Home › Companies › BrassRing 26350 / 6930 › VP, Learning & Organizational Development
VP, Learning & Organizational Development
BrassRing 26350 / 6930 · West Creek-Richmond Corp (0999) · Active · IBM Kenexa BrassRing
Job facts
| Field | Value |
|---|---|
| Company | BrassRing 26350 / 6930 |
| Title | VP, Learning & Organizational Development |
| Normalized title | - |
| Department / team | - |
| Location | Position Summary: The VP, Canada |
| Work model | - |
| Employment type | - |
| Salary | - |
| Status | active |
| ATS provider | IBM Kenexa BrassRing |
| Posted / first seen | — / 2026-05-29 |
| Changed / last seen | 2026-05-29 / 2026-06-04 |
Related slices
| Page | What it contains | Open |
|---|---|---|
| Company jobs | Active postings from BrassRing 26350 / 6930. | Open |
| Company breakdowns | Role, location, ATS, and work model facets for this company. | Open |
| ATS provider jobs | Active postings observed through IBM Kenexa BrassRing. | Open |
| Provider filtered search | The same provider as a filtered job collection. | Open |
| City jobs | Active postings in Position Summary: The VP. | Open |
| Lifecycle events | Open, update, close, and reopen events for this posting. | Open |
| Original posting | Canonical source or apply URL captured from the ATS. | Open |
Linked records
| Company | BrassRing 26350 / 6930 |
| Source | c5f95eeb-a5a4-4149-91bd-cee1aeaf62ef |
| ATS provider | IBM Kenexa BrassRing |
Description
Position Summary:
The VP, Learning & Development (L&D) will set the enterprise learning strategy and operating model for PFG - aligning Corporate and operating segments. The role will own leadership development across critical career transitions (new leaders, emerging leaders, and experienced leaders) and provide strategic direction for functional learning. The leader will establish a scalable approach, a common architecture that can be tailored by segment to associate needs, while ensuring standards, measurement, and continuous improvement at enterprise scale. This is a highly visible, execution‑oriented role that blends strategy and delivery in a decentralized environment. The ideal leader brings expertise in adult learning, virtual and blended learning, AI‑enabled learning, and vendor/partner management; demonstrates strong influence and navigation skills across a matrix; and is equally comfortable facilitating at the front of the room and designing systems that scale. A “scrappy,” simplify‑to‑deliver, and results‑oriented mindset is essential.
Key Responsibilities
Enterprise Strategy & Governance Set the enterprise L&D strategy aligned to business priorities for Corporate and the operating segments (Foodservice Distribution, Convenience, Specialty). Define the L&D operating model (roles, standards, ways of working) balancing enterprise consistency with segment flexibility. Establish governance for learning priorities, investments, and measurement—partnering with HR, business leaders, and segment HR/L&D leads. Leadership Development (Career Transitions) Build a coherent leadership curriculum spanning New Leader , Emerging Leader , and Experienced Leader programs; incorporate coaching, assessments, and on‑the‑job application. Implement multi‑modal learning (virtual, in‑person, blended) and AI‑supported personalization (e.g., adaptive pathways, practice bots, nudges). Create capability frameworks and success profiles tied to measurable outcomes (e.g., time‑to‑productivity, leader readiness, internal mobility, bench strength). Functional Learning – Sales, Operations, etc. Design an Academy like architecture with shared core content, toolkits, and standards, with segment‑tailored pathways to meet customer and associate needs. Partner with Sales and Operations leadership to prioritize mission‑critical capabilities (e.g., prospecting, value selling, route optimization, inventory & safety, frontline leadership). Embed learning in the flow of work (microlearning, playbooks, performance support) and integrate with systems (LMS/LXP, HRIS, WFM) as applicable. Execution in a Decentralized Environment Lead learning operations (calendar, delivery, logistics, virtual studios, facilitator capability) to ensure speed, quality, and scale. Build segment partnerships and communities of practice to amplify adoption while respecting local context Manage vendors/partners strategically—RFPs, SLAs, curation vs. build decisions, and cost discipline. Data, Technology & AI Establish learning measurement and dashboards (participation, completion, application, business impact). Leverage AI for content curation, practice, translation/localization, and analytics while maintaining privacy and responsible AI practices. Drive portfolio rationalization —simplify offerings, retire low‑impact programs, and reinvest in high‑ROI capabilities. Culture & Change Champion a learning culture that emphasizes simplicity, speed, and measurable performance outcomes. Communicate progress and results to executive stakeholders; influence without authority across a complex matrix. Role‑model facilitation excellence and systems thinking —able to both teach and architect.
Full job record
| Job ID | d5c5be17a7816c07efee24a0aa5a444f2debf372 |
| Org ID | f3f6a480-166a-47d2-85fe-4d322aa2616d |
| Source ID | c5f95eeb-a5a4-4149-91bd-cee1aeaf62ef |
| Board ID | c5f95eeb-a5a4-4149-91bd-cee1aeaf62ef |
| Provider | ibm_kenexa_brassring |
| Provider Job Key | 1399588 |
| Title | VP, Learning & Organizational Development |
| Normalized Title | — |
| Status | active |
| Active | yes |
| Location Text | West Creek-Richmond Corp (0999) |
| Department | — |
| Team | — |
| Employment Type | — |
| Workplace Type | — |
| Remote Policy | — |
| Country | Canada |
| Region | — |
| City | Position Summary: The VP |
| Salary Raw | — |
| Salary Min | — |
| Salary Max | — |
| Salary Currency | — |
| Salary Period | — |
| Source URL | https://sjobs.brassring.com/TGnewUI/Search/home/HomeWithPreLoad?PageType=JobDetails&partnerid=26350&siteid=6930&jobid=1399588 |
| Apply URL | https://sjobs.brassring.com/TGnewUI/Search/home/HomeWithPreLoad?PageType=JobDetails&partnerid=26350&siteid=6930&jobid=1399588 |
| First Seen At | 2026-05-29 20:04:32Z |
| Last Seen At | 2026-06-04 11:50:47Z |
| Last Checked At | 2026-06-04 11:50:47Z |
| Last Changed At | 2026-05-29 22:27:10Z |
| Inactive At | — |
| Source Posted At | — |
| Source Updated At | 2026-05-27 00:00:00Z |
| Raw Payload Uri | s3://bluework-jobs-prod-raw-590183727216/raw/provider=ibm_kenexa_brassring/board=p:26350|s:6930/date=2026-06-04/2026-06-04T11-50-28-092Z-318d70cf557757221a8b8ac644406bf55e4b8c0b650ba460275bcda4c4588eef.json |
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"Value": "<span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\"><strong>Position Summary:</strong><br><br>The VP, Learning & Development (L&D) will set the enterprise learning strategy and operating model for PFG - aligning Corporate and operating segments. The role will own leadership development across critical career transitions (new leaders, emerging leaders, and experienced leaders) and provide strategic direction for functional learning. The leader will establish a scalable approach, a common architecture that can be tailored by segment to associate needs, while ensuring standards, measurement, and continuous improvement at enterprise scale. This is a highly visible, execution‑oriented role that blends strategy and delivery in a decentralized environment. The ideal leader brings expertise in adult learning, virtual and blended learning, AI‑enabled learning, and vendor/partner management; demonstrates strong influence and navigation skills across a matrix; and is equally comfortable facilitating at the front of the room and designing systems that scale. A “scrappy,” simplify‑to‑deliver, and results‑oriented mindset is essential.<br><br><b>Key Responsibilities</b><br><b>Enterprise Strategy & Governance</b></span></span><ul><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Set the <b>enterprise L&D strategy</b> aligned to business priorities for Corporate and the operating segments (Foodservice Distribution, Convenience, Specialty).</span></span></li><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Define the <b>L&D operating model</b> (roles, standards, ways of working) balancing enterprise consistency with segment flexibility.</span></span></li><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Establish <b>governance</b> for learning priorities, investments, and measurement—partnering with HR, business leaders, and segment HR/L&D leads.</span></span></li></ul><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\"><b>Leadership Development (Career Transitions)</b></span></span><ul><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Build a <b>coherent leadership curriculum</b> spanning <b>New Leader</b>, <b>Emerging Leader</b>, and <b>Experienced Leader</b> programs; incorporate coaching, assessments, and on‑the‑job application.</span></span></li><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Implement <b>multi‑modal learning</b> (virtual, in‑person, blended) and <b>AI‑supported personalization</b> (e.g., adaptive pathways, practice bots, nudges).</span></span></li><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Create <b>capability frameworks</b> and success profiles tied to measurable outcomes (e.g., time‑to‑productivity, leader readiness, internal mobility, bench strength).</span></span></li></ul><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\"><b>Functional Learning – Sales, Operations, etc.</b></span></span><ul><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Design an <b>Academy like architecture</b> with shared core content, toolkits, and standards, with <b>segment‑tailored pathways</b> to meet customer and associate needs.</span></span></li><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Partner with Sales and Operations leadership to prioritize <b>mission‑critical capabilities</b> (e.g., prospecting, value selling, route optimization, inventory & safety, frontline leadership).</span></span></li><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Embed <b>learning in the flow of work</b> (microlearning, playbooks, performance support) and integrate with systems (LMS/LXP, HRIS, WFM) as applicable.</span></span></li></ul><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\"><b>Execution in a Decentralized Environment</b></span></span><ul><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Lead <b>learning operations</b> (calendar, delivery, logistics, virtual studios, facilitator capability) to ensure speed, quality, and scale.</span></span></li><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Build <b>segment partnerships</b> and communities of practice to amplify adoption while respecting local context</span></span></li><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Manage <b>vendors/partners</b> strategically—RFPs, SLAs, curation vs. build decisions, and cost discipline.</span></span></li></ul><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\"><b>Data, Technology & AI</b></span></span><ul><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Establish <b>learning measurement</b> and dashboards (participation, completion, application, business impact).</span></span></li><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Leverage <b>AI</b> for content curation, practice, translation/localization, and analytics while maintaining privacy and responsible AI practices.</span></span></li><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Drive <b>portfolio rationalization</b>—simplify offerings, retire low‑impact programs, and reinvest in high‑ROI capabilities.</span></span></li></ul><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\"><b>Culture & Change</b></span></span><ul><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Champion a <b>learning culture</b> that emphasizes simplicity, speed, and measurable performance outcomes.</span></span></li><li><span style=\"font-size:13px;\"><span style=\"font-family:Arial,Helvetica,sans-serif;\">Communicate progress and results to executive stakeholders; 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