Clear expectations. Confident new hires.
The part of onboarding nobody writes down — until now.
Stop losing revenue to slow new-hire ramp times. I build repeatable 30-day training systems for companies with 15–75 employees — without draining your managers’ time.
The growing pains
Built for companies past the “just wing it” stage.
If you’re hiring often enough that onboarding varies by manager, and inconsistently enough that new hires take too long to become productive, you’ve outgrown ad hoc training—even if no one’s said as much out loud.
01
Every manager trains differently
Critical information lives in people’s heads.
02
New hires don’t know what’s next
They learn by asking whoever happens to be available.
03
Nobody knows when they’re actually ready
“Seems good to me” becomes the measure of readiness.
The system
That’s the part I build.
Your business already holds the knowledge. I build the system that puts that knowledge in every new hire’s hands.
30-day ramp plan
A clear path through the first month: what to learn, who to learn from, and what to put into practice.
SOP / reference system
The work, written down. Practical instructions and answers that new hires can find when they need them.
Manager guide
A shared approach to training, check-ins, and feedback, so every new hire gets the same quality of onboarding, whoever leads.
Knowledge checks & readiness measures
A way to check understanding and see when someone is ready to work independently.
How I work
Start with what your people know.
Then make learning easier for the next person.
01
Listen to the people doing the work.
We identify what new hires need to know, where they get stuck, and what your managers are explaining over and over.
02
Build around the real work.
I organize that knowledge into a practical ramp plan, usable references, and clear guidance for managers.
03
Put the system to work. Refine as you go.
We walk through the system together, check what makes sense in practice, and adjust what needs to be clearer.
What I need from you
You don’t need to prepare a training program. I start with a short intake questionnaire, then hold a few focused conversations with the people who know the role best and review whatever materials and tools you already use. If little is written down, that’s fine, because most of this knowledge lives in conversations. I do the work of turning what I learn into your onboarding system.
SAMPLE WORK
See how the pieces fit together.
A new hire needs to know what to learn, how to do the work, and what “ready” looks like. These examples show how I connect all three.
Illustrative example: Customer Support Coordinator. Created to demonstrate my approach; this is not client work. Procedures and performance standards would be developed with your team.
01 / The learning path
30-day ramp plan
Goal: Handle routine order-status questions accurately and recognize when a manager needs to step in.
| Stage | Practice | Checkpoint |
|---|---|---|
| Days 1–5 | Watch a manager handle three sample inquiries. Locate order details and explain the escalation rules. | Find the right information and identify which requests need help. |
| Days 6–10 | Draft responses to five practice inquiries using the SOP. Review each with a manager. | Give accurate answers without making unsupported promises. |
| Days 11–20 | Handle routine inquiries under supervision. Practice delayed-order and missing-information scenarios. | Complete the workflow and document the next action. |
| Days 21–30 | Complete the readiness check. Revisit any steps that still need coaching. | Manager approves the specific tasks the employee can handle independently. |
Progress follows demonstrated ability. Day 30 is a checkpoint, not automatic approval to work independently.
02 / The work, written down
SOP excerpt: Responding to an order-status question
Use when: A customer asks where their order is or when it will arrive.
Successful result: The customer receives a verified status and a clear next step, and the inquiry is documented.
- Confirm the order. Follow the approved identity-verification process before sharing order details. If verification fails, stop and refer the request to the support lead.
- Check the source. Open the order record and available carrier tracking. Confirm the current status and latest update.
- Choose the next step. If the records agree and the order is within its delivery window, explain the status. If the records conflict, tracking is missing, or the delivery window has passed, refer the case to the support lead.
- Respond clearly. Explain what is confirmed and what happens next. Share an estimated delivery date only when the approved source provides one, and describe it as an estimate.
- Leave a usable record. Log the status checked, the response sent, and any follow-up owner. Keep escalated cases open until the support lead confirms the resolution.
Stop and ask: Never guess a delivery date, disclose unverified order information, or promise a refund outside your authority.
03 / Evidence of readiness
Readiness check: Can they handle it independently?
Practice task: Respond to three simulated inquiries: an order in transit, an order past its delivery window, and a request that fails identity verification.
The manager observes whether the employee can:
- Follow verification requirements before disclosing information.
- Find and interpret the correct order and tracking records.
- Give an accurate response without unsupported promises.
- Recognize when to stop and escalate.
- Document the next action and who owns it.
Ready for routine inquiries: Completes all applicable steps correctly across all three scenarios without coaching prompts.
Not ready yet: Receives coaching on the missed step, practices it, and completes a fresh set of scenarios before approval.
Critical errors: Sharing information without verification, inventing a delivery promise, or missing a required escalation prevents sign-off.
Manager decision: Ready for routine inquiries / More guided practice needed
Passing this check authorizes routine order-status work only. Exceptions still go to the support lead.
One workflow. Three connected tools.
The ramp plan sets the learning sequence. The SOP supports the task. The readiness check gives the manager evidence for the next step.
PRICING AND SCOPE
Start with one position. Expand from there.
Start by building a clear onboarding system for one position. If you need to cover additional roles, departments, or locations, we’ll define that work and price the additional scope separately before moving forward.
ONE-POSITION PILOT
$2,500
A focused project to turn one position’s essential processes into practical training materials your managers and new hires can use.
I’m offering my first 10 pilot projects at a $2,500 founding-client price. In exchange, I ask for candid feedback and, if the work delivers what we set out to accomplish, a short testimonial.
- One 30-day onboarding plan
- Up to five agreed core SOPs
- One manager guide
- One short training module
- Knowledge and practical performance checks
- One organized home for the materials
- One usability walkthrough and handoff session
Includes one consolidated revision round and a follow-up approximately 30 days after handoff.
One position, one agreed set of workflows. The 30-day plan describes the new hire’s learning schedule—not the project delivery timeline or a guarantee of independent performance.
ADDITIONAL POSITIONS AND LARGER ROLLOUTS
Custom quote
For teams that need additional positions documented, different workflows covered, or support introducing the materials across departments or locations.
- Additional positions and responsibilities
- Department-specific or location-specific procedures
- Different systems, approval rules, or languages
- Additional interviews or source material
- Expanded testing, rollout, or manager support
Where positions share processes, we can reuse approved materials and focus the additional work on what is different.
You’ll receive a written scope, price, and schedule before additional work begins.
Does company size change the price?
Company size alone does not determine the price. The number of positions, differences in workflows, and the review and rollout support needed define the scope.
What counts as one position?
One position means a role with a consistent set of responsibilities, systems, and working procedures. Multiple employees can use the same materials for that role within the agreed business scope. Different responsibilities or procedures may need separate materials.
What happens if we need more?
We’ll identify the additional work and agree on the price and schedule before the work begins. Corrections to errors in my work do not count as extra scope.
Joshua Rowsom
Onboarding & Training Systems
About
Make the know-how shareable.
I’ve been building training systems longer than I’ve been calling it consulting.
As a kitchen manager and pastry chef, I built product-knowledge training that increased dessert sales by approximately 80%. I led and trained teams of 5-25 through high-pressure service, where people needed clear instructions, guided practice, and a clear picture of what good work looked like.
In education, I applied the same approach: break complicated material into manageable steps, give people chances to practice, check for understanding, and adjust when something isn’t landing. My students started at very different places, and they demonstrated growth on standardized assessments, including MAP and SBAC, no matter where they began.
Knowing how to do a job and helping someone else learn it are different skills. My work connects them.
I help businesses turn what their experienced people know into onboarding that new hires can follow and managers can teach consistently.
Values & fit
Who I’ll work with
I want my work to help people succeed, not make workplaces less welcoming.
I will not work with companies or organizations that actively discriminate against LGBTQ+ people, trans people, women, racial or religious minorities, people with disabilities, or other marginalized groups.
I also will not work with organizations whose leadership, public positions, policies, or business practices are built around denying people equal treatment or dignity.
I understand that drawing that line may cost me business. I am comfortable with that.
A clearer first month starts here.
Let’s talk about your onboarding.
Tell me where new hires get stuck—and what’s taking too much of your managers’ time.