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Brex learning leader Marion Jensen says the company chose Sana because both organizations saw AI as potentially transformative. Jensen describes rapid course creation, employee ownership of learning and a reported two- to threefold increase in team productivity.
- 1A shared view of AIJensen says Brex wanted a partner that believed AI could fundamentally change learning.
- 2A 31-minute courseBuilding a course quickly suggested to Jensen that learners could create and control training for themselves and their teams.
- 3Reported productivity gainsJensen attributes a two- to threefold team productivity increase to efficiencies found in Sana.
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- Jensen says Brex sought a partner that viewed AI as more than a feature.
- Jensen reports building a Sana course in 31 minutes, suggesting learners could create training too.
- Jensen says the learning team's productivity doubled or tripled with the efficiencies it found.
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From course creation to learner ownership
Jensen explains why Brex chose Sana and describes a rapid course-building experience. Jensen reports greater employee ownership and team productivity.
Marion Jensen, Senior Manager of Ops Learning at Brex, says the motivation for working in learning and development is helping people do their jobs better. Brex wanted a partner that shared its belief that AI could change how learning works, rather than treating AI as just another feature.
Jensen says a turning point came after building a Sana course in 31 minutes. If a learning professional could create training so quickly, Jensen reasoned, learners could do the same. Brex then saw more people take control of their own and their teams' learning.
Jensen reports that efficiencies found in Sana doubled or tripled the learning team's productivity. Jensen describes the change as more than incremental: it is reshaping how the team teaches and learns.
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