Stuart Baker - Specialists in Corporate Transformation

Stuart Baker
Principal, Organizational Transformation

•	Bachelor of Economics
•	10 years as president of marketing and brand strategy company
•	Performed brand management for high-profile international clients

‘Transforming Perspectives’

Do you admire your clients for undertaking transformation? You can’t not. These people see a better way in the future. They’re willing to be brave and vulnerable, and ultimately to reach a better place. The final destination is not always crystal clear—they have to have faith. Sometimes the end goal itself evolves throughout the transformation process. The process isn’t always completely logical and it’s difficult to be in a position of such risk. But their faith in the process leads them to a better end.

How do you support clients through the transformation process? It’s extremely important to establish a framework that allows for the evaluation of progress. It’s very easy for a client to get discouraged, and it’s our job to ensure they see both their progress and setbacks from an objective standpoint.

How did you come to the field of transformation? I’ve had a long career working on international marketing and advertising campaigns. Developing brand strategy and management is its own form of transformation. I went into business on my own where I worked with clients to help them understand the values of their organization objectively. I developed a specific model that allowed me to map out the aspirations of a client and determine whether they were trying to be too many things all at once and how to establish a clear focus. After amassing a range of experience and expertise, my skill set seemed a perfect match for the Totem Hill team.

What’s the most challenging transformation project you’ve ever been involved in? I’ve been working on an ongoing transformation project for the city of Saint John involving five different municipalities. It’s complex, and there are many, many stakeholders. The key has been strong leadership—establishing it, and cultivating faith in it. Creating an organizational structure that facilitates open communication has been a major part of our success. We’ve been able to work together to transform the reputation of Saint John beyond its own borders. I’ve taken great satisfaction in seeing the newfound optimism for the future from the city.

It seems like a common theme: transformation requires people to come together. Our role is to bring people together and establish a common level of understanding. People see things from their own perspectives, through their own filters. What’s obvious to one is not obvious to another. We help people forge strong relationships so they can see beyond their own perspectives.