L&D Manager Spotlight - Amanda Fratticcioli

Amanda Fratticcioli, Executive Director of Operations for Enterprise Technology

1. Describe your role for UT.  

In my role, I support the Vice President and Chief Information Officer by helping advance portfolio-wide priorities while leading the Office of the CIO. This includes oversight of Digital Strategy, Operations, internal and external Communications, Finance, and the Business Office. Through this work, I focus on aligning people, processes, and resources to support enterprise goals, enhance service delivery, and foster a collaborative and high-performing organization. I am a solutions-focused, deeply human-centered leader dedicated to strengthening Enterprise Technology through clear communication, thoughtful collaboration, and a strong commitment to operational excellence. 

2. What was the most important lesson you learned as a new manager?

One of the most important lessons I learned as a new manager is that empathy and accountability are not opposites, they are most effective when practiced together. Supporting people means understanding their perspectives, challenges, and motivations, while also being clear about expectations and responsibilities. I learned that being human-centered does not mean avoiding difficult conversations; it means having them with honesty, respect, and care. When empathy is paired with consistency and accountability, it builds trust, strengthens performance, and creates an environment where people feel both supported and empowered to do their best work.

3. What advice do you have for managers to help develop their team?

My advice to managers is to prioritize regular, actionable feedback and to consistently connect individual development to a broader sense of purpose. Feedback should be timely, specific, and ongoing (not reserved for annual reviews) so team members understand what’s working well and where they can continue to grow. Equally important is helping staff see how their work contributes to larger organizational and institutional goals. When people understand the impact of their contributions and receive clear guidance on how to improve, they are more engaged, motivated, and confident in their growth. Together, feedback and purpose create an environment where development feels intentional, meaningful, and supported.

4. Why is learning in the workplace important?

Learning in the workplace is essential because it enables both individuals and organizations to adapt, grow, and thrive in an environment of constant change. When learning is embedded into daily work, it empowers employees to build confidence, expand their skills, and stay engaged in meaningful ways. For organizations, a culture of learning strengthens innovation, improves service delivery, and supports long-term resilience. Most importantly, investing in learning signals trust in people, that they are valued not just for what they do today, but for their potential to grow and contribute in the future.

5. What have you recently learned, what are you currently learning about, or how are you developing yourself as a professional?

Recently, I’ve been deepening my focus on how effective leaders scale impact through people, systems, and intentional communication. I’m actively learning more about artificial intelligence and what responsible, practical implementation looks like in a higher education and enterprise technology context. I’m particularly interested in how AI can enhance decision-making, streamline operations, and support staff in meaningful ways. I continue to develop myself by seeking feedback, learning from peers across higher education and technology, and staying curious about emerging practices in organizational effectiveness, change leadership, and digital enablement. For me, professional development is less about mastering a single skill and more about continuously refining how I lead, listen, and create the conditions for others to succeed.