How Hogan Taylor went from checking boxes to building careers

Checking boxes instead of building futures

Public accounting firms like Hogan Taylor can't afford to take a risk. Operating under strict professional requirements, the firm's employees needed to complete 40 hours of continuing professional development every year. While learning was technically solid, it had become synonymous with compliance: something you checked off rather than something you experienced.

Their challenge was cultural as well as operational. Learning was scattered across disparate tools with no single home for development, and no meaningful way to show employees that the firm was genuinely invested in their skills development.

Where scattered learning finally found a home

Thrive gave Hogan Taylor a single home for all its learning and development. Crucially, it brought everything together in one place, removing the friction of multiple logins and making it easy for employees to see their progress clearly. The onboarding experience was brought into sharp focus — rather than frontloading new hires with everything on day one, the team built a structured week-by-week learning pathway across the first four weeks, weaving in 30- and 90-day touchpoints.

From surviving to Thriving

Four years into their partnership with Thrive, the most telling shift is what people now expect from their learning. Employee engagement with development has transformed — employees who once accepted CPD as an annual obligation now actively ask for more formats and resources. Analytics give the L&D team clear visibility of skills development progress across every office and level.