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Many corporate Human Resource Development (HRD) department staff are type‐cast as trainers. They have tried to become human performance technologists and have found it difficult to accomplish. This article describes how developing and implementing a set of strategic plans guided one HRD department through its evolution from delivering conventional training to delivering multiple performance improvement interventions. It will show how projects were selected, developed, and managed over a three‐year period to meet the customer's critical business issues and the HRD department's strategic plan.