AI Training Camps and Intensive Programmes
The gap between the days is where the learning happens.
What is training camps?
A training camp is a multi day AI programme spread over several weeks, where each day is followed by practice on real work, so that competence forms between the sessions rather than during them.
One day gets a team started. It does not make them competent, because nobody becomes competent at anything by watching it done for six hours. Competence forms when a person tries something on their own work and it does not go smoothly.
So the camp is spread out. Three days over three weeks, with practice on real tasks in between, and each session beginning with what went wrong during the gap. That opening conversation is usually the most valuable part of the day.
This makes the format inconvenient on purpose. Running the days back to back is easier to schedule and produces noticeably less, because there is no gap in which anybody discovers what they did not understand.
What we ask of you before agreeing
Duara runs multi day AI training camps for teams in Kenya who will be using these tools as part of ordinary work.
We ask for something awkward before agreeing a camp, which is that managers protect the practice time between the days. Without it the camp becomes three disconnected days and the money would have been better spent on one.
Who this is for
- A team will use these tools daily rather than occasionally
- A single session left people started but not capable
- One department needs depth rather than awareness
- A team already using the tools needs to go further
Industries we serve
- Financial services
- Professional services
- Manufacturing
- Public sector
- Large retail
- Any team adopting these tools properly
Problems this solves
These are the reasons training produces enthusiasm on the day and nothing three weeks later.
- One day treated as enough. A single session gets a team started and leaves them unable to do the work unsupervised, which looks like training that failed.
- Days run back to back. Easier to schedule and considerably less effective, because nobody has time to discover what they did not understand.
- Practice time not protected. Managers agree to the camp and not to the gap, so people arrive at day two having done nothing since day one.
- Generic examples for specific work. Finance and HR need different examples, and a mixed camp gives both an approximation of what they needed.
What we deliver
Days spread over weeks, practice on real work in between, examples built around the department attending, and each session opening with what went wrong during the gap.
Three to five days spread over several weeks
Practice tasks on your own work between sessions
Examples built around the department attending
Each day opening with problems from the gap
An assessment at the end of the programme
A written record of what each person can now do
Features
- Spaced on purpose. Days over weeks rather than back to back, because the gap is where people find out what they did not understand.
- Practice on real work. Tasks from the job rather than exercises, since the difficulties that matter only appear on genuine work.
- Each day starts with failures. The session opens on what went wrong during the gap, which is usually the most valuable conversation of the day.
- Built for one department. Finance, HR and operations need different examples, and a camp for one team can give them rather than approximate.
- Assessed at the end. A record of what each person can actually do, which is a different question from whether they attended.
Benefits
- People can work unsupervised. Practice between sessions produces the competence that watching somebody else work does not.
- Problems surface while help is available. Difficulties found during the gap get resolved at the next session rather than becoming permanent workarounds.
- Managers can see what changed. Assessment gives a record of capability rather than a list of who attended.
- The team keeps using it. Habits formed over weeks on real tasks survive in a way that enthusiasm from a single day does not.
What the days are built from
- Spaced sessions. Days separated by weeks, since the separation is what makes the practice possible.
- Practice on your own tasks. Real work between sessions rather than exercises, because real work produces the real difficulties.
- Department specific examples. Material built for the team attending rather than an average of several.
- Problem led openings. Each day beginning with what went wrong in the gap rather than with prepared content.
- End of programme assessment. A record of demonstrated capability rather than attendance.
The opening conversation of each day carries most of the value. People arrive with specific problems from their own work, which is a far better starting point than any prepared material.
How the process works, step by step
Camps run three to five days spread over the same number of weeks. The spacing is part of the design rather than a scheduling compromise.
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Step 1
Free scoping conversation
We establish which team is attending, what they do daily, and whether a camp is genuinely the right format.
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Step 2
Practice time agreed with managers
Before anything is booked, since a camp without protected gaps becomes three disconnected days.
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Step 3
Material built for the department
Examples from the work the team actually does rather than a general programme.
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Step 4
Days run with practice between
Each session opening on the problems people hit while using the tools on real tasks.
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Step 5
Assessment and written record
What each person can demonstrate at the end, given to you rather than described.
Quality assurance and how we work
The commitments attached to several days of a team time.
- We say when a camp is more than you need. Some teams need one session and awareness rather than several days and competence, and we would rather say so than sell the larger thing.
- We ask managers to protect the practice time. Without the gaps the format does not work, and agreeing to the days while ignoring the weeks wastes the budget.
- We tell you what back to back days cost you. If scheduling forces it we will still run them, having said plainly what is lost by removing the gap.
- We assess what people can do, not attendance. A record of demonstrated capability is the only version of this worth giving a manager.
- We do not claim assessment predicts habit. It shows what somebody could do on the day. Whether they keep doing it depends on the work they go back to.
Frequently asked questions about training camps
Why not run the days back to back?
Because the gap is the training. Back to back is easier to schedule and produces noticeably less, since nobody discovers what they did not understand.
What happens during the gaps?
People use the tools on their own work. The difficulties that matter only appear on genuine tasks rather than on exercises.
How much practice time is needed?
A few hours between days is usually enough, provided managers genuinely protect it rather than agreeing to it in principle.
What if managers will not protect it?
Then book a single session instead. A camp without the gaps becomes three disconnected days at several times the cost.
How many days should a camp run?
Three for a team new to this, five where they are already using the tools and need to go considerably further.
Can it be built around one department?
Yes, and it works better that way. Finance and HR need different examples, and a mixed camp approximates for both.
What happens if somebody misses a day?
We cover what they missed at the start of the next one, though missing a gap matters more than missing a session.
Is there an assessment?
Yes, at the end, recording what each person can demonstrate rather than who attended.
Does passing mean they will keep using it?
No, and we do not claim otherwise. Assessment shows capability on the day, and habit depends on the work people return to.
Can a camp run remotely?
Yes, and the days need to be shorter. Attention on a call runs out sooner than attention in a room, whatever the material is.
Can it be hybrid?
Yes, with deliberate handling so remote attendees participate rather than watch, which does not happen by pointing a camera at the room.
How large can a group be?
Small enough that everybody can raise their own work during the openings, since that conversation is where most of the value sits.
Is this the same as a course?
No. A course delivers content, and a camp is built around practice between sessions with content arranged to support it.
Do people need existing AI experience?
For a foundation camp no. For an advanced one yes, and we would say so rather than let a team sit through the wrong programme.
Can you train our trainers instead?
Yes, though it is a different design. Teaching somebody to run this is a separate objective from teaching them to use the tools.
What material do people keep?
The practice tasks, the examples built around their work, and their own assessment record.
Would you recommend against a camp?
Where a team needs awareness rather than competence, yes. Several days for something one session covers is money badly spent.
Can it be spread over more weeks?
Yes, within reason. Too long a gap and people arrive having forgotten the previous day, which defeats the purpose.
Who sees our internal work during practice?
Only the trainers, under whatever confidentiality arrangement you set before the camp begins.
What does a training camp cost?
Days, group size and how much material is built around your department determine it, quoted after the scoping conversation.
Glossary of terms
Camp terms in plain language.
- Spacing
- Running days weeks apart so practice can happen between them, which is where competence forms.
- Practice task
- Real work done between sessions, chosen because genuine work produces genuine difficulties.
- Problem led opening
- Starting a day with what went wrong in the gap rather than with prepared material.
- Foundation camp
- Three days for a team new to using these tools in daily work.
- Advanced camp
- Five days for a team already using the tools who need to go considerably further.
- Assessment
- A demonstration of what somebody can do, which is not the same as a record of who attended.
Related services in AI Events
Talk to us about training camps
Before booking a camp, ask whether managers will genuinely protect a few hours of practice between the days. If not, book one session instead.
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