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

Director of Global Learning

Here is the whole job, in plain words. What it is, a real day, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

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

Also advertised as Head of Global L&D · VP, Learning & Development · Global Talent Development Director

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

Start with a free Future Fluency check, tuned to Director of Global Learning

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1What this role really is

This role isn't just about running training courses; it's about shaping how our entire global workforce learns and grows. You'll be the architect of our learning strategy, making sure our people have the skills they need not just for today, but for the next five years. Frankly, you're building the engine that powers our talent pipeline and keeps us competitive.

2What you'd actually use

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

LMS (e.g., Cornerstone OnDemand, Docebo)Architect

Leads LMS vendor selection, designs integration strategy with HRIS (e.g., Workday, SAP SuccessFactors), and defines enterprise-wide governance and reporting standards. You're setting the global roadmap for this platform.

Authoring Tools (e.g., Articulate 360, Adobe Captivate)Strategist

Sets the standards for authoring tools and templates across the organisation. Evaluates new technologies (e.g., VR/AR authoring) for future investment and scalability across global teams.

Virtual Classroom Platforms (e.g., Zoom, MS Teams, Webex)Platform Owner

Manages enterprise licenses, defines best practice configurations, and trains the entire L&D function on maximising virtual delivery platforms for global reach and engagement.

Business Intelligence Tools (e.g., Power BI, Tableau, Anaplan)Advanced

Integrates learning data with business performance data (e.g., from Salesforce, SAP) to model training ROI and impact on KPIs. Presents these findings to executive leadership and the board.

Project & Portfolio Management (e.g., Jira, ServiceNow PPM)Advanced

Utilises these tools to manage the entire L&D project portfolio globally, allocate resources across regions, and report on progress and interdependencies to C-suite and regional leaders.

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
Global Learning Strategy & Vision	N/A	N/A	N/A
Global L&D Budget Allocation	N/A	N/A	N/A
Enterprise Learning Technology Selection	N/A	N/A	N/A
Hiring & Performance Management for L&D Leadership	N/A	N/A	N/A

4How you'll be judged

The scoreboard, honestly: the hard targets, how often each one is actually looked at, and the quiet human signals that never make it onto a dashboard.

Business Unit Performance Uplift

The measurable improvement in key business metrics (e.g., sales revenue, customer retention, product adoption) directly attributable to your learning programmes.

Target · Achieve a minimum 5% uplift in a relevant business KPI for at least two major business units annually.

After launching the new Global Sales Enablement Programme, the average deal size in EMEA increased by 7% over six months, directly correlating with programme completion rates.

Learning Programme ROI (Phillips Model)

Calculating the financial return on investment for significant learning initiatives, going beyond behavioural change to actual monetary value.

Target · Demonstrate a positive ROI (>100%) for at least two strategic leadership or critical skill programmes per year.

A leadership development programme costing £250,000 resulted in a £400,000 reduction in management turnover costs and a £150,000 increase in team productivity, yielding a 160% ROI.

Time-to-Proficiency for Critical Roles

Reducing the time it takes for new hires or internal movers to become fully productive in key, high-impact roles.

Target · Decrease average time-to-proficiency by 15% for identified critical roles (e.g., Senior Sales Executives, Lead Engineers) within 12 months.

By revamping the onboarding and continuous learning path for new Senior Account Managers, the average time to hit 100% of sales quota dropped from 9 months to 7.5 months.

Talent Retention in Trained Cohorts

The percentage of employees who remain with the company after participating in key development programmes, particularly leadership or high-potential initiatives.

Target · Maintain or improve retention rates by 10% year-over-year for participants in identified talent development programmes compared to non-participants.

Participants in the 'Future Leaders' programme showed a 92% retention rate over two years, compared to an 80% rate for a control group, indicating strong engagement and commitment.

Strategic Alignment & Influence

Your ability to align learning strategies with overarching business objectives and influence C-suite and regional leaders to invest in and champion these initiatives.

You're regularly invited to executive strategy sessions. Business leaders proactively seek your input on talent challenges. Your proposals for new learning programmes are consistently approved and resourced. You're seen as a trusted advisor, not just a 'training provider'.

Organisational Learning Culture

Fostering a culture where continuous learning is embedded, valued, and actively supported at all levels, from individual contributors to senior leadership.

Employee engagement surveys show a significant increase in 'opportunities for growth and development' scores. Managers actively coach and mentor their teams. There's a visible shift towards sharing knowledge and best practices across departments and regions. Learning is discussed as a strategic imperative in leadership meetings.

Team Leadership & Development

Your effectiveness in leading, mentoring, and developing your direct reports and the broader L&D team, ensuring they have the skills and support to excel.

Your direct reports consistently meet or exceed their objectives. You have a clear succession plan for key roles within your team. Team engagement scores are high. Your team members feel empowered to innovate and take calculated risks. You're known for developing future L&D leaders.

5Would you like it

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

What people enjoy

Building Global Capability

You get a real buzz from seeing a learning programme successfully roll out across multiple countries, knowing it's uplifting skills and performance for thousands of people. You're always thinking about how to scale impact.

You're excited by the challenge of designing a leadership programme that works equally well for teams in London, New York, and Singapore, adapting it culturally without losing its core message.

Strategic Impact & Influence

You thrive on being in the room with senior leaders, shaping the talent agenda, and seeing your learning strategies directly contribute to major business outcomes. You want your work to matter at the highest level.

Successfully convincing the CEO to invest an additional £500K in a critical upskilling initiative because you clearly articulated the ROI and risk of inaction, then seeing that investment pay off.

Leading & Developing Teams

You genuinely enjoy coaching and mentoring your managers, helping them grow their own careers and build high-performing L&D teams. You get satisfaction from seeing your people succeed.

One of your direct reports gets promoted to a regional L&D Director role, and you know you played a significant part in their development and readiness for that step.

What frustrates people

Business leaders asking for 'a training' without a clear understanding of the root problem, expecting a quick fix for complex issues.
Budget constraints forcing you to compromise on vital programmes or delay strategic initiatives.
Resistance to global standards from regional leaders who prefer to do things 'their way', even when it's less efficient.
The constant need to prove the tangible ROI of learning to sceptical finance teams or board members.
Dealing with legacy systems or processes that hinder innovation and efficient programme delivery.

What this role does not give you

A purely operational, hands-on training delivery role—you'll be leading and strategising, not typically facilitating day-to-day.
A role where you can avoid organisational politics or difficult conversations with senior leaders.
A static environment where strategies remain unchanged for years; expect constant evolution and adaptation.
Unlimited budget or resources; you'll need to be incredibly resourceful and justify every investment.

6Who you work with

You'll directly influence our global talent strategy, employee engagement, and overall organisational capability. Your decisions will shape how we attract, retain, and develop talent, which ultimately impacts our bottom line and market position. Frankly, you're building the future workforce.

Inside the business

C-Suite (CEO, COO, CFO)
Regional Managing Directors
Heads of Product, Sales, and Engineering
HR Business Partners
Legal & Compliance

Outside the business

Learning Technology Vendors
External Executive Coaches
Industry Bodies (e.g., CIPD, ATD)
Strategic Learning Partners

7What you need before you start

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

Proven track record of building and leading high-performing L&D teams, including managers, for at least 5 years.
Extensive experience (10+ years) in designing, implementing, and evaluating large-scale, global learning programmes that demonstrably impact business outcomes.
Demonstrable experience managing budgets of £1M+ and proving ROI to senior leadership.
Strong understanding of the broader HR function and how L&D integrates with talent acquisition, performance management, and HRIS.
Experience presenting strategic recommendations and influencing C-suite executives and board members.

8What to practise next

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

Learning Data Science & Predictive Analytics

Moving beyond descriptive reporting ('what happened') to predictive analytics ('what will happen' and 'what should we do'). This means using advanced statistical models and machine learning to forecast skill gaps, predict employee attrition, and optimise learning interventions for maximum impact.

Machine Learning for Skill Prediction · A/B Testing Learning Interventions · Data Visualisation for Executive Insights · Integration with HRIS & Business Systems

This quarter: Take an online course on data analytics for HR or business leaders.
Next 6 months: Work with our Data Science team to identify one key learning metric that could benefit from predictive modelling.
Next 12 months: Lead the development of a 'learning analytics roadmap' for the organisation, outlining key data sources and desired insights.
Ongoing: Challenge your team to move beyond basic reporting to more sophisticated analysis and predictive capabilities.

Quick win: Identify one current reporting dashboard that could be enhanced with a simple predictive element (e.g., 'likelihood of course completion' based on past behaviour).

9Staying current once you are in

What people here do to keep up

Regularly attend and speak at major L&D or HR conferences (e.g., Learning Technologies, HR Tech, ATD International Conference).
Participate in executive leadership programmes or peer networks (e.g., Chief Learning Officer forums).
Contribute to industry thought leadership through articles, whitepapers, or online communities.
Mentor emerging L&D professionals, both internally and externally.

10How the AI economy is changing work like this

Before we ask anything of you, here's what we can already say about AI and work of this kind:

The new skill this role is being asked for: Adaptive Learning Ecosystem Design

Traditional 'one-size-fits-all' training is becoming obsolete. Learners expect personalised, on-demand experiences. AI and advanced analytics now make truly adaptive learning possible, tailoring content and pathways to individual needs and performance gaps, at scale.

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.

Adaptive Learning Ecosystem Design

Traditional 'one-size-fits-all' training is becoming obsolete. Learners expect personalised, on-demand experiences. AI and advanced analytics now make truly adaptive learning possible, tailoring content and pathways to individual needs and performance gaps, at scale.

Personalised Learning Paths
AI-Driven Content Curation
Skills-Based Learning Frameworks
Learning Experience Platforms (LXP) Integration

Ethical AI in Learning & Development

As we increasingly use AI for content generation, personalisation, and assessment, questions of bias, privacy, and fairness become paramount. As a leader, you'll be accountable for ensuring our AI practices are ethical and responsible, maintaining trust with our employees and complying with regulations.

Algorithmic Bias Detection
Data Privacy & Security in AI
Transparency & Explainability (XAI)
Human-in-the-Loop Design

What you’ll use

Skills this role draws on

Technical

Instructional Design Strategy & Governance
Global Learning Evaluation & ROI Modelling
Learning Ecosystem Architecture
Workforce Planning & Skill Gap Analysis

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
Regional L&D Manager (L5)
3-5 years at L5
Skills to master
- Mastering the management of a significant regional L&D function, including budget ownership, managing managers, and building strong relationships with regional leadership. Proving you can scale programmes and adapt them culturally.
You're ready to move on when
- Successfully led a major regional L&D transformation initiative with measurable business impact.
- Consistently exceeded regional L&D performance metrics and developed strong talent within your team.
- Demonstrated ability to influence regional VPs and Directors on learning strategy and investment.
2
Head of Talent Management (L5)
4-6 years at L5
Skills to master
- Developing a holistic view of talent, integrating learning with performance management, succession planning, and talent acquisition. Understanding the full employee lifecycle and how learning impacts each stage.
You're ready to move on when
- Successfully designed and implemented an integrated talent management framework across multiple functions.
- Proven ability to link talent initiatives to overall business strategy and deliver measurable improvements in talent metrics (e.g., internal mobility, leadership bench strength).
- Strong track record of influencing senior HR and business leaders on talent strategy.
3
L&D Consultant (External, Senior Partner Level)
5-7 years as a Senior Consultant
Skills to master
- Developing deep expertise in diverse industries, managing large client engagements, building compelling business cases for learning solutions, and navigating complex client organisations. This path brings a broad perspective.
You're ready to move on when
- Led multiple successful, large-scale L&D transformation projects for major clients.
- Demonstrated ability to drive revenue and build strong client relationships in a consulting environment.
- Developed thought leadership and a strong professional network within the L&D consulting space.

11Where this role leads

The long view:This Director role is a pivotal step in a truly impactful career. You'll be building capabilities, shaping futures, and leaving a lasting legacy on our organisation's most important asset: its people. If you're ready for that challenge, we'd love to talk.

Pay & demand

Pay and demand for this role will appear here, each figure traced to a named authoritative source (e.g. the ONS Annual Survey of Hours and Earnings, under the Open Government Licence). We don’t show numbers we can’t attribute.

The ten Future Fluencies

Zavmo analysis

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

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

The highlighted ones are the Fluencies your role leans on hardest, from how Director of Global Learning is actually changing. In about two minutes, the free confidence check asks where you stand on each of the ten. That's the whole check, and it's what makes the plan yours rather than generic.

12The team that's yours

No two people are taught the same way. This is one-to-one, not one-to-many.

Zavmo is a hyper-personalised AI learning platform. Twelve virtual tutors, each with a different way of teaching, and one orchestration agent that picks the right one for the moment. So every single lesson is shaped around you, your role, and the way you learn. Not a course everyone sits through. A conversation built for you, and no one else.

…and nine more, matched to you after your first chat. Meet all twelve

Start free and meet yours

13What it feels like

A conversation, not a course

Because your tutor knows your role, your projects and your last session, learning sounds like this. And it's different for every single person:

Provide learning opportunities for colleaguesLevel 5

Applied to your work in Director of Global Learning

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

How the thinking builds

Remember
Understand
Apply
Analyse
Evaluate
Create

An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

One to one, not one to many

No two people run this the same way

A course is written once and handed to everyone. This is assembled around you, and keeps changing as it learns you. Five things it reads, and what each one changes.

Your actual work Every lesson is taught against a live piece of your own work, not a worked example from a textbook.
What you already know The first conversation finds your starting point, so you skip what you can already do and spend the time on what you cannot.
The conditions you learn under Not a learning-styles quiz. The evidence does not support those. The dimensions the research does back, read once and used to shape the plan.
How far you got last time It picks up mid-thought. The tutor knows what you said, what you struggled with, and what it asked you to try.
Which tutor suits the moment Twelve of them, each for a different kind of thinking. The one who walks you through a first idea is not the one who stress-tests it.

See how you learn, free. Eight questions, no sign-up. A directional taster; the diagnostic inside Zavmo goes deeper and keeps adapting.

DemonstrateIllustration

Evidenced on your work in Director of Global Learning

You do not finish by watching something. You finish by showing it on the work you already do, against the measures this job is judged on.

Business Unit Performance UpliftThe measurable improvement in key business metrics (e.g., sales revenue, customer retention, product adoption) directly attributable to your learning programmes.After launching the new Global Sales Enablement Programme, the average deal size in EMEA increased by 7% over six months, directly correlating with programme completion rates.Achieve a minimum 5% uplift in a relevant business KPI for at least two major business units annually.
Learning Programme ROI (Phillips Model)Calculating the financial return on investment for significant learning initiatives, going beyond behavioural change to actual monetary value.A leadership development programme costing £250,000 resulted in a £400,000 reduction in management turnover costs and a £150,000 increase in team productivity, yielding a 160% ROI.Demonstrate a positive ROI (>100%) for at least two strategic leadership or critical skill programmes per year.
Time-to-Proficiency for Critical RolesReducing the time it takes for new hires or internal movers to become fully productive in key, high-impact roles.By revamping the onboarding and continuous learning path for new Senior Account Managers, the average time to hit 100% of sales quota dropped from 9 months to 7.5 months.Decrease average time-to-proficiency by 15% for identified critical roles (e.g., Senior Sales Executives, Lead Engineers) within 12 months.
Talent Retention in Trained CohortsThe percentage of employees who remain with the company after participating in key development programmes, particularly leadership or high-potential initiatives.Participants in the 'Future Leaders' programme showed a 92% retention rate over two years, compared to an 80% rate for a control group, indicating strong engagement and commitment.Maintain or improve retention rates by 10% year-over-year for participants in identified talent development programmes compared to non-participants.

These are this job's own measures, with its own targets. Nothing is marked evidenced, because nobody has started this yet. Yours would fill in from the work you bring.

Your passport

This isn't a certificate you file away. It's a passport to the life you're designing.

Every credit you earn and every fluency you build adds up: evidence where it counts, carried with you. Zavmo keeps the map: where you are, where you're heading, and the next step, at your pace, around your life. From Director of Global Learning to VP, Learning & Development / Chief Learning Officer (CLO) (L7), and whatever you decide comes after.

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

Where this takes you

This Director role is a pivotal step in a truly impactful career. You'll be building capabilities, shaping futures, and leaving a lasting legacy on our organisation's most important asset: its people. If you're ready for that challenge, we'd love to talk.

See Your Progress GrowIllustration

Director of Global Learning

Instructional Design Strategy & Governance
Global Learning Evaluation & ROI Modelling
Learning Ecosystem Architecture
Workforce Planning & Skill Gap Analysis

This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

14The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

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

VP, Learning & Development / Chief Learning Officer (CLO) (L7)
3-5 years
This is the ultimate step up, moving from leading a global function to driving enterprise-wide talent strategy at the C-suite level. You'll be a key member of the executive team.
- Market-Shaping Learning Initiatives: Designing programmes that not only support but actively shape the company's competitive position in the market.
- Advanced Organisational Design: Structuring the L&D function to be agile, responsive, and globally scalable for future growth.
- External Representation & Thought Leadership: Becoming a recognised industry voice, representing the company on global stages and influencing the broader L&D landscape.

Working with AI on the job

Working with AI

Where AI is starting to help

As a Director of Global Learning, your time is precious. You're juggling strategic planning, team leadership, stakeholder management, and proving ROI. What if you could offload some of the heavy lifting and focus more on vision and impact? AI isn't just for junior roles; it's a game-changer for senior leaders too.

We're building an AI Productivity Hub specifically for our L&D leaders. It's designed to help you cut through the noise, accelerate strategic analysis, and empower your team. Think of it as having a highly intelligent, always-on assistant for your most demanding tasks. This isn't about replacing human judgment; it's about augmenting it.

Strategic Insights & Trend Analysis

Feed AI market research, internal performance data, and employee feedback. It'll summarise key trends, identify emerging skill gaps across regions, and even suggest potential learning interventions. This saves you hours sifting through reports, giving you immediate, actionable insights for your strategy.

Executive Communication Drafts

Use AI to generate first drafts of board presentations, strategic proposals, or C-suite update emails. Give it your key points and target audience, and it'll craft compelling narratives. You'll spend less time wordsmithing and more time refining your message.

Global Programme Design Acceleration

Leverage AI to quickly research best practices for specific learning challenges in different regions, or to generate initial outlines for complex global programmes. It can help you identify cultural nuances to consider, ensuring your programmes land effectively worldwide.

ROI Model Prototyping

Input various programme costs and potential business impacts into an AI tool. It can help you quickly build and refine ROI models, identifying the most impactful metrics and helping you make a stronger business case for investment to the CFO.

Common questions

How do you become a Director of Global Learning?

Common routes in include Regional L&D Manager (L5) (3-5 years at L5), Head of Talent Management (L5) (4-6 years at L5) and L&D Consultant (External, Senior Partner Level) (5-7 years as a Senior Consultant). Times vary with prior experience.

Where can a Director of Global Learning progress to?

This role can lead on to VP, Learning & Development / Chief Learning Officer (CLO) (L7) (3-5 years), depending on the skills you build.

What level is a Director of Global Learning in the UK?

This role aligns to RQF Level 7 on the UK framework, a guide to the depth of qualification it maps to, not a hard entry bar.

What new skills matter most for a Director of Global Learning?

Increasingly, Adaptive Learning Ecosystem Design and Ethical AI in Learning & Development. These are the areas where the higher-paid, future-proof work is heading.

The honest bit

You’ve started things before

Most of them were built for a room full of people who aren’t you. A cohort moves on whether or not your week allowed it, and by the third week the thing you’re behind on becomes the reason you stop opening it.

There’s no cohort here, and no timetable to fall behind. Before anything starts, Zavmo asks when you’re sharpest and how long you can realistically sit down for, then builds the sessions around those answers. A bad fortnight changes your pace. It doesn’t put you behind.

And you only pay once you start learning. Searching and planning are free, and you can cancel any time — so the cost of finding out is an afternoon, not a year.

What it costs

Less than one coaching session. Every month.

A single career-coaching hour costs more than a month of this, and it ends when the hour does. Zavmo doesn't. It's £70 a month, about £2.30 a day, for a companion that knows a Director of Global Learning, works on the job you actually do, and keeps going at your pace rather than a timetable's.

Searching and planning stay free. You only pay when you start learning.
Your credits are yours. Regulated, and they don't vanish when a subscription ends.
Cancel any time and billing stops. No notice period, no minimum term.

Your path, personalised

You have the map. Walking it is the part we do together.

This route runs to 10 national skill standards. That is a real journey.

Zavmo shapes a learning experience as unique as you are. It fits how you learn, your pace and the work you already do. Every step stays benchmarked to recognised national standards. That’s the plan for becoming a Director of Global Learning: personal to you, and it still counts. The first steps are free.

Independent research finds well-designed intelligent tutoring performs nearly as well as one-to-one human tutoring: VanLehn (2011), Educational Psychologist.

A private tutor in the UK averages £35–40 an hour . Zavmo is £70/month.

A Zavmo curriculum screen: a three-month plan of nine units, ninety credits, each one an Ofqual-regulated unit the learner can tick or untick before starting. — A real plan on learn.zavmo.ai: Ofqual-regulated units, credits, and a three-month run at your own pace.

Start free No commitment. See your first steps free.

15Where to go from here

Other roles at Level 7

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

Other roles in Learning and Development

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

If you leave this industry

The strategic and leadership skills developed in this role are highly transferable across various sectors, particularly within technology, professional services, finance, and any large, complex organisation that values talent development as a competitive advantage. Your expertise in global learning architecture and ROI makes you a valuable asset anywhere.

Not sure this is the right direction?

Work out what you actually want from work first, then come back and see which roles fit it. Takes about ten minutes.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Build my plan, free Here's the first ten minutes: a 2-minute confidence check → your personalised roadmap → meet the tutors matched to you. No card, cancel any time. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.

Director of Global Learning

What's rising in its place

Adaptive Learning Ecosystem Design

Ethical AI in Learning & Development

Skills this role draws on

Technical

How you actually get there, here

Regional L&D Manager (L5)

Head of Talent Management (L5)

L&D Consultant (External, Senior Partner Level)

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

Roles this leads to

No two people are taught the same way. This is one-to-one, not one-to-many.

A conversation, not a course

No two people run this the same way

This isn't a certificate you file away. It's a passport to the life you're designing.

This Director role is a pivotal step in a truly impactful career. You'll be building capabilities, shaping futures, and leaving a lasting legacy on our organisation's most important asset: its people. If you're ready for that challenge, we'd love to talk.

Everything else the record holds

The career path, and where it branches

VP, Learning & Development / Chief Learning Officer (CLO) (L7)

Where AI is starting to help

Strategic Insights & Trend Analysis

Executive Communication Drafts

Global Programme Design Acceleration

ROI Model Prototyping

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.