How to talk about learning ROI so your C-suite actually listens

According to the Association for Talent Development’s 2025 State of the Industry report, organizations now invest an average of 2.9% of revenue in learning and development, which is the highest level in five years. That’s real money, and it signals something big: talent leaders have the mic.

The challenge? Learning’s impact is rarely immediate or linear. A leadership program doesn’t move the P&L overnight; it changes behaviors that drive performance and business results months later. That lag between effort and evidence makes ROI hard to prove, especially to executives used to direct metrics like sales or margin.

Recent surveys show the gap clearly: only 30 % of L&D professionals say they can confidently measure ROI, and nearly half still rely on post-training feedback instead of business outcomes (LearnUpon 2025 State of L&D; Troodi L&D Trend Report 2025).

Meanwhile, systems aren’t built for impact:

• LMSs track completions, not transformation.
• Engagement tools measure sentiment, not skill adoption.
• Business metrics like revenue and retention live elsewhere.

Translation: The data exists, but it doesn’t talk to each other, and it certainly doesn’t tell a story without you.

And when measurement feels like an audit, leaders default to defensive stats (“100 % completion!”) instead of useful insights (“Which behaviors actually changed?”).

The fix isn’t more data, it’s better storytelling, and here’s how to get started.