As a Leadership Development Business Partner, you will build Vista's leadership capability by developing a genuinely strong understanding of the business and its leadership population, using that understanding to diagnose where performance challenges stem from a leadership or management capability gap, and partnering with HRBPs and senior stakeholders to design, deliver or scale the right response. 

Vista is the world’s leading global business aviation company, providing worldwide business flight services through its network of subsidiaries and a team of over 4,000 experts. A global group headquartered in Dubai, Vista integrates a unique portfolio of companies to offer asset-free services that cover all key aspects of business aviation, including guaranteed and on-demand global flight coverage, subscription and membership solutions, and trading and management services.  

A career at Vista means stepping into an environment where you’re trusted with real autonomy and responsibility from day one. Whether you're keeping our aircraft airworthy, flying our clients across the globe, or working in one of our corporate teams, you’ll move fast, deliver impact quickly, and grow through hands‑on learning and close collaboration within a supportive global community.  

This role brings a clear point of view on what good leadership and management looks like at Vista, across every layer, developing a global leadership framework for the Chief People Officer to take to ExCo for sign-off, then owns rolling out the agreed framework, tracking capability against it, and using that insight to shape leadership development, succession support and, when investment allows, flagship programme delivery. 

Business & Population Insight 

• Build and maintain a genuinely strong understanding of the business, its commercial priorities, operational pressures, and the specific leadership population within each function. 

• Build a proactive leadership network across the business, so emerging capability gaps and development needs are spotted early and directly, rather than surfacing late through an ad hoc request. 

• Diagnose whether a performance issue is genuinely a leadership or management capability gap, as distinct from a resourcing, process, systems or individual performance issue. 

Partnering & Solution Delivery 

• Partner with HRBPs as the specialist route once an issue has been identified as a leadership or management capability gap, bringing population-specific insight so interventions are genuinely fit for context. 

• Design, deliver and scale practical solutions to capability gaps identified, recognising that most of these will be job aids, frameworks, coaching or targeted interventions rather than formal training programmes. 

• Deliver tangible, shipped outputs rather than diagnosis or recommendations alone, so stakeholders can point to real tools, frameworks or coaching relationships genuinely in use in the business. 

• Build AI capability within Vista's leadership population, equipping managers to use AI tools effectively in their own work and to lead their teams through AI-driven change, rather than treating this as a one-off training topic separate from core leadership development. 

• Own delivery of flagship leadership development programmes once business conditions and investment allow, building on the diagnostic work, framework and skills pipeline developed in the interim. This role owns the vendor relationship, defines standards and expectations, and works closely with the vendor on materials design, rather than designing flagship content from scratch, which sits with the commissioned vendor. 

Framework, Insight & Succession 

• Develop a clear point of view and a global leadership framework for what good leadership and management looks like at Vista across every layer, for the Chief People Officer to take to ExCo for endorsement. 

• Design and implement Vista's management and leadership assessment approach, replacing the current reliance on self-rated annual review scores against vague competencies with a credible, evidence-based method for assessing capability against the agreed framework, feeding directly into succession planning and other talent processes. 

• Ensure the leadership framework and resulting interventions reflect the full breadth of modern leadership capability, including change and transformation leadership, commercial and financial acumen, and AI capability, not only traditional interpersonal skills such as feedback and coaching. 

• Use existing skills mapping for the leadership population to assess capability against the framework, and build the development pipeline needed to close the gaps that matter most. 

• Socialise the leadership framework and resulting insight with HR leadership and senior stakeholders, so it actively informs talent, succession and development investment decisions. 

• Coordinate and govern development for high-potential successors identified through critical role succession planning, recognising that ownership for developing the individual sits with their manager or ExCo sponsor, not this role. This includes identifying the right mix of levers, job rotation, shadowing, stretch projects, coaching, mentoring or assessment, sourcing and managing external vendors where needed, and tracking progress so development is genuinely happening rather than agreed and forgotten. 

• Extend the same coordination, governance and tracking approach to managers and leaders progressing into the next layer of leadership more broadly, beyond critical roles specifically. 

Data & Digital Delivery 

• Build hands-on digital learning content, including job aids and elearning, using tools such as Synthesia and Articulate Storyline or Rise, and build directly within Vista's LMS, Thrive LXP (branded internally as Accelerate). 

• Review and interpret people and performance data to identify capability gaps and talent signals, connecting data points across sources to spot themes. 

• Build data-driven dashboards and reports that present capability insight back to leaders clearly and in a way they can act on. 

Essential 

• Personal experience building, managing and leading teams, ideally including multi-layer team structures. 

• Experience owning or managing a budget or commercial outcome, sufficient to hold a credible conversation with leaders managing significant commercial responsibility. This role does not itself own a budget. 

• Demonstrated experience coaching senior leaders one to one. 

• Hands-on experience building digital learning content such as job aids or elearning, using tools such as Synthesia, Articulate Storyline or Rise. 

• Comfortable interpreting people and performance data and building reporting or dashboards. 

• Comfortable operating across multiple cultures, geographies and time zones, reflecting Vista's global, 24/7 operating model. 

Preferred 

• Experience in aviation or another highly regulated, commercially intensive operating environment. 

• Experience building leadership or capability frameworks from scratch.