Built by practitioners who got tired of catalog dumps.
Founded in Nashville in 2022 by Jasmine Carter, a former Head of L&D who spent a decade watching completion rates go up and velocity scores go nowhere.
Jasmine Carter built Learnforge after spending a decade running onboarding programs that she knew weren't working.
Before Learnforge, Jasmine led Learning & Development at two mid-market companies — a regional logistics firm and a SaaS operation, both in the 600–2,000 employee range. In both roles, she inherited the same artifact: a 40-hour onboarding curriculum that no one had evaluated against actual skill gaps in years.
The diagnostic tools she needed — the ones that would tell her which parts of the catalog were actually moving the needle — didn't exist at a price point that made sense for her budget.
So in 2022, she built them.
Learnforge started as an internal tool at her second employer. After seeing 90-day velocity scores improve 28% in the first pilot cohort, she spun it out. In 2025, a small angel round closed to fund the commercial product — the version you're looking at now.
Our mission is to give every new hire the exact path they need — not the path the catalog has.
Corporate learning has a measurement problem. The output metric — completion — doesn't measure whether anyone got faster at their job. Learnforge exists to close that gap: assess first, prescribe second, track velocity third. That's it.
Learnforge is not a content library, not a full LMS replacement, and not a performance management system. It is the diagnostic and path-generation layer that should sit between your HR data and your existing content — the layer that was always missing.
Four principles that shape how we build.
Diagnose before prescribing
Every learning intervention should start with measurement. We never ship content before we ship assessment.
Speed over ceremony
Implementation projects and change-management consultants are a tax. Learnforge should be running in days, not quarters.
Velocity is the metric
We care about one thing: how fast new hires reach peer-level performance. Completion rates are a proxy at best.
L&D deserves better tools
Learning teams run on tight budgets and face blame for problems upstream. We build for them — not for the executive sponsor.