/
- 1
- 2
- 3
- 4
- 5
I had the great privilege to meet and partner with Cam on a globally sales project during my time with MUFG Bank. “The 3 Ps of Cam” - proficient in the job to be done, professional in his approach, and passionate about his job and ideas. Cam brings to the table a high level of strategic thinking, experience and strong consulting skills.
Head of Learning and Talent Development
Head of Learning and Talent Development / Global Bank
- 1
- 2
- 3
- 4
- 5
/
- 1
- 2
- 3
- 4
- 5
I met Cam during my tenure at ANZ during which time he delivered on a large scale and complex sales training programme with knowledge, energy and engagement with his participants which I would consider second to none.
Senior Manager / Financial Services Sector
- 1
- 2
- 3
- 4
- 5
/
- 1
- 2
- 3
- 4
- 5
Cam is a very enthusiastic and insightful facilitator. I’m impressed by how he managed the pace of the training programme and keep the teams motivated. This is the best milestone programme I have participated in and I got a lot takeaways from it!
Associate Director / Deloitte China
- 1
- 2
- 3
- 4
- 5
/
- 1
- 2
- 3
- 4
- 5
Cam has been my Leadership Coach for 8 Months at Lendlease, and during this time, he was able to dig deep into the behaviours which make you tick during your professional career. His professionalism and diligence in the way he makes the sessions work for you is a credit to this man.
Senior Construction Manager / Lendlease
- 1
- 2
- 3
- 4
- 5
- 0
- 1
- 2
- 3
engineering transformation
More than ever, businesses must be agile, flexible and proactive, reading the play and adapting to the rapidly changing needs of customers.
Successful businesses create their future, rather than reacting to changes in the environment, markets or technologies. That means that leaders must be able to foster a culture of innovation, problem solving and continuous improvement, whilst managing the rational and emotional elements of change that inevitably follow.
Engineering Leaders is proud to partner with global learning specialist, ExperiencePoint, to provide world-class simulations, allowing participants to not only learn about transformation, but to experience and practise techniques in human-centred thinking and change leadership.
Successful businesses create their future, rather than reacting to changes in the environment, markets or technologies. That means that leaders must be able to foster a culture of innovation, problem solving and continuous improvement, whilst managing the rational and emotional elements of change that inevitably follow.
Engineering Leaders is proud to partner with global learning specialist, ExperiencePoint, to provide world-class simulations, allowing participants to not only learn about transformation, but to experience and practise techniques in human-centred thinking and change leadership.
engineering growth
Sales can be a polarising word, particularly in organisations such as professional services firms, legal firms and engineering consultancies, who don't traditionally have a sales culture.
Businesses often tell us they need training and coaching in sales, but the program must not look like nor be called a sales program. Individuals often progress to leadership roles in organisations to find, somewhat surprisingly, they have revenue targets, but don't want to sell, don't like to sell or don't know how to sell.
So how do you create growth?
The reality is we all sell, whether it's promoting our ideas internally, or generating revenue externally. We just may not been shown how to do it effectively, without feeling like we're selling.
And leaders must be able to build business - so yes, you must be able to sell.
Businesses often tell us they need training and coaching in sales, but the program must not look like nor be called a sales program. Individuals often progress to leadership roles in organisations to find, somewhat surprisingly, they have revenue targets, but don't want to sell, don't like to sell or don't know how to sell.
So how do you create growth?
The reality is we all sell, whether it's promoting our ideas internally, or generating revenue externally. We just may not been shown how to do it effectively, without feeling like we're selling.
And leaders must be able to build business - so yes, you must be able to sell.
engineering performance
Just about everyone is familiar with the term coaching, at least in the sporting arena. Whether it's the World Number One at tennis, the World Cup holders in soccer, or members of the local under 12 netball team, all will have a coach.
The coach rarely participates directly in the team or alongside the individual, but instead watches from the side-line to observe, ask questions, encourage change, and ultimately act as a guide to enable the individual or team to reach their potential.
So why should it be different in the cut-throat world of business?
Today's leaders must have coaching capabilities that aid the development of team cohesion, as well as the unlocking of individual potential, in order to create high performance in business.
The coach rarely participates directly in the team or alongside the individual, but instead watches from the side-line to observe, ask questions, encourage change, and ultimately act as a guide to enable the individual or team to reach their potential.
So why should it be different in the cut-throat world of business?
Today's leaders must have coaching capabilities that aid the development of team cohesion, as well as the unlocking of individual potential, in order to create high performance in business.