Senior Director, Enablement and Education Content Development

We need to output HTML fragment with sections for headings: About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule. Only include sections that have real specific content. The posting includes many details about role, responsibilities, qualifications, etc. There's no explicit Benefits, Pay, Schedule details except mention of Work Arrangement: Hybrid or Remote, travel 25%, but no explicit benefits or pay numbers (pay range placeholders with $ and $). The Pay section: they say pay range expected between USD $ and USD $ per annual (placeholders). That's not specific; we should not include Pay section because it's not specific (just placeholders). Benefits: they mention total compensation may include other elements, sign-on bonus, RSU, discretionary awards, full range of medical, financial, etc. That's somewhat generic but still mentions benefits. However it's vague but still some content. The instruction: never emit a heading followed by filler/placeholder text (e.g., "commensurate with experience", "not specified", "N/A", "varies", "TBD") and never create Pay/Schedule/Benefits sections unless the posting actually states them. For Benefits, they do state some: "total compensation package may also include other elements, including a sign-on bonus, restricted stock units, and discretionary awards in addition to a full range of medical, financial, and/or other benefits (including 401(k) eligibility and various paid time off benefits, such as vacation, sick time, and parental leave)". That's specific enough? It mentions types of benefits. I'd include Benefits section. Schedule: they mention Work Arrangement: Hybrid or Remote, travel 25%, if remote require frequent travel to San Jose or Raleigh Durham, if within 50 miles require coming into office min 3 days per week. That's schedule info. So we can include Schedule section. Pay: they gave placeholder "$ and $". That's not specific; we should not include Pay. Now we need headings: About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule. We'll include About the role (maybe we can use About the role as heading for overview). Responsibilities: list of duties. Requirements/Qualifications/Skills: we need to decide which to include. The posting includes "What You Will Bring" which lists qualifications/experience. Could map to Requirements or Qualifications. We'll include Requirements (maybe as bullet list). Skills maybe separate but could be overlapping. To avoid thin sections, we can combine into one section like Requirements (or Qualifications). But instruction: prefer a few substantive sections over many thin ones. So we could have About the role, Responsibilities, Requirements (covering qualifications, skills), Benefits, Schedule. That's 5 sections. We must not repeat job title as heading. No Job ID etc. We need to use

for section headings. Use

• for any list of duties/requirements/benefits. Use

  for prose. We must preserve ALL substantive information; do not invent or summarize away detail. So we need to capture all key points from the posting. Let's extract content: Overview: Hungry, Humble, Honest, with Heart. The Opportunity ... (the paragraph about building learning content in three places, etc). That's about the role. About The Team: paragraph about joining Customer Education and Revenue Enablement, reporting to VP, leading consolidated content development function, etc. Your Role: bullet-like paragraphs each starting with a bold phrase? Actually they are sentences: "Bring three content practices into one. Merge the sales, partner, and customer education development teams into a single function with shared standards, shared tooling, and a shared definition of done." etc. We'll need to capture each responsibility as list items. What You Will Bring: list of qualifications/experience. Work Arrangement: Hybrid or Remote, travel 25%, etc. Benefits: total compensation package may include sign-on bonus, RSU, discretionary awards, full range of medical, financial, other benefits including 401(k) eligibility and various paid time off benefits (vacation, sick time, parental leave). We need to ensure we don't include boilerplate like EEO, legal, application instructions, cookie/navigation, etc. The posting ends with "Our application deadline is 40 days from the date of posting...". That's application instruction; we should drop it. Also "If hired, employee will be in an “at-will position”..." that's legal boilerplate; drop. Now craft HTML. We'll start with

  About the role

  then

  containing overview paragraphs (maybe combine first two paragraphs). Then

  About the Team

  maybe but we said we only use headings from list; but we could incorporate About the Team into About the role or Responsibilities? The instruction says use headings for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). It doesn't forbid other headings, but says use

  for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). It implies we should use those headings if we have those sections. It doesn't say we cannot use other headings, but to follow the pattern we should stick to those. However we have content about the team; could fit under About the role or Responsibilities. Probably better to have About the role covering overview and team. Then Responsibilities covering the "Your Role" bullet points. Then Requirements covering "What You Will Bring". Then Benefits and Schedule. Let's do that. Now we need to preserve all substantive information. Let's list details: Overview/Hungry Humble Honest with Heart paragraph: "Hungry, Humble, Honest, with Heart. The Opportunity We build learning content in three places today, for three audiences, with three sets of practices. Nutanix is looking for a Head of Content Development to bring them together into one team, one craft, and one catalog. That catalog is genuinely complex. Technical courses and hands-on labs for customers. Sales and partner programs. The assessments and lab-based validations that show whether someone can actually do the thing. Job aids, reference material, playbooks, and the many useful things that are not courses at all. Different audiences, different formats, different shelf lives, one bar for quality. The hard part is not the merge on paper. It is working out honestly where these audiences are better served together and where they genuinely need specialization. One view of the catalog, one toolchain, and one set of standards will serve all of them. A customer learning a platform, a seller preparing for a conversation, and a partner engineer building a practice do not need the same things, and pretending otherwise produces content that suits nobody. Getting that judgment right is the job. The team is lean and will stay lean, which makes this a role about leverage rather than volume. The way we get more is by building better systems: a catalog people can navigate, a taxonomy that holds, processes that let subject matter experts and the field create and curate without waiting in a queue, and a toolchain that has moved on considerably in the last two years. We are already prototyping agentic authoring so a Nutanix expert can build a course without instructional design training. Where that goes next is substantially yours to decide, and the opportunity is to fundamentally change the pace, quality, and utility of enablement content for a wide range of users." About The Team paragraph: "You'll join Customer Education and Revenue Enablement and report to the VP, whose remit spans enablement of sales, SE, and renewals, customer education, and partner enablement. You'll lead the consolidated content development function, with leads across the technical, sales and partner, and non-course areas. You are a service to the rest of Enablement and Customer Education and a standard-setter for it, and both halves matter. You work closely with Product Management and Product Marketing to have clear line-of-sight into what solutions and products are relevant to the various audiences. Global role-based enablement, partner enablement, customer education, and the regional teams inform you on what the field needs and what must be assessed. You decide how it gets built, to what standard, and in what order, and you are the one who says when a request should not become a course at all. Three boundaries are worth knowing before you start. Technical certification sits with our Director of Certification, because an externally weighted credential carries requirements a content team should not be casually absorbing. You will work closely together and share a great deal of source material, but the certification is theirs. Credentialing is part of our Nexus community work and sits with that team. And our digital experience, internal tools, and AI platforms sit with another leader. You decide what the content and taxonomy need to be, and you'll work in step with them so it is executed well in the systems we actually run on." Your Role paragraphs (list of responsibilities): - "Bring three content practices into one. Merge the sales, partner, and customer education development teams into a single function with shared standards, shared tooling, and a shared definition of done." - "Decide deliberately where consolidation genuinely helps and where an audience needs specialized treatment, and be able to explain the difference rather than defaulting to either." - "Design and execute on an effective and efficient organization structure and operating model." - "Own the catalog and the taxonomy behind it. Know what exists, what it costs to maintain, what is current, what is used, and what should be retired. Own the taxonomy, tagging, metadata, and lifecycle model that make the catalog navigable by people and usable by the systems that surface it. This is the least visible work in the role and the work everything else depends on." - "Own coverage, in lockstep with the people who own need. Work with role-based enablement, delivery, partner enablement, customer education, and the regional leads to make sure the catalog covers what the business actually requires. Bring a point of view on the gaps rather than waiting for the requests, and be willing to say when a request is not the highest and best use of a lean team." - "Build the assessments. Role-based enablement and customer education define what must be assessed and to what standard. You build the instruments: knowledge checks, scenario assessments, and the hands-on labs that demonstrate capability rather than recall. Own their quality and their currency. Partner with Technical Certification to build an assessment catalog that is valuable and demonstrates job-readiness." - "Make the field able to create, curate, and share. Build the content management processes, templates, review paths, and governance that let subject matter experts and regional teams contribute without a central bottleneck and without the catalog degrading. Enabling contribution is easy. Enabling contribution while quality holds is the job." - "Stay ahead on tooling. Authoring, video, labs, simulation, and AI-assisted development are moving quickly. Know what is real, pilot deliberately, adopt what earns its place, and retire what does not. Work with the digital experience and AI function so what you choose fits the platforms we run on. Our agentic authoring work is live and needs an owner with a strong point of view." - "Get more from a lean team. Prioritize ruthlessly, standardize what repeats, and reserve custom development for the work that genuinely warrants it. Be explicit about what you are not doing, so the answer is visible rather than silent." - "Lead and develop the team. Bring together people who have worked to different standards, set one bar, and build the leads underneath you into owners of their areas." What You Will Bring (qualifications): - "Deep experience leading content or curriculum development at scale, across more than one audience type, including technical content and hands-on labs." - "Experience merging teams or practices, and the people leadership that goes with a change nobody asked for. You will be combining three groups with different standards, different stakeholders, and different views on who was doing it right." - "Catalog and taxonomy discipline. Tagging, metadata, versioning, currency, and retirement, run as an operating practice rather than an annual cleanup. This is the capability most often missing in otherwise strong candidates." - "A record of getting more out of a small team through systems, standards, and prioritization rather