There’s never one definitive path to a fulfilling career. Just ask Curt Chan and Kelvin Hamilton, two award-winning leaders at Autodesk. From an early age, both were driven by innate curiosity and an enthusiasm for technology.
“Growing up in an immigrant family, cars were my world,” says Chan. “Matchbox cars, Lego cars—you name it, I was obsessed. I could rattle off engine specs like nobody’s business, but my multiplication tables? Forget about it!”
This passion was so undeniable that Chan’s friends and family encouraged him to pursue mechanical engineering. Motivated by this advice and his interests, he worked at defense contractors like Northrop Grumman and Lockheed Martin. However, Chan soon began to wonder, “Is this it?” The idea of toiling away in a cubicle for 30 years wasn’t appealing, and Chan was determined to get closer access to the car industry. He pivoted to sales engineering, starting on a journey that felt more in line with his goals.
“I went from being a mechanical engineer to working in sales, technical sales, marketing, and even education,” Chan explains. “Along the way, I’ve met some amazing mentors and coaches—they saw things in me that I didn’t see in myself.”
Like Chan, Hamilton’s road to Autodesk was influenced by his need to understand how things work. Rather than following a cookie-cutter career plan, Hamilton was guided by the familiar cliche of following your heart and pursuing what you enjoy.
“I’m not afraid of the unknown and jumping in the mud,” he says. “I wasn’t sure what you’d get when you put these pieces together, but I was young and didn’t know better.”
After attending university in Canada, Hamilton pursued his master’s degree in mechanical engineering, and he was exposed to 3D printing and incremental sheet metal forming—two manufacturing methods that allowed him to watch design come to life in real time. The unexpected 2008-2011 financial crisis caused Hamilton to rethink his next steps; this event and his desire to travel brought him to France, where a new role introduced him to professional research and development (R&D).
Hamilton notes, “My tech career was shaped by changing and challenging R&D projects, the chance to collaborate with diverse teams, and the reward of building a community around solving problems.”
Both Chan and Hamilton credit Autodesk as a place that encouraged their professional growth. Today, Chan is based in San Diego, California, and works as the Strategic Partnerships Manager. Hamilton is located in the Netherlands, serving as the Senior Technical Consultant Manager. They share how they knew Autodesk was a good fit, their experience in Autodesk’s Next Level leadership development program, and advice for those aiming to join the company.
What led to your job at Autodesk, and how did you know the company would be a good fit?
Chan: What got me here was a human connection. Someone I trusted had the inside scoop and told me about Autodesk’s culture, values, and trajectory. That piqued my interest.
About this “fit” thing, I’ve always been a bit skeptical. Everyone talks about finding the perfect fit, like it’s a pair of bespoke shoes. I think it’s more about how adaptable you are. Can you roll with the punches? Can you keep an open mind? I’m a big fan of the Ted Lasso quote, “Be curious, not judgmental.” That’s the vibe I try to bring.
There are non-negotiables in any job. You have to ask yourself the tough questions: Am I happy? Am I growing? Do I believe in the leadership? Your answers will tell you if you’re on the right track. Here’s the kicker: That “fit” can change. It’s not only about finding the perfect fit; it’s about maintaining it.
Hamilton: I joined in 2014 after Autodesk acquired Delcam, a leading design and manufacturing software development company.
Before the acquisition and after my time in France, I had an opportunity at Delcam to pivot away from mechanical and manufacturing hardware and turn toward the software used to control that hardware and processes. At the time, Autodesk was making a major investment in the manufacturing sector. Delcam was a perfect fit to help drive foundational changes, and the opportunity to join Autodesk—a household name in the industry—was enticing.
Soon after joining, I saw a space for myself. I was motivated by the company’s commitment to reinvention and prioritization of a culture where everyone could thrive. Autodesk shares my core values: curiosity and courage, friendship and empathy, honesty and integrity. I saw like-minded people who were a joy to work with as we tackled challenging industrial problems.
Ultimately, I’m attracted to Autodesk’s mission: to make a better world designed and made for all. I’m originally from Sierra Leone, in West Africa, a resource-constrained country with a history of economic and environmental devastation. I asked myself, “How could I leverage my experiences and lean into my passions for inclusive leadership, sustainable development, and photography to help elevate people trying to live a dignified life?” I get opportunities to explore this question at Autodesk and prepare for whatever the future holds.
What are your core responsibilities? Why does this work continue to inspire or excite you?
Chan: Here’s the scoop: Autodesk makes awesome software for design and making. My job is to find organizations—like those running amazing school competitions or big educational societies—who can help get that software into the hands of students and teachers. Think of me as the person who finds the perfect dance partners for Autodesk in the education world.
In other words, I’m a relationship builder and an undercover detective. My role involves a lot of planning and negotiation, but I spend a lot of time keeping up with education news and trends. The best part? It’s all about the people. My life motto is relationships first, business second. As Maya Angelou said, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”
Hamilton: First, I support and enable my team. Second, I ensure the problems we solve and our output have impact and strategic business value.
Supporting and enabling my team means ensuring they’re in a good mental and psychological headspace, which is necessary for collaboration. They need to have the right tools to explore new technologies and innovate. It’s about giving them space to fail and take risks. When they encounter obstacles, I guide them as they navigate those challenges.
Ensuring our work has important business value means keeping an eye on strategic innovation and collaborating across teams. Working on innovation is rife with challenges. There’s enough room for conflict, and you’re never fast enough, especially in the hotly contested and fast-moving areas of automation and AI in the design and manufacturing industry. To ensure our work makes an impact, we interface with customers and internal teams to understand pain points, pitch new methods and ideas, develop innovative solutions, and communicate with stakeholders to validate and seek guidance.
This work inspires me because the technologies we work on and the output of our work help spark meaningful conversations and drive innovation at Autodesk. I collaborate with bright colleagues who teach and help me grow in surprising ways. It’s rewarding to see my small efforts help colleagues who, in turn, support our customers’ success.
How does Autodesk help employees develop their leadership skills?
Chan: Our approach to leadership development is more than checking boxes with programs, though we have those too. What truly sets us apart is the culture of leadership that starts at the top. When our C-suite leads with empathy, it creates a ripple effect, empowering leaders at every level to do the same.
Honestly, it’s the personal connection that makes all the difference. As part of our culture, it’s important that we’re trusted partners across our teams, and to do so, we “embrace the expertise of others.” This means that people are willing to help, and that’s something that has personally impacted me.
Hamilton: Autodesk encourages individuals to take charge of their career paths in close collaboration with their managers. I appreciate this approach because it empowers us to cultivate our vision and gives agency to each person.
What are some of the biggest challenges you’ve faced thus far at Autodesk, and what valuable lessons have you learned?
Chan: Challenges are truly opportunities in disguise. It’s less about one big challenge and more about the daily commitment to living our culture. It’s easy to have values on paper, but living them? That’s where the growth happens. One thing I’ve noticed is the ongoing work of holding each other accountable—in a way that lifts us all. We aspire to be trusted partners, which means speaking out even when it’s uncomfortable.
I’ve learned this is about creating a space where we can all be brave and honest. This journey has motivated me to have those hard conversations more often. It’s about leading with emotional intelligence and, as The Leadership Challenge says, “modeling the way.” I’m learning that leadership isn’t about having all the answers. It’s about setting an example of integrity and courage. I strive to be humble, recognizing that I don’t know everything and can learn from anyone. It’s inspiring to see how these moments transform into growth. There’s no perfect company, but there’s always the pursuit of being better, of living our values more fully each day. To me, it’s what makes this journey so worthwhile.
Hamilton: One challenge was transitioning into a leadership role and supporting a team of engineers who looked to me for guidance. This experience taught me to lead with conviction while building trust and connections with colleagues.
Another has been navigating the complexities of innovation within a large corporation, particularly in a team where our work often involves unproven concepts, a constantly evolving environment, and many stakeholders. This requires perseverance, resilience, and courage to push forward despite uncertainties. These experiences challenge me to cultivate a collaborative spirit, actively listening and engaging my collaborators with curiosity. It certainly hasn’t been easy—much of the friction I experience is not new and comes when you innovate, but I’m thankful to be able to question how I can be more effective as a leader.
Overall, these challenges have led to my growth, enabling me and my team to make impactful solutions for our customers and the industry.
Can you tell us about the Next Level program and the award? How does the program reflect Autodesk’s commitment to innovation and professional growth?
Chan: As a sponsorship and leadership development initiative, it’s a testament to Autodesk’s commitment to growing talent from within. The aim is to build a stronger, more expansive global leadership pipeline.
We were divided into teams and worked on a mix of individual and group projects and a challenging stretch assignment. What made it particularly special was that our cohort got to vote for someone who embodied the program’s values and demonstrated strong leadership qualities. I was genuinely humbled to be recognized, especially because I tied with Kelvin. He’s someone I deeply respect, and it shows how different leadership styles can be equally effective. We have very different approaches, but we both strive to make a positive impact.
To me, the program reflects Autodesk’s commitment to innovation and professional growth in a tangible way. It wasn’t just about theory. It was about putting those principles into practice, collaborating, and learning from each other. The fact that they empowered the participants to recognize leadership within the group speaks volumes about their culture of trust and empowerment.
Hamilton: Together with Curt, we won the Impact Award for impactful leadership. Like him, I was fortunate to be nominated and participate in this six-month program alongside many talented colleagues.
We were awarded because we demonstrated several leadership behaviors that our peers recognized. I got a chance to see Curt’s leadership style up close and could see his talent and leadership experience shining through. At a couple of spots in the program, we joined forces to challenge some of the processes that we were using in the program. Even though our styles and experiences were different, we had a lot of respect and trust to learn from each other.
The program aims to develop leaders from within and showcase the incredible internal talent pool. This ensures that when future opportunities arise, prepared leaders are ready to step up, driving both personal and organizational success.
What advice would you give prospective candidates seeking to join the Autodesk team?
Chan: Come with a curious spirit and a willingness to learn. My career journey started with a childhood obsession with cars, eventually leading me down a path to strategic partnerships. It’s been a winding road, but I’ve learned that adaptability and a growth mindset are key.
At Autodesk, it’s about who you are and how you connect with others. We’re trusted partners to our communities and customers, and that starts internally. Don’t be afraid to ask questions, challenge the status quo, and bring your authentic self to work.
Thriving here means embracing and living our values. We value creating a sense of belonging for everyone, encouraging courageous conversations, and holding ourselves accountable. Build genuine connections, and you’ll find success and fulfillment.
Honestly, mentors and coaches have completely changed my life. I have my Fab Five at Autodesk—Karen Jacobson, Ken Foo, Stephen Hooper, Lars Christensen, and Jeremy Stadtmueller. They give me honest, sometimes tough, feedback about my character, career choices, and how to reach my goals. Their perspectives have fundamentally shifted how I approach my career, support others, and try to lead by example. It’s driven home the importance of helping others.
Hamilton: They should recognize that leadership is a set of innate and learned behaviors requiring continuous practice. The first step is identifying if leadership truly interests you and understanding your motivations for that interest.
Second, seek and create opportunities to demonstrate leadership behaviors, as leaders don’t wait to be told what to do. Third, support and elevate others. Support can be coaching for success, but also rolling up your sleeves and jumping into the mud with the team. It can also mean driving initiatives forward and providing clarity so the team can function to the best of its ability. You can also shine a spotlight on others—avoid bringing others down to elevate your status. Emulate role models who exhibit admirable qualities and behaviors that inspire you. Continuously learn by engaging with books, podcasts, and other resources.
Finally, build a network of supporters and mentors who can guide you throughout your journey. In the end, when leadership opportunities arise, be prepared to embrace them with confidence and enthusiasm. Opportunities rarely come in a perfectly wrapped package.