Adam Portsmouth — Founder, Pathway Talent Development
Most organisational learning doesn't work. I build the kind that does.
I'm an L&D practitioner who works with organisations to close the gap between training and performance. If your people are going through the motions but nothing is changing, I can help — and I can show you how.
Let's TalkPathway Talent Development exists to make L&D impossible to cut.
A few years ago I had a redundancy risk from an L&D role. It opened my eyes to the insecurity of my position in a company. It made me realise that I couldn't point to a single meaningful business outcome from a year's worth of work. I'd been busy. I'd been productive. But when it came to justifying my place in the business, I had nothing.
That experience changed how I think about the learning & development industry entirely. I later realised I wasn't alone in this.
Most L&D functions fail not because the work is poor, but because it was never connected to anything that mattered. A problem surfaces, someone assumes it's a people problem, a course gets built, and the business moves on hoping that was the right call. Nobody checks. Nobody measures. And when budgets tighten, L&D is the first thing cut — because it was never clear what it was actually delivering.
I am building Pathway Talent Development around a different premise. Every piece of work has to connect to a task that connects to an organisational goal. Every success metric is agreed before anything is built. And when training isn't the right answer, I say so before the money is spent. That's not how most L&D consultants operate. It's the only way I'm willing to.
I make sure every pound you spend on developing your people actually moves the business forward. And when it won't, I tell you before you spend it.
Where to start?
Read through the linked keystone article to gain a better understanding of my philosophy and business approach. Then follow that onto a real world case study that demonstrates this.
Keystone Article