Several brands, one training organisation.
IAS runs the multi-brand training strategy and support for Astara Western Europe: three full-time technical trainers embedded in the organisation, training project coordination, and the update and creation of both multi-brand and brand-specific curriculum.
- Client
- Astara Western Europe
- Scope
- Multi-brand training strategy and training support
- Level
- International, Western Europe
- Team
- 3 full-time technical trainers + training project coordination
- Curriculum
- Multi-brand core curriculum + brand-specific curriculum, updated and newly created
- Services involved
- Training strategy + technical training + didactic design + project coordination
§ 01
The challenge
A brand portfolio that grows faster than a training team can.
Astara Western Europe distributes several brands, each with its own product cycle, its own technical documentation and its own expectations of what training should look like. Handled brand by brand, that produces parallel programmes that duplicate effort and still leave gaps.
Much of the technical content is genuinely shared: diagnostics, high-voltage safety, workshop process and service systems do not change fundamentally from one badge to the next. What does change is the product, the tooling and the brand standard on top of it.
So the work splits in two. Build a multi-brand core that carries everything shared, and design brand-specific curriculum on top for what is genuinely different. Then staff it properly, because a curriculum nobody has the capacity to deliver is a document, not a programme.
§ 02
Roles IAS delivers
The people behind the programme.
Technical trainer (3 FTE)
Three full-time trainers delivering technical curriculum across the brand portfolio.
Training project coordinator
Owns planning, groups, locations, materials, follow-up and reporting per wave.
Didactic designer
Builds the multi-brand core and defines where brand-specific content takes over.
Curriculum lead
Updates existing programmes and creates new ones as brands and products enter the portfolio.
Learning strategist
Keeps the multi-brand strategy aligned with the commercial and product calendar.
Technical content specialist
Translates brand documentation and tooling into workable practice sessions.
§ 03
How it ran
One core, many badges.
The multi-brand model only works when the shared core is genuinely shared and the brand-specific layer is deliberately scoped. Everything else is duplication.
- Phase 01
Map the portfolio
Which technical content repeats across brands and which is genuinely brand-specific.
- Phase 02
Build the multi-brand core
Diagnostics, safety, workshop process and service systems designed once, used across brands.
- Phase 03
Create brand curriculum
Product, tooling and brand standard designed on top of the core, updated as the portfolio moves.
- Phase 04
Staff the delivery
Three full-time technical trainers embedded, with coordination that keeps the calendar realistic.
- Phase 05
Run and update
Continuous delivery with curriculum updates as brands, products and regulations change.
What changed in the organisation.
- A multi-brand core curriculum that removes duplicated development across the portfolio.
- Brand-specific curriculum that stays deliberately scoped to what is genuinely different.
- Three full-time technical trainers giving predictable, dedicated delivery capacity.
- Training project coordination that keeps the calendar aligned with product and commercial timing.
- A curriculum that is maintained continuously rather than rebuilt every time a brand moves.
Outcomes are described qualitatively on purpose. IAS publishes no percentages, satisfaction scores or business results that have not been validated and released by the client.