Docebo consolidation

Context

By 2022 SoftwareOne’s learning content was split across a main platform (Fuse) that didn’t meet the business’s requirements, the Articulate Rise environment used by the Academy and sales enablement, and a patchwork of departmental learning solutions that teams had bought or built themselves. Compliance training for the company’s 9,000+ people ran through this landscape. I led the learning technology function, a team of five, responsible for platforms, digital learning, and the vendor relationships behind them.

The problem

Nobody had a full view. Content lived in systems the central team didn’t administer, spend was buried in departmental budgets, and the main platform couldn’t be shaped to how the business actually worked. The company needed one system that departments could author and administer themselves, that compliance could rely on, and that the central team could extend rather than work around. It needed it fast, and most of the content had to be moved by hand, because there was no way to automate the migration.

What I did

I ran the RFP and selection process, in conjunction with Operations, which resulted in Docebo, then led the implementation from signature to a live minimum viable platform in four months. The design work was what mattered: user flows, catalog structure, tagging and naming, the UI, and the administrator model. I deliberately chose an MVP-first rollout: get the platform live with the core structure and migrated content, then add Docebo features in phases as the business learned to use it, rather than trying to configure everything before launch.

The operating model changed with the platform. Instead of a small central team producing everything, departments received their own access and authors, and my team’s role shifted to coaching them and running weekly training sessions. A tiered super-user and administrator structure made that decentralization workable without losing control of the catalog. Content ownership was resolved as part of the migration: my team reviewed every asset with its subject-matter owner, decided what moved, what was rebuilt, and what was retired, and reshaped it for the new structure.

What was built

One platform, live company-wide, with the previous platform fully retired: hundreds of courses and thousands of assets migrated and restructured by hand; a catalog and tagging model designed for departmental self-service; a super-user administration structure; and a weekly enablement cadence run by the team. After MVP, the platform’s API opened a path to custom experiences and automation the previous system could not offer.

Outcome

Administration and cost became centralized and visible, rather than scattered across departments. Every department that needed learning had its own space to build and run it, with the central team acting as coaches instead of a bottleneck. Adoption was strong across departments, judged by the departments that set up their own spaces and ran their own content in the first months. The key benefit was not cost savings: the previous platform was retired because it was not fit for purpose, not because the new one was cheaper. The value was in control, visibility, and a platform the company could build on. The consolidation also meant vendor relationships (Docebo, Skillsoft, Udemy, Codecademy) were managed centrally on the company’s behalf.

What it shows

Enterprise platform selection and implementation · RFP leadership · Migration and content governance at scale · Decentralized operating-model design (self-service authoring, super-user tiers) · MVP-first rollout under time pressure · Change management for a distributed workforce