Book a demo with us
| 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.
Kallidus
worldwide
reviews
Customer Results
WHY THIS, WHY NOW
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.
Acqusition Trigger
Each acquisition brings a different training baseline, and a different distance to travel
Each home that joins the portfolio brings its own staff, its own induction process, and its own training history. Bringing every new cohort to Avery’s care standard, at pace, while the quality of care for existing residents continues without interruption, is not a problem that scales well on spreadsheets. It is an infrastructure challenge that grows with every acquisition.
Leadership Signal
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, because it touches compliance, retention, and operational performance at the same time
Employer Brand Pressure
Premium positioning in care requires a development experience that matches it
In care, staff turnover is a persistent operational and financial cost. Avery positions itself as a premium employer, and that positioning only holds if the development experience reflects it. Completion counts on a branded e-learning portal are not a development experience. Structured pathways, visible progression, and learning connected to a career are what retain people who have options in a competitive labour market.
THREE OUTCOMES
What is different for Avery Healthcare 12 months from now
The organisations that escape the trap of measuring activity are the ones that can connect learning to quality, risk, and the kind of performance that holds up under CQC scrutiny. Here is what that looks like for Avery.
Productivity
Every home that joins the portfolio reaches Avery’s training standard from day one
As the portfolio grows, each new cohort of staff reaches competency against Avery’s care standards at the same pace and to the same benchmark, whether the home joined last month or last year. L&D teams spend their time on developing people, not chasing completions across systems that were never designed to talk to each other.
Risk
Every Avery leader walks into a CQC inspection knowing exactly where their team stands
Mandatory training obligations in safeguarding, medication, dementia care, and manual handling do not vary by location or acquisition history. Across 106 homes, the confidence to face regulatory scrutiny comes from knowing the picture is accurate and current, not from hoping the spreadsheet is right. The infrastructure makes that visibility the ongoing reality for every manager, every day.
Retention
Care staff see a development pathway that reflects the quality-of-care Avery promises
Avery’s employer brand rests on being a premium place to work in care. That reputation is built day to day in how staff experience the organisation. Structured pathways, visible progression, and learning that connects to a career rather than just a compliance checkbox are what retain people in a high-turnover sector. That is the difference between a training completion and a development experience.
Organisations that have been here
Where learning became a performance driver, not an admin function
Healthcare, residential and nursing care
“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.”
L&D Director
Care UK
MAKING THE BUSINESS CASE
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.
30% faster
New colleagues reach competency, more time caring, less time in induction
CQC ready
Every leader knows where their team stands, on any day, without chasing a report
Lower turnover
Care staff stay where development is real and visible. At Avery’s scale, each percentage point of reduced turnover is significant.
USEFUL CONTEXT FOR YOUR TEAM
Share these with whoever else needs to be part of the conversation
YOUR CONTACT AT KALLIDUS
Ready to talk through what this looks like for Avery Healthcare?
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, and whether the current setup scales with it.
No slides. No generic demo.
A focused conversation about Avery Healthcare’s priorities, 30 minutes. Your details go straight to Jamie, no form, no queue.
Jamie Lonegran
Account Executive, Kallidus
