L&D Program Manager

The L&D Program Manager owns the design, launch, and scale of Socure’s capability-building, growth, leadership development, and onboarding ecosystem - architecting from scratch, or elevating, rather than maintaining what’s already there. This role carries full ownership of five interconnected pillars: capability building at scale, growth (careers philosophy, career pathing, and internal mobility), High-Potential (HiPo) programming, leadership development programming, and the onboarding program. We think about growth and enablement as one system, not two — every program should make people measurably better at their current job while building a clear path to their next one. And because AI is changing how work gets done, we expect it embedded into everything we build, from how content gets designed to how we measure impact. Success here means pairing sharp program management discipline with real depth in learning and leadership development theory and instructional design craft — turning theory into practical, scalable, and measurable programs that close skill gaps, build leadership bench strength, and move the business forward.

Responsibilities

Design and build enterprise-wide learning programs from scratch — power/professional skills, enablement, blended learning — that close today’s capability gaps and build tomorrow’s workforce readiness.; Own the design of Socure’s careers philosophy and career pathing framework, and partner with Talent Acquisition on internal mobility programming.; Re-design and own the High-Potential program end-to-end: selection criteria, cohort experience, development plans.; Build and run foundational-through-advanced leadership programs; own the Leadership Competency Awards program end to end.; Re-design and own Socure’s onboarding program end-to-end — think onboarding academy, not orientation deck — from the new-hire experience through manager and role-based tracks.; Manage multiple concurrent program builds from concept to launch to scale — rigor, timelines, budget, and stakeholder alignment across all five pillars.; Partner with People Partners, Talent Acquisition, Organizational Effectiveness, and business leaders to keep every program tied to talent strategy and business goals.; Build learning and talent dashboards (completion, mastery, ramp time, promotion and mobility rates) that prove impact and drive iteration.; Own and evolve the learning technology stack, evaluating new tools — including AI-powered ones — as programs scale.; Stay ahead of learning, leadership, and talent development theory and practice, bringing an outside perspective to what gets built inside.; Partner with Sales & Product Enablement, where technical or functional learning intersects, to keep the overall learning experience cohesive.

Requirements

5–8+ years in Learning & Development or Talent/Organizational Development, with a track record of building programs from the ground up — not just running the ones you inherited.; Real mastery of instructional design and learning / leadership theory, with the ability to turn adult learning principles into programs that actually move the needle.; Exceptional program management instincts — able to drive multiple concurrent 0-to-1 and 1-to-2 builds while juggling stakeholders, vendors, and budgets.; Fluency with learning technology and LMS platforms (e.g., LearnUpon), and genuine curiosity for evaluating and deploying new tools — including AI — as programs scale.; Strong analytical instincts, including building dashboards and metrics that connect learning directly to business outcomes.; High-impact communication and facilitation skills, with the presence to influence cross-functional stakeholders and executive leadership.; Thrives in a fast-paced, high-expectations environment — energized by ambiguity, not slowed by it.