Senior Director, Learning and Development

Hospital Name: National Veterinary Associates

Job Type: Support Center

Employment Type: Permanent

Travel Requirements:

Up to 33% annually

Job Summary:

The Senior Director, Learning & Development is accountable for NVA's Learning & Development function (non-clinical), setting and executing an integrated enterprise learning strategy that builds leadership, manager, team, and individual capabilities required to support the company's continued growth and performance.

Operating across a network of more than 1,300 sites and a centralized support center, this leader will set direction for leadership and manager development, team effectiveness, all?learner development, and learning operations.

This role requires an enterprise perspective, strong executive influence, and the ability to translate business and talent strategy into high-quality learning solutions, disciplined portfolio choices, and measurable outcomes across a geographically dispersed, operationally intensive organization.

• Lead the enterprise (non-clinical) Learning & Development strategy, roadmap, operating model, governance, and investment priorities, aligning the portfolio with business strategy, talent priorities, workforce needs, and the capabilities NVA requires to grow and perform.
• Shape and steward the enterprise learning portfolio, establishing clear priorities, decision rights, quality standards, and regular portfolio reviews that scale high-value programs, improve underperforming offerings, and reduce duplication across the organization.
• Build aleadership development architecture spanning new and newly promoted leaders, senior leaders, executives, and high-potential populations, with development experiences aligned to enterprise leadership expectations, succession priorities, and critical transitions.
• Establish a scalable manager development approach for new, experienced, and newly promoted people managers, providing practical learning, tools, coaching practices, and reinforcement that strengthen people leadership, performance management, feedback, and team leadership.
• Partner with Talent & Organizational Effectiveness to translate talent reviews, succession plans, performance insights, assessments, high-potential identification, and leadership competencies into differentiated development actions that strengthen readiness and bench strength.
• Own the enterprise (non-clinical) learning portfolio from needs assessment through performance support, and continuous improvement, with clear standards for quality, scalability, and learner relevance.
• Define the learning technology and learner-experience strategy with People Operations/Technology and Clinical Learning, including LMS and platform governance, simplified learner access, data quality, reporting, field and mobile accessibility, and responsible use of emerging technology and AI.
• Establish enterprise learning measurement and evaluation practices that assess reach, behavior change, team effectiveness, talent outcomes, time-to-proficiency, and business impact, using insights to strengthen portfolio and investment decisions.

Partner closely with Clinical Learning, People Business Partners, Culture & Engagement, business leaders, and field leadership to create a connected learning ecosystem (incl. onboarding content), clarify ownership across learning domains, and ensure enterprise solutions are practical for a distributed operating environment.

Success Metrics/KPIs:

• Enterprise learning priorities and major leadership development milestones are delivered on time, within approved investment parameters, and at intended scale across priority learner populations.
• Leadership capability improves through stronger application of leadership expectations, coaching, feedback, talent development, decision-making, and effective leadership transitions.
• Manager capability improves through stronger people leadership, performance management, development conversations, team leadership, and consistent use of enterprise manager tools.
• Reach and adoption increase through strong participation, completion, repeat engagement, self-directed learning utilization, and improved learner access, findability, relevance, and experience.

Key Internal and External Stakeholders:

Internal: Chief People Officer, People Leadership Team, executive and senior business leaders, Talent & Organizational Effectiveness, People Business Partners, Clinical/Medical Learning, Culture & Engagement, People Operations and People Technology, Internal Communications, hospital and field leadership, functional leaders, people managers, and team members.

External: Executive and leadership development partners; external coaches; assessment providers; LMS and learning-technology vendors; instructional-design/content partners; consultants; and specialized education/training providers.

Required Capabilities:

• Enterprise L&D strategy and portfolio architecture, with the ability to translate business and talent priorities into scalable learning solutions and investment choices.
• Deep leadership and manager development expertise, including adult learning, instructional design, blended and experiential learning, coaching, mentoring, facilitation, and team effectiveness.
• Strong business and talent acumen, including the ability to connect learning with and organizational capability needs.
• Executive presence, strategic thinking, financial judgment, enterprise influence, change leadership, communication, team leadership, and innovation/AI fluency.

Experience:

• 10+ years of progressive experience in enterprise learning and development, related people capability function in a complex organization (health care and rapid growth setting is a plus).
• Demonstrated experience building, scaling, or transforming an enterprise learning strategy, operating model, portfolio, and/or center of expertise with broad organizational reach.
• Deep experience designing and leading leadership and manager development across multiple levels, including new leaders, experienced managers, senior leaders, executives, high-potential populations, and leadership transitions.
• Experience advising and influencing senior executives and cross-functional leaders, diagnosing capability needs, and translating business and talent priorities into practical, scalable, measurable development solutions.
• Demonstrated people leadership experience, including leading teams, setting priorities, allocating resources, managing budgets, and building capability through internal talent and external partners.

Education / Certifications / Licensing:

• Bachelor’s degree in Education, Human Resources, Organizational Development, Industrial / Organizational Psychology, People Strategy, Talent Management, or a related field; equivalent experience may be considered.
• Master’s degree in Education, Organizational Development, Business Administration, Industrial / Organizational Psychology, People Strategy, or related field is preferred.

Job requirements, including essential job responsibilities, key deliverables and outcomes, and success metrics, all subject to change based on business needs