UK

United Kingdom · Knowledge management · C-Suite (20+ years)

Chief Learning Officer (CLO) / VP, Knowledge & Performance

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  • Experience bandC-Suite (20+ years)
  • Reports toChief Executive Officer (CEO) or Chief Human Resources Officer (CHRO)
  • UK framework levelUsually an executive or board-level role

Also advertised as Chief Knowledge Officer (CKO) · Executive Vice President, Organisational Capability · Global Head of Learning & Development and Knowledge Management

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

Level 6 Certificate in Professional Sales Institute of Sales Professionals · Level 6 · covers 2 of 13 standards
Level 6 Award in Leading Organisational Change Institute of Sales Professionals · Level 6 · covers 1 of 13 standards
NCC Education Level 7 Diploma in Business Management NCC Education Limited · Level 7 · covers 1 of 13 standards
OTHM Level 7 Diploma in Data Science OTHM Qualifications · Level 7 · covers 1 of 13 standards
Level 6 Award in Data-led Decision Making Institute of Sales Professionals · Level 6 · covers 1 of 13 standards
Level 6 Diploma in Professional Sales Institute of Sales Professionals · Level 6 · covers 1 of 13 standards

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

The units you would start with

Data-led Decision Making Level 6 Certificate in Professional Sales
Lead Organisational Change Level 6 Award in Leading Organisational Change
Information Systems and Knowledge Management NCC Education Level 7 Diploma in Business Management
Data Science Foundations OTHM Level 7 Diploma in Data Science

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
Trust Fluency keeping the digital world safe
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Your Plan Illustration

Built for Chief Learning Officer (CLO) / VP, Knowledge & Performance

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

  1. Data-led Decision Making Institute of Sales Professionals · covers 2 of 13 standards Level 6
  2. Lead Organisational Change Institute of Sales Professionals · covers 1 of 13 standards Level 6
  3. Information Systems and Knowledge Management NCC Education Limited · covers 1 of 13 standards Level 7
  4. Data Science Foundations OTHM Qualifications · covers 1 of 13 standards Level 7
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 Chief Learning Officer (CLO) / VP, Knowledge & Performance?

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 & Knowledge
  • Neuroscience of Learning at Scale
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 Chief Learning Officer (CLO) / VP, Knowledge & Performance plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

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3What this role really is

A Chief Learning Officer sets the strategy for how an organisation learns, shares knowledge and improves performance.

4What you'd actually use

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

Workday Learning (or similar enterprise LXP/HCM) Architectural Oversight

Defining the strategic roadmap for our integrated learning and HCM ecosystem, making decisions on module integration, vendor relationships, and long-term capability development.

ServiceNow Knowledge Management (or similar enterprise KM system) Enterprise Architect

Overseeing the enterprise-wide KM strategy, ensuring seamless integration with ITSM and customer support, and driving adoption across global business units to maximise ticket deflection and self-service.

Anaplan / Workday Adaptive Planning (or similar financial planning software) Advanced

Building the business case for multi-million-pound L&D budgets, forecasting costs, and modelling the financial impact and ROI of strategic learning initiatives for Board approval.

Tableau Server / Power BI Premium (or similar enterprise BI platform) Strategic Accountability

Owning the executive-level learning and knowledge dashboard, correlating human capital metrics with business KPIs, and presenting insights to the Board to demonstrate strategic value.

Microsoft 365 / Google Workspace (advanced collaboration & governance) Expert

Championing the strategic use of collaborative tools for social learning and Communities of Practice, establishing global governance, and ensuring secure, compliant knowledge sharing across the enterprise.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Enterprise Learning Platform Investment No involvement. Uses existing tools. Provides feedback on user experience for current platforms. Evaluates specific platform features and makes recommendations to leadership.
Global Learning & Knowledge Strategy Executes tasks aligned with existing strategy. Contributes ideas for improving specific programme elements. Designs and implements workstreams that support the broader strategy.
Organisational Design within Learning/KM No involvement. Provides feedback on team processes. Suggests improvements to team structure for specific projects.

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.

Organisational Learning Culture Score
Improvement in our internal survey scores related to learning opportunities, knowledge sharing, and growth mindset across the entire company.
Target · Increase average score from 65 to 75 within 24 months

In our 2024 survey, the 'I have opportunities to learn and grow' question scored 68. Your target is to push this to 75 by the end of 2026, showing a clear shift in employee perception and actual opportunities.

Strategic Skill Gap Reduction
The percentage reduction in critical skill gaps identified through workforce planning, directly attributable to learning and development initiatives.
Target · Reduce identified strategic skill gaps by 20% year-on-year

If we identify 100 critical AI engineering skill gaps in Q1, your programmes should reduce this to 80 by Q1 the following year, demonstrating effective upskilling at scale.

Knowledge Base Contribution & Utilisation
The overall health and activity of our enterprise knowledge ecosystem, including new contributions from across the business and how often employees use it to find answers.
Target · Achieve 80% active monthly users and 15% increase in new, verified knowledge articles quarterly

By Q4, we expect 8 out of 10 employees to be regularly using the knowledge base, and our internal experts to be adding 15% more high-quality, verified content than the previous quarter.

Learning & Knowledge ROI (Return on Investment)
The measurable financial benefit (e.g., cost savings, revenue increase, reduced time-to-market) directly linked to major learning and knowledge initiatives, compared to their investment.
Target · Achieve a minimum 3:1 ROI for all strategic programmes exceeding £500K investment

A £1M investment in sales enablement training leads to a £3.5M increase in incremental revenue from trained reps, demonstrating a 3.5:1 ROI.

Board and Executive Confidence
The Executive Leadership Team and Board of Directors actively seek your counsel on talent strategy, organisational agility, and future-proofing the workforce.
  • You're regularly invited to present human capital strategy to the Board
  • the CEO explicitly references learning and knowledge as a key strategic pillar in investor calls
  • executive leaders proactively bring you into strategic planning sessions before problems arise.
Organisational Agility & Adaptability
The organisation's ability to quickly pivot and reskill its workforce in response to market changes, new technologies, or competitive threats.
  • Our time-to-market for new product features is consistently faster due to rapid upskilling
  • we successfully integrate acquired companies' knowledge and talent smoothly
  • external analysts recognise our organisation as a 'learning leader' in the industry.
Strategic Partnerships & Influence
You're recognised as a thought leader internally and externally, building strong, credible relationships with key business unit leaders, industry peers, and strategic vendors.
  • Business unit leaders bring you into their P&L reviews to discuss human capital implications
  • you're asked to speak at industry conferences
  • you've established strategic alliances with leading EdTech providers that give us a competitive edge.

7Would you like it

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

What people enjoy
Driving Enterprise-wide Transformation

You'll spend your days architecting multi-year strategies, making high-stakes decisions about global platforms, and influencing the highest levels of leadership to embed learning and knowledge into our core business operations. It's about fundamentally changing how we operate.

Seeing a new global learning initiative you championed lead to a measurable increase in our innovation pipeline or a significant reduction in operational errors across multiple business units.

Shaping Organisational Culture

This role isn't just about processes; it's about fostering a culture where learning is valued, knowledge is shared openly, and continuous improvement is the norm. You'll be a key voice in shaping our values and behaviours at a global scale.

Our annual engagement survey shows a significant uplift in 'learning and growth' scores, and you hear anecdotal evidence from employees that they feel empowered to learn and contribute knowledge daily.

Direct Business Impact & Strategic Influence

Your work will directly correlate with our company's market position, competitive advantage, and financial health. You'll be presenting to the Board, influencing investor relations, and ensuring our human capital strategy underpins our overall corporate strategy.

The CEO references our learning and knowledge strategy in an investor call as a key differentiator, and you see direct links between your initiatives and improved P&L performance in various business units.

What frustrates people
  • Board-level politics and securing buy-in for long-term strategic investments when short-term pressures are intense.
  • The sheer scale and complexity of global implementation, dealing with diverse regional needs, regulations, and cultural differences.
  • The constant battle to prove the financial ROI of 'soft' human capital initiatives to a sceptical CFO or Board.
  • Dealing with legacy systems and technical debt that hinder the adoption of modern learning and knowledge solutions.
  • Information hoarding and resistance to open knowledge sharing from various parts of the organisation, despite clear benefits.
  • The 'magic wand' expectation from business leaders who believe a single programme can fix deep-seated performance issues.
What this role does not give you
  • A predictable, routine work schedule – expect constant strategic shifts and urgent, high-stakes demands.
  • The ability to personally design and deliver content – your impact is through strategy, leadership, and delegation.
  • Freedom from intense scrutiny – every major decision and investment will be reviewed by the Executive Team and Board.
  • A 'hands-on' technical role – you'll be an architect and strategist, not a daily practitioner of the tools.

8Who you work with

This role directly impacts our long-term strategic capability, market position, and financial performance. You'll be responsible for ensuring we have the right skills and knowledge to execute our business strategy, innovate effectively, and maintain our competitive edge. Your decisions will influence every employee's growth trajectory and the organisation's collective intelligence, driving multi-year transformation across the entire enterprise.

Inside the business
  • The Executive Leadership Team (CEO, CFO, COO, CTO, CHRO)
  • The Board of Directors (especially the People & Culture Committee)
  • Business Unit Presidents and Managing Directors globally
  • Heads of Product, Sales, Marketing, and Engineering
  • Legal and Compliance leadership
Outside the business
  • Key Investors and Analysts (communicating human capital strategy)
  • Industry Bodies and Thought Leaders (shaping market trends)
  • Strategic Learning Technology Vendors and Partners
  • Regulators (for compliance learning mandates)
  • Talent Acquisition and Employer Branding Agencies

9What you need before you start

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

  • A minimum of 20 years of progressive experience in Learning & Development, Knowledge Management, or Organisational Development, with at least 10 years in senior leadership roles (Director/VP level) managing global teams and significant budgets.
  • Proven track record of defining and executing enterprise-wide learning and knowledge strategies that have demonstrably impacted business performance and cultural transformation.
  • Extensive experience presenting to and influencing C-suite executives and Boards of Directors on human capital strategy and investment.
  • Demonstrable experience leading major technology implementations (e.g., LXP, KM systems) across a global organisation, from selection to adoption.
  • Deep understanding of financial management, P&L responsibility, and building robust business cases for strategic investments.
  • Experience leading and integrating learning and knowledge functions during Mergers & Acquisitions.

10What to practise next

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

Learning Experience Platform (LXP) & Knowledge Graph Architecture

Critical within 12 months. The shift from traditional LMS to integrated LXP and knowledge graph architectures is accelerating. You'll need to oversee the design and integration of these complex systems to create seamless, personalised, and intelligent learning and knowledge ecosystems.

API-first integration strategies for diverse learn · Data normalisation and interoperability standards · Knowledge graph design principles for semantic sea · Scalability and security considerations for global · Vendor ecosystem management for a federated learni

  • This quarter: Review our current LXP and KM architecture, identifying key integration points and potential bottlenecks.
  • Next quarter: Engage with leading LXP/KM vendors to understand their architectural roadmaps and AI capabilities.
  • Month 6: Develop a 3-year architectural roadmap for our learning and knowledge ecosystem, including potential new platforms and integration strategies.
  • Month 9: Present the architectural roadmap to the CTO and Executive Team for strategic alignment and investment.

Quick win: Ensure all new learning/knowledge tools purchased have robust API capabilities. Begin mapping our existing knowledge domains to identify potential knowledge graph opportunities.

Digital Credentialing & Skill Taxonomy

Important within 18 months. As skills become the new currency, formalising and recognising them through digital credentials and a robust, enterprise-wide skill taxonomy will be crucial for workforce planning, internal mobility, and external employer branding.

Blockchain-based credentialing for verifiable skil · AI-driven skill inference from performance data an · Developing a dynamic, granular enterprise skill ta · Integrating skill data with HRIS, LXP, and talent · The strategic value of internal mobility driven by

  • This quarter: Research leading digital credentialing platforms and skill taxonomy frameworks.
  • Next quarter: Partner with HRIS and Talent Acquisition to pilot a common skill taxonomy for a specific department.
  • Month 6: Develop a proposal for an enterprise-wide digital credentialing strategy, linking it to career progression and internal mobility.
  • Month 9: Begin integrating verified skill data into our talent management systems to inform workforce planning and development.

Quick win: Start by clearly defining and documenting the core skills required for critical roles within your own function. Explore existing open-source skill taxonomies.

11Staying current once you are in

What people here do to keep up
  • Regular attendance and speaking engagements at global industry conferences (e.g., ATD International Conference, KMWorld, World Economic Forum on Future of Work).
  • Active participation in executive peer groups and forums focused on human capital, organisational development, or digital transformation.
  • Publishing articles or thought leadership pieces in reputable industry journals or business publications.
  • Mentoring rising talent within the organisation and externally, contributing to the broader talent ecosystem.
  • Undertaking executive education programmes focused on emerging technologies (e.g., AI, blockchain) or global business strategy.

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 & Knowledge

Critical within 12 months. As AI becomes embedded in every aspect of learning personalisation, content generation, and knowledge discovery, the ethical implications (bias, privacy, data security, hallucination) become paramount. The Board and regulators will demand robust governance.

  • Algorithmic bias detection and mitigation in learn
  • Data privacy frameworks for AI-driven learning pro
  • Establishing 'human in the loop' processes for AI-
  • Intellectual property rights for AI-assisted knowl
  • Transparency and explainability in AI decision-mak

Neuroscience of Learning at Scale

Important within 18 months. Moving beyond traditional learning theories, a deeper understanding of cognitive neuroscience will allow us to design truly effective, brain-friendly learning experiences that maximise retention and transfer for a global workforce. This will be a key differentiator in talent development.

  • Memory consolidation and spaced repetition strateg
  • Impact of stress and cognitive load on learning ef
  • Neuroplasticity and adult learning principles
  • The role of emotion and motivation in learning eng
  • Designing for attention and focus in digital learn

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Instructional Design & Learning Science
  • Global Knowledge Management Frameworks
  • Strategic Performance Consulting
  • Advanced Learning Measurement & ROI
  • Enterprise Change Management

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

    Global Director, Organisational Learning & KM

    3-5 years at Director level

    Skills to master

    • Enterprise strategy development, P&L management for a significant function, board-level presentation skills, global team leadership, cross-functional influence at VP level.

    You're ready to move on when

    • Successfully led a major global learning or knowledge transformation programme end-to-end.
    • Consistently delivered measurable ROI for significant human capital investments.
    • Built and led a high-performing global team of 50+ professionals.
    • Trusted advisor to multiple VPs and business unit leaders.
  2. 2

    VP, Human Resources (with L&D/KM focus)

    5-7 years at VP level

    Skills to master

    • Broader HR functional expertise (talent acquisition, compensation, employee relations), enterprise-wide HR strategy, navigating complex labour laws globally, CHRO succession planning.

    You're ready to move on when

    • Successfully managed multiple HR functions beyond just L&D/KM.
    • Proven ability to integrate learning and knowledge strategy within a broader HR framework.
    • Experience operating as a trusted advisor to the CHRO and other C-suite members.
    • Demonstrated ability to drive cultural change across diverse employee populations.
  3. 3

    Management Consulting Partner (Human Capital/Org Transformation)

    7-10 years in consulting, with senior leadership roles

    Skills to master

    • Client acquisition and relationship management, deep industry expertise across multiple sectors, strategic problem-solving for diverse organisational challenges, P&L responsibility for a consulting practice.

    You're ready to move on when

    • Successfully led large-scale human capital transformation projects for multiple Fortune 500 clients.
    • Recognised as a thought leader in organisational learning or knowledge management within the consulting industry.
    • Proven ability to build and manage a significant book of business and client portfolio.
    • Experience advising C-suite executives on complex human capital issues.

15Where this role leads

The long view: This work can lead to board-level roles such as Non-Executive Director, or to advisory positions shaping learning and HR technology.

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 Chief Learning Officer (CLO) / VP, Knowledge & Performance is actually changing.

Where it leads

Roles this leads to

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

  • Chief Executive Officer (CEO) of an EdTech / Knowledge Tech Company

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 Data-led Decision Making, worked against Chief Learning Officer (CLO) / VP, Knowledge & Performance.

Data-led Decision Making Level 6

Applied to your work in Chief Learning Officer (CLO) / VP, Knowledge & Performance

The objective of this unit is to provide learners with an understanding of key data sources that support strategic decision-making and the data requirements for effective team decision-making. Learners will be able to critically analyse data from various sources to identify trends and insights, and recommend improvements to decision-making processes based on data analysis.

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
Chief Learning Officer (CLO) / VP, Knowledge & Performance
  • Enterprise Instructional Design & Learning Science
  • Global Knowledge Management Frameworks
  • Strategic Performance Consulting
  • Advanced Learning Measurement & ROI
  • Enterprise Change Management
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

Chief Learning Officer (CLO) / VP, Knowledge & Performance is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Human Resources Officer (CHRO)

    3-5 years as CLO/CKO

    Broader enterprise executive leadership, overseeing all aspects of human capital.

    • HRIS & People Analytics Architecture (enterprise level)
    • Organisational Culture Transformation (holistic)
    • Board Governance & Executive Committee Management
    • M&A Due Diligence & Integration (HR specific)

  2. Chief Executive Officer (CEO) of an EdTech / Knowledge Tech Company

    5-7 years as CLO/CKO

    Full P&L and strategic responsibility for an external company.

    • Software Development Lifecycle Management
    • Go-to-Market Strategy for SaaS Products
    • Competitive Analysis & Market Positioning (external)
    • Financial Modelling & Fundraising
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, at the C-suite level, your time is your most valuable asset. The strategic decisions you make determine our future. Imagine if you could dramatically accelerate how our entire organisation learns, shares, and adapts, freeing up significant executive bandwidth in the process. This isn't science fiction; it's the reality of AI in Knowledge Management.

AI isn't just for junior analysts; it's a game-changer for executive leadership in Knowledge Management. As CLO, you'll be architecting and overseeing the deployment of AI to transform how we identify skill gaps, personalise learning pathways, and ensure critical knowledge is always at our employees' fingertips. It's about leveraging intelligent automation to build a truly adaptive and high-performing enterprise, giving you more time to focus on the truly strategic, human elements of leadership.

Strategic Skill Gap Foresight

Use AI to analyse internal performance data, external market trends, and industry reports to proactively identify emerging skill gaps across the entire enterprise. This moves us from reactive training to predictive capability building, allowing you to allocate resources strategically and future-proof our workforce.

Global Knowledge Ecosystem Orchestration

Oversee AI-powered knowledge platforms that automatically tag, categorise, and recommend content across diverse global teams. AI will ensure our vast internal knowledge base is always current, easily discoverable, and personalised to individual roles, significantly reducing 'reinventing the wheel' and boosting efficiency across all business units.

AI-Driven Learning Personalisation at Scale

Architect an enterprise-wide system where AI acts as a 'learning concierge' for every employee. By integrating performance data, career aspirations, and organisational needs, AI will curate hyper-personalised learning pathways, ensuring every employee gets the right content at the right time, driving faster skill acquisition and higher engagement globally.

Executive-Level Impact Reporting

Leverage AI to correlate learning and knowledge metrics with high-level business KPIs (e.g., revenue growth, customer satisfaction, employee retention). AI can rapidly generate executive-ready reports and dashboards, demonstrating the tangible ROI of your strategic initiatives to the Board and investors, saving countless hours in manual data aggregation and analysis.

Common questions

Common questions

How do you become a Chief Learning Officer (CLO) / VP, Knowledge & Performance?

Common routes in include Global Director, Organisational Learning & KM (3-5 years at Director level), VP, Human Resources (with L&D/KM focus) (5-7 years at VP level) and Management Consulting Partner (Human Capital/Org Transformation) (7-10 years in consulting, with senior leadership roles). Times vary with prior experience.

Where can a Chief Learning Officer (CLO) / VP, Knowledge & Performance progress to?

This role can lead on to Chief Human Resources Officer (CHRO) (3-5 years as CLO/CKO) and Chief Executive Officer (CEO) of an EdTech / Knowledge Tech Company (5-7 years as CLO/CKO), depending on the skills you build.

What new skills matter most for a Chief Learning Officer (CLO) / VP, Knowledge & Performance?

Increasingly, AI Ethics & Governance in Learning & Knowledge and Neuroscience of Learning at Scale. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 8

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

 More jobs in knowledge management

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

Skills in organisational learning, knowledge management and human capital strategy carry across industries. Technology, financial services, healthcare and manufacturing all need people who can help a workforce learn and adapt. This work builds a base for leadership in any sector focused on building the skills of its people.

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.