McLean & Company

McLean & Company partner with organizations to create a workplace that meets today’s needs and prepares organizations for the unknown future.​

Everything we do is backed by data and best practices, so you can make informed decisions and know exactly what to do next. Our memberships are designed to provide what you need to drive the organization forward – from full-service assessments to practical action plans, impactful training, and more. ​

Visit our website to learn how we can help you create a workplace where everyone thrives.

Executive Counselor

Lambton College

As Director People and Organizational Development I was responsible for the delivery of the following corporate services: Organizational Development, Employee Relations and Strategic Workforce Planning in support of the College’s strategic directions and operational priorities.

Director - People & Organization Development (CHRO)

London Health Sciences Centre (LHSC)

As Transformation Lead for the Continuous Improvement Initiatives across LHSC – I was responsible for supporting the startup and long term success of the Continuous Quality Improvement (CQI) Centre of Excellence. In this role I led the Centre of Excellence Team responsible for the the following outcomes:

1. Culture Transformation Leadership: Overall CQI transformation program management,  culture change leadership strategy, monitoring progress and sustaining the corporate improvement initiatives and the CQI management system.
2.     Knowledge Development: Maintain and evolve CQI approach and infrastructure  ensuring consistency.
3.     Leading Corporate Improvements & Coaching Support: Lead corporate CQI initiatives and develop organizational improvement capability through training & coaching. In addition, manage and support projects and provide coaching for project events and the CQI Management System.
4.     Training and Development: Develop and deliver training to all staff and support train the trainer initiatives.

Transformational Change Strategy Executive Lead - Continuous Improvement of Care

Responsible for building and leading the team of HR professionals who provided solutions-based talent management consulting services including, leadership strategy development, change management, organizational design, leadership recruitment & compensation, succession management and performance management. 

-Guided the consulting team that redesigned and implemented a standardized set of staff competencies and a new performance development process for 12,000 employees in a workplace with multiple collective agreements 

-Executed an organization-wide talent management strategy – 350 leaders are systematically evaluated and development/succession plans were created for each individual on an annual basis

-Directed the process and systems redesign to generate “Talent Management Metrics” enabling senior management to have line of sight on the necessary analytics to support the continuous improve the talent management strategy  

-Coached a team of consultants, specialists and project leaders to successfully deliver performance development and talent management programs, recruitment and management compensation services for our 350 leadership clients. 

- Trusted Advisor to the CHRO &  members of the senior leadership team on matters related to talent strategy

Senior Manager -  Talent Strategy & Organization Development

I was responsible for orchestrating the execution of a comprehensive culture change strategy designed to significantly change the patient and family experience.

In 2014, I was honoured to receive the London Health Science Centre President’s Award for Leadership for successfully leading the change management strategy.

Change Strategy Executive Lead, Patient Experience London Regional Cancer Program

GetKeepGrow inc.

Chief Talent Officer

GoodLife Fitness

Provided strategic leadership to a team of HR/OD professionals to execute the re-alignment of HR and organizational effectiveness services and programs in support of the business strategy and emerging talent requirements. (6,000 employees across Canada) Developed and directed the execution of a comprehensive human resource strategy. Provided strategic HR council to the CEO/COO/CFO and senior leadership teams. Transformed the HR function into a consultative, results-driven, customer centric service delivery team.

Director - Human Resources & Organization Effectiveness (CHRO)

Fanshawe College

Adjunct Professor Human Resources

Ontario Government

Recognized with the Ontario Public Service Award for Human Resource Management Innovation.

Senior Consultant, Organization Development/HR Strategy, Attorney General of Ontario

Mayne Nickless North America

Regional Senior Manager

Mayne Nickless North America 

Major Account Manager

National Operations Manager

A strategic human resources leader & leadership coach with over 25 years of bringing people-focused solutions to the most niggly business challenges to achieve results. With experience across the spectrum of HR practices, David’s specialities include:  talent management, executive coaching, process improvement, organizational change and transformation and leadership development.

Dave cofounded “get keep grow inc” a  Canadian employee engagement and retention professional services corporation.




Please note views and opinions expressed are my own and do not represent the views of my employer

David McLean

Is your organization a “learning organization”?
“An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage”— Jack Welch

In 1997, Harvard Business Review named the “learning organization” as one of the seminal business ideas of the prior 75 years and to me it seems even more relevant as we face the next decade!

What organizations have been successful in transforming themselves into learning organization’s?

Microsoft is on a cultural journey right now from being a company of “know it all’s” to a company of “learn it all’s”

When I started out in organizational development (OD) Peter Senge’s work was instrumental in shaping my thinking and his book was one of the big OD book’s of the decade.

What disciplines of a learning organization are still as relevant today as they were 20 years ago?



***full article from MIT Sloan School of Management in comments below 



Acknowledgment: infographic by Tanmay Vora  & original work by Peter Senge



#learningorganization #organizationallearning #organisationaldevelopment #chro

EngageRocket

Co-Founder and CEO (Americas)

SkillsFuture Mentor

Mentor

Gallup

Managing Consultant

- Strategy, marketing and business development across 6 markets, 4 practice areas and 3 channels

- Market penetration within target emerging market economies

- Key account management

- Budget and resource planning

- Managing cross-cultural and cross-regional teams

Regional Director

Consultant

Republic of Singapore Navy

Section Head, Naval Operations Department

Naval Combat Officer

Public Service Division

Recipient of the prestigious Singapore Armed Forces Overseas Scholarship, awarded to 6-8 applicants among a pool of 10,000+ A-level candidates for strong academic results and leadership qualities.

Singapore Armed Forces Overseas Scholar

Economist turned entrepreneur. I’ve been studying organizational and human behavior for over 15 years. Privileged to learn from leaders in tech, education, financial services, telecommunications, healthcare, and many other industries. 

Still learning every day. 

I have a passion for applying data and tech to help people live their best lives through work, and a vision to transform the future of work with EngageRocket.

Proud father of three lovely children, and a TEDx / DisruptHR speaker on the topic of employee engagement and leadership.

CheeTung (CT) Leong

3 rules I wish I learned before company #1.

I had to start 3 companies and 10 years to figure this out.

Rule 1: Profit from day 1
Not “one day.”
Not “after we scale.”
Day 1.
Cash creates options. Options improve the value customers get.

Customers get more value, business gets more customers. More customers means more cash. And so on.

Rule 2: Stop getting stuck in ops details
I used to call it “being hands-on.”

Glorified as “founder-mode.”
It wasn’t.
It was me hiding in the work I already knew.

It’s important to know the details of your business. But I found that I selfishly enjoyed being the one designing the widget on the dashboard. Or writing killer landing page copy.

Instead of doing the scary work of figuring out how to make Meta ads work as a new channel.
Founders and their business grow when they let go, not when they hover.

Rule 3: Message to ONE ICP
Not “everyone who might be a fit.”
One real group.
One real problem.
One real offer.
It’s shocking how fast growth shows up when your message finally lands.

Biggest lesson for me?

Simple scales. Fancy fails.

Every time.

Founder & GTM Engineer | AI & SaaS | 🎯 Your cold email is broken. I fix that with proven human and tech systems.

As a founder, I learnt this lesson the hard way.

Fancy copy in your outreach means nothing without good data.

Bad signals → bad pipeline.

Most founders pull a list, agonize over the email template, and pray.

But outbound fails upstream, not downstream.

The BAD signals (these are silently killing your campaigns)

Company-level:
No hiring.
No funding.
No GTM movement.
No product updates.
Looks “fine” in Apollo… but the account is dead.

Contact-level:
Wrong title.
Wrong seniority.
Wrong team size.
Wrong segment.
This is how you pitch a “VP” who’s actually an SDR with a fancy title.

The GOOD signals (here’s where your outreach becomes relevant)

Contact-level:
Viewed your profile.
Liked your post.
Engaged with something you wrote.
Warm humans act different from cold ones.

Company-level:
Website traffic spikes.
New job posts.
New leader hired.
Team restructuring.
Active companies create active pipeline.

Here’s the real difference

Company signals show motion.
Contact signals show intent.

Signals → Systems → Actions

Signals = the raw data

Systems = how you clean + route

Actions = the email you send last

Most people start at “Actions.”

That’s why the system breaks.

Mix them wrong = trash.
Mix them right = replies in hours.

Fix the signals,
and the system
and the actions
all snap into place.

What signals have you used that worked?

Your enrichment stack gets your ICP wrong.
Mine does too. And it cost me.

Early on, I trusted everything the tools gave me.

Title? Must be right.
Seniority? Must be right.
Industry? Must be right.
Company type? Must be right.

Then I got replies like this:

“This is a nightmare.”

And honestly?
It was.

Because here’s the part nobody tells you:

Enrichment tools guess.
They fill gaps.
They normalize fields.
They smooth over the messy parts.

And every time they “guess wrong,”
you message the wrong person…
about the wrong problem…
at the wrong time.

Add in fancy AI copy…nightmare.

Here were my biggest mistakes early on:

1. Trusting titles blindly
“VP” on LinkedIn isn’t always VP in reality.
2. Ignoring seniority mismatches
“Head of” could mean 1 person…
or 200.
3. Treating industry labels as facts
Half the “software” companies I targeted were agencies.
4. Assuming email = identity
Wrong email = wrong person.
Obvious… until you get burned by catch-all.

The lesson?

Personalization doesn’t fail because the copy is bad.
It fails because the data is wrong.

Fix upstream.
Verify the ICP.
Validate the identity.
Double-check the role.

Keep personalization simple and relevant to the offer.

Your enrichment stack only tells the truth
if you make it tell the truth.

Simple fix.
Huge lift.

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Most outbound teams don't fail on data quantity.
They fail on data quality.

Everyone pulls lists from Apollo.
From Clay.
From scrapers.

But nobody enriches for context.

Here's the truth:

If you don't know how a company makes money, who they sell to, or who they compete with, your message is dead before it lands.

Same with emails.
One check isn't enough.
Your deliverability dies when 30% of your list bounces.

Here's the enrichment system we use for every client:

1. Company Intelligence → AI Analysis
Business model. Revenue streams. Who they serve.
Who they compete with. What problems they solve.
We feed all of it into AI so our copy hits real pain points.
Not templates. Not guesses. Real understanding.

2. Contact Data → 5-Layer Email Verification
Syntax + format validation?
MX record + domain check?
SMTP verification?
Disposable/role account filter?
Catch-all + deliverability scoring?
We run all five before a single send goes out.

3. Output → Clean, Context-Rich Lists
Every contact has a verified email.
Every company has a custom angle.
No spam traps.
No generic pitches.
No waste.

This turns list-building from a volume game into a precision system.

Higher opens.
Better replies.
Operator-friendly.

If you want the actual workflow we use to enrich companies and contacts like this:

Comment "workflow" below.

Then send me a DM or connection request with "workflow".

(You need to be following and connected before I can send it over. Blame LinkedIn.)

It gives you intelligence your competitors are guessing at.

taplio

The Battle

David McLean

CheeTung (CT) Leong

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taplio

The Battle

David McLean

CheeTung (CT) Leong

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}David McLean's LinkedIn Performance

Performance ScoreCheeTung (CT) Leong's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreDavid McLean's LinkedIn Performance