gate, then you are mentally prepared for when unexpected change or challenges occur. So you start with that attitude. I think learning and development professionals are very, as a talent, are flexible and adaptable. So leaning into that for yourself, then also just being thoughtful and like the theme, right? Asking questions. And so whenever something unexpected comes up, because again, your strategy, like Peter said, could be perfect today, but tomorrow it’s not. So, when something happens, usually tell me and, you know, my partner, right? “Okay, let’s just pump the brakes. We’re not going to react right now. We’re just going to hit the pause button. We’re not going to say yes. We’re not going to say no. Right? We’re not going to resist. We’re not going to automatically do the thing, right, or chase it.” We’re just going to ask a couple questions, which is, “Okay, this unexpected thing that came up that I need to address, apparently.” Is it already aligned with my strategy? Was this something I was going to do anyway? And maybe I just need to shift it up. Great. Is it aligned with what we’re doing as a business, the bigger goal, the bigger strategy around us? Like if yes, you follow the business, right? Or is it mission critical? Like, “This is an emergency. We just need to do this. We [need to be] all hands on deck. We’re going to deal with it.” So if the answer is yes to any of those, yes, go do that. You have to respond to that. But if it’s not, sometimes we get people coming to us and say, “Well, this is important. We need to do this right now.” But what I would do is sort of walk through some change management questions with them. So, what’s happening? is this aligned with what else is going on? How many people are being affected by this? What’s the priority of this in relationship to other things? When do we need to respond to this? So, just asking some more investigative questions about whether you should immediately react to that or not, right, is the answer. How do you respond? Yeah.
Peter Plumlee: And really knowing how it’s going to affect the rest of the business is so important. And you don’t always get very clear answers from your senior leadership. There may be something that they can’t tell you, or they’re not quite sure themselves, because you’ve already gone big picture, and then down to the microscopic level, you’ve built relationships with people throughout the org., you understand every department and what their role is, you’re able to also answer some of those questions. With them of who’s it going to affect? They’re not quite sure. Okay. Well, I know the business very well because I’m working with everyone. I can fill in those gaps. And that’s where the word agile is always a little scary because there’s an agile model, or am I just being agile? So. Be agile, be flexible. We have to be yoga and pilates. Something that’s really great to do is take some time to step back for yourself, your team individuals, and also as a group and look at a L&D maturity model. There’s multiples out there, but they’re all fairly aligned with. Are we reactionary or are we being strategic and be honest with yourself when you’re looking at them, because that’s going to help you build your own plan, how to be flexible when things come up and stay in line with the business. it’s very easy to say, oh yeah, of five levels of maturity, we’re level five. It’s like, and you’re going to balance. Today you’ll be a five. Tomorrow you’re going to be a two because there was a drastic shift and something happened. And that is okay. You don’t have to be a five every day.
Anita Ann Mihelic: I like that.
Sarah Gallo: Yeah, I like that. You don’t have to be a five every day. We try your best. I do want to touch on the measurement piece here, because I know that’s also sort of a challenge within this broader alignment challenge. Are there any metrics or KPIs that L&D teams can really look at or consider when measuring the success of their strategic plan?
Peter Plumlee: Oh, measurements are so hard. I think I literally just got a cold shiver as you asked the question. I think it’s so hard. ROI is one of the most painful acronymns I hear. You have to be creative and curious, if you think, “I don’t have access to that data,” ask for it. You’ve built relationships, go to IT and say, “Hey, what can I get access to?” Go to your senior leaders. “What KPIs are you doing? Can I look at them?” Ask HR; they’re going to give you something. Because they know what you’re trying to do. Try to see how you can relate. What you’ve done that relates back to that. It can be very difficult, especially when you’re talking about sales, or if you’re talking about a number of construction contracts signed and buildings built, it can be hard at both that quantitative and qualitative is going to be really helpful. Building a psychologically safe space. And remember, you don’t have to be a five every day. One of the things I like to bring back is ROE, but I call the E emotion. So I’m looking at that return on emotion. Were people supported, did they feel supported? Did they come back wanting to learn more? Did they go back to their job feeling energized and more knowledgeable that can come back to an ROI, if you’re able to play with some of the numbers . It’s 2025. Play with AI as much as you are allowed to in whatever industry you’re in. Ask it questions, toss it numbers, make them fake numbers so that you stay in compliance with your org, but play with it.
Anita Ann Mihelic: You’re inspiring me. I’m still, I would say I’m a baby when it comes to, I’m getting into toddler mode though. So it’s good reminder. There’s so much that it can do. And to your point, I was going to say the same thing. Like measurement is hard. Measuring learning is hard. So measuring your learning strategy is not going to be easy. So it’s trying to think of different ways you can find that evidence. Kind of like Peter said. You know, of course, we know attendance and feedback is lower on the Kirkpatrick Levels of Evaluation, but to Peter’s point, when I see people showing up and engaging and interested, that means it’s resonating with them and adults do that when it’s relevant. Right? Okay. So I’m relevant. You can ask learners, you know, “Will you be able to apply this on the job? Did you apply this on the job?” In that less direct way, it can still give you a hint about, or am I on the right track here? One informal measurement, qualitative measurement, is sometimes when leaders are saying and asking me, “How do I get my team involved in X?” To me, when someone’s tracking me down and I’m not even having to ask them and they want their team involved, it means it’s valuable, whether it’s leadership development or mentoring or whatever. Um, engagement scores. If you have an engagement survey, or you put out a survey, we use Gallup Q12 and there’s specific questions about, am I doing what I do best every day. I have opportunities to learn and grow. So that’s a great tool for me, even though it’s not directly a learning measurement, it definitely reflects my strategy is playing out with the, with the organization. Um, but ultimately this is cop out answer sort of, you have to measure what’s meaningful to the business. So there’s not really one right answer. So the same people you partnered with to help you build that strategy, you have to determine with them, uh, you know, what matters the most and then close that loop and that feedback loop and report back to them every month.
You know, what’s going on according to these measurements that we have established are meaningful and my strategy is on track or we need to course correct. So it’s kind of, you know, whatever is going to resonate most with that leadership group.
Peter Plumlee: I love that they came looking for us, and that is a measurement right there. These are the number of projects we were presented with and contributed to. That’s such a great metric. I think another thing that makes metrics hard is even for yourselves. Sometimes you’ll ask a leader, “Well, how do you know this is successful or what do you want to say?” And they’re like, “I don’t want numbers. I just want to know that it worked.” Get comfortable with that because you can sometimes be too business oriented, too strategic, and it’s not what your senior leaders want because they just want to know it happened.
Michelle Eggleston Schwartz: Love that. I love what you touched on there about measurement, like it’s going to look different across from organization to organization, because every company cares about different things. So really finding those meaningful metrics like you both mentioned, is really going to be very important there. So we’ve covered a lot of ground today. And as we’ve discovered, strategic planning is challenging and can be and can be a little intimidating for learning leaders. So, what’s one step our listeners can take after the episode to begin building their strategic planning skills?
Anita Ann Mihelic: So I really like this question. I feel like I have a trick answer, a sneaky answer. Decide to become a teacher of strategy. So we all know, sometimes the best way to learn something is to teach it yourself. And so you have to go do that learning first. You have to go out to the subject matter experts and the people who are creating your strategy. And you have to learn about your business and your customers and your products, right? You have to go out and do all that learning, and then you have to go teach it. In different formats, and there’s lots of different ways to do that. So for new hire onboarding, we have a session about company strategy, because we want them to understand where it came from. How’s it formed? How do you know about it, right? How do you fit into it? What are you impacting here? We do lunch and learns, right? Basically where we will, we can talk about strategy. We can talk about business. You set the stage for a subject matter expert, to be a teacher, and then you just get to sit in the audience, too. And you get to learn with everybody else. You can make strategic mindset a leadership competency. And then you have to build that into all your leadership development programming, and you have to talk about it. Um, and then there’s even sneaky ways to, to get it in there. So we teach people about effective presentations. How do you make presentations to executives? So we tell them, “You have to go find all your stakeholders. You have to understand business goals and then show how your idea fits into those business goals.” So you have to walk the walk, right? If you told someone that you have to do the same thing. Um, so my, my running joke at work is that I’m really just doing all of this for me, but everyone else can come on to if they want to. But deciding to be a teacher of strategy yourself means that you get better, and then everybody else gets better too. So build that skill and then build, you know, take everyone along with you on the journey would be kind of my best advice.
Peter Plumlee: Oh, I love that. That’s so great. Yes. Take people on the journey with you. You said it right at the beginning. It’s we have to be curious. And that’s what I love about finding this industry is. get to be curious as professionals. So learn about it. There is Training Industry with webinars and a community and groups. There are so many webinars out there that are free. So take advantage of those. Even if you hop on and just listen to how somebody else was strategic. I think it is so incredible to have that curiosity, the imagination, to listen to other people from industries. You would never imagine are connected to yours and then. Listen and be like, huh, how could that apply at my organization? You know, Anita and I could talk hours and find so many similarities in how we’re going to need to execute our year. The end of the year tends to be such a big planning time for the beginning of the next year. As people are coming back from Holidays and breaks. I think it’s really great to come back, refresh yourself and just jump into asking those questions. What are we looking at for this year? You have to be a little bit more bold and just send that email. I am walk over to their office. Hey, do you have like 15 minutes later? I just wanted to chat and ask you a few questions because they’re rarely going to come to you. So meet them where they’re at, wherever that is, and honestly, just try to have fun with it, because it is fun to be strategic, you’re a problem solver, finishing that last piece of the puzzle, you’re which is L&D.
Michelle Eggleston Schwartz: On that note, Anita and Peter, thank you so much for speaking with us today on the podcast. How can our listeners get in touch with you after the episode if they’d like to reach out?
Anita Ann Mihelic: You can reach out to me on LinkedIn, on there, you can connect with me, send me a message, you know, ask about strategy, we can chat. the best way to find me probably.
Peter Plumlee: Well, if you didn’t catch on, I love to chat. I love being on this. So you can find me primarily on LinkedIn, but can really just find me anywhere with the handle at the Peter Plumlee, just at T H E, Peter Plumlee, P L U M L E E.
Sarah Gallo: For more resources on strategic planning and alignment, visit the description and the show notes on our website for this episode at TrainingIndustry.com/Podcast. Don’t forget to rate and review us wherever you tune into the business of learning until next time.
