UK

United Kingdom · Knowledge Management · Director/VP (16-20 years)

Director, Learning & Performance Technology

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 reports25-50 reports
  • Reports toVP, Learning & Knowledge Enablement
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of Learning Systems · VP of Knowledge & Learning Platforms · Director of Digital Learning

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

Start with a free Future Fluency check, tuned to Director, Learning & Performance Technology

Ten quick questions, one per Future Fluency, asked against this role rather than a generic one. About five minutes, and no card.

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1What this role really is

This isn't just about managing an LMS; it's about shaping the entire learning and knowledge technology ecosystem for our business. You'll be the one charting the course for how our people learn, grow, and access critical information, making sure our tech choices actually help us hit our business goals. Frankly, you're building the future of learning here.

2What you'd actually use

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

LMS/LXP Platforms (Docebo, Cornerstone, Degreed)Strategic/Architect

Leading vendor selection (RFP processes), designing the enterprise-wide platform architecture, owning the multi-year technology roadmap, and negotiating key contracts.

Authoring Tools (Articulate 360, Adobe Captivate)Strategic/Architect

Setting organisational standards for content development, accessibility (WCAG), and evaluating emerging authoring technologies for future adoption.

Knowledge Systems (Confluence, Guru, SharePoint Online)Strategic/Architect

Architecting the overall knowledge ecosystem, ensuring seamless integration and flow between formal learning and just-in-time performance support across the enterprise.

Analytics & Visualisation (Tableau, Power BI, Visier)Strategic/Architect

Developing the enterprise learning analytics strategy, defining key metrics, and presenting data-driven insights on learning impact to executive leadership and the Board.

Collaboration & Project Management (Jira, Asana, MS Teams)Advanced

Managing the portfolio of all learning technology projects, optimising cross-functional development processes, and ensuring strategic alignment across multiple workstreams.

AI & Media Tools (Synthesia, Descript, Vyond)Strategic/Architect

Evaluating and piloting new AI tools to improve content development efficiency, personalise learning at scale, and explore innovative delivery methods for the entire organisation.

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 choiceComing inWhere you are nowThe step above
Strategic Roadmap & InvestmentSupports data gathering for proposals, no decision authority.Proposes minor enhancements to existing roadmap, no budget authority.Defines and champions the multi-year learning technology roadmap, with P&L responsibility for £2M-£10M+. Presents to C-Suite and Board for final approval.
Vendor Selection & ContractsResearches potential vendors, provides feature comparisons.Evaluates vendor proposals for specific projects, recommends preferred options.Leads the entire RFP process, negotiates multi-million-pound contracts, makes final vendor selection decisions up to £1M, with larger deals requiring C-Suite alignment.
Team Structure & HiringNo involvement beyond providing feedback on team processes.Participates in interviews for junior roles, provides input on team needs.Full authority over team structure, hiring, performance management, and succession planning for a team of 25-50 people. Budget for new hires sits within your P&L.
Compliance & Risk ManagementFollows established compliance procedures for content uploads.Identifies potential compliance risks in new features, escalates to senior.Accountable for ensuring all learning and knowledge technology adheres to GDPR, WCAG, and internal security policies. Defines risk mitigation strategies and reports to Legal/Compliance.

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.

Business KPI Correlation
The measurable correlation between targeted learning programmes (enabled by your tech stack) and key business performance indicators.
Target · Achieve a 10-15% uplift in relevant business KPIs (e.g., sales quota attainment, customer satisfaction, product adoption) for trained groups versus control groups, year-on-year.

After implementing a new sales enablement platform, we saw a 12% increase in average deal size for sales reps who completed the associated learning path, compared to those who didn't. You'd present this to the board.

Time-to-Competency Reduction
Reducing the time it takes for new hires or internal movers to become fully competent in critical roles, directly attributable to the effectiveness of our learning and knowledge platforms.
Target · Reduce average time-to-competency for critical roles by 25% over a two-year period.

Our new graduate programme, fully supported by our LXP and integrated knowledge base, cut the average time for new engineers to contribute meaningfully by four weeks, saving us £150,000 in lost productivity.

Learning Platform Engagement & NPS
Measuring how engaged our employees are with our learning platforms and their overall satisfaction, indicating the usability and value of the technology you oversee.
Target · Increase our enterprise learning platform Net Promoter Score (NPS) from 30 to 45+ within 18 months, alongside a 15% increase in active monthly users.

Our last survey showed an NPS of 38, up from 32 six months ago, with 70% of employees logging in at least once a month. This tells us the new UI and content recommendations are hitting the mark.

Learning Technology Budget Adherence
How closely actual spend on learning technology (licences, vendors, development) aligns with the approved budget.
Target · Maintain actual expenditure within a 5% variance of the approved annual budget for learning and performance technology.

Despite a new platform rollout, we managed to stay within 3% of our Q2 budget, largely due to successful renegotiations with our LMS provider and optimising cloud costs.

Strategic Influence & Thought Leadership
Your ability to proactively shape the enterprise talent and technology strategy, positioning Knowledge Management as a key driver of business success.
  • You're regularly invited to C-suite strategy sessions, your proposals for new learning initiatives are adopted, and you're seen as the go-to expert for all things related to learning and knowledge tech. People ask your opinion on broader business challenges, not just L&D stuff.
Team Leadership & Development
Building and nurturing a high-performing, engaged, and innovative learning technology team that consistently delivers on strategic objectives.
  • Your team has low voluntary attrition, consistently positive feedback in internal engagement surveys, and clear succession plans for key roles. You're known for developing your people, and they're recognised for their expertise across the business.
Vendor Partnership Effectiveness
Establishing and maintaining strategic, mutually beneficial relationships with key learning technology providers.
  • We see joint innovation projects with vendors, favourable contract terms that reflect a true partnership, and proactive problem-solving when issues arise. You're not just a customer
  • you're a strategic partner to our key suppliers.
Organisational Change Agility
The effectiveness with which your team can adapt the learning and knowledge technology landscape to support major organisational changes (e.g., M&A, new market entry, significant policy shifts).
  • When a major M&A happens, your team seamlessly integrates new employee learning data and content. When a new product launches, the relevant training and knowledge are available instantly. You're seen as an enabler, not a bottleneck, for large-scale change.

5Would you like it

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

What people enjoy
Building Something Big & Lasting

You'll spend your days thinking about multi-year roadmaps, architecting complex systems, and seeing the long-term impact of your decisions on thousands of employees. It's about creating a legacy.

Leading the selection and implementation of a new enterprise-wide LXP that transforms how 50,000 employees learn and collaborate.

Solving Complex Organisational Puzzles

You'll thrive on figuring out how to connect disparate systems, align conflicting departmental needs, and overcome entrenched resistance to change. It's like a giant, high-stakes game of chess.

Designing an integration strategy that seamlessly links learning data from the LMS with performance data from the CRM and HRIS to prove ROI.

Leading & Developing High-Performing Teams

A significant part of your role will be mentoring your managers, empowering your teams, and fostering an environment where innovation and excellence can flourish. You'll get immense satisfaction from seeing your people grow.

Coaching a manager through a tricky vendor negotiation or helping a specialist architect a new solution, then watching them succeed.

What frustrates people
  • Dealing with entrenched legacy systems that everyone complains about but no one wants to fund replacing.
  • Navigating internal politics and getting buy-in from senior leaders who don't fully understand the strategic value of learning technology.
  • Having to constantly justify budget requests for essential upgrades or new initiatives against competing priorities.
  • The slow pace of change in a large organisation, where even simple decisions can take months to get approved.
  • Being the 'fixer' for problems that stem from poor content design or lack of user adoption, rather than a technology issue.
What this role does not give you
  • A quiet, heads-down technical role – you'll be in meetings, presenting, and influencing constantly.
  • A role where you can avoid difficult conversations or challenging existing ways of working.
  • The ability to make unilateral decisions without significant consultation and justification.
  • A guaranteed smooth ride; expect bumps, detours, and the need for constant course correction.

6Who you work with

This role directly shapes our organisational capability, talent development strategy, and market position. Your decisions will influence how quickly we can adapt to market changes, how effectively we develop our workforce, and ultimately, our ability to hit multi-year strategic objectives. You're not just supporting the business; you're enabling it to transform and compete.

Inside the business
  • C-Suite (CEO, COO, CFO, CHRO)
  • Business Unit Managing Directors
  • Head of HR and HR Business Partners
  • IT Leadership (CIO, Head of Enterprise Architecture)
  • Legal & Compliance Teams
  • Finance Leadership
Outside the business
  • Strategic Learning Technology Vendors (LMS, LXP, Authoring Tools)
  • Industry Bodies and Thought Leaders
  • Consulting Partners
  • Potential M&A Targets (for due diligence)

7What you need before you start

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

  • Extensive experience (10+ years) leading large learning technology teams in complex, global organisations. We're talking about managing people, not just projects.
  • Proven track record of managing multi-million-pound budgets (£2M+) for technology procurement, operations, and strategic initiatives.
  • Demonstrable experience presenting strategic recommendations and performance outcomes to C-suite executives and Board members. You'll need to show us the board decks you've built.
  • Deep understanding of enterprise architecture principles as they apply to learning and knowledge systems, including integration strategies with HRIS, CRM, and other core business platforms.
  • Significant experience with vendor management, including leading RFP processes, contract negotiation, and managing strategic partnerships.

8What to practise next

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

XR/Metaverse Learning Strategy & Integration

Extended Reality (VR, AR) and metaverse platforms are moving beyond novelty into serious training tools, particularly for complex, high-risk, or geographically dispersed scenarios. We need to understand their potential and how to strategically integrate them into our learning architecture.

Immersive learning design principles · Hardware & software considerations for XR · Interoperability with existing systems · Cost-benefit analysis of XR training · Ethical considerations in virtual environments

  • This quarter: Attend industry webinars or conferences focused on XR in learning; read analyst reports on the topic.
  • Next 6 months: Identify potential use cases for XR learning within our organisation (e.g., safety training, complex machinery operation).
  • Next 12 months: Pilot a small-scale XR learning project with a trusted vendor, measuring its effectiveness and integration challenges.
  • Ongoing: Build relationships with key XR technology providers and industry experts.

Quick win: Download a few consumer VR/AR apps or experiences to get a feel for the technology. Explore free online resources or courses on immersive learning design to understand the basics.

9Staying current once you are in

What people here do to keep up
  • Regularly attending industry conferences (e.g., Learning Technologies, DevLearn, ATD International Conference) to stay abreast of emerging trends and network with peers.
  • Subscribing to leading industry publications and analyst reports (e.g., Fosway, Josh Bersin) to inform strategic decision-making.
  • Actively participating in professional communities of practice for learning technology leaders.
  • Mentoring junior leaders and specialists within your team and across the organisation, building your leadership capabilities.
  • Pursuing executive education programmes focused on digital transformation, strategic leadership, or innovation.

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: Adaptive Learning Systems Design & Personalisation

Traditional 'one-size-fits-all' learning is dead. Employees expect highly personalised, relevant learning experiences that adapt to their individual needs, pace, and existing knowledge. AI is making this a reality, and organisations that don't embrace it will struggle to develop talent effectively.

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

Your PlanIllustration

Built for Director, Learning & Performance Technology

2 units that map to this job, from the qualifications that cover it.

  1. Systems Development and User Experience (UX)ATHE Ltd · covers 1 of 8 standardsLevel 7
  2. Introduction to User Interface (UI) and User Experience (UX) DesignOCN London · covers 1 of 8 standardsEntry Level
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

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.

Adaptive Learning Systems Design & Personalisation

Traditional 'one-size-fits-all' learning is dead. Employees expect highly personalised, relevant learning experiences that adapt to their individual needs, pace, and existing knowledge. AI is making this a reality, and organisations that don't embrace it will struggle to develop talent effectively.

  • AI-driven content recommendations
  • Dynamic learning paths
  • Skill graph integration
  • Microlearning & spaced repetition
  • Ethical AI in personalisation

What you’ll use

Skills this role draws on

Technical

  • Instructional Design Models (Strategic Application)
  • Learning Experience Standards (xAPI Architecture)
  • Adult Learning Theory (Andragogy at Scale)
  • Taxonomy & Metadata Management (Enterprise Architecture)
  • Performance Consulting (Systemic Diagnosis)
  • Learning Analytics & Measurement (Strategic Definition)

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. 1

    Head of Learning Platforms (from a large enterprise)

    You'd typically spend 3-5 years in a similar L5 role, managing a significant learning tech function and budget, before stepping into this Director-level position.

    Skills to master

    • Deep expertise in enterprise LMS/LXP management, vendor negotiation, team leadership (including managers), and strategic planning for learning technology.

    You're ready to move on when

    • Successfully led a major learning platform migration or upgrade project end-to-end.
    • Consistently met or exceeded learning tech budget targets and demonstrated ROI.
    • Developed and mentored a high-performing team, with clear succession plans.
    • Presented strategic proposals to senior leadership (e.g., C-1 level).
  2. 2

    Director of L&D (from a large, tech-forward organisation)

    Roughly 5-8 years in a broader L&D Director role, with a strong emphasis on technology-driven learning and digital transformation.

    Skills to master

    • Strategic leadership, budget management, cross-functional influence, and a deep understanding of how technology enables learning outcomes, even if not solely focused on systems.

    You're ready to move on when

    • Owned the L&D strategy for a significant business unit or region.
    • Successfully championed and implemented major digital learning initiatives.
    • Managed a multi-disciplinary L&D team, including learning technologists.
    • Demonstrated the business impact of learning programmes to executive stakeholders.

11Where this role leads

The long view:Ultimately, this role is a springboard to shaping the future of work itself. Whether you choose to climb the executive ladder, specialise further, or branch out, the experience you gain here will equip you to lead at the highest levels and make a lasting impact on how organisations learn and grow.

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, Learning & Performance Technology 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.

Where it leads

Roles this leads to

Also named as a next step, with no page in the catalogue yet:

  • Chief Learning Officer (CLO) / Chief Knowledge Officer (CKO)

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:

Systems Development and User Experience (UX)Level 7

Applied to your work in Director, Learning & Performance Technology

This unit aims to equip learners with a comprehensive understanding of the systems development lifecycle, software and data system construction, and user experience (UX) principles. Learners will be able to design, implement, and test systems, including developing and testing prototypes, while prioritising a positive user experience.

How the thinking builds
  1. Remember
  2. Understand
  3. Apply
  4. Analyse
  5. Evaluate
  6. 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.

  1. Your actual work Every lesson is taught against a live piece of your own work, not a worked example from a textbook.
  2. 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.
  3. 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.
  4. 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.
  5. 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, Learning & Performance Technology

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.

  • Business KPI CorrelationThe measurable correlation between targeted learning programmes (enabled by your tech stack) and key business performance indicators.After implementing a new sales enablement platform, we saw a 12% increase in average deal size for sales reps who completed the associated learning path, compared to those who didn't. You'd present this to the board.Achieve a 10-15% uplift in relevant business KPIs (e.g., sales quota attainment, customer satisfaction, product adoption) for trained groups versus control groups, year-on-year.
  • Time-to-Competency ReductionReducing the time it takes for new hires or internal movers to become fully competent in critical roles, directly attributable to the effectiveness of our learning and knowledge platforms.Our new graduate programme, fully supported by our LXP and integrated knowledge base, cut the average time for new engineers to contribute meaningfully by four weeks, saving us £150,000 in lost productivity.Reduce average time-to-competency for critical roles by 25% over a two-year period.
  • Learning Platform Engagement & NPSMeasuring how engaged our employees are with our learning platforms and their overall satisfaction, indicating the usability and value of the technology you oversee.Our last survey showed an NPS of 38, up from 32 six months ago, with 70% of employees logging in at least once a month. This tells us the new UI and content recommendations are hitting the mark.Increase our enterprise learning platform Net Promoter Score (NPS) from 30 to 45+ within 18 months, alongside a 15% increase in active monthly users.
  • Learning Technology Budget AdherenceHow closely actual spend on learning technology (licences, vendors, development) aligns with the approved budget.Despite a new platform rollout, we managed to stay within 3% of our Q2 budget, largely due to successful renegotiations with our LMS provider and optimising cloud costs.Maintain actual expenditure within a 5% variance of the approved annual budget for learning and performance technology.
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, Learning & Performance Technology to VP, Learning & Knowledge Enablement (L7), and whatever you decide comes after.

Level 7 · in progressAI Fluency→ VP, Learning & Knowledge Enablement (L7)→ your design
Where this takes you

Ultimately, this role is a springboard to shaping the future of work itself. Whether you choose to climb the executive ladder, specialise further, or branch out, the experience you gain here will equip you to lead at the highest levels and make a lasting impact on how organisations learn and grow.

See Your Progress GrowIllustration
Director, Learning & Performance Technology
  • Instructional Design Models (Strategic Application)
  • Learning Experience Standards (xAPI Architecture)
  • Adult Learning Theory (Andragogy at Scale)
  • Taxonomy & Metadata Management (Enterprise Architecture)
  • Performance Consulting (Systemic Diagnosis)
  • Learning Analytics & Measurement (Strategic Definition)
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, Learning & Performance Technology is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP, Learning & Knowledge Enablement (L7)

    Typically 3-5 years in the Director role, demonstrating consistent strategic impact and leadership.

    This is the next logical step, moving from owning the learning tech ecosystem to owning the entire enterprise-wide vision for how technology enables learning, knowledge sharing, and capability development. You'll report directly to the C-suite.

    • Defining and driving the company's overall knowledge management strategy, not just learning.
    • Shaping company culture around continuous learning and knowledge sharing.
    • Leading external partnerships with industry bodies and academic institutions.
    • M&A due diligence and integration for all talent-related technology.

  2. Chief Learning Officer (CLO) / Chief Knowledge Officer (CKO)

    This would typically be a 5-8 year trajectory, potentially requiring a lateral move into a broader L&D leadership role first, or a direct promotion if the VP role is combined.

    These are C-suite roles, with ultimate responsibility for the entire learning and knowledge strategy, culture, and impact across the enterprise. You'd be a key member of the executive leadership team.

    • Developing and implementing a holistic talent development strategy that encompasses formal learning, informal learning, knowledge sharing, and performance support.
    • Influencing investor relations by demonstrating the company's commitment to talent development.
    • Shaping the company's employer brand through its learning and growth opportunities.
    • Leading strategic partnerships with educational institutions and research bodies.
Working with AI on the job

Working with AI

Where AI is starting to help

Honestly, at this level, your time is precious. AI isn't just a buzzword; it's a strategic partner that can amplify your impact, letting you focus on vision and leadership rather than getting bogged down in the operational details. We're talking about scaling your influence across the entire organisation.

For a Director in Learning & Performance Technology, AI isn't about automating simple tasks; it's about gaining insights at speed, optimising resource allocation, and personalising learning at a scale that was previously impossible. Think of it as your co-pilot for strategic decision-making and enterprise-wide transformation.

Strategic Content Curation & Audit

Use advanced AI engines to automatically scan our entire content library (LMS, knowledge base, internal documents) to identify content gaps, redundancies, and outdated materials. It'll even suggest strategic consolidation or retirement plans across the enterprise, saving your team countless hours on manual audits.

Predictive Learning Analytics

Leverage AI models to go beyond descriptive reporting. Forecast skill decay, predict future training needs based on business changes (e.g., new product launches, market shifts), and identify high-impact learning interventions before problems even arise. This means you're proactively shaping our talent strategy, not just reacting.

Enterprise Content Standardisation

Deploy AI tools to enforce brand voice, accessibility standards (like WCAG), and consistent content structure across all learning and knowledge assets, regardless of who created them. This ensures a professional, uniform experience for all learners and reduces compliance risks, at scale.

Personalised Talent Development at Scale

Architect AI-driven recommendation engines within our LXP to automatically suggest relevant courses, articles, mentors, and career paths to thousands of users. This is based on their role, skill gaps identified in performance reviews, and stated career aspirations, making learning truly personal and impactful.

Common questions

Common questions

How do you become a Director, Learning & Performance Technology?

Common routes in include Head of Learning Platforms (from a large enterprise) (You'd typically spend 3-5 years in a similar L5 role, managing a significant learning tech function and budget, before stepping into this Director-level position.) and Director of L&D (from a large, tech-forward organisation) (Roughly 5-8 years in a broader L&D Director role, with a strong emphasis on technology-driven learning and digital transformation.). Times vary with prior experience.

Where can a Director, Learning & Performance Technology progress to?

This role can lead on to VP, Learning & Knowledge Enablement (L7) (Typically 3-5 years in the Director role, demonstrating consistent strategic impact and leadership.) and Chief Learning Officer (CLO) / Chief Knowledge Officer (CKO) (This would typically be a 5-8 year trajectory, potentially requiring a lateral move into a broader L&D leadership role first, or a direct promotion if the VP role is combined.), depending on the skills you build.

What level is a Director, Learning & Performance Technology 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, Learning & Performance Technology?

Increasingly, Adaptive Learning Systems Design & Personalisation. 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, Learning & Performance Technology, 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 8 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, Learning & Performance Technology: 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 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 Knowledge Management

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

If you leave this industry

Your skills in strategic technology leadership, organisational transformation, and talent development are highly transferable. You could move into similar Director or VP roles in other large enterprises, or even transition into consulting, ed-tech startups, or public sector leadership roles focused on digital learning. The demand for leaders who can connect learning to business outcomes is only growing.

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.

This role profile is © 2026Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

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.