When we first wrote about apprenticeship intermediaries in our earlier piece, “What Is an Apprenticeship Intermediary and Why It Matters,” we described their role as being a bridge between employers, educators, and workers: a role that turns apprenticeship from a good idea to a working system.
That’s true. But it’s incomplete.
After years of on-the ground work for Apprenti and its intermediary partners, I’ve come to see something more clearly. Intermediaries are not just connectors. They are the backbone of the Registered Apprenticeship system.
They are what make the model work – not just in moments of stability – but through the inevitable cycles of economic and political change.
What We’ve Learned About Delivering Real Value
If we’re serious about expanding apprenticeship in this country, we have to be equally serious about results.
At Apprenti, we’ve always believed that workforce development should be measurable. Not just in theory, but in real outcomes for people and employers. And over time, those outcomes have been consistent.
The national median income for retained graduates is $89,000, compared to $40,000 prior to entering the program. That $49,000 increase isn’t just a statistic, but a life change:
- It means access to careers that can support a family.
- It means employers can rely on a steady pipeline of skilled talent.
- And it shows policymakers that investment translates into real economic mobility.
Over the long-term, the impact is even more significant. The average Apprenti apprentice can expect about $1.77 million in increased lifetime earnings.
From a public perspective, that translates into an estimated $444,062 in additional lifetime federal income tax revenue per individual. If public investment covered the median cost of training at $13,500 per apprentice, that investment would pay for itself in less than two years.
For employers, the returns are often even rosier. We are able to help subsidize up to 50% of apprentice training costs, leaving only around $7,000 for the employer to cover. They typically pay a “training wage” to apprentices that is about 30% below market, and other training costs and recruitment costs are reduced or altogether removed.
Stability is the Real Test
Workforce systems don’t operate in a vacuum. They’re shaped by economic cycles, hiring trends, and shifting federal priorities. And during periods of uncertainty, even the best ideas can stall.
We’ve seen it firsthand. When budgets tighten or hiring slows, employers understandably hesitate to invest in new training models. Without the right support, apprenticeship programs can lose momentum or disappear entirely.
This is where intermediaries make the difference.
By taking on program design, compliance, recruitment, and training coordination, intermediaries absorb the complexity that would otherwise fall on employers. That allows companies to stay engaged, even when conditions are less than ideal.
Just as importantly, intermediaries can provide continuity across political transitions. Policies change. Funding shifts. Priorities evolve. But the relationships with employers, industry associations, and training partners remain.
That continuity is what keeps progress from resetting every few years. It’s what allows apprenticeship to grow in a steady, durable way.
Introducing the Intermediary Collaborative
Right now, apprenticeship is at an inflection point.
There’s growing national attention, new funding opportunities, and real momentum behind expanding the model. But with that comes an important question: who is best positioned to guide that growth?
From where I sit, the answer should be grounded in experience.
Intermediaries have built programs from the ground up. They’ve navigated regulatory complexity, adapted to changing labor market demands, and delivered measurable economic returns. And perhaps most importantly, they understand how apprenticeship actually works – day to day, employer by employer, apprentice by apprentice.
That perspective is hard to replicate, and it’s essential for what comes next.
At Apprenti, we’ve been bringing together a group of leading organizations across the country to form what we’re calling the Intermediary Collaborative. This group includes eight nationally recognized intermediaries representing different sectors, populations, and operating models, all with a strong track record of delivering results. Together, we’re working to align on shared metrics, exchange insights about what works, and recommend policy improvements that reflect real-world experience.
If we’re going to scale apprenticeship effectively, we need more than ambition. We need a consistent and stable national infrastructure that intermediaries are able to provide and advocate for.
Intermediary Roundtable met in Washington D.C. in November 2025. Left to right: Shezad Habib, Manhattan Strategy Group; John Ladd, Jobs for the Future (JFF); Chad Aleshire, Manhattan Strategy Group; Dave Harrison, Fastport, Inc.; Rebecca Malberg von Loewenfeldt, H-CAP, Healthcare Career Advancement Program; Marjorie Cohen, Early Childhood Workforce Connector & Midwest Urban Strategies; Clare Razaq-Hines, The net.America Corporation; Padma Arvind, The net.America Corporation; Kimberly Hauge, Apprenti; Jennifer Carlson, Apprenti; Jennifer Kolb, MedCerts; and Adie Kolaskar, SHRM Foundation.
