United Kingdom · Learning and Development · Director/VP (16-20 years)

Director of Learning & Talent Development

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 reports3-8 reports
Reports toChief People Officer (CPO)
UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of Learning & OD · VP, Talent Development · Director, People Capability · Learning & Development Director

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 running training courses; it's about shaping the entire organisation's ability to grow, adapt, and hit its strategic goals. You'll be the architect of how our people learn and develop, making sure we've got the skills we need, not just today, but for the next 3-5 years. Honestly, it's a big job with big impact.

2What you'd actually use

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

Cornerstone OnDemand / Docebo (or similar enterprise LMS)Expert

Defining the LMS strategy, overseeing system configuration, ensuring data governance, leading vendor relationships, and leveraging advanced reporting for strategic insights.

Degreed / EdCast (or similar enterprise LXP)Expert

Developing the enterprise content strategy, championing social learning, using LXP data to inform skills gap analysis, and ensuring seamless integration with other talent systems.

Power BI / Tableau (or similar advanced analytics platform)Advanced

Interpreting complex learning and talent data, building executive dashboards, and presenting data stories to leadership to justify budget and strategy. You won't build every dashboard, but you'll need to understand them deeply.

Workday HCM / SAP SuccessFactors (or similar HRIS)Advanced

Partnering with the HRIS team to configure talent profiles, career pathing, and performance management modules, using HRIS data for strategic workforce planning and talent analytics.

Articulate 360 (Rise & Storyline) / Adobe CaptivateAdvanced

Setting enterprise-wide standards for instructional design, evaluating new authoring tools, and managing vendor relationships for outsourced content development. You'll need to understand the capabilities, even if you're not building content daily.

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
L&D Strategy & Vision	Follows established strategy, contributes ideas.	Proposes improvements to existing strategy, owns specific programme strategies.	Designs and implements workstream strategies, makes recommendations for overall strategy.
Budget Allocation & Spending	No budget authority, processes expenses.	Manages programme budgets up to £10K, escalates variances.	Manages workstream budgets up to £50K, recommends vendor selection.
Team Management & Org Design	No direct reports, manages own tasks.	Informally mentors juniors, manages own project workload.	Mentors 0-2 junior team members, manages project teams.
Learning Technology Selection	Uses existing LMS/LXP, reports bugs.	Configures existing systems, troubleshoots user issues.	Evaluates new features, recommends minor tool upgrades.

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.

Internal Promotion Rate for Key Roles

The percentage of critical leadership and specialist roles filled by internal candidates, indicating the effectiveness of talent pipelines and development programmes.

Target · Increase internal promotion rate by 10% YoY for identified critical roles.

If 40% of our Senior Manager roles were filled internally last year, we'd aim for 44% this year, directly linking to leadership development programmes you've championed.

Reduction in Critical Skill Gaps

The measurable decrease in identified enterprise-wide skill gaps (e.g., AI literacy, strategic leadership, cybersecurity expertise) as defined by workforce planning.

Target · Close 3 of the top 5 critical enterprise skill gaps within 18 months.

If 'AI Strategy' is a top skill gap, your programmes should show a measurable increase in leaders' confidence and capability in this area, perhaps via a new certification programme or project-based learning.

Employee Retention Rate (High Potentials)

The percentage of our top-performing, high-potential employees who remain with the company, often influenced by career development opportunities.

Target · Maintain or increase retention of high-potential employees by 5% above the company average.

If the company average is 85% retention, you'd aim for 90% or higher for the high-potential group, showing our development paths are keeping them engaged.

Learning Investment ROI (Phillips Level 5)

The financial return on investment for significant learning programmes, calculated by comparing monetary benefits (e.g., productivity gains, reduced errors) against programme costs.

Target · Demonstrate positive ROI for at least 2 major strategic programmes per year (e.g., leadership development, sales enablement).

A new sales training programme costs £100K but leads to an attributable £300K increase in revenue from new hires, showing a 200% ROI.

Strategic Influence & Credibility

How effectively you and your team are seen as strategic partners, not just 'order-takers', by executive leadership and business unit heads.

You'll know you're doing well when business leaders proactively involve L&D in strategic planning sessions, rather than just sending requests. They'll seek your input on organisational design and talent challenges, not just ask for a training course. You'll be seen as a trusted advisor, not just a service provider.

Organisational Learning Culture

The extent to which continuous learning, knowledge sharing, and experimentation are embedded in our day-to-day operations and values.

This looks like employees actively seeking out learning opportunities, managers coaching their teams effectively, and a noticeable increase in internal knowledge sharing. You'll see people talking about 'learning from that mistake' rather than just 'making a mistake'. It's about creating an environment where learning isn't a chore, but a natural part of work.

Talent Pipeline Strength

The perceived readiness and depth of internal talent for future leadership and critical roles, as assessed by senior leadership.

When the CEO asks, 'Who's ready to step up if X leaves?', you'll have a clear, data-backed answer, not just a guess. Succession planning discussions will be smoother because your programmes have actively developed people for those next steps. Business unit leaders will feel confident in the bench strength for their teams.

5Would you like it

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

What people enjoy

Building Organisational Capability

You'll spend your days thinking about how to make our entire workforce smarter, more skilled, and more adaptable. This means designing large-scale programmes, fostering a learning culture, and seeing the long-term impact on our business success.

Leading the design of a new leadership academy that directly addresses identified gaps in our succession plan, seeing future leaders emerge from your programmes.

Strategic Influence & Impact

You're driven by the opportunity to sit at the executive table, shaping the talent agenda and influencing key business decisions. You want your work to have a tangible, measurable impact on the company's direction.

Presenting to the Board on the ROI of our talent development investments and seeing those insights directly inform future budget allocations.

Leading & Developing People

You get a real buzz from coaching your team, seeing them grow into more senior roles, and empowering them to deliver outstanding learning experiences. You're a true leader who cares about their people.

Mentoring an L&D Manager who then successfully launches a critical new onboarding programme, knowing you helped them get there.

What frustrates people

Being seen as a cost centre rather than a strategic investment, especially during budget cuts.
The 'order-taker' dilemma, where business leaders ask for training when the root cause is a process or management issue.
Difficulty in measuring the direct financial ROI for complex behavioural change programmes.
Resistance to new learning methodologies (e.g., microlearning, social learning) from traditionalists.
The constant challenge of integrating disparate HR and learning data systems to get a holistic view of talent.

What this role does not give you

Daily hands-on instructional design or content creation (you'll oversee it, not do it).
A quiet, predictable environment with minimal political navigation.
Immediate, tangible results for every single initiative (strategic change takes time).
A role where everyone automatically understands and values the L&D function.

6Who you work with

This role directly shapes the organisation's capability and future readiness. You'll influence employee engagement, retention, internal mobility, and ultimately, our ability to execute on strategic objectives and maintain a competitive edge. Get this right, and we're building a resilient, adaptable workforce. Get it wrong, and we're constantly playing catch-up.

Inside the business

Chief People Officer (CPO)
CEO and Executive Leadership Team
Business Unit Managing Directors
Heads of HR Business Partners
Talent Acquisition Leadership
Finance Director (for budget alignment)

Outside the business

Learning Technology Vendors (e.g., LMS, LXP providers)
External Executive Coaching Firms
Leadership Development Consultancies
Industry Associations and Thought Leaders

7What you need before you start

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

Proven experience leading and managing a significant L&D function or a large, complex portfolio of talent development programmes.
Demonstrable experience influencing and partnering with C-suite and senior executive stakeholders to drive strategic initiatives.
A track record of designing, implementing, and evaluating enterprise-wide learning strategies that have delivered measurable business impact.
Deep expertise in learning technology selection, implementation, and optimisation (LMS, LXP, content authoring tools).
Experience managing significant budgets (£1M+) and making data-driven investment decisions.

8What to practise next

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

Advanced Learning Analytics & Data Science

Moving beyond basic dashboards to use advanced statistical methods and machine learning to uncover deeper insights into learning effectiveness, predict future talent risks, and demonstrate causal links between learning and business outcomes. You'll need to interpret this, even if your team builds the models.

Causal Inference in Learning Evaluation · Predictive Modelling for Learning Engagement & Attrition · Natural Language Processing (NLP) for Qualitative Feedback · Data Visualisation for Executive Storytelling

This quarter: Review your current learning analytics capabilities and identify gaps in data integration.
Next 6 months: Commission a proof-of-concept project with your analytics team to explore predictive modelling for a specific learning outcome.
Next 12 months: Invest in advanced analytics training for a key member of your team and establish a regular 'data insights' review with your leadership.
Ongoing: Challenge your team and vendors to move beyond descriptive analytics to more predictive and prescriptive insights.

Quick win: Identify one key business problem where better learning data could make a difference (e.g., onboarding time-to-productivity) and explore how advanced analytics could help.

9Staying current once you are in

What people here do to keep up

Regularly attending industry conferences (e.g., CIPD Learning & Development, ATD International Conference, Learning Technologies) to stay abreast of trends and network with peers.
Active participation in professional L&D networks and communities of practice, sharing insights and learning from others.
Engaging in executive education programmes focused on leadership, strategy, or organisational change.
Mentoring junior L&D professionals, as teaching often reinforces your own learning and leadership skills.
Publishing articles or speaking at industry events to establish thought leadership and contribute to the wider L&D community.

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 & Governance in Learning

As AI becomes more embedded in learning platforms (personalisation, content generation, skills analysis), understanding the ethical implications (bias, data privacy, algorithmic transparency) is paramount. You'll be accountable for ensuring our AI use is responsible and fair.

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 & Governance in Learning

As AI becomes more embedded in learning platforms (personalisation, content generation, skills analysis), understanding the ethical implications (bias, data privacy, algorithmic transparency) is paramount. You'll be accountable for ensuring our AI use is responsible and fair.

Algorithmic Bias Detection & Mitigation
Data Privacy & Security in AI-powered Learning
Explainable AI (XAI) for Learning Outcomes
Human-in-the-Loop AI Design

Workforce Planning & Skills Taxonomy Design

The pace of change means we can't just react to skill gaps; we need to predict them. This involves sophisticated workforce planning and the ability to define and manage dynamic skills taxonomies that evolve with the business. You'll be leading this for the entire organisation.

Skills-Based Organisation (SBO) Principles
Predictive Analytics for Skill Gap Forecasting
Dynamic Skills Taxonomies & Ontologies
Strategic Talent Mobility Frameworks

What you’ll use

Skills this role draws on

Technical

Enterprise Learning Strategy & Architecture
Advanced Learning Evaluation & ROI (Phillips Model)
Competency Framework Design & Implementation (Enterprise)
Performance Consulting & Organisational Needs Analysis (TNA)

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
L&D Manager / Principal Learning Strategist (L5)
3-5 years
Skills to master
- Managing a significant L&D team and budget, setting operational L&D priorities, developing strong relationships with business unit leaders, and proving the ROI of programmes.
You're ready to move on when
- Successfully led a major enterprise-wide learning initiative from strategy to evaluation.
- Consistently received high feedback on team leadership and development.
- Demonstrated ability to influence senior stakeholders and challenge assumptions effectively.
- Managed a budget of at least £500K and delivered programmes within financial constraints.
2
Senior HR Business Partner (HRBP)
5-7 years
Skills to master
- Deep understanding of business unit challenges, strong talent management experience (performance, succession), and the ability to translate business needs into HR solutions, including learning.
You're ready to move on when
- Acted as a trusted advisor to a business unit leadership team on talent strategy.
- Successfully led talent reviews and succession planning for a significant part of the organisation.
- Demonstrated ability to diagnose complex organisational problems and recommend integrated HR solutions.
3
Management Consultant (Specialising in HR/Talent)
5-8 years
Skills to master
- Strategic problem-solving, client relationship management, designing large-scale organisational change programmes, and presenting to executive clients.
You're ready to move on when
- Led multiple talent strategy or organisational development projects for diverse clients.
- Proven ability to quickly understand new business contexts and deliver impactful recommendations.
- Strong track record of influencing senior client stakeholders and managing complex project teams.

11Where this role leads

The long view:This role is a springboard for significant impact, both within our organisation and potentially across the wider industry. We're looking for someone with the ambition and capability to not just lead, but to truly transform how we think about and invest in our people's growth.

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 of Learning & Talent Development 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:

Provide learning opportunities for colleaguesLevel 5

Applied to your work in Director of Learning & Talent Development

This unit aims to equip learners with the skills to encourage learning and development in colleagues. Learners will be able to help colleagues identify learning needs, plan and implement learning opportunities, and review and update their development plans.

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 of Learning & Talent Development

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.

Internal Promotion Rate for Key RolesThe percentage of critical leadership and specialist roles filled by internal candidates, indicating the effectiveness of talent pipelines and development programmes.If 40% of our Senior Manager roles were filled internally last year, we'd aim for 44% this year, directly linking to leadership development programmes you've championed.Increase internal promotion rate by 10% YoY for identified critical roles.
Reduction in Critical Skill GapsThe measurable decrease in identified enterprise-wide skill gaps (e.g., AI literacy, strategic leadership, cybersecurity expertise) as defined by workforce planning.If 'AI Strategy' is a top skill gap, your programmes should show a measurable increase in leaders' confidence and capability in this area, perhaps via a new certification programme or project-based learning.Close 3 of the top 5 critical enterprise skill gaps within 18 months.
Employee Retention Rate (High Potentials)The percentage of our top-performing, high-potential employees who remain with the company, often influenced by career development opportunities.If the company average is 85% retention, you'd aim for 90% or higher for the high-potential group, showing our development paths are keeping them engaged.Maintain or increase retention of high-potential employees by 5% above the company average.
Learning Investment ROI (Phillips Level 5)The financial return on investment for significant learning programmes, calculated by comparing monetary benefits (e.g., productivity gains, reduced errors) against programme costs.A new sales training programme costs £100K but leads to an attributable £300K increase in revenue from new hires, showing a 200% ROI.Demonstrate positive ROI for at least 2 major strategic programmes per year (e.g., leadership development, sales enablement).

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 of Learning & Talent Development to Chief Learning Officer (CLO) / VP, People & Capability (L7), and whatever you decide comes after.

Level 7 · in progressAI Fluency→ Chief Learning Officer (CLO) / VP, People & Capability (L7)→ your design

Where this takes you

This role is a springboard for significant impact, both within our organisation and potentially across the wider industry. We're looking for someone with the ambition and capability to not just lead, but to truly transform how we think about and invest in our people's growth.

See Your Progress GrowIllustration

Director of Learning & Talent Development

Enterprise Learning Strategy & Architecture
Advanced Learning Evaluation & ROI (Phillips Model)
Competency Framework Design & Implementation (Enterprise)
Performance Consulting & Organisational Needs Analysis (TNA)

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 of Learning & Talent Development is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

Chief Learning Officer (CLO) / VP, People & Capability (L7)
3-5 years
Enterprise-wide strategic leadership, C-suite peer, board governance, investor relations, multi-year business strategy.
- Advanced organisational design and restructuring expertise.
- Global talent mobility and cultural integration strategies.
- Deep understanding of market dynamics and competitive talent landscapes.
- Executive compensation and benefits strategy in relation to talent attraction/retention.
Chief People Officer (CPO) / Chief Human Resources Officer (CHRO)
5-8 years
Full accountability for all HR functions (Talent Acquisition, HRBP, Compensation & Benefits, HR Ops), broader enterprise strategy, board reporting.
- Advanced compensation and benefits strategy and design.
- Global HR operations and shared services model implementation.
- Labour relations and collective bargaining (if applicable).
- Strategic workforce planning at an enterprise level.

Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, as a Director, your time is precious. You're focused on strategy, not manual tasks. Imagine if your team could deliver more, faster, with higher impact. AI isn't just for coding; it's a game-changer for strategic L&D leaders too. It helps your team get the grunt work done, freeing you up for the big picture.

At this level, AI helps you move from reactive to proactive. It's about getting better insights, automating the mundane for your team, and giving you more headspace to focus on the human elements of talent development. We're talking about leveraging these tools to make your entire function more efficient and impactful, allowing your team to focus on higher-value activities.

Strategic Skill Gap Analysis

Feed AI models with performance data, HRIS records, and industry trends to proactively identify emerging skill gaps across the enterprise. It'll highlight critical areas for development before they become a problem, giving you a head start on strategy.

Automated Content & Curriculum Design

Your team can use AI to generate initial drafts of entire learning pathways, module outlines, and even assessment questions from strategic business documents. This dramatically speeds up the design phase, letting them focus on refinement and engagement, not staring at a blank page.

Advanced Learning Impact Reporting

Connect disparate data sources (LMS, HRIS, CRM, financial data) and use AI to uncover correlations between learning programmes and business outcomes. It can help you build compelling data stories for the Board, proving the ROI of your investments.

Personalised Executive Coaching Prompts

Develop AI-powered tools that provide your executive coaches with tailored prompts and resources based on individual leader profiles and development goals. This ensures more targeted and effective coaching conversations, scaling impact without scaling headcount.

Common questions

How do you become a Director of Learning & Talent Development?

Common routes in include L&D Manager / Principal Learning Strategist (L5) (3-5 years), Senior HR Business Partner (HRBP) (5-7 years) and Management Consultant (Specialising in HR/Talent) (5-8 years). Times vary with prior experience.

Where can a Director of Learning & Talent Development progress to?

This role can lead on to Chief Learning Officer (CLO) / VP, People & Capability (L7) (3-5 years) and Chief People Officer (CPO) / Chief Human Resources Officer (CHRO) (5-8 years), depending on the skills you build.

What level is a Director of Learning & Talent Development 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 of Learning & Talent Development?

Increasingly, AI Ethics & Governance in Learning and Workforce Planning & Skills Taxonomy Design. 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 of Learning & Talent Development, 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 10 national skill standards. 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 of Learning & Talent Development: 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 Learning and Development

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

If you leave this industry

The skills developed in this role are highly transferable. You could move into similar Director or VP-level roles in other industries (e.g., FinTech, Pharma, Retail, Public Sector), or even transition into a broader Chief People Officer role if you've developed expertise across all HR functions. The ability to strategically build capability 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 of Learning & Talent Development

What's rising in its place

AI Ethics & Governance in Learning

Workforce Planning & Skills Taxonomy Design

Skills this role draws on

Technical

How you actually get there, here

L&D Manager / Principal Learning Strategist (L5)

Senior HR Business Partner (HRBP)

Management Consultant (Specialising in HR/Talent)

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.

This role is a springboard for significant impact, both within our organisation and potentially across the wider industry. We're looking for someone with the ambition and capability to not just lead, but to truly transform how we think about and invest in our people's growth.

Everything else the record holds

The career path, and where it branches

Chief Learning Officer (CLO) / VP, People & Capability (L7)

Chief People Officer (CPO) / Chief Human Resources Officer (CHRO)

Where AI is starting to help

Strategic Skill Gap Analysis

Automated Content & Curriculum Design

Advanced Learning Impact Reporting

Personalised Executive Coaching Prompts

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.