Offering
Many growing companies hand L&D to one person in HR and keep adding headcount until the function no longer fits. By the time the problem is visible, the transition is already costly.
The problem
Scaling organisations tend to under-invest in L&D infrastructure until the gap becomes impossible to ignore. The early-stage workarounds — informal coaching, ad hoc onboarding, senior people making time to mentor — stop working somewhere between 100 and 300 people. By then, the organisation has often already hired into the wrong structure, built expectations around the wrong model, and accumulated capability debt that's expensive to unwind.
The decision about how to build L&D — where it sits, who leads it, what it owns, how it connects to the business — shapes everything that comes after. Getting it right from the start is considerably cheaper than fixing it later.
What I help you do
I work with founders, CEOs, and CHROs of scaling organisations to build L&D capability in the right place, with the right structure, from the start. That means being honest about what the organisation actually needs at its current stage — not what would look impressive in a board deck — and designing toward the capability infrastructure that will serve the business through the next phase of growth.
This is not about building a large L&D team. It's about building the right foundations: clear ownership, a coherent approach to capability investment, and the governance mechanisms that prevent learning spend from drifting away from business outcomes as headcount grows.
What this typically covers
Diagnosing your current capability gaps and the structural reasons they've persisted
Designing the right L&D operating model for your stage — function size, reporting line, mandate
Building the onboarding and ramp-up infrastructure that scales without breaking as headcount grows
Defining the first hire profile if you're building an internal L&D function for the first time
Establishing capability investment governance before bad habits are baked in
Advising on build vs buy decisions — what to develop internally and what to source externally
The best time to build L&D properly is before you need it urgently. If your organisation is growing and you're starting to feel the infrastructure gap, it's worth a conversation now.