WKT EOS Role Scorecard for Head of Learning Development
Date Updated: March 2026
Functional Role: Head of Learning Development
Level: Senior Vice President / Department Lead
Reports To: President & COO
Direct Reports:
Instructional Designers
Authors
Visual Designers
Director of eLearning Operations
Contractors / SMEs
Purpose of the Role
The Head of Learning Development owns WKT's content: its quality, its compliance, its production system, and its strategic direction. This seat is accountable for delivering proprietary e-learning products that are market-ready, regulatorily defensible, and built on the ALF adaptive learning architecture that underpins WKT's 10-year competitive position. The Head of Learning Development translates market requirements and business priorities into a disciplined, scalable content production operation and ensures that the learning function operates with the rigour and standards that WKT's regulated-market customers depend on and that WKT's credentialing infrastructure requires.
Key Accountabilities
Own learner experience and success outcomes: completion rates, satisfaction, and the instructional integrity of all published content
Own content strategy, standards, and quality control including regulatory compliance and partner-specific requirements across all publisher brands (Danatec, Fleet Safety, WKT)
Drive development throughput and launch readiness for new products and maintain production velocity without sacrificing pedagogical rigour or QA standards
Lead the transition from legacy linear content scripting to data-centric, adaptive-first production pipelines built on the ALF platform
Build and govern the content production system: SOPs, AI-enabled workflows, ontology development, and scalable processes that allow simultaneous multi-title development
Build a repeatable launch and release process in coordination with Platform & Technology and Delivery
Core Values - Role-Specific Behavioural Descriptors
Core Value
What This Looks Like in This Seat
We are Accountable
Owns content quality and launch outcomes, not effort or intent. When a product ships late, misses a QA gate, or fails a regulatory standard, names it clearly and brings the corrective path. Holds the learning team to production commitments without sacrificing the standards that protect WKT's market credibility.
We are Curious
Stays genuinely engaged with how regulatory requirements are evolving, how AI is changing content production, and how learner behaviour data can improve course design. Applies that curiosity to the ALF ontology work and the systems-architecture thinking the production pipeline requires, not just to individual course design.
We are Driven
Maintains production momentum across a high-complexity, multi-title development environment where the work is technical, detailed, and often invisible until it ships. Does the ontology work, the QA governance, and the AI tools integration with the same rigour as the visible product launches. Keeps the function moving toward ALF contributing 50% of revenue without losing discipline on the near-term delivery commitments.
We are Nimble
Adjusts production priorities and resource allocation quickly when market opportunities arise, regulatory requirements shift, or a new institutional partnership creates scope without destabilizing active development pipelines. Distinguishes between genuine strategic priorities and scope creep that needs to be queued, scoped, and resourced properly.
We are Relationship-focused
Builds the SME and regulatory relationships that make WKT's content credible in the market. Invests in the development of the learning team with genuine attention to their growth from content-writing to systems-architecture thinking. Maintains productive working relationships with Platform & Technology (for ALF development and platform integration) and Delivery (for launch readiness and fulfillment).
GWC - Seat-Specific Descriptors
Gets It
The Head of Learning Development understands that WKT's content is not a support function; it is the core product that customers trust, regulators validate, and the platform exists to deliver. They get that content quality in a regulated-market context carries the same asymmetric risk profile that defines all of WKT's Operate contexts: it is invisible when right and catastrophic when wrong. They understand that the shift from linear scripting to adaptive, data-centric production is not a process improvement; it is the architectural transformation that makes WKT's 10-year target achievable. They get that their job is to build a production system that scales, not just to oversee individual course builds. They also understand that the ALF platform is a technical system and that leading this function requires genuine engagement with how that system works and not delegation of all technical judgment to the Platform & Technology team. (For full GWC behavioural indicators and warning signs, see the GWC Descriptors document.)
Wants It
This seat requires genuine appetite for the disciplined, detail-intensive, often unglamorous work of running a high-quality content production operation at scale. The person who truly wants this role is energized by getting the ontology right, by the challenge of maintaining pedagogical rigour inside an AI-enabled production environment, and by the work of building repeatable systems that allow the team to move faster without degrading quality. They must want to lead the institutional change required to shift the learning team's mindset from content writers to systems architects including the development conversations, the reskilling investment, and the patience that process requires. They must want to have the honest conversation when a product is not ready to launch, the difficult scoping conversation when a new opportunity exceeds current capacity, and the quality governance conversation with a team member whose work doesn't meet the standard.
Capacity to Do It
The Head of Learning Development must be able to lead a multi-stream production function and simultaneous title development across multiple publisher brands, ALF ontology work, AI tools integration, QA governance, and SME coordination without losing coherence or quality across any active stream. The seat requires both deep instructional design and systems-architecture fluency and the leadership range to manage a diverse creative and technical team, represent learning priorities at the leadership table, and translate complex production decisions into clear business narratives for executives. WKT's 1-year goal to generate $3.0M run rate from the ALF platform, alongside the Q1 Rock to launch 2 CIRO exams, signals a function operating under simultaneous innovation and delivery pressure. Capacity here includes the ability to hold the short-term production schedule and the long-term platform architecture transition simultaneously and to resource-plan across both without sacrificing either.
Weekly Measurables
Measurable
Green
Yellow
Red
On-time launch rate (% of content releases and product launches delivered on committed date in the rolling quarter)
≥90%
75–89%
<75%
Development throughput (modules or course units completed and passing QA per week, against production plan)
At or above plan
10–20% below plan
>20% below plan
Quarterly Output Targets
Target
Green
Yellow
Red
Content quality score (internal QA pass rate on first review, combined with customer satisfaction / completion data where available)
≥90% first-pass QA
80–89%
<80%
Rework rate on released products (% of launched products requiring post-release corrections for quality, regulatory, or instructional issues)
≤5%
6–10%
>10%
ALF ontology development progress (# of new ontologies completed and validated against quarterly target, tied to 3-year picture of 20 ontologies)
On or ahead of target
1 behind target
2+ behind target
Rocks
Quarterly Rocks for this seat are set at Annual and Quarterly Planning sessions and tracked weekly in the L10 Scorecard.
Rock
Owner
Due Date
Status
Launch 2 CIRO exams
Head of Learning Development
March 18, 2026
On Track / Off Track
Develop plan to scale ALF Delivery (shared with Glenn & All Leaders)
Head of Learning Development
March 18, 2026
On Track / Off Track
[Q Rock 3]
Head of Learning Development
[Date]
On Track / Off Track
People Analyzer
Lens
Evaluative Question
+
+/–
–
We are Accountable
Does this person own content quality and launch outcomes and naming problems early and bringing solutions rather than explanations?
We are Curious
Does this person stay genuinely engaged with evolving regulatory requirements, AI production tools, and learner behaviour data and apply that knowledge systematically?
We are Driven
Does this person maintain production rigour and systems-architecture discipline across all active development streams, including the detail-intensive and invisible work?
We are Nimble
Does this person adjust production priorities and scope appropriately when strategic needs shift without destabilizing active pipelines or compromising QA standards?
We are Relationship-focused
Does this person build the SME, regulatory, and cross-functional relationships that keep WKT's content credible and invest genuinely in the development of the learning team?
Gets It
Does this person understand that their job is to build and govern a scalable production system, not just to oversee individual course builds?
Wants It
Does this person actively want the systems-architecture work, the quality governance conversations, and the institutional change leadership required to lead this function at WKT's current stage?
Capacity to Do It
Does this person have the instructional and technical depth, the leadership range, and the production management discipline to hold simultaneous innovation and delivery pressure without sacrificing either?
Quarterly Conversation Notes
Date
Rock Completion
Issues / Observations
Development Notes
Role Optimization
#
Task
Frequency
Delegable?
1
Lead weekly learning team production standup and sprint review
Weekly
No
2
Report content pipeline status and launch readiness at leadership L10
Weekly
No
3
Review QA metrics and rework flags across active development streams
Weekly
Partially
4
Conduct 1:1s with direct reports
Weekly / Bi-weekly
No
5
Own ALF ontology development and validation process
Ongoing
Partially
6
Govern AI tools integration into production workflows
Ongoing
Partially
7
Manage SME coordination and external content review process
Ongoing
Partially
8
Assess new business opportunities for learning viability and scoping
As needed
No
9
Coordinate launch readiness and fulfillment timelines with Delivery
As needed
No
10
Manage platform modification requirements with Platform & Technology
Ongoing
No
11
Build and update quarterly content production plan and capacity model
Quarterly
Partially
12
Conduct quarterly People Analyzer conversations with direct reports
Quarterly
No
13
Set and own quarterly Rocks for the learning function
Quarterly
No
14
Manage department P&L and production budget discipline
Ongoing
Partially
15
Represent learning priorities in leadership L10 and annual planning
Weekly / Annually
No
We Know Training Inc. EOS Role Scorecard: Head of Learning Development