Sr. Manager, Learning and Development

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 Fore Flight 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.

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…