Senior Director, Learning and Development

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 to support the company's continued growth and performance.

Responsibilities

• 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 a leadership 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 instructional design, content development, facilitation, blended delivery, 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 (including onboarding content), clarify ownership across learning domains, and ensure enterprise solutions are practical for a distributed operating environment.

Success Metrics

• 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.

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.

Requirements

• 10+ years of progressive experience in enterprise learning and development, leadership development, talent development, organizational development, or a 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.

Qualifications

• 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.

Skills

• 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 performance, succession, high-potential development, leadership competencies, and organizational capability needs.
• Executive presence, strategic thinking, financial judgment, enterprise influence, change leadership, communication, team leadership, and innovation/AI fluency.

Pay

• FLSA Status: Exempt, Salaried
• Base Salary: $200,000–225,000
• Annual Incentive Plan: 30%
• Equity Eligible: Yes