Gap Analysis
Project Spotlight
Regional-Wide Gap Analysis: Tesla
THE NEED
In 2022, significant training opportunities existed across these teams within the Sales, Service, and Delivery Departments. Carolyn was tasked with conducting a comprehensive needs and gap analysis across three major Sales & Service centers in Atlanta, Georgia.
DELIVERABLE
A detailed 30‑page report outlining key gaps, trends across locations, and targeted recommendations for improving training and performance nationwide.
PROCESS
Carolyn began by identifying all established roles within the Sales, Service, and Delivery functions with HR. From there, she conducted on-site interviews at three Atlanta-area centers, meeting with employees across every role—from technicians to sales leadership. Over 30 interviews were conducted. Through these interviews, she gathered both qualitative and quantitative data to understand performance expectations, pain points, and training gaps.
RESULTS
Findings were presented to Tesla leadership, validating known challenges and uncovering previously unrecognized gaps. Based on the recommendations, new training courses were proposed and subsequently adopted to strengthen operations across Tesla centers nationwide.
Company-Wide Gap Analysis: Southwire
THE NEED
In 2026, Southwire's Commercial division did not have a formal product training program, despite managing an extensive and highly technical product catalog of more than 100,000 SKUs. New hires and veteran employees alike lacked a consistent, structured path for developing product knowledge, resulting in uneven training experiences and limited readiness across teams. A gap analysis was needed to determine training gaps in the Commercial sector.
DELIVERABLE
A full program framework for Commercial employees at all stages of their tenure. was provided. This included a recommended catalog of more than 200 courses covering high-level engineering concepts to sales skills, that fall under 6 established training categories. A plan to brand the certification program was also provided. Carolyn named the program—Skillswire—a unifying identity to promote alignment and enthusiasm across the organization.
PROCESS
To understand the scope of the challenge, Carolyn interviewed employees at multiple levels—from Sales Associates to VP‑level leadership—to identify soft and hard skills needed, training gaps, and barriers to effective product training. Over 15 interviews were conducted. The interviews provided both qualitative and quantitative insights.
RESULTS
The final Skillswire program provided Southwire with its first comprehensive, scalable product onboarding and development pathway for Commercial teams. With clearly defined learning tracks, skill alignment, and structured product training, the organization gained a unified approach to preparing employees—new and experienced—for success in a complex, product‑driven environment.