Sr Manager, Training & Development

Schwazze•Denver, CO

9d•$105,000 - $115,000•Hybrid

About The Position

The Managing Director, Training & Development is the enterprise architect and owner of the organization's learning, capability development, and leadership effectiveness strategy. This role is responsible for designing, building, and governing a comprehensive learning ecosystem from the ground up that enables performance, reinforces culture, supports growth, and sustains the organization through rapid change and M&A. Reporting to the Vice President, People & Culture and working collaboratively with the CEO and executive leadership, this role translates business strategy, cultural intent, and workforce priorities into structured learning experiences that build skill, shape behavior, and drive measurable outcomes. The Director establishes a scalable, role-based learning platform that moves the organization from compliance-only training to continuous, skill-based, and mindful development at every level. This role owns the vision, architecture, standards, and execution of learning across frontline, leadership, and enterprise populations, ensuring learning is not episodic, but embedded into how the organization operates, evaluates performance, and develops talent.

Requirements

Bachelor's degree in Organizational Development, Learning & Development, Human Resources, Education, Business, or a related field required.
8-10 years of progressive experience in learning and development, organizational development, or talent management, including at least five years in a senior leadership role.
Demonstrated experience building, leading, and scaling learning and development teams, including instructional design, facilitation, and learning technology roles.
Demonstrated experience building enterprise learning functions and learning systems from the ground up.
Proven experience supporting organizational transformation, leadership development, and M&A-related change.
Strong background in blended learning design, leadership immersion, capability frameworks, and performance enablement.
Experience leading and developing multi-disciplinary learning teams.
Ability to operate credibly with executives while translating strategy into scalable execution.
High standard for excellence, clarity, and intentional culture-building.
Ability to obtain and maintain an active Marijuana Enforcement Division (MED) badge in the state of Colorado.

Nice To Haves

Advanced degree or certifications in instructional design, organizational development, leadership development, or change management strongly preferred.
Cannabis industry experience is a plus but not required.

Responsibilities

Build, lead, and manage a dedicated Training & Development team, including instructional design, facilitation, learning operations, and LMS administration, ensuring capacity to scale learning across the enterprise.
Design and own the enterprise learning and development strategy, aligning learning priorities to business objectives, cultural principles, workforce planning, and M&A integration needs.
Establish and govern the centralized learning ecosystem, defining learning philosophy, curriculum standards, certification requirements, and sequencing.
Translate executive and functional strategies into role-based learning pathways that build capability progressively across frontline, supervisory, management, and leadership populations.
Serve as the primary learning advisor to the VP, People & Culture and CEO, providing insight into organizational capability, leadership readiness, and cultural reinforcement.
Ensure learning investments are intentional, scalable, and aligned to long-term organizational outcomes.
Lead the selection, implementation, and optimization of a scalable Learning Management System that supports: o Role-based learning paths o Microlearning and blended delivery o Compliance tracking and certification o Manager visibility and accountability o Reporting tied to KPIs and performance outcomes
Partner with HRIS and systems teams to integrate the LMS with onboarding, promotion readiness, compliance requirements, and performance processes.
Establish governance for learning content management, version control, and access across the enterprise.
Build and oversee comprehensive, role-specific curricula for: o Frontline employees (Retail and Cultivation) o Leads and Supervisors o Managers and Senior Leaders
Ensure all curriculum is: o Skill-based and progressive o Blended across digital, in-person, and experiential formats o Directly tied to business performance and operational KPIs o Reinforced through leader behaviors and expectations
Embed mindfulness, self-awareness, and intentional leadership practices across all learning experiences, not as standalone modules but as core capabilities.
Establish cadence for ongoing product, operational, and skill refresh training to support evolving business needs.
Design and launch structured leadership development and immersion experiences that shape leadership identity, maturity, and decision-making capability.
Create cohort-based, facilitated leadership immersion programs focused on: o Emotional intelligence and self-awareness o Values-aligned decision-making o Leading through ambiguity and M&A o Accountability with empathy o Enterprise thinking and cultural stewardship
Define leadership transition learning at key inflection points, including first-time leader, senior leader, and enterprise leader readiness.
Partner with executive leadership to ensure leadership development is experiential, reflective, and behavior-shaping, not theoretical.
Establish clear measurement frameworks to assess learning effectiveness, skill adoption, and impact on business performance.
Define and track learning KPIs, including: o Sales and operational performance indicators o Compliance incident reduction o Engagement and retention trends o Leadership effectiveness and readiness o Promotion readiness and internal mobility
Ensure learning pathways support Phase 2 pay philosophy, Nine Box performance calibration, and fair performance evaluation.
Reinforce the principle that employees are not evaluated against skills they have not been taught.
Design and govern enterprise onboarding experiences that accelerate role readiness, reinforce culture, and reduce early attrition.
Partner with People & Culture, Operations, and leadership to support learning-driven change enablement during: o Acquisitions and integrations o Policy or system changes o Operating model shifts
Ensure learning supports stability, clarity, and confidence during periods of organizational transition.