We Design Learning That People Actually Remember
What Tryitowl Is (and What It Isn't)
Most corporate training companies will tell you their programmes are "impactful" or "transformational." We've sat through enough of those programmes to know what that usually means: a slide deck, a workbook with blanks to fill in, and a post-session survey that no one reads.
Tryitowl is not that.
We are an experiential learning company. We design situations that participants have to navigate — a budget crisis, a stakeholder negotiation, a project going sideways — and we watch what happens. The debrief that follows is where the learning actually occurs. What did you do? Why? What would you do differently? The experience gives everyone in the room the same data set. The debrief is what you build on.
We don't do keynotes. We don't do awareness sessions. We don't do training that checks a box without changing a behaviour. What we do is design for the gap between what people know and what they do — which is almost always the actual problem.
How We Work — Discover, Design, Debrief
Every engagement starts with a conversation, not a proposal. Before we suggest anything, we want to understand the gap: what's happening that shouldn't be, or what's not happening that should? Is it a skill problem, a motivation problem, or a structural one? (We'll tell you when training isn't the answer. That matters.)
Once we've diagnosed the gap, we design. The intervention could be a single simulation run in an afternoon. It could be a four-session leadership programme built around a specific cohort's challenges. It could be a compliance training module that's actually engaging enough to remember.
Then comes the debrief. This is where most training providers stop — they deliver the session and move on. We treat the debrief as the main event. The debrief is the moment when an experience stops being just an experience and becomes something people can apply on Monday morning.
Take Resource Paradox, one of our flagship simulations. Teams spend 90 minutes negotiating budgets, making decisions with incomplete information, and discovering what happens when every department optimises for its own outcomes. The debrief is not about who won. It's about why they made the decisions they did — and what that reveals about how their team actually operates, rather than how they think it operates.
That's the Tryitowl difference. The design is the easy part. The insight is what we're after.
Four Things We Do Well
Business simulations and management games
Decision-making experiences that replicate real pressure without real consequences — and produce real insight. Simulations like Resource Paradox, Stakeholder Metro, 20 Weeks, and Client Compass put participants in situations where their instincts are tested, their assumptions are surfaced, and their patterns become visible. See all simulations →
Leadership and soft skills programmes
Sixteen structured programmes covering the capabilities that don't come on a CV but determine whether someone becomes a manager their team respects or one their team endures. First time managers, stakeholder management, conflict resolution, business acumen — built around doing, not slide consumption. Browse all programmes →
Compliance learning — PoSH, ISMS, and information security
Compliance training that people remember because it was designed to be engaging, not just legally sufficient. Our PoSH training produces behaviour change. Our ISMS awareness programmes produce security habits. These are not tick-box sessions. See compliance programmes →
Assessments and 360 degree feedback
Leadership competency assessments that tell you something useful — not something comfortable. Our 360 feedback process and Guild platform are built for organisations that want real data on where their leaders are, not a nicely formatted report that sits in a drawer. See assessments →
Organisations We've Worked With
We've designed and delivered programmes for enterprises across ITES, BFSI, healthcare, manufacturing, retail, and professional services. Clients have included Google, BCG, Bain, KPMG, Delphi, Curefit, Novo Nordisk, and Infineon.
In terms of scale: we've run single-team workshops for 12 people and company-wide rollouts for 50,000 employees across 50 countries. Virtusa deployed our gamified induction experience across their global organisation. BMA ran our programmes across 173 stores. The design adapts. The principles don't.
Industries we work across regularly: ITES and technology services, banking and financial services, healthcare and pharmaceuticals, manufacturing, consulting, and retail.
The People Behind It
Rupert Picardo — Co-Founder
Rupert has spent 24 years designing experiences that make corporate training worth showing up for. He builds the simulations, writes the debrief frameworks, designs the facilitation sequences, and then goes and runs them — because a programme that only gets tested on paper is not really tested.
He's a TEDx speaker (TEDxLavelleRoad, 2019) and holds a world record for the largest ensemble of body percussionists ever assembled — 160% more participants than the previous record, performing for six continuous minutes. The connection between that event and his approach to learning is not incidental. Both depend on getting large groups of people to do something difficult in sync, with no room for half-measures.
Sapna Gurukar — Co-Founder
Sapna is India's first female professional off-road racer and a 5-time national champion. She is also the operational and facilitation force behind Tryitowl's toughest programmes — resilience, remote leadership, DE&I, virtual team engagement.
The connection between those two things is not a metaphor. Off-roading at a national level requires reading uncertain terrain, making split-second decisions with incomplete information, trusting your co-driver completely, and staying composed when things go wrong. So does good facilitation. So does real leadership under pressure. Sapna designs and leads programmes around those exact moments — because she has lived them.
What We Refuse to Build
"Learning that doesn't produce a decision or a behaviour change isn't learning. It's content." If a programme can't answer the question "what will participants do differently on Monday?", we won't run it.
"The debrief is where the learning actually happens. The activity just creates the data." Most training stops before the debrief. We consider that abandoning the most valuable part.
"We will tell you when training isn't the answer." Sometimes the gap is structural. Sometimes it's a hiring problem. Sometimes the team needs a system change, not a workshop. We'd rather say that and lose the engagement than take the brief and deliver something that doesn't move the needle.