Director, Learning & Development

Copart Inc. a technology leader and the premier online vehicle auction platform globally with over 200 facilities located across the world Copart links vehicle sellers to more than 750000 buyers in over 190 countries. We believe in providing an unmatched experience every day and everywhere driven by our people processes and technology.

About Copart

Copart is a global leader in online vehicle auctions and automotive remarketing services. With operations spanning multiple countries we support thousands of Members worldwide. Our success is driven by our operational excellence entrepreneurial mindset and commitment to integrity ownership innovation and getting results.

As Copart continues to grow and evolve building a competitive fair and scalable compensation ecosystem is critical to attracting retaining and motivating the talent that powers our business.

Position Summary

The Director Learning & Development is the enterprise owner and builder of Coparts modern learning leadership development and capability-building ecosystem.

Reporting directly to the VP of Human Resources (CHRO) this role is responsible for designing building and executing Coparts end-to-end learning and development strategy shifting the organization from event-based training to capability-based development that measurably improves performance in the field and corporate functions.

This is a foundational role with a mandate to build the function from the ground up: defining the strategy creating the architecture building the programs and embedding development into how Copart runs the business.

The focus is not on did they attend training but on:

Can they perform their role better lead better and deliver better results

The ideal candidate is a builder operator and strategist equally comfortable designing frameworks creating content and driving real adoption in the field.

Key Responsibilities

Enterprise L&D Strategy & Architecture

• Own and execute Coparts Learning & Development strategy aligned to the People & Culture transformation agenda.
• Build a modern L&D architecture centered on:
  • Role-based capability building
  • Leadership development at all levels
  • On-the-job application coaching and reinforcement
  • Succession and critical role readiness
• Shift Copart from:
  • Event-based training Continuous development
  • Slideware Playbooks toolkits and applied learning
  • Attendance metrics Performance impact metrics

Core Development Channels

Design and build Coparts core development ecosystem including:

• All-Level Leadership Development
  • Frontline leaders managers senior leaders and executives
• Role-Specific Training
  • GM yard leadership operations IT corporate roles etc.
• Critical Role & Succession Development
  • Acceleration paths for high-impact and hard-to-fill roles
• Field Execution Enablement
  • Practical operational applied learning tied to how work is actually done
• Company-Required Training
  • Compliance risk and required programs modernized and simplified
• Voluntary / Self-Directed Learning
  • Curated learning paths and development resources

From Training to Performance

• Redesign learning around:
  • On-the-job coaching
  • Playbooks & toolkits
  • Apprenticeship shadowing and stretch assignments
• Ensure every major program has:
  • Clear performance outcomes
  • Leader reinforcement expectations
  • Measurement of impact not just completion

Succession Talent Readiness & Capability Building

• Partner with People Partnership and Talent to:
  • Identify critical roles
  • Build development paths for succession-ready talent
  • Support enterprise talent reviews and planning
• Ensure development is tightly integrated into:
  • Performance management
  • Talent planning
  • Leadership expectations

Field & Business Partnership

• Build programs with the business not for the business .
• Spend time in yards operations and functions to understand:
  • How work is really done
  • Where performance gaps exist
  • What leaders actually need help with
• Ensure learning solutions are practical usable and adopted.

Learning Operations Systems & Content

• Partner with HRIS to leverage Workday Learning (or related tools) as part of the broader Workday ecosystem.
• Build scalable content learning paths and curriculum architecture.
• Establish standards for:
  • Design quality
  • Reusability
  • Measurement
• Rationalize and modernize existing training content.

Measurement Analytics & Impact

• Define and track meaningful L&D success metrics such as:
  • Time-to-competence
  • Readiness for role
  • Leadership effectiveness indicators
  • Performance improvement outcomes
• Regularly report progress impact and ROI to HR and business leadership.

Vendor & Partner Management

• Select and manage external vendors platforms and content partners.
• Ensure vendors support Coparts strategy not generic training agendas.

Team & Capability Building

• Build and lead the L&D capability over time (internal team and partners).
• Set high standards for quality practicality and business relevance.

Qualifications

Education & Experience

Bachelors degree in HR Education Business or related field required; advanced degree preferred.

812 years of experience in Learning & Development Talent Development or Organizational Development.

Demonstrated experience building or significantly transforming L&D functions.

Experience in operational field-based or industrial environments strongly preferred.

Track record of moving organizations from training-focused to performance-focused development.

Skills & Attributes

Builder mindset comfortable creating structure where none exists today.

Strong business and operational acumen.

Deep understanding of adult learning leadership development and capability building.

Pragmatic execution-oriented and allergic to training theater.

Strong stakeholder management and influence skills.

Comfortable operating at both strategic and hands-on levels.

Data-driven and outcome-focused.

Success Measures

• Clear scalable L&D architecture and strategy in place.
• Measurable improvement in leadership and role capability across the business.
• Strong adoption and business satisfaction with development programs.
• Reduced time-to-competence for critical roles.
• Visible pipeline of succession-ready talent for key positions.
• Shift in mindset from training delivered to performance improved.
• Strong credibility of L&D as a business performance lever not a support function.

At Copart we are focused on harnessing the power of diversity inclusion and collaboration. By embracing diverse perspectives we open doors to innovation and unleash the full potential of our team. We are dedicated to fostering a workplace where everyone feels appreciated included and inspired to grow and contribute meaningfully.

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Director