With over two decades of international business experience, I am a 𝗖𝗵𝗶𝗲𝗳 𝗔𝘂𝗱𝗶𝘁 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲, 𝗕𝗼𝗮𝗿𝗱 𝗖𝗵𝗮𝗶𝗿𝗽𝗲𝗿𝘀𝗼𝗻 𝗮𝗻𝗱 𝗧𝗿𝘂𝘀𝘁𝗲𝗱 𝗕𝗼𝗮𝗿𝗱 𝗔𝗱𝘃𝗶𝘀𝗼𝗿 with comprehensive ‘hands on’ 𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲, 𝗥𝗶𝘀𝗸, 𝗖𝗼𝗺𝗽𝗹𝗶𝗮𝗻𝗰𝗲 (𝗚𝗥𝗖) and audit expertise, who advocates ethics, integrity and innovation. 

Recognised as a 𝗚𝗥𝗖 𝘁𝗵𝗼𝘂𝗴𝗵𝘁 𝗹𝗲𝗮𝗱𝗲𝗿, 

I have delivered many speeches, lectures, videos and podcasts to global audiences on related topics, such as ‘Achieving Goals in Governance’, ‘Value Driven Auditing’ and ‘Using the Power of Scenario Simulation to Remodel Control Testing - A Game Changer’.   

In 2024, I was recognised as an Audit Beacon at The 𝟲𝘁𝗵 𝗔𝗻𝗻𝘂𝗮𝗹 𝗜𝗻𝘁𝗲𝗿𝗻𝗮𝗹 𝗔𝘂𝗱𝗶𝘁 𝗕𝗲𝗮𝗰𝗼𝗻 𝗔𝘄𝗮𝗿𝗱𝘀, one of my proudest moments. 

As a multilingual communicator, fluent in three languages, I engage effectively with diverse stakeholders up to board level, steering and influencing strategic agendas relating to Environmental, Social and Governance (𝗘𝗦𝗚), Diversity, Equity and Inclusion (𝗗𝗘&𝗜), Artificial Intelligence (𝗔𝗜) governance, and cybersecurity. 

I served as 𝗖𝗵𝗮𝗶𝗿𝗺𝗮𝗻 of the Veblen Director Programme, enhancing the board dynamics and unlocking opportunities with global leaders. 

At 𝗚𝗹𝗲𝗻𝗰𝗼𝗿𝗲, a FTSE company, I developed audit innovation hubs spanning five continents comprising over 45 high-performing auditors, and advanced the company’s 𝗱𝗶𝗴𝗶𝘁𝗮𝗹𝗶𝘀𝗮𝘁𝗶𝗼𝗻 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 with a new team of data scientists and rollout of digital tools and technologies. 

I was instrumental in supporting Glencore through a turbulent time caused by the commodities crisis, retaining $MM audit services for a carved-out agriculture business, and reducing working capital.    

Over the years, I have headed high-profile fraud investigations and mitigated risks, ensuring compliance during complex situations, and safeguarding positive outcomes. 

I created and maintained Glencore’s 𝗘𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗥𝗶𝘀𝗸 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 (ERM) framework, systems and standards, reporting upwards to the board. 

I inspire people and enrich companies of all sizes, from startups to multinationals, offering impact-orientated leadership and a forward-thinking approach.

Nam Ho

Callum Laing

I take companies public and run a $100m MAS regulated fund. 
I am a partner at the Unity Group, the founder of Global Investment Leaders Directive (GILD) for capital raisers.  And I run the Veblen Director Programme, for first time board members.  
Author of 'Boardroom Blueprint - Boost your career with a board seat in 60 days'
My exclusive network of UHNW individuals meet every quarter for lunch at the 'Captable' Singapore (coming to Dubai soon) 

Founder & former CEO / Chair of MBH Corporation PLC, an agglomeration of small, profitable companies from around the world.  Grew it to $180m in revenue.
Advisor to multiple public and private boards.  

Involved in more than 100 M&A transactions and $500m in shareholder value creation.

Best selling author of 3 other business books, I've published over 2500 interviews with Entrepreneurs and Investors around the world. EnterpriseZone.cc
Host of the daily 'CallumConnects' micro-podcast (top 5% worldwide, top 25 for entrepreneurs, 500+ episodes).

Previously served as Singapore High Commissioner to the World Business Angel Investment Forum, an Ambassador to DealGateway.com and on the Board of Advisors to Kinguin, a $100m turnover eGaming business.

The Agglomeration model helps small businesses to scale using publicly listed holding companies.

If you're interested in taking your business, investments or career to the next level, press the blue Follow button above.  

Author of: 
"Progressive Partnerships - The Future of Business" 
"Entrepreneurial Investing - Connecting sophisticated capital to talented small business"
"Boardroom Blueprint - Boost your career with a board seat in 60 days"
Co-author of:
"Agglomerate - Idea to IPO in 12 months"

Member

The Veblen Director Program is designed to get you that elusive first PLC Director position and to provide you with an enviable global network of other Directors that you can call on at will for the rest of your career.

One of the fastest ways to get what you want is to help someone else get what they want.

When I first admired the work of Jeremy Harbour, I didn’t ask him for a job or a role. Instead, I offered to set up and promote his companies in Asia on a zero-risk basis. I would do the work, generate sales, and he would only share in the upside.

That simple offer led to something far bigger. Jeremy liked the way I operated, shared another idea with me, and we ended up becoming business partners.

Years later, I applied the same approach to Tiger 21, one of the most respected networks for ultra-high-net-worth individuals. I wanted to work with them, so I reached out and offered to introduce them to prospects in Asia and the Middle East. That led to the creation of a feeder business which is opening up incredible opportunities.

The principle has never changed: start by creating value for the people you admire.

Today, the internet makes this easier than ever. Affiliate marketing is the most obvious version, almost every business will pay for quality leads. If you already have a network, no matter how small, you have something you can start with.

So ask yourself: who would you love to work with, and what could you offer them right now that makes it a no-brainer to say yes?


Send me a connection request and I’ll show you exactly how to apply this.

Successful Investor / Entrepreneur and M&A practitioner. I also help ambitious people to raise money, get board seats and take companies public.

I was in a room recently where everyone had a networth of at least $30m. 

You would think that level of wealth would kill off any insecurity, but it was the opposite. Almost everyone in there admitted they felt like they didn't belong.

I see this all the time with the directors I work with at Veblen and even with my own kids. If you care about what you're doing, you're going to feel some doubt. 

The only real difference I've noticed with high-achievers is they don't wait for the insecurity to vanish before they show up. They just do it anyway.

We often mistake "readiness" for "fearlessness." But if you wait until you aren't nervous, you'll probably be waiting forever.

What's something you're currently overthinking instead of just doing?



For free copies of my books and other goodies, please send me a connection request

Jeremy Harbour told me to sell. I ignored the advice.

At the time, my business was profitable and I was having a lot of fun running it. It had prestige and it was a great lead generator for my other ventures. I was convinced it was a keeper. 

Jeremy’s take was simpler: "The best time to sell a business is now. You never know what’s coming around the corner."

I thought he was wrong. Then the global financial crisis hit.

My two biggest sponsors defaulted on what they owed me. What could have been a massive exit turned into years of grinding just to sell for a fraction of its former value. It was a brutal lesson in the cost of pride.

The upside was that Jeremy and I became business partners later and have been building together for over ten years. But that missed exit still stings when I think about the timing.

When it comes to exits, do you think it is better to sell a year too early or a day too late?


-- 
For free copies of my books and other goodies, please send me a connection request

This is so cool!!!!!!

Most people are truly terrible at articulating their own value.

It is the classic "bottle" problem, you can't read the label from the inside.

We built a tool for our Veblen Members to solve this.  To help them frame their experience into a great pitch for the boardroom. 

And I would love for you to try it too.

1 - It scans your CV or LinkedIn profile.
2- You are interviewed for 3 minutes by our AI analyst (this is really cool).
3 - It generates your "Board Manifesto."

You get a one-liner, an in-depth LinkedIn bio, and a full-page pitch for a press release or your website.
It also shares with you so areas to work on.

Try it here: https://lnkd.in/gUcqDchd

Take the test and share your one-liner in the comments. Is it accurate?

Think Graham Norton's couch meets LinkedIn Live - unscripted, dynamic conversations with business leaders at the cutting edge of entrepreneurship, investment, and growth

Tune into the conversations that normally happen behind closed doors. Learn about some of the big plans for '26.

Format: 45-minute live streamed panel. No script. No agenda. Just a chance to hear business leaders on a virtual couch discussing what's working for them.

This episode's guests:

Alicia Teltz - LinkedIn & Personal Branding Strategist | Ex-LinkedIn Executive

Raja Skogland - CEO & Investor | 3x Top 100 Most Influential Women in European VC

Inner Circle Conversations - Where Influential Voices Discuss What Matters

Happy Birthday Dolly Parton!

I've been an entrepreneur for most of my adult life (and much of my childhood!) and so it often surprises me how few people understand the value of owning assets.

Dolly Parton turns 80 today, and she's a great example of someone who understood the difference early on.

In the 1970s, Elvis Presley wanted to record a cover of "I Will Always Love You." His manager, Colonel Tom Parker, had a standard rule: the artist had to hand over 50% of the publishing rights if Elvis was going to sing it.  

For a young songwriter, having the biggest star on the planet cover your song was the ultimate "I've made it" moment. Most people would've leapt at the chance.

But Dolly said no, she walked away from the deal because she was confident in the long term value of her intellectual property. 

Decades later, that single decision has earned her tens of millions in royalties. It's the reason she has the capital to build theme parks, hotels, and her incredible philanthropic foundation today.

For many people, your ‘Elvis’ opportunity is keeping the ‘safe’ job.  A predictable revenue stream today, rather than building an asset that can deliver tomorrow.  
It might not be the wrong choice, but remember that it is a choice.

As you think about what you’re building and creating in ‘26, you need to ask yourself is it something that just satisfies a need now, or is it something that will build a foundation for you in the future?

Happy 80th birthday to an amazing deal maker and philanthropist in Nashville.

I acquired my first company with zero capital in the bank.

Back in 2006, the organizers of the Koh Samui Yacht Regatta had run out of cash. I lacked the personal funds to buy the business, but I spotted a different way forward. By bringing forward revenue from future sponsors, I was able to fund the acquisition using the company's own potential.

That single transaction shifted my entire professional identity. It was the moment I stopped acting as an operator and began thinking as an owner.

The learning curve was steep and unforgiving. However, stepping into that void forced me to understand the mechanics of ownership through immediate action.

Everything changed once I realized that capital is not always the primary barrier to entry.

Think back to your own career. When did you experience a fundamental shift in your professional perspective?


For access to a bunch of free resources, send me a connection request!

Stop sending your pitch deck as an opening move.

I’ve seen founders spend weeks on 30-page business plans and beautiful slides only to have them completely ignored. 

When I first started raising capital, I thought the deck was my ticket into the room, but I was wrong.

Leading with a pitch deck usually marks you out as an amateur. High-level deals don't start with PDFs; they start with informal conversations, text messages, and casual chats. That’s where you actually build the trust and interest required to move forward.

You should only send the assets once someone has agreed in principle that they like what you’re creating. The deck is there to back up the vision, not to sell it for you.

What’s the most effective way you’ve seen someone spark investor interest without ever showing a slide?

-- 
For free copies of my books and other goodies, please send me a connection request

I get asked about my most expensive mistakes on every podcast. Usually, the host is looking for a horror story about a bad deal or a lost fortune.

I’ve had plenty of both, but I don’t actually categorize them as mistakes anymore. It’s a mental trap to look back and wonder what would have happened if I’d taken a different path. You can never truly know the alternative outcome.

For me, those expensive moments were just the price of entry. They reshaped my thinking and ultimately got me to where I am today. I’d much rather take the lesson and go find some brand new mistakes to make in the future. If you aren't failing occasionally, you probably aren't moving fast enough.

Do you view your past setbacks as mistakes, or do you see them as necessary tuition for your current success?


-- 
For free copies of my books and other goodies, please send me a connection request

Don’t Apply for Board Seats. Create Them.

At the Veblen Director Programme, one of our core mantras is: don’t apply for board seats, create them.

It’s not just about board seats, it’s about agency.

Too many people spend their careers waiting for permission. Waiting for someone else to open the door, to hand them the title, to play by rules they didn’t write.

The people who really change their trajectory don’t play someone else’s game. They design their own. They create opportunities rather than compete for the scraps.

It’s a subtle but profound shift: from asking “Will they pick me?” to declaring “Here’s the value I’m creating, here’s the room I’m building, come join me.”

And it applies everywhere: careers, businesses, relationships, even health.

So the question is, where in your own life are you still waiting for permission, when you could be creating the opportunity instead?

I have watched many founders kill deals through desperation. 

I’ve been on both sides of the table, and I’ve learned that capital raising isn't really about the pitch, it's about the positioning.

When I’m advising founders, I tell them the second you look like you need the money, you’ve already lost. I’ve found it’s much more effective to position a deal as just one of many you have access to, which changes the dynamic from a "please" to a "perhaps."

Instead of opening a laptop, I start by asking the investor about their last win. If my deal doesn’t match their criteria, I don’t pitch it. I’ll actually tell them it’s not a fit and offer to find them something else later.

It’s incredibly hard to do when you’re close to a project, but it transforms you from a founder looking for a check into a dealmaker looking for a partner. 

Relationships close deals, not slides delivered to the wrong person.

How do you filter an investor's "real" criteria before you ever show them your deck?

-- 
For free copies of my books and other goodies, please send me a connection request

I was great at earning money until I tried to make some.

It took me nearly two years into my entrepreneurial journey to realize I was playing the wrong game.

 In my corporate career, I was an expert at earning. I knew how to navigate politics, align with the right teams, and get HR to approve a pay rise.

But making money is different. Making money requires you to convince a complete stranger to part with their cash in exchange for value you’ve created. 

That is a much harder skill to master and I definitely had to learn it the hard way.

Once I understood that shift in perspective, everything changed. One is about navigating a system, the other is about creating one.

At VeblenDirectors.com once our members are sat on a couple of boards, it unlocks Level 2 ‘Learn to Earn’ this is where we teach how you can turn a ‘free’ board seat into multiple streams of income. 

Once you have this knowledge you know you’ll always be able to generate an income by providing value.

When did you first realize the rules of the game had changed for you?

-- 
For free copies of my books and other goodies, please send me a connection request

Stop Treating Your Goals Like They’re the Finish Line

One of the mantras at the Veblen Director Programme is simple: a board seat is not the final board seat, it’s just a stepping stone to the next.

It’s a mindset that goes far beyond the boardroom.

Too often we idealise our goals; fitness, money, career, you name it. We tell ourselves, “Once I hit that, everything will be fine.”

But two things usually happen:
We reach the goal and immediately shift the bar higher.

Or we miss it, and it feels devastating.

That’s why I think it’s much healthier to view goals as stepping stones rather than finish lines. Each milestone is just part of a longer journey.

That perspective removes the pressure and gives you freedom to keep moving forward.

Question: What’s a goal you once thought was the “end game” that actually turned out to be just a stepping stone?

I spent thousands on a business program I barely remember now. At the time, I thought I was buying an education. I’d just finished my business degree and was hungry for mindset shifts and "non-traditional" ideas.
Looking back twenty years later, the curriculum wasn't the prize. The real ROI came from the people in the room. Some became my closest friends, others became business partners I still work with today.

That one community triggered more deals and opportunities than any textbook ever could. It’s why I spend so much of my time now building communities like Veblen or helping others build their own. Content is easy to find, but the right room is rare.

When you're looking at joining a new group or program, what's the one "green flag" that tells you the community is actually high-quality?


For free copies of my books and other goodies, please send me a connection request

The most valuable asset you own is a high-level introduction. 

Many people seem to spend their lives polishing a CV that nobody reads, or studying for certificates that only serve to show you’re good at studying. 

In my experience the real progress happens through the people you know. 
Early on, mentors gave me the perspective I lacked. 

Eventually, business partners provided the leverage I needed to grow. 

Today, my network provides access to opportunities that are never advertised. 

Introductions have done more for my businesses than any certificate or academic qualification ever could. 

I am curious to know who opened the most important door for you.



P.S. If you would like to get access to a bunch of free resources, send me a connection request!

Stop taking advice from companies that have already won the game.

Aspiring entrepreneurs often look for guidance in the wrong places. You search for best practices and end up with strategies designed for massive corporations.

What works for an enterprise like Google is useless when you are fighting for survival. Those organizations have systems and resources that you simply do not possess yet. If you try to run a Fortune 500 playbook as a startup of one or two people, you will move too slowly to stay alive.

In the early stages, success comes from scrappy moves and asymmetric advantages. You need the tactics that secure your first client and your first dollar, not a corporate handbook.

Be careful when using AI for strategy as well. It is trained on the public internet, which means it defaulted to big business logic.

The best lessons usually come from those just a few steps ahead of you, not those at the finish line.

Where have you found the most practical advice for your own journey?



 If you would like a free tool used by hundreds of people to analyse and improve their Linkedin profile you can get it here: https://lnkd.in/gdC2HyMB

I thought being technically good was enough to run a company. I found out the hard way with my first business, Network IT, right as the dot-com boom was peaking.

I knew the tech inside out. I understood the engineers and I knew the market, but I had absolutely no idea how to actually run a business. I didn't understand partnerships, marketing, or how to even read a balance sheet.
While the market was booming, my ignorance didn't matter. When the crash hit, it became painfully obvious that I was just a technician playing at being a CEO. 

That blind leap taught me more about survival than any of my later successes ever did.

We often talk about "technical debt" in software, but I think "management debt" is what actually kills many startups - and careers!

What was the biggest gap in your knowledge when you took your first big leap?


-- 
For free copies of my books and other goodies, please send me a connection request

When two people who impact millions get together to discuss business, growth and leadership, you don't ask when, you just sign up!

Amazing opportunity to learn from two greats: Masami Sato and Daniel Priestley.

If you've already had a chance to be impacted by either of these 2, would love to hear about it in the comments.

Founder & CEO of B1G1 | Empowering businesses to become a force for good | Join me to discover ‘the Power of Small’ in creating a better world for all.

Over the years, I’ve had many conversations about business, growth, and leadership.

But there are only a handful of people I choose to sit down with when I want to talk about the things that aren’t usually said out loud.

Daniel Priestley is one of those people.

Dan has known me since the very early days of B1G1 — not just the public story, but the uncertain, messy, quietly hopeful parts too.

Yes, we’ve spoken about strategy and growth.

But we’ve also spoken about:
• what it really feels like to build something that matters
• how leadership quietly changes you
• how the digital world amplifies your voice… and sometimes your loneliness
• and how easy it is to keep moving forward without ever pausing to ask what kind of life your business is actually creating.

That’s what this upcoming ‘open’ (in every sense of that word) conversation is about.

A real, honest conversation about leadership, impact, and the unspoken experiences of growing a business in today’s digital world.

We’ll also open the space for questions — the ones you don’t always get to ask.
And at the end, I’ll be sharing something very close to my heart: the quiet launch of a new B1G1 initiative designed for families, young people and anyone who wants to make making a difference a way of life.

I’d love you to join us next week. 

I think you’ll be more than thrilled that you did.

Register here: https://lnkd.in/gw2PiUBU

I’ve seen talented people lose deals because they can't explain results. I see this constantly. You know the value you bring, but if it isn’t articulated clearly, you’re effectively invisible to the people who need you most.

It is the same here on Linkedin.

I’ve been watching Daniel Priestley’s recent media run and it’s a masterclass in solving this. He’s successful because he’s a master at turning complex ideas into frameworks that anyone can understand. 

Most of us aren't Daniel, but we can all stop making our LinkedIn profiles a guessing game.

If someone lands on your page today, do they instantly see the solution you provide? Or are you leaving it to their imagination?

How do you simplify what you do for someone who doesn’t have your expertise?

Last year we created a tool that shows you exactly what headhunters and recruiters are looking for when they come to your profile.  It’s completely free.  Try it out and let me know in the comments how well your profile scored  https://lnkd.in/gdC2HyMB



Free Linkedin Profile Analysis Here: https://lnkd.in/gdC2HyMB

I see this constantly in my M&A work: small companies envy the balance sheet of the giants, while the giants envy the agility of the small guys. It’s a classic case of the grass always being greener.

When I was running smaller outfits, I used to look at the reach and influence of big firms with real envy. But now, working with larger boards, I see them looking back at the "little guys" and wishing they had that speed and those tiny payrolls.

The real danger is trying to play the wrong game for your size. If you’re small and you start applying big-company bureaucracy, you’ll kill your only advantage. If you’re big and you try to act like a nimble startup without the right structure, you just create chaos.

The trick is taking advice from people who are one step ahead of you, not ten. A billion-dollar strategy will usually bankrupt a million-dollar business.
In your experience, which stage of growth has the most "identity crisis" moments?


For free copies of my books and other goodies, please send me a connection request

taplio

The Battle

Nam Ho

Callum Laing

Followers

Posts

Engagements

Likes

Performance ScoreCallum Laing's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Nam Ho

Callum Laing

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);}Callum Laing's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreCallum Laing's LinkedIn Performance