Senior Manager of Learning & Development to own the strategy and execution of programs that build leadership capability, accelerate organizational performance, and make continuous development part of how we operate. Not a program that happens to people.

This role reports to the VP of HR and sits at the intersection of people strategy and business impact. Jeppesen ForeFlight is two years into a major transformation. The culture shift is underway. This role is about accelerating it, turning the leadership behaviors we've articulated to employees into real capability across 10+ international sites, and ensuring our managers are genuinely equipped to develop people, not just manage them.

You will manage an active portfolio (executive coaching, platform-based learning, peer expertise programs, and global leadership development) while building the systems and partnerships that make them work. The right person brings both strategic thinking and hands-on execution, comfortable facilitating leadership sessions in Dublin one week and partnering with an HRBP in Stockholm the next.

Why This Role Matters Now

We've spent the last 18 months restructuring the organization, right-sizing headcount, rebalancing our global footprint, and reducing management layers. That work is substantially complete. The next chapter is building: developing the leadership capability and organizational habits that will carry us to our 2030 goals. How We Run sets the cultural expectations. How We Lead (in development) defines the leadership behaviors. This role turns both into programs that change how leaders actually behave.

Our leadership layer has proven execution muscle. What we're now building is enterprise strategic thinking, risk appetite, and the ability to develop others. That's the mandate for L&D.

Responsibilities

Own the L&D program portfolio

• Run an active portfolio spanning executive coaching, company-wide learning platforms, peer expertise programs, and global leadership development
• Manage external vendor and provider relationships, holding partners accountable for quality, timelines, and participant experience
• Ensure programs connect to the moments that matter: onboarding, performance cycles, manager transitions, talent calibration (9-box), and career conversations
• Keep the portfolio focused and honest about what's working. Sunset what isn't. No complexity theatre

Execute on our leadership development strategy

• Help design and roll out a globally aligned leadership program grounded in the How We Lead framework, covering servant leadership, AAA (Autonomy + Alignment + Accountability), context-setting, and building decision-making capacity at every level
• Partner with regional HRBPs and site leaders across our 16-country presence to assess capability gaps and adapt content to local contexts without losing the shared standard
• Support our manager effectiveness work, directly tied to our goal of reducing span-and-layer outliers and building managers who develop people, not just direct them

Partner with leaders and HRBPs

• Work closely with HRBPs to surface team-level development needs and roll programs out effectively, especially as job architecture frameworks mature and career conversations become more structured
• Build trusted relationships with senior leaders to position L&D as a credible, business-aligned function. Not just a program office
• Translate business challenges into practical learning solutions. When a VP says "my team doesn't think strategically enough," you know what to do with that

Measure and improve program effectiveness

• Define success metrics and track behavior change, engagement, and impact on team effectiveness. Not just completion rates
• Use data and participant feedback to continuously improve the portfolio
• Communicate program outcomes in ways leaders actually find useful

Help cultivate a culture of learning

• Champion knowledge sharing, peer learning, and internal expertise as organizational habits, consistent with How We Run's belief that every employee owns their own development
• Influence how managers think about development as a core leadership responsibility, not a side project
• Help us use AI tools well in L&D, from program design to delivery to personalization. We've selected Claude as our preferred AI platform and expect L&D to model what AI-assisted learning looks like in practice

BasicQualifications

• 8-12+ years of experience in Learning & Development, Organizational Development, or a closely related field
• Demonstrated experience designing and delivering leadership development or manager effectiveness programs, particularly in organizations navigating significant cultural or structural change
• Experience managing vendor and external provider relationships, with accountability for program quality and outcomes
• Strong facilitation and communication skills; comfortable running leadership workshops and senior leadership sessions without needing a script
• Ability to partner with and influence senior leaders and HR stakeholders without direct authority
• Organized, execution-oriented, and comfortable managing a portfolio of programs simultaneously
• Experience building or scaling L&D in an organization without a well-established function. We're not maintaining an existing machine. We're building one. This is a required qualification.

Preferred Qualifications

• Experience in technology, aviation, or PE-backed companies where the workforce spans highly technical and non-technical roles, and where the culture change mandate is real, not rhetorical
• Familiarity with coaching platforms, learning management systems, and self-paced learning tools; comfort recommending and switching vendors when something isn't working
• Experience designing and delivering programs across international sites with genuine sensitivity to cultural context (European works council environments, APAC team dynamics, distributed teams across 8+ time zones)
• Comfort using data and qualitative feedback to evaluate learning outcomes and iterate. Not just report
• Experience connecting L&D programs to job architecture, career frameworks, and talent calibration systems (9-box, succession planning)
• Hands-on use of AI tools in a learning context, in program design, content creation, or facilitation. Awareness isn't enough

What Success Looks Like

• Active programs run well. Vendors are managed, participants feel supported, nothing falls through the cracks. The portfolio is focused and honest about what's working, not an accumulation of programs that nobody has the courage to stop
• Managers across the org feel genuinely equipped to develop their people. Not just manage them. Our goal is to build decision-making at every level. You'll be central to that
• How We Lead is more than a document. The leadership behaviors we've articulated show up in how people actually lead: how they give feedback, run 1:1s, develop talent on their teams
• Global leadership development is grounded in real site context and building toward a shared standard that sites genuinely own, not a US-HQ program that doesn't travel
• L&D is seen as a trusted function that delivers. The test: senior leaders bring development challenges to you before they escalate to people problems

Jeppesen ForeFlight is a leading provider of innovative aviation software solutions, serving the Commercial, Business, Military, and General Aviation sectors globally. Combining Jeppesen's 90-year legacy of accurate aeronautical data with ForeFlight's expertise in cutting-edge aviation technology, the company delivers an integrated suite of tools designed to enhance safety, improve operational efficiency, and sharpen decision-making.

Pay is based upon candidate experience and qualifications, as well market and business considerations: Summary Pay Range: $143,000-$175,000

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