The skills that made an organization successful five years ago will not necessarily be the skills that allow it to compete five years from now.
Artificial intelligence is changing how knowledge work gets performed. Automation is redesigning operating models. Managers are leading increasingly distributed organizations. Technical capabilities are evolving faster than traditional training cycles. Employees expect clearer development pathways, while executives need stronger evidence that investments in learning are translating into better business performance.
Against that backdrop, Learning and Development can no longer operate primarily as a catalog of courses.
It must operate as an enterprise capability system.
We are seeking an exceptional Director of Learning and Development to architect that system and lead a sophisticated learning organization responsible for strengthening the capabilities the business needs today while preparing the workforce for what comes next.
This is a high-impact enterprise leadership position operating at the intersection of business strategy, talent, leadership, organizational effectiveness, technology, AI, workforce planning, culture, and transformation.
The Director will establish an enterprise learning strategy aligned with the organization’s most important priorities and translate those priorities into scalable capability-building programs.
The portfolio may span executive and leadership development, manager effectiveness, professional skills, technical academies, functional capability programs, AI fluency, digital transformation, onboarding, career development, reskilling, upskilling, mentoring, coaching, and enterprise learning technology.
But the mandate extends further than program creation.
The Director will work with senior business and People leaders to determine where capability gaps could constrain strategy.
If the organization is investing aggressively in AI, what must leaders understand about redesigning work?
If the company is entering new markets, which capabilities must be built before expansion accelerates?
If first-time managers are struggling, is the solution another course—or does the organization need a fundamentally different manager operating system?
If thousands of employees complete training but behavior does not change, what failed?
These are the types of questions this leader will be expected to answer.
A major priority will be moving the organization from a predominantly course-centric learning model toward a skills- and capability-based model.
That means building better visibility into critical skills, identifying future capability requirements, developing role-based learning pathways, connecting development with career mobility, and using data to determine whether learning investments are actually changing performance.
Artificial intelligence will be especially important.
The Director will help define how employees learn to work effectively with AI while simultaneously determining how AI itself can transform learning through personalization, intelligent coaching, content generation, knowledge discovery, skills inference, simulations, and adaptive learning experiences.
The objective is not to introduce AI because it is fashionable.
The objective is to help the workforce become meaningfully more capable.
This leader will also own one of the most consequential aspects of organizational performance: leadership quality.
From first-time managers through senior executives, the Director will build experiences that strengthen decision-making, accountability, coaching, strategic thinking, communication, change leadership, talent development, and organizational judgment.
The successful candidate will combine the strategic sophistication of an organizational consultant, the commercial mindset of a business leader, the creativity of a learning architect, and the operating discipline required to deliver at enterprise scale.
The ultimate measure of success will not be how much learning the organization delivers.
It will be how much more capable the organization becomes.
Develop a multi-year enterprise Learning and Development strategy directly connected to business priorities.
Build infrastructure that allows the organization to understand and develop workforce capabilities more dynamically.
Lead initiatives involving:
Partner with Talent Management, Workforce Planning, HR Technology, and business leaders to connect skills information with broader talent decisions.
Create an integrated leadership-development architecture spanning multiple levels.
Programs may support:
Emerging Leaders → First-Time Managers → Experienced Managers → Directors → Executives
Develop capabilities involving:
Move leadership development beyond isolated workshops toward sustained behavioral change.
Develop a distinctive manager experience that improves how employees are led.
Establish clear expectations around:
Use employee and performance data to identify where manager capability requires additional intervention.
Lead enterprise learning strategy for an AI-enabled workforce.
Develop capability programs around:
Partner with Technology, Data, Risk, Legal, Security, and business leadership to ensure AI learning is practical, responsible, role-relevant, and connected to real work.
Establish high-impact academies for strategically important functions.
Potential academies may include:
Partner with functional executives and subject-matter experts to define capability standards and learning pathways.
Partner with senior People leadership on development strategies for senior executives.
Support:
Ensure executive development is closely connected with succession and organizational strategy.
Create stronger connections between learning and career opportunity.
Develop:
Help employees understand not only what they can learn, but where that learning can take them.
Design learning experiences appropriate for different audiences and objectives.
The portfolio may include:
Select methodologies based on the desired capability outcome rather than defaulting to a particular format.
Own or influence the strategy for enterprise learning technology.
Platforms may include:
Potential ecosystems may involve Workday Learning, Degreed, Cornerstone, LinkedIn Learning, Udemy Business, Coursera, Pluralsight, or comparable enterprise technologies.
Simplify the employee experience across platforms wherever possible.
Evaluate responsible applications of AI within the learning ecosystem.
Opportunities may include:
Maintain appropriate human oversight and standards for accuracy, privacy, intellectual property, security, and responsible AI.
Develop a rigorous measurement framework.
Move beyond completion rates and satisfaction scores.
Evaluate learning through measures such as:
Build executive dashboards that clearly communicate the value and effectiveness of capability investments.
Establish governance that enables enterprise consistency while respecting regional requirements.
Create a model that enables scale without creating unnecessary bureaucracy.
Develop strategic partnerships with external organizations.
Partners may include:
Evaluate partnerships based on capability outcomes, quality, scalability, cost, and strategic relevance.
Lead and develop a high-performing L&D organization.
The team may include:
Establish clear standards for strategic consulting, design quality, execution, measurement, and business partnership.
Build a team capable of challenging requests rather than simply accepting training orders.
Particular value will be placed on experience involving:
An MBA, Master’s in Organizational Psychology, Organizational Development, Human Resources, Learning Sciences, or comparable advanced qualification is highly valued.
You think about organizational capability—not merely training programs.
You understand strategy, operating models, productivity, talent economics, and organizational performance well enough to advise business leaders credibly.
You continuously study how technology, AI, leadership, workforce expectations, and organizational design are changing.
You know when a course is appropriate—and when coaching, workflow redesign, manager intervention, experience, technology, or organizational change is the better answer.
You can challenge senior leaders constructively and translate talent issues into business language.
You recognize connections between skills, performance, careers, succession, technology, culture, and workforce planning.
You want evidence that development programs are changing capability rather than merely generating participation.
You invest seriously in developing the L&D professionals responsible for developing everyone else.
You can lead significant change while maintaining credibility with both executives and employees.
The Director of Learning and Development will operate as a strategic workforce advisor across major enterprise priorities.
Determine the capabilities required to support changing operating models.
Prepare leaders and employees to work effectively within AI-enabled environments.
Translate future business requirements into capability-development priorities.
Accelerate development of leaders being prepared for broader responsibilities.
Identify situations where performance challenges require more than training.
Support workforce integration, leadership alignment, and capability harmonization.
Prepare employees and leaders for new products, customers, geographies, and operating requirements.
Translate desired cultural behaviors into observable leadership and employee practices.
Connect development investments with internal career opportunities.
The Director will help leadership answer a critical enterprise question:
Do we have the capabilities required to execute the strategy we are building?
Executive Function: People & Organizational Capability
Primary Discipline: Learning and Development
Enterprise Scope: Leadership + Skills + Technology + Workforce Transformation
Core Areas of Expertise:
Enterprise Learning Strategy | Leadership Development | Manager Effectiveness | Executive Development | Skills Strategy | Workforce Transformation | AI Capability | Talent Development | Career Mobility | Learning Technology | Learning Analytics | Organizational Development | Capability Academies | Learning Experience | Change Leadership
$370,000 – $455,000 annually
Final compensation will consider enterprise leadership scope, depth of L&D expertise, global workforce experience, organizational complexity, leadership-development expertise, AI and workforce-transformation experience, team responsibility, geographic considerations, and overall qualifications.
The broader executive total-rewards package may include:
Many organizations say that people are their greatest asset.
Far fewer build the infrastructure required to continuously increase the value of that asset.
This role exists to do exactly that.
You will have the opportunity to influence how an enterprise develops leaders, prepares employees for AI, identifies critical skills, accelerates careers, builds technical capability, strengthens managers, and prepares its workforce for strategies that may not yet be fully operational.
You will not simply inherit a learning catalog and optimize course completion.
You will have the mandate to ask whether the organization is developing the right capabilities in the right populations at the right time—and whether those capabilities are actually changing performance.
You will operate alongside leaders making decisions about technology, growth, transformation, talent, and the future operating model.
And you will help ensure the workforce can execute those decisions.
The opportunity is to move the organization from:
Training → Learning → Capability → Performance
and ultimately connect:
Business Strategy → Future Skills → Leadership → Workforce Capability → Behavior Change → Organizational Performance
For a Learning and Development leader who wants to influence how an enterprise prepares for its future—not simply how it trains for today—this role provides the scale, executive visibility, technology, and strategic mandate to build something consequential.
At Admiral Talent, our vision is to redefine staffing through genuine partnerships, innovation, and a people-first mindset. Guided by experienced leadership, we’re committed to driving growth, empowering talent, and delivering exceptional results for every client we serve.