Leadership development is a priority for many organizations in ensuring that all levels of leadership are gaining the skills needed to lead. While organizations understand the need for such programs, some fail to evaluate their effectiveness, which can lead to struggles in defending their return on investment and organizational impact. In preparing various talent levels, from emerging leaders to mid-to-senior leaders and executives, to enhance their leadership skills, those tasked with managing such programs need to ensure relatable and applicable content, tools to implement, and an interactive experience within the virtual setting. With the transition of organizations allowing more people to work remotely to ensure a work/life balance, lower overheads, and employing globally distributed employees, along with the COVID-19 pandemic forcing many to work remotely, organizations have pivoted from face-to-face and classroom-based courseware to virtual-based training and eLearning. This case looks at an example of an organization offering several tiers of leadership development programs and how talent management leaders needed to transition these programs to the virtual setting due to the COVID-19 pandemic while being asked to further defend their value in light of pandemic-imposed budget cuts and leadership’s desire to understand impact.