How AI-Powered Training Helps Companies Scale Faster, Grow Their Revenue, and Retain Top Talent with Sarah Sedgman
Listen to the episode on Spotify and Apple Podcasts
Listen to the episode on Spotify and Apple Podcasts
This episode is brought to you in collaboration with Invest Ottawa, Ottawa’s lead economic development agency for knowledge-based industries. We teamed up to produce this special podcast series to celebrate women leading in Ottawa during International Women’s Month.
In support of its Women Founders and Owners strategy, Invest Ottawa offers programs and services that enable and accelerate the growth and success of women entrepreneurs from every walk of life.
Visit www.investottawa.ca/women to learn more!
For as long as she can remember, Sarah Sedgman has been fascinated by the intersection of learning, creativity, and innovation. Growing up in the countryside—where she and her brother would invent and build things just for fun—she was surrounded by a family of educators and entrepreneurs who encouraged her to think differently.
That curiosity shaped her career path, leading her from instructional design to the C-suite, where she spent years driving global learning strategies and programs for top technology companies. Yet, she saw a major problem—training programs were slow to develop, costly to execute, and struggled to keep pace with business needs.
Instead of waiting for a solution, Sarah built one.
As Founder & CEO of LearnExperts AI, she is transforming how organizations create training by automating the instructional design process, cutting development time by 67% and unlocking knowledge at scale.
With LearnExperts’ LEAi platform, companies can instantly convert raw content (presentations, documents, videos) into structured, high-quality learning materials for eLearning, microlearning, instructor-led training, and more.
The demand for digital learning has skyrocketed, with companies investing millions per year in training—but traditional instructional design can take years to fully operationalize. Sarah took a bold leap—leaving the C-suite to launch her own company, bootstrapping her way to success before raising $1.25M to scale. And her risk paid off. Today, LearnExperts is trusted by leading tech companies to instantly transform raw content into structured, high-quality training programs—instantly.
This is the story of how Sarah went from executive to entrepreneur—proving that with a strong vision and the right team, anything is possible.
This episode is for you if:
You’re a founder who spends too much on training without seeing real impact, and you need a smarter, faster way.
You're raising funds for your company and want to learn how Sarah secured $1.25M without prior experience.
You’re passionate about learning design and curious about how AI can automate training without losing the human touch.
Looking for a specific gem?
0:00 Introduction
3:40 Growing up in a house of educators
4:13 Creativity and entrepreneurship run in the family
5:34 When Sarah fell in love with learning design
6:28 Why great teams make all the difference
7:10 Senior leaders saying: “We need training faster!”
7:49 The frustration that led to Sarah’s innovation
8:33 Automate the mundane, focus on the impact
12:08 250 hours to make one course?!
12:45 Leaving a C-suite role to bet on herself
14:17 Taking the leap: from executive to entrepreneur
14:30 From consulting to SaaS—the smart, strategic vision
15:59 “With great talent, you can achieve great things”
16:24 No product experience? No problem.
17:51 The big idea: enable everyone in a company to build great training
25:25 AI and learning: what you need to know
33:54 Does AI take away your “creative rights”?
36:06 Unlocking potential: how learning can transform companies
37:07 Sarah’s “why” and her bigger mission: education for everyone
38:20 No clue how to raise money? Here’s what she did.
Conversation Transcript
Naomi Haile: What is your origin story?
Sarah Sedgman: Yeah, you know, I grew up in the country. I'm in the high-end scale of extrovert, and growing up in the country was quite isolating. So, I'd say my brother and I would go out and build things, invent things, and create things all the time—just for our own entertainment and fun.
Of course, as you mentioned, we grew up in a house with two teachers, so education was important as well. I thought I would be a teacher because then I could create and help educate younger people to enjoy learning. But I ended up in technology.
In my family, there are a lot of innovators and creators as well. One of my grandparents founded the Canadiana encyclopedia, and another founded a large International Harvester company. My own brother founded a company as well. So, creativity, innovating, and building things are definitely in my background.
Naomi Haile: Yeah, and I think that capacity—to be in an environment and a family that really encourages and nurtures it—is phenomenal. The fact that you get to do that for so many organizations and people today, I think, always traces back to those crucial moments growing up and in our teen years. So that's great context.
I'm curious to learn about your transition throughout your career. As I mentioned, you started in instructional design and eventually rose to the C-suite in knowledge and customer operations roles. What was the pivotal moment for you when you realized that automating the work you do could really revolutionize the industry?
Sarah Sedgman: Yeah, so, as I mentioned, I thought I would be a teacher, but when I was going through university, I took an English Literature degree. A lot of people taking English degrees were going into tech writing, and I found myself with an opportunity to move to Ottawa and work for Cognos, as you mentioned, as an instructional designer.
I think I fell in love with the idea that I could really help people learn our solution at the time—help them adopt and learn so they could get great value out of it. The education space was changing really fast. When I started, it was mostly instructor-led training, but then, all of a sudden, e-learning appeared, followed by video-based learning and all these additional types of learning. Of course, I had always put up my hand to say, "I'll try it, I'll figure it out." So I got to experience creating the first e-learning course and the first video-based course, and I had a lot of fun doing it.
I also really enjoyed working with people and helping them think about the art of the possible—pushing against the current process we had and figuring out how we could be more efficient, work together as a team, and accomplish big things. I think the combination of the learning side and the opportunity to manage and lead people was a great experience for me. I fell in love with that. I had a phenomenal team, grew into the executive side, and was able to develop strategies around how we could create great things—but efficiently.
One of the biggest pain points we faced—and I remember this clearly—was probably 15 years ago when the CEO of Cognos called me and said, "Sarah, we're releasing new features fast, and we're gaining customers quickly." This was right at the prime time when Cognos was growing rapidly. He told me, "We need the training faster," because we couldn't always build training as fast as the product was changing in a manual process. At the time, we had to add a lot of people to the process because it was very manual.
That challenge actually continued throughout my career at IBM, PTC, and Kinaxis. I just couldn't find technology solutions to help us speed up the time it took to design and develop courses. There were lots of new technologies coming out to help produce e-learning and video-based learning, as well as learning management systems to deliver content electronically to learners, but nothing on the design and development side.
I had lots of ideas. I think I shared with you previously that I was a singer-songwriter too. Thinking back to my childhood, I would just sit in my room and write songs, and that was amazing. So, I always had ideas about how we could do things better. I had a vision for the LEAi product, where I thought: if we could take the traditional process and insert a system to automate tasks that I knew from my background were super mundane—things a human didn't need to do anymore—then we'd have a hit. We would solve a big problem for huge enterprise companies, helping them be more efficient. And so, that's exactly what I set out to build.
Naomi Haile: That's phenomenal. So, when these developments were happening at the time and you were the one raising your hand to try it out in all of those capacities, was that a part of your role? I know you've been in this space throughout your career—was that a part of your role?
I'm also curious about your curiosities during that time—saying, "Okay, how can I figure this out so that it could help everyone within the company?" I'm thinking about the folks who are listening who may be in similar positions, especially with AI coming in and all of these different platforms available to, as you mentioned, automate or take care of the things that people don’t necessarily need to focus on. That way, we can direct our attention to more complex items.
There’s a lot of opportunity to embed AI into processes and figure out, "Okay, what are the items in our workflow that technology can take on?" So, what were you thinking about in those early days when you were raising your hand, and how have you seen that translate into actually bringing a product off the ground?
Sarah Sedgman: Yeah, I would say I probably was naive in understanding how hard it would be. I'm someone who will just jump in if something's not working, or if somebody has an idea—"Hey, we could do this or that"—I'm always the one to say, "Let's try it." If it doesn't work, we'll shut it down pretty quickly, but let's go for it. I think that mindset always brought the fun part to the job. Instructional design, in general, and tech writing can be a little dry—it’s repetitive, it involves a lot of design work, and some aspects of it can be mundane.
Throughout my career, there are tons of examples where we pushed the limits of what the industry was doing. One example was way back when we realized we needed to get people training closer to when they were actually using the product. So I said, "Hey, okay, we can create these videos and link them right into the product in the right places." Today, that's known as products like WalkMe, and there are others in the industry as well.
Another challenge was that people—both internally and externally—were searching for knowledge assets or information they needed, but they spent hours sifting through huge repositories of outdated content. That’s when, at Kinaxis, we came up with the idea to build an entire knowledge network. We thought, "Let's build this cool thing," and today, there are products in the market similar to that.
As I went through my career, gathering a smart group of people together and accomplishing some pretty hard things, it was always a challenge—but we figured it out. That experience gave me the confidence to say, "Here's another idea. I think this one's a really big one because I know the pain point, and I'm well connected in the industry, so I've heard it from many, many companies."
I thought, if we can significantly speed up the time it takes to develop a course—because today, it can take 250 hours of development time to create just one hour of training, which is incredibly slow—and since every organization faces a bottleneck in getting training to learners fast enough, if we can figure this out, it's a big idea.
I had the confidence from my teams, knowing we had already accomplished big things. Kinaxis did well in the industry, and I benefited from that, which gave me the opportunity to feel confident that it was the right time to take a big risk. I left a C-level corporate job to start from scratch and build a company—believing I could do it. I just believed we could do it. And today, seeing that come true is really phenomenal.
Naomi Haile: Yeah, that was definitely a bold but also well-informed move because, essentially, the work you're doing right now is what you have been doing for years—just within one organization at a time. The fact that you have the opportunity, and really created the opportunity, to help multiple organizations is phenomenal.
You obviously allocated your own investment at the beginning to bring your idea off the ground and realize your vision. From a team perspective—you speak a lot about people and investing in bringing the right team around you—at what point was that necessary in your business-building journey?
What did the early days in 2019 look like for you? Before you started your company, were you figuring out the bones of it while still working in your corporate role, or was it an instant transition?
Sarah Sedgman: Yeah, so I dreamed my whole career of getting to the C-level in a large corporate company. I worked and worked to do it, and I got there. Then I realized there was a lot less creativity and building, and a lot more C-level expectations. I traveled a lot—that’s certainly an expectation at large corporations when you’re at the C-level—and I was traveling almost every week of the month. Of course, I have a family, so for me, transitioning to creating my own company and changing careers was the right decision.
At the beginning, I relied on my own expertise. I knew that a lot of people in the industry knew me and knew I had a certain level of expertise around designing and developing large learning programs and strategies. So, when people heard I was available, they kept coming to me, saying, "Come help us build our strategy or improve on our strategy based on all the things you've done in your career." That’s how I started—it was more of a services-based business. But the goal was always to build the LEAi product and become a SaaS-based business. The services model gave us a great way to generate revenue and also allowed us to engage with a variety of companies to learn about their instructional design pain points. This confirmed some of the thoughts my team and I had pretty quickly.
I’m really picky and choosy about who I pull in. They have to be high performers—they really need to be A+ players—because I know that with great talent, you can achieve great things. I approached two women I had worked with in the past and somehow convinced them to leave their corporate jobs and take a big risk with me. They had worked with me before, so they knew that when we have an idea, we can make it happen. It was exciting for them, but of course, we set out with just the three of us.
I did what I always do—I pulled from my network. I had never built a product before. We used to call our courses and e-learning "products" because we could bring them to market and sell them. I had run an $80 million training business, so I knew all the pieces to running a business, but I hadn't built a software product. So, I went back into my network and pulled from all the people I knew who had built great products. I brought them together here in Ottawa, at Invest Ottawa, and we did a number of brainstorming sessions.
I asked questions like, "How do you start a product from scratch? What kind of things matter? What are the different phases?" One thing we laughed about later was that our first prototype was built in PowerPoint. Someone suggested, "Hey, you don’t have to use fancy tools or even software developers. You can build the click points in PowerPoint, and someone can go through it as if it were the actual product to get initial feedback." So that’s exactly what we did. Now, when we look back on the design, it’s very similar to what we have today. Pulling all those people together and spending that time was absolutely worth it.
One funny story—when we were discussing our vision, we planned to take raw content, upload it into the system, and have the system, through AI, libraries, algorithms, and rules, turn it into learning content. That was our vision five years ago. We also wanted to move the needle from relying on a small group of instructional designers—because the industry, in general, hasn’t invested in growing that field—to allow anyone in the company to build great training. We thought, if we could embed the framework, learning design, and science into the system and guide them through that process, then the most important part would be their subject matter expertise. If we could unlock the potential for anyone to build high-quality training, organizations would be able to build it faster and get it to learners more efficiently.
One of the product gurus in our brainstorming session said, "What you’re thinking of doing would be like flying someone to the moon." To some, that might have sounded intimidating, but I said, "Well, that’s exactly what we’re going to do." And then we moved on.
Today, of course, advancements in generative AI and other technologies have helped, but it’s pretty amazing to look back on those early conversations and realize—we did it. We flew to the moon.
Naomi Haile: Wow. What a brilliant idea to really tap back into your network. Yes, you were starting from scratch and building from scratch, but that doesn’t mean forgetting everything you did before. You really leveraged your network and leaned on your relationships to say, "Okay, what are the gaps here? How do you think through XYZ experiences?" That kind of insight is such critical information at the very beginning of starting something. That’s amazing.
I’m curious about the statement you made about unlocking anyone’s ability to create learning products. I think that also has the potential to change how organizations look at education more broadly within their companies. What is the culture shift you’ve seen when your partners have adopted your learning platform? When they’re using it at the highest levels in their organization, what is the culture shift you’ve noticed take place? How has their way of thinking around education evolved because they’ve embraced that philosophy?
Sarah Sedgman: Well, they certainly are reporting back to us that they're seeing anywhere from 75 to 80% efficiencies. What we haven't seen—like with any new technology introduced to the industry—is that it's really a change management process that makes it successful. So, going back to change management 101 has actually been important for us.
First, we had to build advocates, which we did with early adopters. We had some keen, large enterprise companies say, "I'll be an early adopter, and I'll also pay," which helped us. We had to work closely with them through the change management process because instructional design is an area where the challenge has existed as long as the field itself. Someone once said to me, "You're fixing a problem that's been around as long as instructional design has existed. How long has that been?"
Just recently, I also heard a quote where someone said, "Education and the way we build education is going to change more drastically in the next 20 to 30 years than it has in the last 1,000 years." It’s crazy to think about the amount of change the industry needs to go through to make that happen.
Coming from an instructional design background helps because I can really relate to traditional instructional designers, but this shift requires a change in process—adopting a new way of thinking about developing training content and leveraging technology as a kind of junior instructional designer. AI can make suggestions or automate parts of the process, even those that some instructional designers enjoy. For example, I’ve had people say, "I really love creating test questions because it’s a creative process for me, and now your system just does it automatically." We always say, "Well, you don’t have to click the button. You still have the choice. You can create those test questions manually if you'd like."
So, I’d say it's taking time to get through the change process. Our go-to-market model has always been land and expand. We knew that learning organizations were used to building content but faced a bottleneck, so we thought, "If we land there and help them be more efficient, eventually, they'll see that other teams also need to be efficient." And that's exactly what we're starting to see.
Other groups—maybe for internal training purposes or different needs—are now coming to the learning organization, which is typically customer-facing or focused on HR leadership training, and asking them to build training for them. Now, those learning teams are saying, "Wait, we have this cool platform that you can use to build your own training." So, they’re beginning to introduce it across the organization.
There’s a great example from one of our large enterprise clients. They needed to create change request and internal training but didn’t know how to do it. Within weeks of using the LEAi product, they emailed us and said, "We have 10 high-quality courses already produced," and they handed them back to the learning organization to put in the LMS. It was just way easier for them.
That shift is definitely happening, and with advancements in generative AI and AI in general, acceptance is growing. In the beginning, when we went out saying, "Hey, we have this new technology that can build a course for you," people were skeptical. They weren’t sure if they could trust it. But now, through the process, our advocates are driving the proof points and demonstrating the value. Overall, the industry is changing.
Naomi Haile: What are some of the things to look out for when it comes to using AI as a partner in developing courses and learning programs? I think about organizations, and I’m sure you serve everything from the largest organizations, which you’ve mentioned, to smaller teams as well.
Because, you know, hallucination is a thing—these technologies can generate information that may or may not be true. So, what are some of the things people should look out for as they leverage these tools more and more? And what are the things that you and your team are considering when it comes to using LEAi—ensuring that it’s accurate, up to date, and reflective of the learning outcomes that this team or organization is looking to implement?
Sarah Sedgman: Yeah, so that’s a great question. I would say we take a really specific approach to things, and that’s why all of our client base has come from inbound requests—people wanting to see a demo and engage. That’s because the industry is talking to each other about our platform.
The big difference with our platform, compared to ChatGPT or other AI technologies, is that we purposely made the decision to develop the learning off of the client’s own IP and keep it a closed, secure system. We knew that was important for enterprise clients in general. Then, we built in our own rules and algorithms to prevent hallucinations and inaccurate content. It’s not pulling from the internet—it’s actually building the learning content directly from their own materials.
By making those specific decisions, we generate really high-quality learning that is precisely tailored to their needs. That approach comes from our deep subject matter expertise—we lived it, we did it, we were those teams. Before, we would have been the buyer and user of this technology, so it’s important for us every day to put ourselves back in the mindset of instructional designers and ask, "What do we need this product to do to create a great experience and make the process truly efficient?"
When AI hallucinates—like when you use ChatGPT and it generates inaccurate information—you have to take time to review and tweak it, which adds a lot of manual work. We took that out of the equation.
I also see a lot of influential leaders—like the CEO of Microsoft and industry experts like Thomas Law from TSA—talking about the huge changes coming in how we work with AI agents and AI assistants. The way corporations operate in the future is going to be completely different. They’re starting to say that we need to rethink organizational structure—before, it was just people in a traditional hierarchy (I’m probably not saying it exactly right), but now we have to insert AI into that org structure as its own layer. That’s just going to become the norm.
I think people will get used to AI serving up content, and then, as humans, we’ll need to ensure its accuracy. I get a lot of questions about whether our system can prevent bias and ensure equity. The reality is, AI is just a system—we can build safeguards, we can try to reduce bias, but ultimately, it will always require human oversight. It’s the human’s role to review, check for bias, and make sure the content is accurate and ready to go when the AI produces the final work product.
Naomi Haile: Yeah, I agree. And your comment about the future of organizational structures and what hierarchy looks like—that’s something I’m talking about with clients as well. More and more people in my network are creating AI agents of themselves, and I’ve been beta testing a few of them to learn. And there are some companies that are—there’s a Toronto-based company that has created AI agent teams that people can subscribe to and gain access to, including a change management professional and other experts. So, it’s here, it’s coming. Thinking about ways to integrate it, and even just being curious about it and learning about the technology, is helpful. It’s valuable.
I think a lot of organizations struggle with balancing technology intelligence and human intelligence. What approach are you seeing that really resonates with you—both internally in your company and with clients? You just mentioned a few questions they’re asking, but what are some of the conversations you’re having in this space to assure people that this can help them be more efficient, save money, and reach their users with learning a lot quicker? What do those conversations look like right now?
Sarah Sedgman: I’d say it’s mixed. Throughout my career, I’ve always seen that people have different styles, different comfort levels, and they go through change in different ways.
Reassuring them is important. Maybe I’ll put it this way—sometimes I feel like people think AI is going to take over the world. You think of our parents—some of my parents are like, “But AI is going to be bad, right?” And it’s like, well, no, it’s a system.
In my opinion, I don’t think AI is ever going to just take off, think for itself, and rule the world. Maybe I’ll be wrong—we’ll refer back to this conversation one day.
Naomi Haile: *laugh* We will refer back to this conversation.
Sarah Sedgman: But I’m like, it’s a system. We’re telling it what to do, we’re feeding it, we’re training it. We still have control as humans, and we’re still really important in the process.
I think early on, when we would talk to clients and say, “Hey, we have this platform that basically guides you through creating training really fast and does a lot of the work for you,” they were really skeptical that it could actually do it as well as a human brain. I would often say, “Just think about one use case where, in the manual process today, you find it frustrating, or you can’t complete it, or you can’t accomplish it. Just try one use case and see—does it help you? Where is the human still important in the process? How can you implement it into your workflow? Then try another one.”
I think that approach has really resonated because humans, in general, have different responses to change. Some people are like, “I’m all in. Give me the innovative stuff. Make me productive. I want to try new things.” That’s my style. But I’ve always had to recognize that different people go through change differently.
As we’ve approached this, we’ve focused on building advocates, talking through value use cases, and sharing how people are experiencing the platform. Helping them think through individual use cases and easing them into new processes in a phased approach has been really effective. They’ve also seen that they’re still really important in the process.
Now, we can use the system to handle things that were really mundane—like formatting or rewriting text into a learning style. Those are things a system can do for us, but we still have to make the key decisions.
I had someone say to me, “So, you’re taking all my creative rights away?” And I had to ask, “Well, what do you feel your creative rights are?” She said, “I like to create the graphics, design things, and do that part.” And I told her, “You can still do all those things. You have to do all those things as a human. The system is just handling the boring parts.” And she said, “Oh, okay, I misunderstood.”
So, I just think a lot of it comes down to misunderstanding. It’s moving fast, and not everyone likes change happening so quickly. But the more we embrace it—across the whole industry, not just in learning—the more AI can really help us be efficient. And then, as the humans who are super smart, we can spend so much more time on impactful things, on the things that matter, on the things we care about and love, to make organizations and companies lives better.
Naomi Haile: As you continue to scale and continue to win major global clients, what do you see, and what are you excited about in terms of what’s next for your company, LearnExperts?
How do you envision the long-term impact that your product will have on the industry?
Sarah Sedgman: Yeah, I’m really excited. We have accelerated so fast in the last year. It tells me that people are accepting AI solutions—they’re curious, and they’re also feeling pressure from their executives to figure out how to be more efficient. That’s been exciting for me.
On my side, it’s like, okay, we have product-market fit. We knew there was a problem, we built a solution, and now the industry is recognizing that the solution works. They’re trying it, and they’re getting value from it. I get a lot of positive feelings when people say, “I love this. This is helping me so much. This has changed my life.”
One of the companies we worked with—a customer success organization—was struggling to create scalable onboarding instead of relying on one-on-one in-person meetings. They told us, “We had no idea where to get started. We used LEAi, and now we have multiple courses. We still would have been stuck trying to figure out what to do.” So we just unlocked their potential to scale, grow, and keep expanding their business. That’s something I get really excited about.
Looking ahead, I always have bigger visions. When it comes to my platform, yes, I am business-oriented—I grew up in corporate companies where driving revenue was key. But I also really care about people, I care about the world, and I care about making education accessible to people globally.
Today, that’s still a challenge. There are kids all over the world who can’t access the education and training they need. There are all sorts of reasons for that, but part of it is that the subject matter experts simply can’t get the training into a format that reaches these kids.
So, my big, big vision is to change how the world drives learning and education. But we’re starting with corporations first—building a viable company so we can sustain and grow. From there, the possibilities for the future are truly endless.
Naomi Haile: Yeah, that’s a beautiful vision. And you’re right—there are so many places where the infrastructure doesn’t allow for this type of advancement to happen, but it’s changing. And I think with leaders like you at the forefront, so many more people will be impacted. That’s a beautiful vision.
Sarah, thank you for sharing that.
I’m curious to know, as we start to wrap up the episode—throughout your career, when you think about the investments you’ve made in yourself and your skills, what has been the most powerful investment that has really paid dividends for itself?
Sarah Sedgman: Yeah, it’s interesting that I’m in learning because I constantly want to learn myself. I took an English Literature degree, so you would think that I love reading books all the time to learn, but I don’t. I’m busy—busy. So I don’t always have time to sit and read.
For me, I invest a lot of time in asking people for advice, and that’s how I learn quickly. I like to learn from others who have done it and learned it, so I’m constantly spending time in lunch meetings, coffee meetings, virtual meetings—whoever I can call or get to give me advice. That’s my happy place.
I think that’s been a key investment, even though my career has been busy. I’m a busy mom too—I’m a hockey mom—but I still always make time to call people and learn new things. That’s what drove my career fast. I was in the C-suite by 40 as a woman, which is tough, and that’s what helped me figure out how to grow my own company quickly.
It also helped me figure out how to get investors on board. I had no idea how to go get investment money, so I called people and said, “Okay, I think I have to do this. Tell me how, and help me do it.” In doing that, I became a great networker and connector. I rely on that big network to help me—I ask, and that’s really made a difference for me, both professionally and personally. It’s how I’ve learned everything I needed to know and built the skills in my toolbox to drive forward.
One of my software developers has been part of many startups—he’s even been a co-founder himself and successfully exited. So we’re very fortunate to have him. At a team event, I thought, okay, we’re going to go around the table—software engineers love to draw and design—so I said, "We’re each going to draw one thing that we really appreciate about each other."
And what he said about me really stuck with me. He’s been part of a ton of startups and has seen a lot of things go wrong—a lot of poor decisions being made. But when it was his turn, he drew a checkmark.
He said, “I have a checkmark for you because I see that all the things you’re doing are right, and that’s what will drive the success of this company.”
That meant a lot, and I have to attribute it back to all the great advisors and people who have helped me along the way.
Naomi Haile: Wow, that’s such a great story. You’ve shared so many wonderful stories that I think really resonate with people—whether they’re thinking about starting their own company, working at a startup, or navigating a large corporation. You’ve shared so many stories that people can see themselves in.
And your advice about really leaning in, asking for the conversation, and asking for help—in the same way that you invest in others, creating opportunities for them to invest back in you—cannot be understated. So thank you.
What’s the best place for people to connect with you online? I’m going to share the links to your website for LearnExperts, but where is the best place for people to connect with you and stay updated on the latest developments in your company?
Sarah Sedgman: Our website, for sure, and LinkedIn—we have a lot of LinkedIn posts. If they want to connect with me personally, they can just send a note through LinkedIn or connect with me first.
We’re quite active in those places and constantly putting out new content. We’re always thinking about how we can be creative and fun.
That’s where they can learn about us and, of course, connect with me.
Naomi Haile: I’ve seen some of your YouTube content—the videos and interviews you’ve been hosting—so yeah, everywhere you can connect with Sarah and LearnExperts will be linked in the show notes.
Thank you, Sarah, for making the time to have this conversation. I know that personally, I’ve learned so much—not only about your journey but also about ways I can think about this space for some of my clients as well.
And thank you, everyone, for tuning into this episode of The Power of Why podcast, in collaboration with Invest Ottawa. We’ll catch you in the next one!
Listen to the episode on Spotify and Apple Podcasts
Connect with Sarah
LinkedIn: Sarah Sedgman
LearnExperts Website: www.learnexperts.ai
Connect with Naomi
Website: naomihaile.com
LinkedIn: Naomi Haile
Instagram: @naomiahaile
Twitter: @naomiathaile