Training and Development Director (T and D Director)

Day to day, you're leading the organization's training and development function — overseeing the program portfolio, managing the team, aligning with business leaders on capability gaps, and building the programs that address them. The work mixes strategy (what should we invest in building?) with operational management (are the programs running well?) and organizational politics (can we get leaders to release time for training?).

The rhythm involves program portfolio oversight, business partner conversations with HR business partners and business leaders, budget management, and regular team leadership. Major program launches, annual performance review cycles, and succession planning seasons create peaks. Ongoing work is keeping the portfolio aligned to business priorities that shift constantly.

The hard part is measuring and demonstrating impact. Training is one of the few functions where the output (learning) is invisible and the outcome (behavior change) is delayed and confounded by other factors. Building leaders' confidence that the investment is working — without being able to point to a clean causal line — requires both methodological rigor and credibility as a trusted advisor.