CXO Magazine – March 2024 – Most Inspiring Business Leaders 2024

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Dr. Kasuma Satria Chief Human Resources Officer, AEON Malaysia

Stephen Tjoa Group Chief People Officer, BoardRoom Group

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THE DRIVING FORCE BEHIND CIP’S OPERATIONAL EXCELLENCE AND INNOVATION BRAD SVOBODA

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STORIES OF LEADERSHIP IN A CHANGING WORLD

Welcome to the latest edition of CXO Magazine, where we embark on an enlightening exploration of the ever-evolving realm of business leadership. In this rapidly changing landscape characterized by technological breakthroughs, dynamic workforce trends, and evolving consumer demands, the role of leaders stands at the forefront of organizational success.

Our cover story shines a spotlight on Brad Svoboda, the Chief Operating Officer of Chemical Injection Partners (CIP). Through a captivating narrative, we delve into Svoboda's remarkable career trajectory, which has been shaped by a diverse array of operational roles within the industry. From his early days to his current position, Svoboda's journey offers invaluable insights into the essence of effective leadership within the sector.

With a keen eye for detail and a deep understanding of industry nuances, Svoboda has navigated through myriad challenges, gaining practical wisdom and strategic acumen along the way. His hands-on experience, particularly in collaborating with field teams and industry partners, has equipped him with a comprehensive understanding of the intricacies involved in full-cycle water management workflows—a knowledge base that has proven indispensable as CIP undertakes increasingly ambitious projects.

As you flip through the pages of this issue, you'll encounter a diverse array of thoughtprovoking articles contributed by industry experts and leaders. These insightful pieces delve into pressing topics such as the imperative of digital transformation in today's business landscape, the nuances of leading teams in an era of remote work, and the critical importance of fostering diversity, equity, and inclusion within organizational cultures.

In each article, our contributors offer practical strategies, visionary insights, and compelling narratives drawn from their wealth of experience and expertise. Whether you're a seasoned executive navigating the complexities of leadership or an emerging leader seeking guidance and inspiration, we trust that you'll find our content both informative and thought-provoking.

As we embark on this enlightening journey together, we invite you to immerse yourself in the rich tapestry of insights and ideas presented within these pages. May this issue of CXO Magazine serve as a beacon of knowledge and inspiration, guiding you on your path to leadership excellence in an ever-changing world.

Enjoy Reading.

Sarath Shyam

BRAD SVOBODA

COO OF CHEMICAL INJECTION PARTNERS (CIP)

THE DRIVING FORCE BEHIND CIP’S OPERATIONAL EXCELLENCE AND INNOVATION

34 Anne Marie Segal, CEO, Segal Coaching LLC

Empowering Careers: A Journey from Attorney to Executive Coach & Author

MOTIVATIONAL SPEAKER

58

David Molapo, President, I Can 4 IR

Nurturing the Next Generation of Leaders for Success

68 Dr. Kasuma Satria, Chief Human Resources Officer, AEON Malaysia

Cultivating a Motivated, Engaged, & High-Performing Workforce

HR LEADER FROM ASIA

84 Stephen Tjoa, Group Chief People Officer, BoardRoom Group

Shaping the Future of Human Capital Management through Innovation and Compassion

BUSINESS LEADER

44 Ben Sadgrove, COO of Tradeview Markets

Blending Real-Life Experience with a Passion for Customer-Centricity

98 Yasunori Hayashida, Head of Shared Services / Senior Financial Controller, Recordati Rare Diseases Japan

Empowering Employees and Transforming Lives

52

Kenneth Choo, Founder and Event Producer, Changemakers Virtual Summit

Empowering Mompreneurs: Insights on Balancing Business Success and Family Life

78

Howie Chan, Founder of Healthy Brand Consulting

Branding is Dead, Long Live Branding: Embracing Principles and Strategies Over Outdated Associations

28

Sandy Carter, Chief Operating Officer, Unstoppable Domains & Board Member, Altair

When AI & Blockchain Meet, We All Win

106

Fiona Chorlton-Voong, Co-Founder and COO, The Portfolio Collective

Want to Build a Better Personal Brand? Make Time to Speak to Strangers

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BRAD

COO of Chemical Injection Partners (CIP), Brad Svoboda's career journey has significantly influenced his perspective on effective leadership within the industry. With a background spanning diverse operational roles, he has garnered insights into the multifaceted challenges companies encounter daily. "Setting a vision while understanding ground-level realities is crucial," he emphasizes.

With over 15 years in senior management at a major retail petroleum corporation, Svoboda sought an opportunity to apply his expertise in the rapidly expanding produced water industry. "The produced water space is the fasting growing segment of oil and gas," he notes. Recognizing the escalating production volumes, he acknowledges the pivotal role of effective resource management. His decision to join Chemical Injection Partners (CIP) stemmed from admiration for the existing

In his role as COO, Svoboda's objective is to cultivate a culture where team members feel empowered and supported

leadership team's track record of success and innovation. "Their reputation for customized solutions tailored for clients resonated with me," Svoboda remarks.

At CIP, Svoboda's role allowed him to deepen his industry knowledge while collaborating closely with the field team and industry partners. This hands-on experience expanded his understanding of full-cycle water management workflows, proving invaluable as CIP undertook projects of increasing scale and complexity. "Leadership must foster collaborative problemsolving," Svoboda asserts.

Two years into his tenure at CIP, Svoboda remains invigorated by the challenges and rewards of advancing the company's commitment to quality service, safety, and client satisfaction. "I'm proud of the progress we've made," Svoboda states. In his role as COO, Svoboda's objective is to cultivate a culture where team members feel empowered and supported. "Soliciting input from those with direct operational expertise is paramount," he emphasizes. This approach not only fosters ownership over initiatives but also demonstrates leadership's commitment to the team's well-being.

The ambitious goal of tripling CIP's size within two years necessitated seamless coordination amid rapid expansion. Regular communication ensured alignment as the organization underwent significant changes. Moreover, prioritizing training alongside growth facilitated sustainable development by nurturing emerging leaders internally.

As operational volumes expanded, establishing best practices for oversight and accountability became imperative. Streamlining processes alleviated pressure points, allowing field personnel to focus on delivering exceptional service.

Maintaining transparency and approachability fostered open dialogue to address emerging challenges effectively.

Ultimately, facilitating CIP's success hinges on a commitment to continuous improvement shared throughout the company. Svoboda aims to foster a culture of ideasharing to capitalize on new opportunities collaboratively. "Our focus on positive attitudes, communication, teamwork, and innovation yields results," Svoboda affirms.

The Cultural Backbone of Chemical Injection Partners (CIP)

CIP was founded by CEO Kyle Biery with a vision of delivering customized solutions tailored to clients' specific produced water challenges. Recognizing the limitations of a one-size-fits-all approach, the company's founders understood the importance of addressing the diverse water chemistry and output levels across various oilfields.

What distinguishes CIP is its commitment to genuine collaboration with customers. "Our goal is to understand each operation intimately," notes Svoboda, emphasizing the importance of tailoring solutions for longterm performance rather than quick fixes. By partnering with field experts from the outset, CIP enhances solutions with practical, realworld insights.

At CIP, success extends beyond the treatment of barrels; it rests upon a robust foundation of organizational culture. "Our culture is built on pillars like Integrity, Positive/Solution Oriented mindsets, Team before I mentality, Communication, Service, and Results," emphasizes Svoboda. These

At CIP, success extends beyond the treatment of barrels; it rests upon a robust foundation of organizational culture

values are not mere rhetoric but deeply ingrained principles guiding every decision, action, and interaction within the company. This cultural ethos has been instrumental in propelling CIP to treat over 4.5 million barrels of produced water daily and underpins its ambitious growth plans.

Central to CIP's approach is its investment in both people and innovations. The team's blend of technical expertise and relationship-building skills fosters enduring trust with clients. Field teams operate as integrated extensions of customers' own teams, fostering transparency and facilitating continuous refinement through two-way feedback.

The cultivation of CIP's culture has been deliberate and sustained. From senior leadership to every employee, a steadfast commitment to upholding core values is imperative. "Integrity is non-negotiable," asserts Svoboda. Open communication, dedication to service, and a shared pursuit of results define the ethos at CIP.

Amidst widespread turnover in various industries, CIP takes pride in its exceptional employee retention rate

Amidst widespread turnover in various industries, CIP takes pride in its exceptional employee retention rate. "Our commitment to our culture has resulted in no voluntary departures over the past 18 months," Svoboda reveals. This achievement underscores the strength of CIP's culture and the dedication of its team members. Tough decisions have been made to ensure alignment with the company's values and collective success.

Optimizing Water Management

CIP’s core focus revolves around optimizing various aspects of the produced water lifecycle, from initial production to ultimate disposal. "Our chemical programs are meticulously designed to aggressively separate oil and gas phases from water through rapid coalescence," explains Svoboda. Tailored blends facilitate more effective oil and water separation, resulting in the recovery of higher commercial volumes of oil. One defining aspect of CIP is the emphasis on providing comprehensive data and analysis to customers. "We offer detailed insights into the issues we aim to address,

recommended solutions, project scope and costs, as well as pre and post measurements of results," Svoboda notes. This approach has yielded significant success, with some customers experiencing an increase in oil cut by over 150%.

For solids separation, CIP develops tailored blends that effectively flocculate and precipitate suspended solids. This enhances clarity, enabling more efficient downstream processes while preventing abrasive wear that

could compromise injection integrity over time. In injection treatment, CIP leverages its profound understanding of reservoir chemistry to mitigate injectivity-robbing scales, corrosion products, and highly active acids. This results in improved flow rates and reduced pressures.

CIP adopts a holistic approach to each system, drawing on field experience to coordinate efforts at every stage for maximum cumulative effect. Comprehensive testing and

data analysis ensure continuous refinement as conditions evolve. Through these integrated approaches, coupled with operational insight, CIP consistently resolves challenges to optimize water management operationally, financially, and environmentally.

Ensuring consistent monitoring of produced water infrastructure remains paramount to the success of CIP's operational strategy. Through its integrated field execution model, the company employs dedicated experts to closely track each link in the value chain. "Our highly skilled field teams employ a strategic approach, providing real-time visibility into critical parameters such as flow rates, pressures, temperatures, gases, and tank levels," explains Svoboda. This proactive monitoring enables the rapid identification of any deviations from normal operating ranges, allowing for swift action to address emerging issues before disruptions occur.

In addition to physical sensors, CIP utilizes a proprietary analytics platform to analyze streaming data, gaining valuable insights through

multivariate modeling. "This predictive functionality alerts us to impending issues even before physical symptoms appear," Svoboda notes. However, the value of such digitally enabled monitoring and dashboards relies heavily on the expertise of seasoned professionals to act upon findings. Field technicians are empowered with flexible capabilities to proactively address root causes, whether through adjustments to chemical programs or modifications to equipment.

Ultimately, it is the synchronized combination of advanced technology and expert human judgment that ensures the

consistent, high-performance operations demanded by customers. By preemptively addressing potential downtime events, CIP delivers significant cost avoidance and productivity returns for all stakeholders in the water stream.

Field Experts Driving Operational Excellence

The field team at CIP plays a crucial role in the company's success, bringing invaluable expertise in saltwater disposal and pipeline management. With backgrounds spanning operator, service company, and engineering

roles, they offer a 360-degree perspective informed by hands-on experience across the full water life cycle.

"Our drivers and technicians possess firsthand knowledge of challenges like scaling tendencies, gained from years spent optimizing well performance," explains Svoboda. "Above-ground, they've executed complex pipeline acid jobs and chemical programs to maximize asset integrity." This comprehensive understanding allows CIP's

personnel to bridge the gap between surface activities and their downhole impacts.

Whether addressing an injection rate decline or ensuring flow assurance, the field staff at CIP leverage their intuitive grasp of produced water process flow. They discern subtle indicators in chemistry or flow profiles and relate them to emerging issues. Armed with this diagnostic acumen, they devise integrated solutions that extend beyond simple chemical applications.

Moreover, the team approaches each problem with a positive, solution-oriented mindset. "An open yet rigorous scientific method yields creative answers that circumvent constraints," Svoboda remarks. They combine innovative thinking with prudent engineering to maximize value safely.

Offering Customized Solutions through Transparent Collaborations

CIP prides itself on providing genuine transparency to clients through its 100% customized chemical programs. These programs are designed to foster a collaborative relationship grounded in an open exchange of information. "Our approach revolves around understanding each customer's unique challenges, constraints, and performance objectives," explains Brad Svoboda. Rather than relying on proprietary formulas or onesize-fits-all treatments, CIP initiates a mutual learning process. The technical team offers explainable insights into fluid mechanics, mineralogy concepts, and proven best practices.

Clients have full access to real-time monitoring data from CIP's digitally connected field

assets, ensuring transparency throughout the process. "We proactively identify modification milestones to continuously optimize programs according to evolving downhole conditions," Svoboda notes. These knowledge transfers empower clients to participate meaningfully in strategic decisions. Alternative scenarios are jointly evaluated based on scientific merit, establishing an iterative feedback loop where both parties contribute specialized perspectives.

Importantly, transparency cultivates the trust necessary for genuine partnerships. Clients understand proposed interventions because underlying rationales are explained clearly and methodically. This transparent approach instills confidence, ensuring that clients' objectives and constraints are not compromised by obscure value propositions.

The culture of open-book collaboration drives CIP to exceed discrete project outcomes. "We view clients as long-term partners rather than transactions," emphasizes Svoboda. CIP prioritizes establishing collaborative alliances based on mutual investment and long-term guidance. Open dialogue is key

The field team at CIP plays a crucial role in the company's success, bringing invaluable expertise in saltwater disposal and pipeline management

to understanding how CIP can best add value within its partners' frameworks.

This approach fosters joint ownership over solutions, with programs co-developed to address symbiotic objectives. "Clients become empowered participants, optimizing strategies alongside our technical experts," Svoboda notes. The continuity of trusted partnerships allows for constant refinement, with programs evolving fluidly to adapt to changing conditions and leveraging accrued institutional knowledge.

Building Trust Through Personalized Service

CIP recognizes that quality service is rooted in strong personal relationships. The company's dedicated service teams and chemical

CIP prides itself on providing genuine transparency to clients through its 100% customized chemical programs

consultants work diligently to cultivate open communication and hands-on partnerships with each client. “Every client is assigned a direct point of contact who becomes intimately familiar with their water streams, equipment, and operations," explains Svoboda. Regular site visits and collaboration ensure that challenges are addressed promptly with a focused problem-solving mindset. Clients deal directly with trusted advisors for continuity and accountability.

CIP's experts reside and operate within the Permian, Delaware, and Eagle Ford basins, providing an on-call local presence. Their industry-leading technical expertise is complemented by an innate understanding of local realities and constraints. Solutions are nuanced, respecting both engineering fundamentals and logistical practicalities. Service goes beyond pure chemical support. Teams actively engage alongside operators, whether optimizing batch treatments in the field or resolving maintenance issues on site. Candid feedback and monitoring data ensure that clients are fully informed.

Cross-communication among team members ensures a cooperative exchange of knowledge when necessary. Clients receive seamless guidance from specialists best suited to their unique situations, overseen closely by Account Managers to ensure service quality. Ultimately, CIP aims to provide personal attention akin to that of a privately contracted team. "Within CIP, we believe that the team is greater than any individual," notes Svoboda. This hands-on partnership approach fosters loyalty through consistent delivery of proven value by familiar, trustworthy faces. Client success remains the company's top priority.

Safety First

Safety reigns as the absolute top priority at CIP, influencing every aspect of its operations. "We begin every meeting and call with safety," emphasizes Svoboda. Through peer-to-peer accountability, the team collectively sets the tone, leading by example with a diligent attitude and strict adherence to procedures. Account Managers then ensure compliance through coaching, observation, and frequent reviews, fostering a proactive mindset through constant monitoring and reporting.

CIP fosters a culture where learning takes precedence over punishment, encouraging openness about near-misses and minor incidents to improve protocols for the future. Thorough investigations leave no possibility unaddressed. The company spares no resources when it comes to providing proper equipment, personal protective equipment (PPE), and training. Comprehensive standard operating procedures and rigorous auditing uphold consistent practices, while multiple hazard analyses catch vulnerabilities early.

CIP's experts reside and operate within the Permian, Delaware, and Eagle Ford basins, providing an on-call local presence

Even decision-making at CIP weighs safety impacts, empowering teams to pause or adjust work as needed to address concerns, with work priorities never superseding wellbeing. Clients witness CIP's strict focus on safety in the field, from tailgate talks before starting tasks to minute-byminute job hazard analyses and reminders. Safety is emphasized through conduct, not just policies.

This unwavering commitment to safety permeates CIP as vigilantly today as when it was established, ensuring the protection of its people while responsibly managing clients' interests through constant attention to both their operations and its own. Clients trust CIP's judgment because of its steadfast focus on ensuring everyone goes home safely.

Balancing Compliance and Efficiency

As an industry leader, CIP upholds a steadfast commitment to compliance while ensuring efficient operations. "Our teams undergo standardized qualifications to ensure consistency," explains Svoboda. However, standardization does not equate to inflexibility; training is tailored to each situation, drawing upon CIP's deep operational expertise.

Real-time dashboards provide leadership with a comprehensive overview, allowing proactive identification and addressing of areas for improvement. Digital record-keeping streamlines audits and reduces paperwork, while intuitive analytics highlight compliance trends to facilitate continual improvement.

Regulations undergo thorough review to interpret intent and develop clear procedures. Field teams contribute to this process, fostering invested ownership and ensuring that standard work practices are adapted where necessary to accommodate field nuances.

CIP's teams receive compliance education that emphasizes their role as advisors to customers, fostering transparency and providing valuable counsel on optimizing their management systems. Joint practices promote synergistic progress and strengthen relationships with clients.

Efficiency is achieved through organization and discipline within CIP's integrated framework. Compliance is embraced as an enabling rather than restrictive element of successful operation at scale, allowing the company to maintain its nimble, client-focused approach.

CIP stands as a beacon of sustainability and environmental stewardship within the Produced Water sector of Oil and Gas. “Our commitment to sustainability is ingrained in every facet of our operations, from our tailored chemical consulting programs to our strategic partnerships with the leading operators in the industry,” shares Svoboda. CIP recognizes the imperative of water reuse for the future, and the company is at the forefront of developing innovative solutions to maximize water reclamation and minimize waste. Svoboda adds, “We take our role as stewards of the land seriously, ensuring that our treatments not only enhance operational efficiency but also uphold the integrity of the environment.”

Navigating Growth and Responsibility

CIP is strategically positioned for continued growth, recognizing that responsible expansion comes with significant responsibilities. "Opportunities abound in our expanding expertise," notes Svoboda. With anticipated increases in produced water volumes due to drilling activity, there is potential for increased treatment capacity. CIP's capabilities in analyzing these volumes, along with flowbacks, allow for

customization to meet varying customer needs. Staying abreast of evolving regulations through industry groups ensures compliance amid changing goals.

Geographic expansion offers access to new water sources, supported by CIP's robust partnerships and reputation. Leveraging existing relationships helps lower business costs, while advances in analytical equipment may yield fresh efficiencies.

Challenges arise in balancing scale with service. Larger operations require concise communication to maintain nimbleness, while retaining experienced personnel amid competition necessitates creative solutions. Adaptability to disruptive technologies is crucial to prevent obsolescence.

Most importantly, prioritizing a safety culture as teams expand is essential to prevent complacency. Ongoing education counteracts employee turnover, while responsible stewardship maintains stakeholder trust, fundamental to CIP's core values.

By agilely seizing opportunities while diligently managing challenges, CIP can continue providing exceptional service and pioneering solutions to maximize efficiency for customers. The company's experience provides the staying power to navigate shortterm fluctuations in the industry.

Svoboda's Vision

As COO, Svoboda's goal is to guide Chemical Injection Partners (CIP) with a balanced, results-oriented approach that navigates both challenges and opportunities responsibly. "My experience developing high-performing teams across expansive operations provides insight into maintaining an organized, transparent

structure as our footprint grows," notes Svoboda. Clear communication of goals and priorities ensures seamless collaboration among crews. Standardizing training while allowing for regional adaptation fosters safety and compliance, with each team member understanding the critical role they play in the overall success of customers and CIP.

CIP maintains a relentless focus on innovation through partnerships, cultivating fresh solutions to address evolving needs. Field expertise combined with a flexible mindset allows for the analysis of continuous improvement in Enhanced Oil Recovery, facility efficiencies, and pipeline treatments. Adapting proven methods while scaling growth ensures service quality remains paramount.

Financial discipline governs CIP's expansion plans, with rigorous auditing and value-engineering projects driving decision-making. Data-driven metrics assess performance holistically against balanced goals, while responsiveness to disruption comes from diversification in services, geography, and strategic alliances.

Leading by example strengthens a culture prioritizing both safety and client satisfaction at CIP. Mentoring emerging talent mitigates turnover risks, preserving institutional knowledge, while transparency builds trust with regulators, communities, and partners.

Svoboda's vision sees CIP enabling efficient water stewardship industry-wide through pioneering solutions and exceptional service. Practical experience in steering complex operations, combined with an entrepreneurial spirit, will navigate the mix of challenges and opportunities in the coming years. CIP's partnerships, expertise, and values ensure continued success in benefiting customers.

When AI & Blockchain Meet, We All Win

Sandy Carter is Chief Operating Officer and Head of Business Development at Unstoppable Domains, a platform for user-owned digital identity. As COO, she is responsible for driving growth and developing business strategies in pursuit of the company’s mission to provide a user-owned identity for the world. She also drives partnerships and integrations for Web3 and the Metaverse. Prior to Unstoppable, Sandy was a VP at AWS, where she created and grew businesses in emerging tech, leveraging AI, blockchain, and AR/VR. Before that, she was a General Manager at IBM and a Silicon Valley start-up founder.

Chief Operating Officer, Unstoppable Domains & Board Member, Altair

Sandy Carter

If PwC’s finding that AI could contribute upwards of $15.7 trillion to the global economy by 2030 is accurate, then we are set to witness monumental change. Socially, culturally, technologically, and through almost every aspect of our lives, the convergence of AI and blockchain will present opportunities for change. There are exciting times ahead for business leaders, with so many sectors ripe and ready for innovations.

In 2023, we saw over $17.7 billion invested just in Web3, a figure expected to climb in 2024. As engagement with AI and Web3 increases and institutional investment pours in, largely through a new Spot Bitcoin ETF that is set to be approved, huge funds for driving research and development are set to be unleashed. The job market is also expected to surge in AI and blockchain-related positions.

Efficiency, transparency, and financial democracy are on the precipice of significant change; I’m sure of that. I’ve seen it before, working at IBM during the first rise of AI and at AWS through the development of ultra-efficient cloud computing. Now, once again, all signs are there for a new technological shift.

The Blockchain is a Certified Winner

By now, most of us in the tech world — and even those who aren’t — are quite familiar with what the blockchain does, even if we don’t understand how or the intricacies involved. In short, it offers distributed ledger technology that decentralizes information, prioritizing digital ownership and trust in the process. Web3 has leveraged that, bringing identity, gaming, communications, domains, community growth, collectibles, and more. This now-maturing

When the blockchain, AI, and Web3 all converge, we find limitless decentralized possibilities that remove the need for centralized authorities and intermediaries

space promises to democratize the internet, shift the power dynamic from centralized entities, and enhance transparency and security.

Then there’s tokenization, which will remain a big buzzword for the next few years. The concept of being able to put physical assets and traditional trading instruments on the blockchain is expected to radically change conventional investment frameworks and ownership. This will significantly lower transaction costs and make it easier to break down assets into fractional shares. Major investment firms will be able to use tokenization to lower the barrier of entry to their products.

When the blockchain, AI, and Web3 all converge, we find limitless decentralized possibilities that remove the need for centralized authorities and intermediaries. It’s a level playing field. On top of that, you have smart contracts, which automate and streamline certain processes and transactions, making actions more operationally efficient and with reduced vulnerabilities to fraud.

At a more human and consumer level, the convergence of these technologies can be fun, engaging, and rewarding if done well. One of Europe's largest airlines, Lufthansa, revamped its loyalty program by allowing passengers to collect and redeem digital trading cards for real-world benefits like free in-flight Wi-Fi, airport lounges, and airline miles. They did this by using the blockchain as a superior system to their previous loyalty efforts.

Integration of AI in Web3: Practical Applications

For those paying close attention to both Web3 and AI, we are in a period where the most innovative Web3 projects seek ways to integrate AI, and AI developers build their tools with Web3 and the blockchain in mind. One project that has successfully

brought the two together for the greater good is Ocean Protocol. Their core mission is to create a decentralized data exchange to enable data sharing and monetization while ensuring data privacy. They now leverage AI to process data related to the supply chain, identifying patterns and trends that could be useful for improving supply chain management. If applied globally, in theory, we’d see carbon emission reductions, smaller supply chains, and faster deliveries.

As brands enter Web3 and look to build communities, products, and experiences onchain, they know they could be exposing themselves to risk in what is a relative unknown. To protect their business from financial and reputation harm, some brands are looking at narrative risk intelligence, an advanced AI tool that detects, measures, and mitigates risks arising from misinformation, disinformation, deepfakes, and more. One innovator in this space, Blackbird.AI, has already built a tool that can support an increasingly complex digital media landscape that is set to face the most challenging election season yet.

Another platform I’d like to mention is TokenMetrics, which uses AI to provide users with more in-depth insights and analyses of the crypto market. Before integrating AI, they were doing a tremendous human-led job of this, but when you add so much computational power to the effort, allowing AI to evaluate risks and opportunities, search through and organize masses of historical data, and better understand project fundamentals, the results are profound. I predict that all cryptocurrency data sites and platforms will be using AI tools by the end of the year, and if they do not, they will be left behind.

AI's Dual Role: Competitor and Creator in the Job Market

I spent a lot of time in 2023 talking with industry professionals, recruiters, employment experts, valued connections, and more about everything AI, and time and time again; the conversation ended up as a debate about AI’s potential to destroy jobs. I believe it will not kill jobs but augment them and likely create new ones. If AI removes some jobs, I think they’ll be unwanted jobs, first of all, and the new jobs it will create will be exciting and desirable.

I can fully understand why AI’s capability to automate tasks raises concerns about job displacement in fields like content creation, software development, and healthcare. However, technological advancements that combine AI with blockchain can revolutionize fields like cybersecurity, finance, and identity protection.

I’m even seeing AI-based recruitment tools within the HR and employment space, such as Braintrust. By creating a decentralized talent network, they connect skilled professionals with leading global companies in a communitydriven ecosystem. This approach disrupts traditional job market models and offers freelancers in the gig economy greater control and reduced fees. From where I’m sitting, Braintrust’s use of Web3 clearly fosters a fairer and more transparent hiring process while also empowering its community members with a stake in the network’s governance.

I’ve also been keen to educate those interested in this topic about the introduction of Web3 IDs and how they will also support the job market. These digital identities serve as repositories for credentials and personal information, providing a more secure alternative to centralized storage

Using blockchain as a core part of HR processes would impact the entire hire-to-retire lifecycle, benefiting everyone

systems. With the integration of AI, the job searching process will be radically transformed, and AI algorithms will match job listings with candidates based on their Web3 IDs to ensure a more efficient and accurate recruitment process. You will have full control of your data and the ability to opt in or out whenever, with none of your data being stored or sold.

Blockchain technology is already transforming the employee life cycle, particularly when it comes to hiring and onboarding. It benefits HR departments, too, as they can easily verify and validate the skills and education of recruits and establish trusted records of upskilling and workplace performance. Using blockchain as a core part of HR processes would impact the entire hire-toretire lifecycle, benefiting everyone.

Moreover, the implementation of on-chain job contracts through Web3 IDs could introduce a new level of transparency and fairness in employment. Once agreed upon, these contracts would be immutable and self-executing to ensure timely and accurate compensation for

services rendered. Imagine that you could get a job, do the work, and get paid, all via smart contracts that guarantee to do what they say they will.

The future of work in an AI and Web3dominated world is most certainly not about replacing humans but augmenting their abilities in a way that enables more meaningful, fulfilling, and mission-driven work.

Web3, Blockchain, AI - Pushing Together for Progress

As I see it, these technologies and industries are all rowing the same boat, moving forward in the same direction towards a better, fairer, and more equitable society. Technology will be more usable, investments will be more accessible, logistics and healthcare will be more efficient, employment will be smoother and more reliable, and in almost every digital action we will take, a combination of excellent technologies will be working to improve our experience. That’s a future I’m very excited to see.

Anne Marie Segal CEO, Segal Coaching LLC

Empowering Careers: A Journey from Attorney to Executive Coach & Author

Anne Marie Segal is an executive coach, the author of two careerrelated books, and the founder of Segal Coaching LLC. After working for fifteen years as an attorney, it became clear to her that she was ready to make a transition out of law, and she fearlessly set about determining a new path for her career.

Over the course of many personal and professional conversations, including some with career coaches, Anne Marie realized that she had become deeply engaged in the questions and search for answers that accompany transition, growth, value clarification, and professional development. April 2015 brought about the launch of Segal Coaching, a firm tailored to

attorneys, executives, and board candidates who are seeking career development. Anne Marie’s approach, arising out of her experience as a certified coach and a lifelong writer, helps her clients navigate career transitions, emphasize their strengths, and meet their professional goals.

Let’s discover Anne Marie’s remarkable journey and how she is making meaningful changes in people’s lives.

Journey from a Practicing Lawyer to an Executive Coach & Writer

Anne Marie began college as a journalism major, then migrated into creative writing and visual arts – specifically photography. She

As a certified executive coach, Anne Marie considers her main job to be helping clients understand their values and intrinsic motivations (and how these can help them navigate their next steps) as well as how and where they get in their own way

spent the early years of her professional career as an art historian, then changed gears to attend law school. A career in law appealed to her as a mix of using her writing skills, incorporating her interests in languages and travel, and making a practical impact in the world. For 15 years, she worked as an attorney in four different legal settings: three law firms (AmLaw100, a smaller firm with former Big Law attorneys and a solo practice) and a private investment fund manager. Most days, she loved being a lawyer, but her creative side wistfully yearned for a different balance of time, heart, and mind.

After gaining experience across multiple legal fields – corporate, compliance, investment funds, private equity, employment, litigation prep, trademark, estate planning, non-profit law, and others – Anne Marie discovered the most fulfilling part of her role: the relationships she fostered with colleagues, internal and external clients, prospective talent, and even opposing counsel and business teams. She loved working with talented individuals, many of whom were on the verge of something even greater, if they could only unlock the right doors. The other great reason she loved being a lawyer was writing. “I have always loved putting words on a page, stringing concepts and sounds together, knowing how the written word can inform, persuade, and delight,” reveals Anne Marie.

Aware that for personal reasons it was time to make another career change, Anne Marie took stock of her interests and talents and the needs of the marketplace in late 2014. She says, “I realized that I wanted to be more directly involved in helping people achieve success (however they defined it), and I wanted to do it on my own terms.” She began the process of transforming

her informal mentoring, relationship-building, and passion for writing into a full-time career and launching a coaching practice around these skills. Making such a radical change in career path is not everyone’s cup of tea, but for Anne Marie, her new role as a career coach and resume writer – creative, grounded, and focused on making meaningful changes in people’s lives – is the perfect fit.

A Deep Dive into the World of Executive Coaching

According to Anne Marie, there are two categories of people who pursue a career in the coaching field. On one hand, there are people who decide to become a coach because they had their own mentor who made a huge impact on them. On the flipside, you will find people who had to ride through a number of rough spots on their own and wish they had known to find themselves a coach. “I am definitely in the latter camp,” states Anne Marie. “I want to help others have it easier than I did.”

Headquartered in Stamford, CT, Segal Coaching LLC is the brainchild of Anne Marie, offering leadership coaching and writing for executives and board candidates. The firm specializes in senior leadership development, team & organizational development, board & executive resume writing, LinkedIn profile writing, executive presence & personal branding, and interview preparation. The majority of Segal Coaching’s clients are C-Suite or other senior leaders, including General Counsel and board of director candidates.

Tailoring Coaching Sessions to Meet Client Needs

As an executive coach, Anne Marie considers her main job to be helping clients understand

Most of Segal Coaching’s clients

are C-Suite or other senior leaders, including General Counsel and Board of Director candidates

their values and intrinsic motivations (and how these can help them navigate their next steps) as well as how and where they get in their own way. At the same time, clients often seek her input on a variety of topics, such as creating compelling and authentic personal branding and general and specific leadership guidance including how to shift their mindset to accelerate the path to the next phase of their career.

Furthermore, Anne Marie is sought out because of her grounded and pragmatic nature. Her expertise in “how deals get done” and past leadership roles in a variety of settings, including with teams who could be better aligned or had unclear goals, sets her apart as an influential coach in the industry. At the same time, she has learned that although she can empathize with and understand a client’s challenges, it is her job as a coach to help them gain awareness and see what is – in every situation – within their power to change.

People often mention to Anne Marie that their last coach was a “cheerleader,” and that they need more than a cheerleader. They want someone who can help them make huge shifts in career, not just channel positivity. “That’s a bit of an oversimplification because we should never stop celebrating our wins,” says Anne Marie, “but it rings true about the way I work with clients.”

The Art of Personal Value Proposition Development

A core part of Anne Marie’s work revolves around personal value proposition development. Clients learn new ways to articulate and “own” their value, and this plays out in several key ways. Sometimes, they need to build confidence for their next big transformation. They may require Anne Marie’s insights on which mountain to climb, why they are climbing it, and whether they have what they need to

make the journey. “These are questions they could ask themselves directly, but there’s a heightened awareness and accountability that comes from the coaching relationship and from ‘showing up’ as I walk them through their goals, challenges, and assumptions,” Anne Marie explains.

Other times, a client has been climbing so fast that they haven’t had a chance to regroup,

so that is an essential part of the work Anne Marie and the client do together. For example, a C-Suite executive may have decided to target CEO roles. The personal value proposition they had until that point needs to shift along with their new intended target, because the value one brings as a CFO, COO, General Counsel, or other C-Suite executive is inherently different

from the expectations placed on a CEO. The same is true for executives (including CEOs) who are rebranding themselves as they pivot to serving on a corporate board of directors.

It is also often the case that someone becomes such an expert in one area that either they need to expand their personal brand beyond that area or, conversely, they need to truly lean into that expertise. Anne Marie says, “I work with clients to understand how their strengths and priorities intersect with the needs of open and potential roles in the marketplace of employers and other potential fits where they can add value.”

For the Love of Writing

As a creative person, Anne Marie considers writing a perfect medium to share a message

with a larger audience. It also helps to organize thoughts when one takes the time to put words on the page and send them out into the world. As an author, she released her first book, Master the Interview, in October 2016 and her second book, Know Yourself, Grow Your Career, in September 2017.

Anne Marie’s first book, Master the Interview, is a key resource for professionals, packed with information and guidance that will help clients thrive. From networking and creating value propositions to answering tough questions and evaluating offers, Master the Interview gives clients the tools they need to decode the interview process. Filled with insider accounts, expert advice, and workbook exercises, clients will be able to demonstrate to target employers that they are indeed the

ones to hire. She is currently in the process of revising and publishing the second edition.

Her second book, Know Yourself, Grow Your Career, is also a multi-unit workbook and designed to help individuals articulate their strengths and professional priorities (in light of current and potential roles) and develop a personal value proposition for their career. This book is a highly useful manual that is valuable to career coaches and any motivated reader who is willing to invest the time and energy in themselves to reach their goals.

Connecting with Audiences in a Meaningful Way

Anne Marie’s goal as a speaker is not only to share her insights, but to help others recognize their own wisdom. “Whether I am running my

own workshops or presenting at a conference or client site, I am always seeking to present information in a way that is meaningful for those who are attending,” she says. “I have learned many lessons over the years about how to be more effective at public speaking, and I approach it (as everything else) as a chance to continue to learn.”

PODER25: General Counsel

Diversity Talent Pipeline of Hispanic In-House Counsel

From the start and through the height of the COVID-19 pandemic, Anne Marie served as Facilitator of the PODER25 diversity pipeline for the Hispanic National Bar Association and HNBA VIA Fund. This role encompassed talent development, recruiter engagement, program

Anne Marie’s first book, ‘Master the Interview’, is packed with information and guidance that will help clients shine in their interviews

Anne Marie plans to release a second edition of her book, Master the Interview , in April 2024 and additional books are currently in the works.

management, resume feedback, career transition coaching, and overall team leadership of more than 60 Hispanic in-house lawyers who were current or high-potential candidates for Fortune 500 and other top Chief Legal Officer/General Counsel roles.

As Facilitator, Anne Marie restructured and evolved the program from an early-stage initiative to a best-in-class and highly selective leadership accelerator. She also teamed up with other program leadership to plan, recruit for, launch, and onboard PODER25’s Advisory Council of Fortune 500 and other prominent General Counsel.

Success Story

Once, Anne Marie was working with a very high-level executive who was retiring and wanted to launch a corporate board career. With Anne Marie’s help, he moved from being nervous about whether he would land a role to serving on numerous public and private company boards. He is now a mentor to others

in the same process. She shares, “This was a transformative win. At the same time, while we like to celebrate the big stories, there are lots of aha moments on every single coaching call.”

Roadmap to the Future

Going forward, Anne Marie plans to evolve Segal Coaching to meet the needs of her clients. This includes further building out of corporate board readiness coaching and programming, for example, including her signature board mastermind program. She also plans to release a second edition of Master the Interview in April 2024 and additional books are currently in the works.

In addition, Anne Marie is currently learning her fifth language - Italian - which she is documenting on a nearly daily basis on YouTube. She is always looking for new opportunities to build leadership bridges across cultures, languages, and geographies and to inspire others to transform their own professional and personal visions into reality.

Ben Sadgrove COO of Tradeview Markets

Blending Real-Life Experience with a Passion for Customer-Centricity

The journey into the world of finance was an unexpected one for Ben Sadgrove, the Chief Operating Officer (COO) of Tradeview Markets. His aspirations initially leaned towards a career in professional rugby, with dreams of representing the Australian national team, the Wallabies. However, despite his talent on the field, he fell short of his goal. "Rugby was my passion, and I had my sights set on playing at the highest level. But sometimes, life takes you on a different path," Sadgrove reflects.

Undeterred by this setback, Sadgrove chose to embark on a different path, using rugby as a means to explore the globe. His journey led him to the bustling streets of New York City,

where he joined the ranks of the New York Old Blue rugby team. Little did he know, this decision would shape his future in ways he couldn't have imagined. "I never expected that joining a rugby club in New York would lead to such significant opportunities. Sometimes, chance encounters can change the course of your life," Sadgrove remarks.

It was at this rugby club that Sadgrove crossed paths with Tim Furey, the future owner and CEO of Tradeview Markets, and Kirk Miller, who would become the head of HR. What began as a mere encounter evolved into enduring friendships and laid the foundation for a new career trajectory. "I met Tim and Kirk at the rugby club, and we hit it off instantly. Little did I know that they would become not only

my business partners but also lifelong friends," Sadgrove recalls with a smile.

Sadgrove's foray into the world of Forex commenced in 2007, when Furey invited him to join Tradeview Forex, a nascent company at the time. Before this opportunity, Sadgrove was engaged in selling office supplies, reminiscent of the popular TV show "The Office." Faced with the prospect of a career pivot, Sadgrove seized the chance for change. "Joining Tradeview Forex was a turning point for me. It was a leap of faith, but I knew I had to seize the opportunity," Sadgrove explains.

Starting as a sales associate, Sadgrove embarked on the daunting task of reaching out to potential clients with a stack of old leads. Despite the initial challenges, he gradually found his stride and honed his sales pitch, achieving a level of success that secured his place within the company. "Those early days were tough, but they taught me resilience and perseverance. I had to prove myself in a new industry, but it was worth it," Sadgrove reflects.

With each milestone achieved, Sadgrove delved deeper into the complexities of Forex

Tasked with spearheading the expansion of Tradeview Markets, Sadgrove played a pivotal role in transforming the company from a small team of 15 employees to a global workforce of 160

products and cultivated lasting relationships with clients. His dedication and expertise propelled him through the ranks, from opening individual accounts to introducing brokers, then white labels and Clearing accounts. "Every step of the way, I learned something new. It was a journey of growth and selfdiscovery," Sadgrove says.

In 2015, Sadgrove's perseverance and commitment were rewarded with a promotion to the role of COO. Tasked with spearheading the expansion of Tradeview Markets, he played a pivotal role in transforming the company from a small team of 15 employees to a global workforce of 160. "As COO, I have the privilege of leading a talented team and driving the company's growth. It's been an incredible journey, and I'm proud of what we've achieved together," Sadgrove adds.

The Rugby Roots of Tradeview Markets

The essence of Tradeview Markets is deeply intertwined with the spirit of rugby. As Sadgrove reflects, "Tradeview’s DNA has always been in Rugby, as mentioned I met Tim playing rugby

and we use the same values that we learnt playing with our company today." This ethos emphasizes teamwork over individualism, fostering a culture where every member is accountable for each other's growth and success.

"In rugby, you learn that you're only as strong as your team. That principle guides us at Tradeview, where we prioritize collective success over individual achievements," Sadgrove affirms. Central to Tradeview's philosophy is a commitment to supporting amateur rugby clubs worldwide, particularly women's teams. "We respect where we came from, and it’s our responsibility to give back to the sport that has shaped us," Sadgrove emphasizes.

While the brokerage industry boasts numerous players, Sadgrove acknowledges that differentiation can be challenging. "There is very little difference between the top brokers. We all promise the same things," he admits. However, Tradeview distinguishes itself through an unwavering dedication to providing the best customer experience. "At Tradeview, we're not content with just meeting industry standards. We strive to exceed expectations

by offering unparalleled customer service," Sadgrove asserts.

Moreover, Tradeview prides itself on its extensive range of tradable products, setting it apart from competitors. "We believe we also offer the most tradable products," Sadgrove states. Unlike many brokers who solely offer MetaTrader 4 (MT4), Tradeview provides access to a diverse array of platforms, including MT5, cTrader, and real on-exchange US equities and futures.

Established in 2004 and regulated in multiple jurisdictions, Tradeview is a multiasset brokerage firm catering to both retail and institutional traders. Its comprehensive suite of services grants clients access to various markets, including forex, stocks, futures, and contracts for difference (CFDs) on currencies, stocks, indices, energy markets, and precious metals.

"Our mission is to provide unmatched online trading solutions to traders and investors

worldwide," Sadgrove declares. Tradeview achieves this by offering a wide range of proprietary and third-party software, such as MetaTrader 4, MetaTrader 5, cTrader, and Currenex, as well as automated trading solutions like Communitraders, Tradeview Trader Pro, and TradeGateHub. "In everything we do, we are driven by our passion for trading and our commitment to creating the ultimate customer experience," Sadgrove affirms.

Shaping the Future with Commitment to Innovation

Sadgrove's vision for the future of Tradeview Markets is crystal clear: to prioritize unparalleled customer care while continually expanding the range of products and services offered. "Our vision is simple: to maintain our loyal clientele by providing second to none customer care," Sadgrove emphasizes. "At Tradeview, our customers are our top priority."

Established in 2004 and regulated in multiple jurisdictions, Tradeview is a multi-asset brokerage firm catering to both retail and institutional traders

Recognizing the paramount importance of customer satisfaction, Tradeview opts to invest heavily in technology rather than allocate substantial resources to marketing endeavors. "Instead of spending millions of dollars on marketing, we continue to reinvest in technology," Sadgrove reveals.

"We understand that the key to success lies in offering a diverse range of products and services," Sadgrove asserts. Tradeview's tech team, spearheaded by Carlos Ladino and Marcela Aguillon, has developed several proprietary software solutions to enhance the trading experience.

"Our amazing tech team has created a number of proprietary software," Sadgrove

proudly declares. Among these innovations are the Multi-Account Manager (MAM), "CommuniTraders" (copy trader), and "Tradegatehub," a free platform offering strategic market insights and connecting clients with professional traders.

"Additionally, we are thrilled to announce the launch of our own bridge called 'Vulkan,' providing clients with seamless access to all our products," Sadgrove announces. Tradeview's commitment to innovation ensures that it remains at the forefront of the brokerage industry, continuously adapting to meet the evolving needs of its clients. "We are dedicated to shaping the future of online trading," Sadgrove concludes.

Tradeview's commitment to innovation ensures that it remains at the forefront of the brokerage industry, continuously adapting to meet the evolving needs of its clients

Redefining Leadership

Sadgrove challenges the conventional notion of a Chief Operating Officer (COO) with his unconventional background and philosophy at Tradeview Markets. "I'm not the traditional COO with the so-called industry pedigree," Sadgrove acknowledges. Unlike many in his position, Sadgrove's expertise stems from 13 years of hands-on Forex experience rather than a conventional financial diploma or an MBA from an Ivy League school.

"I believe in the power of real-life experience over traditional credentials," Sadgrove asserts. His approach is informed by his diverse background, which includes a foundation in rugby—an aspect he believes sets him apart in the world of finance.

Sadgrove's philosophy is succinct: "You eat what you kill." This ethos emphasizes individual accountability and self-sufficiency within his team. "At Tradeview, everyone is responsible for

their own success," Sadgrove explains. Unlike traditional models where employees rely on a base salary and handed leads, Sadgrove instills a culture of self-motivation and mutual support.

"My goal is to foster a team-like environment where everyone feels valued and driven to contribute to the company's success," Sadgrove affirms. He aims to create an atmosphere where employees are not merely cogs in the machine but integral components driving Tradeview forward.

Looking ahead, Sadgrove's vision for Tradeview revolves around maintaining its core values while resisting the temptation to emulate larger FX companies. "I believe in staying true to our roots and prioritizing the total trading experience for our customers," Sadgrove declares. In an industry where many have lost sight of customer-centricity, Sadgrove remains steadfast in his commitment to putting the customer first.

Empowering Mompreneurs: Insights on Balancing Business Success and Family Life

Kenneth Choo is an entrepreneur, author, speaker, and event producer. He has been working with business owners for over 15 years in media, advertising, sales, and marketing. He has been helping his mompreneur community build their businesses through his creative and digital marketing consultancy for the past eight years. Since 2018, Kenneth has been producing events and workshops for his mompreneur community and has spoken on various stages and online platforms about parenting and mompreneurship.

Kenneth recently spoke with CXO Magazine about his journey into the world of mompreneurship and how mompreneurs can achieve a balance between business success and family life. In the interview, he shared effective strategies that can help mompreneurs thrive in their businesses. He is also the author of Mother Industrialist, a book that focuses on perfecting the balance between motherhood and business success. Read the excerpts of this interview here.

Kenneth Choo

Founder and Event Producer, Changemakers Virtual Summit

Can you share a bit about your journey into the world of mompreneurship and your motivation for working with this specific group of entrepreneurs?

This journey started 15 years ago when I was working in Motherhood Magazine as an advertising sales executive, and that was the time I started working closely with my clients, most of whom are mothers who started businesses. I love working with them because a lot of them started their business because they want to be able to spend more time with their children.

Having worked with over 1000 mompreneurs, what inspired you to focus on empowering this particular demographic?

The inspiration came from my own experience when I worked with these mompreneurs in the past 15 years and saw where my peers were. Most of

For both my podcast and events, I’m always focusing on spotlighting on the life stories of my guests and speakers

them are working moms who are struggling with the guilt of not being able to spend more time with their children.

How do you believe mompreneurs can achieve a balance between business success and family life?

I believe that it is possible because I have been seeing how their business has grown in the past 15 years and how they are achieving the balance between business and parenting. They are the living testimonials of this balance.

Could you provide some insights into the key principles or advice you share in your book, "Mother Industrialist - Perfecting the Balance between Motherhood and Business Success"?

I share about the 3Ps - Passion, Purpose, and profit where this is the Mompreneur Blueprint for

aspiring mompreneurs to use as reference. I also share & feature the 25 mompreneurs’ stories that are based on Passion and purpose.

Are there specific challenges that you address in your book, and how do you propose overcoming them?

The challenges of profiting from business and the lack of financial literacy. That’s why in my book I talked about Profit and using examples to help them to increase their confidence in valuing their time in their business.

As a Mompreneur Biz Strategist & Mentor, what key strategies have you found most effective in helping mompreneurs thrive in their businesses?

I will always work with them and delve deeper into their WHY. I will use self-discovery tools to help them to achieve their self-awareness.

Your role as a podcast host and event producer in the realm of mompreneurship - how do these platforms contribute to empowering and connecting mompreneurs?

For both my podcast and events, I’m always focusing on spotlighting on the life stories of my guests and speakers. With these stories, the mompreneurs will be able to resonate and connect with each other.

In your digital marketing consultancy for mompreneurs, what are the common challenges you observe, and how do you tailor your services to address these challenges?

The common challenges are:

Do it all by themselves because they are not willing to let go and outsource.

Time management and always saying “No Time or Not enough time”

Catching up with marketing trends to promote their business

Instead of providing them with individual services, I propose to do marketing retainer for them if they have the budget. If not, they can always take up my coaching packages.

Balancing work and family is a significant theme in your work. What advice do you have for mompreneurs struggling to find this equilibrium? My advice for them is to ask them what makes them happy and spend time to find out what they are passionate about or what’s their life purpose? Because if they are happy and having a great life purpose, they will be very good role model for their children.

From your vantage point, how do you see the landscape of mompreneurship evolving in the coming years?

I see the landscape changing as women empowerment in areas in business, tech and web3. We can also see that more and more women leaders and entrepreneurs stepping up especially in developing countries.

Instead of providing them with individual services, I propose to do marketing retainer for them if they have the budget

What message or piece of advice would you like to convey to aspiring mompreneurs or those currently navigating the challenges of entrepreneurship and motherhood? My advice would be to give entrepreneurship a shot although it is not for everyone and see how it can change your life and your children’s life.

David Molapo President, I Can 4 IR

Nurturing the Next Generation of Leaders for Success

From humble beginnings to raising leaders and impacting nations, Dr David Molapo’s journey is driven by the desire to create value, make a difference, and find a deeper sense of meaning in all his endeavors. David, an iconic figure in the executive leadership development industry in Africa, is the founder of the I Can Leadership Institute Africa and CEO at I CAN 4IR. As the first Black pioneer in the South African space, his transformative impact in this industry, coupled with his commitment to excellence, has earned him a prominent place in the business world. David has carved his path and embraced risk and resilience to pave the way for his ascent

to the summit of success. Today, as a gifted speaker, he has the ability to impact corporates, government, and community leaders through his experiences, actions, and, most notably, his speeches.

Let’s dive deep into David’s journey and witness how he is leading the charge toward shaping leadership futures and driving economic business success.

Humble Beginnings

David was born in KwaThema, a township south-west of Springs, South Africa. Growing up, his family faced financial hardships, and therefore, opportunities seemed scarce. At the

tender age of 13, he was a customer of the police with free accommodation in jail for political activism. During such turbulent times, someone shared a text with him from the Bible Philippians 4:13 that changed his life forever.

“It evoked a world of possibility, and I began to visualize, verbalize, and materialize about my dreams and future. Today, my dreams have become a reality,” shares David.

Despite facing numerous setbacks, David was determined to break this cycle and make a positive impact on his motherland and the world. Education became his beacon of hope, and as an academically bright student, he embraced every chance to learn, grow, and explore new horizons.

“I realized that education - formal and informalwas the ultimate key to my total freedom,” assets David. Before leaving South Africa, he was already a Maths and Science Teacher and a staunch promoter of Science, Technology, Engineering, Arts and Mathematics (STEAM). Based on merit, he was given an opportunity to leave South Africa and study in the USA through the United Nations Educational Programme for South Africans.

However, upon his return from the USA, a move inspired by Dr. Nelson Mandela, loaded with a Bachelor of Science in Education, a master’s degree in leadership, a Doctorate in Leadership focusing on Comparative Religion, and a Ph.D. in Leadership & Management, David could not find a job. This led him to visit local high schools to encourage, enable, empower, and equip young people with marketing, work readiness, sales, entrepreneurial, and leadership skills. He later discovered what motivational speaking was all about and how much it had the power to bring out the best in people.

Presently, ICAN inspirational sessions are touching millions of lives across the world. This year, David and his team are hosting the 24th ICAN Global Leadership Summit in South Africa

I Can 4 IR: A Reliable Partner for Leadership Journey to Excellence

When David became the first Black director of Dimension Data Holdings, he was given an opportunity to interact with CEOs and top executives across the world. He soon realized that there was a massive leadership bankruptcy in the Corporates, Government, and Community space. Taking ownership of his own career path, he started developing himself in this area and established I CAN 4IR, an inspirational speaking, coaching, and mentoring consulting company in 2018. Since then, the company has been guided by its core values of personal empowerment, innovation, tolerance, integrity, and quality service.

“At I CAN 4 IR, our commitment to excellence in leadership development and support is reflected in the satisfaction of completing 2000+ projects and more than 9500 happy customers. We take pride in being a trusted partner in shaping leadership futures and driving economic business success,” proudly states David. Presently, ICAN inspirational sessions are touching millions of lives across the world. This year, David and his team are hosting the 24th ICAN Global Leadership Summit in South Africa.

Premium Service Offerings

I Can 4 IR is a professional leadership consulting company, providing coaching and workshops for businesses, individuals, organisations, and teams to improve performance. Whether clients need assistance with leadership styles, effective communication strategies, decisionmaking techniques, or team management, I Can 4 IR offers contextually relevant answers and suggestions. The company takes pride in providing guidance with personalized coaching or mentoring from experienced professionals to

ensure a comprehensive and tailored approach to leadership development.

Moreover, I Can 4 IR also develops workshops and mentoring programs that support its client’s ability to deliver on their own learning goals. These workshops focus on using client’s strengths and supporting their growth & development through ongoing self-awareness, positive mental attitude, and practical applications.

Tailoring Services to Meet the Unique Needs of Each Client

According to David, things don’t end wrong, they start wrong. Therefore, starting right by establishing a relationship with the client is “KEY”. He also considers listening carefully and assessing the challenges/problems to be the next crucial step. Likewise, getting the buy-in of all stakeholders and co-developing the solutions is a must. This is followed by implementing

I Can 4 IR also develops workshops and mentoring programs that support its client’s ability to deliver on their own learning goals

customized, proposed solutions, and evaluating the effectiveness of programs. Last but not least, ensuring that there is ownership after the customized process is important.

Navigating the Challenges of the Modern Business Landscape

From a seasoned leader’s perspective, David shares that it is a challenge for many leaders to break from the traditional mold of leadership and follow new practices. To make matters difficult, the modern business landscape is shifting gradually with or without the leader’s

consent. Therefore, leaders at all levels must now review their strategies and methodologies and take a tough stance to remove those that are obsolete while at the same time, setting new models that are more enabling and suitable for the present times.

Here comes the true role of I Can 4 IR. Under David’s leadership, the I Can 4 IR seasoned team assists the current and emerging leaders to intentionally make efforts to keep abreast of the evolving trends and develop a suitable strategy that will allow them to respond to uncertain situations. The team also coaches clients on

servant leadership style. Likewise, they help clients embrace the code of ethics to become their leadership handbook so that they can promote personal accountability and build trust with those they lead. As a reliable partner for the leadership journey to excellence, I Can 4 IR enables and empowers leaders to be honorable, steadfast, and thoughtful in their decisionmaking, thus promoting the greater good for all.

The Need for True Leadership in the 4th Industrial Revolution Era

In David’s opinion, the education system in South Africa has been failing its youth due to a lack of quality education, trained educators, and modern infrastructure. He, therefore, feels that digital technologies have the potential to empower the youth and entrepreneurs with access to information, job opportunities, and services that will improve their standards of living. Digitalization also gives the next generation of leaders an advantage because they are innately tech-savvy, and they understand the digital world better. Furthermore, he highlights that digital entrepreneurship platforms do not require young people to have years’ worth of expensive education. Micro-courses can get leaders where they need to be in their entrepreneurial journey which is the key to their future. They are aware that their future is in utilizing digital solutions for employment and running their own businesses. Therefore, it is vital to encourage organizations to upskill, reskill, and cross-skill their employees.

Due to new technologies that are deployed and changing demands, David and his team at I Can 4 IR coach and mentor organizations to become more supportive of employees. The company also provides practical solutions,

resulting in increased productivity, efficiency, and quality in processes, greater safety for workers, enhanced decision-making with databased tools, and improved competitiveness. “We walk with them through the change management journey so that they can end up with a happy engaged workforce,” shares David.

In addition, David feels that the key to creating a successful start-up in the Fourth Industrial Revolution [4IR] era is about being willing and able to recognize, embrace, and utilize technological advantage as a part of their business model from the ground up. Thus, entrepreneurs who want to improve their startups, and become bolder and smarter must also invest in the professional advice of leading consulting companies such as I Can 4 IR which provide valuable tools for gaining knowledge and understanding required to stay relevant in today’s business landscape.

Tracking Project Progress for Success

When it comes to tracking the progress of a project, David along with the client uses KPIs and is open to inviting independent M&E companies to measure the effectiveness of their programs. In the case of rolling out the change management campaigns, financial literacy & wellness programs, and financial literacy awareness programs, David and his team use the engagement rate which tracks the percentage of their change agents/ambassadors involved in the various departments and communities.

Similarly, in community leaders, clients, management, organized labor, and unions feedback HOT (Honest, Open & Transparent) sessions, candid opinions, and feedback are welcome from the attendees on the effectiveness of I Can 4 IR’s programs as service providers.

But, at times, it also happens statistically, through outside surveys and feedback generators.

Staying Ahead of the Curve

David plans to stay ahead of the curve through his personal development plan for leadership, based on key themes of self-acceptance, selfmanagement, and self-development. He also plans to use tools, frameworks, and practices to help his expert team navigate workplace challenges, and further their abilities to lead, negotiate, and influence with impact. He also plans to motivate and encourage his team to focus on their unique leadership style and strengths. He also aims to tap into I Can 4 IR’s international connections to join a global network of like-minded professionals striving to drive gender balance in leadership positions.

David, while revealing this year’s plans, says, “This year we are already developing the ICAN 5IR and AI Curriculum that will impact Early Childhood Development Centers, the next generation of leaders, governments, nonprofit organizations, and corporates.”

Due to new technologies that are deployed and changing demands, David and his team at I Can 4 IR coach and mentor organizations to become more supportive of employees

Going forward, David plans to foster intergenerational relationships and leadership and nurture future leaders

Lessons Learnt

Throughout his extensive career, David has imbibed some valuable lessons into his leadership role that make him a trailblazer in the executive leadership development industry. These lessons include talking less and listening

more, accepting and responding to both positive and negative feedback, taking care of his team in all areas, learning to be adaptable and flexible, and growing from the upside of failure.

Personal Sources of Inspiration

As an insightful, driven, and astute leader, David finds inspiration from meeting incredible nation builders who are unsung heroes and heroines and seeking positive feedback from people and organizations that are succeeding due to the intervention processes. He also enjoys his work of enabling, empowering, and equipping people with skills, thereby giving hope to millions of people through I Can 4 IR’s “live sessions”, TV and media stints, and giving back to disadvantaged communities that they most effectively carry their faith into the world.

Roadmap to the Future

Going forward, David plans to foster intergenerational relationships and leadership and nurture future leaders. He also aspires to identify, develop, and deploy at least 500 000 dynamic leaders to impact Governments, Corporates, Entrepreneurs, and Non-profit organizations in 50 Countries. He also aims to maximize I Can 4 IR’s diversity and enrich its base with skills from many people.

Pearls of Wisdom

David recommends aspiring leaders learn to maximize today and enjoy the moment of the “now”. He also suggests they keep pride and arrogance in check, become early risk-takers, manage their time wisely, seek coaches, mentors, and therapists for their personal growth, be inventive and give back to their communities.

Chief Human Resources Officer, AEON Malaysia

Dr. Kasuma Satria

HR LEADER FROM ASIA

Cultivating a Motivated, Engaged, & High-Performing Workforce

In an ever-evolving world driven by technological advancements and shifting work dynamics, the Human Resource (HR) leadership takes on a multifaceted role that goes beyond traditional management practices. By embodying visionary leadership, nurturing talent, promoting a diverse and inclusive culture, and advocating for employee well-being, HR leaders contribute immensely to the organization's success and sustainable growth.

Dr Kasuma Satria is one such remarkable HR leader who specializes in creating a motivated, engaged, and high-performing workforce. He is a seasoned executive with over two decades of experience in growing businesses, developing people, and strengthening organizations in Europe and Asia Pacific. At AEON Malaysia, he currently serves as Chief Human Resources

Officer, responsible for the Company’s Human Resources, Sustainability, Corporate Services and Corporate Communications functions. He is also a recognized industry expert at HRD Corp - Human Resource Development Corporation and a Board Member of the GovernmentIndustry TVET Coordination Body (GITC). Today, Kasuma’s success story is a testament to the transformative power of HR for delivering a world-class workplace and a shining example for the next generation of HR leaders.

An Accidental Entry into the HRM World

Kasuma’s entry into the HRM world was accidental. He was initially working in operations for an oil and gas company when his CEO suddenly asked him to take on the role of HR,

to which Kasuma agreed promptly. Soon after he joined the HR department, the Company announced that it would embark on a new business format. Kasuma was given the task of executing the transformation plan involving organizational restructuring and repositioning of employees, which included layoffs. This primary experience was his entry point into the HR profession. It opened his eyes and made him understand the importance, criticality, value, and impact of human resources for an

organization’s success. After completion of his first HR assignment, Kasuma went back to the business role and, a few years later, joined another oil and gas company as Corporate Project Manager. Subsequently, he was asked to join HR and was promoted and transferred to the Group HQ office in Paris, France, as Group Vice President of Sourcing and Recruitment.

After working abroad for two years, Kasuma moved back to Malaysia to take on the role of Regional Vice President of Human

Resources and Corporate Development in Asia Pacific. He was then presented with the opportunity to work as Head of Business Operations in Borneo as the Vice President of East Malaysia, and Brunei, where he managed more than 200 engineers in 4 office locations, Miri, Bintulu, Kota Kinabalu, and Kuala Belait, Brunei. In 2018, after working for over two decades in the oil and gas industry, he decided to take up an offer to do national service and joined an education transformation consultancy company focusing on human capital development and national building. In 2020, Kasuma joined AEON Malaysia as the Chief Human Resources Officer (CHRO).

AEON Malaysia: Creating Smiles, Connecting Hearts

Headquartered in Japan, AEON Co Ltd is a Japanese diversified retail holding company and one of the largest retail companies in Japan. The company traces its origins back to 1758 during the Edo period in Japan when it was established as a small sundry goods store called Okada-ya. In 1969,

Okada-ya merged with Futagi and Jiro Inoue to become JUSCO (Japanese United Store Company), and in 2001, the company officially changed its name to AEON. To date, AEON has grown to become a group of 300 companies with 570,000 employees, generating USD 70 billion in revenues, and operating in 14 countries.

AEON’s story in Malaysia started in 1984 with the company accepting the Government of Malaysia Look East Policy invitation to help modernise the retail industry.

Starting with only one store in Dayabumi in 1985, AEON Malaysia grew to a strong network of 28 malls, 34 departmental stores, 7 AEON MaxValu supermarkets, 64 AEON Wellness pharmacies and 45 DAISO shops and MyAEON2go e-commerce businesses. Currently, it is supported by more than 12,000 employees, 3,000 tenants and business partners, and more than two million AEON Member Plus cardholders. Apart from the abovementioned, AEON Malaysia also provides shared-services support to other AEON companies in Malaysia.

Currently, AEON Group Malaysia is supported by 17,000 employees, 4,000 tenants and business partners, and more than two million AEON Member Plus cardholders

AEON practices an open policy where staff can freely email, WhatsApp and/or come physically to meet any of the HR team members

A 'Customer First' Philosophy

AEON is committed to a 'Customer First' philosophy, driving strategic initiatives to adapt to changing customer needs. The company is currently undergoing a digital transformation to enhance innovation and synergy, staying responsive in the evolving digital landscape. Simultaneously, AEON is revitalizing malls to offer a seamless and modern shopping experience, transforming them into venues for diverse lifestyle activities.

Moreover, AEON prioritizes green and sustainable practices. This commitment is evident through initiatives such as the successful reforestation program in the Japan-Malaysia Friendship Forest, where 30,000 trees have been planted. AEON has also installed solar panels in all its malls in phases, implemented measures to enhance energy efficiency, and actively works towards reducing and managing waste, particularly food wastage, with a focus on recycling. Starting 1 January 2023, AEON has pledged to eliminate the use of single-use plastics in all its stores nationwide, aligning with the increasing customer preference for environmental responsibility. The company also focuses on delivering the best value to customers through competitive pricing, promotions, and loyalty programs, thereby reinforcing its dedication to customer satisfaction.

Developing and Sustaining Employees

One of the ways in which AEON prioritizes employee engagement and development is by identifying critical positions within the company. This is followed by identifying the key talent via conducting the people review process. A panel made of a multi-functional team reviews the selected individuals together with HR and places them in one of the 9-box diagrams of performance and potential. The person placed in the top 3 boxes of the 9-box

diagram (A2, A1, and B2) is grouped under the Key People category, referred to as the talent pool. The HR team then maps the number and level of the key people in critical positions, including their status (ready for career development (RCD), well-placed (WP), and not well-placed (NWP). The key people ready for career development are determined as per their readiness state: short-term (ST), mid-term (MT), or long-term (LT). A specific career plan for the key people is then developed, which involves engagement sessions, coaching, mentoring, training, and assignments.

Next comes the power of realization. This is a crucial step where the HR team, under Kasuma’s leadership, monitors whether necessary actions are taken, reality checks have occurred, and modifications are done and made on the go. The AEON HRBPs (HR Business Partners) act as talent managers who engage with key people regularly to monitor motivation and satisfaction levels and are on the lookout for any potential issues. The engagement and development of the key people via the talent pool is structured as it is tracked and monitored closely. Moreover, the HR team ensures that the respective key individuals take ownership and accountability and participate directly in the engagement, development, and retention of the organization’s key people.

Finally, for all staff members, regardless of whether they are in the talent pool or otherwise, every year, they need to complete their Individual Development Plan (IDP) process. This is to identify their training and development needs, career aspirations, and mobility status. Employees can request training, apply for jobs in the internal job advertisement, and or request a meeting with

any of the HR team, including the CHRO. Furthermore, AEON practices an open policy where staff can freely email, WhatsApp and/or come physically to meet any of the HR team members.

Crafting a Positive Workplace Culture

AEON people live the Company’s values called the AEON DNA. It states the following: (1) AEON people are always grateful to other people for their support and assistance and always act with humility; (2) AEON people value the trust of others and always act with integrity and sincerity; (3) AEON people always seek ways to exceed customer expectations, (4) AEON people continually challenge themselves to accomplish AEON ideals and (5) AEON people support local community growth via acting as good corporate citizens. These values are recited, practiced, and celebrated regularly by AEON’s people.

Kasuma, when asked about AEON’s DNA, shares, “Personally, I feel that the AEON DNA is very complete and beautiful as it provides a good moral compass on how AEON people should behave and react. This is the essence of the Company culture, and due to this, I find a strong family culture within the Company, and this is indeed a winning recipe.” He also reveals that the AEON DNA is going to be renewed as a way to keep it forever current and relevant to the workplace and marketplace challenges. In addition, several related initiatives have been identified, including the development of the new Group Future Vision and AEON Retail Malaysia Vision, Mission, and Values. The activities include a communication and engagement plan, focus group sessions, and identification of champions and ambassadors at HQ, business units, and stores/mall locations.

Unlocking Limitless Possibilities Through Collaborations

At AEON, stakeholder engagement is a crucial process that helps the company understand customer needs, enable key insights to further improve processes, products, and service levels, and strengthen relationships with relevant stakeholders for future growth

At AEON, stakeholder engagement is a crucial process that helps the company understand customer needs, enable key insights to further improve processes, products, and service levels, and strengthen relationships with relevant stakeholders for future growth. Collaborative engagement with stakeholders creates a future of limitless possibilities by fostering innovation, enabling customercentric solutions, optimizing supply chains, integrating with communities, adopting cutting-edge technologies, and promoting sustainability. This collective approach ensures that AEON remains adaptable and resilient in the face of evolving challenges and opportunities.

Fostering Sustainable and Mutually Beneficial Relationships

AEON actively engages in community outreach programs and collaborates with local businesses and

the Government to support the local economy and provide diverse product offerings. The company also fosters a supportive environment for tenants through collaboration, marketing efforts, and sustainable initiatives. Moreover, regular communication, CSR programs, and customer feedback integration contribute to transparency and open dialogue, strengthening relationships with stakeholders. Additionally, by investing in training programs and emphasizing sustainability, AEON aims to build enduring partnerships that contribute to the long-term success of both the company and its stakeholders.

Making a Difference in the Community

The Malaysia AEON Foundation (MAF) is the charity arm of the AEON group of companies in Malaysia. Since 2004, it has embarked on and supported many initiatives that are related to its

basic principle of promoting peace, people, and community. In 2020, AEON adopted the United Nations Sustainable Development Goals (SDGs). Some of MAF’s notable initiatives include the AEON Berkat Ramadhan initiative, where MAF contributed 300 motorcycles to individuals who lost their jobs due to the pandemic, appointing them as AEON riders. Another significant effort is the AEON Sayap Bagimu initiative, where MAF donated 3,000 Samsung Galaxy tablets to students from underprivileged families. Through the AEON Smart Classroom program, AEON upgrades classrooms in 52 identified secondary schools with smart facilities such as digital boards. Additionally, MAF launched the AEON KAMI initiative, a program addressing urban poverty by providing skills, mentoring, and employment opportunities at AEON-related centers. In times of natural disasters, the AEON

Bantu initiative steps in to assist those affected, such as aiding individuals impacted by floods or landslides. The AEON Mesra initiative further extends support to underprivileged children during festive periods, including Chinese New Year, Eid Mubarak, Deepavali, and Christmas, bringing joy to those in need. These initiatives showcase MAF's dedication to creating positive societal impact across various sectors.

Leadership Philosophy

Over the years, Kasuma’s work experiences and life journey led him to understand, respect, appreciate, and adjust to the multiple cultures, diversity, and working styles of industries and people all over the world. These experiences taught him to always adapt, remain agile, be open and develop a positive mindset. He also understood that in any organization, delivering good performance is an expected outcome from the employee. However, it alone does not secure long-term success. To do well, employees must go the extra mile and strive to gain ‘acceptance and trust’ from the key stakeholders.

As a true AEON people, Kasuma’s leadership style is about living and balancing the 3H (Head, Hand and Heart). He strongly believes that we need to balance our ‘head’ (which represents IQ, theories, skills and competencies) with the

‘hand’ (which represents the ability to execute, get things done, being ‘Gemba’ or handson) and finally, balancing both the head and hand with the ‘heart,’ always ensuring we build and develop people, giving safe space for the team to grow and become successful, having a genuine interest in their success and wellbeing, helping, mentoring and coaching them to be all that they can be. He also believes in the magic of togetherness; we get more by sharing and giving than taking. “When you help people grow, success comes to you sooner than you think,” shares Kasuma. In the end, he considers himself both an HR professional who understands business and a businessperson who practices HR.

Embracing Growth Through Adversity

Kasuma joined AEON Malaysia at the beginning of the COVID-19 pandemic to execute the organizational change and transformation plan as described and defined in the AEON Playbook 2020 to 2023. Looking back, Kasuma states that it was a massive undertaking with the arrival of the pandemic as the business parameters and dynamics were fast changing. Due to this reason, Kasuma and the leadership team of AEON decided to catch the market and execute their plan within one year

Over the years,

Kasuma’s

work experiences and life journey led him to understand, respect, appreciate, and adjust to the multiple cultures, diversity, and working styles of industries and people all over the world

instead of the original three years. Their strategy was not to go for perfection but rather to fly the plane while building it and land safely to its destination. “It was a very bold and aggressive move, but we did it,” shares Kasuma. He further asserts that the team worked quickly with great agility, motivation, and drive, and within one year, they were successful in putting together a new organizational structure, establishing the digital entrepreneurial division (Engine2.0), introducing data analytics, and strengthening the Company's IT capabilities.

Furthermore, AEON introduced the concept of AEON ecosystems combining and leveraging the value and strengths of all AEON companies in Malaysia, introduced many new collaborative initiatives with suppliers and partners to get closer to market and customers, working even more closely with AEON Workers and AEON Managers Union Organizations.

To achieve their goals, Kasuma and his team strived hard and also brought in new talents with specialized skills and abilities. Kasuma highlights that it is important and critical to ensure the two groups of people (the regular and new staff) have mutual respect for one another, use the same lingo (languages), and work well together. To ensure the above, they conducted a buddy system (partnering newly joined staff with the regular staff), online social gathering sessions, formed change managers' WhatsApp groups, and learning and sharing sessions. As the situation improved and Malaysia moved into the endemic stage, the AEON staff embraced the AEON DNA and practiced the 3H (Head-HandHeart) concept.

The AEON team did all the above and, at the same time, handled and managed the pandemic crisis, which was impacting the business and

affecting its people. As a retailer, AEON was among the country’s first frontline. To set an example and motivate the staff, the leaders took the lead and chose to be with the staff in the front. Likewise, the staff’s health and safety were AEON’s biggest concerns. The company negotiated hard to get the government to recognize and give priority to retail people to be among the first batch of vaccine recipients in the country. It also closely monitored its staff’s covid related cases by contacting them regularly to get to know their conditions and delivering them food and medical supplies during their quarantine period; for COVID-19 casualty cases, the company provided compensation worth 12 months' staff salary to the family, in addition to company insurances and other related benefits.

Celebrating Success

For Kasuma, one of the biggest achievements was witnessing AEON’s progress and how well the team performed and achieved goals despite the pandemic. The team was not only successful in translating the transformation plan into practice but also in helping AEON come out from the pandemic better than before.

Roadmap for the Future

Going forward, AEON Group Malaysia will continue to grow and become more modern and attractive, with better products, offers, and services that align with the needs and wants of its customers. It will also continue to strengthen its data analytics capabilities, further improve its supply chain, and incorporate more digitalization and automation. On the people side, Kasuma and his team will position and target AEON to be the reference company that is most admired for its people, performance, and partnerships.

Branding is Dead, Long Live Branding: Embracing Principles and Strategies Over Outdated Associations

Howie Chan is the founder and principal brand strategist at Healthy Brand Consulting. He has over two decades of experience building brands in healthcare across Biotech, Pharma, Medtech, Provider, Payer, and Digital Health for startups and Fortune 500 companies. Prior to founding Healthy Brand Consulting, he was the Managing Director of Brand Strategy at Real Chemistry (one of the largest independent healthcare agencies in the world). He is also an executive coach who helps leaders with their personal brand as well as hosts a podcast called The Healthy Brand Podcast. Connect with Howie on LinkedIn for daily posts about brand, strategy, and self-mastery.

Founder of Healthy Brand Consulting

Howie Chan

In today's rapidly evolving business landscape, the term "branding" has become synonymous with outdated notions of logos, colors, and visual aesthetics. It's time to toss aside these old ideas and focus on the principles and strategies that truly matter. As hard as it may be, we have to remove the label and digest its contents. Time to shift our perspective to move beyond the conventional understanding of branding, and to instead embrace its true power in shaping human behavior.

The traditional view of branding as a superficial, cosmetic exercise must be discarded in favor of a more profound approach. Rather than fixating on the word "branding," we should center our attention on the principles and strategies that drive successful culture cultivation and market domination. So forget about the term branding and let's delve into three critical aspects that C-suite executives must consider to harness the full potential of branding without being limited by the word itself.

Leveraging behavioral science:

To influence humans, you have to understand human behavior. Rather than design, it's about understanding the psychology of your target audience and utilizing that knowledge to influence their choices. This transcends the confines of logos and visuals; it's about tapping into the emotional and rational drivers that govern decision-making. This applies not just to customers, but also employees when cultivating a strong culture.

Consumer/ employee Insights: Begin by gaining profound insights into your audience's needs, desires, fears, and aspirations. Understand the emotional triggers that motivate

their decisions. By intimately knowing your audience, you can create messaging and experiences that resonate deeply.

Emotional connection: Develop narratives and stories that forge emotional connections with people. Emotions often play a more substantial role in decision-making than rational thinking. Craft stories that evoke feelings of trust, loyalty, and belonging, making consumers more likely to align with your company and your offer.

Building consistency and trust

Effective shaping of the market transcends onetime efforts; it's a continuous commitment to consistency and trust-building. Inconsistencies in execution can confuse and alienate your audience, eroding trust and loyalty. Consistency, on the other hand, reinforces your company’s identity and commitments.

Integration and alignment: Ensure that every interaction, from marketing campaigns to customer service touchpoints, reflects your company’s or product’s core values and message. Consistency reinforces your its identity and builds trust over time.

Trustworthiness: Trust forms the bedrock of loyalty. Establish your company and product as reliable, transparent, and customer-centric. When people trust it, they are more likely to engage with it and become advocates.

Harnessing Emotional Appeal

Leaning into emotions is a potent tool for driving behavioral change. It can motivate customers to take specific actions, whether it's making a purchase, subscribing to a newsletter, or

championing a cause. To achieve this, we must tap into the emotional drivers that lead to action.

Behavioral Triggers: Identify the behaviors you wish to encourage and the emotions associated with them. Tailor your efforts to trigger these emotions. For example, if you want customers to adopt a healthier lifestyle, evoke feelings of well-being and empowerment.

Long-term Impact: Realize that any transformation is a long-term investment in behavioral change. It's not about quick wins but about gradually shifting perceptions and actions. Consistency in messaging and experience is vital for sustained behavior change.

As C-suite executives, it's imperative to recognize that the traditional understanding of branding is outdated and limited. I have

By intimately knowing your audience, you can create messaging and experiences that resonate deeply

As C-suite executives, it's imperative to recognize that the traditional understanding of branding is outdated and limited

not used the word “brand” or “branding” in any of the principles above and yet, they stem from this discipline. So instead of clinging to the word "branding," and become limited by your perceptions, embrace the principles and strategies that drive it. It's a strategic discipline capable of shaping human behavior and driving business success.

In an increasingly competitive marketplace where consumer choices are influenced by both rational and emotional factors, rethinking the outdated perceptions and concept of branding is not just prudent; it's essential. "Branding is Dead, Long Live Branding" calls us to abandon the old notions and to focus on the strategies

and principles that lead to meaningful, lasting change. By leveraging the psychology of your audience, fostering consistency, and tapping into emotional appeal, your organization can harness the full power of branding to positively influence customer and employee behavior.

Associations with the word "branding" may be outdated and should be put into the ground, but the principles and strategies that underpin it are very much alive and capable of propelling your organization towards sustained growth and customer loyalty. It's time to embrace a new era of branding, one that transcends mere aesthetics and truly influences human behavior.

Stephen Tjoa Group Chief People Officer, BoardRoom Group

HR LEADER FROM ASIA

Shaping the Future of Human Capital Management through Innovation and Compassion

In the dynamic world of professional services, where people are the lifeblood of success, Stephen Tjoa stands tall as a trailblazer in strategic leadership and human capital expertise. With a career spanning over three decades, including a remarkable stint as a Partner and HR luminary at KPMG, Tjoa brings a wealth of experience to his current role as the Group Chief People Officer at BoardRoom Group. His journey from shaping the human capital landscape at KPMG to charting new territories at BoardRoom Group is a captivating tale of resilience, adaptability, and unwavering dedication to organizational excellence and employee well-being.

Reflecting on his transition from KPMG to BoardRoom Group, Tjoa paints a picture of

continuity intertwined with innovation. "In many respects, KPMG and BoardRoom share many similarities," he says, highlighting the common threads of professional ethos and talent strategy that bind the two organizations together. These shared foundations provided Tjoa with a solid launchpad to embark on his mission to elevate BoardRoom Group's people-centric initiatives and solidify its reputation as a sought-after employer across diverse geographies.

Upon assuming the mantle of Group Chief People Officer at BoardRoom Group, Tjoa wasted no time in rolling out a holistic strategy aimed at nurturing a culture of growth and engagement. "The objectives laid out for me were clear," he recalls, emphasizing the importance of laying down strong people

At the heart of Stephen Tjoa's leadership philosophy lies a profound belief in the power of human potential and the transformative impact of empathy and humility

foundations and fostering a culture of continuous learning and development. One of his proudest achievements is the establishment of the BoardRoom Academy, a groundbreaking initiative aimed at providing employees with structured learning pathways and leadership development programs.

But Tjoa's journey wasn't without its challenges. As he navigated the complexities of change management and cultural transformation within BoardRoom Group, he relied on his keen business acumen and unwavering commitment to people-centric values to steer the organization toward success. "Change management was inevitable for us," he reflects, "and we had to have the right people and systems in place to meet these challenges."

Fostering Human Potential and Values-Based Leadership

At the heart of Stephen Tjoa's leadership philosophy lies a profound belief in the power of human potential and the transformative impact of empathy and humility. For Tjoa, these values aren't just lofty ideals; they are the bedrock upon which successful organizations are built. "In any credible study or barometer, people issues remain one of the top 10 challenges of any organization," he observes, highlighting the enduring importance of prioritizing human capital in the corporate landscape.

Drawing from his wealth of experience, Tjoa underscores the critical role of nurturing talent and fostering a culture of empathy and respect within organizations. "Nothing rivals the significance of getting the right people, developing them, and retaining the best to

establish an organization’s true competitive advantage," he affirms, emphasizing the authentic embrace of human capital as a tangible asset rather than mere rhetoric.

Recognizing the inherent complexities of human nature, Tjoa acknowledges that managing people is not an exact science but rather a nuanced endeavor guided by empathy and humility. "Human beings are wholly unpredictable," he reflects, emphasizing the need for leaders to provide avenues for individuals to thrive on their own terms. "Every human being aspires to reach his or her potential, whatever he or she decides that would be," Tjoa observes, highlighting the universal desire for purpose and fulfillment in both personal and professional pursuits.

As a leader in the talent space, Tjoa sees his role as a facilitator of personal and professional growth, guided by the principles of empathy, humility, and respect. "Through empathy, humility, and respect, we are able to establish trust in an authentic manner," he asserts, underscoring the importance of leading by example and cultivating a valuesbased organizational culture.

For Tjoa, leadership is not a title bestowed upon those with tenure or experience; it is a continuous journey marked by resilience, adaptability, and a steadfast commitment to navigating through adversity. "Good leaders are forged in fire," he remarks, reflecting on his three-decade-long career punctuated by economic crises, pandemics, and personal challenges. "The true measure of success is how one navigates through these complexities and helps people along the way," Tjoa adds, encapsulating the essence of values-based leadership in times of uncertainty and change.

With over three decades of hands-on experience in talent management, Stephen Tjoa has honed a strategic approach to recruitment, development, management, and retention that is both insightful and pragmatic

Nurturing Talent and Cultivating Organizational Success

Stephen Tjoa has developed a strategic approach to talent management that emphasizes recruitment, development, management, and retention. For Tjoa, there is no one-size-fits-all solution in the talent space; instead, success lies in understanding the unique needs and challenges of each organization and crafting tailored strategies to address them.

"When we say we want to recruit the best, do we clearly define what the 'best' is in our context and industry?" Tjoa challenges, highlighting the importance of aligning recruitment criteria with organizational objectives. He advocates a shift from the generic notion of "best" to a more practical understanding of "ideal" candidates who fit the organization's culture, goals and business model. Tjoa underscores the need for clarity in defining organizational objectives and sourcing talent that best aligns with these requirements.

In Tjoa's view, retention strategies must also be rooted in a deep understanding of employee needs and motivations. "There is a significant amount of work-life predictability that people are after," he observes, emphasizing the importance of offering flexible work arrangements and opportunities for professional growth. Rather than relying solely on monetary incentives, Tjoa advocates for a holistic approach that prioritizes employee experience and well-being.

Furthermore, Tjoa emphasizes the value of learning from existing HR solutions and being open to ideas that may work well in unique circumstances. "Always be ready to share and be open to the ideas which may work well in your unique circumstances," he advises, underscoring the importance of collaboration and knowledgesharing in driving organizational success.

Central to Tjoa's approach is the development of simple, practical strategies that yield measurable outcomes within a short to medium timeframe. He emphasizes the importance of aligning people's Key Performance Indicators (KPIs) with financial metrics to demonstrate the impact of HR interventions on organizational performance.

Reflecting on his tenure at KPMG, Tjoa shares a compelling example of a successful cultural transformation campaign centered around building the "Firm of Envy."

Recognizing the critical role of employee experience in retention, KPMG shifted its focus from clients to people, placing them at the center of its operating philosophy. The result was a remarkable improvement in staff retention, surpassing industry benchmarks and solidifying KPMG's reputation as an employer of choice.

Transformative Leadership in Talent Development

Stephen Tjoa's impact on talent development transcends conventional boundaries, as evidenced by his pioneering efforts in transforming scholarship programs into incubators of leadership excellence. Reflecting on his pivotal role in revolutionizing the scholarship program in the mid-90s, Tjoa unveiled a visionary approach aimed at nurturing high potentials and shaping future leaders.

"At the heart of my vision was the ambition to build a pipeline of individuals destined to become influential leaders and captains of industry," Tjoa shares, highlighting his unwavering commitment to empowering ambitious young minds from diverse backgrounds. His approach, anchored in a full assessment center concept, encompassed

a comprehensive array of exercises and interactions designed to provide participants with invaluable insights and opportunities for personal and professional growth.

However, Tjoa's vision was not without its challenges. "Not everyone supported such elite programs, There was a perception at that time that getting the hiring pipeline right was more important than looking at long-term leadership succession programs," he acknowledges, citing resistance from leaders and managers who viewed scholarship initiatives as secondary to broader recruitment efforts. Yet, Tjoa remained steadfast in his conviction that investing in the development of future leaders was not only strategic but imperative for long-term organizational success.

"My end-game was securing leadership potential," Tjoa pinpoints, emphasizing the importance of identifying individuals with both academic excellence and street-smart attributes, poised to make a tangible difference in society and business. Through his ambitious reimagination of the scholarship program, Tjoa not only nurtured a new generation of partners within the firm but also cultivated a network of alumni who would go on to become influential leaders in their respective fields.

Tjoa's transformative leadership was truly ahead of its time, setting the stage for the thriving present. The scholarship program stands as a testament to his visionary foresight. Today, the firm continues to reap the dividends of these strategic investments, with alumni scholars occupying leadership positions in the private and public sectors, shaping policy, driving innovation, and embodying the values of excellence and integrity instilled by Tjoa's visionary leadership.

Leadership Beyond Borders

Stephen Tjoa's leadership journey extends far beyond the confines of corporate boardrooms, encompassing a rich tapestry of experiences gained through his involvement with various not-for-profit boards at both the national and corporate levels. Reflecting on these diverse engagements, Tjoa unveils the profound impact they have had on his approach to leadership and the invaluable lessons he has gleaned along the way.

"For me, contributing back to society comes in different forms," Tjoa shares, highlighting his deep-seated belief in the importance of

giving back and leveraging his professional expertise for the greater good. Through his involvement with a myriad of organizations spanning education, technology startups, social entrepreneurship, and social services, Tjoa has been afforded a unique vantage point from which to glean insights and experiences not typically encountered in his day-to-day role as a HR professional.

These experiences have afforded Tjoa a deeper appreciation of the diverse challenges faced by different sectors and industries. "Talent woes are everywhere," he observes, noting the universal nature of talent acquisition

and retention challenges across various sectors. Through his interactions with professionals and thought leaders from disparate fields, Tjoa has come to recognize the inherent value of cross-sector learning and collaboration, underscoring the importance of board diversity in driving meaningful change and innovation.

In his capacity as a board member, Tjoa has contributed his expertise to address a myriad of critical issues, including performance management, talent development, and compensation. "One of the good things about specific advisory boards is that you get to spar intellectually with other gifted HR

professionals around the table," he remarks, emphasizing the collaborative nature of board engagements and the opportunity for peer-topeer learning and knowledge-sharing.

Tjoa's extensive history of advisory board memberships speaks volumes about his commitment to driving positive change and making a difference in the community. From his involvement with organizations such as the CDAC and Singapore Employer Alliance to his role as Chairman of the Singapore Polytechnic Business School Advisory Board, Tjoa's contributions have left an indelible mark on diverse sectors of society. As he continues

Stephen Tjoa's impact on talent development transcends conventional boundaries, as evidenced by his pioneering efforts in transforming scholarship programs into incubators of leadership excellence

to serve as a HR Committee Member for AWWA (Asian Women’s Welfare Association), Tjoa remains steadfast in his dedication to leveraging his leadership acumen and expertise to empower individuals and organizations to reach their full potential.

Driving Change and Embracing Innovation

In his role as a Worklife Ambassador for TAFEP (Tripartite Alliance for Fair and Progressive Employment Practices), Stephen Tjoa is at the forefront of fostering fair and progressive employment practices that prioritize work-life harmony and integration. Reflecting on his privilege to contribute to this important initiative, Tjoa sheds light on the transformative impact he hopes to achieve through his advocacy and engagement.

"As a Worklife Ambassador, my focus is on pushing the boundaries of best practices related to work-life harmony and integration," Tjoa explains, emphasizing the critical role of these practices in shaping an organization's Employer Value Proposition (EVP). With the prevalence of work-life challenges, particularly among millennials, Tjoa underscores the importance of attracting and retaining talent through flexible work arrangements and supportive organizational cultures.

Drawing from his extensive experience in talent management and organizational leadership, Tjoa recognizes the significance of this initiative in addressing the evolving needs of the workforce in Singapore. "In talent-scarce Singapore, this has become an increasingly important area of focus and

discourse," he observes, highlighting the imperative for organizations to adapt and innovate in response to shifting employee expectations and societal trends.

Transitioning to the corporate landscape, Tjoa shares insights into the future of the corporate and advisory services industry in the Asia-Pacific region, particularly in light of BoardRoom Group's prominent position as a trusted partner for Fortune 500 multinationals and SMEs alike. Anticipating trends and changes in the industry, Tjoa emphasizes the critical role of technology and innovation in driving transformation and enhancing service delivery.

"As one of the leading corporate services providers in the APAC region, BoardRoom Group is well-positioned to continue transforming and enhancing its business offerings," Tjoa asserts, highlighting the company's Global Business Services Hub as a catalyst for seamless and integrated corporate services. In an era defined by speed, accuracy, and insights, Tjoa underscores the importance of leveraging technology to deliver valueadded solutions that meet the diverse needs of clients across the region.

Through his dual roles as a Worklife Ambassador and a strategic leader within BoardRoom Group, Stephen Tjoa exemplifies the transformative power of driving change and embracing innovation. With a relentless commitment to fostering fair and progressive employment practices and driving organizational excellence, Tjoa continues to shape the future of work and elevate the corporate landscape in the Asia-Pacific region and beyond.

In his capacity as a board member, Tjoa has contributed his expertise to address a myriad of critical issues, including performance management, talent development, and compensation

Forging Paths to Leadership Excellence

Stephen Tjoa's wisdom and experience offer invaluable guidance to young professionals aspiring to leadership roles, particularly within the realm of human capital and corporate services. With a focus on nurturing talent and driving organizational success, Tjoa shares his insights on navigating the complexities of human capital management and charting a course towards leadership excellence.

"At the heart of human capital management lies the challenge of achieving a delicate balance between organizational objectives and individual aspirations," Tjoa asserts, underscoring the dynamic interplay between business success and the well-being of employees. As custodians of human capital, Tjoa emphasizes the importance of upholding values and fostering an environment where talent can flourish and contribute meaningfully to the organization.

Drawing from his own journey, Tjoa emphasizes the need for human capital professionals to possess a heightened sense of realism and pragmatism. "We must make concrete, measurable, and sustainable impact," he advises, emphasizing the importance of speaking the language of business and demonstrating the value of human capital initiatives in driving organizational outcomes.

Reflecting on his own growth and development, Tjoa highlights the importance of mentorship and continuous learning in shaping future leaders. "Mentors offer unique perspectives that can broaden our understanding and sharpen our skills," he remarks, urging aspiring leaders to seek guidance from diverse sources and remain open to new ideas and perspectives.

Moreover, Tjoa stresses the importance of expanding one's knowledge beyond traditional

In an era defined by speed, accuracy, and insights, Tjoa underscores the importance of leveraging technology to deliver value-added solutions that meet the diverse needs of clients across the region

HR competencies, advocating for a holistic understanding of finance, technology, and organizational dynamics. "Reading widely is incredibly important," he advises, noting the value of insights gleaned from anthropology, psychology, and philosophy in navigating the complexities of human nature and organizational relationships.

In addressing the misconception surrounding HR as a superficial and administrative function, Tjoa urges young professionals to redefine their roles as strategic partners and business leaders. "We must be seen not merely as administrators, but as effective business partners and strategists," he asserts, highlighting the need for HR practitioners to demonstrate their value in driving organizational success.

Through his profound insights and unwavering commitment to excellence, Stephen Tjoa inspires the next generation of leaders to embrace the challenges of human capital management with courage, compassion, and a relentless pursuit of excellence. In his journey towards leadership excellence, Tjoa exemplifies the transformative power of vision, resilience, and lifelong learning.

Embracing the Future of Human Capital Management

As we peer into the future of human capital management, Stephen Tjoa offers a visionary perspective on the evolving landscape and the transformative impact of technological disruption. With insights drawn from the intersection of AI, HR technology, and organizational strategy, Tjoa illuminates the

path forward and articulates a compelling vision for the future.

"In an era of technological disruption, the pace of change is relentless," Tjoa observes, acknowledging the profound implications of AI and automation on the future of work. With AI poised to revolutionize traditional HR processes, Tjoa emphasizes the need for agility and adaptation in navigating this transformative shift. "Everything is expected to be faster, cheaper, and more accurate," he remarks, underscoring the imperative for organizations to embrace AIdriven solutions to streamline operations and enhance efficiency.

Citing projections from industry experts, Tjoa highlights the exponential growth of the global HR technology market, signaling a seismic shift towards AI-powered solutions in optimizing business processes and reducing costs. "Reduction of costs will be a principal driver for businesses everywhere," Tjoa asserts, noting the self-service nature of AI technologies and its profound impact on the employee experience.

Moreover, Tjoa anticipates a burgeoning demand for talent with AI skills, prompting organizations to redefine their value propositions and invest in talent acquisition and retention strategies. "Questions like where do we find them? Or how do we compensate them? And how do we retain these talents will become increasingly important for HR to answer," he explains, highlighting the critical role of HR in navigating the evolving talent landscape.

However, amidst the disruptions wrought by AI and automation, Tjoa identifies a

As Stephen Tjoa looks ahead to the future of human capital management, his visionary outlook underscores the transformative potential of AI and technology in shaping the future of work

silver lining for people professionals. "We can certainly harness AI's ability to power insight-driven analysis and predictions," he asserts, envisioning a future where HR teams serve as strategic talent insights engines, guiding critical management decisionmaking with data-driven precision.

In this future landscape, Tjoa envisions HR professionals assuming an enhanced role as trusted advisors and strategic partners, leveraging data analytics to inform workforce planning, recruitment, performance management, and staff engagement initiatives. "With this," Tjoa concludes, "HR teams will serve as the

conscience of the organization, ensuring that ethical considerations and human values remain paramount in the pursuit of organizational success."

As Stephen Tjoa looks ahead to the future of human capital management, his visionary outlook underscores the transformative potential of AI and technology in shaping the future of work. Through agility, innovation, and a steadfast commitment to human-centric values, Tjoa inspires organizations to embrace change and chart a course towards a future where technology and humanity converge to drive sustainable growth and organizational excellence.

Head of Shared Services / Senior Financial Controller, Recordati Rare Diseases Japan

Yasunori Hayashida

Empowering Employees and Transforming Lives

In a world where over 7,000 rare diseases exist, only a fraction, less than 10%, boast available treatment options. Since 2018, the focus of Recordati Rare Diseases Japan has been clear: aiding those grappling with lesser-known conditions. The goal? To mitigate the impact of these rare and often debilitating illnesses by providing much-needed medications in crucial therapeutic areas.

Recordati Rare Diseases Japan stands apart in its ability to deliver treatment options for rare diseases. With fully integrated operations from research and development to commercialization and licensing, the company is committed to expanding its reach. The

growth trajectory includes the development of new specialties, treatments, and investments in medical innovations that promise hope for patients worldwide.

At Recordati Rare Diseases Japan, the spotlight is on those affected by ultra-rare diseases, often overlooked by conventional medical practitioners. Yasunori Hayashida, Responsible for HR at Recordati Rare Diseases Japan, reflects on the company's journey. "When I joined Recordati, we were a small team of 15, lacking HR representation. Recognizing the urgent need to establish foundational HR practices, such as policies and compensation schemes, I, with a background in finance, stepped into the role. That's how my HR career began."

Over the past three years, the team has doubled in size, with a focus on nurturing internal talent. Hayashida notes, "Our commitment to employee development shines through in our practice of filling senior positions through internal promotions."

Unleashing Potential Through Understanding and Innovation

Hayashida holds a steadfast belief in the inherent goodness of individuals and their diverse motivations for progress. "I believe the best in people and look for their desires or motivations for which they move forward," he shares. "Because I believe everyone wants to move forward

In the face of Japan's escalating national medical costs, Hayashida sees potential for transformation through innovative ideas and technologies

in their ways; some people are motivated by promotions or monetary rewards while others are more interested in their self-development or learning new things. Those who might appear slackers may simply have different motivations. Finding them is key to building an effective organization."

To nurture a culture of innovation and inclusivity within the organization, Hayashida implements two guiding principles. "First, we encourage challenge," he explains. "In the pharmaceutical industry, where regulations abound, there's a tendency to adhere to past practices. Challenging the status quo and embracing innovation isn't always easy. That's why I often pose a simple question to myself and team members: 'Why do we have to do things in the same way?' The typical response, 'because it's proven to be OK,' highlights a fear of making mistakes."

In response to this fear, Hayashida adopts a forgiving approach to errors. "I never express negativity when people make mistakes," he emphasizes. "Instead, I inquire, 'What did you try to achieve?' This communicates that it's acceptable to approach tasks differently and to encounter setbacks, as long as there's a contingency plan in place."

Strategies for Innovation and Impact

In the face of Japan's escalating national medical costs, Hayashida sees potential for transformation through innovative ideas and technologies. "New ideas and technologies can change the drastically structure and reduce cost when applied appropriately," he observes. "I see some companies are proactively trying new things that can change the whole structure that was built decades ago."

Prioritizing employee well-being and fulfillment is paramount for Hayashida

At Recordati Rare Diseases Japan, adaptation to regulatory shifts and technological advancements is paramount. This adaptability is underpinned by a multifaceted strategy emphasizing agility, foresight, and innovation. "Continuous learning and training are fundamental," states Hayashida. "We invest in ongoing education and training for our employees to ensure they are up-to-date with the latest regulatory requirements and technological advancements. This empowers our team to anticipate and adapt to changes effectively."

Furthermore, the company prioritizes risk management and scenario planning. "We implement robust risk management frameworks and conduct scenario planning exercises to anticipate potential impacts of regulatory changes and technological disruptions," explains Hayashida. "This prepares us to pivot our strategies swiftly and efficiently."

Additionally, agile methodologies permeate the organization's operations. "Adopting agile methodologies allows us to be flexible and responsive to change," notes Hayashida. "This approach facilitates rapid reaction and allocation of resources that address the dynamic business environment." These strategies not only enable Recordati Rare Diseases Japan to navigate the complexities of regulatory and technological landscapes but also transform challenges into opportunities for growth and innovation.

The diseases targeted by the company's medications are often so rare that they elude even specialists. "Many patients suffering from such diseases are unable to receive a correct diagnosis or proper treatment for a long time," says Hayashida. To address this,

the company provides daily information to medical institutions and societies, outlining typical symptoms of patients. This initiative aims to expedite accurate diagnoses and prompt treatment for those afflicted with these obscure conditions.

Empowering Impact: A Commitment to Employees and Patients

Reflecting on his journey as an Head of Shared Services / Senior Financial Controller, Hayashida recalls the profound moment of issuing his first offer letter to a candidate. "I remember the day I issued my very first offer letter to a candidate thinking that this letter will change the candidate's life," he shares. "The person believed in the company's future and our vision, so I felt a big responsibility to have that person onboard. Making impacts on patients’ lives is the core of our business, and I feel that for employees’ lives is the core of my HR career. I still feel a huge responsibility every day. I believe making a better work environment for their career/life is the way to go."

Prioritizing employee well-being and fulfillment is paramount for Hayashida. "As one of the employees, I'd like to be happily working for the company, and I want everyone to feel the same way," he asserts. "It's been one of our top priorities to decide what we don't do at the beginning of the year, so we will have time to focus on the most important things in terms of business and also in terms of personal life."

In alignment with their values, the company remains committed to making a meaningful difference in patients’ lives. "In terms of business, we will continue to grow to make a meaningful difference in patients’ lives,"

Recordati Rare Diseases Japan’s journey from a small company to a beacon of innovation serves as inspiration

Hayashida affirms. "I, as Head of Shared Services, strongly believe in capabilities of a lean organization to be the front runner of the rare diseases arena by focusing on the few."

Recordati Rare Diseases Japan’s journey from a small company to a beacon of innovation serves as inspiration. "Our story of a small company with a strong ambition

for innovation stands as a testament to what can be achieved when we dare to envision beyond the horizon," says Hayashida. "I hope it serves not only as a blueprint for success in our industry but as a spark that ignites others' inspirations, encouraging others to build a future where every challenge is met with resilience and unwavering optimism."

Want to Build a Better Personal Brand?

Make Time to Speak to Strangers

Fiona Chorlton-Voong is the Co-Founder and COO of The Portfolio Collective, the world’s fastest-growing online community for portfolio professionals. The first fifteen years of her career were spent developing brand strategy in high-end fashion houses and teaching sales processes to tech engineers. As her leadership skills evolved, she shifted focus to the world of startups, taking on a role sourcing tech startups for an ultrahigh net-worth individual and launching High Network, an enterprise app for professional service firms. In 2020, she was inspired to help shape a new future of work, so she and Ben Legg launched The Portfolio Collective, ensuring continuous learning and collaborative support for thousands of portfolio professionals around the world.

Fiona Chorlton-Voong

Co-Founder and COO, The Portfolio Collective

Several years ago, I was on a business flight to LA and the mood was a bit tense. There we sat, strapped into our respective seats as I stared out the tiny window at the same, unmoving view of a static runway. We were grounded. Delayed. And there was no indication of when things would change.

It was the perfect recipe for human conflict. One that many of you reading this would be all too familiar with. Tensions were high. Legs were numb. And the alcohol was flowing.

Before too long - and after a few tasty preflight cocktails - I struck up a conversation with the man sitting next to me.

It was awkward at first. He wasn’t too sure why I was asking so many questions. But as we shared life stories, we forged a fast friendship. The conversation continued throughout the flight and we even agreed to stay in touch. That man turned out to be a Senior VP at Sony, which eventually became a big client of mine. Not too long after, my new friend reached out to me with a job offer in California.

Why you should always be open to new encounters

Now, it’s not totally unheard of to chat with someone sitting next to you on a plane, but these days it’s more common for us to shut the

I speak to people who want to shake up their careers, professionals who are struggling to define their stories, and industry disruptors who need a bit of help articulating what makes them unique

world out with screens and noise-cancelling headphones than say hello to someone we don’t know.

So, what would actually happen if you embraced a bit more curiosity and opened yourself up to the insights of strangers? And how would that affect the way the wider world perceived you and your leadership style?

As COO and co-founder of The Portfolio Collective, an online community for portfolio professionals, I’m constantly building relationships. I speak to people who want to shake up their careers, professionals who are struggling to define their stories, and industry disruptors who need a bit of help articulating what makes them unique.

But I also carve time out of my busy schedule to speak to at least three strangers a week - that’s people who have absolutely nothing to do with my company or career. Why? Because it’s a brilliant way to build a network and, in turn, cultivate my personal brand.

The benefits of embracing curiosity

According to a recent study focused on commuters in London, people are held back from speaking to strangers because they assume that starting a conversation will be more difficult than ending one and they aren’t confident that people will actually be willing to talk to them.

I began engaging in this practice when my old mentor challenged me to step outside my comfort zone and approach three completely random people a week. This was pre-COVID and I wasn’t intentionally going to industry events, so I wasn’t sure where to start. At first, I didn’t think I could do it. Then I watched in awe as my mentor chatted with a guy in an elevator on our way to dinner.

She was so organic and smooth about it. It didn’t feel targeted or calculated at all, and that’s because it wasn’t. This guy had no connection to her whatsoever. She didn't know what he did or how he could benefit her network - that is until she got to learn more about him. She simply complimented something he was wearing and it turned out he was the managing partner of a huge legal firm. This man went on to be one of her biggest clients.

Talking to strangers helps us humanise one another. Even the simple act of making eye contact with someone makes them feel more connected, and we often underestimate how positively a compliment can be received.

What’s important about this example is that my mentor built up trust and established a relationship before evening thinking about business. Human connection matters. So does your reputation.

The other side of building a network

When I speak to a stranger, I want them to walk away with a feeling of enthusiasm or hope. It’s such a tiny thing, but it’s incredibly energising to know that someone loved a conversation you initiated.

Of course, not everyone reacts the same way. Sometimes they look at me like I’m a weirdo - many think I’m hitting on them. But once we get into it, they’re often delighted and surprised by what we end up talking about. It’s all part of reinforcing my brand as a helpful person who supports others.

When you’re establishing yourself as a leader or entrepreneur, you have to remember that your reputation is more than just what you put out there in the digital world. Your network goes beyond a list of LinkedIn connections. And

If you have a rich black book of interesting individuals, it means your brand is organically growing

that wider, physical network is very much a part of your brand.

If you have a rich black book of interesting individuals, it means your brand is organically growing. I’m bad at social media, but I’m great at building my personal brand. The most powerful thing for any brand is what people say about you when you’re not in the room. The circle is much smaller in the world of CXOs, so you want to make sure those people are saying primarily good things.

So why should you start speaking to more strangers?

I do it for two reasons. First, I love talking to new people. I love learning their stories and seeing how excited they become when you ask them genuine questions about themselves. The other reason is because I want to build a more diverse and rich network full of people who can solve problems.

I don’t just reach out to people who do what I do or look like me. I want to be able to find someone who can do something I can’t so I can connect them with a friend or colleague and expand their network as well. That’s the best way to discover surprising opportunities.

If someone in my network needs a plumber, I want to be just as confident in recommending a brilliant person for the job as I am when I recommend an accountant or lawyer.

So set yourself a goal. Mine is three strangers a week, but yours might be even more (or less) than that. My advice is to be bold about it. If you speak to one new person a month, you’re probably not going to build a lasting habit. Step out of your comfort zone and start widening your circle. You’ll be amazed by who you meet and the knock-on effect it has to your personal brand.