Accelerate
the way Avery Healthcare builds compliant, skilled, and high-performing care teams
10,000 frontline care workers across 106 homes, with mandatory obligations in safeguarding, medication, dementia care, and moving and handling. Avery positions itself as a premium employer in care. That promise starts with how development is delivered, not just what is trained.
What is shaping Avery Healthcare's L&D agenda right now
Avery Healthcare is growing quickly through acquisition, expanding a portfolio that already spans 106 care homes and 10,000 frontline colleagues. Growth at that pace creates L&D infrastructure challenges that manual processes and standalone e-learning portals are not built to absorb.
Each acquisition brings a different training baseline, and a different distance to travel
Each home that joins the portfolio brings its own staff, induction process, and training history. Bringing every new cohort to Avery's care standard, at pace, while care for existing residents continues without interruption, does not scale on spreadsheets.
New leadership and the infrastructure questions that follow
Avery Healthcare appointed new CEO and COO leadership in 2026. New operational leadership at that level typically asks one early question: do the systems behind the organisation match the ambition in front of it. L&D infrastructure is one of the first places that question lands.
Premium positioning in care requires a development experience that matches it
Staff turnover is a persistent operational and financial cost in care. Avery positions itself as a premium employer, and that only holds if the development experience reflects it. Completion counts on a branded portal are not a development experience — structured pathways are.
What is different for Avery Healthcare 12 months from now
The organisations that escape the trap of measuring activity are the ones that connect learning to quality, risk, and the kind of performance that holds up under CQC scrutiny.
Every home that joins the portfolio reaches Avery's training standard from day one
- New cohorts hit competency at the same pace, to the same benchmark
- L&D spends time developing people, not chasing completions
- Systems designed to talk to each other, across every home
Every Avery leader walks into a CQC inspection knowing exactly where their team stands
- Safeguarding, medication, dementia care, manual handling — visible and current
- Accurate picture across 106 homes, not a hopeful spreadsheet
- Ongoing reality for every manager, every day
Care staff see a development pathway that reflects the quality-of-care Avery promises
- Structured pathways, visible progression, real careers
- Learning connected to a career, not a compliance checkbox
- Retains people who have options in a high-turnover sector
Where learning became a performance driver, not an admin function
"Our managers stopped spending their days chasing training records. They started spending them developing their teams. That is a fundamentally different organisation."
"Before, we had no reliable view of where we stood. Now any manager can see exactly what their team has done and what they still need. That changes how they lead."
"The infrastructure meant our L&D team could focus on what actually improves care — the conversations, the coaching, the development — rather than the record-keeping."
What Avery Healthcare gains, and can point to
Drawn from care and healthcare organisations at similar scale. These are business outcomes, not platform metrics. We can model them against Avery's specific portfolio, headcount, and current turnover rate when we meet.
We will model the four figures on the right against your own programme.
- More time caring, less time in induction
- Measured against role competency
- Consistent across every home
- Every leader knows where their team stands
- Standing evidence base
- No manual reconciliation
- Visible progression pathways
- At Avery's scale, each point matters
- Retains people with options
- Every acquisition onboarded the same way
- One reporting spine, not 106
- Overhead doesn't scale with the portfolio
Share these with whoever else needs to be part of the conversation
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Ready to talk through what this looks like for Avery Healthcare?
I put this page together with Avery Healthcare specifically in mind. Growing a care home portfolio through acquisition is one thing. Making sure every site that joins delivers to the same care standard, from day one, across mandatory training obligations that regulators will inspect, is the operational challenge underneath it.
The organisations that manage that well have L&D infrastructure that treats compliance as a live, reportable output rather than a retrospective exercise. No slides, no product walkthrough — a focused 30 minutes on what Avery's L&D function needs to look like as the portfolio grows.
Jamie Lonergan, Kallidus
No slides. No generic demo.
A focused conversation about Avery Healthcare's priorities in 30 minutes. Your details go straight to Jamie. No form, no queue.
Book your session with Jamie