Since joining the company in 2006, Lindsay Nutley has helped position QLM Label Makers as one of the most innovative label makers in the Asia-Pacific region, with teams that consistently win awards, attract great talent and embrace new tech. Just last year, QLM’s Vietnam and Malaysia teams earned four IPA awards for standout work produced on HP Indigo presses — including Gold in the Digital Labels category.
Lindsay, now in a broader role focused on business enablement, recently helped organize QLM’s first-ever Global Sales Conference, where more than 70 team members from five countries gathered to align, grow and, as Lindsay put it, “let the energy flow.”
From big-picture branding to marketing ROI, Lindsay brings a clear-eyed, creative perspective to everything he does.
In this Q&A, he shares insights about what makes a sales conference succeed, the role of business enablement, how he measures success and more.
DSCOOP: Can you share what motivated your shift from director of marketing to a focus on business enablement?
LINDSAY: The shift to business enablement was a combination of factors. Marketing, while being largely perceived as primarily creative, is also very much about data and how that is used. This role aims to see that data and systems merge to create more informed and seamless interactions with our processes. Business enablement is about systems integration and business processes working together to create meaningful interactions, both internally and with our customers. The key components are confirming what data is required and how it impacts processes.
DSCOOP: How has your extensive marketing background influenced your approach to your new role? What was the biggest mindset shift you had to make when transitioning?
LINDSAY: I have been fortunate to have worked in some fantastic roles and companies over my history. Marketing is very much about using data to create messaging, be it through text, image or process. The biggest mindset change I have found with the new role is a much greater focus on outcomes that deliver the biggest impact. That is measured in terms of cost or time saving but also in ease of transaction.
DSCOOP: What did you learn from helping to organize QLM's recent Global Sales Conference?
LINDSAY: Global sales conferences are very much about aligning values and creating a sense of connection. While our teams are geographically separate, they share a common desire to provide innovative and service driven outcomes for their customer and the company. The event is a big investment, but it provides invaluable opportunities to share stories and information as well as motivating the company to deliver even more.
DSCOOP: Can you share a recent project, collaboration or moment that made you think, “This is why I love what I do”?
LINDSAY: "WOW" moments for me have been plentiful. They come from seeing outcomes for customers who grow their business, as well as from team members who achieve success in their roles. Marketing projects that have been especially WOW include the very first HP SmartStream labels we produced for Pukara Estate. They created such a memorable impact, and we continue to work with the customer each year to push the boundaries on what innovation can achieve, even for a company who likes to remain conservative with design changes. Recently, a WOW moment came from implementing a new business process that automated something that was being done manually. It isn't just about cost or time reduction for the business; it was the look in someone's eyes that says, "Thank you for making my job easier."
DSCOOP: At QLM, you work with teams across Australia, Vietnam, Cambodia, and Malaysia — countries with vastly different economic and cultural landscapes. What has been the biggest challenge in managing across these regions?
LINDSAY: Managing projects across regions requires an ability to adapt style and delivery methods. It isn't always the region but can also be about the person. Navigating this requires a bit of a carrot-and stick-approach, as well as engagement and ownership with the key stakeholders to get buy-in. Change can be easy to implement but adherence to and consistency are key to ensuring that process change is truly effective.
DSCOOP: How do you approach business enablement differently in a highly developed country like Australia versus a rapidly growing economy like Vietnam or Cambodia?
LINDSAY: Remarkably, the market conditions don't impact my role as much as it would seem. Some things need to be kept simpler, but essentially the requirements and adoption in Vietnam are very similar to those in Australia. The time for emerging countries to adapt has quickened markedly, so allowing for that can be challenging. It is impacted by team and corporate culture, both of which we are fortunate to share amongst our group.
DSCOOP: What emerging trends do you foresee, and how are you preparing to integrate them into your strategies?
LINDSAY: As with all companies in this industry, we are looking at the impact of technological change on business processes. The adoption and effective use of AI, as well as other forms of automation, continue to be a challenge for most companies. The confusing and inconsistent messaging around sustainability provides a bit of a chicken-and egg-scenario for adoption. It seems everyone wants to do it, but the infrastructure around it keeps it challenging. For me, this is both a blessing and a curse, as it keeps me busy (often a little too much!) but also provides for continuous improvement and advancement. I don't like to talk about "eating elephants," so to speak, so I will just say: It's a very big bowl of rice, and I am making my way through it one spoon at a time!
