AI SDLC Trainer and Change Lead

About the Role

The Training & Change Lead is accountable for the training and change management work on an assigned client project. That project’s commitments are the primary commitment.

You review the training and change components of the project SOW (statement of work), advise on the work required to meet those commitments, work with the People team and project leadership to staff trainers to scope and budget, and make sure the required content is available. You create and tailor project content unless that work can be delegated to staff trainers. You remain accountable for quality and innovation on this project.

You may create or maintain reusable training resources that other Electric Mind projects can use only when that work does not put this project’s deliverables at risk. You are not accountable for Electric Mind-wide internal training for staff who are not on this project.

What You’ll Do

SOW review, advisory, and staffing

Review the training and change management components of the project’s SOW so scope, deliverables, and boundaries are clear before delivery starts, and advise project leadership on the work required — including what existing materials can be used and what must be created or tailored.

Advise on best practices for a training and enablement baseline for the Electric Mind staff assigned to the project, so assigned people have a clear, practical standard for what they need to know and be able to do.

Work with the People team and project leadership to staff trainers according to the project’s scope and budget, and keep a clear view of what is in and out of engagement scope and which Electric Mind resources are assigned to meet the training and change objectives.

Content availability, quality, and innovation

Create, update, and keep current the project’s training and change content — process documents, plans, guidance, enablement materials, communications, and change notes — unless that work can be delegated to staff trainers. Ensure required content is available when delivery starts. Accountability for quality and innovation on this project remains with the Training & Change Lead.

Set material priorities, direction, quality bar, and innovation standard for that content.

Create and maintain generic, centrally located training resources that other Electric Mind projects can reuse only when doing so does not put this project’s deliverables at risk.

Delivery, change communication, and partners

Deliver the training and change management components of the project’s SOW: schedule and manage training sessions, including Bootcamp, and coordinate the Electric Mind trainers and Control Pod contributors staffed to the project so those objectives are met within engagement boundaries.

Translate process and technology changes into clear guidance for delivery teams — what changed, why, what action is required, and where to find the current source of truth — and maintain the communication rhythm (release notes, announcements, reminders, and follow-up).

Work closely with the client’s change management organization to provide expertise and content as defined in the project SOW, staying within engagement boundaries.

Partner with the Process Lead, AI Engineering Lead, and PMO Lead so process guidance, technical and tooling changes, and operational communications stay accurate and usable for the project.

Capture feedback from pods and Control Pod members where guidance is unclear, outdated, duplicated, or hard to follow, and convert approved retro findings into knowledge updates, training updates, and communications — and into reusable reference material only when that does not put this project’s deliverables at risk.

Key Deliverables

SOW review, advisory, and staffing

Reviewed training and change management SOW components, or documented advice, for the project.

Advice to project leadership on the work required to meet the project’s training and change needs.

Recommended training and enablement baseline (best practices) for Electric Mind staff assigned to the project.

Trainer staffing plan, agreed with the HR team and project leadership, aligned to the project’s scope and budget.

Content availability, quality, and innovation

Content available for the project (existing materials where they fit, plus any project-specific materials created by the Lead or, where delegated, by staff trainers).

Reusable, centrally located training resources contributed only when that work does not put the project’s deliverables at risk.

Training documents and enablement materials for process and technology changes.

Maintained pod start instruction material.

Maintained Week 2 onward guidance and pod operating reference material.

Maintained weekly status and Control Pod process guidance as used by the project.

Source-of-truth index for the project’s current process, training, and change materials.

Delivery, change communication, and partners

Delivered training and change management SOW commitments.

Coordinated Electric Mind resource plan and engagement against the client’s training and change management objectives (within engagement boundaries).

Training schedule, session logistics, attendance tracking, and follow-up actions for Bootcamp and ongoing training.

SOW-aligned change management content and expertise for the client’s change management organization.

Communication notes, change summaries, release notes, and team-facing announcements.

Knowledge updates based on retro findings and pod feedback.

What You’ll Bring

Coordination and stakeholder engagement across Electric Mind delivery resources, the People team, project leadership, and the client’s training and change counterparts.
Ability to review the training and change management components of a project SOW and advise on the work, staffing, and content required to meet that project’s needs.
Ability to staff trainers with the People team and project leadership according to project scope and budget.
Ability to keep training and change work inside the engagement / SOW boundaries while still meeting client objectives.
Knowledge management, documentation, and content organization sufficient to keep the project’s materials current and available, and to contribute reusable assets when that does not put project deliverables at risk.
Quality and innovation ownership for the project’s training and change content, including creating materials and delegating to staff trainers where that is practical.
Change communication and stakeholder messaging.
Training and enablement design for practical delivery teams, including advice on an enablement baseline for assigned Electric Mind staff.
Ability to partner with the client’s change management team within SOW-defined responsibilities.
Training session planning, scheduling, facilitation coordination, and follow-through.
Clear written communication for guides, templates, announcements, and team instructions.
Ability to translate process and technology changes into plain-language actions.
Strong attention to consistency, source of truth, version clarity, and document hygiene.
Facilitation skills for collecting feedback and turning it into better guidance.
Comfort using AI tools such as Cursor and Claude to complete job functions.

Shared Control Pod responsibilities

This role is part of the Control Pod and shares responsibility for how that team operates, alongside the Program Lead, Process Lead, AI Engineering Lead, and PMO Lead:

Keep pod delivery grounded in real client work and measurable outcomes.

Maintain a single programme view across pod plans, status updates, RAID logs, and weekly rollups.

Use AI tools, templates, skills, and agents responsibly and provide feedback when they need to be improved.

Convert delivery friction into reusable playbooks, templates, scripts, training assets, and knowledge materials.

Identify cross-pod duplication and converge on shared patterns where practical.

Protect the distinction between AI enablement, delivery execution, and broader change management.

Escalate issues at the right level: pod, Control Pod, executive, or Electric Mind leadership.

Feed lessons learned from the current cohort into the next engagement before the same issues recur.

Fold retro findings back into the engagement model so the next cohort benefits from the current one.