Regional Training Manager

Job Title: Regional Training Manager
Reports To: VP of Talent Management
FLSA Status: Exempt
Location: Plano, TX

Summary:
Mendocino Farms is growing — 107 stores and counting, with 20+ openings a year on the horizon. At that pace, the strength of our management teams isn’t just a people priority; it’s an operational one. The Regional Training Manager is the person who ensures that growth doesn’t dilute what makes Mendo, Mendo.

With approximately 50 stores across your region and 6–7 Directors of Operations (DOs) as your primary partners, this isn’t a role where you’re running training sessions in every restaurant. It’s a role where you’re building the capability of the leaders who run those restaurants — and holding yourself accountable to what that produces.

Your work will center on three things: owning the field execution of the MIT (Manager-in-Training) program across your region, facilitating event-based learning experiences that develop managers at scale, and deploying targeted support to stores where people challenges are putting performance at risk. You’ll measure your impact in MIT completion rates, manager development participation, promotion pipeline strength, and the operational health of the stores you support.

You’ll also be the most important feedback loop the L&D team has. What you see in the field — what’s working, what’s not translating, where the gaps are — directly shapes what gets built at Base Camp. That intelligence is part of your job, not a side conversation.

This role is right for someone who thinks like a strategist, shows up like an operator, and measures their success by what happens in the restaurants after they leave.

What You’ll Own:
MIT Program – Regional Execution & Accountability
• Own the end-to-end field execution of the MIT (Manager-in-Training) program across your region — from participant launch through certification — and hold yourself accountable to regional completion rates and time-to-certification benchmarks.
• Build early relationships with MIT participants; coach them proactively through the program, identify skill gaps before they become certification barriers, and partner with GMs to close them in real time.
• Track regional MIT metrics — cohort progress, completion rates, promotion outcomes, and 90-day performance post-certification — and present a regular regional scorecard to DOs and the VP of Talent Management.
• Partner with the Training Coordinator on scheduling, logistics, and LMS tracking; own the participant relationship and field-side execution while the TC owns the systems.
• Surface patterns across cohorts — where candidates consistently struggle, which content isn’t landing, where GMs need more support — and bring specific, actionable insights back to the L&D team to strengthen the program.
Event-Based Learning & Manager Development
• Facilitate regional learning events for managers — leadership workshops, skill-building sessions, Train the Trainer programs, and other cohort-based experiences — partnering with the L&D team on program design and content while owning delivery and follow-through in the field.
• Partner with DOs to identify management development priorities in their areas; bring those needs to the L&D team so programming is built around real gaps, not generic topics.
• Own the logistics and execution of regional training events: coordination, facilitation, attendance tracking, and post-event effectiveness measurement.
• Establish a regional learning calendar that creates consistent manager development touchpoints throughout the year, not just during onboarding or MIT.
• Track event participation rates and manager satisfaction scores; report outcomes to the VP of Talent Management and use data to refine the regional programming approach each quarter.
DO Partnership & Regional Strategy
• Serve as the dedicated L&D partner to your 6–7 Directors of Operations — building the kind of trust that makes you their first call on people development questions, not an afterthought.
• Establish a regular meeting cadence with each DO to review MIT pipeline health, identify stores with emerging people challenges, and align on where your time will create the most value in the coming weeks.
• Translate DO feedback and operational performance data into a clear, defensible prioritization of where L&D support is deployed across your region — and be prepared to articulate that prioritization to the VP of Talent Management.
• Keep DOs current on training initiatives, program updates, and L&D resources; reduce the friction between what Base Camp is building and what field leaders actually know about and use.
• Bring a regional perspective to L&D planning conversations — your DOs’ priorities should shape what the team builds, not just