RESOURCE SPOTLIGHT
Nannette Nolan
Before LTEN’s digital transformation, life behind the screens felt like running on a treadmill that never stopped. Multiple logins, disconnected systems and duplicated efforts kept both members and staff working harder than necessary. We often joked that we were hamsters behind the scenes, spinning fast to keep up with the work our technology couldn’t do for us.
Members wanted a clear view of their participation — awards, membership, conference activity and learning progress — without juggling passwords or separate platforms. Internally, we spent hours maintaining spreadsheets and troubleshooting errors across systems. We knew our technology needed to match the sophistication of our members, and that meant rethinking everything from how we stored data to how we delivered value.
Our transformation began with iMIS EMS, our new association management system — the foundation that would connect everything else. The iMIS implementation took about six months, followed by an additional three months to integrate our partners and platforms, including TopClass LMS, Zoom, the job board, awards system and conference registration — all tied together through single signon.
By bringing every supplier partner into the discussion early, we could plan, stage and align integrations before the first one even went live. It wasn’t glamorous work — migrating years of member records, transactions and content — but it positioned LTEN for accuracy, insight and scalability for years to come.
We had to go big. We couldn’t fix one piece without rethinking the whole ecosystem.
Transformation happened during one of our busiest seasons. We’d just lost a key team member and the annual conference was fast approaching. There were days when we all logged 12- to 16- hour days, but the vision kept us going.
Our core trio included Lauren Harbert, executive director, Miki White, director of membership services, and me. Each brought different strengths — leadership, advocacy and translation between technology and user experience. The LTEN Board of Directors also played a pivotal role, providing guidance and unwavering trust. That culture of support and shared ownership became the heartbeat of the project.
Today, members experience a more seamless journey: one login, faster access and personalized visibility into their learning history, awards and registrations. Even member discounts now apply automatically — with little to no staff intervention required.
For our team, less time maintaining systems means more time for creativity and connection. We’ve been able to champion projects long on our wish list — from a reimagined awards program to enhanced e-learning experiences. Automation now handles tasks that once took days, freeing us to focus on innovation and member engagement.
In short, we’ve gone from managing systems to managing possibilities.
Our biggest lesson was that buy-in matters. Taking time to listen, address concerns and show the potential impact helped everyone stay invested. I also learned the value of pacing — we initially thought everything could go live at once. That optimism was quickly replaced by respect for the power of a staged rollout.
Project management has since become part of our DNA. We track efficiency, measure impact and plan with greater precision, knowing each milestone builds toward a better member experience.
With our new foundation solid, we’re already building forward. We’re exploring a library of member authors, real-time links between individuals and their organizations and, in 2026, the launch of an online community that would have been impossible in our old system.
“Over the past year, we’ve rolled out several new tools to enhance the LTEN member experience, but the one I’m most excited about is our new learning management system,” Harbert said. “It gives us the ability to expand our e-learning resources in meaningful ways, creating a more dynamic and accessible hub for professional growth. Even more exciting are the future capabilities — this platform will allow us to eventually offer certification programs that recognize and advance the professional skills of our members.”
This project was both a professional challenge and personal growth. As a marketing generalist who loves technology but isn’t a technologist, leading this initiative stretched me in ways I never expected. Bringing my experience and curiosity together to deliver something this meaningful felt like climbing my highest summit — and looking out to see endless peaks ahead.
LTEN’s Great Things Award for Digital Transformation celebrates that journey. The real reward, though, is what it means for our members: a smarter, more responsive LTEN — built to grow, adapt and thrive alongside the life sciences learning community we serve.
Nannette Nolan is director of marketing & communications for LTEN. Email Nan at nnolan@L-TEN.org or connect through linkedin.com/in/nannolan.
