Stop Building Training. Start Solving Friction.

One of the first things I do when I step into a business as a fractional Head of L&D is look for the friction 👀

Where is it hard to do the right thing?
What does the data tell me?
Which teams are struggling to perform?
Which business goals are floundering?

And then I start looking for the why.

🎯 expectations that were never properly defined
🎯 decision-making sitting in the wrong place
🎯 managers promoted without support
🎯 growth outpacing capability
🎯 systems and ways of working that aren't fit for purpose

I don’t automatically start with building programmes, designing training menus or implementing an LMS, because that’s rarely where the real impact sits.

Before anything gets built, I spend time looking at the system.

How work flows, where things get stuck and what leaders think is happening v what’s actually happening.

Once you can see the system clearly, the priorities become more obvious, and that’s when L&D becomes powerful as infrastructure for performance (and worth spending time and money on!).