Podcast Summary: The Role of Authentic Connection and Adaptability
in L&D Leadership with Geoffrey Roche of Siemens Healthineers
Geoffrey Roche isn’t your typical L&D leader and that’s exactly what makes his story so compelling. As the North American Director of Workforce Development at Siemens Healthineers, Geoffrey lives at the intersection of customer-facing education, healthcare transformation, and workforce equity. He’s also one of the rare professionals who’s as passionate about culture and succession planning as he is about cutting-edge technology. His career is full of twists and lessons that shine a light on what learning and development could be when we stop playing it safe.
From Hospital Halls to Learning Leadership
Geoffrey’s path into L&D started in hospital administration, not the classroom or the LMS. Raised by a single mother who was a nurse, he found his way into healthcare through her influence and quickly realized he was drawn to leadership and policy. Early on, a CEO he describes as “the best leader and mentor” he ever had told him something that stuck: You, as a leader, are responsible for embedding learning and development into your team. It’s not just the L&D department’s job.
This wasn’t just advice, it was an assignment. He leaned into the challenge, partnering with L&D to grow his team’s capabilities in areas like Crucial Conversations, and eventually became a vocal advocate for development as a leadership responsibility.
Years later, his journey came full circle when he co-developed a course with Northern Arizona University alongside the same L&D leader who had once mentored him. That collaboration was a living example of what he now champions: L&D is about impact that ripples far beyond the moment of training.
L&D Is Not Internal-Only
What makes Geoffrey’s role unique is that he leads customer education, not internal employee learning. At Siemens Healthineers, his job is to help build a future-ready workforce by educating the clients they serve: health systems, providers, and technicians who rely on Siemens’ technology. He calls this the “external L&D space,” but he approaches it with just as much purpose and depth as internal learning professionals do.
His mindset? L&D is a public good. It liberates families and communities by giving learners tools that create new opportunities. “A learner educated is a family liberated,” he says, a quote that’s stuck with him since he moderated a panel of community college leaders. That perspective grounds him, especially as education and equity face increased scrutiny across sectors.
Tech, Equity, and a Bold New Role for L&D
When asked about recent changes in the L&D landscape, Geoffrey’s answer is layered. Yes, there’s the expected: rapid tech advancements, new platforms, and digital fatigue. But what he emphasizes even more is the shift in expectation. L&D is now expected to drive culture, fuel retention, and support equity—and yet, often isn’t resourced to do any of it well.
He doesn’t shy away from tough truths. In healthcare, for instance, L&D is often underfunded. That misalignment limits its ability to scale and lead meaningful change. Geoffrey believes it’s time to stop treating learning professionals as order takers and start seeing them as strategic partners, preferably in the C-suite.
Succession planning is one area where that change is urgent. Geoffrey describes the systems he’s seen work: quarterly personal development plans, cascading goal-setting, and leaders who help team members grow, even if that means helping them leave the organization. “That’s leadership,” he says. “Not retention at all costs.”
The Future Is Bold and Human-Centered
Looking ahead, Geoffrey sees a more visible, vocal, and strategic L&D function. He believes leaders, board members, and even shareholders are beginning to understand just how critical people development is—not only for business success, but for building resilient, values-driven organizations.
But L&D has to step into that spotlight. “We’re too humble as a field,” he says. “We don’t talk enough about the impact we’re having.” He challenges L&D professionals to boldly tell their stories, measure their impact, and advocate for their seat at the table or even build a new table, as Dr. Keith Keating likes to say.
Technology will play a big role, but Geoffrey is clear: it’s not about replacing people, it’s about freeing them up to focus on higher-value human work like coaching and connection. “Healthcare starts with an H because it’s about humanity,” he says. And the same is true for L&D.
Critical Skills: Adaptability, Connection, Communication
When asked about the most important skills for L&D leaders today, Geoffrey didn’t hesitate: adaptability, being a connector, and communication. He credits much of his success to authentic connection with mentors, with peers, even with strangers on LinkedIn who later became collaborators or supporters during tough seasons.
He also raises an intriguing idea: maybe L&D pros suffer from imposter syndrome more than we realize. Maybe our field’s humble posture has conditioned us to downplay our influence. It’s a theory he’s considering exploring through doctoral research and it resonates.
Books and Mentors That Shaped His View
Unsurprisingly, the book Geoffrey recommends to every L&D leader is The Trusted Learning Advisor by Dr. Keith Keating. “We have to stop being order takers,” he says. “It’s time for L&D to be risk takers.” He loves Keith’s challenge to build your own table and his unapologetic call for L&D to own its seat at the strategic table.
His most influential mentor? The CEO who first introduced him to the importance of embedding learning into leadership and who reminded him to stay humble, remember where he came from, and always use his platform to open doors for others.
Final Thought: Impact Beyond the Job
What makes Geoffrey Roche stand out isn’t just his role or resume. It’s the deep, personal way he views learning as a vehicle for equity, opportunity, and lifelong transformation. He reminds us that the work of L&D isn’t just about better training, it’s about better futures.
And that’s a message worth carrying forward.
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