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It depends on the length, the size of the group and how much preparation the brief needs, so I quote a fixed fee after the briefing call rather than publishing a rate card that would be wrong for you. A half-day for a small team and a full-day seminar for a hall of three hundred are different pieces of work. Whatever the figure is, it comes in writing alongside the outline, and it does not change unless you change the brief.

Either, or both in the same room — whichever the participants actually think in. This is not a small detail: somebody spending half their attention translating is somebody learning half as much. I also speak Urdu, Spanish, French and Indonesian, which occasionally matters for a mixed international group. Tell me what the room speaks and the materials are prepared to match.

The outline is written after the briefing call, using your examples. A deck that arrives before the conversation was written for somebody else. For a sales team that means collecting the objections your customers actually raise — from the floor, not from the manager — and building the day around those. For a leadership team it means running your own recent crisis again in the room.

It depends on the format. Skills that have to be practised — presenting, negotiating, handling an objection — cap out at about thirty, because past that nobody gets to attempt anything twice. Seminar formats built around a talk plus paired exercises work for several hundred. If your number is between the two, say so and we will pick the format that fits it rather than squeezing the room into the wrong one.

Yes — sessions run across Bangladesh, Dhaka included, and travel and accommodation are quoted separately and plainly rather than folded invisibly into the fee. For anywhere that needs an overnight stay, tell me early: the date is easier to protect than to move later.

Yes, with one change: online sessions run shorter and in more parts. A full day that works in a room does not work on a screen — attention goes long before the material does. Two or three shorter sessions across a fortnight keep the practice and add something a single day cannot, which is a week in between for people to try it on a real team.

You get the materials and a short written summary of what the room committed to — not a transcript, but the specific changes people named, with who named them. Then a check-in later to see what actually held. A session with no follow-up is an event; a session with one is training, and the difference shows up about a month later.

Not by the feedback form filled in while people are still in the room — that measures the day, not the training. The honest test is a month later: can a participant name one specific thing they now do differently, and can their manager see it? That is why every session ends with each person writing a dated commitment, and why the follow-up checks the list rather than the mood.