UK

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

Director of Learning Experience & Technology

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 bandDirector/VP (16-20 years)
  • Direct reports5-8 reports
  • Reports toChief Learning Officer (CLO) / VP of Talent
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of Learning Platforms · VP, Digital Learning Strategy · Director, L&D Systems & Innovation

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

ATHE Level 7 Extended Diploma in Computing Technologies (General Route) ATHE Ltd · Level 7 · covers 1 of 6 standards
ATHE Level 7 Extended Diploma in Computing Technologies (Networking) ATHE Ltd · Level 7 · covers 1 of 6 standards
OCNLR Entry Level Certificate in Digital Skills (Entry 3) OCN London · Entry Level · covers 1 of 6 standards

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

The units you would start with

Systems Development and User Experience (UX) ATHE Level 7 Extended Diploma in Computing Technologies {Application Development)
Introduction to User Interface (UI) and User Experience (UX) Design OCNLR Entry Level Certificate in Digital Skills (Entry 3)

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
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Your Plan Illustration

Built for Director of Learning Experience & 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 6 standards Level 7
  2. Introduction to User Interface (UI) and User Experience (UX) Design OCN London · covers 1 of 6 standards Entry 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.

2AI and this work

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

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 in Learning
  • Organisational Network Analysis (ONA) for Learning Interventions
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 Learning Experience & Technology 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 role sets the strategy for learning platforms and tools across an organisation, shaping how people learn through technology.

4What you'd actually use

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

Cornerstone OnDemand / Docebo / Degreed (LMS/LXP) Architect

Leading the strategic direction, integration, and optimisation of our core learning platforms. Defining enterprise-wide configuration, data models, and future roadmap. Managing vendor relationships at an executive level.

Articulate 360 (Storyline, Rise) / Adobe Captivate / Evolve Strategic

Evaluating and selecting authoring tools for the enterprise, defining development standards, templates, and best practices for the entire team. Ensuring tools meet future strategic needs and accessibility requirements.

Power BI / Tableau (Learning Analytics) Architect

Designing and owning the enterprise learning data strategy. Integrating learning data with business performance data to demonstrate ROI and impact on organisational KPIs. Presenting insights to C-suite.

Miro / Figma (Collaboration & Design) Strategic

Implementing collaborative design processes across the L&D function. Championing the use of design tools to improve the quality and efficiency of the instructional design process at a departmental level.

Microsoft Azure / AWS (Cloud Infrastructure for Learning) Advanced

Collaborating with IT to ensure our learning platforms are securely hosted, scalable, and integrated within our broader cloud infrastructure. Understanding the implications of cloud services for learning tech.

Workday HCM / Salesforce (HRIS/CRM Integration) Advanced

Driving the strategic integration of learning platforms with core HR and business systems to ensure seamless data flow, accurate reporting, and personalised learning experiences based on employee profiles and performance data.

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
Learning Technology Strategy & Roadmap No involvement. Follows established processes. Provides input on specific tool features or user experience issues. Leads the development and presentation of the strategy to the CLO and C-suite. Gains executive buy-in.
Major Platform Selection (e.g., new LMS) None. Uses the existing platform. Participates in vendor demos, provides feedback on usability. Leads the entire RFI/RFP process, vendor negotiation, and final recommendation to the CLO and procurement. Owns the implementation plan.
Team Hiring & Structure None. Is a team member. May interview junior candidates and provide feedback. Defines team structure, creates new roles, approves all hires within the digital learning function, and manages performance.
Budget Allocation (within digital learning) None. Follows budget guidelines. Manages small project budgets (<£10K) with manager approval. Owns the annual digital learning budget (£2M-£5M), making all allocation decisions and seeking CLO approval for significant deviations or new capital expenditure.
Data Integration Strategy None. Uses existing reports. Suggests minor improvements to existing dashboards. Architects the overall learning data integration strategy with IT, defining data models, APIs, and reporting requirements to demonstrate business impact.

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.

Learning Platform ROI
The measurable return on investment for our core learning technologies.
Target · Achieve a positive ROI (e.g., 1.2x) within 24 months of a major platform investment.

After implementing the new LXP, we tracked a 15% reduction in external training spend for specific skill areas and a 10% increase in internal promotions linked to LXP engagement, yielding a 1.3x ROI.

Enterprise Learning Engagement Rate
The percentage of employees actively engaging with learning content and platforms beyond mandatory training.
Target · Increase voluntary engagement by 20% year-over-year.

Last year, 45% of employees accessed optional learning content monthly. This year, we're aiming for 54% by improving content relevance and platform UX.

Time-to-Competency Reduction
Shortening the time it takes for new hires or upskilled employees to reach full proficiency in critical roles or skills.
Target · Reduce average time-to-competency for key roles by 15-20% through targeted digital learning pathways.

Redesigned digital onboarding for new sales reps reduced their average time to hit quota from 6 months to 5 months, saving £50K in ramp-up costs per cohort.

Learning Technology Ecosystem Stability & Uptime
The reliability and availability of all core learning platforms.
Target · Maintain 99.9% uptime for critical learning systems; resolve 95% of high-priority technical issues within 4 hours.

Our LMS had 99.95% uptime last quarter, and all 'critical' support tickets were resolved within 2 hours, ensuring minimal disruption to learning.

Strategic Influence & Partnership
Your ability to shape the broader talent strategy by integrating learning technology insights.
  • You're regularly invited to C-suite talent strategy meetings. Business unit leaders proactively seek your advice on how technology can solve their performance problems, not just ask for a course. Your proposals for new tech investments are well-received and often approved without major pushback, showing trust in your vision.
Team Leadership & Development
The effectiveness of your leadership in building a high-performing, innovative digital learning team.
  • Your direct reports are visibly engaged and motivated, taking initiative and proposing new ideas. You have a clear succession plan for key roles. Your team is seen as a centre of excellence, and other departments want to 'borrow' your people for their projects. Retention rates within your team are consistently above the departmental average.
Innovation & Future-Proofing
Your success in identifying and integrating emerging learning technologies that keep us ahead of the curve.
  • We're piloting at least 1-2 new learning technologies annually that align with future business needs. You're regularly presenting on industry trends and their potential impact. Our learning tech stack is seen as modern and agile, not a legacy burden. You're proactively identifying risks and opportunities in the learning tech landscape.
Vendor Relationship Management
The strength and strategic nature of our relationships with key learning technology vendors.
  • Our vendors see us as a strategic partner, not just a customer. We're getting preferential support and early access to beta features. You're able to negotiate favourable terms and influence product roadmaps based on our needs. There's a clear, documented strategy for each major vendor relationship.

7Would you like it

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

What people enjoy
Shaping the Future of Learning

You'll spend time researching emerging technologies, sketching out multi-year roadmaps, and having strategic conversations with vendors and internal leaders about 'what's next.'

You're excited by the idea of piloting adaptive learning pathways or exploring how generative AI can personalise development at scale, not just managing an LMS.

Driving Tangible Business Impact

You'll be constantly looking for ways to link learning initiatives to hard business metrics, presenting ROI cases, and challenging the status quo to ensure our efforts aren't just 'nice-to-haves.'

You're thrilled when a new sales enablement platform you championed directly contributes to a 5% increase in quarterly revenue, not just high completion rates.

Building & Empowering a High-Performing Team

You'll spend a good chunk of your week coaching your managers, mentoring emerging leaders, and creating a culture where your team feels empowered to innovate and take ownership.

You get a real buzz from seeing a team member you've supported successfully lead a complex platform implementation or get promoted to a more senior role.

What frustrates people
  • Battling an outdated IT infrastructure that slows down innovation or integration efforts.
  • Stakeholders who demand 'cutting-edge' tech but aren't willing to invest the necessary budget or change their processes.
  • Dealing with vendor lock-in or poor service from critical platform providers.
  • The constant pressure to 'do more with less' in terms of resources and budget.
  • Getting caught in organisational politics between different departments (e.g., HR, IT, business units) regarding ownership of learning tech.
What this role does not give you
  • A purely hands-on content creation role – you'll be leading and strategising, not building courses daily.
  • A 'set it and forget it' environment – the learning tech landscape is always evolving.
  • Complete autonomy without needing to justify decisions or gain buy-in from senior leaders.
  • A role where you can avoid complex budget negotiations or vendor management.

8Who you work with

This role directly shapes our organisation's capability to learn, adapt, and innovate. You'll define the digital learning infrastructure that supports all employee development, from onboarding to leadership training. Get it right, and we'll have a highly skilled, engaged workforce ready for future challenges. Get it wrong, and we risk falling behind competitors due to skill gaps and inefficient learning processes. It's about ensuring we have the right tools and strategy to build the talent we need for tomorrow.

Inside the business
  • C-Suite (CEO, COO, CTO)
  • Heads of HR & Talent Acquisition
  • Business Unit Leaders (e.g., Sales, Product, Engineering)
  • IT & Information Security Teams
  • Finance & Procurement
Outside the business
  • Learning Technology Vendors (LMS, LXP, Authoring Tools)
  • Industry Analysts & Consultants
  • Strategic Integration Partners
  • Peer Directors in other companies

9What you need before you start

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

  • Proven track record of leading and delivering large-scale learning technology implementations (e.g., LMS/LXP migrations) in complex organisations.
  • Demonstrable experience managing significant budgets (£2M+) and negotiating high-value vendor contracts.
  • Experience building and leading a team of digital learning professionals, including managers and senior specialists.
  • A deep understanding of instructional design principles and adult learning theory, applied at a strategic level.
  • Strong analytical skills, with experience using learning data to demonstrate business impact and ROI.
  • Exceptional communication and influencing skills, with a history of successfully engaging C-suite and senior business leaders.

10What to practise next

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

Immersive Learning Technologies (VR/AR/Metaverse)

These technologies are moving beyond novelty to offer truly transformative learning experiences, especially for complex, high-risk, or geographically dispersed training. You'll need to understand their strategic potential and how to integrate them effectively.

Use cases for VR/AR in corporate learning (e.g., s · Technical infrastructure requirements for deployin · Content creation pipelines for VR/AR experiences. · Measuring engagement and effectiveness in immersiv · Ethical considerations and accessibility for immer

  • This quarter: Attend industry webinars or virtual conferences focused on immersive learning in L&D.
  • Next quarter: Identify 1-2 potential high-impact use cases within our business for a VR/AR pilot.
  • Month 6: Research vendors and platforms for immersive learning, understanding their capabilities and limitations.
  • Month 9: Develop a small-scale pilot project proposal for an immersive learning experience, including budget and success metrics.

Quick win: Download a few free VR/AR learning apps on your phone or a cheap headset. Experience them yourself to understand the potential and the current limitations.

Low-Code/No-Code (LCNC) Platform Integration

LCNC tools empower L&D teams to build custom integrations, workflows, and even simple learning apps without heavy reliance on IT. This speeds up innovation and allows for more tailored solutions, but requires strategic oversight.

Identifying appropriate use cases for LCNC in lear · Evaluating LCNC platforms for security, scalabilit · Governing LCNC development to ensure quality and a · Training and empowering your team to use LCNC tool · Integrating LCNC solutions with existing learning

  • This quarter: Research leading LCNC platforms (e.g., Microsoft Power Apps, Salesforce Flow) and their L&D applications.
  • Next quarter: Identify a small, internal L&D process that could be automated or improved with an LCNC solution.
  • Month 6: Work with IT to understand our company's LCNC governance and explore potential platforms.
  • Month 9: Oversee a pilot LCNC project within your team, demonstrating a clear efficiency gain.

Quick win: Explore a free trial of a simple LCNC tool like Zapier or Make (formerly Integromat) to automate a small, repetitive task in your current workflow.

11Staying current once you are in

What people here do to keep up
  • Regularly attending industry conferences (e.g., Learning Technologies, DevLearn, HR Tech) to stay abreast of market trends and network with peers.
  • Subscribing to leading industry publications and research (e.g., Fosway Group, Josh Bersin) to inform strategic thinking.
  • Participating in executive leadership programmes focused on digital transformation or strategic HR.
  • Mentoring junior professionals in the L&D space, which often sharpens your own leadership and communication skills.
  • Engaging with vendor executive briefings and product roadmaps to influence future development.

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 in Learning

As we use more AI in learning (personalisation, content generation, assessment), ethical considerations around bias, data privacy, and algorithmic fairness become paramount. Regulators are catching up, and our reputation depends on getting this right.

  • Algorithmic bias detection and mitigation in learn
  • Data privacy implications of AI-driven learning an
  • Transparency and explainability of AI decisions in
  • Responsible use of generative AI for content creat
  • Developing internal policies for ethical AI use in

Organisational Network Analysis (ONA) for Learning Interventions

Traditional learning metrics often miss the informal learning that happens through networks. ONA helps us visualise and understand these connections, allowing us to design interventions that strengthen critical knowledge-sharing pathways and identify hidden experts.

  • Identifying key influencers and knowledge brokers
  • Mapping communication flows and collaboration patt
  • Designing learning interventions that leverage inf
  • Measuring the impact of learning on network health
  • Using ONA to identify skill gaps and expertise con

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Learning Experience (LX) Design & Architecture
  • xAPI (Experience API) & Learning Record Stores (LRS) Strategy
  • Instructional Design Methodologies (Strategic Application)
  • Kirkpatrick's Four Levels of Evaluation (Enterprise Implementation)

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

    Digital Learning Manager (L5) in a Large Enterprise

    3-5 years at L5

    Skills to master

    • Managing a team of 10-25 people (including managers), owning a significant P&L (£500K-£2M), driving departmental strategy, and presenting to executive peers.

    You're ready to move on when

    • Successfully led a major learning platform migration or implementation project from end-to-end.
    • Consistently exceeded departmental objectives and demonstrated measurable business impact.
    • Developed and promoted multiple direct reports into more senior roles.
    • Successfully influenced senior stakeholders outside of L&D on strategic initiatives.
  2. 2

    Head of Learning Technology at a Mid-Sized Company

    5-7 years in a Head of role

    Skills to master

    • Building a learning technology function from the ground up, managing all aspects of the tech stack, and acting as the primary strategic advisor to the leadership team on learning tech.

    You're ready to move on when

    • Owned the entire learning technology budget and roadmap for a company.
    • Successfully scaled learning technology solutions to support significant company growth.
    • Demonstrated strong vendor management and negotiation skills for core learning platforms.
    • Built a reputation as an innovative leader in learning technology within their industry.
  3. 3

    Principal Learning Architect / Lead Instructional Designer (L4) in a Global Organisation

    8-10 years at L4/Principal level

    Skills to master

    • Architecting complex learning ecosystems, designing enterprise-wide learning journeys, leading large cross-functional programmes, and mentoring a significant number of junior colleagues. This path would typically be for someone moving from a deep IC role to a leadership position.

    You're ready to move on when

    • Designed and implemented multi-year learning curricula that significantly impacted organisational capability.
    • Recognised as an industry expert in learning experience design or learning analytics.
    • Consistently delivered highly complex, innovative learning solutions that achieved significant business results.
    • Demonstrated strong informal leadership and influence across multiple teams and departments.

15Where this role leads

The long view: This work can lead to a Chief Learning Officer role, a Chief Digital Officer role, or a senior people and culture role such as Chief People Officer.

The ten Future Fluencies

Zavmo analysis

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

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

The highlighted ones are the Fluencies your role leans on hardest, from how Director of Learning Experience & Technology is actually changing.

Where it leads

Roles this leads to

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

  • VP, Digital Transformation (Cross-Functional)

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 Systems Development and User Experience (UX), worked against Director of Learning Experience & Technology.

Systems Development and User Experience (UX) Level 7

Applied to your work in Director of Learning Experience & 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. 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.

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See Your Progress Grow Illustration
Director of Learning Experience & Technology
  • Learning Experience (LX) Design & Architecture
  • xAPI (Experience API) & Learning Record Stores (LRS) Strategy
  • Instructional Design Methodologies (Strategic Application)
  • Kirkpatrick's Four Levels of Evaluation (Enterprise Implementation)
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 Learning Experience & Technology is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Learning Officer (CLO) / VP of Talent (L7)

    3-5 years

    1 level (from L6 to L7)

    • Defining enterprise-wide learning and development strategy.
    • Linking learning initiatives directly to executive-level business outcomes and talent strategy.
    • Acting as a public face for the company's talent development strategy.

  2. VP, Digital Transformation (Cross-Functional)

    4-6 years

    Lateral move or 1 level increase depending on scope

    • Architecting enterprise-wide digital solutions that impact multiple business units.
    • Leading cross-functional teams responsible for technology adoption and change management.
    • Developing and executing a holistic digital strategy for the entire organisation.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, at a Director level, your time is precious. You're not meant to be bogged down in repetitive tasks. AI isn't just for junior roles; it's a powerful strategic partner that can free you up to focus on vision, leadership, and high-impact decisions. We're building an internal AI Productivity Hub to help you do just that.

Imagine cutting hours off vendor analysis, strategic report drafting, and even the initial stages of new tech exploration. Our AI tools are designed to give you back valuable time, allowing you to dive deeper into strategic planning, mentor your team, and drive the future of learning here. It's about working smarter, not just harder.

Strategic Report & Proposal Drafting

Use AI to ingest complex data, research papers, and internal documents to generate first drafts of business cases, board presentations, and strategic roadmaps. It'll help you structure arguments, summarise findings, and even suggest compelling narratives, saving you hours of initial writing.

Learning Data Synthesis & Trend Analysis

Feed vast datasets from your LMS, LXP, and HRIS into AI tools to quickly identify key learning trends, engagement patterns, and skill gaps across the organisation. Get instant summaries and visualisations that would take days to compile manually, informing your strategic decisions.

Vendor Landscape & Feature Comparison

Leverage AI to rapidly analyse vendor documentation, feature lists, and industry reviews for potential learning technologies. It can generate comparative matrices, highlight key differentiators, and even identify potential risks, accelerating your platform selection process significantly.

Executive Communication & Messaging Refinement

Refine your high-stakes communications—emails to the CEO, investor updates on talent development, or critical internal announcements—using AI. It can help you tailor your tone, ensure clarity, and optimise for impact, making sure your message always lands effectively.

Common questions

Common questions

How do you become a Director of Learning Experience & Technology?

Common routes in include Digital Learning Manager in a Large Enterprise (3-5 years at L5), Head of Learning Technology at a Mid-Sized Company (5-7 years in a Head of role) and Principal Learning Architect / Lead Instructional Designer in a Global Organisation (8-10 years at L4/Principal level). Times vary with prior experience.

Where can a Director of Learning Experience & Technology progress to?

This role can lead on to Chief Learning Officer (CLO) / VP of Talent (3-5 years) and VP, Digital Transformation (Cross-Functional) (4-6 years), depending on the skills you build.

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

Increasingly, AI Ethics & Governance in Learning and Organisational Network Analysis (ONA) for Learning Interventions. These are the skills our record of this role lists as growing.

Free tools

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Three free tools, no account needed. Each one ends with a role, a level and a way in.

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17Where 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.

 More jobs in learning and development

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

Skills in learning technology strategy, platform implementation and proving return on investment transfer well. They apply to leadership roles in other industries, including finance, healthcare and consulting, and to senior roles with learning technology vendors shaping product strategy.

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 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.