Training Manager

Who We Are

The Complex Trauma Training Center (CTTC) is a social enterprise advancing clinical excellence, practitioner development, and community impact in the trauma-informed field. We run complex, multi-layered training programs that require rigor, relational intelligence, and operational maturity to operate at the professional standards this work requires.

Our work demands more than coordination. It requires systems leadership — leaders who take responsibility for complexity and can translate it into clear structures and execute without fragmentation.

Role Summary

The Training Manager is the operational owner of CTTC’s training programs, responsible for coordinating people, systems, and logistics so complex, live training programs run reliably and at scale. This role blends program management and event execution, requiring comfort with real-time decision-making, people leadership, and systems design. This is a fully remote role that requires strong self-direction, disciplined organization, and the ability to lead people and manage complexity without in-person structure.

Scope of Ownership

You take full responsibility for the training department’s execution, stability, and scalability. When something in the training ecosystem breaks, drifts, or underperforms, you assume it is yours to diagnose and fix — systemically, not heroically.

You think in systems first, tasks second. Tasks are outputs of systems; if you find yourself doing the same task repeatedly, you redesign the structure, delegate it, or eliminate it.

You operate like a head of production, not a helper. You own timelines, workflows, role clarity, handoffs, escalation paths, and failure points across CTTC’s programs. The Training Director develops new offerings. Trainers teach. And you, as the Training Manager, ensure programs are executed with reliability, clarity, consistency, and professional excellence.

You are comfortable holding authority. You make decisions within your domain without over-consulting, while keeping leadership informed of material risks, dependencies, and tradeoffs — and communicating decisions clearly to those impacted. You know the difference between alignment and permission, and you don’t confuse the two.

Relationally, you are steady and boundaried. You do not collapse into caretaking under pressure, nor do you become rigid or avoidant. You handle conflict, mistakes, and last-minute changes with clarity and firmness while preserving trust and professional respect. You recognize that misunderstandings and miscommunications occur on a team, and are capable of addressing breakdowns directly without defensiveness or blame.

When something goes wrong, your instinct is not “How do I fix this right now?” but to examine the conditions that allowed the failure.

• Why did this system allow this to happen?
• What needs to change so it doesn’t happen again?
• Who should own this going forward?

You derive satisfaction from building structures, systems and processes that allow other people to do their best work without chaos, reactivity, or constant intervention.

Your Seat in the Organization

You are the operational owner of CTTC’s training department, responsible for translating vision into coordinated execution across people, timelines, and moving parts.

• The Training Director holds vision, pedagogy, and long-term direction.
• The Operations Manager holds internal infrastructure and organizational systems.
• You hold program execution end-to-end.

You lead the people and processes that make CTTC’s trainings and events run predictably, professionally, and at scale. This includes managing and coordinating Training Assistants, Zoom moderators, local organizers, and virtual assistants — setting expectations, assigning work, tracking follow-through, and addressing breakdowns in real time.

You are not a buffer, assistant, or backup plan. You are the point of integration: the person who holds all operational details, aligns multiple contributors simultaneously, and ensures nothing drops when pressure increases or conditions change.

You have the authority to design, implement, and enforce program systems — so trainers can teach, leadership can focus forward, and programs run without chaos or constant intervention.

What You Will Own

1. Own Program Execution End-to-End

You translate training vision into operational reality:

• Clear timelines
• Defined roles
• Documented workflows
• Reliable handoffs
• Predictable execution

You anticipate pressure points weeks or months in advance and address them before they surface as emergencies.

During live programs, you act as the central operational authority. Issues route to you, not around you. You triage, decide, delegate, and stabilize — then follow up with structural fixes.

Build and Maintain Systems (Not Just Coverage)

You design and maintain the systems that allow CTTC’s trainings to run without heroics, including:

• Trainer management: selection, onboarding, training, scheduling, and accountability
• Zoom moderation workflows and live training execution
• Local organizer coordination and handoffs
• Virtual Assistant task ownership, supervision, and SOPs
• Continuing Education tracking and compliance
• Roster accuracy, reporting, and data integrity
• Documentation and knowledge continuity across programs and cycles

If a process relies on memory, goodwill, or last-minute effort, you replace it with structure.

Lead Through Delegation, Not Personal Execution

You do not do all the work. You design the work — and lead others to carry it. This role includes direct management and performance oversight of remote support staff, including feedback, course correction, and role clarity.

You:

• Define ownership and decision rights clearly across roles
• Delegate with specificity
• Set expectations and track follow-through with remote staff and teams
• Hold accountability calmly, consistently, and through leadership

You retain strategic ownership while ensuring execution lives with the appropriate level of support staff — not with you, and not with senior leadership.

Diagnose Patterns and Plan for Scale

You track and analyze patterns across cohorts, programs, and years:

• Where timelines slip
• Where communication breaks down
• Where capacity is strained
• Where systems won’t scale

You translate operational signals into forward-looking plans, surfacing risks and constraints early with evidence, and redesign accordingly.

This Role Is Not For You If…

You are unlikely to thrive in this role if:

• You feel more comfortable in the “trees” than the “forest”.
• You prefer being the person who “just handles things” rather than designing systems.
• You equate leadership with being indispensable.
• You struggle to delegate and manage.
• You thrive on getting things done right before the deadline.
• You are afraid of leadership, being direct in communication, and being decisive with decision-making.
• You don’t like working with others as a team player.
• You’re not comfortable working in a fully remote role that requires high self-motivation, self-organization, and proactive communication.

Why This Matters at CTTC

CTTC’s work depends on training environments that are stable, intentional, and well-run. Your leadership ensures that systems support learning and growth — so people don’t have to compensate for what structure should hold.

Experience That Prepares You for This Role

This role fits people who have held operational ownership for complex programs involving multiple stakeholders, timelines, and dependencies.

You may come from:

• Continuing or professional education (higher education, extension, or certificate programs)
• Professional associations or credentialing bodies
• Workforce, leadership, or organizational development programs
• Mission-driven or impact-oriented training organizations balancing growth with sustainability
• Corporate learning & development roles with direct responsibility for program operations

You are likely to have:

• Owned end-to-end delivery of multi-phase or multi-cohort programs
• Designed or rebuilt operational systems, not just maintained existing processes
• Made decisions with incomplete information and held accountability for outcomes
• Led and delegated to program or administrative support staff with clarity and follow-through
• Improved reliability, quality, or scalability through better structure rather than personal effort

What matters most is not the sector you come from, but whether you already operate as a systems owner rather than a task executor.

Employment Type: Full-time, exempt

Location: Remote (U.S.-based)

Schedule: CTTC operates with standard Monday–Friday core hours. At the same time, CTTC trainings and events regularly run during weekends. The Training Manager must ensure operational support is in place whenever programs are live, including evenings and weekends. This includes accountability for coverage, escalation, and readiness, whether through direct involvement or through systems and delegated support.

Reporting Line: This role reports to the Integrator / COO and works in close partnership with the Visionary / Training Director on program execution and delivery.

Team Context: CTTC is a lean organization with a small internal team and a network of contractors and program support roles. Trainings involve Participants, Training Assistants, Local Organizers, Zoom Moderators, and, at times, planning partners. The Training Manager designs and coordinates how these roles work together to ensure reliable program execution.

CTTC offers the complexity of a mature training operation with the flexibility of a growing organization. We prioritize sustainable operations, clear roles, and realistic capacity—not last-minute heroics or burnout-driven success.

Our standard work week is 35 hours with flexibility to set your schedule around company wide core hours. CTTC is a remote first organization with occasional opportunities to travel for in-person trainings and events. Full time staff receive 15 days of PTO annually in addition to 8 paid holidays.

English Language.