United Kingdom · Human Resources · Director/VP (16-20 years)

Director, Employee Experience

Here is the whole job, in plain words. What it is, a real day, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

Experience bandDirector/VP (16-20 years)
Direct reports2-4 reports
Reports toChief People Officer (CPO)
UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP of People & Culture (Experience) · Head of Culture & Engagement · Director of People Strategy

Built on an analysis of 43,079 real UK job descriptions · grounded in qualifications employers recognise

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1What this role really is

This isn't just about making people happy; it's about making our business perform better by ensuring our people thrive. You'll be the architect of how our employees experience working here, from their first day to their last, shaping everything from culture programmes to how we listen and respond to feedback. Think of it as designing the operating system for our human capital, making sure it runs smoothly and powers our overall business strategy.

2What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

Qualtrics EX / GlintStrategic

Architecting the enterprise listening strategy within the platform, leading vendor negotiations, integrating with HRIS, and ensuring data quality for board-level reporting.

Workday HCM / SAP SuccessFactorsArchitect

Influencing HRIS data governance to ensure data quality for EX analytics, scoping and championing integrations between HRIS and other EX platforms to create a unified data ecosystem.

Tableau / Power BIStrategic

Defining the organisation's EX data visualisation strategy, ensuring dashboards answer key executive questions, and driving strategic decisions based on visual insights.

Confluence / NotionArchitect

Establishing the information architecture for all People team knowledge, ensuring scalability, ease of access, and consistency across the organisation for EX programmes and resources.

Bonusly / AchieversStrategic

Integrating the recognition platform into the total rewards and performance management philosophy, using data from the platform to inform culture initiatives and executive reporting.

Slack / MS TeamsStrategic

Defining the digital communication strategy as a core component of the digital employee experience, setting governance and best practices for internal communication channels.

3What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choice	Coming in	Where you are now	The step above
EX Strategy Definition	Supports by providing data and insights.	Proposes elements of strategy for specific programmes.	Leads the design of specific EX workstreams and recommends strategic adjustments.
Budget Allocation (EX Programmes)	No authority, escalates all cost requests.	Proposes small programme costs (e.g., £1K-£5K) for manager approval.	Manages programme budgets up to £50K, recommends larger investments to Director.
Vendor Selection (EX Platforms)	No involvement beyond basic user feedback.	Provides input on user experience for existing tools.	Evaluates new features of existing platforms, researches alternative solutions.

4How you'll be judged

The scoreboard, honestly: the hard targets, how often each one is actually looked at, and the quiet human signals that never make it onto a dashboard.

Company-wide eNPS Score

Our Employee Net Promoter Score, which tells us how likely employees are to recommend working here.

Target · Top quartile for our industry (e.g., > +45)

If our eNPS is +30, your goal is to push it towards +45 or higher, showing a significant improvement in employee advocacy.

Regrettable Attrition Rate

The percentage of high-performing employees we really wanted to keep, but who chose to leave.

Target · Reduce by 15-20% year-over-year in key talent segments

If our top 10% of engineers are leaving at 8% annually, your programmes should aim to bring that down to 6.4% or less.

Glassdoor 'Recommend to a Friend' Score

Our external reputation as an employer, as seen by potential hires.

Target · Increase by 0.5 points (e.g., from 3.8 to 4.3) within 12 months

A sustained increase here means more inbound applications from quality candidates, which saves us a fortune in recruitment fees.

Correlation: EX Scores vs. Business Performance

Demonstrating a statistical link between improved EX metrics (e.g., engagement, psychological safety) and business outcomes (e.g., revenue per employee, customer satisfaction scores).

Target · Identify and prove 2-3 significant correlations annually

Showing that teams with higher psychological safety scores consistently outperform on project delivery by 10% and have 5% lower burnout rates.

Executive & Board Confidence in EX Strategy

Senior leaders and the Board proactively seek your input on strategic talent and culture decisions, and consistently support your initiatives.

You're regularly invited to C-suite strategy sessions
your proposals for significant EX investment are approved with minimal pushback
Board members reference your insights in their discussions.

Successful Cultural Transformation

Leading and embedding significant cultural shifts (e.g., moving to a more feedback-rich culture, increasing psychological safety) across the business unit.

Observable changes in leadership behaviour
positive qualitative feedback from employee focus groups
internal communications consistently reflecting the new culture
external recognition for our workplace culture.

Strategic Integration of EX & Business Goals

Your EX strategy is clearly and demonstrably woven into the fabric of the business unit's overall strategic objectives, not seen as a standalone HR function.

Business unit leaders include EX goals in their quarterly objectives
EX metrics are regularly discussed in business reviews alongside financial and operational performance
your team's initiatives are directly tied to achieving business outcomes.

5Would you like it

The honest version. What people enjoy, and what grinds them down.

What people enjoy

Shaping Enterprise Culture

You'll spend your days thinking about how every policy, process, and interaction contributes to our overall culture. You'll be meeting with C-suite to discuss strategic initiatives that genuinely change how we operate and how people feel about their work.

Leading a company-wide initiative to embed a new set of values, seeing those values reflected in daily decisions and employee feedback.

Driving Tangible Business Impact

You're driven by seeing your work directly impact business results—reducing regrettable attrition, improving productivity, boosting our employer brand. You'll be presenting these impacts to the Board, not just your direct manager.

Demonstrating a clear link between an improved onboarding experience and a 10% increase in new hire retention, leading to significant cost savings.

Leading and Developing High-Performing Teams

You'll be coaching and mentoring your managers, helping them grow their own teams and capabilities. You'll get a kick out of seeing your people develop and take on bigger challenges, knowing you've built a strong function.

Building a robust EX team from scratch, seeing your managers step up to lead major programmes, and celebrating their successes.

What frustrates people

Getting C-suite buy-in for significant cultural shifts when they're focused on quarterly numbers.
Dealing with the 'action-planning black hole' at scale—getting dozens of managers to actually implement changes from survey results.
The constant pressure to prove the ROI of every EX initiative, even when the benefits are long-term and qualitative.
Navigating the 'anonymity paradox' when employees want granular insights but fear being identified.
Being handed a disastrous engagement score and being told the solution is a company-wide pizza party, ignoring systemic issues.

What this role does not give you

A quiet, heads-down analytical role with minimal stakeholder interaction.
The ability to make unilateral decisions without significant consultation and buy-in.
A role where you're primarily executing tasks rather than defining strategy.
A guaranteed path to immediate, visible results for every project you undertake.

6Who you work with

This role directly shapes our employer brand, talent attraction, retention, and overall productivity across the entire business unit. Your work will influence board-level discussions on culture, talent investment, and long-term organisational health. You're essentially the guardian of our internal reputation and the architect of a workplace where people genuinely want to be.

Inside the business

Chief People Officer (CPO)
CEO and other C-suite executives (CFO, COO, CTO)
Business Unit VPs and Senior Leadership
Heads of HR Business Partners
Legal and Compliance teams
Internal Communications

Outside the business

Industry bodies and thought leaders (e.g., CIPD, Gartner)
Employee Experience platform vendors (Qualtrics, Glint)
External consultants for culture or change management
Talent acquisition partners

7What you need before you start

Not a wish list. The things you would be expected to already have.

A proven track record of 16-20 years in Human Resources, with at least 5-7 years specifically leading Employee Experience functions at a senior level (e.g., Head of EX, Senior Manager).
Demonstrable experience managing budgets of £2M+ and leading teams of 10+ people, including managers.
Significant experience presenting to and influencing C-suite executives and Board members on strategic people initiatives.
A deep understanding of organisational psychology, change management, and data analytics in an HR context.
Experience leading large-scale cultural transformation programmes within complex, fast-growing organisations.

8What to practise next

Where the job is going, and what to do about it starting this week.

Integrated EX Data Architecture

To get truly holistic insights, you can't have EX data siloed from HRIS, performance, and even business outcome data. You'll need to architect how all these data sources connect, ensuring clean, consistent, and actionable insights for our C-suite and Board.

Data Lake/Warehouse Design for HR · API Integration Strategy · Data Governance & Quality Standards · Predictive Analytics for EX

This quarter: Work closely with our HRIS and Data Analytics teams to understand our current data architecture.
Next 6 months: Develop a blueprint for an integrated EX data model, identifying key data points and integration needs.
Next 12 months: Champion a project to implement a pilot integration between our EX platform and our HRIS for a specific use case.

Quick win: Identify one key EX metric that's currently hard to link to business outcomes. Brainstorm how to connect the data sources to make that link clear.

9Staying current once you are in

What people here do to keep up

Regularly attending executive leadership programmes and industry conferences focused on the future of work, culture, and digital employee experience.
Engaging in continuous learning around advanced data analytics, AI in HR, and organisational psychology.
Building a strong external network of EX leaders and thought partners to share best practices and stay abreast of emerging trends.
Mentoring rising talent within the People function and across the business.

10How the AI economy is changing work like this

Before we ask anything of you, here's what we can already say about AI and work of this kind:

The new skill this role is being asked for: AI Ethics & Responsible HR Tech Adoption

AI is increasingly woven into HR tech, from candidate screening to performance insights. As a Director, you'll need to navigate the ethical implications, ensuring fairness, transparency, and data privacy, especially as we use AI to analyse employee sentiment and predict behaviours. Get this wrong, and you risk legal challenges and a massive hit to employee trust.

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

AI Ethics & Responsible HR Tech Adoption

AI is increasingly woven into HR tech, from candidate screening to performance insights. As a Director, you'll need to navigate the ethical implications, ensuring fairness, transparency, and data privacy, especially as we use AI to analyse employee sentiment and predict behaviours. Get this wrong, and you risk legal challenges and a massive hit to employee trust.

Algorithmic Bias Detection
Explainable AI (XAI) in HR
Data Privacy & Governance for AI
Human-in-the-Loop AI

Digital Employee Experience (DEX) Leadership

With hybrid work becoming the norm, the digital experience *is* the employee experience for many. You'll need to lead the strategy for how our technology, tools, and digital environments contribute to (or detract from) engagement, productivity, and wellbeing. This means working closely with IT and Product, not just HR.

Digital Employee Journey Mapping
UX/UI Principles in HR Tech
Product Management for Internal Tools
Data Analytics for Digital Engagement

What you’ll use

Skills this role draws on

Technical

Employee Journey Mapping (Enterprise-Scale)
Survey Design & Psychometrics (Strategic Oversight)
Qualitative & Quantitative Data Synthesis (Board-Ready)
Design Thinking for HR (Organisational Application)
Change Management (Large-Scale Transformation)
Organisational Network Analysis (Strategic Insight)

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

1
Head of Employee Experience (from a smaller/mid-size company)
3-5 years in a similar senior role
Skills to master
- Scaling EX programmes for a larger, more complex organisation
- managing larger budgets and teams
- influencing at a C-suite level
- navigating complex organisational politics.
You're ready to move on when
- Successfully led a company-wide EX transformation.
- Managed a team of 5+ EX professionals.
- Demonstrated clear ROI for EX initiatives to a senior leadership team.
2
HR Business Partner Director (with strong EX focus)
5-7 years as a senior HRBP
Skills to master
- Deepening expertise in EX methodologies and data analytics
- transitioning from a generalist HR role to a specialist strategic function
- building and leading a dedicated EX team.
You're ready to move on when
- Led significant cultural initiatives within their business unit.
- Proactively used EX data to inform talent strategies.
- Demonstrated strong influencing skills with business unit VPs.
3
Senior Manager, Employee Experience (from a larger organisation)
3-4 years in a senior manager role
Skills to master
- Expanding scope from managing programmes to defining enterprise-wide strategy
- taking on P&L responsibility
- developing board-level presentation skills
- leading other managers.
You're ready to move on when
- Owned a major EX workstream end-to-end with significant impact.
- Mentored junior team members and showed leadership potential.
- Consistently delivered on complex, cross-functional projects.

11Where this role leads

The long view:This role is a serious step up, and it's not for the faint-hearted. But if you're truly passionate about shaping how people experience work, driving significant business impact through culture, and leading a high-performing team, then the career possibilities are immense. We're looking for someone who wants to leave a legacy, not just fill a seat.

Pay & demand

Pay and demand for this role will appear here, each figure traced to a named authoritative source (e.g. the ONS Annual Survey of Hours and Earnings, under the Open Government Licence). We don’t show numbers we can’t attribute.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Director, Employee Experience is actually changing. In about two minutes, the free confidence check asks where you stand on each of the ten. That's the whole check, and it's what makes the plan yours rather than generic.

12The team that's yours

No two people are taught the same way. This is one-to-one, not one-to-many.

Zavmo is a hyper-personalised AI learning platform. Twelve virtual tutors, each with a different way of teaching, and one orchestration agent that picks the right one for the moment. So every single lesson is shaped around you, your role, and the way you learn. Not a course everyone sits through. A conversation built for you, and no one else.

…and nine more, matched to you after your first chat. Meet all twelve

Start free and meet yours

13What it feels like

A conversation, not a course

Because your tutor knows your role, your projects and your last session, learning sounds like this. And it's different for every single person:

Leading and Managing PeopleLevel 5

Applied to your work in Director, Employee Experience

This unit aims to enable learners to demonstrate effective leadership and management techniques to achieve organisational goals. Learners will develop skills in communication, coaching, and mentoring, and be able to manage the performance of team members through feedback and development.

How the thinking builds

Remember
Understand
Apply
Analyse
Evaluate
Create

An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

One to one, not one to many

No two people run this the same way

A course is written once and handed to everyone. This is assembled around you, and keeps changing as it learns you. Five things it reads, and what each one changes.

Your actual work Every lesson is taught against a live piece of your own work, not a worked example from a textbook.
What you already know The first conversation finds your starting point, so you skip what you can already do and spend the time on what you cannot.
The conditions you learn under Not a learning-styles quiz. The evidence does not support those. The dimensions the research does back, read once and used to shape the plan.
How far you got last time It picks up mid-thought. The tutor knows what you said, what you struggled with, and what it asked you to try.
Which tutor suits the moment Twelve of them, each for a different kind of thinking. The one who walks you through a first idea is not the one who stress-tests it.

See how you learn, free. Eight questions, no sign-up. A directional taster; the diagnostic inside Zavmo goes deeper and keeps adapting.

DemonstrateIllustration

Evidenced on your work in Director, Employee Experience

You do not finish by watching something. You finish by showing it on the work you already do, against the measures this job is judged on.

Company-wide eNPS ScoreOur Employee Net Promoter Score, which tells us how likely employees are to recommend working here.If our eNPS is +30, your goal is to push it towards +45 or higher, showing a significant improvement in employee advocacy.Top quartile for our industry (e.g., > +45)
Regrettable Attrition RateThe percentage of high-performing employees we really wanted to keep, but who chose to leave.If our top 10% of engineers are leaving at 8% annually, your programmes should aim to bring that down to 6.4% or less.Reduce by 15-20% year-over-year in key talent segments
Glassdoor 'Recommend to a Friend' ScoreOur external reputation as an employer, as seen by potential hires.A sustained increase here means more inbound applications from quality candidates, which saves us a fortune in recruitment fees.Increase by 0.5 points (e.g., from 3.8 to 4.3) within 12 months
Correlation: EX Scores vs. Business PerformanceDemonstrating a statistical link between improved EX metrics (e.g., engagement, psychological safety) and business outcomes (e.g., revenue per employee, customer satisfaction scores).Showing that teams with higher psychological safety scores consistently outperform on project delivery by 10% and have 5% lower burnout rates.Identify and prove 2-3 significant correlations annually

These are this job's own measures, with its own targets. Nothing is marked evidenced, because nobody has started this yet. Yours would fill in from the work you bring.

Your passport

This isn't a certificate you file away. It's a passport to the life you're designing.

Every credit you earn and every fluency you build adds up: evidence where it counts, carried with you. Zavmo keeps the map: where you are, where you're heading, and the next step, at your pace, around your life. From Director, Employee Experience to VP, People & Culture, and whatever you decide comes after.

Level 7 · in progressAI Fluency→ VP, People & Culture→ your design

Where this takes you

This role is a serious step up, and it's not for the faint-hearted. But if you're truly passionate about shaping how people experience work, driving significant business impact through culture, and leading a high-performing team, then the career possibilities are immense. We're looking for someone who wants to leave a legacy, not just fill a seat.

See Your Progress GrowIllustration

Director, Employee Experience

Employee Journey Mapping (Enterprise-Scale)
Survey Design & Psychometrics (Strategic Oversight)
Qualitative & Quantitative Data Synthesis (Board-Ready)
Design Thinking for HR (Organisational Application)
Change Management (Large-Scale Transformation)
Organisational Network Analysis (Strategic Insight)

This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

14The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Director, Employee Experience is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

VP, People & Culture
3-5 years in the Director role
L7
- Total Rewards Strategy: Designing and overseeing compensation, benefits, and recognition programmes at an enterprise level.
- Talent Acquisition Strategy: Defining the overall strategy for attracting, recruiting, and onboarding talent across the organisation.
- Organisational Development & Design: Leading large-scale organisational restructuring and capability building initiatives.
Chief People Officer (CPO)
5-8 years in the Director/VP role
L7
- Global HR Operations: Overseeing all HR functions across multiple geographies.
- Workforce Planning & Analytics: Leading long-term strategic workforce planning for the entire organisation.
- Board-Level Reporting & Governance: Providing comprehensive reports and strategic advice to the Board on all People matters.

Working with AI on the job

Working with AI

Where AI is starting to help

As a Director, your time is precious. You're paid to think, strategise, and influence, not get bogged down in manual analysis or drafting. Here's the thing: AI isn't just for junior roles; it's a game-changer for senior leaders too. We're building an internal AI Hub to help you reclaim your time and elevate your strategic output.

Imagine having a co-pilot that handles the grunt work, allowing you to focus on what truly matters: driving enterprise-wide change and making impactful decisions. Our AI tools are specifically designed to empower leaders like you in Employee Experience, transforming how you analyse data, research best practices, and communicate your vision.

Automated Strategic Insights from Comments

Forget spending days manually sifting through thousands of open-text survey comments. Our AI uses natural language processing to instantly theme, summarise, and even identify sentiment trends across your entire business unit. You'll get executive-ready insights in minutes, allowing you to focus on *what to do* about the feedback, not *how to find it*.

Predictive Modelling for Talent Strategy

Use AI models to go beyond correlation. Identify the true, often hidden, drivers of regrettable attrition, engagement, or productivity within specific talent segments. This means you can pinpoint exactly where to focus your strategic interventions for maximum impact, rather than guessing. It’s like having a crystal ball for your people strategy.

Accelerated Best-Practice & Market Research

Need to understand the latest trends in psychological safety programmes for hybrid teams, or benchmark our recognition strategy against competitors? Our AI assistant can rapidly research, synthesise, and summarise best practices from across the industry, providing you with comprehensive reports in a fraction of the time it would take manually. You'll be better informed, faster.

First-Draft Board & Executive Communications

Generate initial drafts of board papers, executive summaries, and company-wide announcements about EX initiatives. The AI can help tailor the tone and language for different audiences, ensuring your message is clear, compelling, and consistent. You'll spend less time wordsmithing and more time refining the strategic message.

Common questions

How do you become a Director, Employee Experience?

Common routes in include Head of Employee Experience (from a smaller/mid-size company) (3-5 years in a similar senior role), HR Business Partner Director (with strong EX focus) (5-7 years as a senior HRBP) and Senior Manager, Employee Experience (from a larger organisation) (3-4 years in a senior manager role). Times vary with prior experience.

Where can a Director, Employee Experience progress to?

This role can lead on to VP, People & Culture (3-5 years in the Director role) and Chief People Officer (CPO) (5-8 years in the Director/VP role), depending on the skills you build.

What level is a Director, Employee Experience in the UK?

This role aligns to RQF Level 7 on the UK framework, a guide to the depth of qualification it maps to, not a hard entry bar.

What new skills matter most for a Director, Employee Experience?

Increasingly, AI Ethics & Responsible HR Tech Adoption and Digital Employee Experience (DEX) Leadership. These are the areas where the higher-paid, future-proof work is heading.

The honest bit

You’ve started things before

Most of them were built for a room full of people who aren’t you. A cohort moves on whether or not your week allowed it, and by the third week the thing you’re behind on becomes the reason you stop opening it.

There’s no cohort here, and no timetable to fall behind. Before anything starts, Zavmo asks when you’re sharpest and how long you can realistically sit down for, then builds the sessions around those answers. A bad fortnight changes your pace. It doesn’t put you behind.

And you only pay once you start learning. Searching and planning are free, and you can cancel any time — so the cost of finding out is an afternoon, not a year.

What it costs

Less than one coaching session. Every month.

A single career-coaching hour costs more than a month of this, and it ends when the hour does. Zavmo doesn't. It's £70 a month, about £2.30 a day, for a companion that knows a Director, Employee Experience, works on the job you actually do, and keeps going at your pace rather than a timetable's.

Searching and planning stay free. You only pay when you start learning.
Your credits are yours. Regulated, and they don't vanish when a subscription ends.
Cancel any time and billing stops. No notice period, no minimum term.

Your path, personalised

You have the map. Walking it is the part we do together.

This route runs to 1 national skill standard. That is a real journey.

Zavmo shapes a learning experience as unique as you are. It fits how you learn, your pace and the work you already do. Every step stays benchmarked to recognised national standards. That’s the plan for becoming a Director, Employee Experience: personal to you, and it still counts. The first steps are free.

Independent research finds well-designed intelligent tutoring performs nearly as well as one-to-one human tutoring: VanLehn (2011), Educational Psychologist.

A private tutor in the UK averages £35–40 an hour . Zavmo is £70/month.

A Zavmo curriculum screen: a three-month plan of nine units, ninety credits, each one an Ofqual-regulated unit the learner can tick or untick before starting. — A real plan on learn.zavmo.ai: Ofqual-regulated units, credits, and a three-month run at your own pace.

Start free No commitment. See your first steps free.

15Where to go from here

Other roles at Level 7

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

Other roles in Human Resources

Stay in the field you know and move sideways rather than up.

If you leave this industry

The strategic, data-driven, and people-centric skills you'll develop in this role are highly transferable across a wide range of industries, particularly in high-growth tech, FinTech, professional services, and even large public sector organisations undergoing transformation. Your ability to connect people strategy to business outcomes is universally valued.

Not sure this is the right direction?

Work out what you actually want from work first, then come back and see which roles fit it. Takes about ten minutes.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Build my plan, free Here's the first ten minutes: a 2-minute confidence check → your personalised roadmap → meet the tutors matched to you. No card, cancel any time. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.

Director, Employee Experience

What's rising in its place

AI Ethics & Responsible HR Tech Adoption

Digital Employee Experience (DEX) Leadership

Skills this role draws on

Technical

How you actually get there, here

Head of Employee Experience (from a smaller/mid-size company)

HR Business Partner Director (with strong EX focus)

Senior Manager, Employee Experience (from a larger organisation)

The credential is what you can do today. These are what keep you valuable.

Roles this leads to

No two people are taught the same way. This is one-to-one, not one-to-many.

A conversation, not a course

No two people run this the same way

This isn't a certificate you file away. It's a passport to the life you're designing.

Everything else the record holds

The career path, and where it branches

VP, People & Culture

Chief People Officer (CPO)

Where AI is starting to help

Automated Strategic Insights from Comments

Predictive Modelling for Talent Strategy

Accelerated Best-Practice & Market Research

First-Draft Board & Executive Communications

Common questions

You’ve started things before

Less than one coaching session. Every month.

You have the map. Walking it is the part we do together.