HRTech Interview with Sandra Moran, Chief Marketing Officer of Schoox

Sandra Moran, Chief Marketing Officer of Schoox talks about the latest trends impacting the adoption of LMS platforms in this HRTech interview:

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Hi Sandra, tell us about yourself and your time at Schoox?

I’ve spent my career in technology and enterprise SaaS, helping organizations navigate moments of transformation. I’ve led marketing, customer experience, and go-to-market teams at companies like WorkForce Software and LLamasoft, where I steered major growth initiatives and helped guide both through successful acquisitions.

What drew me to Schoox was the chance to reshape an industry that’s overdue for reinvention. Learning is one of the most powerful levers a business has, yet it’s often undervalued or under-measured. Schoox has a bold vision for changing that, especially for the frontline workforce—people who have historically been underserved by technology despite being central to operational performance. It’s been incredibly energizing to join at a moment when our product innovation, customer momentum, and market need are all converging.

We’d love the top highlights of your AI powered learning impact suite?

What makes the Learning Impact Suite so compelling is that it finally connects learning to business performance in a tangible, measurable way. For years, L&D teams have been asked to “prove impact” while working with data that wasn’t designed for that purpose. We’re changing that by using generative and agentic AI to build training rooted directly in the skills that matter for each role and the KPIs the business cares about most.

Instead of relying on generic content or long development cycles, teams can create brand-aligned learning in minutes, automatically mapped to skills and business outcomes and deliver it to employees in personalized, engaging formats. The system identifies workforce skill gaps, recommends or generates training purpose-built to support specific skills development, and even forecasts the expected lift in productivity, sales, quality, or safety. It’s a fundamentally different approach—one that brings learning out of the “compliance checkbox” era and into a place where it operates as a performance engine.

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What trends around LMS platform adoption have you observed recently from the global market, what do business leaders and HR heads look for in these kinds of tools?

We’re seeing a major mindset shift. Globally, organizations are moving away from platforms that simply host and track course completions toward platforms that enable performance. Particularly in industries with large frontline populations—restaurants, retail, hospitality, manufacturing—leaders are prioritizing learning that fits into the realities of how their people work. Workers overwhelmingly want mobile, flexible, bite-sized training, accessible anytime. In our research with Lighthouse, 91% of frontline employees told us they prefer training via mobile device.

Another clear trend is the appetite for data. Companies no longer view learning as an isolated function—they expect it to impact core business metrics. Executives want transparency into which skills matter, where gaps exist, and how training moves the needle on productivity, retention, customer satisfaction, or revenue. And they want AI that helps them get there faster, not AI that adds complexity. This is where Schoox’s approach stands out: we built AI not as an add-on, but as the connective tissue between learning and business performance.

How can modern businesses and HR leaders dovetail better learning and development programs that can address workforce challenges, top tips that come to mind?

The most important thing leaders can do is bring clarity back to the employee experience. Our research shows that four in ten frontline workers aren’t clear on what’s expected of them, and that lack of clarity has a direct impact on performance, morale, and retention.

Successful organizations are reframing L&D as ongoing enablement rather than episodic training. They’re designing learning journeys that reflect how people actually work: personalized, relevant, mobile, multilingual, and embedded into daily tasks. They’re also investing in manager capability—because a frontline employee’s experience is often defined by the person who supervises them. When managers are equipped to coach, communicate, and reinforce expectations, engagement rises dramatically.

And finally, leaders are grounding their programs in data. When training is tied to the skills most critical for the business, and when its impact can be measured, L&D shifts from being a cost center to being a contributor to operational performance.

Can you throw light on some leading SaaS brands who you’ve seen have built proven learning and training programs and how they’d added value to business growth?

Some of the most compelling examples of learning driving business growth come from organizations that have embraced training as a strategic lever rather than a compliance requirement. Sport Clips is a great example. By reimagining how they onboard and develop team members, they achieved a 63% faster onboarding experience and a 75% reduction in training administration time. That shift gave managers more time to coach, created clearer development pathways for stylists, and ultimately strengthened retention across their nearly 1,900 locations.

We’ve seen a similar impact with The Fresh Market, where modernizing how frontline teams learned about promotions led to a 20% increase in new-product sales. Biscuitville also saw engagement translate directly into business outcomes—once employees had more accessible, on-the-job training, retention rose by 30%, which is enormously meaningful in a high-turnover industry.

Pacific Seafood is another strong example of learning tied to business performance. They operate a global, multilingual, and highly seasonal workforce, and by unifying development across all locations, they strengthened promotion readiness, reduced turnover among returning seasonal workers, and created far more consistent onboarding practices. And in manufacturing, KIOTI Tractor dramatically improved compliance reporting, achieving a 100% improvement, and reduced training creation time by 20%, enabling them to scale learning without scaling administrative burden.

The common thread across all these organizations is simple: when learning reflects the real needs of the job and supports people in developing the skills that matter most, employees are more confident, better prepared, and more likely to stay. And when that happens, the business sees measurable impact, from efficiency gains to revenue lift to stronger culture.

A few thoughts on the future of workplace norms and learning and development trends before we wrap up?

We’re moving into a period where AI, skills intelligence, and performance data will fundamentally reshape how companies develop their people. But contrary to the popular narrative, the future of L&D is not less human—it’s more. AI will remove friction, take administrative load off teams, and personalize learning at a scale like we have never seen. That frees practitioners to focus on partnering with business leaders to drive performance, support culture, and address employee experience – in a way that learning leaders have always wanted.

We’ll also see skills become the universal language that connects talent acquisition, performance, mobility, and learning. Organizations will have a clearer picture of what capabilities they have, what they need, and where to focus investment.

And most importantly, I believe frontline workers will finally get the technology and support they deserve. They are the face, voice, and engine of so many businesses. As organizations lean into mobile learning, real-time enablement, and skills-driven development, we’ll see a future where learning isn’t something people occasionally log into—it’s something that helps them succeed every day.

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