United Kingdom · Learning and Development · Senior (5-8 years)

Senior Global Capability Development Specialist

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 bandSenior (5-8 years)
Direct reportsNo direct reports
Reports toManager, Global Capability Development
UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Senior Learning Programme Designer · Senior Talent Development Lead · L&D Programme Manager

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 Senior Global Capability Development Specialist

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 role is all about designing and delivering learning programmes that actually change how people work, not just tick a box. You'll be the person who takes a business problem, figures out the real skill gap, and then builds a proper, impactful solution. It's not just about building e-learning; it's about making a tangible difference to our colleagues' capabilities and, ultimately, to our business results.

2What you'd actually use

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

Articulate 360 (Storyline & Rise)Expert

Designing complex branching scenarios, custom interactions, and variables in Storyline; coaching junior colleagues on best practices and troubleshooting tricky builds; rapidly prototyping courses in Rise.

Degreed / Cornerstone (LXP/LMS)Advanced

Designing custom learning pathways, configuring user groups and permissions for specific programmes, and building custom reports and dashboards to track programme effectiveness and Level 3/4 impact.

Miro / MuralExpert

Facilitating complex design thinking workshops and virtual instructor-led training (VILT) sessions; creating reusable templates for collaborative learning activities and ideation sessions.

Tableau / Power BIAdvanced

Connecting to data sources (LMS, HRIS) to build and publish interactive dashboards. You'll use these to measure programme effectiveness, track Level 3/4 impact, and present data-driven narratives to stakeholders.

Asana / JiraAdvanced

Managing complex, multi-quarter programme rollouts; creating detailed project plans, assigning resources, tracking progress, and managing dependencies across various workstreams and team members.

Workday HCM (Learning & Talent modules)Advanced

Understanding the data flows between HCM, Learning, and Talent. You'll troubleshoot integration issues, configure learning campaigns, and ensure our capability frameworks are correctly reflected in the system.

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
Programme Design Methodology	Follows prescribed methodology (e.g., template-based e-learning design).	Chooses appropriate methodology from a set of established options (e.g., ADDIE vs. SAM).	Designs and adapts methodologies for complex, novel learning challenges; introduces new approaches (e.g., custom HCD frameworks).
Vendor Selection (Content/Tools)	Researches options and provides recommendations to senior team members.	Evaluates vendors against defined criteria; participates in selection discussions.	Leads vendor evaluation and selection for specific programmes (up to £10K); makes recommendations for larger investments.
Programme Budget Allocation	Tracks expenses against allocated budget; flags potential overruns.	Manages budget for individual projects (up to £10K); identifies cost-saving opportunities.	Proposes and manages budgets for complex programmes (up to £50K); identifies and mitigates financial risks.
Stakeholder Engagement Strategy	Communicates with stakeholders as directed by manager.	Develops and executes communication plans for project stakeholders.	Designs and leads engagement strategies for diverse, senior stakeholder groups to secure buy-in and manage expectations.

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.

Time-to-Proficiency Reduction

How quickly new hires or employees in new roles become fully productive after completing your programme.

Target · Reduce average time-to-proficiency by 15% for key roles within a 6-month period.

If new sales reps currently take 6 months to hit 80% quota, your programme should help them get there in 5 months or less.

Application of New Skills (Level 3 Impact)

The percentage of learners who actually apply the skills learned in your programme back on the job.

Target · Achieve 80% application of new skills, as measured by manager observation and self-assessment, 90 days post-programme.

After a 'difficult conversations' programme, 85% of managers report using at least two new techniques in their team meetings.

Programme Budget Adherence

How well you manage the budget allocated for your learning programmes.

Target · Deliver all programmes within 5% of the approved budget, give or take.

A £50,000 leadership programme should cost no more than £52,500 and no less than £47,500.

Learner Engagement & Completion

The percentage of targeted learners who start and finish your programmes, and how actively they participate.

Target · Achieve 90% completion rate for mandatory programmes and 70% for optional ones; maintain average engagement scores above 4.0/5.0.

Your new manager onboarding programme sees 92% of new managers complete all modules, with an average rating of 4.2 for content relevance.

Stakeholder Programme Satisfaction

How happy business leaders and HRBPs are with the relevance, quality, and impact of your learning programmes.

They'll proactively ask you to lead new initiatives, refer colleagues to your programmes, and give positive feedback directly to your manager. They'll also tell you if something isn't working, which is just as important.

Mentee Development & Feedback

The growth and performance of the junior specialists you mentor.

Your mentees show clear progress in their project work, ask fewer 'stuck' questions, and provide positive feedback about your guidance in their performance reviews. They'll start leading small projects on their own.

Programme Design Innovation

How effectively you introduce new, effective learning methodologies and technologies into your programme designs.

Your programmes aren't just 'more e-learning.' You're experimenting with blended approaches, micro-learning, social learning, and showing how they deliver better results. Colleagues will ask you how you did it.

Problem Diagnosis Acumen

Your ability to dig past the 'we need training' request and figure out the *real* underlying performance problem.

You'll challenge initial requests, ask probing questions, and often propose non-training solutions (like process improvements or better communication) that are ultimately more effective. Business partners will trust your judgment on what's truly needed.

5Would you like it

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

What people enjoy

Seeing Tangible Impact

You'll be energised when you see data showing your programme reduced onboarding time or improved sales figures. You're not content with just 'good feedback'; you want to know it made a real difference.

The moment a manager tells you their team's productivity has noticeably improved since completing your new project management course.

Solving Complex Performance Puzzles

You enjoy digging into a vague 'training request' and figuring out the actual root cause of a performance problem. You like the detective work involved in designing a solution that truly fits.

Successfully redesigning a sales enablement programme after realising the initial 'training' request was actually a symptom of poor CRM adoption.

Building and Sharing Expertise

You love diving deep into new learning methodologies or technologies and then sharing that knowledge with your team. You get a kick out of mentoring junior colleagues and seeing them grow.

Leading a workshop for the L&D team on how to effectively use Miro for virtual design sessions.

What frustrates people

The 'Training Request' Fallacy: Being asked to build training for problems that are really about bad processes or poor management.
Proving ROI with Dirty Data: Trying to link your programme to revenue when you can't get clean data from other departments.
Budget Scrutiny: Constantly having to fight for budget against functions with 'harder' ROI.
Learner Apathy: Designing amazing programmes only to see low engagement because people are too busy with their 'day jobs'.
Technology Integration Hell: When the LMS, LXP, and HRIS just won't talk to each other properly.

What this role does not give you

A perfectly linear, predictable work schedule without urgent pivots.
The luxury of only working on projects with guaranteed, easily measurable ROI.
A quiet, isolated environment where you can just focus on content creation without constant stakeholder interaction.
A guarantee that every single programme you design will be a runaway success with 100% learner engagement.

6Who you work with

Your work directly impacts our organisational capability and talent pipeline. You're building the skills we need for today and tomorrow, which means better performance, happier employees, and ultimately, a stronger business. Get it wrong, and we're just burning cash on 'happy sheets' that don't mean anything.

Inside the business

Business Unit Leaders (Sales, Product, Engineering)
HR Business Partners (HRBPs)
Subject Matter Experts (SMEs) across various departments
L&D Operations Team
Internal Communications

Outside the business

Learning Technology Vendors
External Content Providers
Industry Peer Networks

7What you need before you start

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

Proven experience designing and delivering end-to-end learning programmes, not just individual courses.
Demonstrable experience applying instructional design methodologies (e.g., SAM, ADDIE) in a corporate setting.
Strong project management skills, specifically for learning or HR-related initiatives.
Experience working with Learning Management Systems (LMS) or Learning Experience Platforms (LXP) for content deployment and reporting.
A portfolio or examples of learning programmes you've personally designed and delivered, with evidence of impact (even if anecdotal).

8What to practise next

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

Advanced LXP/LMS Configuration & Integration

Our learning platforms are becoming more central to our talent ecosystem. You'll need to move beyond basic administration to configuring complex integrations with HRIS (Workday HCM) and other talent systems, ensuring seamless data flow and a unified learner experience. This is driven by the need for holistic talent insights and automation.

API integrations between learning platforms and HR · Single Sign-On (SSO) implementation and troublesho · Learning Record Store (LRS) and xAPI data capture · Advanced user group and permission management · Troubleshooting data synchronisation issues

This month: Deep dive into the admin manuals for Degreed/Cornerstone and Workday HCM's Learning module.
Next month: Work with the L&D Ops team to understand current integration points and common issues.
Month 3: Propose a small improvement to a current data flow or reporting process that requires platform configuration.
Month 4: Attend a vendor webinar or training specifically on advanced platform configuration and integration.

Quick win: Volunteer to troubleshoot a minor data discrepancy between our LXP and HRIS, even if it's just observing the process.

Behavioural Economics for Learning Design

Understanding why people make certain choices (or don't) is crucial for designing learning programmes that actually drive behaviour change. This goes beyond traditional instructional design to incorporate insights from psychology and economics to 'nudge' learners towards desired actions. This is driven by the constant challenge of learner engagement and application.

Cognitive biases (e.g., confirmation bias, present · Nudge theory and choice architecture · Gamification principles and intrinsic motivation · Social proof and peer influence in learning · Loss aversion and framing effects in learning comm

This month: Read a foundational book on behavioural economics (e.g., 'Nudge' by Thaler & Sunstein).
Next month: Identify a specific programme and brainstorm 3-5 'nudges' you could incorporate to improve engagement or application.
Month 3: Design a small A/B test within a programme to see if a behavioural nudge (e.g., different email wording) impacts completion rates.
Month 4: Share your findings and ideas with the L&D team, explaining the behavioural science behind them.

Quick win: When designing programme communications, think about how you can use principles like scarcity or social proof to encourage sign-ups or completion.

9Staying current once you are in

What people here do to keep up

Regularly attending industry webinars and conferences (e.g., Learning Technologies, ATD International Conference).
Subscribing to leading L&D journals and blogs to stay current on best practices and emerging trends.
Participating in online communities or forums dedicated to instructional design or learning technologies.
Taking specialised courses in areas like behavioural economics, data analytics for HR, or advanced facilitation skills.

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: Data Storytelling for L&D

It's not enough to just have data; you need to tell a compelling story with it. Business leaders are drowning in numbers, and if you can't translate your Level 3/4 impact data into a clear, persuasive narrative, your programmes won't get the recognition or funding they deserve. This is driven by increased scrutiny on L&D ROI and the sheer volume of data available.

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.

Data Storytelling for L&D

It's not enough to just have data; you need to tell a compelling story with it. Business leaders are drowning in numbers, and if you can't translate your Level 3/4 impact data into a clear, persuasive narrative, your programmes won't get the recognition or funding they deserve. This is driven by increased scrutiny on L&D ROI and the sheer volume of data available.

Identifying the core message from complex data set
Structuring a data narrative (e.g., problem, solut
Using visualisations effectively (Tableau/Power BI
Tailoring the story to different audiences (e.g.,
Anticipating and addressing counter-arguments with

Ethical AI in Learning Design

As we use AI more for content generation, personalisation, and feedback analysis, understanding the ethical implications becomes paramount. We need to ensure fairness, transparency, and prevent bias in our learning solutions. This is driven by rapid AI adoption and increasing regulatory focus on AI ethics.

Bias detection and mitigation in AI-generated cont
Data privacy considerations for AI-powered learnin
Transparency in AI recommendations and feedback
The 'human in the loop' principle for AI oversight
Ensuring equitable access to AI-enhanced learning

What you’ll use

Skills this role draws on

Technical

Capability Framework Design
Kirkpatrick/Phillips ROI Models
Agile Learning Design (SAM/LLAMA)
Human-Centered Design (HCD)
70-20-10 Strategic Application

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
From Capability Development Specialist (Internal)
2-4 years as a Specialist
Skills to master
- Mastering end-to-end project ownership, demonstrating strong stakeholder influencing skills, and consistently delivering Level 3/4 impact on smaller projects.
You're ready to move on when
- Successfully led 3+ multi-component learning projects independently.
- Consistently received positive feedback from business stakeholders on programme impact.
- Proactively mentored new team members or junior colleagues.
- Developed and presented programme evaluations that went beyond 'happy sheets'.
2
From Senior L&D Specialist / Programme Manager (External)
5-8 years in a similar role at another organisation
Skills to master
- A proven track record of designing and implementing impactful learning programmes in a fast-paced, complex environment. Experience with our specific tech stack (Articulate 360, Degreed) would be a bonus.
You're ready to move on when
- A strong portfolio of successful learning programmes with demonstrable impact.
- Experience managing budgets and resources for significant learning initiatives.
- Comfortable operating in a highly matrixed, global organisation.
- Ability to quickly build rapport and influence senior stakeholders.

11Where this role leads

The long view:Your career path here isn't a rigid ladder; it's more like a climbing wall with many different routes to the top. We're here to help you find the path that best suits your strengths and ambitions, whether that's leading people or becoming an unparalleled expert in your craft.

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 Senior Global Capability Development Specialist 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 Senior Global Capability Development Specialist

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 Senior Global Capability Development Specialist

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.

Time-to-Proficiency ReductionHow quickly new hires or employees in new roles become fully productive after completing your programme.If new sales reps currently take 6 months to hit 80% quota, your programme should help them get there in 5 months or less.Reduce average time-to-proficiency by 15% for key roles within a 6-month period.
Application of New Skills (Level 3 Impact)The percentage of learners who actually apply the skills learned in your programme back on the job.After a 'difficult conversations' programme, 85% of managers report using at least two new techniques in their team meetings.Achieve 80% application of new skills, as measured by manager observation and self-assessment, 90 days post-programme.
Programme Budget AdherenceHow well you manage the budget allocated for your learning programmes.A £50,000 leadership programme should cost no more than £52,500 and no less than £47,500.Deliver all programmes within 5% of the approved budget, give or take.
Learner Engagement & CompletionThe percentage of targeted learners who start and finish your programmes, and how actively they participate.Your new manager onboarding programme sees 92% of new managers complete all modules, with an average rating of 4.2 for content relevance.Achieve 90% completion rate for mandatory programmes and 70% for optional ones; maintain average engagement scores above 4.0/5.0.

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 Senior Global Capability Development Specialist to Lead Capability Strategist (L4), and whatever you decide comes after.

Level 5 · in progressAI Fluency→ Lead Capability Strategist (L4)→ your design

Where this takes you

Your career path here isn't a rigid ladder; it's more like a climbing wall with many different routes to the top. We're here to help you find the path that best suits your strengths and ambitions, whether that's leading people or becoming an unparalleled expert in your craft.

See Your Progress GrowIllustration

Senior Global Capability Development Specialist

Capability Framework Design
Kirkpatrick/Phillips ROI Models
Agile Learning Design (SAM/LLAMA)
Human-Centered Design (HCD)
70-20-10 Strategic Application

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

Senior Global Capability Development Specialist is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

Lead Capability Strategist (L4)
3-5 years in the Senior Specialist role
This is a significant jump from leading individual programmes to architecting the multi-year strategy for a major capability area (e.g., Sales Enablement or Leadership Development) across the entire organisation.
- Organisational Network Analysis (ONA): Using ONA to identify knowledge brokers and accelerate learning adoption.
- Strategic Workforce Planning: Collaborating with HRBPs and Finance to model future skill gaps.
- Vendor Relationship Management: Managing key strategic vendor partnerships.
- Advanced Learning Analytics: Defining the overall learning analytics strategy for a domain.

Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, a big chunk of capability development work is about creating content, analysing feedback, and figuring out what people actually need. Generative AI isn't here to replace you, but it's absolutely brilliant at taking the tedious, time-consuming parts off your plate. Think of it as your super-efficient assistant.

As a Senior Specialist, you're leading complex programmes. AI can help you churn out first drafts, synthesise mountains of feedback, and even help personalise learning paths faster than you ever thought possible. This frees you up to focus on the really strategic stuff – the human-centred design, the stakeholder influencing, and the deep problem-solving that only you can do.

First-Draft Content Automation

Use a GenAI tool (like Claude or ChatGPT) trained on our internal documentation to generate initial drafts of facilitator guides, e-learning scripts, and quiz questions. It handles the tedious 70% of content creation, leaving you to focus on the crucial 30% of refinement, nuance, and making it truly impactful.

Learner Feedback Synthesis

Imagine feeding thousands of lines of open-ended survey feedback (yes, those 'happy sheets' and beyond) into an AI model. It can instantly identify key themes, sentiment (positive/negative), and actionable suggestions. No more manually reading every single comment – get insights in minutes, not days.

Personalised Learning Path Curation

Leverage AI engines within our Learning Experience Platform (LXP) like Degreed to analyse an individual's role, skills, and career goals. It can automatically recommend the most relevant articles, videos, courses, and even potential mentors from across our entire content ecosystem. This drastically reduces your manual curation time while making learning far more relevant for our colleagues.

Rapid Research & Benchmarking

Need to understand the latest evidence-based models for developing senior leaders in the tech industry? Ask an AI research assistant (like Perplexity.ai) to summarise the top 5, citing academic sources from the last 3 years. Get a comprehensive brief in minutes, not days of searching through journals and articles.

Common questions

How do you become a Senior Global Capability Development Specialist?

Common routes in include From Capability Development Specialist (Internal) (2-4 years as a Specialist) and From Senior L&D Specialist / Programme Manager (External) (5-8 years in a similar role at another organisation). Times vary with prior experience.

Where can a Senior Global Capability Development Specialist progress to?

This role can lead on to Lead Capability Strategist (L4) (3-5 years in the Senior Specialist role), depending on the skills you build.

What level is a Senior Global Capability Development Specialist in the UK?

This role aligns to RQF Level 5 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 Senior Global Capability Development Specialist?

Increasingly, Data Storytelling for L&D and Ethical AI in Learning 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 Senior Global Capability Development Specialist, 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 20 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 Senior Global Capability Development Specialist: 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 built for a customer support lead, five Ofqual-regulated units and a hundred and ninety-six credits. — 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 5

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 you'll develop here, particularly in human-centred design, agile learning, and proving business impact, are highly transferable. You could easily move into L&D leadership roles in other tech companies, professional services, or even into broader HR/Talent roles.

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.

Senior Global Capability Development Specialist

What's rising in its place

Data Storytelling for L&D

Ethical AI in Learning Design

Skills this role draws on

Technical

How you actually get there, here

From Capability Development Specialist (Internal)

From Senior L&D Specialist / Programme Manager (External)

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.

Your career path here isn't a rigid ladder; it's more like a climbing wall with many different routes to the top. We're here to help you find the path that best suits your strengths and ambitions, whether that's leading people or becoming an unparalleled expert in your craft.

Everything else the record holds

The career path, and where it branches

Lead Capability Strategist (L4)

Where AI is starting to help

First-Draft Content Automation

Learner Feedback Synthesis

Personalised Learning Path Curation

Rapid Research & Benchmarking

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.