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Jamie Walker
Learning and Capability Manager @Metlifecare
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WORK HISTORY
Learning and Capability Manager @Metlifecare
Lower Hutt City, NZ
My role is to lead the development and execution of the learning and capability strategy, ensuring alignment to organisational priorities and sustainable workforce performance.
EDUCATION
Mt Eliza Business School
Leading for Organisational Impact, Executive Leadership
Pollard Institute
Cert IV TAA, Training and Assessment
Box Hill Institute of TAFE
Cert IV TAE, Training and Assessment
University of Otago
LLB, Law and Management
Upskill New Zealand
National Certificate in Adult Education and Training, Adult Education
The Open Polytechnic of New Zealand
Certificate in Designing and Facilitating E-Learning, Design and Delivery of E-Learning
Pollard Institute
Diploma of Management, Management
Australian Institute of Business
Master of Business Administration (MBA), Business, Management, Marketing, and Related Support Services
SKILLS
ABOUT JAMIE WALKER
I work in learning and capability because I believe leadership development should be thoughtful, evidence-informed, and grounded in real organisational work.Over more than 20 years, I have designed and led learning and leadership initiatives across complex, regulated, and commercial environments, with a focus on leadership capability that delivers measurable business value rather than short-term engagement.My work sits at the intersection of strategy and practice. I operate comfortably at executive level while remaining close to the design and delivery of programmes that change how people think, decide, and lead.Over time, I’ve noticed that leaders who are highly effective in how they think, judge, and deliver outcomes are often encouraged to increase visibility or adopt more overt leadership behaviours, even when those approaches are not what made them effective in the first place.My approach is strengths-based and evidence-informed, drawing on CliftonStrengths methodology to help leaders amplify what they naturally do well while sharpening the behaviours that drive sustainable performance.This work is grounded in the belief that self-awareness, when translated into disciplined action, creates disproportionate professional leverage.I am particularly interested in leadership development for people who lead quietly and effectively. Leaders who may not seek visibility, but who carry significant responsibility, influence outcomes through judgement and consistency, and want to grow their influence without adopting performative leadership behaviours.I focus on amplifying existing capability, strengthening decision-making and presence, and addressing gaps only where they create real constraints for performance or wellbeing.Programmes I have led have been recognised internationally for leadership capability, behavioural change, diversity and inclusion, and blended learning design. This recognition reflects a consistent focus on measurable outcomes and sustained capability development.I also write longer-form reflections on leadership, learning, and capability development at reflectiveleaders.world, as a space to explore these ideas in more depth.
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