The Multiverse blog

The disability care and support charity is launching an AI Academy for 34 staff, through upskilling platform Multiverse.

Training will be delivered to teams, including those in finance and HR roles, and those working directly in care homes. This will support the organisation to harness AI to eliminate time spent on manual admin tasks and ensure strong and consistent data handling skills across different departments.

By engaging with AI tools, the cohort will develop the skills needed to streamline and improve accuracy across reporting tasks, note-taking and preparation activities. This will enable them to spend more time on what matters most to the organisation: supporting disabled people, leading teams and delivering high quality services.

Learners will be enrolled on Multiverse’s Level 3 AI-Powered Productivity, which helps teams use GenAI effectively in their daily tasks, driving efficiencies with tools like Microsoft 365 Copilot or Gemini. The Level 5 AI Strategy and Leadership will also help teams to develop and guide AI implementation across the organisation.

Ruth Owen, CEO of Leonard Cheshire, said: “Through our partnership with Multiverse, we are implementing AI tools to transform how we manage mundane and time-consuming administrative tasks that can take time away from the vital care and support we provide. By reducing this burden and upskilling our teams, we also hope to give colleagues more freedom to focus on the work they are passionate about and that has the greatest impact.

“The AI training is one part of a wider modernisation journey we are on as a charity, as we invest in technology at services, for people we support and use by colleagues. This is all about ensuring we deliver the best possible care and support to the next generation of disabled people – transforming what we currently can provide.”

Gary Eimerman, Chief Learning Officer at Multiverse said: “The care and support that Leonard Cheshire provides is crucial to disabled people, and their families, and communities. It’s an absolute honour to be working with an organisation that touches so many lives, and we hope that our training will help them to reach even more of the people that need them most.”

Multiverse is the upskilling platform for AI and tech adoption, which delivers personalised, on-the-job learning. Multiverse has trained more than 20,000 apprentices in AI, data and digital skills since 2016.

Over 1,500 companies work with Multiverse to deliver a new kind of learning that’s transforming the workforce at scale. Programmes are targeted at people of any age or career stage.

Together the two companies have set an immediate goal to train 100,000 German workers in AI skills. StackFuel delivers training for large corporates like Mercedes Benz, IAV and Telefónica and was founded by Leo Marose and Stefan Berntheisel, who both join the senior leadership within the combined entity. The acquisition is the conclusion of a funding process for the fast growing startup as the team seeks further scale in response to rising demand.

Multiverse and StackFuel’s shared mission contributes to Germany’s ambition to become an AI nation and close the current AI and data skills gap. Upskilling will be decisive for the country, equipping individuals for new roles, enabling companies to enhance productivity and competitiveness, and driving economic growth. IAB research has shown the use of AI could increase Germany’s GDP by up to €4.5 trillion over the next 15 years. Combining Multiverse’s advanced AI expertise with StackFuel’s deep track record in the German market and best in class programme completion rate (92%) will rapidly deliver AI upskilling across Germany’s workforce at scale.

Leo Marose, Co-founder and CEO of StackFuel:

“Germany can prosper in the age of AI, but what is holding us back isn’t desire or technology, it’s the skills of individual workers to make use of new technology. 70 percent of workers in Germany are not offered any AI training and thus lack the ability to fully embrace its possibility. We have built StackFuel to become Germany’s leading online training provider in data and AI. Joining forces with Multiverse now gives us the resources to deliver critical training necessary for workers at an even larger scale, matching the urgency of the challenge. For this reason, we as founders decided to combine our strengths with Multiverse.”

Multiverse is Europe’s only EdTech unicorn and largest AI upskilling platform, partnering with over 1,500 global companies. Its upskilling programmes are aligned to each organisation’s strategic goals and combine AI-driven learning with human coaching. This acquisition forms part of a European expansion strategy for the London HQ’d business, who are a participant in the EU-AI Champions Initiative and thereby have committed to establishing Europe as a global leader in AI development and application. Multiverse GmbH courses have been accredited in Germany (AZAV) and the company has been delivering training there since 2025.

Euan Blair, Founder and CEO of Multiverse:

“There is no more urgent mission than equipping the workforce to win in the AI era. Whether it’s capturing AI’s potential productivity enhancements, or mitigating the risks of labor market transformation, our economies require AI skills at every level of the workforce. Leo and Stefan have built an outstanding product that answers the challenge and is already used by some of Germany’s most recognised brands. The StackFuel team should be incredibly proud of what they’ve built, and excited about the journey to scale that we are embarking on together.”

Multiverse today announced a major expansion of its partnership with DXC Technology (NYSE: DXC), a leading enterprise technology and innovation partner. Through this collaboration, DXC professionals in the UK will gain access to bespoke training pathways via Multiverse’s newest offerings – the Applied Leadership Academy and the Engineering Academy – alongside the company’s established AI programmes.

With the pace of emerging technology, DXC recognised the need to equip staff with broader AI skills and a business-first mindset to help unlock new opportunities, improve project efficiency and drive high-performing teams. This collaboration is a core component of its strategy to future-proof its talent and deliver market-leading solutions in the UK.

The upskilling initiative features a suite of programmes from Multiverse designed to address both business and technical needs. Most learners are enrolling in Level 4 AI for Business Value, which trains teams to build and implement AI solutions.

Others will be taking Level 5 Transformative Leadership, a core offering of the Applied Leadership Academy, which gives employees the skills to drive impactful change. DXC is also leveraging the Engineering Academy, with staff on Level 6 Advanced Software Engineering (ASWE) learning essential advanced skills in critical areas like cloud engineering, cybersecurity, and AI. These new skills will not only enable them to launch new products faster, it will also earn them a degree upon completion.

Anne-Marie Wallace, UKI Early Careers and STEM Lead at DXC Technology said: “The integration of AI and emerging technologies is not just an IT challenge – it's a fundamental business transformation. Our partnership with Multiverse is a decisive investment in our people, ensuring our teams possess the high-value skills and leadership capabilities necessary to harness these advancements, drive innovation for our clients, and maintain our competitive edge in the global market.”

Gary Eimerman, Chief Learning Officer at Multiverse, said: “The speed of technological change demands a learning strategy that is both personalised and immediately applicable – which is exactly what DXC is implementing. Our new Academies are designed to transition skills from theory to tangible impact, and DXC’s adoption of these programmes shows a true dedication to creating a future-ready workforce.”

The comprehensive roll-out of these Multiverse programmes solidifies DXC Technology’s commitment to internal talent development and its dedication to staying ahead of the industry curve. By building a workforce proficient in both cutting-edge AI applications and transformative leadership, DXC is strategically positioned to accelerate its digital transformation agenda and deliver market-leading outcomes for its clients.

From its beginning, Atlas was built on a Socratic model to help learners think critically. But as we’ve scaled - reaching more learners than ever before - we recognised the opportunity for it to do more.

This is the next evolution of Atlas. It has moved from being a Socratic guide alone, to becoming an intelligent AI that understands a learner's intent and autonomously decides how best to help.

Following a pilot beginning in July, Atlas now successfully resolves 88.3% of all inbound support queries, like simple scheduling questions, and more than 99% of overall messages spanning both support and learning. Just one per cent of messages that begin with Atlas are escalated to a human coach. The AI coach has also hit a new high of 99% helpfulness rating from our learners.

And for the sensitive moments or thornier problems when you just need to speak to a human, Atlas seamlessly connects to your coach with a summary of the discussion. No qualms.

This is a huge milestone, not just for us, but for the entire conversation around AI in learning. Here’s a look at how we did it and why it matters.

Moving beyond the "bad chatbot"

We've all been there: trapped in an automated chat loop, spamming "speak to a person" because the bot just doesn't understand. The problem with most chatbots is that they aren't built to solve problems, they're built to deflect them.

We wanted to build the opposite. We needed an AI coach that could genuinely help, not get in the way.

That’s why this 88.3% support resolution rate is so important. Rather than being a "containment" metric that ultimately hides user frustration, it's a resolution metric, validated by a 99% helpfulness score. Our learners aren't being "contained": they are getting the answers they need, when they need them.

What does this mean for learners?

Previously, Atlas was primarily a Socratic tutor. But what if a learner didn't need a tutor? What if they just had a quick question about their schedule or where to find a resource?

Atlas can understand and act on the intent behind a question. Atlas now intelligently triages every query and decides what role to play:

• Is the learner stuck on a learning module task? Atlas becomes a Socratic Tutor, guiding them with questions to help them find the solution themselves, using the skills they’ve learnt.
• Is the learner struggling to identify a relevant opportunity for a project? Atlas steps in as a thought partner to help them overcome the "blank page", suggesting high-impact project ideas tailored to their role.
• Is the learner confused about a deadline? Atlas becomes a Support Guide, instantly providing the correct date and resources.

This ability to decide how to help is what makes it a true AI coach. For learners, it’s always available and built to solve their problems, fast.

And it’s working. In October alone, Atlas resolved over 9,400 issues, a 9x increase in the three months since its new support capabilities were piloted.

How Atlas is supercharging our human coaches

We have world-class human coaches. Atlas helps to augment what they can deliver.

We’re using AI to free up our coaches to focus on the high-impact, uniquely human work that no AI can replicate: mentorship, pastoral care, and deep, developmental coaching.

By handling 88.3% of routine support queries, Atlas is giving our coaches their most valuable resource back: time. Coaches who have been using the new Atlas have seen their total message volume fall by 32%. The percentage of their time spent on routine support has dropped from 41% to just 18%.

<block-starlight> "We’ve moved Atlas beyond just Socratic coaching; it is now the first place a learner can go for any question they might have. It understands their intent and knows when it can help them directly, and when to connect them with human expertise.

By handling the vast majority of all the support queries it receives, it gives our human coaches and our support team their most valuable resource back: time. They can now redirect their efforts from routine support to the high-impact, developmental coaching that actually transforms careers."

Cem Gurkan

Senior Product Manager</block-starlight>

What is the impact of all this?

Our learners are feeling the impact every day. With over 23,000 learners asking 1.5 million questions to date, Atlas is delivering instant, accurate, and helpful support 24/7.

But don't just take our word for it. Here's what our learners are saying:

<block-lunardark>“Using Atlas is like having an expert on call, giving straightforward answers and practical pointers. It made apprenticeship tasks feel simpler and more achievable – I used it for assessment clarifications, templates, step‑by‑step guidance and help on tasks when preparing evidence for my portfolio.”

Toni‍

Data learner from a global education nonprofit</block-lunardark>

This is the future of learning we are building at Multiverse: a future where AI and human experts work together to deliver a more personal, supportive, and effective experience than ever before. This new, smarter Atlas is a massive step forward.

While installing a new tool is easy, achieving true AI transformation is hard.

At Multiverse, we have committed to making this change a full team effort. As a result, we increased our revenue per employee by 37% last year. Here’s how we approached it:

1. Communicate a clear vision and expectations

Successfully driving AI adoption begins with clear communication about what the transformation means, and what expectations come along with it.

Vision

For us, transformation meant integrating AI into the core of how the business operates and how our employees work. Our vision for transformation is built on three pillars:

• Building the foundations: Unlocking our data safely and responsibly so everyone has access to it and knows how to use it to inform business decisions.
• Enabling our people: Upskilling and instilling an AI-first culture, giving our team the resources and support they need to feel confident using AI in their day-to-day.
• Delivering the change: Transforming each department to deliver outcomes with AI, based on their individual workflows and needs.

Expectations

We communicated expectations by:

• Establishing clear guidelines: Making AI a core part of the organisational performance framework. Our new operating principle, "AI to deliver outcomes," embeds the expectation that AI is an engine for performance at every level and is now a core part of our performance framework.
• Fostering an AI-first mindset: Employees should be encouraged to think, "Can AI do this?" when assigned a task, promoting the use of AI for increased day-to-day productivity.

2. Engage every level of the organisation

While having the full backing and role modeling from the highest leadership is crucial, true ownership must be felt across the board.

An every-level approach to engagement is vital to ensure everyone is part of the change. One effective way to achieve this is by creating different roles within the organisation, outside of the technical team, to foster widespread participation:

• Amplifiers: These are all employees who are supported and enabled to utilise AI in their day-to-day work.
• Builders: A subset of people who sit within departments, go through certification, and gain the skills to build AI solutions for their respective department responsibly.

This structure ensures both roles are recognised as important, with Amplifiers feeding into Builders and Builders supporting Amplifiers, distributing engagement across the company.

3. Support continual learning and skills development

AI adoption requires continuous learning. At Multiverse, we’ve committed to all of our employees that they’ll become the most AI-enabled version of their profession, and we provide the upskilling opportunities to get them there. Support for skills development can be integrated into an organisation in several ways:

• Tailored training: Providing customised enablement for different roles to ensure relevant learning opportunities for everyone.
• Ongoing support: Establishing a helpline for when employees get stuck. At Multiverse, our “AI Genius Bar” is available throughout the week for those seeking a bit of extra guidance.

4. Balance financial and cultural metrics for success

Measuring success must be holistic, tracking both hard metrics and qualitative ones. While impacting company financials is important, it’s also crucial to ensure employees are being taken along the journey. We break our metrics down into:

• Revenue per employee: Focuses on how AI drives top-line delivery, not just operational efficiencies or time saved.
• Employee sentiment: Tracks cultural change by using pulse surveys to see if confidence is increasing as new arrangements are rolled out.

Ultimately, achieving AI transformation is a journey, not a destination, and it requires a holistic strategy that integrates technology with people and culture.

This significant extension allows Multiverse to further its model, enabling more high-impact, debt-free degree pathways.

Multiverse is the UK's only independent training provider with degree-awarding powers, a distinction that confirms the quality of education it provides its apprentices. In the National Student Survey commissioned by the OfS, it has held the highest satisfaction rating within the Digital & Technology Solutions Professional standard for the past two years, currently sitting at 85.6%.

This expansion immediately enables the launch of Multiverse’s newest degree apprenticeship programme, AI Product Engineering (AIPE), which is uniquely designed for the future of the industry, amplifying software engineers' capabilities through AI so they are able to deliver more value, faster. The AIPE programme is focused on training engineers to design end-to-end systems and effectively integrate AI across the Software Development Lifecycle. It teaches engineers how to use AI as a co-engineer to amplify their productivity and deliver better commercial outcomes.

The AIPE programme will be quickly followed by additional degree-level programmes within the Chartered Manager and Project Manager standards.

"This recognition from the OfS reinforces our approach. We are proud to be the UK's only independent provider with this power, and its extension means we can rapidly scale up the creation of vital, high-growth degree pathways," said Euan Blair, Founder & CEO at Multiverse. "By expanding our degree-awarding scope, we can deliver more high-quality, job-relevant qualifications that produce the talent the UK economy desperately needs."

The value of this model is best described by those currently benefiting from it. Louise Gardner, a Multiverse degree apprentice, spoke about the programme’s impact: "Doing a degree apprenticeship has helped me advance my career - after graduating, I was able to step into a secondment in the global corporate responsibility team. But more than that, it provided me with critical insights and skills, which I’ve leveraged to add tangible value to my team by improving how we use data to inform decisions.”

This expansion allows Multiverse to deliver more impactful, degree-level apprenticeships that directly address the skills needs of the UK economy, preparing a new generation of talent for the future of work.

Last year, our commitment to empowering our team’s AI use resulted in a 37% growth in revenue per employee. We believe the most powerful AI tool is not a new piece of software, but a workforce that has been taught how to effectively use it.

Our transformation shows that true AI adoption requires more than just access to technology—it demands an entire behaviour change.

Beyond the tool: It's a mindset shift

Many leaders believe their teams just need to learn a new tool to achieve meaningful results, but true transformation demands more. It involves reimagining entire workflows and understanding where the AI tool fits—or where it completely replaces existing processes. Furthermore, it requires focusing on the essential human skills, like critical thinking, to filter results and identify inaccuracies.

Leading a team through this shift, especially when some are reticent to adopt new tech, is a core element of culture change.

How our Learning team uses AI for impact

Our dedicated Learning team is constantly adapting, recognising that in the world of AI, continuous, real-time learning is paramount.

1. Improving the learner experience

We are focused on using AI to deliver a hyper-personalised, contextualised, and enjoyable learning experience.

• Personalisation at scale: AI allows us to move beyond one-on-one mentoring, which was previously necessary for deep customisation, by using the knowledge of LLMs to personalise and contextualise content for each learner.
• Real-time relevance: The world of AI moves fast, so we created protected learning time for our subject matter experts to stay current. We also use AI agents to scan the entire market, collect information, and bring back reports to highlight where we need to focus our attention, ensuring our content is always up-to-date.
• Innovative tools for apprentices: AI is interwoven into the apprentice experience to make learning easier. Our contextual, AI-powered coach, Atlas, helps learners understand why they are stuck and how to unblock themselves, rather than just giving the answer.
• Tools for creators: We've built internal AI tools that remove the challenge of the "blank page" for our learning designers, helping with initial creation, automation, and consistency.

2. Delivering outcome-driven learning

In the AI era, learning is not for learning’s sake; it is for enabling new individual or company capabilities.

• Measuring impact: The rise of AI and modern data systems means we can now connect learning to concrete, measurable results. We can get a "before and after snapshot" to understand the true impact that learning has on outcomes in a way that was never possible before.
• Outcome focus: This capability makes learning truly outcome-focused. We start with what we’re trying to achieve, and work backwards from there to understand what skills our learners need to develop in order to get there.

The foundation of our success is understanding that human adoption drives technology's value. By shifting our internal culture, we are not just keeping pace with AI—we are actively shaping the future of work, delivering personalised experiences for our learners that deliver true transformation.

Wigan Council is bolstering its teams’ digital and AI strengths by training 30 staff through a Multiverse AI Academy, funded through the Growth and Skills Levy. This cohort will enable the council to improve efficiencies across its departments, helping them to deliver better services for local people by streamlining time spent on manual tasks and relieving capacity pressures on teams.

The new Academy will see staff enrolled on Multiverse’s AI for Business Value programme. This Level 4 course is designed to enable learners to identify opportunities to engage with ethical AI and embeds AI for optimised processes that deliver measurable results. The Academy will also support the council’s aim to reduce digital skills gaps, enabling teams to forecast demand surges and relieve frontline pressures on services, like SEND support for children, that are seeing an uptick in demand.

This training programme follows the council’s ongoing work to modernise its processes and embrace digital technologies and infrastructure that improves inclusivity and connectivity. Investments such as the launch of Technology Enabled Care roles for adult social care will break down silos and make sure people have access to the services they need.

Councillor Nazia Rehman, cabinet portfolio holder for finance, resources and transformation at Wigan Council said: “We are passionate about innovation, so we can provide the best and most efficient services to residents. This new AI Academy with Multiverse is an exciting step forward, enabling our staff to use AI ethically and strategically, as a tool to make the best use of staff time, enabling our teams to do their jobs faster and better while keeping people and our residents at the heart of all we do.”

Gary Eimerman, Chief Learning Officer at Multiverse said: “We are very proud to support Wigan Council in developing its in-house AI capabilities, working towards the meaningful goal of reducing waiting times and improving services for its community. By unlocking efficiencies, councils like Wigan can harness savings to feed back into their services, while protecting staff from the increasing pressures that come with mounting demands.”

Multiverse is the upskilling platform for AI and tech adoption, which delivers personalised, on-the-job learning. Multiverse has trained more than 20,000 apprentices in AI, data and digital skills since 2016.

Over 1,500 companies work with Multiverse to deliver a new kind of learning that’s transforming the workforce at scale. Programmes are targeted at people of any age or career stage.

The University of Bath is upskilling 50 employees with the launch of a Data, AI and Leadership Academy with Multiverse. The initiative aims to enhance team members’ engagement with AI tools, equipping them with the knowledge and confidence to use data to boost efficiencies, while delivering improved insights and services to students.

This cohort includes learners from across 21 academic and professional services departments at the university, spanning the faculties of Science, Humanities and Social Science and including Research & Impact Services, Campus Infrastructure, Campus Services, IT, Human Resources and Finance. While learning, the group will also act as champions supporting their wider teams at the University to work more effectively with AI and data.

Building on digital skills developed through an initial training programme with Multiverse earlier this year, the new Academy will see learners enrol into Multiverse’s AI Powered Productivity, Management Jumpstart and DevOps Engineering Jumpstart courses.

The Level 3 AI Powered Productivity supports learners to embrace AI tools like Microsoft 365 Copilot. Management Jumpstart, another Level 3 programme, combines data and AI with management skills to drive informed decision-making and help individuals to become effective people-managers. The Level 4 DevOps Engineering Jumpstart equips teams with the skills needed to build robust digital infrastructure, achieve improved productivity through automation and enhance collaboration between development and operations.

Dr Ghazwa Alwani-Starr, Chief Operating Officer at the University of Bath, said: “We are very proud to be taking the next step in our plan toward AI adoption, a journey which we know will result in improved productivity across our organisation and, critically, better services for our students and staff. Previous cohorts that took part in our pilot have already begun making a substantial impact, with over 50 real time active projects across the university under way. We are excited to see what range of projects this cohort proposes.”

Gary Eimerman, Chief Learning Officer at Multiverse said: “Multiverse’s AI and leadership programmes are perfectly designed to meet the needs of a sector, like higher education, that is facing increasing pressure to improve efficiencies and achieve time and cost savings. Our latest cohort with the University of Bath will be trained to use digital skills to deliver these savings and we look forward to working closely with the organisation in the next stages of its digital evolution.”

Multiverse is the upskilling platform for AI and tech adoption, which delivers personalised, on-the-job learning. Multiverse has trained more than 20,000 apprentices in AI, data and digital skills since 2016.

Over 1,500 companies work with Multiverse to deliver a new kind of learning that’s transforming the workforce at scale. Programmes are targeted at people of any age or career stage.

At Multiverse, we have seen firsthand that investing in AI isn’t just about the technology—it’s about the people building it. This approach has yielded tangible results: last year, we grew our revenue per employee by 37%, a direct result of our investment in AI technology and the cultural transformation that enabled it.

So, how do you shift an engineering mindset from traditional development to AI-first innovation? Here is how we approach AI transformation within our engineering capability:

Embracing experimentation

The key to unlocking innovation lies in individual empowerment, giving team members the freedom to experiment, trusting them and their domain expertise to get things done.

To truly build with AI, teams must shift their perspective on failure. In our engineering team, we encourage engineers to try, learn, and even fail, knowing they might not succeed on the first attempt.

• Learning at pace: We view experimentation not through the lens of risk aversion, but as an instrument for learning at pace.
• Dedicated time: Innovation doesn't happen if it isn't on the calendar. We utilise "Hack Weeks" and allocate 10-20% of our engineers' time specifically for learning and experimentation.

Balancing Speed with Security

A common hurdle in AI adoption is the fear of security risks. How do you balance the need for speed with the necessity of safety?

Our approach is to create guardrails so that our builders don't have to overthink compliance while they are in the creative flow.

• Programmatic boundaries: Whether it is through role-based access control or context-setting files in coding tools, we ensure engineers know it is safe to experiment within specific environments.
• Removing friction: By making security programmatic, engineers don't stumble over administrative fears; they can roll into their creativity and embrace the technology.

Overcoming the fear of failure

With any new movement, there is a natural human fear of humiliation or failure. To foster a true builder’s mindset, leadership must prioritise psychological safety.

By democratising the technology, we remove the fear that AI is rocket science. When the team sees that failure is just part of the process, they gain the confidence to build the future.

• Leading by example: Leaders need to embrace the technology themselves so they’re able to lead from the front.
• Celebrating the losses, as well as the wins: We openly share our mistakes to show that failure is just part of the process. This builds the confidence needed to try something new.

Innovation in action: AI grading

When you combine psychological safety, clear guardrails, and a culture of experimentation, you get tangible results. A prime example of this approach in action is our AI Grading capability.

An engineer on our team identified that grading homework was a prime opportunity to leverage AI and built a solution from scratch to address it. This tool has transformed how we operate:

• Empowering coaches: It reduces a massive amount of hours for our human coaches, freeing them up for higher-order activities like spending actual face time with learners.
• Faster feedback: Learners now receive faster feedback on their work, motivating them in their drive to improve.

This is the power of a builder mindset: when engineers are empowered to experiment, they build solutions that elevate the entire learning experience.