Senior Leader Enablement Advisor

As passionate about our people as we are about our mission.

Why Join Q2?

Q2 is a leading provider of digital banking and lending solutions to banks, credit unions, alternative finance companies, and fintechs in the U.S. and internationally. Our mission is simple: build strong and diverse communities through innovative financial technology-and we do that by empowering our people to help create success for our customers.

What Makes Q2 Special?

Being as passionate about our people as we are about our mission. We celebrate our employees in many ways, including our "Circle of Awesomeness" award ceremony and day of employee celebration among others! We invest in the growth and development of our team members through ongoing learning opportunities, mentorship programs, internal mobility, and meaningful leadership relationships. We also know that nothing builds trust and collaboration like having fun.

We hold an annual Dodgeball for Charity event at our Q2 Stadium in Austin, inviting other local companies to play, and community organizations we support to raise money and awareness together.

SUMMARY

Role Philosophy

This role is built on a "teach the teachers" model - you don't just design programs, you own the outcomes. Success is measured not on content created or sessions delivered, but on how well our leaders actually coach, develop their teams, run their 1-on-1s, and apply our competency frameworks day-to-day. Our leaders need significant, sustained coaching - and this role is what makes that happen.

Role Overview

The Senior Leader Enablement Advisor is a strategic talent practitioner responsible for owning and elevating how managers and leaders perform across the enterprise. This role sits at the intersection of people strategy, organizational effectiveness, and emerging AI-powered tooling - designing the systems, diagnostics, and experiences that turn good managers into great ones.

This role partners closely with HR Business Partners, senior leaders, and the broader Talent team to build and scale the capabilities the organization needs to grow. Success means our leaders are visibly better at their jobs.

RESPONSIBILITIES

Performance & Goal-Setting Cycle

* Own the enterprise performance and goal-setting cycle end-to-end: design, calendar, communications, manager enablement, and continuous improvement between cycles

* Partner with HRBPs to flag and address manager effectiveness issues early; act as a trusted advisor when leaders are struggling

* Integrate Q2's Cultural Competencies "Success Circle" with leadership development, capability models, performance expectations, and manager/leader enablement

Coaching & Development

* Serve as a development partner for leaders across the organization - delivering 1-on-1 coaching, group sessions, and in-the-moment guidance with consistent follow-through

* Improve how leaders run their 1-on-1s, team meetings, and performance conversations; provide direct, specific feedback and tools to raise the bar on quality

* Build and continuously refine the manager competency model; ensure leaders actively use it to self-assess, set development goals, and track progress over time - not just during review cycles

* Build a suite of performance coaching tools - conversation guides, feedback frameworks, and developmental playbooks - that embed coaching habits into everyday manager workflows

Diagnostics & Assessment

* Develop and administer leadership diagnostics (360s, assessments, pulse surveys); translate data into personalized development plans and hold leaders accountable to following through

* Curate and maintain a vetted network of external executive coaches; work with HRBPs to match leaders to coaches based on development needs and diagnostic findings; oversee engagement quality and outcomes

AI-Powered Tools

* Design, pilot, and scale AI-powered manager copilots and decision-support tools; develop a change management strategy to drive broad adoption and measurable behavior change

Training & Skill Development

* Identify skill and behavior gaps across manager populations; source, design, or curate high-quality training - both internal and external - tied directly to those gaps

* Partner with People Analytics to establish measurement strategies and tracking mechanisms

Global L&D Partnership

* Partner with the India L&D team to ensure leader and manager enablement experiences are cohesive and consistently delivered across geographies - same core frameworks and outcomes, thoughtfully adapted for regional context where appropriate

* Establish a consistent collaboration cadence with the India L&D team to align on leadership development priorities, share enablement resources, and surface gaps or inconsistencies in how programs land across regions

* Co-develop or localize manager and leadership enablement content with the India L&D team as needed, ensuring quality and consistency without creating redundant or misaligned programs

* Facilitate cross-regional retrospectives and working sessions to share what is working,…