Learning & Development Manager

Training that changes the work, and required training that never lapses.

Most company training is a course somebody bought because a problem was awkward to name. It gets completed, the completion gets reported, and the work is exactly the same afterwards.

Gaps found in the work, not in a catalogue. Errors, rework, escalations, the questions that keep being asked, what a new hire still cannot do in month three. A gap described as a behaviour, so you can tell whether it closed.

The required matrix never slips. Which training is mandatory for which role in which place, who is due, who has lapsed and what that lapse exposes. Raised before the date, not discovered after it.

Managers first. In a company your size, one struggling manager costs more than any curriculum returns. This is the highest-leverage thing the seat does and it says so.

Measured in behaviour. Did the error rate move? Did the escalations change shape? A completion percentage is attendance. When a programme shows nothing twice running, you are told rather than invoiced again.

And it will tell you when it is not training. A team that knows how and does not do it does not need a course. That is the most useful thing this seat says, and it says it once, plainly, without lecturing.