Senior Director, Learning and Development

Job Summary

The Senior Director, Learning & Development is 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 required to

support the company's continued growth and performance.

Operating across a network of more than 1,300 sites and a centralized support center, this

leader will set direction for leadership and manager development, team effectiveness, all?learner development, and learning operations.

This role requires an enterprise perspective, strong executive influence, and the ability to

translate business and talent strategy into high-quality learning solutions, disciplined portfolio choices, and measurable outcomes across a geographically dispersed, operationally intensive organization.

Essential Job Responsibilities & Outcomes

• 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 aleadership 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 (incl.

onboarding content), clarify ownership across learning domains, and ensure enterprise

solutions are practical for a distributed operating environment.

Success Metrics/KPIs

• 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.

Key Internal And External 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.

Required Capabilities

• 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.

Experience

• 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.

Education / Certifications / Licensing

• 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.

Job Requirements, Including Essential Job Responsibilities, Key Deliverables And

outcomes, and success metrics, all subject to change based on business needs

Compensation

FLSA Status: Exempt, Salaried

Base Salary: $200,000-225,000

Annual Incentive Plan: 30%

Equity Eligible