Vice President, Talent and Organizational Development

About the Role

BHC is shaping the future of Charleston by deliberately building organizational quality. The Vice President of Organizational Capability & People Development strengthens the organization’s ability to deliver extraordinary experiences today while building the leaders, systems, and capabilities BHC will rely on tomorrow. This role partners with executive and operational leaders to identify business needs and design systems that address them—using learning, leadership development, coaching, onboarding, management development, internal faculty, certification, knowledge transfer, and organizational design as integrated tools. The goal is an organization that grows stronger every year, where capability is built intentionally throughout a colleague’s career.

Responsibilities

• Build the Learning Infrastructure
  • Design and establish the organization’s learning infrastructure as one integrated system, including curriculum strategy, governance, learning technology, certification pathways, measurement systems, and operational learning standards.
  • Prioritize foundational systems first, then leadership development, and finally whole-person development—resisting pressure to move faster than the organization can sustain.
  • Own the operational floor, including safety, compliance, required certifications, and foundational operating standards, to ensure higher-level capability-building stands on solid ground.
  • Integrate capability-building into how BHC operates, not as a separate function.
• Build Capability Across the Career Lifecycle
  • Create integrated systems for colleague development throughout their careers, including onboarding, operational capability, leadership development, management development, service excellence, coaching, internal faculty, functional learning pathways, certification and mastery, whole-person development, and knowledge management.
  • Ensure each system reinforces the others, creating a continuous path of development rather than isolated experiences.
• Build and Sustain the Faculty
  • Develop and maintain a faculty of respected operators and leaders who teach, coach, and mentor, turning their expertise into institutional knowledge that persists beyond individual tenures.
• Protect the Standard
  • Maintain the integrity of the capability system by resisting shortcuts that compromise long-term quality, such as rushed onboarding, abbreviated coaching, or superficial leadership development.
  • Ensure advancement reflects demonstrated capability, not just completed coursework.
• Build Organizational Consistency
  • Partner with the Talent function to align hiring criteria with post-hire development.
  • Collaborate with People & Culture leadership to ensure recruitment, onboarding, development, performance, succession, promotion, and rewards reinforce one another throughout the colleague lifecycle.
• Lead the Portfolio Learning Network
  • Develop, certify, and coach the network of property-based learning leaders across the portfolio.
  • Earn influence through the quality of systems, coaching, and support rather than formal reporting relationships.
  • Spend time in operations to understand where capability is effective, where it breaks down, and what the business needs next.
• Build the Function
  • Scale the Organizational Capability function thoughtfully as BHC grows.
• Measure Organizational Capability
  • Develop meaningful measures to demonstrate organizational strength, including first 90-day turnover, onboarding consistency, leadership readiness, internal promotion rates, bench strength, operational readiness, and learning effectiveness.
  • Provide insights that help leaders strengthen the organization proactively, not just report on problems after they emerge.

Decision Rights

• Owns: Organizational capability strategy, learning infrastructure, curriculum philosophy, faculty model, certification standards, leadership development architecture, capability measurement, and organizational learning standards.
• Influences: Promotion readiness, succession planning, performance development, talent strategy, organizational effectiveness, workforce capability planning, recognition, and career progression.

Requirements

The successful candidate will have demonstrated the ability to strengthen organizational capability in ways that measurably improved leadership quality, operational effectiveness, and business performance. Relevant experience may come from organizational development, leadership development, enterprise learning, executive coaching, operational excellence, talent development, or change leadership.

Qualifications

• Operating credibility to earn the trust of senior operational leaders.
• Experience building capability systems, not just administering existing programs.
• Deep understanding of the realities facing property or business unit leaders.
• Executive presence and influence that builds commitment without relying on formal authority.
• Ability to translate operational excellence into practical, teachable systems.
• Experience within luxury hospitality, including Forbes Five Star or comparable service environments, strongly preferred.

Success in Year One

• A consistent onboarding experience is established across every property.
• The organization’s learning infrastructure is operational, trusted, and clearly connected to business priorities.
• A certified network of property-based learning leaders operates from one shared philosophy and playbook.
• A credible leadership development system is designed and supported by executive leadership.
• Capability measures are informing leadership decisions.
• Property leaders view Organizational Capability as a strategic partner that strengthens operations, develops leaders, and builds the organization’s long-term strength.
• BHC is measurably stronger because of the systems this role has built.