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Both types of teams run into a similar set of problems as their training volume grows. Trainer scheduling is often still managed in spreadsheets, which becomes unworkable once a client asks for training on a specific day in a specific skill and a coordinator has to check trainer availability and expertise by hand, across trainers who each have different skills and different schedules.

That coordination work is significant enough that many organizations dedicate a full-time person to it, and it only gets harder to manage as the number of clients, trainers, and skill combinations increases. Beyond scheduling, training providers and L&D teams also have to report back to stakeholders and meet compliance and audit requirements, calculate what trainers are owed, bill clients accurately, and track whether individual training projects, or the training business as a whole, are actually profitable.

Handling all of this by hand, across spreadsheets and disconnected systems, makes each of these tasks harder than it needs to be, and makes it difficult to see profitability clearly until after the fact.