Title: Director, Enterprise Learning & Development
Function: Enterprise People – Talent Development

Role Summary

The Director, Enterprise Learning & Development, is responsible for architecting and leading NVA’s enterprise-wide learning and leadership development strategy in support of our Business, Experience, and People leadership ambitions. This role builds the “enterprise spine” for learning across all business units (GP, Ethos, Pet Resorts, Equine, Canada, Support Center), integrating existing local efforts into a coherent system that scales.

You will own the design, governance, and continuous improvement of NVA’s leadership development portfolio (including GROW@NVA, On Point Leadership, HD/HM Hospital Leadership Colleges, and Leadership Accelerated), and connect these offerings to broader Talent Development practices (talent acquisition, engagement, onboarding, performance, promotion, talent and succession planning, and career paths).

A critical responsibility is to drive AI-enabled innovation in learning: using AI to accelerate design, personalize learning in the flow of work, and generate actionable insights from learning data—while maintaining responsible use guardrails. You will also provide strategic leadership for NVA’s enterprise learning technology ecosystem (LMS/LXP and related platforms), ensuring it supports scalable, data-rich, and simple learner experiences.

Key Responsibilities

1. Enterprise Learning & Development Strategy & Facilitation

• Define and own a 3–5-year enterprise L&D strategy aligned with NVA’s business, hospital, and people priorities.
• Translate NVA’s leadership competency model and three leadership pillars (Business, People, Experience) into an integrated curriculum architecture spanning individual contributors through senior leaders.
• Build and lead an AI-informed L&D roadmap (e.g., AI-assisted content design, tailored learning paths, intelligent search/recommendations, pattern-finding in qualitative feedback) with clear value cases and responsible-use guardrails.
• Develop, implement, and facilitate comprehensive learning and development programs, including leadership development programming, in alignment with learning and business objectives.
• Establish enterprise L&D governance: standards, decision rights, sunset criteria for legacy programs, and a clear process for BU input and localization.

2. Enterprise Leadership Development Portfolio

• Own the strategy and portfolio for all enterprise leadership development programs, including:
• GROW@NVA (IC/aspiring leader capability building),
• On Point Leadership (core people-leader program),
• Hospital Director/Hospital Manager (HD/HM) extensions,
• Leadership Accelerated (targeted sprints for advanced leaders), and
• Senior/Executive experiences.
• Ensure each program has clear target audiences, outcomes, and evidence of impact (behavioral and business/experience metrics).
• Create a coherent “leadership pathway” view: how leaders move from one program to the next across their careers and how hospital leaders experience both enterprise and hospital-specific development.
• Partner closely with Clinical L&D to ensure Business/People/Experience leadership programs complement, and do not duplicate, clinical excellence pathways.

3. Enterprise People Ecosystem (“All Talent Development” Integration)

• Connect enterprise L&D to Talent Acquisition (e.g., realistic role previews, interview guides aligned to NVA competencies, early-career acceleration for priority roles).
• Partner with Talent Management, Performance, and Succession to ensure:
• leadership programs are anchored in competency models used for performance reviews and promotion decisions,
• readiness signals and learning evidence (practice artifacts, reflections, participation) can inform talent reviews, HiPo identification, and succession planning, and
• development plans drawn from L&D offerings are built into performance and talent processes.
• Collaborate with People Analytics to define and track measures of leadership and capability health (e.g., manager effectiveness, engagement, retention of critical roles, readiness for hospital leadership).
• Align with Total Rewards where appropriate (e.g., program completion and talent outcomes informing recognition or career progression frameworks).
• Partner with B&I, Wellbeing, and ER/Team Member Relations to ensure programs reflect inclusive, psychologically safe leadership practices and support long, fulfilling careers.

4. Enterprise Learning Operations & Technology (LMS/LXP)

• Provide strategic leadership for NVA’s enterprise learning ecosystem (e.g., Talent Unleashed / Cornerstone and other platforms), in partnership with People Technology.
• Define enterprise standards for learning pathways, cohorts, metadata/tagging, discussion boards, evidence capture, and reporting, ensuring BU overlays remain aligned to the enterprise spine.
• Oversee the pipeline of learning technology enhancements, including:
• AI-enabled features (recommendations, summarization, pattern detection) and
• integrations with HRIS, talent, and analytics systems.
• Set and monitor service levels for learning operations (e.g., launch reliability, enrollment accuracy, session logistics, support), working with a Learning Operations / Cohort Operations lead.
• Ensure platforms support robust evaluation (attendance, completion, artifacts, feedback, and linkage to outcomes) and are intuitive for learners, facilitators, and L&D admins.

5. Stakeholder Leadership & Change Management

• Serve as the enterprise face of leadership development, building strong, trust-based relationships with BU People leaders, BU L&D heads, Regional Ops, MDVM/clinical leadership, and senior business leaders.
• Lead the change narrative as NVA shifts from BU-specific programs to an integrated enterprise architecture—creating space for BU voice while protecting the spine.
• Facilitate steering groups and governance forums, bringing forward data and insights to guide investment decisions, prioritization, and sunset/scale calls.
• Communicate progress, impact, and learning in clear, executive-ready formats (e.g., dashboards, stories from hospitals, pilot retrospectives).

6. Team Leadership & Vendor Management

• Build, lead, and coach a small, high-impact Enterprise L&D team (e.g., product owners, learning experience design, facilitator enablement, content governance, and platform oversight).
• Set clear goals, operating rhythms, and ways-of-working that model the leadership behaviors we expect from our learners.
• Manage external partners (content vendors, platforms, consulting partners) where needed, ensuring work aligns with NVA’s leadership model and delivers measurable value.
• Own L&D budget planning and management for the enterprise leadership portfolio, balancing build vs buy, scale vs depth, and enterprise vs BU investments.

Qualifications

Required

• Exceptional stakeholder and change leadership skills; able to navigate complex, multi-site environments and bring diverse voices to aligned decisions.
• 10+ years proven success designing, implementing, facilitating, and scaling leadership development portfolios (manager through director/VP) with clear links to business and people outcomes.
• Strong experience in product-like ownership of learning offerings (roadmaps, pilots, iteration, stakeholder feedback, governance, sunsetting).
• Experience integrating L&D with talent systems (performance management, succession, talent reviews, HiPo, career frameworks) and working closely with HRBPs and People Analytics.
• Hands-on familiarity with enterprise learning platforms (LMS/LXP) and how to translate learner and stakeholder needs into platform requirements.
• Excellent communication and storytelling skills for executive audiences, including the ability to connect learning investments to NVA’s hospital-level realities and enterprise strategy.

Preferred

• Master’s degree in Organizational Development, Industrial/Organizational Psychology, HR, Business, or related field.
• Experience leading L&D in a roll-up or acquisitive environment, harmonizing legacy programs into an enterprise spine.
• Demonstrated experience using or deploying AI in HR/L&D contexts (e.g., generative AI for content and assets, intelligent search/recommendations, analytics/insights on learner data) with a clear responsible-use lens.
• Background in multi-site healthcare, veterinary, hospitality, or similar high-complexity, service-driven environments.
• Experience with veterinary or healthcare clinical partners and an understanding of how clinical excellence and leadership excellence intersect.

Other

• Ability to travel to hospitals, regional meetings, and enterprise locations (approx. 20–30%).