Welcome To NTI

All the Insolvency Exam Training, Service and Peerless Products the Profession Needs


Insolvency Exam Training

Market Leading Insolvency Exam Training Courses for JIEB,
CII and the CPI Suite of Qualifications

  • Fantastic Pass Rates
  • Energetic, Dynamic Programmes
  • More Face-to-Face Lectures
  • Webcasts on Everything
  • Exam-Centric Materials
  • Unbeatable Value
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Fully MAS Accredited PIP Qualifications for
the IVA and Debt Management Plan Sectors

  • Three Fully Accredited Exams
  • Industry Experience
  • Bespoke Training
  • Huge Experience
  • Update and Support Services
  • Webcast Training
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Open Courses and Bespoke In-House Programmes,
as Well as NTI's Unique CPD TAP Updating Service

  • Face-to-Face and Online CPD
  • Connectivity via the NTI App
  • Keeping You Updated
  • Bespoke Courses per Individual
  • Cost Effective
  • Effective Induction Training
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NTI Technical

Ground-Breaking Comprehensive Document Packs,
ICRs and a Full Technical Support Service

  • Innovative Document Packs
  • IPS Working Partner
  • Practical and Pragmatic Reviews
  • Bespoke Packages
  • Created for IPs, by IPs
  • Technical Support on Demand
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About NTI

NTI is proud to be Europe's largest bespoke insolvency and restructuring training company. We provide a full range of Insolvency Exam Training Courses and CPD Training Courses, as well as technical products blended with peerless client service across the sector. We relish the prospect of offering the insolvency, restructuring and debt management solution industries a 'one stop shop' of creative and innovative service excellence.

We have trained some of the most successful professionals in the industry to become qualified Insolvency Practitioners. Our Insolvency Exam Training Courses work around your schedule and adapt to your life commitments thanks to flexible e-learning and learning support mentors.

Our clients

Come to us for bespoke training and services

NTI Newsroom

For the latest restructuring, insolvency, business and finance news, look no further.

9 % Rise in Inflation? Dwarfed by the 37% Rise in Insolvencies

Still the best in Europe at something

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Just in Time Versus Just in Case Manufacturing Operations - Not Teen-Pop

Global manufacturing supply chains have so many broken and missing links, trying to understand them is like trying to make sense of John Terry's family tree. It has raised the question of what are the best arrangements factories can make to ensure they have the necessary stock in place to feed into production processes. To be clear: Just-in-Time operations receive inventory only as it is needed for production. Just-in-Case processes stock up inventories ahead of time. Justin Bieber is a Canadian genre-melding musician best known for teen-pop and his inability to work a baseball cap. Supply and management of stock are some of the greatest issues for production managers, not just all over the UK, but globally. Just-in-Time aims to optimise 'the lean method' by reducing wastes in manufacturing, while Just-in-Case prioritises the minimisation of chances of goods running low in stock, or falling behind the production schedule required to fulfil orders on time. Quite literally, Just-in-Time produces goods upon orders placed, and Just-in-Case literally produces "just in case". Offshoring has been the trend for western manufacturers to source supplies from lower-cost economies, typically China and southeast Asia and eastern Europe. However, times are changing and a survey of members by Make UK, the engineering employers’ federation, found that the supply chain dislocations of the past two years had ended decades of sourcing components offshore. The changes are significant. About three quarters of manufacturers have increased their number of British suppliers, with half saying they would do so in future. Transport links have become dislocated, container prices rocketed and there is a much increased volatility in the market place. Smart companies have decided to stop relying upon the relative cheapness of foreign suppliers, turning their attention within. One solution is to significantly increase the number of suppliers a company has, so they have more options in the event of disruption. A quarter of British companies now have between 50 and 100, with one seventh saying they have more 200 on their books. This must be a case of good news-bad news. Good news for smaller, local suppliers who can react fast, organise delivery and build up positive relationships with regional manufacturers. Bad news for importers and foreign distributors.

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JIEB Tutors' Meeting: A Report

A team of international lawyers have dotted is and checked the ts

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Those Rogues! Whatever Happened to That £19 Million?

Vanguard's directors too pixilated to get any sense out of

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Astronomers, I've Got a Fly on My Lens

Economists looping the loop over the latest gloomy news

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The Argument Over Boarding Up: Giving an Arm and a Leg

Will landlords be forced to let out closed shops for free?

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A Club I Don't Want Me to be a Member Of

The Retail Jobs Alliance and the UK Digital Business Association in the other

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Hold the Front Page - Ignore That: McColl's is Now in Administration

Red hot off the wires ...

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