Talent Development & Enablement Director

Role Design and Career Architecture

• Partner with Heads of Departments and other functional leaders to continuously redesign role charters as AI capabilities evolve — translating  what this job is  from quarter to quarter
• Own the career ladder framework across the company: leveling criteria, competency models, and promotion readiness standards that reflect AI-augmented expectations
• Build the internal mobility model — how people move across squads, functions, and levels as the org reshapes
• Coach employees and managers through career transitions from traditional to AI-augmented roles

• Own the end-to-end performance cycle — framework design, calibration processes, 360 review facilitation, and manager tooling
• Partner with the SVP of People and HR Team on performance calibration across functions, ensuring consistency of the bar
• Build the mechanisms that surface promotion readiness, performance risk, and development needs in a repeatable, data-informed way

• Design and run the AI upskilling strategy — how every Artera employee, across every function, raises their AI proficiency quarter over quarter
• Build programs (not courses) — learning experiences that produce measurable productivity gains, not completion certificates
• Partner with the Internal Knowledge and Tools Squad to operationalize AI-delivered skills assessments, personalized learning paths, and training content
• Design the onboarding program so new hires reach their first meaningful deliverable in under four weeks

• Own new-manager onboarding and ongoing manager training — from first-time leads through senior directors
• Build the change management playbooks Artera leaders use when org design, roles, or tooling shift
• Equip managers to run great 1:1s, deliver feedback, coach through AI-driven change, and own their team's health

• Own the monthly Talent and AI Enablement Review, inspecting AI proficiency, training impact, ramp time, manager effectiveness, and productivity gains with rotating leadership attendance
• Contribute talent and enablement inputs to the Quarterly People Operating Review with the CEO and ELT
• Bring a data-informed lens to everything — if it doesn't move a metric, it's not worth building

• 8+ years of experience in talent development, organizational development, L&D, or performance management, ideally with exposure to high‑growth and/or AI‑native companies
• Personal, daily fluency with AI tools (Claude, Claude Code, or similar) — you don't just talk about AI-augmented work, you live it in your own workflows
• Proven track record designing career ladders, competency models, or leveling frameworks from scratch or through significant overhaul
• Hands‑on ownership of a full performance management cycle — including calibration, 360s, and manager enablement
• Experience building learning and enablement programs that produced measurable business outcomes, not just training completion
• Track record partnering cross-functionally with senior leaders (VP/C-level) as a trusted thought partner, not an order-taker
• Strong systems thinking — you see role design, career growth, performance, and enablement as one connected system
• Excellent judgment, discretion, and written communication; comfort presenting to executive audiences
• Ability to operate autonomously at the director level while sitting in an IC seat
• Ability to be onsite 4–5 days per week in Seattle or Santa Barbara, with occasional travel to other locations as needed
• Experience inside an AI-native or AI-forward company where AI was a core driver of how work got done
• Background redesigning roles or career frameworks specifically in response to AI adoption
• Experience with Rippling (HRIS) and modern performance management tooling
• Prior exposure to healthcare, SaaS, or other regulated industries

At Artera, we believe the best work happens when people are truly connected. Our AI services model has shown what’s possible when small, focused teams move fast together — the speed of collaboration, pace of career growth, and quality of what we build can become stronger when teams share space. As we grow, we want every…