Head of L&D Consulting

Role: AVP – Head of Consulting (Learning & Capability Development)

Location: Pune
Reporting Line:
Reports to:SVP – Head of Learning & Capability Development (HOD)

Role Purpose

TheAVP – Head of Consulting is thesingle point owner of enterprise‑wide learning and capability solutioning at TresVista.

The role exists to ensure that:

• Every learning or capability request isdiagnosed correctly
• Thereal problems (not symptoms) are identified and prioritized
• High‑quality, outcome‑driven solutions are designed
• Learning & Development functions as aconsulting partner to the business, not an order‑taking support function

This role ownsthinking, solutioning, and consulting output across the enterprise.

This is ahands‑on, individual contributor role. The AVP personally leads:

• Problem diagnosis
• Consulting rigor
• Solution design
• Stakeholder alignment

The role is supported by:

• A lean supporting team member
• Extensive use of AI tools to accelerate analysis, insight generation, synthesis, and quality of output

Core Responsibilities

1. Enterprise‑Wide Consulting & Problem Ownership

• Act as theprimary consulting interface for all learning and capability needs across TresVista
• Convert incoming requests into:
• • Clear problem statements
  • Diagnosed root causes
  • Prioritized capability needs
• Ensure L&Dnever works on symptoms without understanding the underlying issue
• Push back, reframe, and challenge requests when required—always in service of outcomes

2. End‑to‑End Solution Design & Ownership

• Own solutioning for L&D initiatives end‑to‑end:
• • From discovery and diagnosis
  • To final solution recommendation and advisory sign‑off
• Integrate inputs from:
• • Senior Managers across Org Dev, Functional Training, NHT, etc.
  • Business and functional Subject Matter Experts
  • External experts, where required
• Ensure every solution is:
• • Strongly aligned to business context
  • Practical and implementable
  • Scalable across teams and geographies
  • Clearly outcome‑oriented and measurable

3. Consulting Quality & Thinking Standards

• Set and enforce ahigh consulting bar across all L&D work
• Ensure consistency in:
• • Problem framing
  • Solution logic
  • Outcome articulation
• Eliminate fragmentation, duplication, and inconsistent solution approaches across service lines
• Drive clarity over optionality -business receives one well‑thought‑out recommendation, not multiple confusing choices

4. Orchestration Across Service Lines

• Work closely with Senior Managers who independently own their functional domains
• Orchestratecross‑domain thinking where capability problems cut across multiple areas
• Enable collaborationwithout diluting domain ownership or authority
• Act as the integrator when enterprise capability problems require joined‑up thinking

5. Execution‑Ready Handover (Without Owning Execution)

• Ensure all solutions handed over for execution are:
• • Clearly scoped
  • Outcome‑defined
  • Deployment‑ready
  • Measurable
• Stay available post‑handover to clarify intent, guide execution teams, and course‑correct when required
• Own solution quality until execution begins—without managing execution itself

6. Ongoing Visibility & Communication

• Maintain aconsolidated, enterprise‑wide view of all L&D consulting work
• Provide structured updates to:
• • SVP – Head of L&D
  • HR Leadership
• Cadence:
• • Monthly: One consolidated consulting update (themes, progress, risks, priorities)
  • Quarterly: Deep‑dive capability reviews at functional or business level, where required

Explicit Non‑Responsibilities

The AVP – Head of Consulting doesnot:

• Manage training execution, logistics, or calendars
• Own LMS platforms, facilitation, or vendor coordination
• Build or source content
• Replace Senior Managers in their domain ownership

This role existspurely to think, diagnose, solve, integrate, and advise.

Time Allocation (Expected)

• 70–75%
• • Enterprise consulting
  • Solution design
  • Problem diagnosis
  • Cross‑domain orchestration
• 25–30%
• • Stakeholder alignment
  • Quality reviews
  • Communication, synthesis, and executive updates

What Success Looks Like

• Business leaders receiveclear, confident solutions, not confusion or rework
• Senior Managers deliversharper, higher‑quality domain solutions
• Execution teams receiveclean, structured, deployment‑ready plans
• Repeat, reactive, and low‑value interventions reduce meaningfully over time
• L&D is consistently viewed as atrusted problem‑solving partner

Education, Certifications & Experience

Education

• Strong academic background required
• Bachelors/Master’s degree preferred in:
• • Business Administration
  • Organizational Psychology
  • Human Capital / Learning & Development

Certifications (Preferred)

• Consulting, Org Development, or Strategy certifications
• Learning design frameworks (Kirkpatrick, Adult Learning, etc.)
• Change management certifications (e.g., Prosci, equivalent)

Experience

• 10–15+ years of experience in:
• • Consulting‑led L&D
  • Organizational development
  • Capability diagnostics and solutioning
• Prior exposure to:
• • Management consulting or advisory roles
  • Enterprise‑scale solution design
  • Senior stakeholder management

Key Competencies & Personality Traits

• Consulting Mindset: Thinks in problems, hypotheses, and outcomes not activities
• Customer Obsession: Deeply invested in understanding the business context and stakeholder needs
• Structured Problem Solving: Exceptional ability to diagnose complex, ambiguous problems
• Executive Communication: Clear, confident, and precise with senior leaders
• High Standards: Intolerant of poor thinking, shallow diagnosis, or low‑quality output
• Influence Without Authority: Can challenge and align senior stakeholders with credibility
• AI‑Fluent: Comfortable using AI tools to accelerate thinking, synthesis, and insight generation