Article Summary
- Early trust creates lasting impact. Giving apprentices real responsibility from the start builds confidence, capability and measurable business results.
- Progression isn’t linear — and that’s a strength. Exposure to different roles and projects helps apprentices discover where they add the most value and grow into leadership roles over time.
- Apprenticeships build future leaders. When organisations invest consistently in young people, they don’t just fill roles, they develop confident professionals who shape culture and long-term success.
From apprentice to Head of Events. What long-term investment really delivers
National Apprenticeship Week is often framed around opening doors. But what matters just as much is what happens once someone walks through them.
At Investors in People, we’ve seen time and again that apprenticeships deliver the greatest value when they are treated as a long-term investment, not a short-term solution. Few stories demonstrate that better than Scott Irwin’s.
Scott joined Investors in People as an apprentice in June 2013. Today, he is Head of Events, responsible for a growing portfolio of events that deliver meaningful impact for our community.
His journey shows what’s possible when young people are trusted, supported and given real opportunities to grow.
Starting out by choosing a different path
When Scott joined Investors in People, it was his first full-time role. Like many young people at that stage, he was navigating uncertainty alongside opportunity.
“I joined in June 2013. It was daunting but exciting. I’d previously worked part-time in retail and actually continued doing that for around six months after starting. I was incredibly grateful to be given the opportunity, especially as the role offered such a high-level qualification.”
University had been an option, but not one that felt right.
“The studying and exam route was never a good fit for me. I didn’t know what I wanted to study, only that I enjoyed understanding how a business works. When I learned about the ‘earn while learn’ apprenticeship route, I knew it was perfect for me.”
Early trust creates early impact
Like many apprentices, Scott expected his first role to focus on support tasks. Instead, he was trusted with responsibility far beyond what he imagined.
“As a first-time full-time employee on an administration apprenticeship, I expected to be given small support tasks. I couldn’t have been more wrong.”
Within his first year, Scott was asked by CEO, Paul Devoy, to review Investors in People’s merchandise and print contracts and propose a new approach to managing them in-house.
“Being asked to do this at 18 was daunting, but incredibly rewarding.”
The impact was significant. Scott’s recommendations were implemented and went on to generate over £1 million in revenue across four years.
That moment changed everything.
“Seeing the results made me realise I could actually build a future here.”
Understanding what good performance looks like
One of the biggest challenges for apprentices is knowing whether they are doing well. For Scott, clarity came through a mix of peer comparison, senior recognition, and tangible outcomes.
“Seeing how my apprentice peers were performing helped, but recognition from senior leaders really reassured me that I was on the right track.”
That confidence was reinforced when Scott was named London Loves Excellence Apprentice of the Year in 2014.
“It was a clear signal that I was delivering real value.”
Progression isn’t linear and that’s the point
Scott’s journey to Head of Events wasn’t a straight line, and that’s exactly why it worked.
Between 2013 and 2017, he worked across administration, marketing and product roles. His experience included office support, website development and testing, CRM implementation, research, new product development, and events.
“I completed several project management qualifications early on, which really helped with the success of the merchandising project and shaped how I approached my work.”
In 2017, Investors in People became a Community Interest Company, bringing a sharper community focus. With his project management experience and proven commercial results, Scott was asked to manage The Investors in People Awards, which for the first time needed to deliver against a commercial target.
“The Awards were incredibly successful, and that opened the door to managing more events. It also made it clear that events were the sweet spot for my career.”
Since then, the events portfolio has grown significantly, supporting both organisational objectives and the wider Investors in People community.
We invest in apprentices
3-YEAR APPRENTICESHIP MANAGEMENT ACCREDITATION
Start your apprenticeship accreditation journey with We invest in apprentices
The right apprenticeship is the right person, in the right place at the right time.
But the best apprenticeship frameworks do not happen by accident. It’s about attracting that person, providing space and support for them to grow. Then you’re both unstoppable!
From apprentice to leader
Looking back, Scott sees the impact of his apprenticeship most clearly in his leadership approach today.
“I really started to feel the difference around three years in, when we were recruiting graduate interns. I already had years of hands-on experience and responsibility behind me.”
That experience now shapes how he leads others.
“I can genuinely empathise with apprentices because I’ve been one myself. That’s why I feel confident supporting our current Events Apprentice.”
What organisations often underestimate about apprenticeships
For Scott, the biggest missed opportunity in many apprenticeship programmes is underestimating young people’s potential.
“The capabilities of a young person are often underestimated. The more opportunities you give them, the earlier you start to see their potential.”
He believes organisations need to be willing to take informed risks.
“Sometimes we need to step beyond a fixed curriculum and give apprentices real opportunities. That’s where the biggest rewards come from.”
When asked what separates apprenticeships that work from those that don’t, his answer is simple.
“A good apprenticeship is equal parts enthusiasm from the apprentice and dedication from the employer. When both are present, apprentices can have a huge impact on culture and organisational objectives.”
Why this matters
Scott’s journey reflects what Investors in People consistently sees in high-performing organisations.
Apprenticeships succeed when they are built around trust, opportunity, progression and wellbeing, not just qualifications. When organisations invest in young people early and consistently, they don’t just build skills. They build confidence, capability and future leaders.
That’s the thinking behind We invest in apprentices and We invest in young people frameworks.
Want apprenticeships that deliver long-term impact, not short-term fixes?
Explore We invest in apprentices
Discover We invest in young people
