Podcast Summary: “Transforming L&D From a Support Function to a Strategic Partner with Brian Hughes of Alnylam Pharmaceuticals”
On this episode of Learning Leader Spotlight, we sat down with Brian Hughes, Vice President of Talent Management at Alnylam Pharmaceuticals, for a deep dive into his journey into L&D, the shifting expectations around talent development, and what the future holds for learning leaders.
The Accidental Onramp into Learning & Development
Brian didn’t set out to become an L&D leader, it happened organically. Starting out as an HR business partner, he admits to “getting into trouble” for stepping into projects that technically weren’t his lane. But one of those areas, organizational and team development, sparked a passion that led him into a formal learning and development role at Athena Health. That was the beginning of a purposeful journey into leadership development and performance learning.
He shared how these early experiences taught him that the best work often comes when you see a gap and raise your hand to fill it, even before it’s officially your job. That spirit of initiative has clearly followed him throughout his career.
A Tidal Shift in L&D’s Role
When asked about the biggest changes he’s seen in L&D, Brian didn’t hesitate. “Everything changed post-COVID,” he said. Not only did the format of learning shift toward asynchronous, virtual classroom approaches, but more importantly, the demand from employees exploded. Instead of pulling people into classrooms, learners were showing up asking for help: “I need this, how can you guide me through this change?”
This flipped dynamic gave L&D a seat at the table in a way Brian says he hadn’t seen before. “Gone are the days where L&D was waving from the corner saying, ‘Please come to our workshop,’” he joked. Today, business leaders are actively engaging talent teams to help drive strategic priorities, especially when it comes to capability building and future readiness.
He also emphasized that the expectations from employees have changed dramatically. For early-career professionals and Gen Z in particular, access to development isn’t a bonus, it’s expected. “They’re not pleasantly surprised when it’s there. They assume it will be,” Brian explained. In that way, L&D has become both a business necessity and a driver of employee retention and engagement.
Looking Ahead: AI, Coaching at Scale, and the Democratization of Development
Brian is fascinated by how artificial intelligence is reshaping the coaching landscape. He walked us through the evolution, from executive coaching reserved for the few, to platforms like BetterUp and Hello Ezra making coaching more accessible, to the next frontier: AI-driven coaching. Imagine a virtual coach that can guide employees using real-time data, assessments, and even simulate human conversation. It’s no longer hypothetical, it’s happening.
Though Brian admits it’s “a little scary,” he also sees tremendous promise in making high-quality development tools available at scale. “Everyone needs a coach,” he said. “And AI might just make that possible.”
Most Critical Skill: Agility (With a Side of Business Acumen)
When asked what skill L&D and talent professionals need most today, Brian’s answer was immediate: agility. With change happening constantly, internally and externally, L&D teams must be nimble. That means being able to pivot quickly when the business changes direction. He stressed that clinging to the original plan, even when it no longer fits, is a recipe for irrelevance.
But right behind agility is business acumen. “You have to know what the business is trying to achieve,” he explained. If you can’t draw a clear line between your learning initiatives and business outcomes, then it’s time to take a second look. One of his former CHROs gave him a mantra that stuck: “If you have to convince people to do it, maybe you shouldn’t be doing it.”
Books and Brainfood: What Brian’s Reading
As someone who’s deeply thoughtful about development, it’s no surprise that Brian had a strong book recommendation. His top pick? Atomic Habits by James Clear.
Why that one? Because at the heart of learning and development is behavior change. “If people don’t act differently, it’s only academic,” Brian said. Atomic Habits simplifies the process of building and sustaining behavior change, something every L&D leader is ultimately trying to influence. It’s a book that goes beyond frameworks and gets to the heart of what helps people grow.
As for professional reading, Brian gravitates toward Talent Quarterly from the Talent Strategy Group, particularly the work of Mark Efron. He appreciates their evidence-based, sometimes provocative takes on hot topics like grit, growth mindset, and performance management.
Final Thoughts
Brian’s approach to leadership and learning is thoughtful, business-grounded, and refreshingly human. Whether he’s talking about coaching, career development, or the pressure to keep pace with evolving workforce expectations, his message is clear: L&D has never been more important, or more integrated into the fabric of business success.
From sneaking into OD projects early in his career to now shaping the learning culture at a global biotech company, Brian is proof that when you stay curious, connected, and courageous, learning leaders can truly shape the future of work.
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