Nicole Edens is a Technical Writing Manager at Jack Henry with nearly 20 years of experience in technical communication and people leadership. She currently leads a large team of technical writers and has mentored dozens of writers and apprentices throughout her career. She brings deep expertise in content governance and is skilled at leading documentation teams through change. Her leadership style emphasizes collaboration, transparency, and trust, and she is known for navigating conflict and difficult conversations with empathy and care. Colleagues often describe her as a “mama bear” leader for her strong advocacy, steady presence, and commitment to her team. Nicole brings a practical, people‑centered approach to content governance, grounded in real‑world leadership experience and a deep understanding of how standards, relationships, and trust intersect in complex organizations.

MythBusters Lab: Let’s Test What Really Works for Remote Content Teams

Co-presented with: Leann Long

Remote content teams are seen as harder to manage, scale, and keep engaged. We’ve heard the myth—and spent years dismantling it.

Since 2020, the Jack Henry Technical Writing team has been fully remote while scaling to 40 team members across 18 states and maintaining 99% annual associate retention. We’re putting our success under the microscope in this hands-on lab.

We’ll explore remote team challenges and apply proven principles to your organization. Through small-group activities and roundtables that connect you to leaders navigating the same complexities, you’ll examine team structure, ownership models, leadership alignment, feedback loops, and engagement practices. You’ll hear what’s working, and what isn’t, helping you anticipate issues, pressure-test ideas, and surface creative solutions.

You’ll leave not only with a practical operating model, but also with new perspectives, shared language, and peer connections that extend well beyond the conference.

In this workshop, attendees will learn:

• Map their current remote or distributed team operating model and identify friction points that limit trust, engagement, or scalability.
  
• Engage with peers in similar leadership roles to compare how different organizations address shared coordination and leadership realities.
  
• Apply tested design principles to adapt—or rethink—team structure, ownership models, and leadership practices.
  
• Anticipate future scaling pressures by examining what has helped or hindered teams as they grow from small to large.
  
• Build shared language and peer relationships that support continued learning and collaboration beyond the session.