About Campbell
Leadership under pressure has been my whole working life.
Army officer, then twenty years building leadership and culture inside some of Australia’s most demanding organisations, then the executive chair in aged care where all of it got tested. This practice is what I built with what I learned.
The story
I learned leadership where it can’t be faked.
I started as an Australian Army officer – four years through ADFA and Duntroon, then leading soldiers in an artillery regiment before specialising in training and development. The Army settles one question early: teams don’t hold together because of plans or values statements. They hold together because of how they’re led, especially when things get hard. Everything I’ve done since has been a longer answer to that.
For the next two decades I built leadership and culture inside large, complex organisations – Woodside during the boom years, King & Wood Mallesons, NBN Co in its startup year, and Laing O’Rourke, where I led a culture program built to turn around high turnover and low engagement. Different industries, same lesson every time: culture moves when leaders change what they do, and it moves nowhere when they don’t.
Then aged care. For nearly six years I was the executive accountable for people and culture at IRT Group – three thousand people caring for older Australians across dozens of sites. That chair is where everything got real: the workforce shortage isn’t a slide, it’s Tuesday’s roster. The regulator’s expectations land on your desk. And the thing that decides whether a carer stays, copes, and cares well is the leader standing next to them at handover.
I also learned what doesn’t work, because I bought it: programs that moved people for a fortnight and faded by the next quarter. Culture Crunch exists because I couldn’t find help that understood the floor and stayed long enough to change it. So I built the practice I was looking for.
The training
Then I went and got the science.
Experience tells you what’s broken. It doesn’t automatically tell you how people change – so I’ve spent years training in the disciplines that do. I’m a certified Genos Emotional Intelligence practitioner, accredited to run and debrief the Genos 360 that anchors my leadership work, and an IECL Professional Certified Coach. I’m trained in vertical development – Robert Kegan’s adult development theory and the Immunity to Change method – which is about how a leader’s whole way of making sense grows, not just their skill set. I’m accredited with the Flow Research Collective on the science of sustained high performance. And I’m an accredited teacher of effortless meditation, because a leader’s steadiness under pressure isn’t a technique – it’s a trained state, and I teach it.
The through-line: leaders don’t change because they hear a good model. They change when their inner state can hold the new behaviour on a bad day. I’ve trained at both levels, and the work happens at both levels.
Training and accreditations, in full
- Certified Genos Emotional Intelligence Practitioner (360 assessment and debrief)
- IECL Professional Certified Coach
- Vertical development practitioner – Kegan adult development, Immunity to Change
- Flow Research Collective – Coaching accreditation in the neuroscience of peak performance
- The Leadership Circle Practitioner
- Hogan Leadership Forecast (HLF) and Hogan 360
- Triple Goal Leadership Growth Profile 360
- Certified SLII Facilitator
- DISC Advanced certified
- Saville Wave Practitioner
- Accredited teacher of effortless meditation, and inner-growth coaching (400 hours)
- Post Graduate Diploma in Management, People & Performance – Ashridge / Hult International Business School
Why the practice is small
Two or three providers. On purpose.
Culture work is presence work. I’m in the room with your leaders, in the rhythm with your sites, and available when the hard week happens – and that doesn’t scale past a handful of organisations without becoming the thing I left behind: a program with a famous name on the brochure and a stranger in the room. So the practice stays small. When you work with Culture Crunch, you work with me.
The science partnership
Powered by Genos. Practised by me.
The scientific backbone of my measurement and development work is the Genos International framework, built by Dr Ben Palmer – one of the most widely used and rigorously validated approaches to emotionally intelligent leadership. Ben and I work in close partnership: his science, my practice, your floor.
“Campbell instantly connected with our team members, and they felt supported during the process. Based on our first engagement, we are continuing this program for a further 12 months. I would highly recommend Campbell to other organisations.”
Helen Kemp · GM Community Health and Care, Benetas
Why this sector, and why it matters.
Care work is some of the most demanding leadership territory in Australia, and the people doing it deserve leaders who make the work sustainable – because the people they care for deserve carers who can keep caring. That’s the point of all of it.
An email to me, not a funnel. campbell@culturecrunch.io