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A mission worth building on
Since 2016, Trampolene has been supporting neurodiverse youth (e.g. autism, ADHD) through coaching, skills training, and job placement. As demand grew, the organisation set an ambitious goal to scale its services from 200 to 300 clients annually. The challenge was not a lack of commitment, but structure. While the mission and desired outcomes were clear, coaching practices were often shaped by individual interpretation, resulting in varying levels of experience and inconsistencies across the team.
To support growth, Trampolene needed clearer competency standards, structured resource planning, and a consistent approach to performance evaluation. That meant clearly defined competencies, practical tools for allocating coaches to the right tasks, and a fair, structured way to evaluate performance and support career growth.
In support of this, Trampolene took on the NACE@IAL Starter programme in 2025, partnering with IAL to build the internal structures their growing team needed.
"We wanted to maximise our resources and build a stronger foundation for the future by learning how to better tier and develop both current and incoming talents in our organisation." — Francis Tan, CEO, Trampolene
A structured approach to change
The project began with a structured diagnosis, combining surveys, focus groups, and interviews to assess current practices and identify gaps in role clarity, onboarding, and performance expectations
With a clear diagnosis in hand, the team moved into co-creation—partnering closely with Trampolene’s leadership to shape the future of the job coach role. Together, they refined the competency skills map and developed two practical tools at the heart of the transformation:
A resource allocation matrix, which enabled the Head Coach to assign coaches to task tiers based on complexity and capability, making weekly planning more deliberate and less reactive. And a job evaluation matrix, which gave the organisation a consistent, structured way to assess coach competency, inform promotion decisions, and identify development needs.
"This journey required many meaningful conversations that pushed us to go deeper than our usual way of working. We questioned long-standing processes and challenged ourselves to rethink if what we are doing still works, or if there is a better and more effective method." — Xue Ting, COO, Trampolene
The tools were put into practice, enabling confident, structured decision-making. Using the resource allocation matrix, the Head Coach planned multiple deployment cycles and navigated unforeseen disruptions with clarity - embedding buffers and applying a contingency framework she had co-developed
Clearer roles, stronger teams
The outcomes were both practical and immediate. For the first time, Trampolene had a shared understanding of coach roles, competencies, and expectations, supported by tools that enabled consistent deployment and performance management.
- Key outcomes include:
- Standardised competency frameworks and clearer job expectations
- Structured resource allocation and contingency planning
- More consistent and objective performance evaluation
- Clearer career progression pathways for all coaches
For Hillary Lim, Head Coach and one of the project's most directly involved participants, the experience was a genuine turning point in how she approaches her role.
"I feel grateful for the chance to learn something new and have better structure in my work. With the tools, I can see the tasks and abilities clearer, which helps not only when I am doing allocation but also when I am planning what and who to train up next." — Hillary Lim, Head Coach, Trampolene
Looking ahead
With the core tools established, the focus now shifts to team-wide adoption—aligning coaches, supporting development, and embedding practical tools into daily workflows.
Beyond improving processes, the project has given the team greater clarity, consistency, and confidence in how they operate and grow their coaching capability. It is about giving every coach a clearer sense of where they stand, where they are headed, and how the organisation will support them to get there. For an organisation whose mission is to realise the potential of every individual it serves, that same commitment now runs even deeper within its own team.
Trampolene's experience shows how building the right internal structures can transform a mission-driven team. From operating on intuition to growing with intention.
What would it take for your coaching team to deploy the right people to the right roles, assess performance consistently, and give every staff member a clear path to grow?
The NACE@IAL Consultancy Programme supports enterprises in building stronger human capital foundations through practical, structured workplace learning.
Connect with IAL to explore how your organisation can begin its own workplace learning journey: https://www.ial.edu.sg/for-corporates/consultancy-services/