At the beginning, he spent seven years as an executive at the cable & wireless in UK, and was being named president in 1999. His next stage in career started from 2000, the year he joined TELUS as president and CEO and also known as one of the highlights of his career. Under his leadership, TELUS turn their annual revenue from $5.7 billion to $10.9 billion, almost doubled times of their revenue from last year. From then on, he reshaped TELUS into a national data and wireless leader. The inspiration stemming from his working experience lasted the length of his career. A big support of leadership and company, he is on many boards, including the Canadian Council of Chief Executive, George Weston Limited and the Canadian Board Diversity Council; TD Bank Financial Group, the Vancouver Symphony Orchestra, and the Leading Edge Endowment Fund in finance areas. In addition, he also work as a Chairman of the Royal Conservatory of Music’s Capital Campaign and he was one of the Director for the 2010 Winter Olympic Games bid committee. A successful leader means no limitation in his leadership, he ha...
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...hat works for all of his employee in his company if their job allows it, around 60% of TELUS’s employees are enabled to work at home and half of those do work remotely at least once a week, said Mark Lang, HR business partner at TELUS. This work-styles project seeks to enhance employee works comfort level, contribute to the best working environment, and reduce the company’s costs. Since this project carried out, it increased staffs’ satisfaction and made the engagement greater, reduced employee turnover as well. (MacLeod, 2009) It directly facilitated the teletrips’ mandate. This workstyle highly raised the employees working efficiency since they can determine where they want to work, and also the office space can be left to some people who are necessary to stay in company for work. It should be credit to Entwistle’s wisdom approving this program to run TELUS better.
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