Senior Manager, Talent Development Programs

Putting people first, every day BDO is a firm built on a foundation of positive relationships with our people and our clients. Each day, our professionals provide exceptional service, helping clients with advice and insight they can trust. In turn, we offer an award-winning environment that fosters a people-first culture with a high priority on your personal and professional growth.

The Senior Manager, Talent Development Programs provides strategic and people leadership for the firm’s enterprise Talent Development program portfolio. Reporting to the Director, Talent Development, this role is accountable for translating broader Talent Development strategy into portfolio priorities, ensuring the firm invests in high-impact programming that builds the capabilities needed today and into the future.

Leading a team of eight Talent Development professionals across multiple role levels, the Senior Manager creates the clarity, capability, and conditions for the team to perform at its best. This includes setting priorities, allocating resources, coaching and developing team members, and ensuring consistent standards of quality and execution across the portfolio.

Working closely with senior business leaders, subject matter experts, and colleagues across Talent Development and People & Culture, the Senior Manager serves as a trusted advisor on talent and leadership development needs.

This replacement role balances strategic thinking with operational excellence, using business insights, data, and emerging practices to continuously strengthen programming and demonstrate measurable value to the firm.

Own the prioritization, and continuous evolution of the firm’s enterprise Talent Development program portfolio, aligned with broader Talent Development strategy, firm priorities, and future capability needs. Translate organizational priorities and emerging business needs into clear program priorities, plans, and investments. Evaluate the portfolio holistically to identify opportunities to scale, redesign, integrate, consolidate, or sunset programming based on business need, evidence, and impact.

Establish clear governance, quality standards, and decision‑making processes across the program portfolio to support consistency, scalability, and operational excellence. Balance short‑term business needs with longer‑term capability priorities, adapting the portfolio as the firm and its needs evolve. Partner with the Director, Talent Development on broader Talent Development strategy, investment priorities, and opportunities to strengthen organizational capability.

Lead, coach, and develop a high‑performing team of seven Talent Development professionals responsible for the design, management, and delivery of enterprise talent programs. Create clarity around team priorities, roles, accountabilities, and expectations while empowering individuals to take ownership and make decisions within their areas of responsibility. Allocate team capacity and resources across the portfolio based on strategic priorities, business need, impact, and available capacity.

Provide ongoing coaching, meaningful feedback, and development opportunities that strengthen individual and collective capability. Build a strong talent pipeline through succession planning, stretch opportunities, knowledge sharing, and individualized development. Create a culture of trust, accountability, collaboration, inclusion, and continuous learning where team members are supported and challenged to grow. Establish and reinforce high standards for program leadership, facilitation, stakeholder partnership, and execution across the team.

Build trusted…