Senior Training Designer

Training Context and Cross-functional Alignment

• Company Context: Demonstrate clear understanding of J.Hilburn’s Purpose, Client Value Proposition (CVP), and Core Values as the context for all training content and delivery.
• Field and Stylist Reality: Maintain current, first-hand understanding of how Stylists build their business – prospecting, appointments, fittings, follow-up, and reorders – so that training reflects the actual selling day.
• Cross-functional Awareness: Maintain working knowledge of product, merchandising, marketing, technology, and Stylist Support so that training is consistent with what Stylists are told and given elsewhere.
• Training Alignment: Align the training agenda and calendar with the regional leaders and Home Office partners, ensuring training priorities support Company growth and Stylist success priorities.

Training Needs Identification and Curriculum Strategy

• Needs Identification: Establish and run a repeatable method for identifying training needs across the Stylist community, drawing on performance data, field observation, Regional and Stylist input, Stylist Support themes, and Client feedback.
• Segmentation of Need: Distinguish needs by Stylist tenure, sales volume, and business model, recognizing that new, developing, and top-producing Stylists require different content and different depth.
• Curriculum Design: Translate identified needs into a structured, sequenced curriculum with defined learning paths, stated learning outcomes, verifiable skills checks, and an explicit link to the business result each module is intended to move.
• Blended Delivery: Determine the best delivery model for each type of training targeting engagement of each level of Stylist trainee cohorts.
• Roadmap and Prioritization: Recommend an annual training roadmap and priorities to the Regional Directors, with rationale, sequencing, and required resources; adjust as Company priorities change; and get CCO approval
• Gap Closure: Confirm whether identified needs are in fact closed by the training delivered and revise the curriculum where they are not.

Training Content Development, Refresh and Continuous Improvement

• Business-building Content: Create content that helps Stylists grow their business – prospecting and Client acquisition, retention and reactivation, appointment quality, wardrobe planning, and referral generation.
• Stylist Skill Content: Develop content on selling skills, fit and measurement, styling and wardrobing, consultative questioning, relationship building, and Client communication.
• Content Refresh: Own a standing review cycle for all existing training material, retiring, correcting, and updating content so that nothing in circulation is out of date, off-brand, or inconsistent with current systems and product.
• Formats and Accessibility: Produce content in formats that fit how Stylists actually work – short-form digital, job aids, playbooks, scripts, video, and live sessions – and ensure it is easy to find, reuse, and share.
• Brand and Voice Consistency: Ensure all training content is consistent with J.Hilburn’s Brand standards, terminology, and CVP.

Product Training and New Collection Launches

• Launch Ownership: Own Stylist-facing training for all product-related training, including new collections and evergreen refreshers, ensuring Stylists are ready to sell from the first day of the selling window and onwards.
• Launch Content Standard: Deliver a consistent package for each launch – what to know (fabric, construction, fit, price, care), what to remember (key talking points and differentiators), how to sell it (selling approach, pairings, and add-ons), and how to handle the objections the collection will attract.
• Product Partnership: Partner with Product and Merchandising to secure accurate launch information early enough to build and cascade training, as agreed, before the selling window opens.
• Ongoing Product Knowledge: Maintain a current, accessible product knowledge library covering the ongoing line, not only new launches.
• Selling Application: Frame product training in terms of Client need and selling application rather than product specification alone.

New Stylist Onboarding

• Onboarding Redesign: Rebuild new Stylist onboarding end to end, defining what a new Stylist must know and be able to do at 30, 60, and 90 days as approved by Regionals, VP of Sales, and CCO.
• Time to Productivity: Design onboarding to shorten time to first sale and time to consistent engagement, with clear milestones and checkpoints along the way.
• Roles in Onboarding: Define who does what in onboarding – Home Office, Regional, sponsor or mentor, and self-paced learning – and equip each party with the material they need to play their part.
• Onboarding Measurement: Monitor completion, early production, and retention of new Stylists, and use the results to revise the program.

Train-the-Trainer and Field Facilitation Capability

• Facilitation Standards: Define what good facilitation looks like and provide facilitator guides, scripts, and run-of-show material that set a consistent standard for delivery in the field.
• Trainer Development: Train, certify, and coach regional leaders and other designated field trainers to facilitate the curriculum, so that training scales beyond Home Office.
• Consistency of Message: Ensure the same content is delivered consistently across regions, with local adaptation permitted only where it does not alter the core message.

Home Office Training Facility and Delivery

• Facility Utilization: Own the training use of the Home Office training facility, building a calendar and program mix that puts it to use throughout the year.
• On-site Program Design: Design on-site experiences that leverage having an on-site facility – e.g., product in hand, fit and fabric work, live practice, weekly looks, and role-plays.
• Delivery Logistics: Plan and run on-site sessions, coordinating attendees, agendas, materials, and cross-functional presenters.

Training Output, Measurement, and Operations

• Execution of Deliverables and KPIs: Execute against approved training deliverables and KPIs, ensuring content, programs, and launch training are delivered on time and to standard.
• Participation and Adoption: Track participation, completion, and adoption of training across the Stylist community and by region, and address gaps with regional leaders.
• Business Impact: Connect training activity to business measures – new Stylist productivity, Stylist retention, sell-through of new collections, order value, and Client retention – and report findings and recommendations to the Immediate Manager.
• Training Operations: Manage the training calendar, materials, systems, vendors, and budget within approved parameters.
• Continuous Improvement: Collect feedback from Stylists and facilitators after every program, and revise content and delivery accordingly.

Training Team Leadership

• Team Build-out: Recommend the training team structure required to deliver the approved curriculum, and build the team over time as approved by the Immediate Manager. The role has no direct reports at the point of hire.
• Direct Report Performance Management: As direct reports are added, set clear expectations, support goal setting, provide ongoing coaching and feedback, conduct performance check-ins, and complete formal performance evaluations.
• Resource and Vendor Management: In the interim, direct the work of cross-functional contributors, contractors, and vendors contributing to training output.
• Team Collaboration: Foster a collaborative environment and effective communication with regional leaders, Stylist Support, and Home Office partners.

Alignment with J.Hilburn Core Values and Culture

• Personal Alignment: Understand and commit to J.Hilburn’s core values and culture.
• “Walk the Talk: Model behaviors consistent with Company values and expectations.
• Reinforcement and Support: Reinforce Company values through daily actions and team interactions. Support initiatives that strengthen culture and engagement.

Personal Effectiveness

• Assessment: Take accountability for assessing personal effectiveness and identifying opportunities for improvement.
• Feedback: Ask for feedback regarding personal effectiveness from relevant parties.
• Development Plan: Proactively discuss ways to improve personal effectiveness with your Immediate Manager. Seek opportunities for learning and growth. Participate fully in development opportunities provided by the Company and consciously apply what you learn from development programs.

Basic Requirements

• Education - Bachelor’s degree in business, education, learning and development, communications, or a similar field
• Work Experience - Minimum 5-7 years in training, learning and development and sales enablement, including at least 2-4 years designing and owning for a distributed field or direct-selling sales force; apparel, luxury, or high-end retail experience preferred
• Language - English