Company Background

The company is a complex, highly technical organisation operating across multiple business lines within the energy and infrastructure space. An existing HR team is in place managing day-to-day operations, but the business is seeking a senior fractional HR leader to take ownership of a company-wide 10–12 month Learning & Development mandate while also providing executive-level HR leadership and support to the broader organisation.

The Mandate

The primary accountability for this role is the successful build, implementation, and operational rollout of our company-wide L&D roadmap over the next 10–12 months for 3 days a week, 2 of which would be in office in Toronto.

This is first and foremost an L&D leadership and execution mandate, not a Talent Acquisition role.

The successful candidate will:

• Own the design, coordination, and execution of core learning programs

• Align leadership stakeholders around rollout and adoption

• Build scalable enablement and onboarding infrastructure

• Drive accountability and momentum across the organisation

Operate as a hands-on builder, not simply a strategic advisor

There is potential for this role to evolve into a full-time VP-level opportunity longer term. In that scenario, Talent Acquisition leadership would become a more meaningful part of the mandate (~35% of the role). For the fractional engagement itself, TA involvement is expected to remain relatively limited.

The Role

• Reports directly to CEO; seat on 6-person leadership team

• Manages: Senior HR Manager (4 yrs tenure), Payroll & Benefits Manager, Senior TA + TA Specialist

• Tech stack: BambooHR (HRIS), JazzHR (ATS), Payworks — team runs these autonomously; minimal involvement expected beyond administering training programs through Bamboo once built

• This is an active contributor role — not a boardroom strategist. Hands-on execution is the majority of the work

Must Haves ✅

• Senior HR generalist background with a strong L&D specialisation — someone who’s come up through generalist HR but found their passion in L&D program building

• ELT-level stakeholder management — must be able to coordinate across the leadership team, get sign-off, and keep people aligned and excited

• Hands-on program builder — must be comfortable being in the weeds designing and executing programs, not just overseeing them

• Onsite 2 days/week minimum — non-negotiable; CEO values in-person presence

• Complex business experience — 42 products, technical industry; must be able to get up to speed quickly and credibly

• Client-ready communication — clear, polished presenter to senior stakeholders

Key Deliverables (12-Month Mandate)

All three programs are interlinked — foundational content feeds both manager training and sales enablement:

1. Manager Training Program

   • Manager toolkit with on-demand resources

   • Policy integration into an AI agent for instant access (HRIS capability already exists)

2. Foundations / Onboarding Program

   • Covers: who we are, customers, industry 101, value propositions, EVPs by market, lines of business, core operations

   • Content largely exists but needs updating, elevating, and packaging (company has gone through product repositioning)

   • 30-day and 90-day check-in quizzes to validate retention

   • Company Foundations Certificate awarded at 1 year upon completion of modules + lunch & learns

3. Sales Enablement Program (most urgent)

   • Built around the Sandler method (external trainer already engaged)

   • 7-week program: business foundations → product deep dives → pitch contests → sales-ready certification

   • Requires creation of sales assets aligned to foundational content

   • May warrant a specialist brought in alongside the fractional leader to execute in parallel

This role is not for:

• Pure strategists — this role requires getting into the weeds; boardroom-only profiles won’t work

• Recruitment-heavy profiles — TA is fully covered; this is ~5% of the role at most

• Junior or mid-level L&D practitioners — needs the seniority to hold the ELT relationship and drive accountability

• Remote-only candidates — onsite presence is a firm requirement

• Tech stack administrators — HRIS/ATS is managed by the existing team

Interview & Process

• Interview flow: Candidates → Senior HR Manager → CEO final approval

• CEO evaluation criteria: client-ready presentation, clear communication, credibility in complex business environments

• References