Boris Radanovic – Operations Manager Level 5 Apprenticeship Case Study
Professional Growth Through a Level 5 Operational Management Apprenticeship
Boris Radanovic achieved a Distinction in the Level 5 Operations Manager Apprenticeship with Itec, a result that reflects not only his academic achievement but also the significant organisational impact of his learning. The apprenticeship represented a substantial commitment from both Boris and SWGfL, and that investment translated into measurable change in leadership capability, operational effectiveness, and strategic delivery.
When Boris began the apprenticeship, he was working as Head of Engagement and Partnerships at SWGfL. During the course of the programme, his role evolved into Head of International Development, a transition he supported by the confidence, clarity, and operational understanding developed through the apprenticeship.
Reflecting on his journey, Boris explains:
“I’m Head of International Development now. I was Head of Engagement and Partnerships when I started doing the course. The apprenticeship assisted in the transformation. In my role I expand the services and the footprint of SWGfL, lead on international development strategy, and build partnerships with governments, NGOs and global organisations.”
Having previously completed a Level 3 qualification in Team Management, Boris saw the Level 5 Operations Manager Apprenticeship as a natural progression, particularly within the context of a not-for-profit organisation.
“I finished Level 3 team management so this was a logical next step. Working for a not-for-profit charity, operational management as described in the prospectus was something that I knew I would use in the future.”
One of the most impactful aspects of the programme for Boris was the way learning was grounded in real workplace scenarios rather than abstract theory. He valued the balance between academic rigour and immediate practical application, as well as the diversity of the learner cohort.
“I was very satisfied with the balance of practical and academic. The combination of doing the work in groups was awesome. You had various people from engineers to professors to PhDs – the diversity of the group was excellent. It was built around workplace scenarios, which I loved immensely. I was able to implement some of the learnings immediately in my work.”
Experience on Programme
Boris highlights that the programme went beyond templates and compliance, instead focusing on judgement, reflection, and systems thinking.
“It emphasised sound judgement (not just templates and box ticking) and reflective practice, which I still hold to this day. In general, it strengthened my ability to translate strategy into operational delivery. I didn’t know how much I liked operational management before I did this course.”
The immediacy of impact was particularly valuable.
“I think the most useful part was seeing the things that I learned on a Monday implemented during the week and seeing the results almost immediately the next week. That was extremely valuable to me. I have a great team, and they were keen to implement some of those things.”
Mentorship played a critical role in Boris’s success, with his Itec mentor Yihya Sirhan providing consistent, expert guidance throughout the programme.
Yihya commented:
“Mentoring Boris has been a rewarding experience. He consistently demonstrated commitment to his development, a strong willingness to learn, and the ability to reflect on feedback to improve his practice. Boris approached challenges with a positive mindset and showed growing confidence in applying new skills, making steady and meaningful progress toward his goals.”
Boris describes the mentoring relationship as fundamental to both his achievement and his wellbeing during the programme.
“I have to underscore my mentor Yihya. He was one of the best parts of this course. Having such a knowledgeable, understanding, soft-skills expert who marvellously guided me and my colleague Louiza made the whole course and the whole voyage digestible and anxiety free. I cannot underscore his value enough. He gave me the ability to focus on what mattered.”
He adds:
“You could give him a call at any point. We kept having continual check-ups because I said at the beginning that I had a lot of things going on. He helped me stay on track. If there is one thing I would emphasise to others, it’s having that person next to you, shoulder to shoulder, helping you through it. That’s how you end up with distinctions.”
Boris also praised the quality of delivery, noting the importance of presenters understanding the experience and seniority of learners.
“The presenters were excellent. It matters a lot that they understand the people they are talking to are high level, have been working for years or decades, and already understand many of these concepts. What we need is to learn how to implement them. Many of us are presenters and educators ourselves, just on different topics.”
The apprenticeship had a clear and lasting impact on Boris’s leadership approach and on the wider organisation.
Unique Value of Apprenticeships
“It helped me elevate my understanding of what my work is. Separating humans and systems, strategy and implementation. It gave me the knowledge and leverage to change things in the business. Personally, it also helped with emotional intelligence.”
When asked how his development has benefited his team and the wider business, Boris is clear about the outcomes.
“Focus. Release of unnecessary burdens and stress. For me personally, I learned more about self-management and pressure. The difference between intervening and enabling. Decision-making – who decides what, when and how, and the logic behind it. Evidence-based judgement. Budgeting and financials.”
He explains that the apprenticeship reshaped how he views organisational leadership.
“Any manager in a business larger than five or ten people needs to understand how the business functions as an entity on an operational level. That has little to do with people and everything to do with operational efficiency, alignment, and making sure all parts of the business are moving in the same direction.”
Impact on Career and Outlook
Boris has also seen measurable improvements in productivity and engagement.
“Yes, in short, yes. Implementing productivity principles showed my team what really matters in their work and where they have the highest impact. They were more junior then, and now they’re running their own departments.”
He identifies several factors that contributed to his success, particularly the ability to apply learning immediately, strong mentor support, collaborative group work, and the use of AI tools to reinforce understanding as a non-native English speaker.
“After I learned the implementation from the course I would go and have a conversational style chat with the AI to give me another instance asking ‘Where I would need to implement this?’, ‘How would I recognise the sign of that situation?’ It helped me imagine things in the workplace and some of those transpired later on. Who else am I going to ask for five examples of emotional intelligence in action?”
Boris is a strong advocate for the programme within the charity sector.
“Because it was government funded every middle manager at every charity would benefit from this training, particularly if you want to grow to senior level management. As a charity worker, you’re in a multifaceted role. No charity functions as a business but no charity can function without the business part of a charity. I would say every middle level employee inside of a charity that wants to expand and wants to understand, operationalise, systemise, who wants to solidify and make their charity a sound entity with its financials and everything else, they should definitely take this up.”
Conclusion
He concludes by reflecting on the personal and professional transformation the apprenticeship enabled.
“The knowledge Itec gave us clarified concepts I use on a weekly, if not daily, basis. It showed me I have another passion in my life – operational functionality and management. I’m really happy, satisfied, more knowledgeable than I was before, and I’m hungry for more.”
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