The Assembly

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L&D Rewired: How to Break Rules, Solve Real Problems, and Survive AI with Lavinia Mehedintu (Offbeat) Nov 02, 2026

Show notes

Lavinia Mehedintu didn't set out to work in Learning & Development. Moving from commercial marketing into HR and later L&D, she quickly realised that the industry was trapped in a cycle of order-taking, rushing to produce courses without uncovering the true root of performance issues. Her drive to find answers led to a series of LinkedIn posts that grew into Offbeat, a global L&D community, newsletter, and unconference series.

Adam Lacey sits down with Lavinia Mehedintu, co-founder of Offbeat and author of L&D Rewired: How Learning and Development Professionals Are Breaking Their Own Rules to Stay Relevant, to explore how practitioners can stop acting like course factories and start driving true organisational change.

Drawing on six years of candid conversations with L&D leaders at brands like SumUp, Adidas, Talabat, and KPMG, Lavinia breaks down the core thesis of her book. She details the five essential shifts L&D must make, from systemic thinking to behavioural science, and addresses the quiet identity crisis brewing across the profession as AI automates routine content creation.
Together, they discuss the art of using delivery as a cover for root-cause discovery, how to push back against stakeholder requests with curiosity and courage, and why the ultimate future-proofing strategy for L&D lies in borrowing skills from adjacent fields like marketing and product design.

What you'll learn in this episode
Why jumping straight to content creation without diagnosing the core issue triggers a failure cascade across L&D teams
The 5 shifts to future-proof L&D: Systemic Thinking, Experience Design, Behavioural Science, Facilitation, and AI Adoption
How to bridge the "intention-to-action gap" using courage to challenge historical stakeholder habits
Why resolving L&D's AI identity crisis requires shifting focus from solution-building to problem-solving
Strategic AI usage: moving past search-style queries toward multi-source data analysis and pattern detection
Essential advice for career growth: embedding in active communities, taking business secondments, and studying adjacent disciplines

🔗 Connect with Lavinia via LinkedIn - https://www.linkedin.com/in/laviniamehedintu/
🌐 Explore Offbeat - https://offbeat.works/
📚 Pre-order or join the waitlist for L&D Rewired: How learning & development professionals are breaking their own rules to stay relevant (releasing October 27th) - https://offbeat.works/book-waitlist
Amazon - https://www.amazon.com/Rewired-learning-development-professionals-breaking/dp/B0HP66HN6F/ref=tmm_hrd_swatch_0?_encoding=UTF8&dib_tag=se&dib=eyJ2IjoiMSJ9.YA7cu2T-ri_OlmdK4r2xiS3sNyC6RGvCmz-r3EqhwMPGjHj071QN20LucGBJIEps.mH83OuVo9dd_pJiPJKxEA-jKdDQGXhvItF4UTWiKkJE&qid=1793155199&sr=8-1

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Adam Lacey - https://www.linkedin.com/in/adamlacey/
Brigid McCormack - https://www.linkedin.com/in/brigidmccormack/

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Learning that feels more like great content than training. Explore podcast-style lessons, video shorts, and series designed for real work, plus the AI Confidence Method, a workforce AI change programme that measures what your people really think about AI and then changes it. https://eu1.hubs.ly/H0xWSkk0

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How to Build Confidence, Community, and Culture in L&D with Paul Headland (PPLPRS) Oct 26, 2026

Show notes

When Paul Headland moved from client services into Learning & Development at PPLPRS (the joint venture collecting music licensing fees for creators), he recognised that effective training required far more than static e-learning modules or script reading. Navigating sensitive, legally required customer conversations meant empowering new joiners to lead with authenticity, personal confidence, and human connection.

Brigid McCormack talks with Paul Headland, L&D Specialist at PPLPRS, about how to design immersive onboarding programs that build trust, eliminate hierarchy, and prepare employees for challenging customer interactions.

Paul shares his journey from banking and front-line customer service into L&D, detailing how PPLPRS infuses music, lightheartedness, and communal learning into every step of induction. From crafting custom festival lineups as day-one icebreakers to taking a "names, not job titles" approach that connects new joiners directly with executive leadership, he breaks down how to create a safe space for people to practice, make mistakes, and build confidence.

They also discuss how to handle difficult customer calls using psychological coping methods, why businesses should focus on internal talent mobility and long-term career planning from week one, and practical facilitation strategies for modern L&D teams.

What you'll learn in this episode

How to use creative, domain-specific icebreakers (like planning a music festival) to unlock core values and engagement on day one
Why adopting a "names, not job titles" culture removes hierarchy, builds psychological safety, and improves leadership engagement during onboarding
How to prepare front-line teams for difficult, legal-adjacent conversations without relying on rigid scripts that destroy human rapport
Practical psychological techniques to help delegates stay calm, disassociate during high-friction interactions, and lead with empathy
How internal mobility and clear progression pathways turn front-line knowledge into long-term leadership talent
Key facilitation takeaways for L&D professionals: leveraging delegates' existing skills, keeping training engaging, and adapting styles for diverse learners

🔗Connect with Paul via LinkedIn - https://www.linkedin.com/in/paul-headland-a146431a4/

📮The Assembly Debrief

A short, practical email unpacking the best ideas from each episode, designed for modern learning leaders who want insight without the noise. https://eu1.hubs.ly/H0xWSjW0

👋Come and connect with us

We're always keen to hear what's resonating or what you're seeing in your world.

Adam Lacey - https://www.linkedin.com/in/adamlacey/

Brigid McCormack - https://www.linkedin.com/in/brigidmccormack/

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How to Create Measurable L&D Impact at Scale with Gavin McQuillan Oct 19, 2026

Show notes

How to Create Measurable L&D Impact at Scale with Gavin McQuillan

When Gavin McQuillan took charge of Learning & Development across a major British banking group, he faced the massive challenge of supporting over 60,000 colleagues in a highly complex financial environment. Moving away from a fragmented, federated model, he led a major structural transformation to create a unified, commercially aligned L&D team focused on driving tangible business outcomes.

Adam Lacey sits down with Gavin McQuillan, Head of Learning & Development at a major British bank, to explore how learning functions can eliminate "content chaos" and deliver measurable commercial value.

Gavin shares his unexpected transition from a 30-year career in banking operations into L&D, breaking down his strategy built on three foundational pillars: impact, quality, and less. He highlights how curating learning materials, leveraging AI for search and discovery, and focusing on high-value human interactions allowed his team to reduce friction across the workforce.

They also discuss the design and rollout of an award-winning digital performance management programme that saved business leaders over 250,000 hours, along with essential career advice for L&D professionals looking to build commercial acumen and navigate continuous organisational change.

What you'll learn in this episode

How to transform a federated L&D model into a cohesive, commercially aligned team serving 60,000 learners
Why grounding L&D strategy in three core words, Impact, Quality, and Less, slashes content fatigue and improves engagement
How to curate learning libraries using AI search and discovery tools to eliminate content chaos
Case study: Designing a digital performance management programme that returned 250,000+ hours to business leaders
Why understanding business value drives workforce adoption for new AI and change initiatives
Critical advice for L&D professionals: building commerciality, developing comfort with change, and prioritising leadership capability

Connect with Gavin via LinkedIn - https://www.linkedin.com/in/gavin-mcquillan-fcbi-73703610/

The Assembly Debrief, A short, practical email unpacking the best ideas from each episode, designed for modern learning leaders who want insight without the noise. https://eu1.hubs.ly/H0xWSjW0

Come and connect with us

We're always keen to hear what's resonating or what you're seeing in your world.

Adam Lacey - https://www.linkedin.com/in/adamlacey/

Brigid McCormack - https://www.linkedin.com/in/brigidmccormack/

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This podcast is hosted by Transistor. For more information on how your data is handled, please visit: https://www.transistor.fm/privacy/

Hiring for Values without AI: How Barnardo's Recruited its L&D Team from 500+ Applicants with Jodie Pritchard Oct 12, 2026

Show notes

When Jodie Pritchard joined Barnardo's, she took on the challenge of leading learning for a massive workforce of over 25,000 colleagues and volunteers across the UK. Moving from hospitality management into the third sector, she brought a deep focus on human-centred training, responsible resource management, and aligning everyday learning with overarching organisational values.

Brigid McCormack sits down with Jodie Pritchard, Director of Learning & Development at Barnardo's, to discuss how third-sector L&D teams achieve high-impact outcomes under tight budget constraints.

Jodie shares her personal career path from managing restaurant training sites to leading large-scale learning transformations in major non-profits. Facing a recent surge in applications, including over 500 candidates for just three team roles, she breaks down how Barnardo's designed a candidate-first recruitment process centred entirely on values, inclusion, and human connection without relying on AI shortlisting.

They also explore the rising demand for purpose-aligned work across a multi-generational workforce, how L&D teams can exercise "responsible stewardship" of public funds, and why leaders must actively role-model organisational values long after new hires complete their onboarding.

What you'll learn in this episode

How the core initiatives of L&D remain consistent across sectors, but why the delivery and creativity differ within non-profits
Why post-pandemic job seekers and multi-generational teams are seeking greater purpose and values-alignment in their careers
How to design an intentional, candidate-first recruitment process focused on inclusive practice, behaviours, and social mobility
Why Barnardo's chose to manually review 500+ applications to maintain human warmth and transparency during hiring
Practical steps for interview accessibility, such as sharing question themes in advance and pasting questions into virtual meeting chats
How L&D leaders can empower non-hierarchical teams while acting as responsible stewards of public and donated funds

🔗Connect with Jodie via LinkedIn - https://www.linkedin.com/in/jodiepritchard1/

📮The Assembly Debrief

A short, practical email unpacking the best ideas from each episode, designed for modern learning leaders who want insight without the noise. https://eu1.hubs.ly/H0xWSjW0

👋Come and connect with us
We're always keen to hear what's resonating or what you're seeing in your world.

Adam Lacey - https://www.linkedin.com/in/adamlacey/

Brigid McCormack - https://www.linkedin.com/in/brigidmccormack/

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This podcast is hosted by Transistor. For more information on how your data is handled, please visit: https://www.transistor.fm/privacy/

How to Lead L&D Through Acquisition and Uncertainty with Gemma Glover (Cezanne HR & LearnAmp) Oct 05, 2026

Show notes

When Gemma Glover joined LearnAmp, it was a 37-person employee experience platform. Following its acquisition by Cezanne HR, she transitioned into Head of L&D within a combined business of over 215 people across multiple global offices. Almost overnight, the tight-knit atmosphere of a small startup dissolved into a complex company filled with new management layers and separate team cultures.

Brigid McCormack talks with Gemma Glover, Head of L&D at Cezanne HR, about what happens to culture and credibility when an L&D leader guides their business through a major acquisition while navigating the uncertainty themselves.

Gemma’s early career in operations and HR started when she tackled company culture issues in cybersecurity, shaping her practical approach to training. When her company was acquired, she asked her L&D network for advice, landed quick wins like updating the LMS platform, and built trust with new leadership by being authentic instead of overly polished.

They also discuss how culture splits into micro-cultures as companies scale, why L&D leaders must be present with their teams on the change curve rather than forcing them through it, and the importance of over-communicating key messages. Gemma also highlights why L&D professionals must prioritise their own development and know their personal toolkit during times of high stress.

What you'll learn in this episode

How to assess whether leadership views L&D as a cost centre, a compliance exercise, or a performance driver
Practical first steps during an acquisition, from leveraging peer networks to tackling high-impact platform migrations
How company culture changes when scaling from 37 to 215 people, and how to adapt when you can no longer know everyone individually
How casual leadership coffee chats and showing personality in company syncs build cross-functional credibility
Why employees move through the change curve at different speeds and require compassionate, repeated communication
Why L&D professionals need to protect their own development and personal toolkit during organisational change

🔗 Connect with Gemma via LinkedIn - https://www.linkedin.com/in/gemmaglover/

📮 The Assembly Debrief

A short, practical email unpacking the best ideas from each episode, designed for modern learning leaders who want insight without the noise. https://eu1.hubs.ly/H0xWSjW0

👋 Come and connect with us

We're always keen to hear what's resonating or what you're seeing in your world.

Adam Lacey - https://www.linkedin.com/in/adamlacey/

Brigid McCormack - https://www.linkedin.com/in/brigidmccormack/

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This podcast is hosted by Transistor. For more information on how your data is handled, please visit: https://www.transistor.fm/privacy/

How Merlin Entertainments Scales Learning with Rob Peacock Sep 29, 2026

Show notes

At Merlin Entertainments, local L&D teams handled everything from seasonal onboarding and safety training to leadership development. Urgent work came first, so longer-term priorities were often pushed aside. Merlin responded by creating global specialist teams to give those priorities more focus. But how could those teams stay connected to what each attraction needed?

For L&D leaders supporting multiple sites, countries or business units, this episode offers a practical look at how to divide work between global specialists and local teams.

Adam Lacey talks with Rob Peacock, Director of Leadership and Development at Merlin Entertainments. Rob’s global team supports more than 30,000 colleagues across 130 attractions, including LEGOLAND parks, SEA LIFE, Alton Towers and the London Eye.

Rob explains how Merlin reorganised L&D around learning academies. Instead of organising the work by geography, each academy builds expertise in one priority area. Regional learning partners connect the academies with attractions and leaders across the business, bringing in local and commercial needs.

The new model was introduced in stages, so essential training could continue. Onboarding and safety remained local. That matters in a seasonal business where a single attraction can grow from 200 or 300 employees to 1,500 within two months.

Rob also explains why L&D cannot own learning at this scale. The central team can set the direction and provide content and systems, but local managers must bring the learning into everyday work. Merlin also uses a platform where subject matter experts can create and share their knowledge.

What you’ll learn in this episode:

How Merlin decides which L&D responsibilities should be global and which need to remain local
How learning academies and regional partners connect specialist expertise with business needs
Why managers and subject matter experts must help L&D reach more than 30,000 colleagues
How storytelling and great conversations can build skills that remain useful throughout a career
Why performance programmes cannot succeed when pay, incentives, systems and working practices create a low-performance environment

🔗 Connect with Rob via LinkedIn – https://uk.linkedin.com/in/robpeacockuyl

📮 The Assembly Debrief

A short, practical email unpacking the best ideas from each episode, designed for modern learning leaders who want insight without the noise. https://eu1.hubs.ly/H0xWSjW0

👋 Come and connect with us

We’re always keen to hear what’s resonating or what you’re seeing in your world.

Adam Lacey – https://www.linkedin.com/in/adamlacey/

Brigid McCormack – https://www.linkedin.com/in/brigidmccormack/

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This podcast is hosted by Transistor. For more information on how your data is handled, please visit: https://www.transistor.fm/privacy/

Building Great Managers at Flat Iron with Gina Knight Sep 21, 2026

Show notes

When Gina joined Flat Iron three years ago, it had nine restaurants and around 540 employees. It now has 23 locations and more than 1,300 people. The informal ways of working that worked for a small company no longer fit. Managers needed clearer processes, more support and the confidence to handle tough conversations early.

Adam Lacey talks with Gina Knight, who leads all things people at Flat Iron, about how her team is helping managers grow without making things more complicated than they need to be.

Gina shares why development should keep going after someone becomes a manager. Her team looks at people data to see how talent moves through the company and spots where people get stuck. Then, they create simple tools to help managers handle these challenges.

One of these tools is a decision tree for performance issues. It guides managers to check things like probation status, working hours, health and other underlying issues before deciding what kind of conversation to have. The tool doesn't give a final answer, but it helps managers think through the problem, make fairer decisions and feel more confident when talking with their team.

Gina also talks about how Flat Iron builds these tools into induction, development programmes and operational reviews. About 70% of employees now say they've had a review with their manager in the last three months, up from 54%. Hardly anyone appeals disciplinary decisions anymore.

They also discuss using AI to find better insights without replacing human judgement, why polished presentations can fall apart when candidates cannot explain the thinking behind them, and how broadening your perspective, creating access and taking action can shape your career.

What you'll learn in this episode

Why managers need ongoing development, even after they get promoted
How simple decision trees can help managers have fairer and more confident conversations about performance
How people data can show where problems come up in hiring, development, promotion and retention
How Flat Iron makes management tools part of daily work, not just a one-time rollout
Why AI should support people's judgement rather than do their thinking for them
How broadening your perspective, creating access and taking action can open up more career opportunities

🔗 Connect with Gina via LinkedIn - https://uk.linkedin.com/in/ginamarieknight

📮 The Assembly Debrief

A short, practical email unpacking the best ideas from each episode, designed for modern learning leaders who want insight without the noise. https://eu1.hubs.ly/H0xWSjW0

👋 Come and connect with us

We're always keen to hear what's resonating or what you're seeing in your world.

Adam Lacey - https://www.linkedin.com/in/adamlacey/

Brigid McCormack - https://www.linkedin.com/in/brigidmccormack/

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This podcast is hosted by Transistor. For more information on how your data is handled, please visit: https://www.transistor.fm/privacy/

What Skills Are Hiding in Plain Sight with David Hayden Sep 14, 2026

Show notes

Most organisations know what their employees have done at work. They know far less about what those same people learn through hobbies, volunteering and life outside the job. Useful skills can stay hidden until someone thinks to ask.

That gap is the subject of Adjacent Learning, a book about recognising the knowledge and skills people gain outside an organisation and bring back into work. Adam Lacey speaks to co-author David Hayden about where that knowledge comes from, why employers miss it and how L&D can make better use of it.

David has worked in learning since 1988, with roles at Royal Mail, in manufacturing and at the CIPD. He is also co-author of the fourth and fifth editions of Learning and Development Practice in the Workplace. Through Talent Delivers, he now supports people who are new to organisation design and organisation development.

For Adjacent Learning, David and Steve George asked around 40 contributors one question: “What do you do outside of work that makes you a better employee in work?” Only one person said they had consciously made that connection before. Their answers covered rock climbing, fishing, parkrun, a book club and a community of women going through menopause.

David argues that the usual workplace systems make this knowledge easy to lose. Recruitment may uncover it, but induction focuses on what the organisation needs the new employee to know. One training coordinator, for example, had built his own website and knew enough about technology to help with a system problem. Nobody had asked him.

His advice is to start with conversation, not a company-wide survey. Add “What have you learned this week?” to an existing meeting or training session. Use a World Café for a larger group. Let people choose what they want to share, especially where trust is low. As David puts it, L&D does not own people’s learning.

David and Steve also include a framework for L&D teams that want to use Adjacent Learning. It starts by defining the development question they need to answer. From there, they can look for relevant knowledge, decide what might help and work out how to use it. The same questions can help an individual think more broadly about their own development.

What you’ll learn:

What Adjacent Learning means, and why life outside work can change how someone performs at work
The question David and Steve used to uncover skills that contributors had never linked to development
How recruitment finds useful experience that a “steamroller induction” can quickly leave behind
Why David recommends conversations, meetings and World Cafés instead of another mass survey
How the book’s framework helps L&D teams and individuals think beyond formal workplace learning
Where organisation development goes beyond L&D, plus four lessons for new practitioners

🔗 Connect with David via LinkedIn - https://uk.linkedin.com/in/david-hayden-8176919

📮 The Assembly Debrief

A short, practical email unpacking the best ideas from each episode, designed for modern learning leaders who want insight without the noise. https://eu1.hubs.ly/H0xWSjW0

👋 Come and connect with us

We're always keen to hear what's resonating or what you're seeing in your world.

Adam Lacey - https://www.linkedin.com/in/adamlacey/

Brigid McCormack - https://www.linkedin.com/in/brigidmccormack/

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Privacy & Data

This podcast is hosted by Transistor. For more information on how your data is handled, please visit: https://www.transistor.fm/privacy/

Be Inclusive When Nobody's Looking with Esi Hardy Sep 07, 2026

Show notes

You have a disability inclusion policy. The hard part is making a disabled colleague actually feel the difference. That part costs nothing, and most of it sits with your line managers.

Esi Hardy has spent almost ten years turning disability inclusion policies into practice. Her company, Celebrating Disability, trains line managers to spot the barriers a disabled colleague faces and fix them. At Homes for Students, the UK's largest student accommodation provider, disability disclosure rose by 91% in the first 18 months of that training.

Brigid McCormack sits down with Esi Hardy, Managing Director of Celebrating Disability. They ask what a policy can and cannot do, and how to run training that includes every person in the room.

Esi is a disabled leader herself, and Celebrating Disability was named Best Disability Inclusion Consultancy 2026 in South West England by Corporate Vision.

For Esi, a policy puts your intentions in writing, and nothing more. The real work is testing it against the working day. She also draws a line between accessibility and inclusion. Accessibility is the tools that get a disabled person to a meeting. Inclusion is how they feel once they are in it.

Her message is simple: be inclusive even when you think no one is looking. There are a billion business cases for disability inclusion, but the main reason is why not.

What you'll learn:

Why over 80% of disabled people have a disability you cannot see
What separates accessibility from inclusion, and why you cannot do one first and the other later
How to stress test a policy against a real working day
Small changes to any training session that cost nothing, from reading slides aloud to sending codes early

🔗 Connect with Esi via LinkedIn - https://www.linkedin.com/in/esihardy/

📮 The Assembly Debrief

A short, practical email unpacking the best ideas from each episode, designed for modern learning leaders who want insight without the noise. https://eu1.hubs.ly/H0xWSjW0

👋 Come and connect with us

We're always keen to hear what's resonating or what you're seeing in your world.

Adam Lacey - https://www.linkedin.com/in/adamlacey/

Brigid McCormack - https://www.linkedin.com/in/brigidmccormack/

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Privacy & Data

This podcast is hosted by Transistor. For more information on how your data is handled, please visit: https://www.transistor.fm/privacy/

Culture Is What Happens When Nobody's Watching with Kira Squire at LastPass Aug 24, 2026

Show notes

Most L&D teams know the frustration: you run the workshop, people enjoy it, the feedback is positive… and then everyone goes back to work and nothing really changes.

Kira Squire is taking a different approach. When LastPass identified continuous feedback as a significant organisational challenge, she didn't just build a training programme. She designed an ongoing system around it, combining pre-work, live practice, conversation guides, quarterly feedback cycles, manager briefings and continued reinforcement.

Adam Lacey sits down with Kira Squire, award-winning Learning and Development professional at LastPass, to explore how she's using L&D to help create a culture where feedback becomes part of everyday work rather than something reserved for annual performance reviews.

Kira was named the 2025 winner of the Unsung Hero (Vendor/Distributor) category at the CRN UK Women & Diversity in Channel Awards, and the LastPass Learning & Development team is a finalist for the OnCon Top 100 Learning & Development Team Award 2026.

Kira's starting point was simple: understand the problem before creating the solution. Following feedback from LastPass's annual people survey, she worked with senior leaders, People Partners, managers and employees to understand what was getting in the way. What emerged wasn't a motivation problem. People wanted to have better feedback conversations, but many lacked the skills and confidence to know how to approach them.

She explains how she built the business case, why leadership was already behind it before she started, how she designed for a global remote-first organisation across different cultures and time zones, and how she deliberately built reinforcement into the programme from the beginning.

For Kira, workshops are a catalyst, not the destination, and the real measure of success is what happens when nobody from L&D is watching.

What you'll learn:

Why continuous feedback needs to become part of everyday work rather than something reserved for performance reviews

How to identify the real problem behind an L&D request before jumping into solution design

Why leaders buy solutions to business problems, not training, and how to approach senior stakeholders when you're new to an organisation

Why a workshop is a catalyst, not the destination, and how reinforcement can turn learning into lasting behaviour

Why confidence, not willingness, is what usually stops people from having feedback conversations

🔗 Connect with Kira LinkedIn - https://www.linkedin.com/in/kira-squire/

📮 The Assembly Debrief A short, practical email unpacking the best ideas from each episode, designed for modern learning leaders who want insight without the noise. https://www.assembleyou.com/the-assembly/newsletter

👋 Come and connect with us We're always keen to hear what's resonating or what you're seeing in your world.

Adam Lacey - https://www.linkedin.com/in/adamlacey/

Brigid McCormack - https://www.linkedin.com/in/brigidmccormack/

More from The Assembly & Assemble You

Learning that feels more like great content than training. Explore podcast-style lessons, video shorts, and series designed for real work. https://www.assembleyou.com

Privacy & Data

This podcast is hosted by Transistor. For more information on how your data is handled, please visit: https://www.transistor.fm/privacy/

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