Priya Nair — Learning & Development Manager

I build learning systems that change how work gets done.

Priya Nair · India

Learning and development leader with 10 years of experience building onboarding, leadership, and compliance programs for technology and banking organisations. Known for turning vague training requests into measured programs with clear business outcomes.

M.A. EducationCPTD certified3,200 employees supported

Learning that starts with the business problem

I lead a team of four at Vertex Systems, serving 3,200 engineers, sales staff, and support agents across India and Singapore. My job is to make sure our people have what they need to do their jobs well, from an engineer's first release to a manager's first cohort.

Before Vertex Systems, I spent four years at Meridian Bank designing regulatory and sales learning for 2,400 branch staff. Both worlds taught me the same lesson: training is only worth building if you can name the behavior it should change and the number that will move when it does.

I'm at my best turning a vague request ("our managers need help") into a measurable program with an owner, a timeline, and a scorecard the executive team actually reads.

Current roleL&D Manager, Vertex Systems

Team4 direct reports

SpecialtiesOnboarding · Leadership · Compliance

PlatformsWorkday Learning · Articulate 360 · Power BI

MeasurementKirkpatrick evaluation · Stakeholder management

Open toSenior L&D Leadership roles

Programs

Three programs, three measurable results

Each one started with a business problem, not a course request. The details are simplified; the outcomes are the ones I reported to leadership.

Program 01 · Onboarding

Engineering onboarding redesign

Vertex Systems · 2021–2022 · 3,200 employees

The problem: Time to first production release for new engineers was 14 weeks, impacting delivery speed and developer confidence. Onboarding lacked a structured technical path.
What I did: Rebuilt engineering onboarding as a 10-week structured program with clear technical milestones, weekly skills checkpoints, and a dedicated mentorship framework.
How it rolled out: Launched as a pilot for the platform team, refined the technical checkpoints based on feedback, then scaled to all engineering departments across India and Singapore.

Program 02 · Leadership

Emerging Leaders

Vertex Systems · 2021–present · 120 managers in 5 cohorts

The problem: First-time managers lacked a structured path for leadership development, impacting promotion readiness and team performance across the organization.
What I did: Designed a cohort-based program focusing on core management skills, feedback, and team leadership, including on-the-job assignments reviewed by senior mentors.
How it rolled out: Launched with an initial cohort of 24, measured promotion rates and participant feedback, then expanded to five cohorts annually as a core leadership pipeline.

Program 03 · Learning technology

Workday Learning Migration

Vertex Systems · 2023 · 3,200 users, 900 courses

The problem: The in-house LMS was difficult to maintain and lacked robust reporting, leading to risks in mandatory training compliance and data visibility.
What I did: Led the migration of 900 courses to Workday Learning in eight weeks, defining new content standards and building automated compliance reporting.
How it rolled out: Migrated all technical and sales training over eight weeks with a two-week overlap to ensure zero lapse in mandatory compliance training.

How I work

The same four moves, whether the request is a single workshop or a system-wide program.

Diagnose

Talk to the people doing the work and the people measuring it. Name the behavior and the number before anything gets built.

Design

Pick the lightest format that will work: a job aid, a cohort, a simulation. Prototype with a small group before committing a budget.

Deliver

Equip managers to reinforce it. Learning that is not supported on the floor does not survive the first busy week.

Measure

Report at the level leaders care about: application and business results, not just satisfaction scores.

Ten years in learning

2021 — Present

Learning & Development Manager

Vertex Systems · India

Lead a team of four designers and facilitators serving 3,200 engineers, sales staff, and support agents across India and Singapore.
Rebuilt engineering onboarding as a 10-week structured program; time to first production release fell from 14 weeks to 8 weeks.
Designed the Emerging Leaders program for 120 first-time managers across five cohorts; participant rating 4.6 out of 5; 31 percent of graduates promoted within 18 months.
Migrated 900 courses from an in-house LMS to Workday Learning in eight weeks with no lapse in mandatory training; 97 percent active users in 60 days.
Manage a 1.4 crore rupee annual learning budget and report quarterly to the leadership team.

2017 — 2021

Senior Instructional Designer

Meridian Bank · India

Designed regulatory and sales learning for 2,400 branch staff; cut annual compliance training time by 30 percent with scenario-based assessments.
Introduced Articulate Storyline and a shared template library adopted by the whole design team.

2015 — 2017

Training Specialist

Horizon Retail · India

Delivered onboarding and systems training for 600 store employees; built the company's first structured new-hire path.

Toolkit

Design & delivery

Instructional design (ADDIE, SAM)Curriculum architectureFacilitationTrain-the-trainerBlended learning

Technology & data

Workday LearningArticulate 360Power BIKirkpatrick evaluation

Leadership

Stakeholder managementBudget ownershipChange management

M.A. Education

University of Mumbai

CPTD — Certified Professional in Talent Development

ATD

B.Com

Loyola College Chennai

Let's talk about your team

Open to Senior L&D Leadership roles and consulting on onboarding and leadership programs. Send a note and I'll reply within two business days.

📍India · open to hybrid or remote

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