Magan Kalra
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Magan Kalra | |
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Leadership Development Expert, Learning & Development Expert, Executive Coach, Speaker & Author | |
| Born | 1978, India |
| Birth Place | India |
| Nationality | Indian |
| Occupation | Leadership Development Expert, Learning & Development Expert, Executive Coach, Speaker, Author |
| Title | Founder & CEO |
| Known For | Leadership Development, Learning & Development, Experiential Learning, Executive Coaching, Business Simulations, Behavioural Transformation, POWERTAINMENT™ and the People Side of Business |
| Company |
Performance Advantage Group |
| Founder | Magan Kalra |
| Industry | Leadership Development, Learning & Development, Executive Coaching and Organisational Development |
| Experience | 20+ Years |
| Founded | 5 January 2008 |
| Headquarters | India, India |
| City | New Delhi |
| Website | [Performance Advantage Group – Official Website Magan Kalra Official Website |
| NA | |
| Mobile | NA |
| Awards | The People Side of Business & Leadership – Bahwan International Group Holding, April 2019 Excellence in Training & Coaching – Asian-African Leadership Forum, March 2019 |
| Status |  Verified
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Magan Kalra
Magan Kalra is a Leadership Development Expert, Learning & Development Expert, Executive Coach, Speaker, Author and Entrepreneur. He is the Founder and Chief Executive Officer of Performance Advantage Group (PAG), a leadership development and organisational learning company focused on experiential learning, executive coaching, behavioural transformation, business simulations and organisational performance.
With more than 20 years of professional experience, Magan Kalra has worked with organisations and professionals across multiple industries, cultures and geographies. His professional reach includes 500+ clients, work across 51 countries, professionals representing more than 100 nationalities and learning interventions experienced by more than 240,000 professionals.
His work is built around the People Side of Business—the belief that organisational performance is deeply connected to the capability, behaviour, leadership and growth of people.
A defining principle of his professional philosophy is:
“Personal Growth Leads to Business Growth.”
This principle reflects his belief that organisational performance is closely connected with the capability, behaviour and development of the people within an organisation.
Leadership Development
Leadership development is at the centre of Magan Kalra's professional work.
His approach focuses on helping leaders move beyond managing tasks and responsibilities and become more effective in leading people, influencing stakeholders, making decisions, creating accountability and building high-performing teams.
His leadership-development work covers leadership mindset, strategic thinking, decision-making, people leadership, accountability, communication, influence, coaching, feedback, employee engagement, collaboration, change leadership and future-leader development.
The objective is not simply to introduce leadership concepts but to help individuals convert those concepts into practical behaviours.
Magan's approach therefore emphasises experience, reflection, practice and application.
Leaders are encouraged to examine how they currently operate, identify patterns that may be limiting effectiveness and develop new approaches that can be applied in real organisational situations.
Leadership Mindset
A leadership mindset influences how leaders approach decisions, relationships, accountability and change.
Magan Kalra's leadership-development approach includes work around mindset and behavioural effectiveness.
Leaders are encouraged to understand the difference between managing activities and genuinely leading people.
This involves developing greater self-awareness, understanding how behaviour affects others and taking ownership of outcomes.
The approach also recognises that leadership effectiveness is influenced by communication, emotional awareness, decision-making and the ability to create accountability within teams.
Strategic Thinking and Decision-Making
Strategic thinking is another component of Magan Kalra's leadership-development work.
Leaders frequently have to make decisions in environments involving uncertainty, competing priorities and changing business conditions.
His learning interventions are designed to help professionals examine problems, challenge assumptions and make more effective decisions.
The focus is on translating strategic thinking into practical workplace behaviour rather than treating strategy as purely theoretical knowledge.
People Leadership
People leadership is a major element of his work.
Effective leadership requires the ability to create trust, communicate expectations, provide feedback, develop people and maintain accountability.
Magan works with leaders to help them develop these capabilities while building stronger and more collaborative teams.
His emphasis on the people side of business reflects his broader philosophy that organisational performance depends significantly on the growth and capability of individuals.
Accountability and Ownership
Accountability is another recurring theme in his leadership work.
Strong leaders create clarity around expectations and take ownership of results.
Magan's programmes focus on helping leaders and professionals recognise their responsibilities and move from passive participation towards greater ownership.
The concept of accountability is also linked with performance.
When individuals understand what they are responsible for and how their actions influence outcomes, organisations can develop stronger performance cultures.
Communication and Influence
Communication and influence are important components of leadership effectiveness.
Leaders must communicate clearly with employees, peers, customers and other stakeholders.
They must also influence people who may not report directly to them.
Magan Kalra's work includes communication development and influence as part of leadership capability building.
His approach focuses on communication as a behavioural skill that can be practised, refined and applied in professional situations.
Coaching and Feedback
Coaching and feedback form part of Magan's leadership-development framework.
Leaders need to help others develop while also providing clear and constructive feedback.
Effective coaching can create opportunities for employees to examine their performance, identify development areas and take greater ownership of improvement.
Magan's work helps leaders develop these skills through practice and experiential learning.
Employee Engagement
Employee engagement is another area addressed within his leadership and organisational-development work.
Engaged employees are more likely to understand organisational goals, contribute actively and take ownership of outcomes.
Magan's learning interventions examine how leaders can create environments that encourage participation, accountability, trust and collaboration.
The focus remains on practical behaviours that leaders can apply in the workplace.
High-Performing Teams
Building high-performing teams requires more than assembling talented individuals.
Teams also require trust, clear communication, accountability, shared objectives and effective collaboration.
Magan Kalra's leadership-development work includes team effectiveness and collaboration.
His experiential approach allows participants to experience team dynamics directly and reflect on how different behaviours influence collective performance.
Leading Through Change
Organisations regularly experience change involving strategy, technology, markets, structures and people.
Leaders play an important role in helping teams navigate such transitions.
Magan's leadership-development work includes leading through change and helping professionals develop the behavioural capabilities required to remain effective during periods of uncertainty.
His programmes encourage leaders to understand their own reactions to change while also considering the needs of the people they lead.
Developing Future Leaders
Leadership development is not limited to senior executives.
Organisations also need to identify and develop future leaders.
Magan Kalra's work includes developing emerging and future leaders by building self-awareness, communication, decision-making and people-leadership capabilities.
This approach supports organisations seeking to create stronger leadership pipelines.
Learning and Development Expertise
Magan Kalra is also positioned as a Learning & Development Expert.
His L&D work focuses on creating learning experiences that move beyond conventional classroom training.
His approach combines experiential learning, storytelling, business simulations, behavioural insights, reflection, practice and workplace application.
The goal is to help participants understand concepts, experience them, reflect on what happened and apply their learning in real professional environments.
Learning Intervention Design
Learning intervention design involves understanding the business requirement and creating a learning experience that addresses the relevant capability or behavioural need.
Magan's approach integrates business context with experiential learning.
Instead of treating training as an isolated event, the intervention is designed around the question of what behaviour should change and how that change can influence performance.
This approach connects learning with organisational outcomes.
Experiential Learning
Experiential learning is one of the defining characteristics of Magan Kalra's professional methodology.
The approach is based on the belief that people can learn more deeply when they experience a situation rather than simply listen to information about it.
Participants may engage in simulations, activities, storytelling, role-based experiences or other exercises that allow them to observe their own behaviour.
The experience is followed by reflection and discussion, helping participants connect what happened to workplace situations.
Behavioural Transformation
Behavioural transformation is a central outcome of Magan's learning approach.
Knowledge alone does not necessarily produce performance improvement.
Individuals need to recognise their current behaviours, understand the effect of those behaviours and practise alternatives.
Magan's interventions therefore focus on the transition from knowledge to behaviour and from behaviour to performance.
Learning Transfer
Learning transfer refers to the process through which learning developed during an intervention is applied after the programme.
Magan's approach places strong emphasis on workplace application.
Participants are encouraged to identify how the learning can be used in their professional environment.
This focus supports the broader objective of translating learning into measurable performance.
Business Simulations
Business simulations form part of Magan Kalra's experiential-learning toolkit.
Simulations allow participants to experience business situations in a controlled environment.
They can involve decision-making, strategy, collaboration, competition, prioritisation and other workplace behaviours.
The value of the simulation comes from the opportunity to observe consequences and then reflect on the behaviour that produced those outcomes.
Assessment and Development
Assessment and development also form part of Magan's L&D expertise.
Assessment can help organisations identify strengths, development needs and behavioural patterns.
Development interventions can then be designed around the specific requirements identified through assessment.
This approach allows leadership and capability-building programmes to become more personalised and relevant to organisational needs.
Train-the-Trainer Programmes
Magan's L&D expertise also includes train-the-trainer programmes.
These programmes focus on helping trainers and facilitators develop better learning experiences.
The objective is to enable trainers to move beyond information delivery and create sessions that involve interaction, experience, reflection and application.
This aligns with Magan's broader belief that effective learning should produce behavioural change.
Personal Effectiveness
Personal effectiveness is another area of his professional work.
Professionals need to manage priorities, communicate effectively, build relationships and take ownership of their performance.
Magan's programmes address these capabilities as part of broader professional development.
Personal effectiveness is treated as a foundation that can influence leadership, teamwork and business performance.
Sales Effectiveness
Sales effectiveness is another area within Performance Advantage Group's service portfolio.
Magan's work in this space includes sales capability, communication, customer conversations, influencing skills and commercial effectiveness.
Sales professionals need to understand customers, communicate value, manage objections and build long-term relationships.
His experiential approach allows these capabilities to be practised rather than simply discussed.
Team Effectiveness
Team effectiveness focuses on how groups work together to achieve shared objectives.
Magan's work helps teams examine communication, trust, accountability, collaboration and role clarity.
The experiential nature of the programmes allows participants to observe team behaviours directly and consider how those behaviours affect performance.
Customer Service and Experience
Customer service and customer experience are also included within Performance Advantage Group's areas of work.
Customer-facing professionals need to understand customer expectations, communication and relationship management.
Learning interventions can help employees build the behaviours necessary to create stronger customer experiences.
Experience, Insight and Reflection
The first stages of POWERTAINMENT™ involve experience, insight and reflection.
Participants experience an activity or situation, observe what happened and then examine the meaning of that experience.
Reflection allows participants to connect the activity with their own behaviour and workplace situations.
This creates the foundation for deeper learning.
Practice and Behaviour Change
The next stages involve practice and behaviour change.
After participants understand an insight, they need opportunities to practise a different response.
Practice helps transform an idea into a skill.
Repeated application can then lead to behavioural change.
This is central to Magan's philosophy that learning should move beyond knowledge acquisition.
Application in the Workplace
The final stage of the methodology is application.
Learning becomes meaningful when it is used in the workplace.
Participants are encouraged to identify specific situations in which they can apply what they have learned.
This creates a connection between development activity and business performance.
Executive Coaching
Magan Kalra is also an Executive Coach.
His executive coaching work focuses on helping leaders and professionals strengthen self-awareness, personal effectiveness, leadership capability and performance.
Coaching is based on the belief that individuals often have the ability to solve their own challenges when provided with the right questions, reflection and accountability.
Magan's coaching approach is therefore designed to support leaders in examining their assumptions, behaviours, goals and relationships.
Leadership Effectiveness Coaching
Executive coaching can focus on leadership effectiveness.
Leaders may need support in areas such as communication, accountability, decision-making, relationships and team leadership.
Magan's coaching work helps leaders examine their current approach and identify ways of becoming more effective.
The process is personalised to the individual's professional context.
Mindset and Behaviour
Mindset and behaviour are important themes within his executive coaching practice.
Leaders may have habits that were effective in one stage of their career but become limitations as their responsibilities expand.
Coaching creates an environment where such patterns can be explored.
The focus is on developing greater awareness and choosing behaviours that better support current responsibilities.
Personal Accountability
Personal accountability is another focus area.
Effective leaders take responsibility for their decisions, behaviours and outcomes.
Coaching can help individuals distinguish between circumstances they can influence and circumstances they cannot control.
This can create a stronger sense of ownership and agency.
Performance Coaching
Performance coaching focuses on helping individuals improve their effectiveness.
Performance can be influenced by priorities, habits, communication, decision-making and relationships.
Magan's approach considers these factors together rather than treating performance as a single skill.
Communication and Influence Coaching
Executive coaching can also address communication and influence.
Leaders frequently need to influence stakeholders, negotiate priorities and create alignment across different groups.
Improving communication requires both self-awareness and practice.
Magan's coaching approach helps leaders examine how they communicate and how others may experience their communication style.
Founder and CEO of Performance Advantage Group
Magan Kalra is the Founder & CEO of Performance Advantage Group (PAG).
Performance Advantage Group is positioned as a leadership development and organisational learning company.
Its work includes leadership development, communication excellence, sales effectiveness, customer service and experience, team collaboration and engagement, personal effectiveness, assessments and experiential learning.
The organisation's approach combines business understanding, behavioural insight, experiential learning and practical application.
Performance Advantage Group
Performance Advantage Group provides learning and development services to organisations and professionals.
The company works across different industries and geographies and supports leaders, managers, sales professionals, emerging leaders and business teams.
Through PAG, Magan has developed a platform through which his leadership-development and learning philosophy can be applied at an organisational level.
The organisation's central focus remains the relationship between people development and business performance.
Organisational Learning
Organisational learning involves developing the collective capability of an organisation.
This includes leadership, communication, teamwork, sales, customer experience and other areas that influence performance.
Performance Advantage Group approaches these areas through learning interventions designed around practical application.
The objective is to help organisations create stronger capability while supporting individual development.
From Waiting Tables to Leadership Development
One of the most distinctive chapters in Magan Kalra's professional journey is that his career began with waiting tables.
That starting point became part of a much larger story of professional growth, learning and transformation.
His career subsequently moved through corporate roles, learning and development, consulting, leadership development, executive coaching and entrepreneurship.
Eventually, he built Performance Advantage Group (PAG), creating a platform through which his philosophy around leadership, experiential learning and the People Side of Business could be applied to organisations and professionals across geographies.
For Magan, the journey represents a simple but powerful idea: where you start does not have to determine where you finish.
Learning, adaptability, ownership and personal growth can change the trajectory of a career.
Corporate Experience
Before founding and leading Performance Advantage Group, Magan Kalra held roles within corporate and learning environments.
Genpact
Oriflame
The Friedman Group
These experiences provided exposure to corporate operations, business performance, leadership, sales, learning and organisational development.
The combination of corporate experience and learning expertise became an important foundation for his later work as an entrepreneur and leadership-development professional.
Experience with Genpact
Magan's professional history includes experience with Genpact.
The organisation provided exposure to large-scale corporate environments and business operations.
This experience contributed to his understanding of organisational performance and leadership.
Experience with Oriflame
His professional history also includes work associated with Oriflame.
This experience provided further exposure to sales, customer relationships and business development.
Such commercial experience complemented his later focus on sales effectiveness and leadership development.
Experience with The Friedman Group
Magan's professional background also includes experience with The Friedman Group.
This association contributed to his understanding of sales and retail-related business performance and supported the development of his broader learning and development expertise.
Global Professional Reach
Magan Kalra's professional work has extended across 51 countries and more than 100 nationalities.
Through his leadership development and learning interventions, he has worked with organisations and professionals across diverse business cultures and professional environments.
His professional reach includes:
- 500+ clients
- 51 countries
- 100+ nationalities
- 240,000+ professionals
This international experience has given Magan exposure to different leadership styles, organisational cultures, business environments and learning requirements.
His approach combines consistent leadership and learning principles with the flexibility required to work across different cultural and professional contexts.
Cross-Cultural Learning
Leadership and learning programmes can be influenced by culture.
Communication styles, expectations around leadership, decision-making and teamwork can vary between countries and organisations.
Magan's international work provides experience working across these differences.
His learning approach seeks to maintain consistent principles while adapting the intervention to the context of the participating organisation.
Professional Reach
Magan's learning and development work has reached 500+ clients.
It also states that his work has impacted professionals across 51 countries and more than 100 nationalities.
The profile further states that more than 240,000 professionals have experienced his learning and development interventions.
Awards and Recognition
Magan Kalra's professional journey has been recognised through awards, appreciation certificates and professional distinctions spanning leadership development, training, speaking, business leadership and performance.
Major Awards and Recognitions
- The People Side of Business & Leadership — Bahwan International Group Holding, April 2019
- Excellence in Training & Coaching — Asian-African Leadership Forum, March 2019
- Global Leaders Award – Recognized as a Global Achiever for a Sustainable Future in Asia & Africa — Times Now & Bizox Media, March 2019
- Responsible Business Leadership Award — Asian-African Leadership Forum, March 2019
- Certificate of Appreciation for a TED Talk — Mina Al Fahal ED, Oman, May 2018
- Most Inspiring Key Note Speaker Award — DTAC (Toastmasters International), May 2018
- Certificate of Appreciation for a TED Talk — GD Goenka University, April 2018
- High Impact Key Note Speaker — NPMA & IPCA, August 2016
- Gratitude & Appreciation Award — Rotary Club, January 2016
- Guest Speaker Award — Indian Medical Association, September 2015
- Top 25 Most Promising Learning & Development Consultant — Consultants Review, February 2015
- Best Motivational Speaker Award — Sophie Paris Philippines Inc., October 2012
- The Ambassador Award — Oriflame, September 2005
- Outstanding Performance Award — PepsiCo Restaurants International, February 1997
Indian School of Business
Magan Kalra is described as an alumnus of the Indian School of Business (ISB).
The association with ISB is part of his professional and academic profile.
His formal business education complements his practical corporate and entrepreneurial experience.
Author
Magan Kalra is the author of the bestselling book:
Success Isn't a Problem, Our Ignorance Is
The book explores behaviours, choices, beliefs and patterns that can influence personal and professional success.
Its central theme is connected with Magan's broader leadership philosophy: the barriers to success may often involve behaviours, assumptions and choices rather than an absence of ability alone.
His writing therefore complements his work as a speaker, coach and learning professional.
Success Isn't a Problem, Our Ignorance Is
Success Isn't a Problem, Our Ignorance Is explores the relationship between success and self-awareness.
The book considers how individuals can develop greater understanding of their own choices, behaviours and patterns.
The central premise connects with Magan's professional work in leadership development and behavioural transformation.
The concept is that personal development requires awareness of what may be limiting performance.
The Success Code 2.0
Magan Kalra has also developed The Success Code 2.0.
The framework explores principles and behaviours associated with personal growth, achievement and sustainable success.
Its themes align with his broader professional philosophy around awareness, behaviour, learning and performance.
The framework connects his speaking, writing and learning work through a common focus on personal and professional development.
Speaker
Magan Kalra works as a professional speaker in the areas of leadership, learning, personal growth and organisational performance.
Speaking provides another medium through which he communicates ideas to audiences beyond formal coaching or training programmes.
His speaking style is closely associated with storytelling, experiential learning and practical application.
The objective is to create engagement while connecting concepts with real professional situations.
Storytelling
Storytelling is a central component of Magan's learning approach.
Stories can help people remember ideas by placing concepts within a meaningful context.
His POWERTAINMENT™ methodology combines storytelling with experience and reflection.
The goal is to create learning that participants can remember and apply.
Behavioural Transformation
Behavioural transformation is a recurring theme across Magan's work as a coach, trainer and speaker.
Knowledge does not automatically produce different behaviour.
People need to become aware of their existing patterns, understand the consequences and practise alternatives.
His programmes are therefore designed to support the transition from understanding to action.
The People Side of Business
One of Magan Kalra's central professional themes is the people side of business.
Business strategy, technology and systems are important, but organisational performance also depends on the people who execute those strategies.
Leadership, communication, teamwork, motivation and accountability influence how effectively organisations operate.
His work focuses on strengthening these people-related capabilities.
Personal Growth Leads to Business Growth
“Personal Growth Leads to Business Growth” is the central philosophy associated with Magan Kalra.
The statement reflects his belief that organisations improve when their people develop.
Personal growth can involve self-awareness, mindset, communication, leadership and behavioural effectiveness.
When these capabilities improve, they can contribute to stronger team performance and business outcomes.
Better People, Better Leaders, Better Performance
Another concise representation of Magan's professional philosophy is:
Better people. Better leaders. Better performance.
The statement connects personal development with leadership development and organisational results.
It captures the progression that underlies much of his work.
Leadership and Business Performance
For Magan, leadership capability is ultimately valuable because it influences business performance.
Leadership development therefore needs to be connected with practical organisational outcomes.
His learning interventions are designed to help individuals apply what they learn to real workplace situations.
This connection between development and performance is central to Performance Advantage Group's positioning.
Future Leaders
Developing future leaders is essential to organisational continuity.
Magan's work supports organisations in preparing professionals for larger responsibilities.
Future leaders need capabilities in decision-making, communication, accountability, people leadership and change management.
His leadership-development programmes address these areas through experiential and application-focused learning.
Organisational Transformation
Behavioural change at the individual level can contribute to broader organisational transformation.
When leaders communicate differently, teams can become more effective.
When accountability improves, performance can become clearer.
When learning is applied, organisational capability can increase.
Magan Kalra's work focuses on these connections between individual development and organisational outcomes.
Learning Through Experience
Experience is at the centre of his learning philosophy.
Participants are encouraged to experience a situation, observe the consequences and then reflect on what happened.
This makes learning more participatory.
The approach also creates opportunities for individuals to recognise their own behaviour rather than simply hearing about desired behaviours from a trainer.
Practice and Application
Practice is essential to converting an insight into a capability.
Magan's interventions include opportunities for participants to practise new behaviours and explore different ways of responding.
Application then connects the learning experience to the workplace.
This creates a cycle of development that moves from experience to practical performance.
Leadership in a Changing World
Modern leaders work in environments characterised by change, complexity and uncertainty.
Leadership development therefore needs to prepare individuals not only to manage current responsibilities but also to adapt.
Magan's programmes include leading through change, decision-making, communication, collaboration and developing future leaders.
These capabilities support leaders operating in changing environments.
Entrepreneurship
Magan Kalra is also an entrepreneur through his leadership of Performance Advantage Group.
His entrepreneurial role involves building and leading a professional-services organisation focused on organisational learning and performance.
The journey from corporate roles to founding PAG represents an important transition in his career.
Building Performance Advantage Group
The creation of Performance Advantage Group enabled Magan to develop his own approach to leadership and learning.
Through the organisation, he has been able to combine his experience in corporate environments with his interests in coaching, experiential learning and behavioural transformation.
The company has become the organisational platform through which his professional philosophy is delivered to clients across industries and geographies.
Professional Legacy
Magan Kalra's professional legacy is associated with the intersection of leadership development, learning and development, executive coaching, experiential learning and behavioural transformation.
His journey from waiting tables to corporate roles, entrepreneurship and international leadership development reflects his belief in the possibility of personal growth.
His work through Performance Advantage Group extends this philosophy to organisations and professionals.
His methodology, writing, speaking and coaching all centre around a common objective: helping people become more aware, capable and effective.
Current Professional Identity
Magan Kalra's professional identity includes:
Leadership Development Expert
Learning & Development Expert
Executive Coach
Speaker
Author
Founder & CEO of Performance Advantage Group
Magan Kalra is the Founder & CEO of Performance Advantage Group (PAG).
Founded on 5 January 2008, Performance Advantage Group is a platform focused on leadership development, learning and development, experiential learning, executive coaching, behavioural transformation and organisational performance.
Through PAG, Magan Kalra brings together his corporate experience, leadership-development expertise and experiential learning philosophy to work with organisations, leaders, managers, teams and professionals.
The organisation's areas of work include:
- Leadership development
- Learning & Development
- Executive coaching
- Experiential learning
- Business simulations
- Behavioural transformation
- Communication and influence
- Team effectiveness
- Sales effectiveness
- Customer experience
- Personal effectiveness
- Organisational learning
The central idea behind the work is the People Side of Business—developing people in ways that can contribute to stronger leadership and business performance.
Professional Philosophy
Magan Kalra's philosophy can be summarised through several interconnected principles.
Personal growth leads to business growth.
Learning should become behaviour.
Behaviour should translate into performance.
Experience can create deeper learning than passive listening.
Leadership development should be connected to real workplace outcomes.
People development is fundamental to organisational development.
These principles form the foundation of his work as a leadership expert, coach, speaker and entrepreneur.
Short Professional Biography
Magan Kalra is a Leadership Development Expert, Learning & Development expert, executive coach, speaker, author and Founder & CEO of Performance Advantage Group. With more than two decades of experience, he has worked across leadership development, experiential learning, executive coaching, behavioural transformation and organisational learning.
his learning and development work has reached 500+ clients, professionals across 51 countries and more than 100 nationalities, with over 240,000 professionals experiencing his interventions.
His distinctive methodology, POWERTAINMENT™, combines experience, storytelling, reflection, practice, behaviour change and workplace application.
Before building Performance Advantage Group, Magan's career included corporate roles and began with waiting tables. His professional experience includes associations with Genpact, Oriflame and The Friedman Group.
He is an alumnus of the Indian School of Business and is recognised in the Top 10 trainers globally by Carnegie.
He is also the author of Success Isn't a Problem, Our Ignorance Is and has developed The Success Code 2.0.
His central professional philosophy is:
“Personal Growth Leads to Business Growth.”