This descriptive case study outlines how Business Process Improvement (BPI) was bundled into a learning and development program to achieve targets on freight forwarding clearance while embedding BPI competencies within the organisation. Non-compliance with company standards, low productivity and flow-on blockages prompted managements’ action. The Program team members included company representatives, university academics and a business process trainer, together they managed, delivered and recorded the program. Insights into managing the challenges of overcoming resistance to change and embedding innovative training methods such as GDSS, BizKit, StickyWall & Belbin Team Roles are captured. Questions of interest include; Would BPI and the tools become truly integrated? Are the techniques and experiences generalisable? Action research methodology was adopted as an aide to reflective analysis.