Michelle Kay is the Chief Learning Officer for Albertsons Companies, leading Learning and Development for nearly 300,000 associates. A bold thinker with a tech-forward approach, she’s passionate about reshaping workforce learning in an AI-driven world. She helps build innovative and adaptive learning strategies that drive real impact. Michelle lives in California with her husband, two teenage boys, and a goldendoodle—navigating the intersections of family, business, and the future of work.
Recently, in an exclusive interview with Digital First Magazine, Michelle shared her professional trajectory, insights on the role of AI and automation in the future of work, the best piece of advice she has ever received, the secret mantra behind her success, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Michelle. What inspired you to pursue a career in learning and development, and what motivates you to continue innovating in this field?
I originally went to school to become a teacher, but life had different plans. When I found myself in a corporate job, I had the opportunity to explore several careers, each valuable in its own way. But it wasn’t until after I had my first son, while working in a job I had taken post-mortgage crash, that I hit a turning point. I was feeling unfulfilled and knew I needed to rethink what I truly wanted from my career.
Looking back at my experiences, one thing stood out: the moments I was most energized and engaged were when I was involved in learning and development. At the time, I was part of a recruiting team, and anytime I got to design training, facilitate workshops, or help others grow, I felt a deep sense of purpose. That realization led me to a career pivot. I decided to fully commit to L&D, going back to school for my master’s, and never looking back.
From the start, I’ve been passionate about doing things differently, rethinking how learning happens and challenging outdated models. Innovation isn’t just something I strive for; it’s how I naturally approach problems. But at the heart of it all, my motivation is simple: to make work better. Better for employees who want to grow, for leaders navigating complex challenges, and for organizations striving to build cultures that support learning.
Over the years, I’ve realized that the most effective learning strategies aren’t just about delivering more content, they’re about creating the right conditions for people to grow, balancing human connection with technology, and aligning learning with real business impact. That’s what keeps me excited about this field. Learning and development has the power to transform workplaces, and I’m constantly inspired by the opportunity to help organizations rethink what’s possible.
What do you enjoy the most about your current role?
One of the most rewarding aspects of my role is the incredible impact my team and I are able to have across an organization of nearly 300,000 employees. Learning and development isn’t just about delivering training—it’s about helping people do their jobs better, grow in their careers, and feel more confident in their work. The privilege of creating programs and content that make a real difference in employees’ day-to-day experiences is something I never take for granted.
Beyond that, I love the challenge of designing solutions at scale—ensuring that learning is accessible, relevant, and meaningful for such a large and diverse workforce. And while we operate on a big stage, I’ve never worked for an organization with an open checkbook. Being scrappy and resourceful has always been part of the journey, and there’s something truly magical about that reality. It forces creativity, sharpens problem-solving, and keeps us focused on what really matters—delivering impact in the most effective way possible.
At the end of the day, the most fulfilling part of my work is seeing how thoughtful, well-designed learning can empower people, support leaders, and help teams work more effectively. When done right, L&D has the power to transform the employee experience, and I love being a part of that.
What role do you think AI and automation will play in the future of work, and how can L&D leaders prepare their organizations for these changes?
AI is fundamentally reshaping the future of work, and for L&D leaders, it represents both an opportunity and a responsibility. The way I see it, AI is becoming as essential as email. Just as no one can function in today’s workplace without email, AI will soon be embedded into everything we do—especially in how we create, deliver, and scale learning experiences.
Right now, AI is giving us the tools to transform L&D in ways we’ve long known were necessary, but we simply didn’t have the right technology to execute effectively…until now.
To prepare, L&D leaders should be actively exploring AI in four key areas:
- AI as the new standard for content creation
- Personalized development at scale
- Eliminating the need for traditional training in some areas
- Making coaching scalable
L&D leaders who embrace AI as a strategic enabler will be in the best position to drive impact in their organizations. This isn’t about replacing human expertise—it’s about amplifying it. The real challenge isn’t just adopting AI tools; it’s redefining the role of L&D to focus on higher-value work, ensuring AI is leveraged responsibly, and helping organizations navigate the ethical and cultural shifts that come with it. Those who wait too long to explore AI’s potential risk being left behind.
In your academic or work career, were there any mentors who have helped you grow along the way? What’s the best piece of advice you have ever received?
I’ve been incredibly fortunate to have had senior leaders take a chance on me—putting me on projects or in roles I wasn’t technically “ready” for, but where they saw potential. That kind of belief from others has been instrumental in my growth, and I carry it forward in how I lead today.
The best piece of advice I’ve ever received wasn’t something spoken directly to me, it was seeing great leadership modeled in ways that fundamentally shifted how I view leadership. Two moments stand out:
The Power of Public Praise – I once watched our VP of HR give a farewell speech before moving to a role in another country. As she reflected on her team, she publicly thanked one of her direct reports and said, “I would work for her any day.” In that moment, my entire perspective on leadership changed. It was the epitome of confidence, humility, and women supporting women in a way that was genuine, public, and powerful.
Leaders Who Show Up Fully – When I worked at Taco Bell, I saw firsthand how great leaders don’t take themselves too seriously. Our VP of HR (a different one than the person I mentioned above) and CPO didn’t just talk about culture—they lived it. Whether it was participating in a lip-sync battle or showing up enthusiastically for fun company events, they never let nerves or self-consciousness hold them back. It reinforced for me that culture is built by leaders who are willing to engage, be seen, and create moments of connection.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
Without hesitation—Taylor Swift.
She is an absolute marketing genius, and I would love to pick her brain about how she builds and sustains deep emotional connections with her audience. Her ability to evolve, stay relevant across generations, and create a sense of community around her brand is unparalleled. From leveraging nostalgia and Easter eggs to mastering digital engagement, she has rewritten the playbook on fan loyalty and brand storytelling.
Beyond that, she’s an incredible example of reinvention, resilience, and owning your narrative. Whether it’s taking control of her masters, navigating industry challenges, or constantly redefining success on her own terms, she embodies the kind of strategic thinking and adaptability that every leader—regardless of industry—can learn from.
At the end of the day, I admire people who are intentional about their craft, understand the power of stories, and know how to build something that lasts, and Taylor Swift does all of that at a level few others can match.
You were recently recognised as one of the Top 50 Data Training & Talent Champions in HR in the U.S. 2025. Our readers would love to know the secret sauce behind your success.
If there’s one thing that has defined my approach to learning and development, it’s this: great learning isn’t about checking a box—it’s about impact. I’ve never been interested in overcomplicating things for the sake of making learning look sophisticated. The real magic happens at the intersection of a great learner experience and the ability to enable learning through technology in ways that make sense.
I’ve always taken an unconventional, pragmatic approach to solving L&D challenges. One that balances strategy, creativity, and a deep understanding of how people actually learn at work. Whether it’s designing large-scale learning ecosystems, integrating AI to streamline development, or figuring out how to make learning more personalized without making it overwhelming, I focus on what will provide the biggest impact.
At the end of the day, my “secret sauce” isn’t about doing what’s trendy—it’s about helping teams cut through the noise, leverage the right tools, and build learning solutions that actually work. The best L&D strategies aren’t just about creating more content; they’re about designing learning in a way that truly enables people to grow, lead, and contribute at their highest potential.
What is one of your favorite parts of the workweek? How does it encourage or inspire you? Do you have a favorite way to recharge during workday?
One of my favorite traditions started during the pandemic, when everything felt heavy, and my family and I needed something, anything, to break up the routine and give us something small but joyful to look forward to. That’s how Boba Wednesdays were born.
After moving to a new house in the middle of all the chaos, our kids were struggling, we were struggling, and by midweek, we just needed a pick-me-up. So, we made it a thing—every Wednesday, we’d take a break, go out for boba, and just enjoy the moment. It wasn’t about the boba itself (though, let’s be honest, it helps)—it was about creating a little pause in the week, a moment of fun and connection when everything else felt uncertain.
Now, years later, we do Boba Wednesday every few weeks, but the sentiment remains. It’s a reminder that small rituals matter, that breaking up the intensity of work and life with something simple can make a huge difference. And in my work, I think about that often—how learning, leadership, and even culture-building aren’t always about the big, formal moments, but the small, meaningful ones that keep us engaged, motivated, and human.
Where do you see yourself in the next 5 years?
In five years, both of my boys will have graduated high school, and life will look completely different. There’s no telling where we’ll be in the world, but that’s the exciting part.
More than anything, I want to be living with purpose, embracing adventure, and doing work that truly matters. I’ve never been one to follow a traditional path, and I don’t plan to start now. Whether it’s helping leaders navigate the future of work, creating innovative learning experiences, or finding new ways to make an impact, I want to keep pushing boundaries, staying curious, and saying yes to the opportunities that light me up.
What advice would you give to L&D leaders looking to develop their own skills and expertise in areas like AI and emerging technologies?
The best advice I can give is to just start. AI and emerging technologies are evolving so quickly that waiting for the “perfect” time or approach means you’ll always be behind. You don’t need to be an expert overnight, you just need to be curious, hands-on, and intentional about learning.
A great place to start is by assessing your own AI readiness, understanding where you are today and identifying small, practical ways to integrate AI into your workflow. Experiment, ask better questions, and focus on how AI can enhance—not replace—the human side of learning and development.
The L&D leaders who will thrive in this next era aren’t necessarily the ones who know the most about AI; they’re the ones who are willing to adapt, test, and rethink what’s possible. Stay engaged, explore the tools, and most importantly, make learning about AI part of your own development journey, not just something you think about for others.