Arvo started because of a pattern in my own life. Every time I caught up with friends, the conversation came back to work. A manager who made every day harder. A brilliant friend who had stopped caring. Sometimes both. People who had wanted these careers for years were quietly figuring out how to leave. Most managers want to do right by their team. They just have no idea how to develop people, and very little time to care with a pile of other deliverables that get measured and prioritised. Companies spend millions on customer experience, on product, on design. They spend almost nothing on the one person who decides whether each employee stays, leaves, or quietly checks out. The manager is the most important role in the company and the least supported. The first version of Arvo was built for individuals. Small daily adjustments to make your own job feel more like yours. People liked it, but the feedback was clear. The motivated ones always try their best to make things work better and easier for them, but at the end of the day, they can't fix their manager or the org. So we moved the product to where the change actually happens. Each cycle, the team tells the manager how they are doing and the skills they want to develop. The manager gets one specific thing to try, contextualised to the team and individual profiles. Over time, the manager develops their people-manager skills through real work and real people issues, tracked and visible for HR to know who are truly developing people. That is the version we are launching today.

Arvo

Manager training that happens inside the actual work.

Manager training that happens inside the actual work.