Von Newman in one minute · with Wilfred Babatope Achom
Now tell us about your people and what needs to change.
Short films made around your organisation. A room afterwards to talk them through with the people you work beside. The evidence on your desk the same day. That is Atlas. We build it with you so that it ends up yours.
You know the training we mean. A ninety-minute module at a desk, once a year, with a quiz at the end that everyone passes and nobody remembers. We have all sat through it. We started Von Newman because we were tired of building systems that measured that and called it learning.
So Atlas works the way people actually learn now. You watch a film short enough to fit in a break, then you talk it through with your own crew. Your notes stay with you. When you have put the effort in, somebody notices. Whoever runs learning gets a view that tells them what to do next rather than a report to read on the train.
We do not hand you a licence and a manual and wish you luck. We build Atlas together with you around the way your organisation works. When it is done it is yours to own. Here are three editions we built this year, with the client names taken off. Watch the whole thing change colour as you scroll.
Their problem was new starters. People were being onboarded and sent to client sites before anyone could prove they were ready. The managers were losing sleep over it. So their Atlas opens on a thirty-day countdown. Every starter carries a Site-Ready Passport with live evidence gates. The management board shows who can go to Grangemouth on Monday and who cannot.
Onboarding · Working at height · EvidenceTheir crews drive long roads and work on live plants, so we made the journey management and Life-Saving Rules films around roads and plants like theirs. After each film the crew goes into a breakout room together. The group's own words come back to them within a minute. Anything that sounds like a concern reaches the HSE lead the same day, with no name attached.
Life-Saving Rules · Breakout rooms · Same-day flagsConfined space entry and speaking up, in their colours, built around their outage schedule. Quick checks between the films, a final assessment, then a badge and a certificate. The mandatory list gets visibly shorter. The learning team stops spending their week chasing people.
Confined space · Speaking up · CertificationDrag the line across. On the left is training the way most of your people know it. On the right is what Atlas does instead.
After the film comes the part that actually changes how people work. They talk it through in a breakout room with the crew they stand beside every day, on video with captions and with a facilitator in the room if you want one. What they say becomes a summary for the group and a lesson for the crew. When it needs to be, it becomes a concern with somebody's name against it as the owner. The person who raised it is never named.
Some of the best lessons we made this year started as something someone said in a room.
Tell us what your people need to know and we will make the films. We write them the way your employees will understand, build them around your organisation and the people in it and cut each one to the length of a tea break. Where your own material has gaps we fill them from what we know. Captions on. Plays on any phone.
Every film starts by telling you who it is for and why it matters. Then it tells you a story. Then it asks you three questions.
Tell us what you needThe management view shows you compliance by site, which certificates are about to run out and every concern raised in a room along with the person who now owns it. It all lands the same day. None of it lives in a spreadsheet. This is the real screen from one of the editions above.
It tells you who is below target, which concerns still have nobody looking after them and whose certificates run out this month. Each one comes with a button that does something about it.
That is how you decide what to commission next, instead of guessing from last year's audit.
Not an incident report three months later.
We get to know how your organisation works before we change anything. Then we stay with you long after go-live to keep it moving.
We come to you. We sit with your teams, learn how work really gets done and agree what success has to look like to your board.
Then we build Atlas around you, so it knows your sites and your roles, follows your rules, carries your content and wears your brand. Nothing generic survives this stage.
We connect it to your identity, HR and core systems, train your champions and make sure it lands in every branch, not just head office.
After go-live we keep releasing. We sit down with you every quarter to look at the numbers and decide what comes next. No annual upgrade bill.
We agree the problem together and the measures you will hold us to.
We build the pilot and run it with real people at one or two of your sites.
We look at the results against those measures. You decide what happens next.
Von Newman is a British and Nigerian company. We work with public bodies and private companies wherever they are. We hold ourselves to the same standard in both.
Wilfred started Von Newman in Lagos and still leads every client relationship himself. If you write to us, he is the one who reads it.
Vijay looks after Atlas and the platform it runs on. Before Von Newman he ran technology for SSE Energy, Barclays Bank and Le Creuset.
Kate designs how the pieces fit together, from the integrations to the summarising that turns a room full of voices into one clear decision. She came to us from the Wellcome Trust and local government.
Anthonia looks after our clients from the first conversation to long after go-live. If something needs sorting, she is the person who makes sure it gets done.
Abuja
Calabar
Tell us what is not working, who it affects, what you have already tried and what you need to be true six months from now. We will bring the right people into the conversation and come back to you within a working day.
