TTP Employee Spotlight – Lisa – Managing Director

1. How would you describe your role as Managing Director of Total Training Provision?

My role is to set the direction of the business and make sure our team has the support, skills and clarity to deliver it. That means balancing the quality of our training, the needs of learners and employers, and the long-term success of TTP. I care about the whole learner journey. I want people to leave us with a qualification, greater confidence, practical skills and more choices for their future.

2. What first inspired you to work in education, training and employability?

My own experience of education has really influenced me. I tried A levels and went to university, but that style of teaching and learning didn’t suit me, and I really struggled. It wasn’t until I started working at Next and training other staff that I discovered a real love of teaching and helping others develop.

That experience showed me how much the right learning environment matters. It’s a big part of why I’m passionate about apprenticeships and practical learning. I want people to understand that struggling in one setting doesn’t mean they aren’t capable of achieving—they may simply need a different approach.

3. Can you tell us about your journey to becoming Managing Director?

My journey wasn’t a straightforward academic route. After struggling with A levels and university, I found something I really enjoyed at Next, where training colleagues sparked my passion for helping others learn.

My father, Paul Hoyle, founded TTP in 2013, and I took over ownership in 2016. I was thrust into the role and had to learn a great deal while doing it. That taught me resilience, the importance of listening and the value of having good people around you. As TTP has developed, I’ve developed alongside it, learning to lead through others and think about the organisation’s long-term future.

4. What does Total Training Provision mean to you personally?

TTP means a huge amount to me. There is the personal connection of continuing something my dad started, alongside the responsibility I feel towards our staff, learners and employers.

My own experience means I understand how discouraging it can feel when learning isn’t working for you. Being able to help create a different experience for someone else is incredibly rewarding. I want TTP to be somewhere people feel supported, challenged and encouraged to recognise their potential.

5. Your father, Paul Hoyle, founded TTP in 2013. How has his original vision influenced the way you lead the organisation today?

Continuing what my dad started gives me a strong sense of responsibility and pride. The way I want to carry that vision forward is by keeping people and opportunity at the centre of the organisation.

As we grow, I want us to retain that personal care while being ambitious about the quality of our provision and the difference we can make. For me, building on his legacy means creating a business with a strong future that continues to open doors for others.

6. What achievement during your time at TTP makes you most proud?

I’m proud of building on what my dad started and seeing TTP grow to create opportunities for more people. What matters most to me is the impact behind that growth: learners overcoming barriers, gaining confidence, finding employment or progressing in their careers.

I’m also proud of seeing colleagues develop and take on responsibilities they might not previously have felt ready for. Knowing that TTP has played a part in someone recognising their own potential is something I never want to take for granted.

7. What do you enjoy most about leading the TTP team?

I enjoy seeing people develop, contribute ideas and take pride in the difference they make. Everyone brings different strengths and experiences, and it’s rewarding to see those come together to support a learner or solve a problem.

I particularly enjoy hearing the stories behind the results—what someone was struggling with, how the team helped and what changed. Those conversations remind us why our work matters and give us something meaningful to celebrate together.

8. What qualities do you believe make someone an effective leader?

An effective leader needs integrity, self-awareness and the ability to listen. They need to be clear about expectations, consistent in their decisions and willing to have honest conversations.

For me, care and accountability go together. People deserve support and encouragement, alongside clear feedback and high expectations. A good leader also recognises that they don’t have every answer. You need to trust others, welcome different perspectives and be prepared to reflect on your own approach.

9. What is the biggest lesson you have learned during your career?

That you cannot do everything yourself. When you care deeply about a business, it’s easy to get involved in every detail. But building a strong organisation means developing people, giving them ownership and making sure they understand what they are accountable for.

I’ve also learned that avoiding a difficult conversation rarely helps anyone. Addressing issues early, fairly and clearly gives people the best chance to improve and prevents problems from becoming bigger than they need to be.

10. How do you ensure learners and employers remain at the heart of TTP’s decisions?

I want us to keep asking what difference a decision will make to the learner or employer. That means understanding learners’ starting points, ambitions and barriers, alongside the skills employers need within their businesses.

We need to listen through regular conversations, reviews and feedback, then act on what we hear. I also believe we should look beyond qualification results to consider confidence, progress and what happens next. The real test is whether our training helps people move forward and enables employers to develop the skills they need.

11. What do you think makes Total Training Provision different from other training providers?

For me, it’s the combination of personal support, practical learning and high expectations. We want to understand the person behind the enrolment: what they want to achieve, what might be holding them back and what will help them succeed.

My own experience has made me passionate about recognising that people learn differently. We aim to bring that understanding into our delivery while working closely with employers to make learning relevant. I want people to feel that we care about their progress and are committed to helping them achieve it.

12. Is there a particular learner, employer or team success story that has stayed with you?

The successes that mean most to me are those where someone begins with very little confidence and gradually starts to believe in themselves. Because I struggled with an approach to education that didn’t suit me, that kind of change has a particular significance for me.

A qualification or a new job can be the visible outcome, but behind it may be someone finding the confidence to ask questions, try again or believe they have something valuable to offer. Those are the stories I want us to capture and celebrate, because they show how much progress can mean to an individual.

13. What are the biggest opportunities facing the education and training sector?

I see a real opportunity to build closer relationships between employers and training providers, so that learning responds to the skills people need at work. AI and digital skills are areas where we can help people build confidence, understand new tools and use them thoughtfully.

There is also an opportunity to make learning more accessible and flexible. I’m particularly interested in how we reach people who might feel that education isn’t for them, and how we create practical routes into employment and career progression that help them see what is possible.

14. What is your vision for the future of TTP?

My vision is for TTP to keep growing in a way that strengthens our quality and increases the difference we make. I want us to be a provider that learners recommend, employers trust and people are proud to work for.

That means investing in our team, developing training that meets real needs and building strong partnerships. I want us to remain ambitious, open to new ideas and focused on helping more people overcome barriers and make lasting progress in their lives and careers.

15. What advice would you give to someone beginning their career or considering an apprenticeship?

You don’t need to have your whole career mapped out before taking the first step. My own experience taught me that the route you initially choose might not be the one that brings out your strengths, and that’s okay.

Be curious, ask questions and make the most of the people who can support you. An apprenticeship gives you the chance to learn and put your skills into practice, so take ownership of that opportunity. If you’re struggling, speak up early. Your starting point doesn’t determine how far you can go.

16. Finally, what is something colleagues or learners might be surprised to learn about you?

I play the saxophone, and I love all things history—particularly the Tudors and Stuarts. A castle or historical site is my idea of a great day out, although my family might disagree with how long it takes me to get around!

They make fun of me because I have to stop and read every sign. I don’t want to miss anything, and there’s always something else to learn. Perhaps that says quite a lot about me: I struggled with learning in one setting, but put me somewhere that captures my interest and I want to know everything!