How Sanofi’s Training Leader Is Shaping the Future of Learning
When a chemist becomes the Head of Learning Experience at one of the world’s largest pharma companies, you know there's a story worth hearing. In this conversation, Chrissy Richards, Sanofi’s North America learning leader, shares how she created a new role by focusing on what learners really need—and how that mindset is helping teams succeed in a tough market. From building foundational training for new reps to designing resilience workshops for managers, her approach is practical, people-first, and grounded in the realities of today’s field teams.
Q: So first question: What's your official title and role?
Since we last met, I've taken on a new role. I'm the Head of North America Learning Experience for Sanofi. When we worked together last, I led the commercial training function for our pediatric vaccines in the vaccines division. Leveraging the work we did together, I built a strong justification for a new role in the organization.
Q: Congratulations—sounds like it’s well-earned!
Thank you very much.
Q: One thing that stood out when we last talked was your commitment to excellence in training—training people to be excellent by delivering excellence. How do you approach that?
We really focus on meeting learners where they are. That was key when we collaborated a couple of years ago on a major product launch. We created a full learning journey, going back to the basics and building blocks to ensure the team was ready to excel on day one. It starts with thinking like the learner—what they need, how to make learning stick, and how to sustain it.
Q: Meeting learners where they are sounds easy, but is actually quite difficult. How did you learn to do that, and how do you stay sharp?
Great question. We learn by engaging with them directly. I remember walking around a POA meeting and hearing the same technical question over and over. It hit me—our reps needed help understanding the science behind our products. Many didn’t have a science background or hadn’t studied it in years. So, we stepped back, revisited the building blocks, and designed new training starting from there.
Now, we give new hires those same foundational blocks from the beginning. So next time, we’ll meet them further along in their journey and can focus on more advanced topics—technical, scientific, or sales-related.
Q: The market’s also changing—HCP access is tougher, digital tools are everywhere. How does that impact your training?
We constantly consider the market when planning training. Right now, vaccine sales reps face real adversity getting HCP access. So we’re creating a new workshop focused on leading teams through tough times. We’re stepping away from science and selling skills, and instead focusing on resilience—supporting managers in guiding their teams through challenges.
Q: That’s exciting. What techniques or tools are you bringing to those teams?
We're not adding new tools—it’s more personal. We’re teaching managers to focus on what’s in their control, rather than external noise. That mindset—finding small, controllable wins—can shift a rep’s entire day, week, even career. I’ve seen it over and over. Little positive changes stack up over time.
Q: That resonates. Incremental growth really is like compound interest. Your own career is a great example—chemist to learning leader. Was that journey planned or more opportunistic?
Early on, it was planned. I moved from bench work to troubleshooting manufacturing, then into inspections. But I realized I wanted something different. A mentor helped me identify what I liked, what I didn’t, and what skills I’d need to grow. I volunteered to lead a global project—leading without authority. That project helped me get my first people management role.
From there, I made intentional moves across departments to build technical and leadership skills. Eventually, I took on a volunteer L&D project and impressed the head of learning for vaccines. That’s how I transitioned into learning and development.
Q: What advice do you have for trainers looking to build their careers?
Treat every training initiative like a project. Use a project management mindset—be structured, lead cross-functionally, and communicate your value. Pull in stakeholders from marketing, medical, etc., and show them how your project benefits them too. The more exposure you get, the more skills you build. And always measure success.
Q: So in a way, you're giving yourself a sampler platter of skills.
Exactly. Everyone's had jobs they didn’t love—I have too. But you learn from every experience. When I moved into commercial training, I was the first trainer there who hadn’t sold a vaccine. I had zero selling background and didn’t even know the acronyms! But I fixed a broken process—project management again—and earned credibility. That built momentum.
Q: That’s a great example. You may not know how to solve every problem, but solving one problem makes people glad you’re there. And solving a big, hairy problem makes you a wizard.
Absolutely. When we had to certify hundreds of reps in a new product insert, we had no time. That’s when we partnered with Quantified. The reps were ready to sell but had no time for traditional certification. The solution we created together met them where they were—and it worked.
Related: How Sanofi Used AI to Certify 100% of the Team on Product Launch
Q: And that gamified training event you mentioned earlier sounds epic.
It was! A full-on competition at a massive resort. Alexa Q&A stations, role-plays with senior leaders, points for everything. The Head of Vaccines even played an HCP. My boss later admitted she had doubts, but she backed me. And it worked. I had no idea if it would either, but I wasn't going to say that out loud.
Q: How have you seen technology, especially AI, change the training game?
I love face-to-face training, but during COVID, we had to adapt. Technology kept us connected and pushed us to innovate. AI is especially game-changing now—it can help with content development and coaching. When we used AI for certification, people were nervous at first, but once they realized it wasn’t a trap—it was a practice tool—they got comfortable.
Related: How AI and Innovation Are Reshaping Pharma Sales Training in 2025
Q: So it’s about building psychological safety around the tech.
100%. Some worry AI will replace them, but it’s here to make us more productive. Give it the tasks you don’t like or don’t have time for, and use that time to think. That’s when trainers come up with the most creative, learner-centered solutions.
Q: Looking ahead three years, what big shift are you preparing your team for?
We're moving toward a skills-based organization. The learning itself won’t change as much as how we approach it—more personalized, more self-directed. Learners will drive their own development using clear roadmaps. That frees us up to focus on strategic partnerships with leadership and long-term development planning.
Q: Final question: What separates a great trainer from an okay one?
A learner-centric mindset. You can tell when someone designs with the learner in mind—what they’ll think, feel, and need. If someone says, “I built the best course ever,” my question is: did you? What did the learners think? That’s what matters most.