How to develop and nurture emerging leaders
In the latest of my Inspiring Leaders Series, I talk to Lambert Walsh, SVP Customer Success at DocuSign.
Lambert shares his thoughts and experiences on the following themes:
- identifying emerging leaders to support organisational goals
- purposely developing leadership skills & capabilities
- the importance of vulnerability, trust and authenticity
Watch the playback here:
Lambert is the SVP, Customer Success at DocuSign, where he leads a global team of services professionals focused on ensuring lasting customer success and retention. Lambert is a proven executive skilled in developing end-to-end relationships across the customer lifecycle, and leading global organizations with recurring services and solutions revenues in excess of $1B annually.
With an unrelenting passion for customer success, he has led global teams responsible for effective client acquisition and retention strategies and the delivery of engaging customer experiences. Leveraging a deep understanding of the needs of digital agencies and systems integrators, Lambert has worked with leading global partners to develop transformational business capabilities, accelerate technology innovation and disruption, and enable leading-edge digital experience strategies.
Lambert is a recognized leader in identifying critical business challenges and leading teams through complex operational and cultural transformation initiatives that unite people, processes, and technology for optimal performance. Known for developing high-performing global teams, he has built and developed global organizations of sales, services, account management, and customer success professionals for leading brands such as Adobe, McAfee, and others.
The innovative advocacy strategies championed by Lambert have contributed to recognitions including the prestigious Forrester Voice of the Customer Award. Lambert’s experiential strategies have also been profiled in the books ‘Outside In: The Power of Putting Customers at the Center of Your Business’ (Forrester, 2012) and ‘Chief Customer Officer 2.0’ (Wiley, 2015).