Customer Success Manager

From fragmented training to unified impact: How Insurity built an AI-ready learning ecosystem. Maria Rosales Gerpe Last updated July 24, 2026 5-7 minutes Quick recap because Docebo know you've got a day job: last time, Docebo talked about skills intelligence, and how SNCF turned a 155,000-person workforce into a real-time skills engine instead of a spreadsheet nobody updates. The headline was €100 million in savings. The real story was what happens when talent and learning finally look at the same data. This time, Docebo is widening the lens. Because the AI readiness gap doesn't stop at your org chart. It follows your product out the door, into your customers' hands and your partners' workflows too. Meet Insurity. Breaking free from training in silos. Insurity builds software for the insurance industry, which means their success depends on three different audiences actually knowing how to use what they built: employees who support it, customers who buy it, and partners who implement and extend it. For a while, each of those audiences got a different version of training. Employees had one system. Customers got another, often delivered in person, which is a nice way of saying expensive, slow to scale, and hard to personalize. Partners were mostly figuring it out on their own. Siloes are challenging because other than creating redundant work, they actively work against personalization. You can't tailor a learning path to what someone actually needs if you don't have a unified view of what they've already learned, what they're stuck on, or what they're trying to do next. Three disconnected systems means three disconnected pictures of readiness, and none of them are complete. To break free from this, Insurity consolidated employee, customer, and partner education onto a single Docebo platform. The end result was that learning came from the same infrastructure, same personalization engine, same data model, with each different audience pulling what they needed from it. One platform, three audiences, one growth engine When Insurity unified their platform, they weren't just cutting costs on venue rentals and travel. They gave their AI-driven learning engine a full picture across every audience it serves. A customer struggling with a specific feature and a new partner ramping up on implementation can both get development paths that reflect where they actually are, not a generic onboarding module built for an average that doesn't describe anyone. This shift moved them from in-person, cost-heavy training to scalable digital-first delivery. But the more interesting part is that this consolidation led to: * A 50+ point increase in employee NPS * 30X user growth * New revenue streams through certification Internal readiness and external adoption stopped being separate initiatives and started reinforcing each other, the same cycle Docebo described with skills intelligence, just running across a wider set of learners. Lessons from Insurity: What you can apply to your org. Insurity didn't get here by flipping a switch. VP of Learning Development and Documentation Julie McGoldrick built this over years, one deliberate decision at a time. Pull it apart and you get a blueprint any L&D leader can adapt, regardless of industry: Fund the transformation before you ask for a bigger budget. Julie moved customer training online first, which unlocked new revenue that helped fund the rest of the platform from day one. If you're trying to get executive buy-in for a broader shift, look for the piece of your program that can pay for itself first. Use branching to stop treating every learner like an average. Insurity built role-based learning paths so people find the right content faster, which also cuts the admin time your team used to spend on manual assignments. Personalization isn't just a nicer learner experience. It's a tax cut on your own team's time. Automate compliance instead of chasing it. By triggering compliance training automatically through the SSO process, Insurity was able to get to 100% enrollment with zero manual tracking. If your team is still manually confirming who completed what, that's hours you could get back. Build for a distributed, multi-region workforce from the start. Certification tracking by region let Insurity handle recertification across different states and countries without it turning into a spreadsheet nightmare. Compliance at scale means designing for your most complicated jurisdiction, not your simplest one. Don't build everything yourself. Insurity integrated third-party content from providers like LinkedIn Learning, Cloud Guru, Pluralsight, and Kaplan, which expanded what employees could access without expanding the content development budget. A unified platform doesn't mean a platform where you author everything. Let the same infrastructure serve learners you don't employ. Onboarding and technical certification for customers, mandatory product certification for partners: none of it needed a separate system. It needed the same one, opened up to different audiences. Treat certification as a product, not a formality. Insurity is rolling out a self-serve paid certification program for partners. That's the natural endpoint of unification: once your learning data and delivery engine are solid, certification becomes something you can package and sell, not just something you require. Bring AI in as a coach, not just a content engine. Insurity adopted AI-focused office hours and Docebo's AI Coach for personalized coaching, which is a good reminder that AI readiness isn't only about generating content faster. It's about giving learners a way to ask questions and get unstuck in the moment. None of these moves depend on being an insurance company. They depend on treating your learning platform as infrastructure for growth, not a line item for compliance. Bottom line. If you're evaluating your own learning infrastructure, ask yourself the blunt version of the question: how many separate systems are your employees, customers, and partners learning on right now, and what would it take to put them on one? Because the pattern is consistent across every example in this series so far. Fragmentation is inefficient and expensive. Want to see how other companies are approaching this? Explore more Docebo customer stories and see what unified learning looks like across different industries. And if you haven't already, download the AI Readiness Gap: The 2026 Enterprise Learning Wake-Up Call report for the full data on where organizations stand. Up next: Docebo is zooming all the way out. Blog 8 pulls together everything this series has covered, personalization, analytics, and skills intelligence, into one thought leadership piece on scaling learning across the extended enterprise. AI fluency is now the number one priority for both learning leaders (51%) and learners (38%) over the next 18 months. Docebo'll get into why unified ecosystems are the only way to actually close that gap.

Pluralsight names Aaron Gordon Chief Customer Operations Officer. * May 15, 2026 Pluralsight has appointed Aaron Gordon as Chief Customer Operations Officer. This has enhanced the organization's commitment to customer experience and digital learning innovation. Gordon Pluralsight will head up customer operations across the globe, as well as the customer engagement strategy. Moreover, it seeks to drive growth and customer success results. Gordon Pluralsight brings extensive leadership experience in customer success and SaaS operations. Also, he has a history of implementing successful customer-focused strategies at scale. His role at Pluralsight is thus instrumental in fulfilling the company's goal of providing meaningful technology learning solutions. On the other hand, the organization is aggressively building its enterprise customers internationally. "As we continue building a more agile and scalable customer organization, we are focused on helping customers see tangible outcomes and realize measurable value faster and more consistently," said Steve Vierra, Chief Revenue Officer of Pluralsight. "Aaron has led large-scale transformation across complex, customer-facing organizations, and his experience will help us sharpen execution, strengthen alignment across the customer journey, and support continued growth." Driving customer success and operational excellence. Pluralsight is still working on improving its digital learning platforms and workforce development solutions. At the same time, Pluralsight views customer success as an essential source for achieving its growth objectives. Therefore, this leadership role is consistent with its long-term strategic vision. Meanwhile, Gordon will be responsible for programs that enhance customer retention and satisfaction. "Organizations today need more than technology training; they need partners who can help them drive measurable transformation across their business," said Gordon. "Pluralsight is uniquely positioned to support that need. I'm excited to help create the operational consistency, visibility, and scale required to deliver stronger outcomes for customers and long-term growth for the business." Moreover, the company aims to strengthen relationships with enterprise clients. Moreover, it intends to streamline service provision on its platform. Overall, this appointment is an indication of Pluralsight's focus on customer excellence and scalable growth. For more stories on executive leadership and business innovations, explore its CXO Insiders for the latest updates.