Sr. Manager, Learning and Development

Jeppesen ForeFlight Careers•Austin, TX

14h•Remote

About The Position

Great companies grow because their people grow. We're looking for a 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.

Requirements

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.

Nice To Haves

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

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