Director of Interlink Ltd. and Cross-Cultural Leadership Coach
TOM NAKAJIMA
Guiding Leaders Through the Complexities of Cross Cultural Business
Cross-Cultural Leadership Icons: The Top 5 Prominent Personalities Of 2025
LETTER EDITOR’S
Cross-Cultural Leadership Icons: The Top 5 Prominent Personalities Of 2025
IconsofInfluenceinaConnectedWorld!
DearReaders,
In2025,businessesareoperatinginaworldmoreinterconnectedthaneverbefore,yetparadoxicallydividedby shiftingeconomiclandscapes,tradebarriers,andregionaluncertainties.Whiletechnologycontinuestocollapse distances,ithasalsoamplifiedtheimportanceofhumanconnectionandculturalintelligence.Today'sleadersfacenot onlythechallengeofmarketcompetitionbutalsothesubtle,andoftendecisive,challengeofnavigatingdiverse culturalexpectations.Culture,oncetreatedasanafterthought,nowstandsattheforefrontofstrategicleadership.
Inthefast-movingworldofinternationalbusiness,strategiesoftenriseorfallonadetailmanyleadersunderestimate: culture.Marketscanbestudied,numberscanbeforecasted,butitisthehumanelement,thewaypeoplethink,work, andconnectacrossborders,thatoftendecidessuccess.Companiesexpandingintonewregionsknowthischallengeall toowell.Abrilliantplanonpapercanlosemomentumintheboardroomifculturalnuancesgounrecognized.
ThisisthespacewhereTomNakajima,DirectorofInterlinkLtd.andCross-CulturalLeadershipCoach,has dedicatedhiscareer.Overmorethantwentyyears,TomhasheldseniorleadershiprolesacrossAsiaPacific,North America,andtheUnitedKingdom,guidingglobalorganizationsthroughunfamiliarterrain.Hisbicultural experience—fluentinbothJapaneseandEnglish—haspositionedhimasatrustedadvisorforleadersseekingto bridgeworlds.Forhim,cross-culturalleadershipisnotatheorybutalivedpractice,wheresuccessisbuiltonrespect, adaptability,andthecouragetounderstandperspectivesbeyondone'sown.Hisstoryanchorsthisedition'scover feature.
AlongsideTom,thisissueprofilesfourotherremarkablefiguresshapinggloballeadershipwiththeirunique approaches:JitendraMaharaj,SuhaBakir,KirkNeal,andGeorgeMathew.Eachoffersadistinctlenson leadership,provingthatinfluenceisnolongerdefinedsolelybyscaleormarketshare,butbytheabilitytoconnect acrossdifferencesanddriveimpactthatresonatesglobally
Asyouturnthesepages,maythesestoriesinspirenewwaysofthinkingaboutleadership—wherecultureisnota challengetoovercomebutaforcetoembrace.
HappyReading!
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Cover Story
Tom Nakajima
Cover Story
Director of Interlink Ltd. and Cross-Cultural Leadership Coach
NAKAJIMA TOM
Guiding Leaders Through the Complexities of Cross Cultural Business
Inthefast-movingworldofinternationalbusiness,strategiesoftenriseorfallonadetailmanyleaders underestimate:culture.Marketscanbestudied,numberscanbeforecasted,butitisthehumanelement, thewaypeoplethink,work,andconnectacrossborders,thatoftendecidessuccess.Companies expandingintonewregionsknowthischallengealltoowell.Abrilliantplanonpapercanlosemomentumin theboardroomifculturalnuancesgounrecognized.
ThisisthespacewhereTomNakajima,DirectorofInterlinkLtd.andCross-CulturalLeadershipCoach, hasdedicatedhiscareer Overmorethantwentyyears,hehasheldseniorleadershiprolesacrossAsiaPacific, NorthAmerica,andtheUnitedKingdom,guidingglobalorganizationsthroughunfamiliarterrain.Hisunique perspectivecomesfromlivinginbothworlds. “Being bicultural, fluent in Japanese and English, my career naturally evolved toward helping others navigate the complexities of multicultural business environments,” hesays.Thatbackgroundhasmadehimatrustedadvisorforleadersaimingtosucceedinregionswherethe rulesofbusinessextendfarbeyondcontractsandKPIs.
Tom’sfocussharpenedashewitnessedwhathappenswhenculturalunderstandingismissing.Eventhemost promisingventures,heobserved,couldstumblewhenmisinterpretationscloudedtrustorcollaboration. Insteadoflettingthesemomentspass,hechosetoworkattheintersectionofcultureandstrategy,equipping executiveswiththeinsighttoleadeffectivelynomatterthecountry,language,orbusinesscustom.
‘‘
Leadership is no longer about having all the answers it’s about asking better questions, listening across differences, and leading with empathy.
DefiningCross-CulturalLeadership
Inleadershipcircles,theterm“cross-cultural”isoftenused asabuzzword,yetfewfullygraspwhatitdemandsin practice.ForTom,itisfarmorethanaconceptora trainingmodule.Itisadisciplinebuiltontrust,shared values,andtheabilitytocreatemeaningfulimpactacross boundariesthatarenotalwaysvisible.
“Cross-cultural leadership is the art of building trust, aligning values, and creating impact across diverse cultural contexts,” Tomexplains.Inhisview,traditional leadershipmodelscanbetoorigid,relyingonasingle frameworkthatassumesauniformwayofthinking. Cross-culturalleadership,ontheotherhand,requiresan entirelydifferentmindset.Itcallsforadaptability,curiosity, andahighdegreeofemotionalintelligence.
Tomdescribesitasapersonaltransformationasmuchasa professionalskill.Itisnotonlyaboutlearningto understandothers,hesays,butalsoaboutreshapingyour ownleadershipstylesothatitresonateswithpeoplewho seetheworldthroughadifferentlens.Thisflexibility,in hisexperience,iswhatenablesleaderstotrulyconnect, inspire,andmobilizeteamsthatspancultures.
TheBirthofInterlinkLtd.
TheideaforInterlinkLtd.grewoutofa recurringproblemTomsawinhisworkwith globalcompanies.Talentedprofessionalswere oftenpromotedintointernationalleadershiproles withoutthepreparationneededtohandlethe culturalrealitiesthatawaitedthem.Thetechnical skillswerethere,thebusinessknowledgewas strong,yettheabilitytonavigatecross-cultural complexitywasmissing.
InterlinkLtd.wascreatedtoclosethatgap.Tom envisionedacompanythatcouldequipleadersnot justwiththeoreticalknowledge,butwithpractical toolstothriveinglobalandmulticultural environments. “Too often, leaders step into these roles without the support to manage cultural differences effectively,” henotes.Byoffering coaching,training,andconsultingservices, Interlinkhelpsclientsmeetthesechallenges head-on.
Thecompany’sworkoftencomesintoplayduring criticalmomentsinabusiness’sjourney,suchas enteringanewmarket,undergoinga transformation,orintegratingteamsafteramerger oracquisition.Ineachcase,Interlink’sroleisto ensureleaderscanadapt,connect,andleadwith clarityinenvironmentsthatdemandbothcultural andstrategicagility.
CoreOfferingswithaCulturalEdge
InterlinkLtd.deliversitsworkthroughthreemain services:executivecoaching,intercultural training,andmarketentryconsulting.Onthe surface,thesemightseemlikeseparate disciplines,yetinTom’shandstheyforma cohesiveapproachthatblendsbusinessstrategy withculturalintelligence.
“What sets us apart is the holistic approach, grounded in both strategic business understanding and deep cultural insight,” Tom explains.Everyprogramistailoredtotheclient's needs,offeredineitherEnglishorJapanese,and shapedbyreal-worldexperienceratherthan theoryalone.Thisallowsleaderstoseeimmediate connectionsbetweenwhattheylearnandthe challengestheyfacedaytoday
Assessmenttoolsareoftenpartoftheprocess, helpingexecutivesgainsharperself-awareness andaclearerpictureofhowtheyoperatein diverseenvironments.Fromthere,thework expandstoguidingthemthroughcomplex situationsandshowingthemhowtoleadteams thatnotonlyperformwellbutalsothrivein culturallyrichandvariedsettings.Itisthis combinationofstrategicgroundingandcultural fluencythatclientssaymakesthedifferencewhen thestakesarehigh.
LeadingwithPurpose
AsthefounderandleaderofInterlinkLtd., Tomwearsseveralhats.Hisworkmovesfluidly betweencoaching,developingcontentfor programs,engagingwithclients,andsteeringthe company’sstrategicdirection.Eachresponsibility tiesbacktohiscoremission:helpingleaders succeedwherebusinessandculturemeet.
Someofhisproudestmomentshavecomefrom guidingleadersthroughhigh-stakestransitions. Herecallscoachingnewlyappointedcountry headsastheysteppedintoleadershiprolesacross theAsiaPacificregion,helpingthemadapt quicklyandleadwithconfidenceinunfamiliar culturalsettings.Inothercases,hisworkhas beenpivotalincross-bordermergersand acquisitions,wherealigningculturalvalues, expectations,andleadershipstylescanmeanthe differencebetweenfrictionandlong-term success.
Whileconfidentialitypreventssharingclient names,Tompointstoaclearpatternin outcomes.Acrossindustriesandgeographies,his clientsemergewithstrongerengagementfrom theirteams,moretransparentcommunication acrossborders,andleadershipapproachesthat continuetodeliverimpactlongaftertheinitial engagementends.
WhoInterlinkServes
TheclientswhocometoInterlinkLtd.areas variedasthechallengestheyface.Someare largemultinationalcorporationswithteams spreadacrosscontinents.Othersare high-growthstartupslookingtoexpandinto newmarketswithoutlosingtheirmomentum. Tomalsoworkswithindividualglobal professionalswhoaresteppingintoleadership rolesthatrequirethemtooperateoutsidetheir comfortzones.
Despitetheirdifferences,theseclientsoften sharesimilarpainpoints.Manystruggleto buildtrustacrossculturalboundaries,finding thatwhatworksinonecountrymayfallflatin another.Someencounterteamdynamicsthat feelstrainedorineffective,especiallywhen membersbringdifferentcommunication stylesordecision-makingapproaches.Others discoverthatleadershipbehaviorsthatserved themwellathomedonottranslateas effectivelyinunfamiliarregions.
Afrequentthemeisthepressuretolead changewhilemaintainingbusiness performance.Whetherenteringanewmarket, restructuringateam,orguidingan organizationthroughtransformation,these leadersturntoInterlinkforstrategiesthat helpthemsucceedwithoutsacrificing relationshipsorresults.
SupportingGlobalMobility
InadditiontoleadingInterlinkLtd.,Tomalso workswithoneoftheworld'sleading mobilitycompanies,whereheservesasan interculturalfacilitator.Inthisrole,he supportsglobaltalentastheyrelocateand takeonnewassignments,oftenincountries farfromhome.Theworkispersonalasmuch asitisprofessional,touchingoneverything fromculturaladjustmenttofamily well-being.
“This role allows me to help individuals and families build resilience, cultural awareness, and personal leadership in real-world situations,”Tomsays.
Forhim,itisanaturalextensionofthemissionhepursues atInterlink.Bothfocusonequippingpeopletonavigate unfamiliarenvironmentswithconfidence,yetthemobility workaddsadeeplyhumandimension.
Byguidingpeoplethroughbothprofessionalchallenges anddailylifeadjustments,Tomseeshowculturalskills takeshapeoutsidetheboardroom.Thisperspective,inturn, strengthenstheinsighthebringstocorporateleaders, ensuringhiscoachingremainsgroundedintherealitiesof globallife.
MeasuringWhatMatters
ForTom,thevalueofInterlink'sworkcannotbecaptured bynumbersalone,yetmetricsstillplayanimportantrole. Thecompanyusesleadershipassessments,engagement surveys,andotherquantitativetoolstoprovideaclear, data-drivenviewofprogress.Thesemeasurementshelp identifywhereleadersaregrowingandwheretheystill needsupport.
“We look for both the measurable and the meaningful,” Tomexplains.Alongsidethenumbers,hegathers qualitativefeedbackfromclientsandkeystakeholders, listeningcloselytohowtheydescribechangesintheir teamsandleadershipdynamics.Thisfeedbackoftenreveals shiftsthatdataalonecannotcapture.
Overtime,theindicatorsofsuccessbecomeclear.Clients demonstratehigherself-awareness,makebetterdecisions underpressure,andleadteamsthatfeelmorealignedand engaged. “Ultimately, the goal is to see meaningful behavioral shifts that lead to long-term performance improvements,” Tomsays,notingthatthesechangesare whattrulysustainleadershipimpact.
NavigatingCareerTransitions
Shiftingfromacorporateleadershiproletotheworldof advisoryandcoachingwasnotwithoutitschallengesfor Tom.Thetransitiondemandedmorethanlearningnew toolsandmethods.Itcalledforacompleteshiftinhowhe approachedhisworkandhowhedefinedsuccess.
“One of the early challenges I faced was moving from being a corporate leader to becoming a trusted advisor and coach,” Tomsays. “It required not just a change in skillset, but a change in mindset.” Insteadofdirectingteamsfrom withinanorganization,hehadtolearntoguideleaders fromtheoutside,offeringinsightwithoutassumingcontrol.
Story
Tomeetthischallenge,Tominvestedinprofessional certifications,soughtthewisdomofexperienced mentors,andcommittedhimselftocontinuous learning.Overtime,hefoundthatembracinghumility andkeepingtheclient’sneedsatthecenterofthework allowedhimtoformtrust-basedrelationshipsthat lastedwellbeyondasingleproject.Theserelationships, builtoncredibilityandrespect,havesincebecomethe foundationofhiscareer
LookingAhead
ThefutureforInterlinkLtd.issettobebothinnovative andexpansive.Tomseesanopportunitytoreach leadersearlierintheircareers,equippingthemwith cross-culturalskillsbeforetheystepintohigh-stakes roles. “We’re currently exploring digital learning products and expanding our coaching network across Southeast Asia,” hesays. “Our goal is to make cross-cultural leadership development more accessible to emerging leaders, not just senior executives.”
Theseplansgohandinhandwithafocusonbuilding strongerglobalpartnerships.Interlinkaimstodeepenits presenceinJapan,Singapore,NorthAmerica,andEurope, offeringmoreintegratedandbilingualleadershipsolutions toclientswhooperateacrossborders.
ForTom,thisisnotaboutchasinggrowthforitsownsake. Itisaboutexpandingthereachofamissionthathasshaped hiscareer:preparingleaderstothriveinaninterconnected worldwhereculturalfluencyisasessentialasbusiness acumen.
FindingBalancebeyondWork
ForTom,work-lifebalanceisnotafixedstatebutamoving target,shapedbythedemandsofworkingacrossmultiple timezones. “Work-life balance is a dynamic process,” hesays. “I prioritize family time and make space for reflection and travel.” Bytreatingbalanceassomethingto bemanagedratherthanachievedonceandforall,hekeeps bothhisprofessionalandpersonalcommitmentsinview
Outsidetheoffice,Tomturnstoactivitiesthatrefreshhis mindandkeephimgrounded.Heenjoyscookingand exploringlocalfoodcultures,oftenconnectinghisculinary curiositytotheplaceshevisitsforwork.Naturealsoplaysa roleinhisroutine,offeringawaytoresetwhenlifebecomes fast-paced.
Thesepursuitsarenotjusthobbies,butintentionalpractices thatallowhimtoreturntohisworkwithafreshperspective andenergy.Inhisview,maintainingthisrhythmiswhat makesitpossibletoleadwithclarityandpurpose.
AFinalWordonLeadership
Astheworldgrowsmoreinterconnectedandcomplex, Tomoffersasimplebutprofoundinsightintoleadership.
“Leadership is no longer about having all the answers,” hesays. “It’s about asking better questions, listening across differences, and leading with empathy.”
Hismessageisclearforanyonenavigatingthe challengesofglobalbusiness.Beforetryingtomaster everyexternalfactor,thejourneymuststartwithin. “Invest in understanding yourself first. That’s where true cross-cultural leadership begins,” Tomadvises.
Thisthoughtfulapproachreflectstheethosthathas guidedhiscareer,onewherecuriosity,humility,and emotionalintelligencearejustasvitalasstrategyand execution.Forleaderswillingtoembracethat mindset,thepathforwardholdsgreatpromise.
Certificates
Hitachi Social Innovation is
HumLog
HowGeorgeMathewEmpowersSMEsand Start-upswithComprehensiveHRSolutions
Peoplearethemostvaluableassetof anyorganization.Theybringideas tolife,createproducts,andserve customers.Withoutthem,nobusinesscan thrive.DougConant,theCEOof Campbell’sSoup,oncewiselysaid, “To succeed in the market, you must first succeed in the workplace.” Itemphasizes theneedforleaderstoinvestintheirpeople, nurturetalents,andfosteracultureof excellence.Thisisparticularlycrucialinthe Asia-Pacific(APAC)region,wherethejob markethasshiftedfromemployer-drivento talent-driven.Therefore,attractingand retainingtoptalentistheprimarychallenge fororganizations.
GeorgeMathewunderstandsthischallenge well.Withover20yearsofexperiencein variousHRrolesacrossdifferentindustries, hehaswitnessedhowhumancapitalcan makeorbreakabusiness.Healsoidentified agapinthemarket:manySMEsand startupslacktheresourcesandexpertiseto managetheirHRfunctionseffectively They needend-to-endHRsolutionstohelpthem growandsucceed.
ThisledGeorgetoestablishHumLog,a companythatofferstailoredHRservicesto micro,small,andmediumenterprises.As
theFounderandCEOofHumLog,he leverageshisHRexpertisetocreateand deliversolutionsthatalignwiththeneeds andgoalsofhisclients.Heassiststhemin optimizingtalentmanagement,boosting employeeengagement,andshapingtheir organizationalculture.
Inthisfeaturestory,we’llexploreGeorge Mathew’scareer,hisroleatHumLog,and hisimpactontheworldofHRforSMEs andstart-ups.
FromHotelManagementtoHR Solutions:HowGeorgeMathewFound HisCalling
George’scareerjourneyisaremarkable one.Hebeganasahotelmanagement graduate,workingwiththeprestigiousTaj GroupinIndia.Afterafewyears,he switchedtothecallcenterandbanking sectors,wherehediscoveredhispassion fortraining.HemovedtotheUAEasa trainingmanagerwithABNAmroBank andthenjoinedRAKBANKandCocaCola,whereheeventuallybecamethehead ofHRforfourcountriesintheMiddle East.Duringthistime,healsocompleted hispost-graduationinhumanresource management.
Withover20yearsofworkexperience,including 15yearsinhumancapitalservices,George becameanexpertinvariousHRaspects,suchas organizationaldesign,talentmanagement,people development,peopleservices,totalrewards, culture,andpeoplestrategy.Heworkedwith leadingbrandsinthebankingandFMCGsectors, suchasABNAMRO,RoyalBankofScotland, RAKBANK,andCoca-Cola.
WhileatCoca-Cola,Georgeworkedwithmany SMEsandstartupsasvendorsorpartners.That's whenhenoticedamarketgapfortailored, comprehensiveHRsolutionsinthissector. Georgesetouttofindinnovativewaystofillthis gapandcreatevaluefororganizations.That’s whenhefoundedHumLog,aplatformoffering end-to-endHRsolutionsacrossdifferent industriesandregions.WithHumLog,Georgeis onamissiontotransformthehumanresources industryandsupportthegrowthofSMEsand startups.
HumLog:SimplifyingHumanCapital LogisticsforStartupsandSMEs
HumLogwasestablishedinOctober2022to addressthegrowingneedforefficientandcosteffectivePeopleSolutions,allinoneplace.It servesastheHumanCapitalLogisticsPartner ofchoiceforstartupsandSMEs.Thecompany offersacomprehensivesuiteofservices,which includesestablishingHRteams,developingHR policiesandprocedures,automatingHR processes,andsourcingtoptalent.Additionally, HumLogensuresthatorganizationsremain compliantwithlocallaborlaws,solidifyingits roleasatrustedpartnerontheirjourneyto success.
HumLogadoptsasector-specificandindustryagnosticapproach.Whileitsprimaryclientele comprisesmicro,small,andmediumenterprises, thecompanyextendsitsservicestovarious industries.Thisdiverseportfolioincludes manufacturing,travelandtourism,marketing, foodandbeverage,hospitality,andFMCG.By cateringtothisbroadspectrumofindustries, HumLogdemonstratesitsversatilityand adaptabilityinaddressingthecommon challengesthatbusinessesinthesesectorsface.
“Transform orbeready tobeobsolete.”
George’sLeadershipJourneyatHumLog
Georgeoffersinsightsintohisroles,leadership challenges,andsuggestionsforteammotivationand productivity
Asasolopreneur,Georgewearsmanyhats.Heshapes thecompany’sstrategy,drivessales,oversees execution,managesfinances,andensurestop-notch services.Hisongoingmissionincludesbuildinga robustteamthatservesasasupportstructureand becomesambassadorsforHumLog’smission.
Transitioningintoanentrepreneurialjourneyaftertwo decadesinthecorporateworld,Georgeacknowledges thelearningcurveofrunninghisorganization.There havebeenmomentswhenheconsideredreturningto thecomfortandsecurityofcorporatelife,buthe remainedcommitted.Thejourneyhasbeenremarkable, withHumLogcelebratingitsone-yearmilestonewitha larger,morecapableteamandanexpanded organization.
AfundamentalaspectofGeorge’sleadership philosophyisgrantinghisteamthefreedomtooperate independently,makemistakes,andlearn. “I don't hire smart people and tell them what to do,” saysGeorge.
Hevaluesaculturethatfostersindividual growthandpersonaldevelopment.Incases whereindividualsdonotalignwiththisculture, Georgebelievesinmutual,dignifieddepartures.
Additionally,Georgeunderscoresthe significanceofpersonalizedemployee engagement,especiallyinthecontextofa smallerorganizationlikeHumLog.He recognizesthatacknowledgingandaddressing eachteammember’suniqueneedsand aspirationsareessentialformaintaininga motivatedandproductiveworkforce.
George'sTop3ConsiderationsforChoosing theRightHRSolutionProvider
Georgeoutlinesthethreecriticalfactorsthat businessesshouldfocusonwhenselectingan HRsolutionprovider:
assessingtheprovider’ssuccessstories withsimilarbusinesses.Thesereal-world examplesdemonstratetheprovider’s abilitytodelivertangibleresultsand effectivelyaddressHRchallenges.
AnticipatedTrendsin2024andBeyond
Lookingforwardto2024andbeyond, Georgeanticipatesseveraltrendsthatwill playsignificantrolesinthejobsearch market:
●ResumesinDecline:Thetraditional resumemayfurtherdeclineasemployers prioritizeconcreteevidenceofskillsand achievements.Jobseekerswillneedto adaptbyprovidingproofoftheirwork, suchasprojectsamplesandreal-world accomplishments.
“Automateorbeexterminated.”
1.AlignmentwithBusinessStrategy
Theinitialandessentialconsiderationisto ensurethattheHRsolutionprovideralignswith thecompany’soverallbusinessstrategy. Businessesshouldnotviewtheproviderasan isolatedservicebutasastrategicpartnerwho understandsandsupportsthecompany'slongtermgoals.
2.UnderstandingofOrganizationalCulture andRequirements
AsuccessfulHRsolutionprovidercomprehends theuniqueorganizationalcultureandspecific businessrequirements.Itiscrucialthatthe chosenprovidercancustomizeitsservicesto meetthecompany’sdistinctneeds,fosteringa seamlessfitandeffectiveHRsupport.
3.SuccessStoriesfromSimilarBusinesses
TheHRsolutionprovider’strackrecordisof utmostimportance.Georgerecommends
●ExperientialAssessments: Experientialinterviewsareexpectedto becomethenorm.Employerswillrelyon practicalassessmentstogaugecandidates' abilitiesandsuitabilityforroles, promotingaskills-centricapproachto hiring.
●FlexibleOnboarding:Theonboarding processwillcontinuetoadapttothe evolvingwaysofwork,accommodating remotework,hybridmodels,and freelancing.Employerswillneedtotailor onboardingexperiencestoensure seamlessintegrationintodiversework settings.
FROM “SECRETARY” TO CEO
The Freight Boss Who Rewrote the Rules
Youdon’tstumbleintoaleadershiproleinamale-heavyindustry. Youtakeit.
Andwhenyoutakeit,youdon’taskforpermission—youbuildyour ownplatform,setyourownrules,andmakesurenoonecanevershrink yourtitleagain.
That’sexactlywhatDianadid.Today,sherunsTexasGlobalServices, afreightforwardingpowerhouseoutofHouston.Thecompanymoves goodsacrossoceans,skies,andborders—anddoesitsowellthatglobal playerstrustthemwithprojectstoocomplexforanyoneelsetotouch.
Buthere’sthepartpeoplemiss:herbusinessdidn’tstartfromaplaceof strategyandcapital.Itstartedfromsurvival.
TheJobSheTookJusttoPaytheBills
Dianawasn’tlookingfora“careermove”23yearsago.Shewasanewly divorcedmomwithtwokids,noworkhistory,andnosafetynet.
Sheneededajob.Anyjob.
Afriendpulledherintoasmall,woman-ownedfreightforwarding company.Shedidn’tknowwhatafreightforwarderwas—andifyou don’teither,here’sthequickversion:
Freightforwardersarethebackstagecrewofglobaltrade.Theymove goodsfromPointAtoPointBacrossland,sea,andair Theycoordinate thetrucks,ships,planes,warehouses,andallthepaperworkinbetween.
It’smessy.It’shighstakes.Andifyouscrewitup,someone’smilliondollarshipmentcanvanishintothinair.
Thatfirstjobdidn’tjustteachhertheropes.Ithandedherablueprintfor survivalinamale-dominatedindustry.Shelearnedhowtospeakupin roomswherehervoicewasn’texpected.Shelearnedhowtonegotiate withoutblinking.Shelearnedthatconfidenceisn'tabouthowloudyou are—it’saboutknowingyourworthandrefusingtoundersellit.
TheMoveThatAlmostBrokeHer
Yearslater,Dianajoinedaformercolleague— someoneshehadmentored—athisnewfreight forwardingcompany.Sheworkedoncommissionand crushedit.
Butthecommutewasbrutal.Twohourseachway,every day.Healthproblemsstartedpilingup.Sheknewshe couldn'tkeepupthatpaceforever.
Herhusband,whohadanITandbookkeeping background,keptsaying, "Start your own company. You can do this.”
Shekeptsayingno.
Why?Becauselikemostpeoplestandingattheedgeof entrepreneurship,shesawthecliff,nottherunway.She didn'tknowaccounting.Sheworriedaboutcapital.She wasn'treadytogambleherstabilityonahunch.
Thencamethemomentthatflippedtheswitch.
TheTitleThatLitaFire
Atabusinessevent,thatsamecolleague—theoneshe hadtaughteverything—introducedherashis secretary
Nothispartner.Nothisright-hand.Noteven"headof operations.”
Secretary.
Itwasn’tjustinaccurate.Itwasdismissive. Itwasthekindofpublicundercuttingthat eitherbreaksyouorforcesyoutobuild somethingsoundeniabletheycanneverbox youinagain.
Dianawenthomeandtoldherhusbandshe wasready.
TexasGlobalServicesWasBorn
Startingwasn’tglamorous.Ittookmonthsto securetheFederalMaritimeCommission license.Herhusbandbuiltthefirstwebsiteand handledSEOsoclientscouldactuallyfind them.
Cashflowwasanightmare.Youcan’tmove bigfreightwithoutbigmoney,andbanks aren’texactlyeagertofundasmall, woman-ownedstartupinamale-heavy industry.Shehustled.Shereinvestedevery cent.Shefoughtthroughlostcargo,botched supplierdeals,andratesthatcutmarginsrazorthin.
Mostpeoplequitintheearlyyears.
Shedidn’t.
TheFive-YearRule
Here’sthetruthnobodywantstotellyou:most businessesdon’thitrealstabilityuntilyear five.
Bythen,TexasGlobalcouldfunditsown shipmentswithoutbeggingforoutside financing.Theygotbetterrates.Clientscame backandreferredothers.Thephonestarted ringingwithoutherhavingtochaseeverylead.
Forthelastthreeyears,thecompanyhasn’t justbeenstable—it’sbeenstrong.
TheLessonsThatTurnEmployeesinto Owners
Ifyou’resittingwhereDianasatyears ago—underpaid,undervalued,and overworked—here'sherno-fluffplaybook:
Trucking
· Seetheopportunityinsidethejobyouhate. Thatfirstjobyouthinkis“beneath”you?Treatitlikepaidtraining. Learntheindustryinsideoutsonoonecantellyouyou'renotqualified later.
· Watchhowthebestoperatorsmove. Dianalearnedfromwomenwhodidn’tapologizefortheirexpertise. Studyhowtheytalk,howtheynegotiate,andhowtheyhandleconflict. You’llneedthosetools.
· Don’twaitforperfectconditions. Ifyou’rewaitingfor“therighttime,”you’regoingtobewaiting forever.Dianastartedwithnoaccountingskills,nocapitalcushion, andnoroadmap.
· Usedisrespectasfuel.
The“secretary”commentcouldhavebeenagutpunchthatknocked herout.Instead,itbecameherlaunchbutton.
· Survivelongenoughtogetgoodrates. Freightforwardingisagameofmargins.It'sthesameinmany industries—yourleverageincreaseswithtimeandprovenreliability Stayalivelongenoughtogetthatleverage.
WhyHerStoryHitsDifferent
Plentyofpeoplestartcompaniesbecausetheyseeamarketgaporsmella bigpayday.That’snotDiana’soriginstory.
Shestartedbecausesherefusedtoletsomeoneelsewritehertitleforher
Andbecauseofthatdecision,hercompany nowmovesprojectsthatmostpeopleinthe industrydon’thavethestomachfor High-stakes,high-complexity,highresponsibilityshipments—andshe’sbuilt ateamthatthrivesonmakingthe impossiblehappen.
IfYou’reThinkingAboutStartingYour OwnThing
Youdon’tneedtobeready Youneedtobe willing.
Willingtotakethefirstuncomfortablestep. Willingtostayinthegamewhentheearly yearstestyou.
Willingtolearneverythingyoudon'tknow andadmitwhenyouscrewup.
Mostofall,youneedtobewillingtobet onyourselfbeforeanyoneelsewill.
Dianadid.Andshe’sproofthattheperson theyunderestimatetodaymightjustbethe onetheyanswertotomorrow.
Ocean Freight
Air Freight
Jitendra Maharaj
Making Crypto Easy to Use
Imagineholdingthefutureofmoneyinyourhandsbutnot beingabletouseittobuysomethingsimplelikealaptop.This problemiswhatinspiredJitendraMaharajtochangehowwe usedigitalpayments.Inaworldwherecryptocurrencyoften seemsconfusing—tootechnicalandtoorisky—Maharaj imaginedsomethingdifferent:awaytoconnectthecomplex worldofcryptowitheverydaylife,aplatformthatwouldlet peopleusethepowerofdigitalmoneywithoutgettinglostin thedetails.
Astheco-founderofPayITNow(PIN),Maharajisleadinga quietrevolutioninhowwethinkaboutmoney.Hisgoal?To makecryptocurrencyeasytounderstandanduseineveryday life.Underhisleadership,PINhasbecomealeaderinthe financialtechnologyworld,combiningtherevolutionary potentialofblockchainwitheasy-to-usedesignandstrong security.ButwhatmakesMaharaj’sstorysointerestingisn’t justwhathehasaccomplished—itishiswayofthinkingand thevisionthatdrovehimtochallengethewaythingsareand makedigitalmoneyusefulinreallife.
BuildingTrustthroughSimplicity
Peopleareoftenskepticalaboutcryptocurrency,mostlybecause ofitscomplicatedtechnologyandlackofclearregulations. Maharajunderstandsthis,butheseesitasanopportunityto improvethings,notaproblem. “For most people to accept crypto, we need to explain blockchain in simple terms and help them understand it,” hesays.Byfocusingoneducationand beingopenabouthowthingswork,Maharajwantstobuildtrust inaworldthatmanypeopledon’tunderstand.
Hecomparescryptototheearlydaysofthe internetwhenpeoplewerealsodoubtfuland confused. “Just like the internet overcame early misunderstandings, crypto can earn trust as it becomes more mature and easier to use,” Maharajexplains.Hebelievesthekeytogetting everyonetousecryptoismakingituser-friendly andsecure,soitbecomesatrustedpartofthe digitaleconomy.
HowPayItNow(PIN)WasBorn
TheideaforPINstartedwithasimplebut importantobservation:therewasnoeasywayto usecryptocurrencyyou’dminedtobuyeveryday things.Maharajremembersakeymomentinhis career: “I had mined a lot of ETH and wanted to buy a laptop with it, but there were no options. That’s when I decided to create one.”
ThisfrustrationsparkedtheideaforPayItNow, aplatformdesignedtomakedigitalmoneyeasier touseforeverydaypurchases.Maharajimagined afuturewherepeoplecouldcontroltheirown moneywithoutneedingmiddlemen. “PIN was created to give people who want to manage their own crypto a way to make secure and easy everyday payments,” heexplains.Byfocusingon practicaluse,PINhashelpedturncryptofrom somethingpeoplemostlyspeculatedonintoa usefulfinancialtool.
ChangingHowWePayOnline
Thefinancialtechnologyindustryisknownforbeing verycompetitive,butMaharajhasmadePINaleader byfocusingonsimplicityandeaseofuse.The platformconnectstheopenworldofblockchain technologywiththeconvenienceoftraditionalonline exchanges,givingusersthebestofboth.
“At Pay It Now, we’ve removed the technical complexities while keeping strong security,” Maharaj says.Allthedevelopmentisdonewithinthe company,givingthemfullcontroloversecurityand ensuringuserscantrusttheplatformwiththeir money Thisfocusonbothsimplicityandsecurityhas madePINstandoutinaworldfullofnewfinancial technology.
EmpoweringtheUnbankedandUnderbanked
OneofPIN’smostimpactfulcontributionsishowit helpsmorepeopleparticipateinthefinancialworld, especiallyindevelopingcountries.Byusing blockchaintechnology,PINallowsalmostinstant paymentsbetweencountries,removinggeographical limitationsandtraditionalbankingrestrictions.
“We’ve created a proprietary network that connects major blockchains, allowing stable digital currencies to make nearly instant transfers,” Maharajexplains. Thissystemhelpspeopleincommunitieswithlimited bankingoptionstousedigitalmoney,givingthem immediateaccesstotheirfundsthroughthePIN wallet.Bymakinginternationaltransactionssimple andkeepingstrongsecurity,PINcreatesamore inclusiveglobalpaymentsecosystem.
Maharaj’sdedicationtofinancialinclusionisclearin everythingabouttheplatform,fromitseasy-to-use
Our goal is to empower users with real financial ownership and reduce reliance on middlemen.
Craig Duffield, Co-Founder, with his wife
designtoitspracticalfeatures,ensuringthateven peoplewhodon’tknowmuchaboutcryptocurrencycan benefitfromdecentralizedfinance.
WorkingwithRegulatorstoInnovate
Balancinginnovationwithfollowingtherulesisoneof thebiggestchallengesinfintech,butMaharajhas handleditstrategically. “From day one, we talked to regulators to make sure every feature met the highest standards,” heexplains.
Co-founderCraigDuffield’sbusinessskillswerekeyin thisprocess,ensuringthateverystepofdevelopment followedlegalrequirements.Byembracingregulation aspartofhowtheywork,PINhasbuilttrustand openness,allowingtheplatformtoinnovateresponsibly withoutlosingitscompetitiveadvantage.
Thiscollaborativeapproachoffersusersconfidenceand makesPINaleaderindigitalpayments. “With compliance embedded in our DNA, we can push boundaries responsibly and deliver secure, futurefocused payment solutions,” Maharajadds.
AStrategicVisionfortheFuture
Maharaj’sstrategicplaybookforPIN’sgrowthrestson twopillars:simplicityandinclusivity.Insteadofmerely offeringanexchange,PINprovidesauser-friendly wallet,thusappealingtoabroadaudience,including thosenewtocryptocurrency.
AsMaharajexplains, “Our strategy focuses on making cross-border payments instant and accessible, leveraging blockchain technology to eliminate geographic barriers.” Thisemphasisonpractical solutionsensuresPIN’scontinuedrelevanceinarapidly changingindustry
Furthermore,in-housedevelopmentplaysacrucialrole inPIN’sstrategy,enablingthecompanytomaintain robustsecuritywhilecontinuouslyinnovating.From instanttransactionstointuitivedashboards,every featureisdesignedtodeliveraseamlessuser experience.
ShapingtheNextFiveYearsofDigitalPayments
Lookingahead,Maharajenvisionsafuturewheredigital paymentsarefaster,moreseamless,andcentered
aroundself-custody.Hepredicts, “Over the next five years, we will see a shift toward financial systems that empower individuals to hold and control their own funds.”
PINisalreadydevelopinginnovationslike voiceandNFCsolutionsforinstanttransfers, furthersimplifyingtransactions.Bystaying aheadofindustrytrends,theplatformaimsto drivetheadoptionofdecentralizedfinanceand reducerelianceonintermediaries.
“While full decentralization may take another decade, our ongoing innovations keep us ahead of the curve,” Maharajstates.Hisvisionisa frictionless,inclusivepaymentecosystemthat providestruefinancialownershiptousers worldwide.
TheHumanSideofFintech
Despitethechallengesofnavigatingthefintech landscape,Maharajfindsimmensesatisfaction inhiswork.Reflectingonhisjourney,he observes, “It has been extremely challenging, yet incredibly rewarding to see everyday people embrace cryptocurrency.”
Herecountsaparticularlymemorablemoment: “Hearing stories of people buying a pack of sausages with Bitcoin reminds me of our purpose. It's about making crypto real and accessible for everyone.”
ALegacyofEmpowermentandInnovation
JitendraMaharaj’sjourneyasafintechpioneer demonstratesthepowerofvisionand perseverance.ThroughPayItNow,Maharajis reshapingthefutureoffinance,creatinga worldwheredigitalassetsareasaccessibleand practicalastraditionalcurrencies.Asthe fintechindustrycontinuestoevolve,his commitmenttosimplicity,security,and empowermentensuresthatPINremainsatthe forefrontofinnovation.
InMaharaj’swords, “This is not just about payments; it’s about building a future where everyone has the tools to participate in a global digital economy.”
STOP MARRYING YOUR FIRSTIDEA
How
Strategic Detachment
Creates Breakthrough Wins
Letmetellyouatruththat’smade—and saved—millionsforCEOswhoplaythelong game:Youcan’tmarryyourfirstidea.
Ilearnedthatthehardway.
TheOfferThatWentNowhere
Ihadwhatfeltlikeabrilliantidea.Myapartmentin Porto,Portugal,sitsemptywhenItravel.Manyofmy friendsfantasizeaboutworkingremotely,tastingthe “digitalnomad”lifestyle.SoIthought—perfect.I’doffer themthechancetostayinmyplace,free.
They’dgetatasteoflocationfreedom.I’dgetthe satisfactionofhelpingthemtakeasteptowardabigger life.Win-win,right?
Ireachedouttosevenpeoplewhoseemedlikeperfect fits.
Result?
Nothing.Notasingle“yes.”
Sure,Igotpolitereplies.Afew“That’samazing!”and “I’dloveto,but…”Butnoaction.
Iwasstunned.Inmyhead,I’dpicturedatleasttwo peoplesayingyesbeforeIfinishedmakingtheoffer. Instead,Iwasleftstaringatalistofpeoplewhoseemed interested—butweren’tmoving.
TheAutopsyofaDeadIdea
Here'swhereIwentwrong:Ididn’tfollowmyownrules.
Iteachentrepreneursthatastrongofferneeds:
1. Aclearproblem—andprooftheaudiencefeelsit now,notlater
2. Asolutionthatconnectsdirectlytothatproblem.
3. Awhythatmattersemotionally,notjustlogically.
4. Messagingthatjoinstheconversationalreadyin theirheads.
5. Acompellinghookthatmakessaying"no" feelexpensive.
6. Therightaudiencesizewithskininthe game.
Ididnoneofthat.
IassumedmyfriendswantedwhatIwantedfor them.Ioffereditwithzerourgency,zerocost, andzerocommitment.Which,ironically,is exactlywhatItellmyclientsnottodo.
So,whatdidIget?
Politeenthusiasm.Andnothingelse.
The
RealProblemWasn’tThem
Iwasn’tjustattachedtotheidea—Iwasweddedtoit.Inmyhead,I’d alreadydecidedthey’dloveit.IskippedthepartwhereIactually confirmedwhethertheyneededit,wantedit,andwerereadyforitnow.
Worse,my“samplesize”wassevenpeople.That’snotevenatest—it’s adinnerparty
Andhere’sthebigbusinesstruthIhadtoswallow: Justbecausesomeonesaystheyloveanideadoesn’tmeanthey’llacton it.
It’snotmalice.I’stiming.Peoplehavelives.Prioritiesshift.Meaning welldoesn’tcreatemomentum.
ThePivotThatChangedEverything
OnceIgotovermybruisedego,IaskedthetwoquestionsI should’vestartedwith:
· What’sthereallessonhere?
· HowcanIpivotwithoutclingingtomyoriginalpictureof success?
That’swhenIflippedtheoffer
Iturnedthe“freestayinmyapartment”intoaVIPStrategy WeekendinPorto—apaidexperiencewherebusiness ownersworkwithmeontheirbiggestbusinesschallenges, face-to-face,inanenvironmentthatfuelsstrategicthinking.
Thistime,itlanded.
Why?Becausenowithadtheelementsthatactuallydrive action:
· Clearproblem:Entrepreneursneededfocusedtimeto workontheirbusiness,notjustinit.
· Logicalandemotionalpayoff:They’dleavewithclarity, strategy,andexecutionsteps—resultstheycouldfeeland measure.
· Skininthegame:Payingmeantthey’dprioritize showingupandimplementing.
· Rightaudience,rightmoment:Iputitinfrontofpeople activelysearchingforabreakthroughnow,not “someday.”
TheLessonYouCan’tIgnore
Yourfirstideaisn’tsacred.Thefasteryoureleaseit,the fasteryoufindtheversionthatworks.
Icould’vewastedmonthstryingtoconvincemyoriginal grouptotakemeuponthefreestay.Icould’vedoubled downonsellingsomethingtheydidn’tseeasurgent.But detachingfromtheoutcomefreedmetospotthebetter opportunity
Thesameprincipleapplieswhetheryou’repitching investors,launchingabiotechproduct,orsellingconsulting. CEOswhoscalefastdon’tjustinnovate—theydiscard quicklywhenaconceptdoesn’tconvert.
HowtoSpotWhenYou’reWeddedtoanIdea
Askyourself:
· AmIignoringrealfeedbackinfavorofwhatI imaginedwouldhappen?
· DoIkeeppushingthesameofferwithoutrevisiting theproblemitsolves?
· AmImoreinvestedintheideaitselfthaninsolving thecustomer’sactualneedrightnow?
Ifyouanswer“yes”toanyofthese,you’renot testing—you’redefending.Anddefensedoesn’tscale.
ACEO’sPlaybookforStrategicDetachment
Here’stheprocessInowfollow—andcoachothersto use—whenanofferstalls:
1. StepBack.Removeyouremotionalinvestment. Thinklikeanexternalstrategist,notthecreator
2. CheckYourAudience.Areyouspeakingtothe rightpeopleattherighttimeintheirdecision cycle?
3. RefinetheProblem.Isthepainurgentenoughfor themtoactnow?
4. RebuildtheOffer.Increaseclarity,urgency,and commitment.Givethemareasontoprioritizeit.
5. RetestFast.Smallaudience?Smalllaunch.Don’t waitsixmonthstofindoutifthepivotworks.
FinalWord
Ifyourofferisn’tlanding,stopforcingit.Release yourattachmenttowhatshouldwork.Thefasteryou moveonfromthedeadweightofyourfirstidea,the fasteryoufindtheonethatcreatesrealtraction.
TheCEOswhowinbigaren’ttheoneswiththebest firstideas.They’retheoneswhoadjustfasterthan themarketshifts.
So,askyourselftoday—not“HowdoImakethisidea work?”but— “What’sthenextbestversionIcantestnow?”
Kirk Neal
Empowering Trade Entrepreneurs to Build Businesses That Work for Them
Kirk Neal is best known for helping tradespeople
transition from working “IN” their business—being on the tools—to working “ON” their business in a more operational role.
“Great businesses aren’t born; they’re built, brick by brick, decision by decision.” KirkNeal,theHeadBusiness CoachatUpScaleBusinessCoaching,livesandbreathes thisphilosophy.Startinghiscareerasanelectricianandlater navigatingthechallengesofoperationsmanagement,Kirk discoveredhistruecallingincoaching—redefiningwhatit meanstoempowertradeandservice-basedentrepreneurs.
AtUpScale,Kirkismorethanacoach;heisatrusted partnerhelpingbusinessownersshiftfromworking“IN” theirbusinessestoworking“ON”them.Hisapproach combineshands-onmentoring,practicaltools,andafocus onwhattrulymatters—profitability,sustainability,and freedomforhisclients.
“In business — especially in trades — your relationship with risk often determines not just your level of success but the freedom and fulfillment you experience along the way,” says Kirk.
ReadontodiscoverhowKirkNealisturningbusiness coachingintoacatalystforlastingsuccess.
BusinessAPAC:Yourcareerjourneyhasbeenquite diverseandinspiring.Whatinspiredyourtransition frombeinganelectriciantobecomingabusinesscoach?
Kirk:MyjourneybeganaftercollegewhenIstartedan apprenticeshipasanelectrician.OnceIqualified,Iwas fortunatetostepintoanoperationsmanagerrole,whichgave memyfirsttasteofrunningabusiness.Thoseyearswere
invaluable—theytaughtmehowtomanageteams, streamlineoperations,andfocusondelivering exceptionalcustomerservice.
WhileIenjoyedtheoperationalside,Ifeltastrongpull towardhelpingothersintheindustry Thisledmeto coaching,whereIdiscoveredmytruepassion—guiding tradebusinessownersthroughthechallengesofrunning andgrowingtheirbusinesses.
Istartedcoachingin2019withTradiesSuccess AcademyinPerth,whereIworkedcloselywithtrade businessownerstorefinetheirstrategiesandsystems. Overtheyears,I'velearnedthateverybusinessis unique,butmanychallengesareuniversal—sales, leadership,andmindset.
Now,asacoachwithUpScaleBusinessCoachingbased inByronBay,Ifocusonhelpingclientsautomateand systemizetheiroperations.Mypassionliesinseeingthe transformations—notjustintheirbusinessesbutintheir lives.Whenaclienttellsmethey’vereclaimedtimeto spendwiththeirfamilyorfinallyfeelincontroloftheir business,it’sgratifying.
It doesn t matter what industry you re in or what role you hold everyone is in sales.
Head Business Coach
BusinessAPAC:TellusaboutUpScaleBusiness Coaching.Whatspecificchallengesdoyouaddressfor yourclients,andwhatmakesyourapproachunique?
Kirk:AtUpscale,wespecializeinhelpingtradeand service-basedbusinessownerstransitionfromworking“on thetools”toadoptinganoperatormodel.Fromthere,we guidethemtowardautomatingtheirbusinessesor preparingforasuccessfulsale.Weprideourselveson offeringafullsuiteofmentoring,coaching,and consulting.
Typically,weseemostcoachingorganizationstransitionto large-groupcoaching.Whilewecertainlyhavealarge groupcomponentinouroffering,weprideourselveson buildingamodelthatretainsamoreintimateone-on-one ortwo-on-oneexperience.Eachclientworkscloselywitha headcoachwhounderstandstheiruniquecircumstances. Fortnightlymeetingswiththatcoachhelpthemstay focusedonprioritiesandholdthemaccountablefortaking thenecessaryactiontoachievetheirgoals.
BusinessAPAC:Howdoyouensureconsistentquality andsupportasyourclientbasegrows?
Kirk:We’vedesignedamodelthatensureseveryclient receivesthehighestlevelofsupport,regardlessofour growth.Weobservestrictcoach-to-clientratiossothatas thebusinessgrows,thequalityofourproductandservice ismaintained.
Moreover,wetrulybelieveinpracticingwhatwepreach, somanyoftheframeworksweusetohelpourclientsgrow arethesameframeworksweusein-house.Thisalignment strengthensourcredibilityandensureswestayinnovative andeffectiveinourmethods.
BusinessAPAC:Couldyousharesomeofthekeyareas youfocusonwithclientsduringtheirbusinessjourney?
Kirk:Ourprocesscoversthefullspectrumofthebusiness journey.Itstartswithestablishingclear,achievablegoals usingSMARTframeworksandthenmovesintocreating actionableplansforgrowth.Forexample,wehelpclients developmulti-layeredlead-generationstrategiestoboost theirpipelines.
Fromthere,wefocusonteammanagementandbuildinga strong,positivecompanyculture.Finally,weguideclients throughadvancedstages,whetherit'sautomatingprocesses forefficiencyorpreparingthebusinessforsale.
BusinessAPAC:AsaHeadBusinessCoach,whatare yourprimaryresponsibilities,andhowdoyouaddress leadershipdevelopmentwithyourclients?
Kirk:AsaHeadBusinessCoach,myprimaryroleisto workdirectlywithclientstodevelopanimplementation plantoacceleratetheirbusinessgrowth.Iprovide fortnightlyactionstepsandaccountabilitytoensuretheir effortsarefocusedonthekeyprioritiesformovingtheir businessforward.
Leadershipisacrucialskill.Anorganizationwillonly growtothelimitationsofitsleadership.Byworkingwith businessownersthroughouttheirjourney,fromstart-upto automation,wewitnessthisdevelopmentfirsthand.
Thekeyleadershipmetricswefocusonare:
● Staffretention:Thisisthesecondbiggestkillerof businessgrowthbehindcashflow
● Onboarding/onrampingtime:Howquicklyanew employeeachievesoperationaleffectiveness.
● Innovationimplementation:Icallthis“business agility,”orhowwellateamrespondstochangesand shifts.
BusinessAPAC:You’reknownforhelping tradespeopletransitiontheirroleswithintheir businesses.Canyousharesomeofthemostrewarding outcomesyou’vewitnessed?
Kirk:I'mprobablybestknownforhelpingtradespeople transitionfromworking“IN”theirbusiness—beingonthe tools—toworking“ON”theirbusinessinamore operationalrole.Weconsistentlyhelpbusinessesachieve recordmonths,quarters,andyearsinbothrevenueand profit.
Forme,someofthemostmeaningfulsuccessstoriesare whenIreceivemessageslike,“Yousavedmybusiness. Withoutyourhelp,Iwasdestinedforfailureandbeing forcedtogobackandworkforsomeoneelse.”
BusinessAPAC:Whatchallengesdidyoufaceinyour careerjourney?Howdidyoutacklethem?
Kirk:Likealotofcoaches,theearlydayswerefilled withbattling“impostersyndrome.”Youhavetoproveit toyourselfbeforeyoucanbelieveinyourself,andyou needtobelieveinyourselfifyouwantotherstobelievein you,too.
Morerecently,theCOVIDpandemicpresentedanintense andpressurizedchallenge.Mostofmyclientswereunsure iftheycouldgotowork,whattheyweregoingtodowith theirteams,orhowtheywouldmakeendsmeet,allwhile thelandscapewaschangingalmostdaily
However,providingsupportandguidancethroughthat timewasamassiveprivilege.Andthankfully,manyofour clientsnavigatedthroughitandfoundgreatsuccessinthe post-COVIDeconomy.
BusinessAPAC:Whatareyourplansfor2025and beyond,bothpersonallyandforUpScaleBusiness Coaching?
Kirk:Onapersonallevel,2025willbeabigyear,witha focusonstagepresentationsandliveevents.Ilovethe impactthatcanbecreatedwhenworkingwithalive audience.WehaveanationaltourplannedacrossAustralia toreachandhelpmorepeople.
Asforthefutureasawhole,themodernAIworldopens manyexcitingopportunitiesforourclientsandthe coachingarena.Iseethebiggestimpactforourclientsis intheconsumerpsychologyspace,enablingthemto analyzelargeconsumerbuyingdatasetstounderstand whatproductsandservicesdifferentclientavatarsare buyingrightnow,ensuringtheyalwayshaveastrong “product-marketfit.”
BusinessAPAC:Howdoyouapproachwork-life balance?
Kirk:Work-lifebalanceisalwaysdifficulttomanage.For me,balancecomesfromeffectivecommunication—having opendiscussionswithmyfamilyaboutmywork commitmentsindifferentseasons.Similarly,I’mopenwith ourteamaboutwhatmattersmosttomeandmyfamilyso thatIcancreateahigh-energyimpactinbothareasoflife.
BusinessAPAC:Whatkeyadvicewouldyougiveto aspiringbusinessleadersandentrepreneurs?
Kirk:Myadviceistofocusonthreeskillsetsthatcan alwaysbeimprovedupon.Themomentyouneglect developmentintheseareas,you'llfindyourselfstagnating andslidingbackward.
1.Sales:Itdoesn’tmatterwhatindustryyou’reinorwhat roleyouhold—everyoneisinsales.Peoplewiththe bestsalesskillswillalwaysachievethegreatestsuccess.
2.Leadership:Thisskilltranscendsallaspectsoflife, fromgettingthemostoutofyourteamtoraising childrenandhavingfulfillingrelationships.
3.Mindset:Mindsetiseverything.Thepersonyouspeak tomostisyourself,sobekindtoyourself. Understandingyourselfandknowinghowtoprotect yourmentalspaceiscriticaltonavigatingthechallenges thatlifeandbusinesswillthrowatyou.
May be the Smartest Power You Ever Make Moving Slower Why
Letmetellyousomething mostpeoplewillnever sayoutloudinameeting, apodcast,ortheirLinkedInpost:
Theloudestpeopleintheroomare notalwaysthemostpowerful.The fastestrunnersdon’talwayswinthe race.Andthepersonyouthinkis “ahead”mightjustbesprinting towardawalltheydidn’tsee coming.
Ilearnedthislessonthehardway
TheTrapWeAllWalkInto
WhenIwas29,sittinginaFortune 500conferenceroom,IwassureI wasbehind. Behindinsalary.Behindin promotions.Behindinthe imaginaryraceeveryambitious personthinksthey’rein. Ilookedatcolleaguesbuying houses,launchingsidehustles, gettingfeaturedinbusiness magazines,andIthought,“IfIdon’t catchupnow,I’mdone.”
SoIdidwhatmostofusdowhen panickicksin:Ispedup.Isaidyes toeveryproject,stayedintheoffice tillmidnight,workedthrough weekends,andrepliedtoemails beforemycoffeewasevenpoured.
Andyouknowwhathappened?
Iwasn’twinning.Iwas bleeding Notjustenergy—butstrategy, relationships,andperspective.The verythingsthatmakeinfluence sustainable.
That’swhenIlearned:Speed withoutclarityisjustnoise.
Why“KeepingUp”IsaBroken Game
Here’stheuncomfortabletruth:The world’smostsuccessfulleaders— theonesyouneverseesweatingon Instagram—arenotchasingpace. Theyarecontrollingrhythm
Theydecidethebeat.Everyoneelse adapts.
Thisisnotlaziness.Thisisnot “manifesting”withoutaction.This isdeliberate.Controlled.Ruthlessin itsrefusaltoberushedbysomeone else’scalendar.
I’llputitplain:Whenyouletthe market,yourpeers,orsocial mediasetyourtempo,youhave alreadysurrenderedpower.
WhatYouLoseWhenYouRush
Let’sstripthisdowntowhat actuallyhappenswhenyouletthat pressureto“keepup”dictateyour moves:
· Youstopthinkinglong-term. Quickwinsfeelgood.Buttheycan trapyouincyclesofreactivework thatdon'tbuildequity—financialor otherwise.
· Yousignalweakness. Yes,movingtoofastcanmakeyou lookdesperate.Partners,investors, andclientscansmellwhenyou’re operatingfromfearinsteadof intention.
· Youdrainyourleverage. EverymajordealI’veclosed happenedbecauseIhadthepatience tolettheothersidemakethefirst mistake.Rushersdon’tgetthatluxury
· Youburnyourteam.
Ifyou’releadingpeople,remember: yourpacebecomestheirpace.Ifyou runthemragged,theywilleitherquit orquietlydisengage.
TheMythof“TooLate”
Ioncehadlunchwithatechfounderwho exitedhiscompanyfor$180million— at57.
Hetoldmehedidn’teven start intech untilhismid-40s.Beforethat,hewas sellingindustrialcleaningequipmentin theMidwest.
HesaidsomethingI’llneverforget: “Iwasn’tlate.Iwasrightontimeforthe businessIwasreadytorun.”
Thinkaboutthat.
Rightontime.Notaccordingtohis peers.Notaccordingtoventurecapital trends.Butfor him
That’sthepartsocialmedianever showsyou—thedecadesoflearning thatmakea“sudden”successstory possible.
HowtoReclaimYourPaceWithout LosingMomentum
Let’sgettactical.Becauseit’sone thingtonodalongandsay,“Yes,I shouldslowdown,”andanotherthing toactuallyadjustwhenyourinboxis screaming.
Here’smyblueprint:
1.Auditthenoise.
Listeverydemandonyourtime. Thenask:“Whobenefitsmostfrom medoingthisquickly—meorthem?” You’llbesurprisedhowmuchofyour urgencyisbuiltforotherpeople’s gain,notyours.
2.Protectdecisionspace.
Blockactualhoursinyourcalendar eachweekforthinking,notdoing.If youdon’tprotectmentalspace,the onlydecisionsyou’llmakeare reactive.
3.Setyourownmilestones.
Insteadofchasingexternal benchmarks—titles,revenue numbers,mediafeatures—define what“ahead”lookslikeforyouin 3,5,and10years.
4.Communicateyourpaceasa strength.
Whensomeonetriestorushyou,say: "Wemovewithprecision,notpanic.
That’swhywewin.”
Watchhowfasttheystart mirroringyourtone.
5.Usepauseasanegotiation tool.
Silenceunnervespeople.When youdon’trushtorespond,they revealmorethantheyintended. Dealsgetbetter
TheCEOMindsetShift
Inboardrooms,paceispower
Theexecutiveswhoknowwhento pauseadecision—toleta competitoroverextend,towatcha trendmature,towaitforbetter terms—aretheoneswho dominateinthelongrun.
Thisisn’tjustaboutbusiness.It’s about life. Ifyoucanmasteryourowntiming, youcanwalkintoanyroom,any deal,anychallenge,without feelinglikeyou’recatchingup.
Andhere’sthekicker:onceyou stoptryingtokeepup,you’llstart noticingsomething—thepeople youthoughtwereaheadareoften justbetteratlookingbusy
TheFreedominOwningYour Timeline
WhenIfinallysloweddown, Ididn’tloseground.Igainedit. Opportunitiesdidn’tdisappear. Thewrongonesdid.
IstartedseeingpartnershipsI’d neverhavenoticedbefore.Ihad thebandwidthtomentoryounger leaders.Ibuiltanetworknotby chasing,butbybeingsteady enoughthatpeopletrustedI’dbe aroundinfiveyears.
That’sthequietadvantage:Youstop livinginreaction,andstartleading fromintention.
ReadThisBeforeYouRushAgain
Nexttimeyoufeelthatitch—theone tellingyouyou’refallingbehind— Iwantyoutorememberthis:
Thereisnouniversaltimeline.There isonlyyourcapacityandyour readiness.
Youcan’tbelatetoyourownlife. Andinbusiness,youcan’tbelateto theopportunityyou’vebeenpreparing toown.
Here’sthechoice:
Youcankeepplayingcatch-upin someoneelse’srace.
Oryoucancontroltherhythmso completelythatyoustoprunning altogether—andstartmovingexactly whereyouneedto,exactlywhenyou needto.
Onewillexhaustyou. Theotherwillmakeyouimpossibleto overtake.
Yourpaceisyourpower.Protectitlike equity
Inavibrantregionwheretraditionmeetsmodernity,the furnitureindustryisseenasmorethanjustabusiness—it servesasameanstoenhancelives.Inthissetting,many companiesfinditchallengingtobalanceheritagewiththeneed forinnovation.However,oneleaderstandsoutbyharmonizing respectforthepastwithaboldvisionforthefuture.
ThisisthestoryofSuhaBakir,CEOofAtlasFurniture Manufacturing.Herlifehasbeenshapedbypersonalloss, familyresponsibilities,andasteadfastcommitmentto innovation.Suha’sjourney,markedbybothchallengesand achievements,illustrateshowasingleindividualcantransform anentireindustrythroughdedication,creativity,andresilience.
EarlyLifeandEducation
Suhawasraisedinafamilywhereentrepreneurshipwasaway oflife.Asshementions,“Igrewupinafamilydeeply rootedinentrepreneurship,whereIwitnessedfirsthandthe dedicationandresiliencerequiredtorunabusiness.”
Fromayoungage,shewitnessedherfamilyworklong hourstobuildabusinessfromthegroundup. Theseearlyexperiencestaughtherthatsuccesswasnot handedout—itwasearnedthroughhardwork, perseverance,andawillingnesstofacechallengesheadon.Determinedtolearnmore,Suhapursuedadegreein BusinessAdministration.
Herformaleducationprovidedherwiththefundamentals ofoperations,management,andstrategicdecisionmaking.Yet,asSuhaexplains,“myrealeducation camewhenIhadtostepupandtakeoverourfamily businessaftermyfather’spassing.”Thispainfulloss thrustherintoapositionofgreatresponsibility Withher sisterbyherside,shetookoverthefamilybusiness, learningquicklythatleadershipdemandsbothheartand toughness.Thisexperience“instilledinmeastrong senseofresponsibility,adaptability,and perseverance—qualitiesthatdefinemyleadership today.”
“One approach I emphasize is listening to customer feedback—it often sparks the most innovative ideas.”
ACallingintheFurnitureIndustry
TakingcontrolofRichmondHomewasnotsomething Suhahadplanned;itwasanecessitybornfromlife’s unexpectedturns.“WhenmysisterandItookover RichmondHome,wefacedthechallengeof modernizingthebusinesswhilestayingtruetoits legacy.ThemoreIdelvedintotheindustry,the moreIsawthepotentialforinnovation—whether indesign,materials,orsustainability,”Suharecalls.
Aturningpointcamewhensheandhersisterlaunched anewlineofmodernproductsthatreinvigoratedthe company’simageandreshapeditsmarketposition.“A definingmomentformewaswhenwesuccessfully launchednew,modernizedproductlinesthat reshapedourmarketpositioning.Seeingourvision cometolifeandmakingarealimpactreaffirmed mypassionforthisfield,”shestates.
BuildingAtlasFurnitureManufacturing
UnderSuha’svisionaryleadership,RichmondHome evolvedintoAtlasFurnitureManufacturing—aname thathasbecomesynonymouswithqualityand innovationacrosstheMiddleEast.Thecompanyis dedicatedtoproducinghigh-qualitysleepand furnituresolutionsthatmakearealdifferencein people'slives.“Ourproducts,includingRichmond SleepmattressesandHouseofFurniture collections,focusonergonomicdesign,comfort, anddurability,”explainsSuha.
Suhahasalwaysbelievedthatfurnitureshoulddo morethanfillaspace;itshouldenhancequalityof life.“Wedon’tjustmanufacturefurniture—we enhancepeople’squalityoflifethroughour products,”sheemphasizes.Forher,everymattress andpieceoffurnitureisapromiseofbetterrest, improvedwell-being,andacommitmentto innovation.
BreakingBarriersasaWomanLeader
InJordan’sindustrialsector,whichhastraditionally beendominatedbymen,Suha’srisetoleadershipwas noteasy.“TheindustrialsectorinJordanisheavily male-dominated,andearningrespectasawoman leaderwasnoteasy.Ihadtoprovemyself repeatedly—demonstratingnotjustknowledgebut alsoresilience,”Suhashares.
Sheoftenfoundherselfhavingtoovercomedeeplyrooted beliefs.“Oneofthebiggestchallengeswaschangingthe mindsetthatwomenbelongincertainroleswhilemen dominateothers,”shenotes.Ratherthanbeingdiscouraged, Suhausedthesechallengesasfueltodriveherforward.She demonstratedthatleadershipisaboutcapabilityandvision, notgender.Herdeterminationtosucceedandtoinnovateina male-dominatedindustryhasmadeherarolemodelformany.
“Today,Imentorandencouragewomentostepinto leadershipandtechnicalrolesinmanufacturing,”Suha says.Shefirmlybelievesthatdiversitystrengthensanindustry, andheractionshavehelpedpavethewayforgreaterfemale participationinthefield.
FosteringaCultureofInnovation
“Innovationstartswithculture,”Suhabelieves.Shehas cultivatedanenvironmentwherequestioningoldwaysand tryingnewideasisnotonlywelcomedbutexpected.Suha encouragesherteamtoexplorefreshdesigns,experimentwith newmaterials,andconsiderunconventionalmanufacturing techniques.“OneapproachIemphasizeislisteningto customerfeedback—itoftensparksthemostinnovative ideas,”sheexplains.
Inaddition,Suhainvestsintraining,sendsherteamtoglobal industryevents,andcollaboratescloselywithdesignersand engineerstostayaheadoftrends.Thiscultureofcontinuous improvementhashelpedAtlasFurnitureManufacturing maintainitscompetitiveedgewhilepushingtheboundariesof whatispossibleinfurnituredesign.
AdaptingtoChangingConsumerTrends
Asconsumerexpectationsevolve,sodoesthewaybusinessis done.Inrecentyears,customershavedemandedproductsthat arenotonlyhighqualitybutalsopersonalizedandsustainable. Suhanoticedthismajorshiftinthemarket.“Onemajorshift weembracedwasthegrowingpreferenceforpersonalized sleepsolutions.Inresponse,wedevelopedcustomizable mattressoptionstailoredtodifferentbodyneedsand sleepinghabits,”Suhaexplains.Atthesametime,she recognizedtheimportanceofastrongonlinepresence.
“Additionally,weenhancedouronlinepresencetocaterto digitalshoppers.Stayingattunedtomarkettrendsand respondingproactivelyiscrucialinmaintaininga competitiveedge,”sheconcludes.Suha’sproactiveapproach tothesechangeshasensuredthathercompanyremains relevantandcompetitiveinarapidlyevolvingindustry
EmbracingTechnologyforaModernFuture
Technologycontinuestoreshapethe manufacturinglandscape,andSuhais determinedtokeephercompanyatthecutting edge.Sheisexcitedaboutthepromiseofsmart technologyandautomationinfurniture production.“AI-drivencustomization,3D printingforrapidprototyping,and sustainablematerialinnovationswillreshape howproductsaredesignedand manufactured,”Suhaanticipates.
Additionally,“Advancementsinsleep technology—suchassmartmattressesthat tracksleeppatterns—willrevolutionizethe waywethinkaboutcomfortandhealth,”she adds.
Suhaseesthesetechnologicaltrendsas opportunitiestofurtherenhancethedesign, functionality,andsustainabilityofherproducts.
“AtRichmondHome,weareactivelyexploring thesetrendstostayaheadofthecurve,”says Suha.
AVisionfortheFuture
Lookingahead,Suhaenvisionsaboldfuturefor AtlasFurnitureManufacturingandRichmond Home.“Inthenextdecade,Ienvision RichmondHomeexpandingintonewregional marketswhilestrengtheningitspositionasa leaderinsustainableandinnovativefurniture solutions,”Suhaoutlines.
Oneofhermostexcitinggoalsistointegrateeven moreadvancedsleeptechnologyintotheproduct line.“Oneofmybiggestgoalsistointegrate moreadvancedsleeptechnologyintoour productsandestablishpartnershipswithglobal sleepresearchorganizations,”Suhashares.
Suhaisalsodeeplycommittedtopromoting genderinclusivityintheindustry.“Additionally, Iampassionateaboutincreasingwomen's participationintheindustrialsectorand makingourcompanyamodelforgenderinclusiveleadership,”Suhareiterates.Hervision istobuildabusinessthatnotonlyexcelsin qualityandinnovationbutalsoservesasan inspirationforfuturegenerations.
ALegacyofTransformationand Empowerment
Suhahopes“toberememberedassomeonewho notonlytransformedabusinessbutalsopaved thewayforwomeninindustrieswherethey wereonceunderrepresented.”Herjourney inspiresfutureleaderstobelievethatwithvision andhardwork,eventhetoughestchallengescan beovercome.
“Myjourneyisproofthatwithdetermination andvision,womencanthriveinanysector.I wantfuturegenerationstoknowthat leadershipisnotaboutgender—it'sabout capability,passion,andthewillingnesstodrive change,”Suhaconcludes.
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