Vice President of Learning and Development Jobs
Vice President of Learning and Development jobs are open across healthcare, financial services, technology, and professional services, at every level from senior director to chief learning officer, with specializations in talent development, instructional design leadership, and organizational capability building. Scan the live roles below and apply to whichever ones fit.
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Requisition ID
Department
Job Function
Location
Role Location Designation
Location Designation: Hybrid - 3 days per week
Technology, Data, AI and Ventures:
Within the Tech, Data, AI, Ventures (TDAV) organization, our work is guided by a shared vision: deploying the power of technology, data, AI and ventures to accelerate sustainable competitive advantage for New York Life's businesses. We build solutions that power how we serve policy owners, agents, advisors and employees while delivering measurable business outcomes.
Across technology, data, AI, cyber, product, digital experience, architecture and infrastructure, TDAV combines the scale and investment of an industry leader, access to leading-edge technologies and the opportunity to help shape how a world-class financial services company competes in the AI era - all backed by the stability and purpose of a mutual company built to last.
Purpose of the Role
The Head of Technology Learning & Development provides strategic leadership for enterprise-wide technology capability building, ensuring the organization develops the skills, mindsets, and practices needed to execute on its transformation agenda, deliver at an agile speed, and thrive in an AI-augmented environment.
Working in close partnership with the VP of Tech Strategy Execution and the VP of Delivery CoE, this role translates technology and delivery strategy into measurable learning technology outcomes - closing capability gaps, accelerating adoption of new ways of working, and building a culture of continuous growth.
Key Responsibilities
1. Strategic Technology Learning Leadership
Define and drive a multi-year technology learning and development strategy, aligned to the enterprise learning strategy and to organizational priorities across Transformation, Technology Delivery, and AI.
- Serve as the enterprise authority on technology learning strategy, translating technology objectives into capability development roadmaps with clear milestones and success measures.
- Partner with the VP of Tech Strategy Execution to embed learning as a core lever of organizational change, ensuring change-readiness programs are designed alongside—not after—transformation initiatives.
- Partner with the VP of Delivery CoE to align curricula with delivery maturity goals, ensuring learning enables teams to adopt agile, iterative, and outcome-driven delivery practices in real time.
- Govern the technology L&D portfolio: investment prioritization, vendor/platform strategy, and build-vs-buy decisions for technology capability development, coordinating with the enterprise L&D CoE.
- Represent technology learning at the executive level, reporting on capability progress against transformation and delivery priorities on a quarterly basis.
2. Agile Capability Development
In Partnership with the VP of Delivery CoE
Design, scale, and continuously evolve an enterprise-wide Agile learning curriculum that enables teams at every level to deliver with speed, discipline, and customer-centricity.
- Build a tiered Agile curriculum spanning Scrum, Kanban, SAFe (Scaled Agile Framework), and iterative delivery practices—tailored to functional, cross-functional, and leadership audiences.
- Develop role-based learning paths in collaboration with the VP of Delivery CoE for Product Owners, Scrum Masters, Delivery Leads, Technical Leads, and Business Stakeholders.
- Build internal Agile coaching and facilitation capacity, training and certifying a cadre of enterprise coaches who embed agile mindsets at the team and program level.
- Establish closed feedback loops between delivery retrospectives and L&D design—ensuring the learning portfolio continuously evolves with delivery maturity and real-world team challenges.
- Create assessment frameworks to measure agile capability growth and correlate learning participation with delivery velocity, quality, and predictability outcomes.
- Align L&D Agile enablement with the VP of Delivery CoE's OKRs and delivery health metrics, making capability progress visible in delivery dashboards.
3. Agentic AI & AI Fluency
In Partnership with the VP of Tech Strategy Execution and the Enterprise L&D CoE
Lead the design and enterprise-wide deployment on digital and AI fluency framework that equips every employee—from frontline contributors to senior leaders—with the knowledge, confidence, and practical skills to work effectively alongside AI systems and agentic tools.
- Contribute SME thought leadership and technology-specific content to the enterprise AI fluency taxonomy with three capability tiers:
- Awareness: Foundational AI literacy for all employees (enterprise-led).
- Practitioner: Applied AI and prompt engineering for operational roles.
- Advanced: Agentic workflow design, AI governance, and AI-human teaming for technical and leadership roles.
- Partner with the VP of Tech Strategy Exeuction to integrate AI literacy into all active transformation workstreams—ensuring adoption of agentic workflows is always paired with targeted, just-in-time learning and structured change support.
- Design and deploy immersive agentic AI learning experiences—including sandbox environments, live use-case simulations, and cohort-based practice labs—that build real-world competency, not just theoretical awareness.
- Contribute to enterprise governance standards for AI-enabled and AI-generated learning content, including ethical use guidelines, bias and accuracy review processes, and frameworks for when and how agentic learning tools are deployed.
- Partner with the enterprise L&D team on enabling enterprise AI Champions network, to develop and support AI Champions and Learning Coaches who drive peer-to-peer AI capability building at scale across business units.
- Track AI fluency progression across the organization using defined proficiency benchmarks and report on workforce AI readiness as a strategic workforce planning metric.
4. Technology Learning & Upskilling
Own the technical skills strategy for the technology workforce, ensuring the workforce continuously builds the technology capabilities required to support current delivery and future innovation priorities.
- Maintain and govern the technology domain skills taxonomy, as part of the enterprise skills initiative taxonomy with the enterprise L&D CoE and HR, covering priority domains: cloud computing, data & analytics, DevOps/platform engineering, cybersecurity, AI/ML engineering, and modern software delivery practices.
- Design role-based technology learning paths in partnership with Engineering, Architecture, and Product leadership—mapped to current capability gaps and future skills demand derived from workforce and technology roadmaps.
- Manage a strategic ecosystem of external technology learning platforms, technology certification providers, and academic or bootcamp partners to accelerate technology upskilling at scale without solely relying on build.
- Lead adoption of immersive and applied learning modalities for technical training—including cloud labs, coding sandboxes, AI-powered practice tools, and simulation environments—to improve learning transfer and real-world application.
- Partner with HR and the enterprise L&D CoE, who lead the enterprise skills intelligence infrastructure, to provide technology skills taxonomy, proficiency mapping, gap analysis dashboards, and longitudinal tracking—to inform technology workforce planning, internal mobility, and succession decisions.
- Partner with Talent Acquisition and HR Business Partners to position L&D upskilling as a retention and attraction lever, reducing dependency on external hiring for critical technical skills.
5. Learning Effectiveness & Measurement
Define the standards by which learning success is measured across the enterprise, ensuring L&D investment is demonstrably linked to business outcomes.
- Own KPIs spanning four dimensions:
- Learning Reach & Engagement
- Skill Proficiency Progression
- Business Impact Correlation: Linked to delivery, transformation, and AI adoption metrics.
- Program ROI
- Build a learning analytics capability that generates actionable insights from learner data, enabling continuous improvement of program design, content, and delivery modality.
- Implement a 70-20-10 measurement philosophy—quantifying not just formal learning completions, but applied practice on the job, peer coaching, and experiential learning outcomes.
- Report quarterly to the CHRO, VP of Tech Strategy Execution, and VP of Delivery CoE on capability progress, portfolio effectiveness, and emerging skills gaps with recommended interventions, with visibility and alignment to the CHRO and enterprise L&D leadership.
6. Organizational Leadership & Culture
Build and lead a high-performing technology learning team and serve as an enterprise advocate within the technology organization for a culture where learning is continuous, deliberate, and embedded in the flow of work.
- Lead, develop, and inspire a technology learning team with expertise spanning modern instructional design, learning technology, performance consulting, and facilitation—organized to support enterprise technology training needs at speed, partnering and drawing on the enterprise L&D CoE's shared expertise and services.
- Foster a culture of psychological safety and experimentation where learning from failure, iterating on approaches, and sharing knowledge are actively rewarded.
- Champion continuous learning as a leadership behavior—partnering with the HR function and the enterprise L&D CoE to embed learning commitments into performance frameworks, leadership competencies, and talent reviews.
- Serve as an external thought leader and enterprise spokesperson on learning technology innovation, AI in L&D, and workforce capability—representing the technology organization at industry forums, with vendor partners, and in talent market positioning.
Basic Qualifications
- Bachelor’s degree in Computer Science, Information Technology, Engineering, Human Resources, Organizational Development, Business Administration, or a related field, or equivalent professional experience.
- 10+ years of progressive experience in technology, learning and development, enterprise transformation, or workforce capability development, including experience supporting technology-driven organizations.
- 5+ years of experience leading teams, enterprise learning programs, or large-scale technology capability development and transformation initiatives.
- Demonstrated experience developing and executing learning and capability development strategies that support technology transformation, Agile delivery practices, workforce upskilling, and adoption of emerging technologies.
- Strong understanding of modern technology environments, including cloud computing, software engineering, data and analytics, Agile methodologies, and emerging AI technologies, with the ability to translate technical concepts into effective learning and development programs.
- Demonstrated experience driving workforce AI fluency and adoption initiatives, with an understanding of generative AI, agentic AI capabilities, AI-enabled workflows, and their application to enterprise transformation and workforce development.
- Proven ability to partner with senior technology and leaders, influence cross-functional stakeholders, and leverage learning analytics and performance metrics to measure capability development and business impact.
Job Level: LEVELMG3
Pay Transparency
Salary Range: $160,000-$228,500
Overtime eligible: Exempt
Discretionary bonus eligible: Yes
Sales bonus eligible: No
Actual base salary will be determined based on several factors but not limited to individual’s experience, skills, qualifications, and job location. Additionally, employees are eligible for an annual discretionary bonus. In addition to base salary, employees may also be eligible to participate in an incentive program.
Company Overview
At New York Life, our 180-year legacy of purpose and integrity fuels our future. As we evolve into a more technology-, data-, and AI-enabled organization, we remain grounded in the values that drive lasting impact.
Our diverse business portfolio creates opportunities to make a difference across industries and communities—inviting bold thinking, collaborative problem-solving, and purpose-driven innovation. Here, you’ll find the rare balance of long-standing stability and forward momentum, supported by an inclusive team that honors tradition while embracing progress.
As a Fortune 100 mutual company, we offer a place to grow your skills, contribute to meaningful work, and deliver solutions that matter. Your ideas drive what’s next, and your growth powers it.
Our Benefits
We provide a full package of benefits for employees – and have unique offerings for a modern workforce, including leave programs, adoption assistance, and student loan repayment programs. Based on feedback from our employees, we continue to refine and add benefits to our offering, so that you can flourish both inside and outside of work. Click here to discover more about our comprehensive benefit options or visit our NYL Benefits Site.
Our Commitment to Inclusion
At New York Life, fostering an inclusive workplace is fundamental to who we are and how we serve our communities. We have a longstanding commitment to creating an environment where individuals can contribute their best and succeed together. This foundation is rooted in our core values of humanity and integrity, ensuring that every employee feels valued and supported. By embracing a broad range of perspectives and experiences, we achieve greater success and fulfill our promise of providing financial security and peace of mind to families across all communities. Click here to learn more about New York Life’s leadership in this space.
Recognized as one of Fortune’s World’s Most Admired Companies, New York Life is committed to improving local communities through a culture of employee giving and volunteerism, supported by the Foundation. We're proud that due to our mutuality, we operate in the best interests of our policy owners. To learn more about career opportunities at New York Life, please visit the Careers page of www.NewYorkLife.com.
Job Requisition ID: 95216
Job Description
Requisition ID
Department
Job Function
Location
Role Location Designation
Location Designation: Hybrid - 3 days per week
Technology, Data, AI and Ventures:
Within the Tech, Data, AI, Ventures (TDAV) organization, our work is guided by a shared vision: deploying the power of technology, data, AI and ventures to accelerate sustainable competitive advantage for New York Life's businesses. We build solutions that power how we serve policy owners, agents, advisors and employees while delivering measurable business outcomes.
Across technology, data, AI, cyber, product, digital experience, architecture and infrastructure, TDAV combines the scale and investment of an industry leader, access to leading-edge technologies and the opportunity to help shape how a world-class financial services company competes in the AI era - all backed by the stability and purpose of a mutual company built to last.
Purpose of the Role
The Head of Technology Learning & Development provides strategic leadership for enterprise-wide technology capability building, ensuring the organization develops the skills, mindsets, and practices needed to execute on its transformation agenda, deliver at an agile speed, and thrive in an AI-augmented environment.
Working in close partnership with the VP of Tech Strategy Execution and the VP of Delivery CoE, this role translates technology and delivery strategy into measurable learning technology outcomes - closing capability gaps, accelerating adoption of new ways of working, and building a culture of continuous growth.
Key Responsibilities
1. Strategic Technology Learning Leadership
Define and drive a multi-year technology learning and development strategy, aligned to the enterprise learning strategy and to organizational priorities across Transformation, Technology Delivery, and AI.
- Serve as the enterprise authority on technology learning strategy, translating technology objectives into capability development roadmaps with clear milestones and success measures.
- Partner with the VP of Tech Strategy Execution to embed learning as a core lever of organizational change, ensuring change-readiness programs are designed alongside—not after—transformation initiatives.
- Partner with the VP of Delivery CoE to align curricula with delivery maturity goals, ensuring learning enables teams to adopt agile, iterative, and outcome-driven delivery practices in real time.
- Govern the technology L&D portfolio: investment prioritization, vendor/platform strategy, and build-vs-buy decisions for technology capability development, coordinating with the enterprise L&D CoE.
- Represent technology learning at the executive level, reporting on capability progress against transformation and delivery priorities on a quarterly basis.
2. Agile Capability Development
In Partnership with the VP of Delivery CoE
Design, scale, and continuously evolve an enterprise-wide Agile learning curriculum that enables teams at every level to deliver with speed, discipline, and customer-centricity.
- Build a tiered Agile curriculum spanning Scrum, Kanban, SAFe (Scaled Agile Framework), and iterative delivery practices—tailored to functional, cross-functional, and leadership audiences.
- Develop role-based learning paths in collaboration with the VP of Delivery CoE for Product Owners, Scrum Masters, Delivery Leads, Technical Leads, and Business Stakeholders.
- Build internal Agile coaching and facilitation capacity, training and certifying a cadre of enterprise coaches who embed agile mindsets at the team and program level.
- Establish closed feedback loops between delivery retrospectives and L&D design—ensuring the learning portfolio continuously evolves with delivery maturity and real-world team challenges.
- Create assessment frameworks to measure agile capability growth and correlate learning participation with delivery velocity, quality, and predictability outcomes.
- Align L&D Agile enablement with the VP of Delivery CoE's OKRs and delivery health metrics, making capability progress visible in delivery dashboards.
3. Agentic AI & AI Fluency
In Partnership with the VP of Tech Strategy Execution and the Enterprise L&D CoE
Lead the design and enterprise-wide deployment on digital and AI fluency framework that equips every employee—from frontline contributors to senior leaders—with the knowledge, confidence, and practical skills to work effectively alongside AI systems and agentic tools.
- Contribute SME thought leadership and technology-specific content to the enterprise AI fluency taxonomy with three capability tiers:
- Awareness: Foundational AI literacy for all employees (enterprise-led).
- Practitioner: Applied AI and prompt engineering for operational roles.
- Advanced: Agentic workflow design, AI governance, and AI-human teaming for technical and leadership roles.
- Partner with the VP of Tech Strategy Exeuction to integrate AI literacy into all active transformation workstreams—ensuring adoption of agentic workflows is always paired with targeted, just-in-time learning and structured change support.
- Design and deploy immersive agentic AI learning experiences—including sandbox environments, live use-case simulations, and cohort-based practice labs—that build real-world competency, not just theoretical awareness.
- Contribute to enterprise governance standards for AI-enabled and AI-generated learning content, including ethical use guidelines, bias and accuracy review processes, and frameworks for when and how agentic learning tools are deployed.
- Partner with the enterprise L&D team on enabling enterprise AI Champions network, to develop and support AI Champions and Learning Coaches who drive peer-to-peer AI capability building at scale across business units.
- Track AI fluency progression across the organization using defined proficiency benchmarks and report on workforce AI readiness as a strategic workforce planning metric.
4. Technology Learning & Upskilling
Own the technical skills strategy for the technology workforce, ensuring the workforce continuously builds the technology capabilities required to support current delivery and future innovation priorities.
- Maintain and govern the technology domain skills taxonomy, as part of the enterprise skills initiative taxonomy with the enterprise L&D CoE and HR, covering priority domains: cloud computing, data & analytics, DevOps/platform engineering, cybersecurity, AI/ML engineering, and modern software delivery practices.
- Design role-based technology learning paths in partnership with Engineering, Architecture, and Product leadership—mapped to current capability gaps and future skills demand derived from workforce and technology roadmaps.
- Manage a strategic ecosystem of external technology learning platforms, technology certification providers, and academic or bootcamp partners to accelerate technology upskilling at scale without solely relying on build.
- Lead adoption of immersive and applied learning modalities for technical training—including cloud labs, coding sandboxes, AI-powered practice tools, and simulation environments—to improve learning transfer and real-world application.
- Partner with HR and the enterprise L&D CoE, who lead the enterprise skills intelligence infrastructure, to provide technology skills taxonomy, proficiency mapping, gap analysis dashboards, and longitudinal tracking—to inform technology workforce planning, internal mobility, and succession decisions.
- Partner with Talent Acquisition and HR Business Partners to position L&D upskilling as a retention and attraction lever, reducing dependency on external hiring for critical technical skills.
5. Learning Effectiveness & Measurement
Define the standards by which learning success is measured across the enterprise, ensuring L&D investment is demonstrably linked to business outcomes.
- Own KPIs spanning four dimensions:
- Learning Reach & Engagement
- Skill Proficiency Progression
- Business Impact Correlation: Linked to delivery, transformation, and AI adoption metrics.
- Program ROI
- Build a learning analytics capability that generates actionable insights from learner data, enabling continuous improvement of program design, content, and delivery modality.
- Implement a 70-20-10 measurement philosophy—quantifying not just formal learning completions, but applied practice on the job, peer coaching, and experiential learning outcomes.
- Report quarterly to the CHRO, VP of Tech Strategy Execution, and VP of Delivery CoE on capability progress, portfolio effectiveness, and emerging skills gaps with recommended interventions, with visibility and alignment to the CHRO and enterprise L&D leadership.
6. Organizational Leadership & Culture
Build and lead a high-performing technology learning team and serve as an enterprise advocate within the technology organization for a culture where learning is continuous, deliberate, and embedded in the flow of work.
- Lead, develop, and inspire a technology learning team with expertise spanning modern instructional design, learning technology, performance consulting, and facilitation—organized to support enterprise technology training needs at speed, partnering and drawing on the enterprise L&D CoE's shared expertise and services.
- Foster a culture of psychological safety and experimentation where learning from failure, iterating on approaches, and sharing knowledge are actively rewarded.
- Champion continuous learning as a leadership behavior—partnering with the HR function and the enterprise L&D CoE to embed learning commitments into performance frameworks, leadership competencies, and talent reviews.
- Serve as an external thought leader and enterprise spokesperson on learning technology innovation, AI in L&D, and workforce capability—representing the technology organization at industry forums, with vendor partners, and in talent market positioning.
Basic Qualifications
- Bachelor’s degree in Computer Science, Information Technology, Engineering, Human Resources, Organizational Development, Business Administration, or a related field, or equivalent professional experience.
- 10+ years of progressive experience in technology, learning and development, enterprise transformation, or workforce capability development, including experience supporting technology-driven organizations.
- 5+ years of experience leading teams, enterprise learning programs, or large-scale technology capability development and transformation initiatives.
- Demonstrated experience developing and executing learning and capability development strategies that support technology transformation, Agile delivery practices, workforce upskilling, and adoption of emerging technologies.
- Strong understanding of modern technology environments, including cloud computing, software engineering, data and analytics, Agile methodologies, and emerging AI technologies, with the ability to translate technical concepts into effective learning and development programs.
- Demonstrated experience driving workforce AI fluency and adoption initiatives, with an understanding of generative AI, agentic AI capabilities, AI-enabled workflows, and their application to enterprise transformation and workforce development.
- Proven ability to partner with senior technology and leaders, influence cross-functional stakeholders, and leverage learning analytics and performance metrics to measure capability development and business impact.
Job Level: LEVELMG3
Pay Transparency
Salary Range: $160,000-$228,500
Overtime eligible: Exempt
Discretionary bonus eligible: Yes
Sales bonus eligible: No
Actual base salary will be determined based on several factors but not limited to individual’s experience, skills, qualifications, and job location. Additionally, employees are eligible for an annual discretionary bonus. In addition to base salary, employees may also be eligible to participate in an incentive program.
Company Overview
At New York Life, our 180-year legacy of purpose and integrity fuels our future. As we evolve into a more technology-, data-, and AI-enabled organization, we remain grounded in the values that drive lasting impact.
Our diverse business portfolio creates opportunities to make a difference across industries and communities—inviting bold thinking, collaborative problem-solving, and purpose-driven innovation. Here, you’ll find the rare balance of long-standing stability and forward momentum, supported by an inclusive team that honors tradition while embracing progress.
As a Fortune 100 mutual company, we offer a place to grow your skills, contribute to meaningful work, and deliver solutions that matter. Your ideas drive what’s next, and your growth powers it.
Our Benefits
We provide a full package of benefits for employees – and have unique offerings for a modern workforce, including leave programs, adoption assistance, and student loan repayment programs. Based on feedback from our employees, we continue to refine and add benefits to our offering, so that you can flourish both inside and outside of work. Click here to discover more about our comprehensive benefit options or visit our NYL Benefits Site.
Our Commitment to Inclusion
At New York Life, fostering an inclusive workplace is fundamental to who we are and how we serve our communities. We have a longstanding commitment to creating an environment where individuals can contribute their best and succeed together. This foundation is rooted in our core values of humanity and integrity, ensuring that every employee feels valued and supported. By embracing a broad range of perspectives and experiences, we achieve greater success and fulfill our promise of providing financial security and peace of mind to families across all communities. Click here to learn more about New York Life’s leadership in this space.
Recognized as one of Fortune’s World’s Most Admired Companies, New York Life is committed to improving local communities through a culture of employee giving and volunteerism, supported by the Foundation. We're proud that due to our mutuality, we operate in the best interests of our policy owners. To learn more about career opportunities at New York Life, please visit the Careers page of www.NewYorkLife.com.
Job Requisition ID: 95216
Vice President of Learning and Development Jobs by Experience Level
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Find JobsVice President of Learning and Development Job Market
Who's Hiring
What Employers Look For
The qualifications that appear most often in vice president of learning and development jobs.
- 10 or more years of progressive experience in learning and development or talent management
- Proven ability to design and execute enterprise-wide learning strategies aligned to business goals
- Experience leading and developing a team of L&D professionals including instructional designers and facilitators
- Proficiency with learning management systems and digital learning authoring tools
- Bachelor's degree required, with a master's degree in organizational development, education, or a related field preferred
- Certifications such as ATD CPTD or SHRM-SCP viewed favorably in senior L&D roles
Tips for Your Vice President of Learning and Development Job Search
Quantify learning impact on your resume
VP-level hiring managers want outcomes, not activities. Replace 'developed training programs' with metrics like completion rates, time-to-productivity improvements, or revenue tied to capability initiatives. Generic descriptions of program ownership won't differentiate you at this level.
Align your portfolio to business strategy
Bring two or three examples where L&D investments directly supported a business transformation, not just a skills gap. Executives hiring at this level want evidence you've connected learning strategy to revenue, retention, or operational goals.
Apply early to roles that fit
Migrate Mate lists vice president of learning and development openings from across the United States in one place, so you can find roles that match and apply directly to each listing.
Target postings that name your industry vertical
L&D strategy differs sharply between regulated industries like financial services and healthcare versus high-growth tech. Filter your search by sector and prioritize openings where your previous industry experience matches, since domain credibility carries real weight at the VP level.
Prepare a business case for the interview
VP interviews often include a problem-solving exercise or strategic presentation. Research the company's current growth stage, any public announcements about workforce transformation, and prepare a 90-day L&D roadmap you can defend with numbers and trade-offs.
Negotiate scope before you negotiate compensation
Before accepting or countering an offer, clarify budget authority, team size, and whether the role reports to the CHRO or CEO. These structural factors determine whether you can actually execute the strategy you'll be hired to build.
Vice President of Learning and Development Jobs: Frequently Asked Questions
How many vice president of learning and development jobs are remote?
About 100% of vice president of learning and development openings are fully remote or hybrid as of November 2026, reflecting the digital delivery shift that accelerated across corporate L&D functions in recent years. Roles focused on digital learning strategy, e-learning program leadership, and technology-enabled talent development tend to carry the highest remote flexibility.
How do you become a vice president of learning and development?
Most vice presidents of learning and development follow a path from individual contributor roles in instructional design or facilitation into program management, then into director-level leadership overseeing a team and a portfolio of initiatives. Building credibility requires demonstrating that L&D investments move measurable business outcomes, not just training completion. Earning credentials like the ATD Certified Professional in Talent Development and leading at least one enterprise-wide transformation strengthens your case for the VP step.
Can you get a vice president of learning and development role without prior VP experience?
Yes, candidates who have served as a director of learning and development or head of talent development with full program ownership and team leadership often move directly into VP roles, especially at mid-size companies building out their L&D function for the first time. What matters most is a documented record of strategic impact, executive stakeholder management, and the ability to build and lead a team, not the exact title you held previously.
What does the vice president of learning and development interview process look like?
The process typically includes an initial screen with HR or a talent acquisition partner, followed by a structured interview with the CHRO or chief people officer, then a panel session with cross-functional business leaders whose teams your L&D strategy would serve. Many companies add a final presentation round where candidates propose a learning strategy or respond to a case study. References from both direct reports and senior executives you've partnered with are commonly requested at this level.
Where can I find and apply to vice president of learning and development jobs?
You can find and apply to vice president of learning and development jobs on Migrate Mate, which lists current openings from across the United States. Search for roles that match your background, then apply directly to each listing that fits your experience, industry focus, and target location.
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