Role: AVP – Head of Consulting (Learning & Capability Development) Location: Pune Reporting Line: Reports to: SVP – Head of Learning & Capability Development (HOD) Role Purpose The AVP – Head of Consulting is the single point owner of enterprise‑wide learning and capability solutioning at TresVista. The role exists to ensure that: • Every learning or capability request is diagnosed correctly • The real problems (not symptoms) are identified and prioritized • High‑quality, outcome‑driven solutions are designed • Learning & Development functions as a consulting partner to the business, not an order‑taking support function This role owns thinking, solutioning, and consulting output across the enterprise. This is a hands‑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 the primary 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&D never 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 a high 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 • Orchestrate cross‑domain thinking where capability problems cut across multiple areas • Enable collaboration without 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 a consolidated, 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 does not: • 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 exists purely 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 receive clear, confident solutions, not confusion or rework • Senior Managers deliver sharper, higher‑quality domain solutions • Execution teams receive clean, structured, deployment‑ready plans • Repeat, reactive, and low‑value interventions reduce meaningfully over time • L&D is consistently viewed as a trusted 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