This chapter repositions workers’ voices as central to the practice and ethics of technology transfer. Too often, global innovation discourses foreground budgets, hardware and managerial strategy while relegating workers’ perspectives to footnotes or performance metrics. Yet in CTRM’s adoption of Airbus-linked VR training modules, it was precisely the voices of technicians, operators and supervisors that revealed the hidden logics of success and failure. Through ethnographic attention to sound, silence, gesture and storytelling, the chapter shows how Malaysian shop-floor culture reshaped the very meaning of training. Silence functioned as deference rather than confusion; tactile apprenticeship outperformed purely visual sequencing; and informal peer discussions sustained learning beyond formal sessions. These insights challenge universalist design assumptions, demonstrating that transfer is never technical alone but always cultural. By listening, VR was reframed from a rigid imported system into a negotiable, adaptive tool. Anchored in Wisner’s anthropotechnology, the chapter argues that listening is not a methodological add-on but an infrastructural act: a means of translating global systems into locally meaningful practice. In this reframing, worker voices become not data points but design inputs—transforming technology transfer into technology transformation.