In companies operating across dozens of countries, teaching is not simply about transferring knowledge. It is about creating a common language for people working in different markets, establishing measurable standards, and ensuring that a customer receives a consistent level of service regardless of where they are. With this in mind, the task has taken on new dimensions with the expansion of digital operations and outsourced work models. In large corporate structures, training programs need to be designed, delivered, and evaluated at scale while also being adapted to the cultural, linguistic, and operational particularities of each market. This creates a challenge in striking the right balance: how can global standards be established without reducing different realities to a single formula?Mexican-born and originally from Ciudad Valles, in the Huasteca Potosina region of the state of San Luis Potosí, Rocío Medina built a career that became particularly relevant in this context. Her professional journey began in psychology and went on to include work in Mexico’s public healthcare sector and customer service before she moved into Learning & Development, an area focused on people development and learning strategy within organizations.She currently serves as Learning Performance Manager within Uber’s Global Delivery organization. Her work involves the strategy and execution of continuous learning initiatives across different regions, as well as functional oversight of outsourced training teams and Center of Excellence (COE) structures.
When Training Is More Than Just Training
In multinational operations, a learning program can have consequences that go far beyond the training room. For this reason, one of Rocío’s areas of responsibility is the creation and monitoring of performance standards. Among the projects she has contributed to is the development and implementation of the Trainer Performance Scorecard, a standardized framework used to evaluate the performance of Master Trainers working in outsourced teams and centers of excellence. The goal is to use performance indicators to establish quality benchmarks and identify opportunities for improvement. The principle is relatively simple: if different teams are responsible for training professionals who support the same global operation, there must be parameters that allow performance to be compared, deviations to be identified, and a certain level of consistency to be maintained.
A Career Built Across Different Markets
Rocío holds a degree in Psychology, a field that ultimately provided a foundation for her later work in learning, behavior, and professional development. Before pursuing her corporate career, she worked in Mexico’s public healthcare sector. She joined Uber in a customer service-related role. She later became a Greenlight Expert at the company’s hub in San Luis Potosí. From there, her career took her to different Mexican cities, including Monterrey and Mexico City. In the Mexican capital, she became Learning Delivery Manager at the company’s corporate offices, directly supervising a team of five Learning & Development specialists. The experience she gained in Latin America paved the way for a new chapter: moving to the United States.Her transfer to Chicago brought Rocío into an even larger and more international structure. Within the Global Delivery organization, her work began to involve multiple markets and teams, with responsibilities that extend beyond a single operation or a group located in the same office.
Standards That Cross Borders
One example of this transition is the US&C Footprint Project — Tunisia Site Stand-Up, an initiative in which Rocío played a leadership role in implementing a new unit related to Uber’s Delivery operations. The project required coordination among program teams, Delivery functions, local stakeholders, and vendor managers. Her involvement included traveling to Tunisia to oversee the implementation in person and lead the T3 process. The work resulted in the E-FISH-iency Award, presented through the internal L&D Big Fish program, which recognizes focus, prioritization, and execution.Another example involves ticket management. Rocío contributed to redesigning training standards and workflows used by outsourced support teams. The goal was to increase consistency in the way these professionals were prepared to handle issues reaching the operation. These are different projects, but they stem from the same underlying question: how can knowledge be transformed into consistent operational practice?Among Rocío’s certifications are training in Instructional Design through the Association for Talent Development (ATD); facilitator development; authentic leadership; team leadership through the FranklinCovey program; the 5 Moments of Need methodology; and Lean problem-solving tools.More recently, her professional development has incorporated topics related to the current transformation of the learning field itself.She has also earned certifications in AI L&D Framework and High Performance Management Techniques. This progression reflects a recurring characteristic of her career: the combination of learning, performance, continuous improvement, and emerging technologies.
Chapters of Success
A common thread connects the different chapters of this journey. Along the way, her experience evolved from customer service to building training structures used by teams operating across different markets. Perhaps the most interesting dimension of this story, however, lies in the change in scale. At the beginning of a career, the impact of a customer service professional can be seen in a single interaction. In a Learning & Development role, the reach can extend to the person who trains hundreds of others — and to the standards that guide that process. It is a kind of multiplier effect. And when training is better designed, measured, and replicated, its impact does not end when the class is over. It continues through the operation, in the work of those who were trained, and ultimately in their interactions with customers and partners.
Author: Vinícius Alonso
