Not long ago, I found myself sitting in a dentist’s chair, staring up at the ceiling tiles and wondering why they always seem to have nature photos on them. The hygienist asked me what I did for a living, and when I told her I worked with business leaders and innovators, she paused and said, “You know who deserves more credit? Healthcare leaders. They’re fixing people while running a business.” That comment stuck with me. And she’s right.
Healthcare leadership is changing—and fast. We’re not just talking about stethoscopes and spreadsheets anymore. We’re talking AI diagnostics, surgical robots, 24-hour full-arch dental implants, and virtual consultations from your living room. The future isn’t coming. It’s already sitting in the waiting room.
But here’s the twist: all this innovation doesn’t mean things are getting easier. If anything, leaders in healthcare today are juggling more than ever—staff shortages, burnout, and trying to make care accessible for everyone, not just a few. It’s a tough balancing act. So, how do they do it?
In this issue of CXO Magazine, we shine a spotlight on leaders who are doing just that—redefining what it means to lead in today’s fast-changing world. Our cover story features Dr. Preston Hansen, Chief Clinical Officer at Nuvia Dental Implant Center. He’s transforming the dental implant experience—making it faster, more efficient, and filled with care. His work is proof that innovation and empathy aren’t just compatible; they’re essential partners.
And it’s not just healthcare. From tech trailblazers to financial strategists to education reformers, this edition is packed with stories of leaders who are navigating disruption with clarity and courage. So, what’s the takeaway? No matter your industry, true leadership today is about being real, being ready, and being relentless in pursuit of something better.
We hope this issue sparks new ideas and maybe even a little fire in your belly. Read, share, question, reflect—and if you’ve got a story to tell, we’re always listening.
Enjoy Reading.
Sarath Shyam
DR . PRESTON HANSEN
CHIEF CLINICAL OFFICER, NUVIA DENTAL IMPLANT CENTER
TRANSFORMING HEALTHCARE THROUGH LIFE-CHANGING PATIENT EXPERIENCES
Navigating Compliance Risk and Innovation with Purpose and Precision
16 Jane Chen, Sr. Director, Growth Analytics, Data Science, Customer Insights, Analog Devices
Transforming Businesses through Data-Centric Cultures
INTERVIEW
32 Maria Kallergi, Customer Experience Director, OB Streem
Leading Customer Experience Transformation in Supply Chain & Logistics Industry
40
Wanda Ni Laighin, Vice President, Global Marketing, SAP LeanIX & SAP Signavio, SAP Inspiring Teams and Driving Innovation in Global Tech
INTERVIEW
52
Peter Aitken, Senior Director, Head of Customer Strategy and Insights, Kantarl Driving Business Growth through CX Innovation
58 Kevin Boezennec, Co-founder (Head of Sales) at SC Ventures by Standard Chartered AI as a Game-Changer: The Future of Private Banking and Startup Innovation
62
Emma Sopadjieva, Head of Customer Experience Strategy, Samsara Mentoring the Next Generation of CX Leaders
HEALTHCARE LEADER
COVER STORY
DR . PRESTON HANSEN
CHIEF CLINICAL OFFICER, NUVIA DENTAL IMPLANT CENTER
TRANSFORMING HEALTHCARE THROUGH LIFE-CHANGING PATIENT
EXPERIENCES
DR. PRESTON HANSEN
DR. PRESTON HANSEN DR. PRESTON HANSEN
Dr. Preston Hansen didn’t just find dentistry—he felt it. Growing up in a large family in Salt Lake City, surrounded by siblings in medicine and healthcare, he was no stranger to the world of healing. But it wasn’t until he stepped into his future father-in-law’s dental practice that something clicked. “Watching him interact with patients and transform their lives through dentistry sparked something in me,” Dr. Hansen recalls. “It combined problem-solving, science, and a very human element, and I knew right then that this was the field for me.”
Today, as the Chief Clinical Officer at Nuvia Dental Implant Center, Dr. Hansen leads one of the country’s most innovative teams in dental implant technology. The company is known for delivering permanent,
full-arch implants in just 24 hours—a gamechanging process that blends clinical precision with genuine compassion.
Dr. Hansen’s path was anything but ordinary. After earning his undergraduate degree from the University of Utah and his dental degree from the University of the Pacific School of Dentistry in San Francisco, he went on to complete a demanding four-year residency in Oral and Maxillofacial Surgery at UCSF Fresno.
That residency wasn’t just about techniques and textbooks—it was about experience. Real trauma cases. Real pathology. Real people. “UCSF Fresno offered a rigorous program rooted in real-world complexity—trauma, pathology, and orthognathic reconstruction,” he explains. “I was trained across every layer of surgery, but more importantly, I learned how to care for patients holistically.”
It was during that residency that the idea of dental implants as more than just a medical solution started to take hold. Dr. Hansen worked on some of the most complex surgical cases, but it was the dental implant procedures that left a lasting mark. “I realized implants weren’t just clinical—they were life-changing,” he says. “Restoring a patient’s smile, function, and confidence in one procedure... that had a profound impact on me.”
That mindset now drives Nuvia’s approach. With Dr. Hansen at the helm of clinical operations, the team combines years of research, innovation, and surgical expertise to deliver fast, transformative results. For patients, that means fewer visits, faster recovery, and a brand-new smile that feels like home.
Building Trust, Not Just Teeth
In the early days of his career, Dr. Hansen faced a challenge that no textbook really prepared
With Dr. Hansen at the helm of clinical operations, Nuvia team combines years of research, innovation, and surgical expertise to deliver fast, transformative results
him for—learning to treat the whole person, not just the problem. Yes, dental implants were technical and complex. But the real breakthrough? Understanding that every patient walked in with more than just missing teeth. They came with stories, fears, and hope.
“Patients weren’t just mouths—they were people carrying trauma, fear, and hope,” Dr. Hansen says. “Overcoming that meant building trust, learning how to communicate, and making the experience as smooth and empowering as possible.” That philosophy is baked into everything Nuvia Dental Implant Center does today. And it all started with a simple but powerful belief shared between Dr. Hansen and his cofounders—Alex Swanson, Derek Denning, Paul Cambell, and Jose Echeverry. They knew the traditional dental implant process worked, but it was slow, inconvenient, and often emotionally exhausting for patients.
Using high-resolution imaging, optical scanning, advanced 3D planning software, and an in-house lab, Nuvia custom-designs every patient’s new smile
They wanted something better. No more waiting months with temporary prosthetics. No more endless appointments. Just a permanent solution delivered quickly and safely. Dr. Hansen came on board to shape that clinical vision. “We built everything around one promise: give people back their smiles and their lives in a way that’s fast, safe, and predictable,” he says. And that promise became the foundation of Nuvia’s mission.
Reinventing the Dental Experience
Speed. Precision. Comfort. At Nuvia, these aren’t just buzzwords—they’re the backbone of a culture designed to challenge the status quo.
From the start, Dr. Hansen and the team were determined to deliver results that were not only fast but flawless. That meant developing strict protocols, maintaining constant peer reviews, and setting a high bar for quality through internal
audits and ongoing training. But perhaps the most important part? Staying curious.
“Excellence isn’t static,” Dr. Hansen notes. “It requires listening. We listen to our patients, our teams, and our data. If there’s a better way, we pursue it.” That curiosity turned into innovation. Nuvia questioned everything the industry had accepted for decades. Why should patients wear temporaries for months? Why should they go through multiple appointments and long healing times? The team asked, What if there was a way to skip all that and give patients a permanent smile in just one day?
The answer didn’t come easy. It took collaboration, hard work, and vision—especially from key contributors like Jose Echeverry, Kathy Barros, and Dr. Jordan Heimer. But the results speak for themselves. Today, Nuvia patients walk out with real, permanent teeth in just 24 hours. No delays. No compromises. “Traditional treatment
plans can take months or even years,” Dr. Hansen explains. “Our approach delivers a permanent solution in 24 hours—with fewer appointments, less downtime, and far more predictability.”
The process is a masterclass in precision. Using high-resolution imaging, optical scanning, advanced 3D planning software, and an in-house lab, Nuvia custom-designs every patient’s new smile. Once the implants are placed, the lab team—guided by Nuvia’s providers—works overnight to craft a full set of teeth tailored to the patient’s exact specifications. By the next day, the transformation is complete. “Every step, from imaging to final placement, is meticulously pre-planned and executed,” says Dr. Hansen. “That’s how we make sure it’s not just fast— it’s exceptional.”
The culture at Nuvia is one where growth is expected, excellence is non-negotiable, and impact is measured not just in procedures completed—but in lives changed
Leading With Purpose, Not Position
Leadership at Nuvia isn’t about hierarchy—it’s about staying rooted in purpose and lifting others along the way. Dr. Hansen leads by example, never losing sight of the “why” behind the mission. “At the end of the day, we’re all here for one reason: to change lives,” he says. That north star guides everything from clinical decisions to how mentorship is fostered within the team.
Dr. Hansen has made it a point to empower clinicians across the organization with the tools, training, and support they need to not only perform well, but to thrive. The culture at Nuvia is one where growth is expected, excellence is non-negotiable, and impact is measured not just in procedures completed—but in lives changed.
One such unforgettable moment came when Nuvia partnered with YouTube philanthropist MrBeast to give away $1,000,000 worth of full-mouth dental implants. These were patients who, for years, had lived in pain, silence, or shame, unable to afford the transformation they so desperately needed. “Watching them see their new smiles for the first time—some crying, some laughing, some completely speechless—was a reminder of why we do this,” Dr. Hansen shares. “It’s not just about teeth. It’s about restoring dignity, confidence, and connection.”
Knowledge That Heals
Fear often stems from the unknown. For many prospective patients, the idea of dental implants feels intimidating—wrapped in confusion, cost concerns, and medical jargon. That’s exactly the gap Nuvia set out to bridge. “Education is key,” says Dr. Hansen. “A lot of fear comes from not understanding the process.” In response, the team created a free Dental Implant Cost & Information Guide, a user-friendly resource that breaks down everything in plain, approachable language— what the procedure involves, what to expect, how long it takes, what it costs, and how it can be made affordable.
Once patients understand the facts, something powerful happens: fear is replaced by hope. “They realize this isn’t just possible—it’s life-changing.” That’s the essence of Nuvia’s mission. The name itself—derived from the idea of a “new life” or “new beginning”—captures the spirit of what they’re truly offering. This goes far beyond a dental procedure. It’s a chance to reclaim confidence, wellness, and joy. Over the years, Nuvia has witnessed story after story of patients who went from covering their smiles to landing new jobs, rebuilding relationships, and stepping back into life with renewed purpose.
Transforming Businesses through Data-Centric Cultures
Jane Chen is an enterprise leader with over twenty years of experience driving data analytics, AI strategy, and digital transformation. Known for turning data into growth, she has unlocked profit and redefined customer engagement across the consumer, retail, and technology sectors. A passionate advocate for authentic leadership and leading-edge innovation, Jane serves on the CDO Magazine Editorial Board and was named to the Global Data Power Women List in 2024. She is currently exploring new executive opportunities where she can lead transformative AI strategies and cultivate data-centric cultures.
Recently, in an exclusive interview with CXO Magazine, Jane shared insights on what fuels her passion for leveraging AI and data to drive business growth, insights on authentic leadership, her secret to striking a work-life balance, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Jane Chen
Sr. Director, Growth Analytics, Data Science, Customer Insights, Analog Devices
What drives your passion for leveraging AI and data to drive business growth?
I’ve always believed that data tells a story— and when paired with the right technologies, it reveals its secrets. AI isn’t just about automation; it’s about efficiently mining truth from massive datasets to enable smarter, faster, and more impactful decisions. What excites me is AI’s transformative potential to reveal previously hidden opportunities and empower organizations to innovate boldly. I’ve seen firsthand how AI can unlock billions in revenue and redefine customer experiences—that’s what fuels my passion.
What do you love the most about your current role?
I love motivating and coaching my teams to turn data into actionable insights that make a tangible impact. My teams—comprising data engineers, scientists, and analysts—often work at the intersection of business, math, and technology. Whether it’s launching a predictive model that uncovers billions of dollars in opportunities or developing a pricing engine for thousands of products, I find purpose in helping my team succeed and seeing analytics drive meaningful business transformation.
What's your perspective on the role of AI in driving marketing and sales efficiency?
AI is revolutionizing how we understand, reach, and serve customers. From predicting customer intent to optimizing pricing and personalizing engagement, AI enables marketing and sales to become more intelligent and responsive. In previous roles, my teams used AI to transform GTM processes; instead of manually gathering insights from disparate sources, we synthesized earnings calls, financials, market reports, and customer web behavior to automatically score leads and prioritize outreach. AI can even compare thousands of SKUs against competitors’ products to recommend optimal products for customer design—unlocking extraordinary value.
How do you stay up-to-date with the latest advancements in AI and data science?
I stay connected through executive summits, peer networks, and my role on the CDO Magazine editorial board. I also invest in continuous learning—whether through university courses, industry certifications, or staying current with
From predicting customer intent to optimizing pricing and personalizing engagement, AI enables marketing and sales to become more intelligent and responsive
the latest research, case studies, and industry news. In such a rapidly evolving field, lifelong learning is essential.
Do you notice a lack of women in CX? If so, why do you think that’s the case?
Yes, there’s still a gender gap—especially in senior AI and data leadership roles. Possible issues are long-standing underrepresentation in STEM, limited mentorship, and sometimes unconscious bias in leadership pipelines. But that’s changing. Increasing the visibility of women in leadership is making a real impact. Representation matters, and I’m proud to be a part of that shift.
Looking back, which women in your life have had the most influence on your career?
My mother has had a profound influence. She was a talented anesthesiologist and an incredible mom who kept our home full of love. Her resilience, integrity, and deep support of education shaped my values and leadership style. Professionally, I’ve been inspired by women in tech who lead with both intellect and heart—showing that authenticity and success can go hand in hand.
What does the term "authentic leadership" mean to you?
Aut h entic leadership means leading with integrity, empathy, and a clear sense of purpose. It’s about aligning your values with your actions and creating an environment where people feel heard and valued. I embrace a servant leadership style with an analytical lens—helping my team succeed while anchoring decisions in data.
I embrace a servant leadership style with an analytical lens—helping my team succeed while anchoring decisions in data
What is your secret behind striking a work-life balance?
Balance isn’t about equal time—it’s about being fully present. I set boundaries, prioritize what matters most, and embrace flexibility when needed. As a mother and a leader, I’ve learned that a mix of grace, planning, and a strong support system—both professionally and personally—makes all the difference.
Where do you see yourself in 5 years from now?
I see myself leading transformative AI and data strategies as a Chief Data Officer or Chief Analytics Officer in a customer-focused company. I’m also passionate about mentoring young
professionals in tech and giving back through community building and thought leadership. My long-term vision is to shape data-driven cultures across industries.
What advice would you give to businesses looking to leverage AI for growth?
Start with the problem, not the technology. I strongly believe a well-stated problem is halfsolved. Align AI initiatives with business goals, invest in robust data foundations, and foster cross-functional collaboration. Don’t wait for perfection—embrace experimentation and scale what works. Most importantly, bring your people along. AI should empower people rather than replace them. And it thrives in a culture of learning, openness, and innovation.
Navigating Compliance Risk and Innovation with Purpose and Precision
Lynda Dowling, Chief Compliance Officer of Webull in Australia, isn’t just familiar with high-stakes regulatory battles—she’s lived them. Over a career spanning more than two decades, she’s stood at the crossroads of some of the financial industry’s most intense scandals. From Ponzi schemes to insider trading, from ratefixing to whistleblower reports, she’s seen firsthand how quickly the tides can turn—and what it takes to stay steady.
“I was involved in identifying a Ponzi scheme back in 2008,” as we were all also dealing with the GFC! Lynda recalls. “It came to light through a whistleblower at a now-defunct stockbroking firm. The individual behind it had
apparently been operating the Ponzi scheme for 20 years at another institution before anyone caught on.” That moment, while shocking, was just the beginning.
Her compliance journey reads like a highlight reel of modern financial regulation: the LIBOR scandal (which later inspired the book The Spider Network), the infamous London 4pm Fix, the BBSW interest rate manipulation in Australia, and what remains the largest insider trading case in the country’s history.
But what sets Lynda apart isn’t just her proximity to these events—it’s how she navigated them. During the BBSW investigation, she was issued two separate Section 19 Notices under the ASIC Act, compelling her to be interviewed
by the regulator. “It basically meant sitting through around eight hours of interrogation—twice—with only my lawyer in the room,” she says. “At the time, the question going around the industry was, ‘Who hasn’t received a Section 19 Notice?’”
While the experience was grueling, it also proved to be a turning point. “It was daunting and incredibly stressful,” Lynda admits, “but it gave me an invaluable perspective on what regulators expect from financial institutions—and especially from compliance professionals themselves.”
That hard-earned insight now fuels her work at Webull she serves as the Chief Compliance Officer. “Working on these milestone cases gave me the tenacity and depth of experience to be deeply involved in helping create a new financial services firm in Australia from scratch which also included building out our local compliance function from the ground up,” she says. “And it’s been a great opportunity.”
A Curious Mind Meets a Cautionary Tale
Long before Lynda became a seasoned compliance leader, she was just a young woman in the Channel Islands with a curious mind and a fascination for financial mysteries. The year was 1995, and the news of Barings Bank's dramatic collapse had just hit the headlines. Britain's oldest merchant bank had been brought to its knees by a single rogue trader—Nick Leeson.
Lynda was hooked. “I couldn’t quite wrap my head around how one guy could bring down an entire bank,” she recalls. “So I started reading everything I could—books, articles, even watched Rogue Trader, the movie.” What stood out most to her were the warning signs, the red flags that, in hindsight, had been waving all along.
Not long after, Lynda landed a role at Coutts Bank—an institution as prestigious and historic as Barings. During one of her early interviews, she was taken on a tour of the bank. What she saw left a lasting impression. “They showed me this thick steel door with a giant round handle,” she says. “I thought it was a safe. But they told me, ‘Oh no, that’s the front office on one side and the back office on the other—we can’t take any chances after Barings.’” That, she says, was the most extraordinary "Chinese Wall" she’d ever seen.
Fast forward a few years to 1999—Lynda had relocated to Sydney and taken up a role at Deutsche Bank as Executive Assistant to the
In Lynda’s world, no two financial services sectors are quite the same—and that’s exactly what has kept her engaged and adaptable
Global Head of Legal and Compliance. As fate would have it, the bank’s Futures Compliance team was preparing a training module for derivatives traders—based on the Barings Bank collapse. Lynda helped draft the training material, tested the content, and impressed the team by acing the assessment. More importantly, her enthusiasm for the case caught the attention of the bank’s Head of Surveillance.
“He liked my enquiring mind,” Lynda says with a smile, “and brought me into his Monitoring, Surveillance, and Investigations unit.” And just like that, her journey in Compliance had officially begun. Since then, the fire never dimmed. “My passion keeps evolving,” she says. “There’s always something new—new products, new regulations. Compliance is never boring.”
Learning the Landscape
In Lynda’s world, no two financial services sectors are quite the same—and that’s exactly what has kept her engaged and adaptable.
Throughout her career, she’s worked across a wide spectrum of the industry. From fast-paced, high-pressure environments like the front office to the more methodical, analytical rhythms of middle and back office functions, Lynda has seen it all. “Each business unit has its own tempo,” she explains. “And personalities can shift quickly under stress—especially in volatile markets. As a Compliance professional, you need to read the room and respond accordingly.”
She’s found immense value in this crosssector exposure. Understanding the nuances between teams and tailoring her approach has helped her build stronger connections and guide her own teams more effectively. “Having worked across so many areas have helped me understand their needs, their risks, and how to support them without being a roadblock,” she says.
Over the years, Lynda has developed a solid foundation in key compliance functions— identifying risk areas, designing, and embedding effective frameworks, and crafting policies and
procedures that are practical and clear. She also has a talent for translating complex regulatory requirements into engaging training materials that teams can actually understand and apply. Just as importantly, she prioritizes strong relationships and open communication, believing that collaboration is essential for any compliance program to thrive.
“I genuinely enjoy doing these things,” she says. “Over the years, I’ve had really positive feedback—even from regulators—and I believe that when all these elements come together, the business runs a whole lot smoother.”
Building Trust Through Compliance
At Webull, Lynda ensures that the firm not only meets its regulatory obligations but does so with clarity, integrity, and collective responsibility. As Chief Compliance Officer, her role spans far more than just box-checking or policy writing. She serves as the guiding force behind the company’s compliance frameworks—designing systems, providing guidance, and fostering an environment where both junior staff and senior executives understand what’s expected of them. “I provide relevant Compliance insight—advice, guidance, and training—and build policies and procedures that align with the laws and regulations we’re governed by,” she explains.
But she doesn’t stop at documentation. Lynda plays a key role in oversight, regularly monitoring and testing systems to ensure that every business function has its own safeguards in place. “Compliance is also about challenging the business,” she says. “We need to make sure internal controls are not only compliant with laws and codes, but also reflect good market practice.”
One of her key contributions is chairing Webull’s Compliance, Audit, and Risk Committee—a subboard forum where all business heads convene. It’s here that vital decisions are made, and risks are
Lynda plays a key role in oversight, regularly monitoring and testing systems to ensure that every business function has its own safeguards in place
proactively discussed. For Lynda, this is more than just a governance formality. It’s a platform for meaningful conversations that influence the strategic direction of the firm.
What stands out most in Lynda’s leadership is her insistence on approachability. “We want Compliance to be seen as a ‘Trusted Adviser,’ not a policing body,” she says. “It’s about being supportive and creating a safe escalation environment where people can raise concerns without hesitation.”
Surprisingly, what could have been a minefield of red tape is made smoother at Webull thanks to the firm’s forward-thinking tech stack. “Despite the regulatory burden the Group has globally, our technological advancements make it easier for Compliance to manage tasks efficiently,” she shares. What’s more, Compliance is involved early in the development of any new product or service, ensuring that regulatory considerations are baked in from the beginning—not tacked on later.
When asked how she leads her team and the wider business toward a culture of compliance, Lynda outlines several key strategies. She emphasizes being visible and accessible, investing in both in-person and digital training, sharing insights from industry updates, and even circulating lessons learned from regulatory actions taken against other firms.
“We don’t just train—we stay connected to what’s happening out there,” she says. “If another firm gets penalized, we ask ourselves what we can learn from it. It’s all about being proactive, not reactive.”
Launching With Eyes Wide Open
Launching a new fintech firm in a tightly regulated industry is never without its hurdles.
For Lynda, helping Webull enter the Australian market in December 2022 was both an exciting challenge and a real-time lesson in agility.
Though the company didn’t face any major compliance violations, they quickly encountered the kind of curveball that only a sharp-eyed regulator could throw. Just two weeks into their launch, Webull was contacted by the Australian Communications and Media Authority (ACMA). Unlike the typical financial services watchdogs, ACMA oversees the communications and media space—but in 2022, it had shifted its focus to financial services marketing. That meant firms like Webull were suddenly under their spotlight, particularly when it came to email and SMS regulations.
The issue? A minor technical glitch involving an unsubscribe button across mobile apps. “It was resolved immediately,” Lynda says, “but because of the timing—right as ACMA was ramping up scrutiny—we had to go through their formal process.”
That process included appointing an Independent Expert to evaluate Webull’s systems. Lynda led the initiative from start to finish, coordinating with leadership and staff,
preparing the team for interviews, and working hand-in-hand with the expert to implement suggested improvements.
“The good news was that our controls already aligned well with the Spam Act,” she notes. “The recommendations we received were more in the spirit of constructive feedback than critical faults.” All reports were submitted to ACMA, and no further issues were raised.
What could have become a setback became instead a testament to Webull’s—and Lynda’s— commitment to doing things the right way from the outset. “Being a brand-new fintech in Australia and one of the first of our kind in years, we knew we had a responsibility to get things right,” she reflects. And under her guidance, along with the rest of the firm’s Business Heads they did exactly that.
Risk, Responsibility, and Raising the Right Questions
Enterprise Risk Management (ERM) might sound like a complex framework reserved for boardrooms and binders—but for Lynda, it’s far more than a process. It’s a mindset that demands visibility, early engagement, and collaborative decision-making.
At Webull, ERM is woven into the firm’s DNA as a top-down methodology. But Lynda approaches it with a boots-on-the-ground spirit. “Early interaction with Compliance is very beneficial,” she says, especially when the business is preparing to launch new products or services. That involvement at the conceptual stage allows her to analyze potential risks and work hand-in-hand with the business to build safeguards well before anything goes live.
Strategic discussions at Webull don’t happen in silos. They’re guided by a strong governance structure, with decisions from all key departments debated and dissected as a team—under the leadership of the CEO. It’s in these forums that Lynda steps into her role as a challenger. “I’ll ask the hard questions when needed to help the firm make informed, riskaware decisions.”
Her approach to Conduct Risk, Customer Advocacy, Privacy, and Conflicts Management is no different—it’s grounded in awareness, accountability, and consequences. Lynda is keen on making sure stakeholders understand not just the "what" but the "why" of compliance. That clarity often becomes the catalyst for responsible action.
To make this even more robust, she spearheads a detailed annual Compliance Risk Assessment (CRA)—a comprehensive, global initiative that’s executed across all Webull regions. “It’s a granular risk overview,” she explains, “done in alignment with each region’s regulatory landscape to identify any gaps or breaches proactively.”
Staying Ahead Without Falling Behind
Keeping up with compliance trends in the fast-moving world of fintech isn’t just about reading the news—it’s about being part of the conversation. For Lynda, staying ahead is a mix of vigilance, relationships, and curiosity.
She actively taps into updates from regulators, attends legal and compliance breakfasts, and engages in thought-provoking conferences. But perhaps most importantly, she’s embedded within professional bodies such as the Australian Stockbroking and Investment Advisers Association—where real-time insights often lead to real-world advantages.
Lynda takes a thorough, methodical approach to assessing compliance risks associated with financial products. The first step? Deep understanding. “Before I can assess
At Webull Securities, ERM is woven into the firm’s DNA as a top-down methodology. But Lynda approaches it with a boots-on-the-ground spirit
Webull, as a forward-thinking fintech, is diving deep into advanced technologies and digital practices to better serve its investors
the risk, I need to clearly understand what the business wants to do,” she shares. Only then does she dive into research, cross-referencing the requirements with internal and external legal experts as needed. Her assessments are then funneled into Webull’s broader ERM framework—turning insights into action. Interestingly, Lynda’s commitment to clarity doesn’t stop at compliance frameworks. She’s also a passionate writer. “I love writing! And it only just reiterates my thought leadership in the industry,” she says. Her writing—whether it's for CPD articles, policies, procedures, or training materials—is clear, concise, and always engaging. “I always assume the reader could be brand new to the industry, or not in it at all. So, everything needs to be understandable, and, well—it’s compliance—so it also has to be interesting!”
Innovation with Integrity
When Lynda talks about the future of compliance, there’s a clear spark in her voice— and it’s powered by AI and digital engagement. What excites her most these days is being at
the intersection of compliance and innovation. Webull, as a forward-thinking fintech, is diving deep into advanced technologies and digital practices to better serve its investors. “We’re an innovative, technology firm,” she says, “and we strive to provide the best trading platform for our investors.”
Lynda finds the trends among younger investors particularly fascinating—especially the rise of self-directed platforms and features like social trading. These modern conveniences may delight the user, but they also demand fresh regulatory scrutiny. It’s a space where Lynda thrives balancing rapid innovation with the rigorous standards of compliance. “What comes with these relatively new innovations is more regulation… and ensuring we have controls in place, while constantly learning something new.”
To those aspiring to follow in her footsteps, Lynda offers sincere advice: “Be true to yourself. Ensure you still enjoy compliance—because it can be challenging at times. And keep that enquiring mindset… because that’s probably why you’re in this role in the first place.”
Leading Customer Experience Transformation in Supply Chain & Logistics Industry
Maria Kallergi is an award-winning Customer Experience (CX) leader with extensive experience spanning Telecommunications, Retail, Consulting, Shipping and currently Logistics and Supply Chain. A Certified Customer Experience Professional (CCXP) since 2018, she has a proven track record in boosting customer engagement, loyalty, and satisfaction. Maria actively contributes to the industry as a speaker and judge at international and local CX events, passionately advocating for aligning business strategy with authentic human experiences.
Recently, in an exclusive interview with CXO Magazine, Maria shared insights on what fuels her passion for CX and EX, insights on authentic leadership, her secret to striking a work-life balance, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Maria Kallergi
Customer Experience Director, OB Streem
Hi Maria. What drives your passion for customer experience (CX) and employee experience (EX)?
Every one of us shares a fundamental “attribute”: we (all are customers. We have needs, make choices, hold expectations, and shape our behaviors based on the experiences we encounter through various interactions. Having the ability to harness this universal aspect, decode its intricacies, and strategically align it with business goals and operational practices is truly compelling.
In my view, no other area in either academic disciplines or business reality resonates as closely with real-life experiences as Customer Experience Management does. CX provides the unique opportunity to create meaningful impact and immediately observe the tangible outcomes of your efforts. Moreover, from an executive standpoint, it empowers you to view an organization holistically, breaking down silos inherent in other roles.
Complementing this, employee experience (EX) adds significant value by highlighting the critical role individuals play in shaping
CX provides the unique opportunity to create meaningful impact and immediately observe the tangible outcomes of your efforts
customer experiences. It ensures that organizational strategies integrate not only customer expectations but also the needs and aspirations of employees.
I firmly believe CX and EX represent two essential pillars, strategy and culture, in perfect synergy. It is an exciting and profoundly meaningful field, inherently people-centric, enabling deep and seamless connections across all organizational levels and functions.
What do you love the most about your current role?
Throughout my career, I've had the opportunity to work across various industries, including Τelecommunications, Consulting, Shipping, and Retail. For the past five months, I've been part of the OB STEEM team. OB STEEM represents an exciting new endeavor that carries a significant legacy, strategically based in Greece with operations spanning across Southeast Europe. We provide comprehensive solutions for seamless and uninterrupted cargo transportation, driven by innovative, sustainable, and globally recognized reliability. That’s what STREEM stands for: Sea-TruckRail-End-to-End Mobility.
What fascinates me most about my current role is the stimulating environment OB STEEM offers. The company's rich heritage, coupled with the dynamic challenges of technological advancement and international expansion, creates a fertile ground for creativity and innovation.
How do you prioritize and manage competing priorities in a fast-paced environment?
Personally, I don't favor the term 'competing' because it implies opposing interests, whereas in any organization, the overarching interest should always be unified and shared. However, it’s clear that in dynamic environments, speed, agility and often limited resources naturally create challenges in prioritization.
My approach is highly data-driven. I strongly believe in leveraging data, thorough analysis and assessing impact, as reliable guides in decision-making. Although the importance of data is widely recognized, analyzing the true impact of each decision - strategically, financially, culturally and from a human relations perspective- is critical, even if not always immediately apparent. By carefully considering these dimensions, I believe you lay the foundation for successful decision-making, especially nowadays, when technology acts as a powerful accelerator, significantly shaping and influencing the decision-making process.
What role do you believe technology plays in supporting CX and EX efforts?
Technology significantly impacts both customer experience (CX) and employee experience (EX) from dual perspectives: Αs fundamentally human-centric disciplines and as integral parts
For me it is a captivating journey into the supply chain and logistics sector, the connector and often the orchestrator of different yet interdependent industries. The genuine multifaceted nature of the supply chain, combined with the opportunity to manage Customer Experience across B2B, B2C, and B2B2C relationships, is both challenging and interesting. This broad spectrum allows me to fully explore and influence the multitude of factors shaping customer experiences, which is great.
of the broader business environment. Ideally, technology should address clearly identified customer and employee needs, solve specific problems, and enhance overall experience.
For instance, time is a critical challenge today. Customers increasingly value efficiency and convenience. Τhey prefer not to wait in queues, endure long phone holds, or repeatedly provide information they expect businesses -they frequently interact with- to already have. In such cases, technology provides powerful solutions to meet these expectations effectively and elevate the overall experience.
However, this benefit is conditional. Technology must be strategically implemented to address genuine customer and employee needs while also delivering broader business benefits such as cost reduction, increased efficiency and improved resource allocation. Unfortunately, we have all experienced instances where technology has been inadequately or poorly integrated, resulting in dissatisfaction for customers, employees, and ultimately the business itself.
Technology is not the ultimate goal; rather, it acts as a catalyst and enabler, for gaining substantial competitive advantage, provided that its adoption is well-planned, thoughtfully executed, and motivated by the right objectives.
Do you notice a lack of women in CX? If so, why do you think that’s the case? Indeed, there is an imbalanced representation of women across various sectors, including CX. Unfortunately, we still seem far from a time when such a question would be unnecessary, and this imbalance would no longer be noticeable. As a mother of two teenage daughters who are close to stepping into the next stage of their lives
Technology is not the ultimate goal; rather, it acts as a catalyst and enabler, for gaining substantial competitive advantage, provided that its adoption is wellplanned, thoughtfully executed, and motivated by the right objectives
as professionals, I genuinely feel disappointed that my generation has not managed to achieve greater progress in this area.
Perhaps what’s the most discouraging thing to notice is the realization that inequality is a global phenomenon, transcending local cultures, societies, and histories. It underscores the need for continued efforts and meaningful actions to
foster gender equality in all professional fields, including customer experience.
Looking back, which women in your life have had the most influence on your career?
Without a doubt, my daughters have had the greatest influence on my career. Becoming a
mother and understanding the responsibility of raising two future women in a world still marked by patriarchal characteristics has profoundly shaped my belief that no matter the decision, my attitude should positively influence and inspire them. Every professional choice I make aims to set an example for them. From an early age, I openly shared details of my professional life, career decisions, priorities, and core values with them. My intention has always been to demonstrate that, in certain situations, there are no dilemmas—certain values must remain non-negotiable.
Striving to be the best possible version of myself each day for my daughters has significantly influenced my professional journey, and I believe this impact will only grow stronger as they mature.
What does the term "authentic leadership" mean to you?
Given that the term "authentic" originates from Greek, it’s interesting to note that in Greek, the words "authentic" and "authority" share a common root in a word (which cannot be directly translated into English) meaning someone who is master of oneself, fully in control. Despite their shared origin, "authority" refers to expertise and unquestioned knowledge or capability in a particular area, while "authentic" implies being genuine, real, and trustworthy.
To me, authentic leadership means consistently being there for your people with genuineness and reliability, bringing on the table your personality, the authentic you. Listen with empathy, celebrate the team’s successes, support the team in failures, share
knowledge, foster development, be honest and fair. By cultivating these traits, you naturally become someone whose leadership is respected and beyond doubt. Authentic leadership is not something you can declare about yourself; You can’t simply state “I am an authentic leader”. Rather, it's something others recognize in you through their experiences with your actions and character.
What is your secret behind striking a work-life balance?
Successfully balancing professional and personal roles is undoubtedly challenging, and I must admit, I don't always manage to maintain this balance perfectly. However, the approach I previously mentioned -making decisions based on evaluating the expected impact- has significantly helped me manage guilt when balance is not possible.
At one point in my life, I consciously took a break from corporate life to be fully present, when my daughters were starting school, which was a milestone for them. It was a choice, I've never regretted. Currently, I'm at a demanding stage in my career while simultaneously pursuing a Master’s degree. Although this means I'm away from home more often and have less energy in my personal life, I don't feel guilty. This was a decision deeply rooted in my personal aspirations and thoroughly discussed and agreed upon within my family before saying “off we go”!
Ultimately, if the overall impact is positive, temporary sacrifices of balance can be justified and worthwhile. If there isn't a clearly positive impact, then perhaps something needs to be reconsidered and changed.
My main aspiration is consistent selfdevelopment and progress in every aspect of my life
Where do you see yourself in 5 years from now?
Continuous growth on a personal, professional, and academic level has always been very important to me. While I can't say exactly where I'll be five years from now, I am sure I'll have evolved into an improved version of who I am today. My main aspiration is consistent self-development and progress in every aspect of my life.
Hopefully I'll still be happy, creative—and of course, a bit older!
What advice would you give to someone looking to break into the field of CX or EX?
Working in CX and EX is an incredible journey with many diverse areas to specialize in.
Βe comfortable with uncomfortable : It is not always comfortable to become a mirror for an organization, openly reflecting both strengths and weaknesses. The challenging part is encouraging an organization to acknowledge its vulnerabilities and, even more so, prompting it to systematically address them.
You will need both theory and hands on: I would strongly advise aspiring professionals to pursue both academic knowledge and practical experience. No theoretical model can be truly evaluated until it's practically implemented.
Focus not only on customer journeys but also on those who will deliver them: it's crucial to recognize that improving customer journeys goes hand in hand with enhancing employee journeys, especially ensuring that employees actively participate in the transformational process driven by CX strategies. Both CX and EX require a collaborative approach, so be inclusive, engage with your teams, and foster participation. And of course….
Grow to be as unbiased as possible!
Inspiring Teams and Driving Innovation in Global Tech
Wanda Ni Laighin is the Vice President, Global Marketing, SAP LeanIX and SAP Siganvio, a global leader in enterprise architecture and business transformation solutions. With a career rooted in the international technology sector, Wanda has lived and worked in Ireland, the UK, and France. She also held a variety of senior leadership positions in Oracle across marketing, business development, and sales. She is a board member of L-Impact, an organisation committed to supporting women entrepreneurs and inspiring young girls to pursue education and careers in STEM. She is an award winner of the 2025 Future B2B CMO 100. Wanda lives near Paris, with her husband and has two children. She loves ballet and wants to learn how to fly.
Recently, in an exclusive interview with CXO Magazine, Wanda shared insights on the role of business development and marketing evolving in the future, the secret mantra behind her success, personal role model, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Wanda Ni Laighin
Vice President, Global Marketing, SAP LeanIX & SAP Signavio, SAP
Hi Wanda. What drives your passion for helping organizations grow and transform, and how do you stay motivated?
My passion is fueled by the knowledge that companies need our help more than ever. Having spent my entire career in the technology industry, I’ve seen transformation first-hand. I know how challenging it can be, but also how powerful. I experienced the dot-com bubble of 2000 where one day we can be on a high and then all of a sudden things can change overnight. The pace of change today is unprecedented. Being able to help organizations navigate complexity, adapt with confidence, and achieve
sustainable success gives me the chance to have a meaningful impact. That’s what motivates me. I grew up in Dublin, Ireland, during a time when the technology industry was just taking off. I decided to jump straight in not knowing much of this area, to be honest. I studied Business in Dublin and then went to Galway in the west of Ireland, to complete my Masters in Business, specialising in marketing, where I was delighted to obtain a 1st place, 1st class honours. i After my studies, I remember receiving two offers, one from a pharmaceutical company and the other from a technology one. I decided then to take the technology path that shaped my career.
Business development and marketing are no longer just about campaigns and conversions — they’re about navigating constant change
I must say the salary offered was also better which was also a motivator!
I am naturally an ambitious person and a bit of a perfectionist, although I’ve learned to adapt my style to that of striving for excellence as 100% perfection can slow one down.
Naturally, we all encounter obstacles now and then. I’ve had my challenging moments like anyone else where I’ve missed an opportunity but in my experience this has led to another, even better one. How do I keep myself motivated? Clear goals, daily action, and continuous learning. I find a sense of progress in tackling a tough project under pressure or pursuing new skills. I remember a situation in the past where I had been asked to lead an international sales enablement for 2000 people in seven locations in a very short timeframe and I was basically told by a person that I would fail. Well, I wasn’t going to let that happen and that motivated me to make it a success. These types of challenges really get me going.
At the end of the day, I’m an optimist and I’m a realist. While I hope for the best, I'm ready for whatever might come. Still, when these challenges inevitably arise, I still believe that progress is always possible and there’s a way through. This proactive growth mindset ultimately guides me.
What do you love the most about your current role?
As Vice President of Global Marketing, SAP LeanIX and SAP Signavio, I enjoy the variety of responsibilities the role has to offer. No two days are alike. One moment I’m shaping our marketing strategy, the next I’m coaching a team member, discussing with customers and partners, speaking at an event, or building a new program from scratch. I’m fortunate enough to do this at the intersection of technology and business, right where innovation happens. Since you asked what I love about it: although we're part of a relatively large technology
company, SAP, the business area I work in was built around two acquisitions–of SAP LeanIX and SAP Signavio–and we’ve managed to keep that startup spirit alive. We enjoy this unique blend of entrepreneurial spirit within a global structure, I believe, because the original founders of these companies–both approachable and passionate–are still deeply involved.
Finally, I love working not only crossfunctionally but also across borders. Just last year I travelled to Japan, Chicago, Frankfurt for the first time with our global events and this was a wonderful way to connect with our customers. I have colleagues all around the world. That means, on top of being fast-paced, my role is also international and rich in cultural diversity. And at the center of it all are the people. I’m constantly learning from them and, when I have the opportunity, helping them grow. There’s nothing better.
How do you see the role of business development and marketing evolving in the future, and what skills do you think will be most important?
What I studied about marketing at university has completed evolved over the years. I remember when the internet came out and how exciting that was. Digital campaigns didn’t exist.
Business development and marketing are no longer just about campaigns and conversions they’re about navigating constant change. The pace of change–driven by AI, which is transforming everything–means what worked yesterday won’t work tomorrow. For this reason, adaptability in these roles will become far more important than pedigree or a stellar CV.
Adaptability calls for breaking down traditional barriers, blending, for example,
data-driven decision making with bold and innovative storytelling. For example, with our global marketing programs we aim to make them much more customer-focused compared to the past where they were quite solution-driven. This benefit approach, speaking the language of the customer has helped us connect more and partner better with our customers. The future belongs to those who can think both like strategists but also execute with excellence, It’s no longer either/or. You need to be capable of both.
More concretely, the skillset that will define the next generation of marketers and business developers is layered. You will need a level of technical fluency, the ability to work with a variety of digital tools and, of course, AI. You will need both critical thinking and persuasive communication skills, too. But you will also need resilience, agility, and the courage to take risks.
I’ll note, that last one is personal. I’ve had to challenge my own risk-averse nature over the course of my career.
Given the unpredictable nature of the future, success will come down to mindset. In a world where the playbook is being rewritten in real time, the most critical skill will be the ability to learn, unlearn, and lead through uncertainty.
What role do you believe sustainability plays in business success, and how do you incorporate sustainable practices into your work?
I actually completed a course in Managing Corporate Sustainability last year as I wanted to delve into and find out more about this area.
Sustainability can play a crucial role in business success, as it not only addresses environmental concerns but also drives innovation, cost savings, and stakeholder satisfaction.
For example at SAP, we've pledged to achieve net-zero emissions along our value chain by 2030, aligning with a 1.5°C future. To accomplish this, we're making our events more sustainable by reducing giveaways, we're digitalizing our
Sustainability can play a crucial role in business success, as it not only addresses environmental concerns but also drives innovation, cost savings, and stakeholder satisfaction
electric vehicle fleet, and we’re migrating customers to cloud data centers, helping them hit their net-zero targets.
Personally, I believe everyone can contribute to sustainability through simple practices like minimizing waste, conserving energy, and using public transportation. I still wear clothes I bought over 20 years ago ! I prefer train travel, even though this isn’t always possible. I also find it relaxing and conducive to reflection.
I connect sustainability with efforts to create a more just and equitable world. I'm passionate about supporting women in leadership and technology. I co-founded a Women’s Leadership organisation over 20 years ago shortly after returning from maternity leave and currently serve on the board of L-Impact, a French association which empowers women entrepreneurs and encourages girls to pursue STEM education and careers in tech. By fostering diversity and sustainability, we can build a better future for everyone. We are currently planning the L-Impact Awards for women entrepreneurs in June this year, so if anyone is interested please check this out.
You were recently recognized as one of the 2025 Future B2B CMO 100. Our readers would love to know the secret mantra behind your success.
If there’s a mantra behind my journey, it’s this: be bold, be curious, and be consistent. I’ve learned the importance of being patient and staying the course—even though I naturally like to move fast. I’ve also learned to raise my hand for projects outside my comfort zone, even when I wasn’t sure I met all the criteria. That’s how growth happens.
Lean In by Sheryl Sandberg left a lasting impression on me—particularly the reminder to “sit at the table.” It encouraged me to speak up, show up, and apply for roles I initially thought were out of reach. One of those roles changed the course of my career.
I haven’t been afraid to move around and take on different roles. I’ve worked in Ireland, the UK and France and across various parts of the business—not just in marketing—and that breadth has been key. When I returned to a dedicated marketing role just over a year
To me, authentic leadership is about leading with honesty, transparency, and a strong ethical core
ago at SAP, I brought all the cross-functional experience with me to help break down silos and ensure common goals and impact.
I have had great mentors, sponsors, and teams along the way. If I could return the favour and share some advice with your readers, it would be this: Develop a point of view, share it, and dare yourself. Remember: if you don’t ask, you don’t get. People respect those who show they want to grow and contribute.
Looking back, which women in your life have had the most influence on your career?
The most influential woman in my life has undoubtedly been my Mum. It actually took me a while to realise it—and even longer to tell her. I remember sitting in the car with her and one of her childhood friends a few years ago, talking about role models, when it suddenly hit me: it was her. I told her then and there.
My mother is Polish, born during World War II, and raised in the UK. At just 16, she became the first leader of her local Polish Girl Scouts company, Pilica, in Ealing in London. We actually celebrated the 65th anniversary of this girl scouts company in January this year. My sister and I attended with my Mum. It was a moving and proud moment. She later studied medicine in Dublin and went on to have a remarkable career—not just as a doctor, but as a founder of the Irish Polish Society. She was even decorated with a medal by the Polish government.
My Mum has always had strong values and the courage to stand by them. Despite all she achieved, she always made time for my sister and me. She brought us up speaking Polish, understanding the history and practicing their traditions. She gave us unconditional support, love, and the belief that we could do anything.
She embodies the perfect balance of leadership and humanity: resilient, ethical, driven, and
deeply caring. I try to live up to her example— even if I know I’ll never quite match it
What does the term "authentic leadership" mean to you?
To me, authentic leadership is about leading with honesty, transparency, and a strong ethical core. Most importantly, though, it’s about being yourself. That may sound simple, but it hasn’t always been easy for me. I’m naturally introverted and used to keep a clear line between my personal and professional life. For years, I believed that was the right thing to do.
That changed during COVID-19. In a time of uncertainty and disconnection, I realised that people needed more than direction—they needed connection. I had to show up not just as a leader, but as a person. That meant letting others see who I really was, even if I felt uncomfortable at first. I learned that sharing personal stories, values, and even vulnerabilities, helped build trust and stronger teams. Stronger teams, built in this way, also lead to better outcomes at work, so for me, finding the right mix of requiring high standards and recognising shared humanity is critical. That doesn’t mean it’s easy, by any stretch – in fact, it’s a daily balancing act.
So, for me, authentic leadership, is a continuous journey and it’s an area I am working on every day . It’s about showing up with integrity, being direct, and creating an environment where others feel safe to be themselves. People don’t follow titles; they follow people. And being human, in all its complexity, is what makes leadership real.
What is your secret behind striking a work-life balance?
Work-life balance isn’t a fixed formula—it evolves depending on where you are in life.
When I was starting out, I had a lot of time to focus on my career. Things changed when I had children. The first five years as a mother were especially challenging. I went back to work after just three months of maternity leave each time—not because I had to, but because work is a core part of who I am.
Making it all work took good childcare, a supportive partner, and very open, honest conversations about sharing responsibilities. I deliberately slowed the pace of my career during that time. While I have mixed feelings about the trade-offs, I don’t regret being present for my children. Now that they’re in college, I have more time. As a result, if I’m honest, I’ve gone back to my natural state as a workaholic.
Nevertheless, I still believe deeply in balance. For me, it’s about managing by objectives, not by hours. That’s what I tell my teams: outcomes matter more than clocking time.
I’ve also learned the importance of indulging my personal passions. Ballet has been mine since I was four—it keeps me grounded, fit, and mentally refreshed.
Finding the right balance comes down to knowing your own rhythm. There’s no one-sizefits-all—only what’s right for you at each stage.
Where
do you see yourself in 5 years from now?
That’s a great question—and a challenging one, given how fast the world is changing. What we’re learning and doing today may already be outdated in five years.
Personally, I feel there is so much more to come for me. I have had a linear career with steady growth over the years but I feel I’m really taking off now and I’m excited to accomplish so much more.
CMOs will need to be fluent in data, finance, and AI, while staying anchored in cultivating that human connection
That said, I know I’ll still be in the tech industry. It’s where I’ve spent my entire career, and I love its pace, innovation, and impact. More broadly, I believe the role of the CMO will become even more pivotal within the C-suite, acting as a bridge between business strategy, customer experience, and technology. CMOs will need to be fluent in data, finance, and AI, while staying anchored in cultivating that human connection.
I’m currently taking a corporate finance course at HEC Paris to broaden my perspective and become an even more effective business leader. As long as I’m learning, being challenged, working with brilliant people, and making a real impact—I’ll be exactly where I want to be.
What advice would you give to someone looking to break into a leadership role in business development or marketing? If I were to some it up, I would say declare your ambition, find a sponsor and don’t give up. Start by being intentional. Voice your ambition early—write it into your development goals,
Leadership isn’t about knowing everything—it’s about creating the conditions for others to thrive
raise it in performance reviews, and treat it as a priority, not a side note. Then take action: seek out leadership training, join external networks, and raise your hand for cross-functional initiatives that stretch you beyond your comfort zone. And don’t underestimate the power of visibility. Build your brand, inside and outside your organisation. Keep going, even when it’s hard.
One of the most powerful steps you can take is finding a sponsor—someone who will champion you when you’re not in the room. If you encounter roadblocks, don’t be discouraged. Navigate around them, ask questions, understand
the process, and build relationships with those who influence decisions.
Leadership isn’t about knowing everything— it’s about creating the conditions for others to thrive. I’ve led teams across different functions: marketing, operations, sales, communications, and more. The common thread is being able to influence, inspire, and execute. Show up in meetings. Speak with purpose. Be open to taking on extra responsibility.
The path may not be linear—but if you stay consistent, stay bold, and stay true to yourself, you will get there.
Driving Business Growth through CX Innovation
Peter Aitken leads the development of Kantar’s latest CX methods, and supports Kantar’s most cutting-edge CX programmes, which regularly win awards. He co-authored the Global Customer Experience Standards with Bain & Company and Qualtrics, and developed Kantar’s Meaningfully Different Experience method, integrating brand measurement into CX.
Between 2023 and 2025 the Kantar CX team with our clients won 5 UK and international awards, including Best Use of Customer Insight by the Institute for Customer Service for our work with Virgin Atlantic in 2024 and Nationwide in 2025, and Gold at the European Customer Experience Awards with Hyundai for Best Customer Insight in 2024.
Recently, in an exclusive interview with CXO Magazine, Peter shared insights on the role of empathy in delivering exceptional customer experiences, significant career milestones, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Peter Aitken
Senior Director, Head of Customer Strategy and Insights, Kantar
Hi Peter. What drives your passion for customer experience and strategy?
Customer Experience brings together all the areas I love: understanding people, solving problems, and using insight to make things better. I've always been fascinated by people— why they do what they do, and how experiences shape behaviour. That started back in school when I studied psychology, sociology, and philosophy, and continued through my degree in Psychology and Neuroscience. A huge focus of this was how experiences affect memories and create connections in the brain. And now, 20 years later, I’m still exploring and learning this.
I love helping organizations improve how they connect with their customers and seeing the impact that comes from doing CX right – both for companies and making everyday life just a little bit better. It's the perfect mix of human insight and strategic thinking.
What do you love the most about your current role?
I’m very fortunate at Kantar that I get to work with a brilliant, diverse team. Whether it's strategists, researchers, designers, system integrators, project managers, or our sales team – the magic happens when we bring different minds together.
I’m very hands-on and like to work closely with the team—helping shape our thinking, digging into the detail, analysing the data, and helping teams develop insights and strategies for our clients. I get to work with amazing clients, across industries, who trust us to help shape their customer experience.
Right now, I’m working on Kantar’s latest methods and solutions, applying Kantar’s market-leading brand measurement IP into customer experience. I also get to travel, speaking
at events and conferences, and delivering client workshops with Kantar’s Customer Experience teams across the world. These give a real buzz, as you have to put yourself out there, on stage. Plus, the positive response, and discussion that a good workshop instigates, is deeply rewarding.
How do you balance creativity and datadriven decision making in CX?
Good data helps spark great ideas. It tells you where the problems are, but also what’s working well. Over my career, I’ve worked as both as a statistician, and an experience designer. What I’ve learned is that creativity is even stronger when it’s grounded in insight. We use data to get a sense of what is going on, but it never gives the complete customer story. We need creativity to form hypotheses on what to explore further, qualitatively with real people, and then form ideas for better experiences. And when we test those ideas, we come back to the data to see what’s really made a difference.
What role do you think empathy plays in delivering exceptional customer experiences?
Empathy is central to Kantar’s approach for understanding customer experience – which we call ‘Meaningfully Different Experiences’. Put simply, a business must deliver on both functional and emotional needs, plus create an experience that feels unlike any other provider. Our data shows that delivering on these aspects is highly predictive of future revenue growth. It makes sense really – your product or service must be created with a true understanding of your customer to work effortlessly, build an emotional connection, and stand out from the rest. That’s where empathy comes in. It’s about seeing the
Good data helps spark great ideas. It tells you where the problems are, but also what’s working well
world through your customer’s eyes—what they need, how they feel, and what matters most to them, how they feel about the alternatives. That means going beyond the numbers and listening to real customer stories. In practical terms, we don’t just look at survey numbers; we read verbatims, conduct interviews, observe natural behaviour, watch screen recordings. With empathy, you’re creating experiences that truly connect with people, in a way that’s meaningful, and different.
What is your leadership philosophy and how do you keep team engaged and motivate them?
I believe in leading by working alongside the team. I’m not one for sitting on the sidelines.
I prefer to get stuck in and solve problems together. I’m inspired by people who deliver great work, day in, day out, and by those who dive deep and bring new insights to the table. I try to create a culture where everyone feels valued and heard. When people feel trusted, appreciated and part of something meaningful, they’re naturally motivated to do great work.
How do you stay current with the latest trends and technologies in customer experience?
The CX field moves so fast, and there is some amazing work taking place right now. I stay close to what’s happening in the industry by getting actively involved; speaking at
When people feel trusted, appreciated and part of something meaningful, they’re naturally motivated to do great work
events, reading widely, following thought leaders, and sharing our own ideas on platforms like LinkedIn. Plus, I speak to clients most days, and run regular workshops bringing CX leaders together. Those experiences are fantastic because in sharing our latest thinking, I’m testing the reaction, and hearing questions and ideas from others. This usually prompts me to go back to the data, ask more questions of our clients, and then evolve the thinking.
Collaborating with other experts, like in my work with Bain & Company and Qualtrics on the Global CX Standards, helps me stay sharp and learn from other industry leaders. This really forced us all to pool the latest best practices and forward-thinking ideas.
I also highly recommend serving as an awards judge. I do this for the UK CX Awards, and get to see so many incredible things people are doing in organisations big and small. This really inspires me to push our work forward.
What has been your most careerdefining moment that you are proud of?
I'm going to cheat and highlight two things! First, leading the creation of Meaningfully Different Experiences at Kantar has been incredibly rewarding. This approach is now rolled out globally and is live on at least 30 projects. It's helping organisations connect their customer experience more closely with their brand, and showing just how much CX can drive commercial results. Seeing it have such an impact for clients – and being asked to share it at major conferences and events –has been incredibly rewarding.
The second is co-leading the development of the Global Standards for Customer Experience teams with Bain & Company and Qualtrics. It felt career-defining because we were essentially capturing what “good” looks like in CX practice – not just for one company, but as a guide for the industry globally. When we launched the standards last year, the response exceeded our expectations: it’s been downloaded over 2,000 times and prompted a lot of positive conversation in the CX community
Seeing it picked up by industry media (including a series of articles on CX Dive) and hearing feedback from CX leaders that they’re using those standards to shape their programs was incredibly rewarding. I’m proud of it because it wasn’t just a personal achievement; it was a collaborative effort that hopefully raises the bar for everyone.
What are your passions outside of work?
Outside of work, I’m happiest spending time outdoors with my family in the Peak District –camping, walking, or just relaxing in the garden with my wife and two young children. Getting out in the hills for a walk, or digging in the raised beds helps me switch off, and brings a little perspective when I’m back at work. I also love playing guitar; it’s my way of escaping for a few hours and getting into a creative flow. Writing and public speaking are longtime passions of mine as well. I enjoy sharing new ideas, whether through publishing thought leadership, hosting webinars, or presenting at events. Ultimately, I find that these activities keep me curious and energized – qualities that I hope make their way back into my work.
Where do you see yourself in the next 5 years?
At the moment, my focus is on scaling our successful approaches globally. I hope to have helped embed the idea of experience as a key driver of business growth in many more organizations over the next five years. Personally, I’d love to continue writing and remaining active in the CX community. We currently have some really exciting articles and interviews planned, any maybe it’ll come together as a book. One day, I’d love to produce something that draws from the expertise of a range great people doing really exciting things – whether CMOs or people in operational roles – with inspiring examples and data that illustrates the principles that lead to commercial success. Who knows, maybe it could become part of the canon of management reading. But either way, as long as I’m doing interesting work, that has a net-positive impact on the world, then I’m happy.
What advice would you give to organizations looking to build a more customer-centric culture and improve their CX capabilities?
Start with your culture. Customer experience isn’t just a function—it’s a mindset that needs to live across your whole organisation. Make sure your people understand the role they play and why it matters. Then get the basics right: listen to your customers, act on what they say, and link those actions to business results. Focus on the moments that matter most to your customers, and find ways to stand out. Most importantly, build empathy into everything you do. If you truly understand your customer, you’ll make better decisions and deliver experiences that people remember.
AI as a Game-Changer: The Future of Private Banking and Startup Innovation
Kevin is a seasoned leader with over 15 years of international experience across strategy, digital product design, and organisational transformation. With a strong foundation in creating impactful strategies and customer-centric solutions, he has helped businesses across industries unlock growth, boost efficiency, and elevate customer experiences. His passion lies in designing meaningful, valuedriven experiences that benefit both clients and organisations. Kevin’s career spans three distinct professional chapters: 8 years in the financial industry, 4.5 years in consulting, and 3 years in the startup world. This diverse journey has shaped his ability to adapt, lead through complexity, and drive change across a wide variety of contexts. An active contributor to the Singapore INSEAD alumni community, Kevin serves on the Alumni Executive Committee, where he leads clubs and interest groups. He is also President of the Business Value of Design club, championing the strategic role of design in driving business performance.
In a recent interview with CXO Magazine, Kevin Boezennec discussed his experience with NextGen, Startups, and Private Banking. He shared his views on emerging trends, risk assessment, technological advancements, and many more.
Kevin Boezennec
Co-founder (Head of Sales) at SC Ventures by Standard Chartered
In your experience, what are the most critical factors for making sound strategic decisions in high-stakes environments?
Data is absolutely fundamental. First, external data helps assess market threats and opportunities. Then, customer data uncovers the “job to be done” by identifying needs and removing pain points along key customer journeys. Finally, testing and experimentation data are crucial to fine-tune the strategy, increase success rates, and reduce uncertainty.
How does leadership in a startup differ from leadership in private banking, and what lessons from one sector have you applied to the other?
It’s truly night and day. In private banking, decision-making often requires extensive research and stakeholder alignment. It’s about socialising ideas and gaining buyin. In contrast, startups operate with leaner processes and prioritise speed and execution. In corporates, I use design thinking and agile practices to prototype solutions quickly, offering tangible outcomes to align teams and validate with end users. In startups, I bring a strategic lens to ensure we don’t lose sight of the bigger picture amidst the fast-paced, short-term grind.
What emerging trends in private banking and the startup ecosystem do you believe will have the biggest impact in the next five years?
AI is the clear game-changer. In private banking, it’s set to transform the entire advisory process, empowering both bankers and clients with smarter decision-making tools embedded at
every touchpoint. In the startup world, AI is already accelerating everything, from research to development, enabling faster learning cycles, quicker go-to-market, and a more impact-driven approach over pure delivery.
How do you see the NextGen (next generation) of leaders and entrepreneurs reshaping business models and driving innovation?
NextGen leaders are breathing new life into traditional business models by leveraging emerging technologies to address evolving customer needs. They’re more adaptive, purposedriven, and unafraid to challenge legacy thinking, opening up new markets, targeting underserved segments, and creating solutions that resonate with today’s dynamic world.
Both startups and private banking involve managing significant risks. How do you approach risk assessment and mitigation while fostering growth?
In private banking, the risk framework is highly structured to safeguard clients and the industry. Within those guardrails, it’s about identifying the areas with room to innovate and growing responsibly. Startups, on the other hand, have more flexibility. The key is to take calculated risks, ones that are aligned with strategic goals and offer meaningful upside.
What qualities do you believe are essential for today’s leaders, and how do you mentor the next generation of decision-makers?
Empathy, resilience, and adaptability are more important than ever. Great leaders need to understand what drives their teams and stay
Whether you’re experimenting with a new business model or integrating a new technology, design thinking equips you to move fast, learn from real feedback, and adapt continuously
grounded in shared values. When mentoring, I focus on helping future leaders tap into their core motivations and learn to navigate ambiguity with confidence and clarity.
With rapid technological advancements and shifting market dynamics, how do you stay agile and future-proof your strategies?
Test, learn, iterate, that’s the foundation. Design methodologies are powerful in keeping teams agile and future-ready. Whether you’re experimenting with a new business model or integrating a new technology, design thinking
equips you to move fast, learn from real feedback, and adapt continuously.
What advice would you give to aspiring entrepreneurs and leaders who aim to make a meaningful impact across industries?
Start by clearly defining the impact you want to create, who you’re serving, when, how, and to what extent. Then, break it down into actionable, short-term goals to begin executing and collecting data. Most importantly, stay hands-on and open-minded. Losing touch with reality, whether it’s the market, your customers, or your team, can be a huge risk in today’s fastchanging world.
Mentoring the Next Generation of CX Leaders
Emma Sopadjieva leads the Customer Experience Strategy at Samsara, the leader in connected operations, improving the safety, efficiency, and sustainability of physical operations. Her team brings customer feedback to life so that the employees have the knowledge and tools to create “wow!” moments for Samsara customers. Emma has built a career with 20+ years of experience in CX strategy and was recognized as one of the top 50 San Francisco women leaders in 2025. She is a speaker at CX conferences and top-charted CX podcasts, and her work is featured in publications, including HBR and Forbes. Before Samsara, she was the head of CX Insights and Operations at ServiceNow, the Customer Insights team at Eventbrite and the CX Research team at Medallia.
Recently, in an exclusive interview with CXO Magazine, Emma shared insights on the role of technology in enhancing customer experience, the secret mantra behind her success, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Emma Sopadjieva
Head of Customer Experience Strategy, Samsara
Hi Emma. What drives your passion for customer experience strategy?
Hi, great to be here. Customer experience provides the perfect intersection of customer data and business strategy, fueling businesscritical decisions based on the voice of the customer. It is meaningful work as it ultimately is impacting people: understanding their needs, solving their problems, and making their lives easier or better. But at the same time, it has a very tangible impact on the business: great customer experiences drive revenue growth, retention, and brand advocacy. It's motivating to know that investing in CX isn’t just the right thing to do; it’s also smart business.
What do you love the most about your current role?
Customer experience is a team sport, which means that my team and I work with every single function within the company to drive customer-centric change, from the CEO to the frontline, from back office to front office. Not many teams have such reach. CX work spans
functions and personalities; success comes from building trust, not from silos. Crafting a cohesive customer experience often means working across silos, balancing short-term fixes with long-term vision, and bringing together data, technology, and human insights. It’s intellectually challenging in the best way.
What role do you think technology plays in enhancing customer experience?
A major role. Customer expectations are always evolving. That creates a dynamic, never-static environment where you have to keep learning, testing, and adapting. CX Strategy functions heavily rely on technology to analyze the voice of the customer: we unify customer listening across the enterprise through customer experience management platforms; analyze unstructured data in real-time through text analytics and sentiment analysis; prioritize customer pain points and quantify ROI of CX initiatives through advanced modelling; drive 1:1 customer follow up through action workflows. And most recently AI has started completely transforming
Crafting a cohesive customer experience often means working across silos, balancing short-term fixes with long-term vision, and bringing together data, technology, and human insights
how we analyze data, enable our frontline teams to solve customer issues in real-time, use AI to improve the customer experience without the need for a human touch, and personalize and tailor experiences to meet customers where they are. To be successful in CX, you need to be at the forefront of technology and adapt as quickly, if not quicker, than our customers to the changing environment.
Can you discuss the importance of customer feedback in driving business decisions?
Businesses that listen to their customers and act on what they hear, stay ahead of the market, strengthen relationships, and outperform financially. Today, Gartner states that 80% of organizations compete primarily on customer experience, and brands delivering exceptional CX see revenue increases of 2–7%, according to McKinsey. CX is no longer optional, it’s mission critical.
Customer feedback uncovers blind spots, prioritizes investments, and acts as an early warning system for changing expectations. It reveals what customers actually experience, not just what companies think they experience, helping leaders make smarter, more impactful decisions.
Most importantly, listening to customers builds trust and loyalty. When feedback drives real change, it deepens emotional connections and fuels lasting brand strength.
How do you stay current with the latest trends and advancements in CX?
There is so much written on customer experience and technology every day, that it is easy to stay abreast of emerging topics. I read
industry research by Gartner and Forrester, follow CX though leaders on LinkedIn, attend CXPA webinars, listen to customer service and experience podcasts like The Customer Experience Podcast, attend CX conferences, and just read the news as you can learn so much from adjacent fields.
Do you notice a lack of women in CX? If so, why do you think that’s the case?
Fortunately, compared to many other business functions, Customer Experience is one of the areas where women are better represented — especially in leadership roles. In fact, it's fairly common to see women as Chief Customer Officers, Heads of CX, or VP-level CX leaders, which is a breadth of fresh air.
However, there are still gaps, especially when you look at: the most senior executive teams (CX leaders often don’t sit at the CEO's table), and technical CX roles (like those involving customer analytics, journey orchestration platforms, or AI/automation design). That's a missed opportunity for organizations, which I am committed to help change.
Congratulations on being recognized as one of the Top 50 Leaders of San Francisco, 2025. Our readers would love to know the secret mantra behind your success.
Thank you so much. It’s truly an honor. If I had to sum up the mantra behind my success, it would be: relentless forward movement with a laser focus on the customer. Throughout my career, I've found that when you genuinely put the customer’s success at the heart of every decision, everything else, such as growth, innovation, loyalty, and personal leadership
Even if you’re not officially in a CX role yet, find ways to interact directly with customers through support cases, user research, frontline shadowing, or customer interviews
opportunities, naturally follows. I stay focused on making a real impact rather than chasing titles or accolades. If you consistently deliver value for your customers, your company, and your team, recognition becomes a byproduct, not the goal.
What does the term "authentic leadership" mean to you?
Authentic leadership means leading with honesty, self-awareness, and a deep connection to your values, even when it’s hard or uncomfortable. Authentic leaders admit their mistakes, stay curious, and listen deeply. In customer experience especially, authentic leadership matters because customers and employees can quickly sense when a leader's words and actions don't match. Trust comes from consistency, vulnerability, and a real commitment to doing the right thing.
Where do you see yourself in 5 years from now?
Continuing to lead and innovate at the intersection of customer experience, technology, and business strategy. Empowering organizations to design not just better experiences, but better companies overall.
Also, firmly securing CX’s position as a true growth engine, where customer-centricity is embedded in every decision. Finally, I will continue in my mentorship of early-incareer professionals and elevating the next generation of CX leaders, especially those from diverse backgrounds who bring fresh perspectives to the field.
What advice would you give to professionals looking to transition into CX roles?
Get close to customers now. Even if you’re not officially in a CX role yet, find ways to interact directly with customers through support cases, user research, frontline shadowing, or customer interviews. It builds credibility and insight.
Start with empathy and curiosity. CX is all about understanding people, their needs, frustrations, motivations, and journeys. Practice active listening and cultivate genuine curiosity about customer behavior, even in your current role.
Be ready to start small. Sometimes the best way to break into CX is by taking a hybrid or crossfunctional role (e.g., CX project manager, customer success specialist, VoC program coordinator) and growing your expertise from there.
