UK

United Kingdom · Knowledge management · 5-8 years

Director of Knowledge & Learning

Here is the whole job, in plain words. What it is, 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.

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  • Experience band5-8 years
  • Direct reports25-100+ reports
  • Reports toChief Knowledge Officer (CKO) or CEO
  • UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Head of Knowledge Management · VP, Knowledge Strategy · Director, Organisational Learning · Head of Learning & Knowledge

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

CMI Level 5 NVQ Diploma in Management and Leadership Chartered Management Institute · Level 5 · covers 3 of 10 standards
City & Guilds Level 5 Diploma in Principles of Leadership and Management City & Guilds Limited · Level 5 · covers 1 of 10 standards
City & Guilds Level 5 Certificate in Leadership and Management City & Guilds Limited · Level 5 · covers 1 of 10 standards
City & Guilds Level 5 Diploma in Leadership and Management City & Guilds Limited · Level 5 · covers 1 of 10 standards
City & Guilds Level 5 Award in Leadership and Management City & Guilds Limited · Level 5 · covers 1 of 10 standards
NCFE CACHE Level 5 Diploma in Advanced Playwork (Wales) NCFE · Level 5 · covers 1 of 10 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Manage knowledge in an organisation CMI Level 5 NVQ Diploma in Management and Leadership
Knowledge and information management City & Guilds Level 5 Diploma in Principles of Leadership and Management
Provide learning opportunities for colleagues NCFE CACHE Level 5 Diploma in Advanced Playwork (Wales)

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Foresight Fluency seeing round the corner
Trust Fluency keeping the digital world safe
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Your Plan Illustration

Built for Director of Knowledge & Learning

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

  1. Manage knowledge in an organisation Chartered Management Institute · covers 3 of 10 standards Level 5
  2. Knowledge and information management City & Guilds Limited · covers 1 of 10 standards Level 5
  3. Provide learning opportunities for colleagues NCFE · covers 1 of 10 standards Level 5
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.

2AI and this work

Will AI change your work as a Director of Knowledge & Learning?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • AI Ethics & Governance for Knowledge & Learning
  • Strategic Foresight & Scenario Planning for Future of Work
Why each one is rising

The future skills this job leans on

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

What happens when you start

Next, a free account. We build your Director of Knowledge & Learning plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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3What this role really is

This job means shaping how a business learns, shares knowledge and grows its people. It connects what staff know with what they need to do their jobs well. It involves building systems so knowledge is not lost when someone leaves, and skills are built where they are needed.

4What you'd actually use

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

Knowledge Base Platforms (e.g., Confluence, SharePoint, Notion, Salesforce Knowledge) Strategic

Leading platform selection, defining enterprise information architecture, overseeing major migrations, and managing key vendor relationships to ensure the platform meets strategic business needs.

Enterprise Search Solutions (e.g., Algolia, Coveo, Elasticsearch) Architect

Designing and implementing the enterprise search strategy, integrating multiple knowledge repositories, and approving budget for search platform enhancements to maximise findability and discoverability.

Collaboration Suites (e.g., Slack, MS Teams, Google Workspace) Strategic

Defining the governance model for collaboration tools to prevent knowledge silos, ensure compliance, and promote effective knowledge capture from conversations across the business unit.

Digital Adoption Platforms (DAP) (e.g., Pendo, WalkMe, Whatfix) Strategic

Integrating the DAP strategy with employee onboarding, change management initiatives, and continuous learning programmes to drive software ROI and just-in-time knowledge delivery.

Analytics & Reporting Tools (e.g., Power BI, Tableau, Google Analytics, Anaplan) Strategic

Connecting KM and L&D metrics to overarching business KPIs (e.g., new hire time-to-productivity, sales cycle length), using data to model financial impact, and presenting insights to the C-suite.

Data Governance / Catalog Tools (e.g., Collibra, Alation) Advanced/Strategic

Partnering with Data Governance leadership to ensure the knowledge base serves as the 'single source of truth' for business glossaries, metric definitions, and critical report documentation across the enterprise.

5What 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 in Where you are nowThe step above
Knowledge & Learning Strategy N/A N/A Defines the multi-year strategy for a business unit, aligning with CKO/CEO. Full authority on execution within this strategy.
Budget Allocation N/A N/A Manages and allocates a P&L of £2M-£10M+. Approves all expenditures within this budget. Larger investments (e.g., new enterprise platforms) require CKO/CEO approval.
Hiring & Team Structure N/A N/A Full authority for hiring, firing, and organisational design within the Knowledge & Learning department. Defines roles and responsibilities for direct reports and their teams.
Technology & Vendor Selection N/A N/A Leads the selection, negotiation, and implementation of major KM and L&D platforms. Owns vendor relationships and contract renewals.
M&A Integration (Knowledge Transfer) N/A N/A Drives the strategic approach to knowledge transfer and cultural integration during M&A activities, consulting with the CKO/CEO and M&A leadership.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

New Hire Time-to-Productivity
The average time it takes for new employees to reach full productivity, as measured by their hiring managers.
Target · Reduce by 15% year-on-year across the business unit.

If new sales reps typically take 6 months to hit quota, we'd expect that to drop to 5 months through better onboarding knowledge and learning pathways.

Sales Proposal Efficiency
The average time and resources (e.g., hours spent) required to create a standard sales proposal, from initial request to client delivery.
Target · Reduce by 30% within 18 months through improved knowledge assets and templates.

A proposal that used to take 40 hours to assemble should now be completed in roughly 28 hours, freeing up sales capacity.

Cost Savings & Productivity Gains
Quantifiable savings achieved through reduced rework, faster problem-solving, and decreased search time for critical information.
Target · Demonstrate at least £1M+ in productivity savings across the business unit annually.

Identifying that a well-documented process saved 100 employees 2 hours each per month, equating to £100K in saved labour costs over a year.

Employee Engagement & Learning Culture Index
Employee sentiment around access to knowledge, opportunities for learning, and the organisation's overall culture of sharing.
Target · Increase positive sentiment by 10 percentage points in annual employee surveys.

Moving from 65% 'agree' on 'I can easily find the information I need to do my job' to 75% 'agree'.

Knowledge Asset Utilisation & Impact
The strategic use and measurable impact of key knowledge assets (e.g., playbooks, best practice guides) on business outcomes.
Target · Achieve 80% adoption of critical playbooks by relevant teams, with a demonstrable link to improved performance metrics.

A new product launch playbook is used by 90% of product teams, resulting in 15% faster time-to-market for new features.

Strategic Influence & Board Engagement
Your ability to shape the executive agenda around knowledge and learning, and to present compelling cases to the board.
  • Regular invitations to C-suite strategy sessions
  • proactive requests for your insights on organisational challenges
  • positive feedback from board members on your presentations and strategic recommendations
  • your proposals consistently getting executive buy-in and budget approval.
Cultural Transformation & Knowledge-Sharing Ethos
The observable shift in organisational behaviour towards a more open, collaborative, and learning-oriented culture.
  • Increased participation in Communities of Practice
  • unsolicited feedback from employees about improved knowledge access
  • a noticeable reduction in 'knowledge hoarding' behaviours
  • senior leaders actively championing knowledge sharing
  • a demonstrable increase in peer-to-peer learning initiatives.
Innovation & Competitive Advantage
How Knowledge & Learning directly contributes to new product development, market differentiation, or improved operational models.
  • Specific examples where knowledge assets (e.g., lessons learned from past projects, competitive intelligence) directly informed a successful new product feature or market entry
  • recognition from product or R&D teams for your team's contributions to innovation
  • demonstrable reduction in time from idea to market due to better knowledge flow.
Vendor & Partner Ecosystem Effectiveness
The strategic selection, management, and optimisation of external partners and technology vendors to maximise ROI for Knowledge & Learning initiatives.
  • Successful renegotiation of vendor contracts leading to cost savings or improved service
  • positive feedback from internal teams on vendor performance and support
  • successful integration of new technologies that deliver measurable improvements
  • strong, collaborative relationships with key strategic partners.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Driving Large-Scale Organisational Change

You'll be leading initiatives that reshape how hundreds, if not thousands, of people work and learn. Seeing your strategic vision start to take root and transform the business unit is what gets you up in the morning.

Successfully launching a new enterprise-wide knowledge platform that becomes the go-to source for all employees, significantly reducing onboarding time and support tickets.

Building High-Performing Teams & Capabilities

You'll be mentoring, coaching, and developing a team of Knowledge Managers, Architects, and Learning Specialists. Your satisfaction comes from seeing your people grow and collectively deliver impactful programmes.

Developing a new talent pipeline for Knowledge Architects, ensuring the business has the expertise it needs for future growth, and seeing your direct reports progress into more senior roles.

Solving Complex, Cross-Functional Problems

You'll be tackling challenges that span multiple departments, requiring you to connect the dots between seemingly unrelated issues. The thrill is in figuring out how to untangle these knots and create elegant, scalable solutions.

Designing a knowledge flow that seamlessly integrates product development insights, sales enablement materials, and customer support documentation, dramatically improving customer experience.

What frustrates people
  • The 'knowledge is power' mentality: Dealing with individuals or teams who intentionally hoard information to maintain influence.
  • Lack of executive buy-in: Despite presenting a compelling case, sometimes strategic initiatives get deprioritised due to short-term pressures.
  • SME bottleneck: Your strategic programmes often depend on the time and willingness of busy subject matter experts who view documentation as a distraction.
  • Intangible ROI: Constantly having to fight to prove the direct, quantitative value of knowledge and learning initiatives to a sceptical finance team.
  • Organisational inertia: The sheer difficulty of driving large-scale cultural change in a well-established organisation.
  • Tool sprawl: Inheriting a messy landscape of disparate tools and platforms, each holding fragmented pieces of knowledge.
What this role does not give you
  • A quiet, predictable environment where you can just 'manage' existing systems.
  • Instant gratification or quick, easy wins on every project.
  • A role where you're solely focused on deep, individual technical work without people management.
  • The luxury of always having immediate, unquestioning executive support for every initiative.

8Who you work with

This role holds significant sway over a business unit's P&L, typically managing budgets between £2M-£10M+. You'll be instrumental in shaping our business strategy, driving large-scale organisational transformations, and playing a key part in M&A integration efforts, particularly around knowledge transfer and cultural alignment. Your decisions directly influence our market position and long-term viability.

Inside the business
  • C-Suite (CEO, COO, CTO, CHRO)
  • Heads of Product, Sales, Marketing, and Operations
  • Finance Director
  • Legal & Compliance Director
  • The Board (for strategic presentations)
Outside the business
  • Industry bodies and associations (e.g., KM Institute, Learning & Development forums)
  • Strategic technology partners and vendors
  • Academic institutions (for research and talent pipelines)
  • Key clients (where knowledge sharing impacts client success)

9What you need before you start

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

  • Proven experience (10+ years) leading multi-faceted Knowledge Management or Learning & Development programmes in a medium-to-large organisation.
  • A track record of successfully managing and developing teams of 10+ individuals, including other managers.
  • Demonstrable experience managing significant budgets (£1M+) and delivering measurable ROI on strategic initiatives.
  • Extensive experience presenting to and influencing C-suite executives and board members.
  • A deep, practical understanding of enterprise-level information architecture and content strategy.
  • Proven ability to drive large-scale cultural change within an organisation, often against resistance.
  • Experience with major KM or L&D platform selection, implementation, and migration projects.

10What to practise next

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

Advanced LLM Integration for Enterprise KM

Large Language Models (LLMs) are transforming how we interact with knowledge. As Director, you'll need to define the strategy for integrating these powerful tools into our enterprise KM ecosystem, moving beyond basic chatbots to truly intelligent knowledge assistants that enhance productivity and decision-making.

Retrieval-Augmented Generation (RAG) Architectures · Fine-Tuning & Custom LLM Development · Agentic AI for Knowledge Workflows · Security & Data Leakage Prevention

  • This week: Experiment with enterprise-grade LLM platforms (e.g., Azure OpenAI, Google Cloud AI) to understand their capabilities and limitations.
  • This month: Engage with your technical leads to understand current LLM proof-of-concepts and their potential for KM.
  • Next quarter: Develop a strategic roadmap for LLM integration, identifying key use cases and required investments.
  • Within 6 months: Oversee the pilot deployment of an AI-powered knowledge assistant for a specific business function.

Quick win: Start using advanced prompting techniques with publicly available LLMs to draft strategic documents or analyse market trends. See what's possible.

Knowledge Graph Technologies & Semantic AI

Traditional taxonomies are good, but knowledge graphs offer a far richer, more interconnected way to represent organisational knowledge. This technology allows for deeper insights, more intelligent recommendations, and a truly dynamic knowledge ecosystem, moving beyond linear structures.

Nodes, Edges, & Properties · Ontology Engineering for Knowledge Graphs · Graph Databases (e.g., Neo4j, Amazon Neptune) · Semantic Search & Inference

  • This month: Read introductory articles or watch webinars on knowledge graphs and their applications in enterprise KM.
  • Next quarter: Explore proof-of-concept projects using knowledge graphs in other industries or companies.
  • Within 6 months: Work with your technical architects to assess the feasibility and potential ROI of a knowledge graph for a specific, complex knowledge domain within our business.
  • Within 12 months: Develop a business case and strategic plan for piloting knowledge graph technology.

Quick win: Start by mapping a small, complex domain of knowledge (e.g., product features and their relationships) using a simple graph visualisation tool. It helps to see it in action.

11Staying current once you are in

What people here do to keep up
  • Regular attendance and speaking engagements at industry conferences (e.g., KMWorld, Learning Technologies, CIPD Annual Conference).
  • Participation in executive leadership programmes or strategic management courses from reputable business schools.
  • Active involvement in professional associations related to Knowledge Management, Learning & Development, or Information Science.
  • Mentoring junior professionals in the field, which helps solidify your own expertise and build the next generation of leaders.
  • Contributing thought leadership through articles, whitepapers, or blog posts on emerging trends in Knowledge & Learning.

12The rising capability

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 for Knowledge & Learning

As we integrate more AI into how we create, share, and consume knowledge, ethical considerations around bias, privacy, intellectual property, and responsible use become paramount. Regulators are catching up, and our reputation depends on getting this right.

  • Algorithmic Bias Detection & Mitigation
  • Data Privacy & Security in AI-Powered KM
  • Intellectual Property & Copyright in Generative AI
  • Responsible AI Adoption Frameworks

Strategic Foresight & Scenario Planning for Future of Work

The future of work is uncertain, with rapid shifts in technology, demographics, and global events. As a Director, you need to anticipate these changes and proactively design Knowledge & Learning strategies that prepare our workforce for what's next, ensuring our long-term resilience and competitiveness.

  • Horizon Scanning & Trend Analysis
  • Scenario Development
  • Strategic Option Generation
  • Adaptive Strategy & Continuous Planning

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Information Architecture (IA) Design
  • Advanced Taxonomy & Ontology Development
  • Knowledge Auditing & Strategic Mapping
  • Community of Practice (CoP) & Social Learning Strategy
  • Content Lifecycle Governance & Optimisation
  • Learning & Development Programme Integration

14The pathway

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 Knowledge Management (from a larger organisation)

    Direct move, or 1-2 years in a similar role in a smaller company.

    Skills to master

    • Scaling KM strategy to a business unit level, managing larger budgets, integrating with formal L&D, influencing C-suite peers.

    You're ready to move on when

    • Proven track record of managing a team of managers.
    • Demonstrable experience with multi-million-pound budget ownership.
    • Successful delivery of at least one major enterprise-wide KM initiative.
    • Strong references from C-suite level stakeholders.
  2. 2

    Senior Learning & Development Manager (with KM experience)

    1-3 years, focusing on strategic integration of knowledge into learning programmes.

    Skills to master

    • Deepening expertise in KM methodologies, enterprise information architecture, and leading cultural change for knowledge sharing.

    You're ready to move on when

    • Experience designing and implementing strategic learning programmes for a large workforce.
    • Demonstrated ability to connect learning outcomes to business performance.
    • Some exposure to knowledge management systems and processes.
    • Strong leadership and influencing skills at a senior level.
  3. 3

    Consulting Director (specialising in KM/Organisational Learning)

    Direct move, if client-side experience is extensive and relevant to our industry.

    Skills to master

    • Transitioning from advisory to direct operational leadership, building and nurturing internal teams, managing internal politics.

    You're ready to move on when

    • Extensive experience advising C-suite clients on KM/L&D strategy and implementation.
    • Proven ability to translate strategic recommendations into actionable plans.
    • Strong track record of client relationship management and business development.
    • A clear desire to move into an in-house leadership role and build a lasting impact.

15Where this role leads

The long view: This role can lead to positions such as Chief Knowledge Officer or Chief Learning Officer, or a broader role in organisational development.

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 Knowledge & Learning is actually changing.

Where it leads

Roles this leads to

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Manage knowledge in an organisation, worked against Director of Knowledge & Learning.

Manage knowledge in an organisation Level 5

Applied to your work in Director of Knowledge & Learning

This unit aims to provide learners with an understanding of knowledge management principles, strategies, and the role of technology within organisations. Upon completion, learners will be able to identify, assess, and effectively manage knowledge assets to support organisational objectives.

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

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

Start my Director of Knowledge & Learning plan, free
See Your Progress Grow Illustration
Director of Knowledge & Learning
  • Enterprise Information Architecture (IA) Design
  • Advanced Taxonomy & Ontology Development
  • Knowledge Auditing & Strategic Mapping
  • Community of Practice (CoP) & Social Learning Strategy
  • Content Lifecycle Governance & Optimisation
  • Learning & Development Programme Integration
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.

16The 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 Knowledge & Learning is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Knowledge Officer (CKO)

    3-5 years in the Director role.

    From L6 to L7 (C-Suite)

    • Defining and overseeing a unified knowledge strategy across all business units and geographies.
    • Leading the development of enterprise-wide knowledge ecosystems and platforms.
    • Representing the company as a thought leader on knowledge, learning, and innovation externally.
    • Directly influencing long-term corporate strategy and competitive advantage through knowledge.

  2. Chief Learning Officer (CLO)

    3-5 years in the Director role.

    From L6 to L7 (C-Suite)

    • Designing and implementing a holistic corporate learning strategy that spans all employee lifecycle stages.
    • Leading the integration of technology, content, and pedagogy to create a world-class learning ecosystem.
    • Partnering with HR and business leaders to align learning initiatives with talent acquisition and retention goals.
    • Measuring and reporting on the ROI of learning investments at an enterprise scale.
Working with AI on the job

Working with AI

Where AI is starting to help

As a Director, your time is gold. You're not just managing; you're setting vision, driving change, and influencing at the highest levels. Imagine reclaiming a significant chunk of your week to focus purely on strategic initiatives, rather than getting bogged down in operational details or lengthy report generation.

AI isn't just for junior analysts anymore; it's a powerful co-pilot for leaders. For a Director of Knowledge & Learning, AI tools can dramatically accelerate strategic planning, enhance decision-making, and scale your influence across the organisation. It’s about working smarter, not harder, and truly moving the needle on your most critical objectives.

Strategic Knowledge Gap Identification

Use AI to analyse vast amounts of internal and external data—from employee feedback and support tickets to market trends and competitor reports—to pinpoint critical knowledge gaps that could impact our strategic goals. This isn't just about missing articles; it's about identifying where our collective intelligence is falling short and proactively addressing it. Imagine getting a prioritised list of strategic knowledge needs, saving you days of manual analysis.

Board-Ready Report Generation

Leverage AI to instantly synthesise complex performance metrics, programme updates, and strategic recommendations into concise, compelling board-level presentations and executive summaries. Instead of spending hours crafting narratives and formatting slides, AI can draft the initial content, allowing you to focus on refining the message and ensuring maximum impact. This frees you up to think about the 'what next,' not just the 'what happened.'

Scaled Change Management & Influence

Employ AI to draft personalised communication plans and influence strategies for different stakeholder groups, addressing their specific concerns about knowledge sharing or new learning programmes. AI can help you craft targeted messages that resonate, anticipate objections, and even suggest counter-arguments, effectively scaling your ability to drive cultural change across hundreds or thousands of employees.

Future-Proofing & Trend Analysis

Utilise AI to continuously monitor industry trends, emerging technologies (like new LLM applications for KM), and shifts in learning methodologies. Get AI-powered executive briefings on what's coming next, allowing you to proactively adjust your strategy and ensure our Knowledge & Learning function remains cutting-edge and relevant. This means you're always one step ahead, not playing catch-up.

Common questions

Common questions

How do you become a Director of Knowledge & Learning?

Common routes in include Head of Knowledge Management (from a larger organisation) (Direct move, or 1-2 years in a similar role in a smaller company.), Senior Learning & Development Manager (with KM experience) (1-3 years, focusing on strategic integration of knowledge into learning programmes.) and Consulting Director (specialising in KM/Organisational Learning) (Direct move, if client-side experience is extensive and relevant to our industry.). Times vary with prior experience.

Where can a Director of Knowledge & Learning progress to?

This role can lead on to Chief Knowledge Officer (CKO) (3-5 years in the Director role.) and Chief Learning Officer (CLO) (3-5 years in the Director role.), depending on the skills you build.

What new skills matter most for a Director of Knowledge & Learning?

Increasingly, AI Ethics & Governance for Knowledge & Learning and Strategic Foresight & Scenario Planning for Future of Work. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 5

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

 More jobs in knowledge management

Stay in the field you know and move sideways rather than up.
If you leave this industry

The skills built in this role, strategic leadership, managing change, and using technology to support people's performance, apply across sectors. Similar director or VP roles exist in industries with complex knowledge needs, such as pharmaceuticals, financial services or technology. The ability to build organisational knowledge and learning systems is useful in many settings.

This role profile is © 2026 Growth 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. Start my Director of Knowledge & Learning plan, free What happens next: a free account, then we build your plan as you set up. 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.