Training
Training is the right fix when the gap really is skills. When the problem sits in how the work is set up, more training rarely changes anything, and I'll tell you so. The paper explains how to tell the difference.
Every programme ends with a SkillScend certificate and a verifiable digital badge, issued through Accredible, that participants can add to LinkedIn or a CV.
Is training the right fix?
Usually yes, when:
- the problem is broadly understood, but people lack a shared language, skills or practical tools;
- you want capability that stays after the programme ends;
- you want more consistent, professional practice across teams.
Probably not, when:
- earlier training or initiatives did not change behaviour or results;
- the outcomes themselves are unclear or in conflict;
- the problem spans leadership behaviour, governance, metrics and team design at once.
In those cases, the cause is usually structural, and a structural diagnosis comes first. The two can be combined.
Process Communication Model (PCM)
For managers, team leads and anyone in a people-facing or high-pressure role. Participants learn how personality structure shapes communication, how to adapt to the person in front of them, and how to recognise stress patterns, in themselves and others, before they turn into conflict. Advanced goes into deeper distress patterns, de-escalation and high-stakes conversations.
Lean Six Sigma
For people who run or lead improvement work. Yellow Belt covers the foundations: spotting waste and improving flow with simple, repeatable tools. Green Belt is about leading improvement with DMAIC and facilitating structured problem solving. Black Belt is for leading cross-functional improvement tied to organisational goals, with advanced metrics and cost-benefit analysis, and coaching Green Belts.
Participants who want the formal AALSSC certification can sit the exam through me, at extra cost.
Agile role bootcamps
For people new to these roles, or practising them without ever having been properly prepared. I built and ran bootcamps like these at ING Hubs and LSEG.
Scrum Master: running Scrum events with purpose rather than ritual, facilitating with structure and psychological safety, using coaching questions to grow team autonomy, and handling dysfunction and difficult stakeholders.
Product Owner: building and prioritising a value-driven backlog, using Lean and Design Thinking basics to find the real need, turning vision into steps with story mapping, and leading without formal authority.
Agile Coach: working across teaching, mentoring, facilitating and coaching, diagnosing systemic impediments, designing conversations and retrospectives that change something, and the self-mastery the role depends on.
OKRs
For leadership teams and product or delivery leads. How to write objectives and key results that are ambitious and measurable, align them across teams without creating bureaucracy, and run planning, check-ins and reviews without falling into vanity metrics.
Evidence-Based Management
For leaders who decide where effort and money go. How to use evidence for decisions and trade-offs, work with the four Key Value Areas (Current Value, Time to Market, Ability to Innovate, Unrealised Value), and choose leading indicators instead of metric theatre.
Practicalities
I deliver every programme myself, in English or Romanian. I prefer on-site, in Bucharest or at your location; online is possible. Content is adjusted to the group, and the length can be too.
To discuss training for your team, write to me at [email protected] or message me on LinkedIn. Tell me who the group is and what you want to change, and I'll tell you directly whether training is the right fix.