Scaling apprenticeship delivery: How Steve Willis Training Centres transformed growth, quality and experience with Aptem

Founded in 2000, Steve Willis Training Centres specialises in gas, plumbing and electrical training. The organisation began delivering apprenticeships as a subcontractor in 2004, before joining the Register of Apprenticeship Training Providers (RoATP) as a main provider in 2017. That shift marked the beginning of a period of significant growth – and the point at which existing systems began to show their limits  

Rapid growth brings new challenges 

Since becoming a main provider in 2017, Steve Willis Training has expanded substantially. Directly funded learner numbers grew from around 50 to nearly 500 by 2022, representing almost a tenfold increase in five years.  

At the same time, the organisation achieved a strong quality benchmark, receiving a “Good” Ofsted rating with Outstanding areas, including behaviours and attitudes.  

However, this success came at a cost. The organisation was relying on a combination of manual processes, spreadsheets, internal drives and paper-based portfolios to manage apprenticeship delivery. What had once been workable became increasingly “vast and cumbersome” as learner numbers scaled, according to David King, consultant and Aptem Project Lead for Steve Willis Training.  

Paper portfolios needed printing, filing and storing. Learner tracking relied on disconnected systems. Tutors and administrators were spending significant time managing documents rather than supporting learners. As growth continued, it became clear that the model was neither efficient nor scalable. 

A fragmented onboarding experience 

One of the most pressing challenges was onboarding. Prior to implementing a delivery system, onboarding and ILR processes were largely managed via email, creating a poor experience for learners at a critical point in their journey. The admin team spent large amounts of time chasing learners, collating information and managing paperwork – often during the stage when learner attrition is highest.  

Employers also felt disengaged. An internal employer survey revealed that many did not have easy access to information about apprentice progress, limiting their ability to support learners effectively.  

Meanwhile, tracking learner progress across tutor, management and senior leadership levels required a monthly cycle of manual analysis, which was both time-consuming and reactive. 

Overcoming cultural resistance to change 

Despite recognising these challenges, there was initial inertia around adopting new technology. As David King explained, many staff were engineers by background and naturally comfortable with paper-based processes. Introducing a new system into such an environment required a careful, people-led approach to change management.  

Rather than focusing solely on technology, the organisation framed the change around organisational benefits – reducing admin burden, improving learner experience and enabling future growth. This emphasis on people, rather than systems alone, became a defining feature of the project. 

Defining clear objectives and KPIs 

Before selecting a system, Steve Willis Training undertook a full market review, grading potential platforms against organisational objectives using Bronze, Silver and Gold criteria. The requirement was clear: an end-to-end apprenticeship delivery system capable of managing the entire learner journey from enrolment to EPA, with flexibility to adapt programmes over time.  

The organisation also defined measurable KPIs for the first 12 months, including: 

• Reduced costs associated with paper-based processes 

• Reduced admin time spent onboarding and chasing learners 

• Reduced attrition at onboarding 

• Increased employer engagement 

• Improved learner retention through early identification of risk 

• Evidence of continuous programme optimisation  

This structured approach ensured the system selection was grounded in long-term strategy, not short-term convenience. 

Why Aptem was chosen 

Following system demonstrations, Aptem was shortlisted and selected at the end of 2021. While not the cheapest option, Aptem was chosen for its flexibility, customisability and ability to grow with the organisation. As David King noted, an “out of the box” solution would not have met their ambitions, whereas Aptem aligned closely with their KPIs and future direction.  

A phased and methodical implementation 

Implementation began in January 2022, using a carefully phased migration strategy. Learners in Year 3 remained on the existing system, while those entering Year 1 and Year 2 were migrated onto Aptem. The full migration was planned over 18 months, reducing risk and disruption.  

By May 2022, new learners were onboarding through Aptem and ready to start their programmes. A critical success factor was the involvement of the Admin Team Leader, who immersed herself in the system and took ownership of how onboarding should work in practice. Working closely with Aptem’s Implementation Consultant, the team customised onboarding steps to match real operational needs. 

Redesigning onboarding for engagement 

Previously reliant on phone calls and face-to-face meetings, onboarding was redesigned into a three-stage digital process: 

1. Eligibility review 
2. Interview conducted through Aptem 
3. Full application  

Even in the early stages of adoption, this approach led to higher learner and employer engagement, with positive feedback and reduced chasing by the admin team. Crucially, staff were freed up to focus on activities that directly reduced attrition and improved experience.  

Embedding change across the organisation 

Change management was treated as an ongoing process rather than a one-off event. Regular internal sessions focused on why changes were being made, what had been achieved, and what was coming next. Nearly everyone across the organisation attended at least one session, supporting engagement and confidence in using the system. 

A “train the trainer” approach ensured internal capability, with Aptem’s Implementation Consultant supporting the project team throughout. According to Aptem’s consultant, the implementation was smooth due to the organisation’s methodical planning, strong leadership support and early scoping of requirements. 

Real-time visibility and data-driven delivery 

Beyond onboarding, Aptem transformed how learner progress was tracked and shared. Where paper files and individual tutor records once dominated, all learning plans and progress data are now held centrally and accessible to those who need it – including employers.  

The introduction of embedded Power BI dashboards provides real-time insight into learner status, enabling earlier intervention and more informed decision-making at every level of the organisation. 

Tangible value beyond implementation 

While still on a journey, Steve Willis Training is already seeing financial and efficiency gains, alongside strong internal positivity about the system. The organisation views Aptem not as a static tool, but as a platform that can continue to evolve alongside programmes and market needs.  

Lessons for other apprenticeship providers 

The case study concludes with practical advice for organisations considering an apprenticeship delivery system: 

• Define short- and long-term objectives upfront 

• Be clear about programme design and delivery models 

• Ensure teams use consistent language 

• Invest in internal ownership and stakeholder involvement 

• Empower teams by demonstrating how the system supports their roles  

A foundation for sustainable growth 

The experience of Steve Willis Training Centres shows that scaling apprenticeship delivery is not simply about handling higher volumes. It requires systems that support quality, visibility and engagement, alongside a thoughtful approach to change. 

By implementing Aptem, the organisation has laid a digital foundation that supports growth, improves learner and employer experience, and enables data-driven decision-making – ensuring apprenticeships remain both scalable and sustainable in a rapidly changing skills landscape.