The challenge

Growing fast without losing what makes the organization work

Greg Cornman joined Infinite Campus as employee number 127. By the time he became Head of HR, the company had grown to more than 650 people. Managing that growth without losing institutional knowledge had become one of the organization’s defining challenges.

During growth spurts, Infinite Campus might bring on 100 to 200 new hires in a single year. For a company their size, that’s close to a 50% dilution of people who know how things work. New employees needed time to learn the product, the culture, and the distinct rhythms of K-12 education which varied significantly state to state. The company’s philosophy was to hire for fit first and develop the rest, but that meant the development infrastructure had to be capable of carrying a real load.

Skills data that degraded the moment you captured it

Understanding who already had what skills was almost entirely manual. HR and managers would have conversations, turn notes into spreadsheets, and try to aggregate something useful from the output. The problem was that the data aged out almost instantly.

“It was immensely manual and immensely irrelevant within a very short period of time. Once you captured the data, the data degraded instantly.”

Greg Cornman
Head of HR, Infinite Campus

Job titles gave you a rough signal, but nothing more. A person’s resume might list every acronym in the book without reflecting what they could actually do on the ground. And when it came to finding internal talent for new roles or projects, the process defaulted to whoever was already in your network, not whoever was best suited.

Infinite Campus had even tried to solve part of this problem themselves. They built what they called an ‘orbit system’ which was a manual mapping of which jobs were adjacent to which, like a Venn diagram of overlapping skills. It was a good idea without the infrastructure to make it work at scale.

Customer training at scale and internal learning still catching up

On the external side, Docebo had been doing heavy lifting since 2017. Infinite Campus uses Docebo as the primary platform for training the school districts that rely on their software: administrators, teachers, and partner staff across all 50 states. During peak months—typically summer, when major state implementations roll out—the platform sees upwards of 23,000 active users. Training is delivered through a combination of on-demand courses and live instructor-led sessions integrated with Zoom, allowing customers to learn concepts and then apply them in real-world scenarios.

Internal employee training was also running through Docebo, but the investment in learning infrastructure hadn’t yet connected to a broader view of skills and development. There was no dynamic way to see where capability gaps existed across the organization, and no clear path from identifying a gap to addressing it.

The solution

Finding a skills platform built for the same problem

When Infinite Campus started evaluating skills management platforms, they already had a clear picture of what they needed: something that could handle the scale and complexity of their organization, surface patterns across hundreds of employees, and connect skills data to actual decisions. AI was a requirement since the volume of information involved was simply beyond what any human process could manage reliably.

They evaluated several vendors. Some dismissed them outright, assuming their size didn’t justify the investment. 365Talents took a different approach. They listened.

“365Talents was actually listening to the problem we were describing. They agreed that we have a long-term investment in our employees. That is what learning is all about. They didn’t disregard us because we were a smaller employer.”

Greg Cornman 
Head of HR, Infinite Campus

What sealed it was a moment of recognition. When Infinite Campus described their orbit system, 365Talents showed them their Skills Galaxy: an AI-driven visualization of how roles and skills cluster across an organization. It was, as Cornman put it, as if someone had been translating the work they were already doing into software.

A living inventory of organizational capability

365Talents became the active skills intelligence layer for Infinite Campus. Each employee has their own profile, showcasing not just what they can do, but how they do it, including tools they use, approaches they take, and how they want to grow. Managers can validate skills, while the system suggests adjacent capabilities a person might develop based on their profile.

Critically, employees are active contributors to their profiles. It becomes their living resume, updated dynamically by both humans and AI as they developed. That sense of co-creation drove adoption in a way that top-down rollouts rarely achieve.

Closing the loop with Docebo

The missing piece in any skills management system is the answer to ‘what do we do now?’ Knowing a gap exists doesn’t close it. That’s where the Docebo and 365Talents integration became transformative for Infinite Campus.

Once 365Talents surfaces a skills gap for an individual employee, a team, or a role, that’s where Docebo can provide a path forward. The platform’s content library, marketplace integrations, and learning path tools give managers and employees a direct route from insight to development. Curated courses, compliance training, internal modules created by the L&D team, and live sessions are all available and linkable to specific skill needs.

“Having Docebo there and having those content marketplaces linked up has shortened that developmental time enormously and given us the chance to answer the question managers and employees would always bring: what’s next?”

Greg Cornman
Head of HR, Infinite Campus

Internally, the hybrid learning model reflects Infinite Campus’s roots in education. The team balances on-demand video content with live instructor-led workshops, and Docebo gives them the data to see when one format is being over-relied on and where engagement is falling off. As an organization in the Education Technology industry, they take different learning styles seriously and the platform supports that nuance.

One ecosystem, two solutions, one view of the employee

What Infinite Campus is building is an integrated learning and skills ecosystem. 365Talents provides the real-time intelligence layer: who has what, where the gaps are, and where the organization’s hidden potential lives. Docebo delivers the learning infrastructure: the content, the delivery, the tracking, and the compliance. Together, they close the loop between knowing and doing.

When the two platforms announced deeper integration, Cornman’s reaction was immediate: this was where they had been heading all along. The combination of skills intelligence and learning delivery working together rather than in parallel silos is the infrastructure for the kind of people strategy Infinite Campus had been building toward for years.

The results

Adoption that actually stuck

Within the first few months of deploying 365Talents, 90% of Infinite Campus staff were actively using the platform. That’s a number most organizations spend a year trying to reach. The combination of a well-managed rollout, a clear employee value proposition, and a culture already oriented toward learning made the difference.

Skills as a signal — not just a record

One of the most revealing early indicators came from the analytics. In a single month, employees entered more than 250 new skills into 365Talents, completely unprompted. This wasn’t administrators updating records. It was employees investing in their own professional identity, building out the picture of who they are and where they’re headed.

“Think about that in terms of physics. That is a lot of potential energy that the organization didn’t even know was building up in it.”

Greg Cornman
Head of HR, Infinite Campus

Internal mobility that wasn’t possible before

Another concrete impact came when director-level positions opened up. Historically, those roles had been harder to fill internally. With 365Talents, Cornman’s team ran a skills-based scan across the organization and identified 27 candidates who would never have surfaced through a traditional review and encouraged them to interview. Some hesitated, having never held a management role before. But Cornman could point to the data: “You have at least 60% of the skills that transfer directly. You have other capabilities that are genuinely valuable here. This is something you are capable of doing.”

Several of those positions were filled internally. And beyond individual promotions, the approach has shifted the company’s broader hiring strategy: rather than going outside to fill mid-level gaps, Infinite Campus now focuses hiring at the entry level and develops upward, because they can finally see the path clearly enough to act on it.

Decisions that go beyond the obvious

The change Cornman notices most in his own leadership is an expanded decision scope. Skills data has widened his field of view beyond the people he already knows well — a cognitive bias that affects every leader, and that most don’t have a structural way to overcome.

“365Talents has expanded my comfort zone. I’m not concerned about what I see from people now — it’s there. It’s expanded the decision scope I can have.”

Greg Cornman
Head of HR, Infinite Campus

On the Docebo side, the platform continues to serve hundreds of thousands of external learners—school district staff across the country who depend on Infinite Campus training to get the most out of their software. Monthly active users see tens of thousands during major implementations. Dobebo’s robust reporting options give the team visibility into engagement and content performance, enabling more informed decisions about what to build, update, and retire.

It isn’t about another HR system. It’s about driving business decision-making.

Cornman’s vision for where this goes is less about HR dashboards and more about operational culture. He wants the skills and learning ecosystem to live inside how teams make decisions.

“I don’t want this to live within HR and L&D. I want it to live within the operations of the organization. Where employees are managing their own information without being prodded, where managers are consistently thinking about their people and where they need to go, and where we’re using it in planning rather than reacting after the fact. The more the organization sees this ecosystem as something that actually drives execution, the better.”

Greg Cornman
Head of HR, Infinite Campus

For any organization still managing skills and learning in disconnected systems, the message from Infinite Campus is clear: integration isn’t a nice-to-have. It’s the difference between having data and being able to act on it. Between seeing a gap and knowing how to close it. Between knowing your people on paper and understanding what they’re actually capable of.

Infinite Campus started with Docebo to train their customers. They expanded it to develop their employees. They adopted 365Talents to map and understand skills across the organization, empowering them to make strategic talent decisions and build a future-ready workforce.They added 365Talents to understand their organization’s skills. And now, with the two platforms coming together, they’re building something that goes beyond any single tool: a learning and skills engine that turns knowledge into action, and capability into growth.