New Hire and Acquisition Onboarding (20%)

• Own the new hire onboarding experience across all functions and levels, from Day 1 through the first 90 days. Every new employee regardless of role should leave onboarding operationally ready, culturally grounded, and clear on expectations.

• Design and maintain role-specific onboarding tracks for Budtenders, Shift Leads, General Managers, Regional Managers, cultivation staff, and corporate team members. One size does not fit all.

• Lead the Training and Development workstream for all acquisition integrations. This role owns the onboarding playbook: how quickly employees are trained to VHRM standards, how SOPs are introduced, and how cultural integration is supported through structured learning.

• Build and maintain an acquisition onboarding playbook that can be deployed within defined timelines regardless of the size or complexity of the acquisition. Speed and consistency are both required.

• Partner with Retail, Cultivation, and Compliance to ensure onboarding content is current, accurate, compliant, and reflects the VHRM operating model and Brand Promise: Reliable, Fast, Fun, Friendly, and G.O.L.D.

• Measure onboarding effectiveness through 30, 60, and 90-day check-ins, manager feedback, and performance data. If onboarding is not producing ready employees, it needs to be rebuilt.

Leadership Development and EQ Training (20%)

• Own the design, development, and launch of the Leadership Development Immersion Program, targeting November 2026. This is a signature initiative for VHRM and a direct reflection of the organization's commitment to growing leaders from within.

• Build a leadership development curriculum that spans all levels of the organization, from Shift Lead to Regional Manager to Director, with clear competency frameworks and developmental milestones at each level.

• Own EQ training as a formal competency area across the organization. Emotional intelligence is not a soft skill at VHRM. It is a leadership requirement. This leader designs and facilitates EQ-based content that teaches self-awareness, empathy, feedback fluency, composure under pressure, and influence without authority.

• Ensure leadership development programming is connected to the 9-Box talent calibration framework. High potential and high performer talent identified in calibration should have a clear, structured development path. This leader builds those paths.

• Design manager effectiveness programs that strengthen how people leaders coach, give feedback, hold accountability, and develop their teams. A great GM is not born. They are developed.

• Partner with Employee Relations on the annual performance management cycle to ensure development planning conversations are supported by training offerings and that employees have access to the right programs at the right time.

• Build peer learning communities, coaching circles, and experiential learning opportunities that go beyond classroom-style training and develop leaders through real application.

Performance Management and Succession Planning Support (15%)

• Serve as the Training and Development partner for the annual performance management cycle, ensuring managers are equipped to conduct meaningful performance conversations, deliver feedback effectively, and use the 4-point performance scale consistently.

• Own the development programming that supports the 9-Box talent assessment process. Each of the nine placements has a recommended action.

• Partner with senior leadership on succession planning, identifying development gaps for named successors and building targeted programs to close those gaps before they become vacancies.

• Ensure managers at all levels are trained on how to use the performance management tools, including the 9-Box workbook, the GROW coaching model, and the promotion readiness framework, with consistency and confidence.

• Build a feedback culture across the organization by training leaders at every level on how to give and receive feedback in a way that builds trust rather than erodes it.

Operational Enablement and Compliance Training (15%)

• Design and deploy training solutions that directly support operational execution, SOP adherence, and regulatory compliance across retail, cultivation, and corporate functions.

• Partner with Compliance to ensure all MED, Cannabis Control Division, and company policy training requirements are met across all locations and all employee populations. Compliance training is not optional and this leader treats it accordingly.

• Partner with EVP, Retail team to ensure product knowledge, selling skills, and commercial training content reaches frontline staff and is refreshed as the assortment evolves.

• Identify gaps in operational consistency across locations and implement targeted, practical training solutions that change behavior on the floor. A training program that does not change what happens in the store is not a training program.

• Drive training consistency across all markets, ensuring the VHRM operating model and Brand Promise, Reliable, Fast, Fun, Friendly, and G.O.L.D., are delivered the same way in Albuquerque as in Denver.

Program Development and Infrastructure (10%)

• Lead LMS evaluation, selection, and implementation to enable long-term scalability and real-time visibility into training completion, effectiveness, and gaps across the enterprise.

• Build the content library, tools, and governance frameworks that allow the training function to scale as the organization grows through acquisition and organic expansion.

• Ensure all training programs are structured, repeatable, and scalable. If a program cannot be replicated without the Director in the room, it is not built right.

• Oversee the development of role-specific training pathways for every employee level from Budtender through senior leadership, ensuring each level has a clear, structured development track with defined milestones.

Measurement, Accountability, and Continuous Improvement (5%)

• Define KPIs tied to training effectiveness across all functions, including completion rates, assessment scores, performance improvement, retention impact, onboarding time-to-readiness, and Brand Promise audit scores.

• Build visibility into training outcomes and business impact. Senior leadership should be able to see at any point what is being trained, how it is performing, and what needs to change.

• Continuously refine programs based on field feedback, performance data, manager input, and evolving business needs. A training program is never finished. It is always being improved.

Key Competencies

Commercial and Analytical Competencies

Leadership and EQ Competencies

Enterprise builder who balances strategy with hands-on execution across retail, cultivation, and corporate

Self-awareness and ability to lead through ambiguity without losing clarity or momentum

Business-aligned prioritization based on operational impact, compliance risk, and ROI

Coaching and developing a lean team to build and deliver at scale

Cross-functional influence across People & Culture, Retail, Cultivation, and Compliance

Influencing senior leaders through trust, data, and demonstrated results

Execution discipline from concept through delivery across multiple simultaneous workstreams

Designing and facilitating EQ-based content that actually changes leadership behavior

Performance management and succession planning integration

Composure and focus when competing business needs create pressure on training bandwidth

Acquisition and integration onboarding at speed and at scale

Empathy for the frontline and the ability to design training for people with varied experience levels

LMS implementation and learning infrastructure development

Feedback fluency in both directions — giving it clearly, receiving it without defensiveness

Emotional Intelligence Requirements

The Director of Training and Development builds a function that touches every level and every function of the organization. The following EQ dimensions are essential to doing that work with integrity and impact:

• Curiosity About How People Learn: Genuinely interested in what makes training stick and what gets in the way. Approaches performance gaps with curiosity before judgment and designs with the end user in mind, always.

• EQ as a Teachable Skill: Does not just model emotional intelligence. Designs and facilitates content that builds it in others. Understands the frameworks, the neuroscience, and the practical application of EQ in leadership.

• Influence Without Authority: Builds alignment and drives adoption across retail, cultivation, and corporate through trust, relationship, and demonstrated results. Does not need a mandate to get training taken seriously.

• Clarity Under Pressure: In a fast-moving acquisition environment where everything feels urgent, this leader prioritizes calmly, communicates clearly, and protects the team and the function from noise.

• Accountability Without Defensiveness: When a training program does not land, owns it, learns from it, and rebuilds. Models the feedback culture this role is responsible for building across the organization.

• Empathy Across the Org: Understands that a Budtender working a Friday night shift has a different relationship with training than a cultivation technician or a corporate director. Designs for all three without defaulting to one.

• Coaching Orientation: Develops their own team through coaching, not directing. Builds capability in others rather than becoming the bottleneck for every training and development decision.

• Brand Promise as a Personal Standard: Reliable, Fast, Fun, Friendly, and G.O.L.D. are not just things this leader teaches. They are things this leader demonstrates in every interaction with the business and the teams they serve.

Education and Experience

• Bachelor's degree in Human Resources, Organizational Development, Business Administration, Education, or a related field required. Advanced degree a plus.

• Minimum of 6 years of progressive experience in Training, Learning and Development, or Organizational Effectiveness, with demonstrated growth in scope and responsibility.

• Proven experience building or restructuring a training function from the ground up across multiple business units or employee populations, not just managing an existing program.

• Demonstrated experience with performance management integration, succession planning support, and leadership development programming.

• Experience supporting multi-site, multi-function organizations including retail, operations, or field-based environments where training must reach dispersed teams at scale.

• Demonstrated ability to design and facilitate EQ-based leadership development content, not just apply EQ personally.

• Experience with LMS platforms, adult learning principles, and modern instructional design approaches.

• Experience in regulated industries strongly preferred. Cannabis industry experience a plus but not required. Genuine interest in the plant and the industry is expected.

• Proven ability to operate in ambiguity, build structure, and drive execution without waiting for perfect conditions.

• Strong business acumen with the ability to prioritize competing needs and say no to low-impact requests with confidence and clarity.

• Must be at least 21 years of age in accordance with state cannabis regulations.

• Ability to obtain and maintain an active Marijuana Enforcement Division (MED) badge in Colorado and comply with all industry-specific licensing requirements.

Working Conditions

• This position follows a hybrid schedule with approximately three days on-site per week and up to two remote days based on business needs.

• Regular travel across Colorado and New Mexico markets is expected for store visits, cultivation facility engagement, leadership sessions, and training delivery. This role cannot be built from a desk.

• Scheduling flexibility required, including occasional evenings and weekends based on operational and training needs.

• Must have reliable transportation.

• Ability to sit, stand, and walk for extended periods throughout the workday.

Why Choose Vireo?

Life’s too short to work somewhere that doesn’t ignite your passion. The cannabis industry is fast-paced, innovative, and full of opportunity—where science meets creativity, and wellness meets culture.

At Vireo Health, we’re pioneering the future of cannabis with a team that’s as dynamic as the industry itself. Here, you’ll find a workplace that’s collaborative, inclusive, and driven by HEART and purpose, where your work has a real impact on people’s lives.

Whether you’re cultivating the highest-quality plants, crafting cutting-edge products, or shaping unforgettable customer experiences, you’ll be part of something bigger. If you’re looking for a career that’s exciting, meaningful, and full of growth, let’s build the future of cannabis together.

✅ A Growing Industry: Work at the leading tech company in the cannabis industry and help shape the future
✅ Passionate Culture: Join a team that cares about the plant, the people, and the purpose behind what we do
✅ Employee Perks: Enjoy competitive pay and benefits, paid time off, and employee discounts
✅ Making an Impact: We’re committed to education, sustainability, and giving back to the communities we serve.

EEO Statement
Vireo Health, Inc. is an equal opportunity employer, and all qualified applicants will receive consideration for employment without regard to race, color, religion, age, sex, national origin, disability status, genetics, protected veteran status, sexual orientation, gender identity or expression, or any other characteristic protected by federal, state or local laws. www.vireohealth.com

To be considered for this position your application must be submitted by August 8, 2026. If after said date the position is not filled, applications will be accepted until the position is filled.