UK

United Kingdom · Learning and development · C-Suite (20+ years)

VP / Chief Learning & Performance Officer

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 bandC-Suite (20+ years)
  • Reports toChief Executive Officer (CEO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Chief People Performance Officer · Chief Capability Officer · Head of Enterprise Learning & Performance · Chief Talent & Performance Officer

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

OTHM Level 7 Diploma in Data Science OTHM Qualifications · Level 7 · covers 2 of 5 standards
NQual Level 5 Certificate in Leadership and Management NQual · Level 5 · covers 1 of 5 standards
NCC Education Level 5 Extended Diploma in Computing with Data Science NCC Education Limited · Level 5 · covers 1 of 5 standards
Level 6 Award in Data-led Decision Making Institute of Sales Professionals · Level 6 · covers 1 of 5 standards
NCFE CACHE Level 5 Diploma in Advanced Playwork (Wales) NCFE · Level 5 · covers 1 of 5 standards

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

The units you would start with

Data Science Foundations OTHM Level 7 Diploma in Data Science
Principles of leadership and management NQual Level 5 Certificate in Leadership and Management
Introduction to Data Science and Big Data NCC Education Level 5 Extended Diploma in Computing with Data Science
Data-led Decision Making Level 6 Award in Data-led Decision Making
Apply the Concepts of Data Science to Computer Engineering NOCN Level 5 Diploma in Computer Engineering (Information Technology and Data Science)
Provide learning opportunities for colleagues NCFE CACHE Level 5 Diploma in Advanced Playwork (Wales)

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Change Fluency taking people through change
Systems Fluency seeing the whole picture
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Your Plan Illustration

Built for VP / Chief Learning & Performance Officer

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

  1. Data Science Foundations OTHM Qualifications · covers 2 of 5 standards Level 7
  2. Principles of leadership and management NQual · covers 1 of 5 standards Level 5
  3. Introduction to Data Science and Big Data NCC Education Limited · covers 1 of 5 standards Level 5
  4. Data-led Decision Making Institute of Sales Professionals · covers 1 of 5 standards Level 6
  5. Apply the Concepts of Data Science to Computer Engineering NOCN · covers 1 of 5 standards Level 5
  6. Provide learning opportunities for colleagues NCFE · covers 1 of 5 standards Level 5
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a VP / Chief Learning & Performance Officer?

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 Human Capital
  • Ecosystem Leadership & Strategic Partnerships
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 VP / Chief Learning & Performance Officer 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 senior role sets the direction for how a whole workforce learns and performs. It means making sure people have the skills, knowledge and behaviours to meet strategic goals over the next five to ten years.

4What you'd actually use

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

Tableau / Power BI (Strategic Governance) Strategic

Governing the enterprise BI environment, making platform decisions, ensuring executive dashboards align with strategic KPIs, and interpreting high-level visualisations for Board reports.

Workday HCM / SAP SuccessFactors (Architectural Influence) Architect

Influencing HRIS module configuration to better capture performance and skills data, understanding the full data lifecycle across HR systems, and leveraging data for strategic workforce planning.

Degreed / Cornerstone OnDemand (Enterprise Learning Strategy) Strategic

Leading vendor selection and evaluation based on data and analytics capabilities, defining the enterprise learning data strategy, and ensuring platforms support our long-term capability goals.

SQL (Conceptual Understanding) Intermediate

Understanding data warehousing principles, designing data schemas and tables for L&D analytics, and asking the right questions of your data teams, rather than executing queries yourself.

Qualtrics / Culture Amp (Enterprise Feedback Strategy) Strategic

Owning the enterprise-wide learning feedback strategy, linking survey data to engagement and business outcomes, and managing strategic vendor relationships for feedback platforms.

Anaplan / Workday Adaptive Planning (Financial & Workforce Modelling) Advanced

Partnering with Finance to model the ROI of major learning initiatives, using the platform to forecast future capability needs and budget requirements, and stress-testing talent scenarios.

Diligent / BoardVantage (Board Reporting) Intermediate

Preparing and packaging key performance insights and narratives for inclusion in board materials, ensuring clarity, conciseness, and strategic relevance for Board members.

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
Strategic Investment (Learning Programmes) No authority; recommends options to manager. Recommends specific programme investments up to £50K, with manager approval. Approves programme investments up to £250K within approved workstream budget; recommends larger investments to Director.
Organisational Design (L&D Function) No authority; follows existing structure. Suggests minor process improvements within own role. Proposes team structure changes for specific workstreams to Director.
External Partnerships & Vendors No authority; uses approved vendors. Recommends new vendors for specific tools up to £5K, with manager approval. Selects and manages vendors for specific project needs up to £50K, with Director approval.

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.

Workforce Capability Readiness Score
The measurable gap between our current workforce capabilities and the skills needed for our 3-5 year strategic plan.
Target · Reduce the overall capability gap by 15% year-on-year, especially in critical future-focused areas like AI/ML and advanced data analytics.

If our strategic plan requires 500 data scientists with advanced AI skills, and we currently have 200, your programmes should aim to close a significant portion of that 300-person gap through upskilling and strategic hiring support.

Return on Learning Investment (ROLI)
The measurable financial return generated by significant learning and development programmes, often linked to specific business outcomes.
Target · Demonstrate a positive ROLI (e.g., 3:1 or higher) for all major learning initiatives (£500K+ annual spend).

A leadership development programme costing £1M that leads to a measurable £3M increase in manager-led team productivity, reduced turnover, and improved project delivery efficiency.

Critical Talent Retention Rate
The percentage of our high-potential and business-critical talent that we retain year-on-year, especially those who've participated in key development programmes.
Target · Maintain a retention rate of 90%+ for critical talent segments, with a clear link to our internal development pathways.

If our top 10% of engineers are leaving at a rate of 15% annually, your strategy should aim to reduce that to below 10% by providing clear career paths and development opportunities.

Organisational Agility & Adaptability Index
A composite score reflecting the organisation's ability to quickly adapt to market changes, new technologies, and strategic pivots, as evidenced by internal surveys and project success rates.
Target · Increase the index score by 10% annually, showing faster adoption of new skills and quicker response to market demands.

After a major market shift, our ability to retrain 20% of our sales force on a new product line within six months, leading to sustained revenue, would be a strong indicator.

Board and Investor Confidence
The level of trust and confidence the Board and investors have in our long-term talent strategy and our ability to execute it.
  • Regularly invited to present at Board meetings on talent strategy
  • positive feedback from investors on our human capital reporting
  • proactive requests for your input on M&A talent integration
  • being seen as a credible, strategic voice at the executive table.
Industry Thought Leadership & Reputation
Our standing in the industry as a leader in talent development, organisational performance, and innovative learning practices.
  • You're speaking at major industry conferences
  • our company is cited as a case study for best practices
  • we're attracting top talent specifically because of our learning and development reputation
  • positive mentions in industry reports and publications.
Strategic Alignment & Executive Buy-in
How well our learning and performance strategy is integrated into the overall business strategy, with strong support from the executive team.
  • L&D initiatives are consistently funded and prioritised in annual planning
  • other C-suite members actively champion your programmes
  • your team's insights are regularly sought for strategic decision-making beyond just 'people' topics
  • clear, measurable links between L&D goals and company-wide OKRs.

7Would you like it

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

What people enjoy
Shaping Enterprise Strategy

You'll be in strategic planning meetings, influencing resource allocation, and designing long-term talent roadmaps. Your input directly informs where the company is headed, not just how it gets there.

Leading the discussion on how our future workforce capabilities will enable entry into a new market, rather than just executing a training plan for it.

Driving Transformational Impact

You thrive on seeing your vision for talent development translate into measurable improvements in business performance, market share, and innovation. You're building something that truly changes the company.

Seeing a 10% increase in critical project delivery speed directly attributed to the new Agile capability framework you championed.

Building a Future-Ready Organisation

You're excited by the challenge of anticipating future skill needs, building robust talent pipelines, and fostering a culture of continuous learning that keeps us ahead of the competition.

Creating a strategic partnership with a university to develop a bespoke degree programme that feeds directly into our future tech talent needs.

What frustrates people
  • Battling short-term financial pressures that deprioritise long-term capability building.
  • Navigating complex organisational politics and competing executive agendas.
  • The constant challenge of proving definitive ROI for human capital investments amidst other business variables.
  • Resistance to adopting new learning technologies or methodologies from traditional parts of the business.
  • Finding yourself in a 'chicken and egg' situation: needing data to prove impact, but needing investment to get the data infrastructure.
What this role does not give you
  • Daily hands-on execution of learning programmes or data analysis.
  • A quiet, predictable work environment with minimal political navigation.
  • Guaranteed immediate, tangible results for every initiative you launch.
  • A role where all stakeholders are immediately aligned on the value of L&D.

8Who you work with

This role directly shapes the company's long-term competitive advantage by ensuring we have the right talent, with the right skills, at the right time. You'll influence major investment decisions, drive cultural change, and ultimately, be accountable for the readiness and performance of our entire workforce. Get it wrong, and we risk falling behind. Get it right, and we become a market leader known for our talent.

Inside the business
  • CEO and Executive Leadership Team
  • Board of Directors
  • Chief Financial Officer (CFO) and Finance Leadership
  • Chief People Officer (CPO) and HR Leadership
  • Chief Technology Officer (CTO) and Engineering Leadership
  • Chief Commercial Officer (CCO) and Sales/Marketing Leadership
Outside the business
  • Investors and Shareholders
  • Industry Regulators
  • Key Strategic Partners and Vendors
  • Industry Bodies and Thought Leaders
  • Media and Public Relations

9What you need before you start

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

  • A proven track record of 15+ years in senior leadership roles within Learning & Development, Organisational Effectiveness, or Talent Management, with significant P&L responsibility.
  • Demonstrable experience leading and developing large, multi-functional teams (50+ people, including managers).
  • Experience presenting complex data and strategic recommendations to Board-level stakeholders and executive committees.
  • A deep understanding of how to link human capital initiatives directly to measurable business outcomes (e.g., revenue, profitability, market share).
  • Experience navigating complex organisational politics and driving change in a large, matrixed organisation.
  • A history of successfully attracting, developing, and retaining top talent within your own function.

10What to practise next

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

Advanced Data Governance & Architecture (L&D Specific)

With increasing data volume, complexity, and regulatory scrutiny, robust data governance for learning and performance data is no longer optional. You'll need to architect secure, scalable, and compliant data solutions that integrate across the enterprise, ensuring data quality and trust. This is critical within 12 months.

Data lineage and master data management for HR/L&D data · Cloud data warehousing strategies (e.g., Snowflake, Databricks) · Data security protocols and access controls (e.g., role-based access) · API integration strategies for disparate HR/L&D systems · Data quality frameworks and automated validation

  • This quarter: Review our current L&D data architecture with your Head of Analytics and IT leadership.
  • Next quarter: Develop a strategic roadmap for improving data governance and integration across all people systems.
  • Month 6: Secure budget and resources for a major data architecture improvement project.
  • Month 9: Present the new data governance framework to the executive team for endorsement.

Quick win: Identify one critical data quality issue that's currently hindering strategic reporting. Work with your team to put a clear remediation plan in place.

Immersive Learning Technologies & Metaverse Strategy

Virtual reality (VR), augmented reality (AR), and the emerging metaverse offer unprecedented opportunities for immersive, experiential learning, particularly for complex skills or dangerous environments. As these technologies mature, you'll need a clear strategy for their adoption and integration into our learning ecosystem. This is important within 24 months.

VR/AR use cases for skill development (e.g., surgical training, heavy machinery operation) · Instructional design principles for immersive environments · Hardware and software infrastructure for immersive learning · Measuring engagement and learning transfer in virtual worlds · Ethical considerations for immersive learning (e.g., data privacy, digital well-being)

  • This quarter: Research leading companies using VR/AR for learning; attend a relevant industry webinar.
  • Next quarter: Pilot a small VR/AR learning module for a specific, high-impact skill (e.g., sales pitch practice).
  • Month 6: Evaluate pilot results and develop a business case for broader adoption.
  • Month 12: Present a long-term strategy for immersive learning technologies to the executive team.

Quick win: Identify one existing training programme that could benefit significantly from an immersive experience. Explore off-the-shelf VR solutions for a small-scale trial.

11Staying current once you are in

What people here do to keep up
  • Regularly attending and speaking at global industry conferences on HR, Learning, and the Future of Work (e.g., HR Tech, ATD International Conference, World Economic Forum talent discussions).
  • Publishing thought leadership articles or white papers in reputable business or HR publications.
  • Serving on advisory boards for HR technology start-ups or academic institutions focused on talent development.
  • Mentoring other senior leaders, both within and outside the organisation, to foster a wider talent ecosystem.
  • Participating in peer C-suite executive forums or roundtables to share insights and learn from others.

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 Human Capital

As AI becomes embedded in everything from hiring to performance management and learning delivery, understanding its ethical implications and establishing robust governance frameworks is paramount. Missteps here can lead to significant reputational damage, regulatory fines, and employee mistrust. This is critical within 12 months.

  • Algorithmic bias detection and mitigation in HR tech
  • Data privacy and security for AI-driven insights
  • Transparency and explainability of AI decisions
  • Human oversight and accountability for AI systems
  • Ethical guidelines for AI in learning content creation

Ecosystem Leadership & Strategic Partnerships

No single organisation can build all the capabilities it needs internally. Future success hinges on effectively leveraging external ecosystems—universities, specialist training providers, industry consortia, even competitors. This is about building a 'talent supply chain' that extends beyond our four walls, and it's important within 18 months.

  • Co-creation models with academic institutions
  • Strategic vendor alliances for niche skills
  • Industry consortia participation for common challenges
  • Open innovation and crowdsourcing for learning content
  • Talent exchange programmes with non-competitors

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Kirkpatrick/Phillips Models of Evaluation (Strategic Application)
  • Performance Consulting (Enterprise Level)
  • Capability Framework Design & Auditing (Organisational)
  • Quantitative Impact Analysis (Governance & Interpretation)
  • Business Acumen & KPI Decomposition (Executive)

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

    Director/VP of Learning & Development (Large Enterprise)

    16-20 years of experience, including 5-8 years at Director/VP level.

    Skills to master

    • Enterprise-level budget management, leading multi-functional L&D teams, influencing C-suite stakeholders, designing and implementing global learning strategies, demonstrating measurable business impact.

    You're ready to move on when

    • Successfully led a major L&D transformation or integration project across a large business unit.
    • Consistently achieved measurable business outcomes directly linked to learning initiatives.
    • Built and mentored a high-performing L&D leadership team.
    • Regularly presented strategic talent insights to the executive committee or Board.
  2. 2

    Head of People / Chief People Officer (Mid-Sized Company)

    15-20 years of experience, including 5-7 years as a CPO or Head of People.

    Skills to master

    • Holistic HR leadership, P&L responsibility, board interaction, organisational design, talent acquisition and retention strategies, culture transformation.

    You're ready to move on when

    • Successfully scaled the people function during periods of rapid company growth.
    • Demonstrated strong commercial acumen and linked HR strategy directly to business performance.
    • Built a cohesive and effective executive team.
    • Navigated complex M&A or significant organisational restructuring from a people perspective.
  3. 3

    Management Consulting Partner (Human Capital Focus)

    18-25 years of experience, including 8-10 years as a Partner leading human capital engagements.

    Skills to master

    • Strategic advisory to C-suite, diagnosing complex organisational problems, designing and implementing large-scale talent solutions, managing client relationships at the highest level, P&L responsibility for consulting engagements.

    You're ready to move on when

    • Consistently delivered high-impact, strategic human capital solutions for Fortune 500 clients.
    • Developed and sold multi-million-pound consulting engagements.
    • Built a strong personal brand as a thought leader in human capital strategy.
    • Successfully managed large, diverse consulting teams across multiple projects.

15Where this role leads

The long view: This role can lead to leading learning strategy for another organisation, advising several organisations at once, or moving into writing and public speaking on talent and work.

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 VP / Chief Learning & Performance Officer is actually changing.

Where it leads

Roles this leads to

The record names a next step, but the catalogue has no page for it yet:

  • Chief Executive Officer (CEO) / Managing Director (MD) of a Smaller Enterprise
  • Non-Executive Director (NED) / Board Member

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 Science Foundations, worked against VP / Chief Learning & Performance Officer.

Data Science Foundations Level 7

Applied to your work in VP / Chief Learning & Performance Officer

1. To enable the learner to define the scope and landscape of Data Science and differentiate the roles of Data Scientists from other IT professionals. 2. To enable the learner to evaluate key topics within Data Science, including data administration, governance, and big data sources. 3. To enable the learner to describe the architecture and core elements of Apache Hadoop. 4. To enable the learner to analyse the advantages and disadvantages of utilising Artificial Intelligence techniques in a business context. 5. To enable the learner to critically analyse the impact of Big Data on digital transformation within organisations and its effects on users. 6. To enable the learner to review strategies for ensuring data compliance and explain the responsibilities and challenges faced by data specialists.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

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

Start my plan, free
See Your Progress Grow Illustration
VP / Chief Learning & Performance Officer
  • Kirkpatrick/Phillips Models of Evaluation (Strategic Application)
  • Performance Consulting (Enterprise Level)
  • Capability Framework Design & Auditing (Organisational)
  • Quantitative Impact Analysis (Governance & Interpretation)
  • Business Acumen & KPI Decomposition (Executive)
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

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

  1. Chief Executive Officer (CEO) / Managing Director (MD) of a Smaller Enterprise

    3-5 years in the CPLO role, plus additional leadership experience.

    This is a significant step into general management and ultimate P&L accountability for an entire business.

    • Market entry and expansion strategy
    • M&A target identification and integration
    • Crisis management (enterprise-wide)
    • Regulatory compliance (holistic business)

  2. Non-Executive Director (NED) / Board Member

    Immediately after or concurrently with the CPLO role.

    This is a shift from executive leadership to governance and oversight, often across multiple organisations.

    • Industry-specific governance challenges
    • ESG (Environmental, Social, Governance) oversight
    • Shareholder activism and investor engagement
    • Strategic review and challenge of executive management
Working with AI on the job

Working with AI

Where AI is starting to help

At the C-suite level, your time is your most valuable asset. Imagine if you could cut through the noise, synthesise vast amounts of information instantly, and articulate your vision with even greater clarity. AI isn't just for analysts anymore; it's a strategic partner that can amplify your leadership, allowing you to focus on truly transformative work.

We're building an internal AI Productivity Hub specifically for our executive team. This isn't about replacing your strategic brain; it's about giving you superpowers. Think less time sifting through reports, more time shaping the future. Here's a glimpse of how AI can help you drive enterprise-level performance in Learning & Development.

AI-Powered Strategic Workforce Planning

Feed our long-term business strategy, market trend analyses, and current workforce data into an AI. It can then model future capability gaps, simulate different upskilling scenarios, and even suggest optimal talent acquisition strategies to meet our 3-5 year goals. This moves us beyond guesswork to truly data-driven talent foresight.

Board-Ready Insight Synthesis

Imagine taking dozens of detailed reports – from engagement surveys to learning impact studies and financial performance data – and having an AI instantly synthesise the key insights, identify critical trends, and even draft initial talking points for your Board presentation. You'll spend less time summarising and more time strategising and refining your message.

Global Talent Ecosystem Analysis

Use advanced AI to continuously monitor global talent markets, identify emerging skill clusters, analyse competitor talent strategies, and even predict future talent migration patterns. This gives you an unparalleled view of the external landscape, informing our global talent development and acquisition strategies.

Executive Communication & Narrative Crafting

Provide an AI with your strategic objectives, key data points, and target audience (e.g., investors, employees, regulators). It can then help you draft compelling speeches, investor relations narratives, internal communications, and policy statements that resonate and drive alignment across the enterprise. It's like having a dedicated speechwriter and comms expert on demand.

Common questions

Common questions

How do you become a VP / Chief Learning & Performance Officer?

Common routes in include Director/VP of Learning & Development (Large Enterprise) (16-20 years of experience, including 5-8 years at Director/VP level.), Head of People / Chief People Officer (Mid-Sized Company) (15-20 years of experience, including 5-7 years as a CPO or Head of People.) and Management Consulting Partner (Human Capital Focus) (18-25 years of experience, including 8-10 years as a Partner leading human capital engagements.). Times vary with prior experience.

Where can a VP / Chief Learning & Performance Officer progress to?

This role can lead on to Chief Executive Officer (CEO) / Managing Director (MD) of a Smaller Enterprise (3-5 years in the CPLO role, plus additional leadership experience.) and Non-Executive Director (NED) / Board Member (Immediately after or concurrently with the CPLO role.), depending on the skills you build.

What new skills matter most for a VP / Chief Learning & Performance Officer?

Increasingly, AI Ethics & Governance in Human Capital and Ecosystem Leadership & Strategic Partnerships. 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 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

The skills built in this role move well across industries, especially those going through rapid change or built on people, such as technology, professional services, healthcare and financial services. The ability to link talent strategy to business results is valued at this level in most sectors.

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.