Greg Kinnaird - Corporate Learning Solutions

Directions Website Contact the business

Greg Kinnaird - Corporate Learning Solutions Leadership & Talent Systems Partner | Succession & Hi-Po Architecture | Author

I help organisations build sustainable leadership capability by designing and embedding leadership and talent systems that scale across people, roles, and geographies. Rather than delivering one-off leadership programs, I partner with executives and HR teams to strengthen bench strength, succession readiness, and leadership pipelines across the full leadership lifecycle—from supervisors and mid-level leaders to senior and executive roles. With 30+ years’ experience in complex, global, and asset-intensive environments, I work at the intersection of leadership development, talent management, organisational development, and succession planning. I’m typically engaged where organisations need more than training—where they need clarity, structure, evidence, and sustained capability uplift.


* Core Areas of Expertise:
- Leadership capability models and enterprise leadership pathways
- High-potential (Hi-Po) identification and development systems
- Succession planning and critical role coverage
- Leadership pipeline and bench-strength architecture
- Supervisor-to-leader and technical-to-enterprise leadership transitions
- Coaching, mentoring, and feedback cultures embedded at scale
- Psychometrics and evidence-based talent decision frameworks


* How I Work:
I operate as a Leadership Systems Partner, not a transactional provider. My work typically spans:
- Leadership and talent system design
- Hi-Po and succession frameworks
- Blended leadership development journeys
- Internal leader-as-coach and mentoring capability
- Measurement, diagnostics, and leadership ROI


My approach is pragmatic, commercially grounded, and shaped by real operating environments, including mining, energy, infrastructure, manufacturing, financial services, and government across Australia, Asia Pacific, Europe, Middle East, USA and Canada.


* Who I Work Best With:
- Organisations with 300–5,000+ employees
- Asset-intensive or operationally complex environments
- HR teams accountable for leadership depth, bench strength, and succession risk
- Executives seeking fewer vendors and true strategic partnership


I’m the author of two leadership books and a long-standing contributor to conversations on leadership capability, talent systems, and organisational performance. If you’re looking to move beyond leadership training and build leadership capability that lasts, I’d welcome a conversation.

16/10/2026

With AUKUS-related investment expected to increase demand for skilled workers in WA, businesses have good reason to examine employee retention. The challenge isn't simply finding new people; it's ensuring the people you already have can see a future in your organisation.

Are your best employees being developed?

Do they have opportunities to progress?

Are managers having meaningful conversations about careers and performance?

Sometimes the greatest workforce opportunity isn't a new hire. It's the experienced employee who stays, grows and becomes your next leader. Before investing more in recruitment, consider how much you're investing in the people already on your payroll.

Your future leaders could already be working for you. Discover how to identify and develop internal talent with our Executive Guide to Leadership Pipeline Risk.

Download the guide: https://www.corplearn.com.au/the-executive-guide-to-leadership-pipeline-risk

Source: https://www.wa.gov.au/government/announcements/delivering-homes-and-jobs-eoi-opens-rockingham-development

Not every leadership vacancy carries the same level of business risk.The greatest danger occurs when a role is highly im...
15/10/2026

Not every leadership vacancy carries the same level of business risk.

The greatest danger occurs when a role is highly important to operations and there are few ready successors available to step in.

That's when leadership risk can quickly become business risk.

The Leadership Risk Matrix considers two important factors:

Business Impact — How critical is the role to your organisation?
Successor Readiness — How prepared is someone else to step into it?

An organisation with multiple ready successors and strong leadership pathways has a very different risk profile from one where critical knowledge is concentrated in a few people and there is no clear succession pathway.

Where would your most critical roles sit on the matrix?

Access the Executive Guide via the Leadership Pipeline Risk landing page to assess your exposure.
https://www.corplearn.com.au/the-executive-guide-to-leadership-pipeline-risk

When people talk about Westport, the focus is often on the port, roads, rail and infrastructure. But there is another im...
14/10/2026

When people talk about Westport, the focus is often on the port, roads, rail and infrastructure. But there is another important consideration: the people required to support an undertaking of this scale. The current program envisages a new container port and freight network, targeted for operation in the late 2030s, subject to approvals and decisions. For businesses across Kwinana, Rockingham and Perth's industrial corridor, this creates an opportunity to think ahead. What happens if your team doubles? What if an existing supervisor suddenly manages a much larger workforce? Technical expertise alone doesn't prepare someone to lead people. Westport may be years in the making. Your leadership development doesn't need to wait.

The infrastructure is being planned. What about your future leaders? Download our Executive Guide to Leadership Pipeline Risk and discover how to prepare your organisation for growth.

Download the guide: https://www.corplearn.com.au/the-executive-guide-to-leadership-pipeline-risk

Sources: https://westport.wa.gov.au/about/program-stages

13/10/2026

Being technically excellent at your job doesn't automatically prepare you to lead other people.

This is a capability gap many organisations are facing as experienced leaders retire and the next generation begins stepping into leadership positions.

Someone can be an outstanding technician or individual contributor — but managing, developing and leading other technical people requires a different set of capabilities.

If organisations wait until someone is promoted to start developing those skills, they're already playing catch-up.

The future leadership pipeline needs to be developed before the gap appears.

How prepared is your next generation of leaders?

Access the Executive Guide to explore the leadership risks and opportunities ahead.
https://www.corplearn.com.au/the-executive-guide-to-leadership-pipeline-risk

AUKUS-related defence industry expansion is expected to create around 10,000 direct jobs in Western Australia over the n...
13/10/2026

AUKUS-related defence industry expansion is expected to create around 10,000 direct jobs in Western Australia over the next two decades. That's a significant workforce requirement and one that could have implications well beyond defence. Engineering, manufacturing, construction, logistics and professional services businesses may find themselves competing for similar skills. If competition increases, how will you attract, develop and retain the people your business depends on? Recruitment is one part of the solution. Developing existing employees, creating career pathways and building capable managers could be just as important. Is your workforce strategy keeping pace with WA's changing economy?

With thousands of skilled jobs expected, is your organisation developing the leaders it will need? Download our Executive Guide to Leadership Pipeline Risk and start preparing your people for what’s ahead.

Download the guide: https://www.corplearn.com.au/the-executive-guide-to-leadership-pipeline-risk

Source: https://www.wa.gov.au/government/announcements/delivering-homes-and-jobs-eoi-opens-rockingham-development

11/10/2026

What happens when the exact skills and experience you need simply aren't available in the market?

Increasingly, organisations are looking beyond existing skills and considering attitude, mindset and potential.

Because when there are skills and knowledge shortages, businesses may need to identify the right people and develop their capability internally.

But development also needs to lead somewhere.

People are more likely to see a future with an organisation when they can see clear pathways for growth and progression.

Finding good people is one challenge. Developing and keeping them is another.

Want to build a stronger talent and leadership pipeline for the future?

Access the Executive Guide for more insights.
https://www.corplearn.com.au/the-executive-guide-to-leadership-pipeline-risk

How many of these warning signs apply to your organisation?Leadership pipeline risk doesn't always arrive as a crisis. O...
08/10/2026

How many of these warning signs apply to your organisation?

Leadership pipeline risk doesn't always arrive as a crisis. Often, the warning signs are already there.

Successors haven't been identified. Supervisors struggle after promotion.

Leadership development only happens when there's a problem. High performers leave because they can't see what's next. Or critical knowledge remains concentrated with only a handful of people.

The more warning signs you recognise, the greater the potential exposure to leadership disruption.

The good news is that these issues are much easier to address before a critical leadership gap appears.

How exposed is your organisation?

Access the Executive Guide via the Leadership Pipeline Risk landing page.
https://www.corplearn.com.au/the-executive-guide-to-leadership-pipeline-risk

06/10/2026

Some of today's biggest workforce challenges aren't new.

They've been developing for decades.

As far back as 2006, ageing populations and future labour market shortages were already being identified as significant challenges.

Twenty years later, organisations are dealing with that reality.

Experienced people are exiting the workforce. New leaders are stepping up. Organisations are exploring different labour pools and attraction strategies.

It's increasingly becoming a transition from the old guard to the new guard.

And that makes preparing the next generation of leaders more important than ever.

Is your organisation ready for the workforce that's coming next?

Access the Executive Guide to explore how to prepare.
https://www.corplearn.com.au/the-executive-guide-to-leadership-pipeline-risk

Most organisations know their revenue.They measure productivity. They track safety, customer satisfaction and retention....
04/10/2026

Most organisations know their revenue.

They measure productivity. They track safety, customer satisfaction and retention.

But can they answer the same questions about their leadership pipeline?

How strong is the leadership bench?

Are successors ready for critical roles?

Are high-potential employees being developed?

Do supervisors have the capability to step up?

This is where hidden organisational risk can develop.

Many organisations don't discover their capability gaps until a critical leader leaves, retires or gets promoted. By then, projects can slow down, teams can lose direction, knowledge can disappear, and performance can suffer.

Leadership capability isn't built when a vacancy appears. It must be built long before it's needed.

What leadership risks aren't showing up on your usual dashboard?

Access the Executive Guide via the Leadership Pipeline Risk landing page.
https://www.corplearn.com.au/the-executive-guide-to-leadership-pipeline-risk

01/10/2026

AI is changing organisations rapidly — but technology itself may not be the biggest challenge.

When we looked at the issues facing business leaders, a significant part of the challenge came back to people leadership, culture, capability and retention.

Technology will continue to evolve. The organisations best positioned to respond will be those developing people with the capability and confidence to adapt alongside it.

Technology changes. Strong leadership capability helps organisations change with it.

Is your organisation prepared for the leadership challenges ahead?

Access the Executive Guide to explore the risks, trends and opportunities.
https://www.corplearn.com.au/the-executive-guide-to-leadership-pipeline-risk

Address

Perth, WA
6000

Website

, , ,

Alerts

Be the first to know and let us send you an email when Greg Kinnaird - Corporate Learning Solutions posts news and promotions. Your email address will not be used for any other purpose, and you can unsubscribe at any time.

Contact The Business

Send a message to Greg Kinnaird - Corporate Learning Solutions:

Shortcuts

Share

Category