Position Summary

The Director, Learning & Development is the enterprise owner and builder of Copart's modern learning, leadership development, and capability-building ecosystem.

Reporting directly to the VP of Human Resources (CHRO), this role is responsible for designing, building, and executing Copart's end-to-end learning and development strategy - shifting the organization from event-based training to capability-based development that measurably improves performance in the field and corporate functions.

This is a foundational role with a mandate to build the function from the ground up: defining the strategy, creating the architecture, building the programs, and embedding development into how Copart runs the business.

The focus is not on "did they attend training?" but on:

"Can they perform their role better, lead better, and deliver better results?"

The ideal candidate is a builder, operator, and strategist - equally comfortable designing frameworks, creating content, and driving real adoption in the field.

Key Responsibilities
Enterprise L&D Strategy & Architecture

• Own and execute Copart's Learning & Development strategy aligned to the People & Culture transformation agenda.
• Build a modern L&D architecture centered on:
  • Role-based capability building
  • Leadership development at all levels
  • On-the-job application, coaching, and reinforcement
  • Succession and critical role readiness
• Shift Copart from:
  • Event-based training 12 Continuous development
  • Slideware 12 Playbooks, toolkits, and applied learning
  • Attendance metrics 12 Performance impact metrics

Core Development Channels

Design and build Copart's core development ecosystem, including:

• All-Level Leadership Development
  • Frontline leaders, managers, senior leaders, and executives
• Role-Specific Training
  • GM, yard leadership, operations, IT, corporate roles, etc.
• Critical Role & Succession Development
  • Acceleration paths for high-impact and hard-to-fill roles
• Field Execution Enablement
  • Practical, operational, applied learning tied to how work is actually done
• Company-Required Training
  • Compliance, risk, and required programs - modernized and simplified
• Voluntary / Self-Directed Learning
  • Curated learning paths and development resources

From Training to Performance

• Redesign learning around:
  • On-the-job coaching
  • Playbooks & toolkits
  • Apprenticeship, shadowing, and stretch assignments
• Ensure every major program has:
  • Clear performance outcomes
  • Leader reinforcement expectations
  • Measurement of impact, not just completion

Succession, Talent Readiness & Capability Building

• Partner with People Partnership and Talent to:
  • Identify critical roles
  • Build development paths for succession-ready talent
  • Support enterprise talent reviews and planning
• Ensure development is tightly integrated into:
  • Performance management
  • Talent planning
  • Leadership expectations

Field & Business Partnership

• Build programs with the business, not for the business.
• Spend time in yards, operations, and functions to understand:
  • How work is really done
  • Where performance gaps exist
  • What leaders actually need help with
• Ensure learning solutions are practical, usable, and adopted.

Learning Operations, Systems & Content

• Partner with HRIS to leverage Workday Learning (or related tools) as part of the broader Workday ecosystem.
• Build scalable content, learning paths, and curriculum architecture.
• Establish standards for:
  • Design quality
  • Reusability
  • Measurement
• Rationalize and modernize existing training content.

Measurement, Analytics & Impact

• Define and track meaningful L&D success metrics, such as:
  • Time-to-competence
  • Readiness for role
  • Leadership effectiveness indicators
  • Performance improvement outcomes
• Regularly report progress, impact, and ROI to HR and business leadership.

Vendor & Partner Management

• Select and manage external vendors, platforms, and content partners.
• Ensure vendors support Copart's strategy - not generic training agendas.

Team & Capability Building

• Build and lead the L&D capability over time (internal team and partners).
• Set high standards for quality, practicality, and business relevance.

Qualifications
Education & Experience
 Bachelor's degree in HR, Education, Business, or related field required; advanced degree preferred.
 8-12+ years of experience in Learning & Development, Talent Development, or Organizational Development.
 Demonstrated experience building or significantly transforming L&D functions.
 Experience in operational, field-based, or industrial environments strongly preferred.
 Track record of moving organizations from training-focused to performance-focused development.
Skills & Attributes
 Builder mindset - comfortable creating structure where none exists today.
 Strong business and operational acumen.
 Deep understanding of adult learning, leadership development, and capability building.
 Pragmatic, execution-oriented, and allergic to "training theater."
 Strong stakeholder management and influence skills.
 Comfortable operating at both strategic and hands-on levels.
 Data-driven and outcome-focused.

Success Measures

• Clear, scalable L&D architecture and strategy in place.
• Measurable improvement in leadership and role capability across the business.
• Strong adoption and business satisfaction with development programs.
• Reduced time-to-competence for critical roles.
• Visible pipeline of succession-ready talent for key positions.
• Shift in mindset from "training delivered" to "performance improved."
• Strong credibility of L&D as a business performance lever, not a support function.