Role Description
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
- 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
- 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
- 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
- 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
- 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
- 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
