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CRAFTING MOMENTS THAT STAY
There’s a moment at every performance when the lights dim, the stage comes alive, and the audience collectively holds its breath. That moment of wonder, of anticipation, isn’t confined to theaters or arenas. It’s the very essence of what makes customers return, recommend, and remember. As leaders, we often talk about innovation, growth, and strategy, but at the heart of it all lies a more human question: how do we create experiences that linger long after the curtain falls?
I’ve found myself reflecting on this during everyday interactions; a flawless checkout at a store, a handwritten note from a colleague, even the rare joy of a brand anticipating my need before I voice it. Small touches, but they leave a big imprint. Research echoes this truth: studies consistently show that customers who feel an emotional connection with a brand are more loyal, spend more, and advocate more strongly than those who are simply satisfied. The challenge, of course, is how to scale “delight” in a world that often rewards efficiency over emotion.
This is why we chose to explore the business of wonder in this issue. Delight can be engineered, designed, and delivered across industries, not just in entertainment. Which brings us to our cover story. Anne Belliveau, Chief Revenue and Customer Officer at Cirque du Soleil, offers a masterclass in this very idea. At an institution that has captivated more than 400 million people across six continents, Anne has championed a customer experience framework that extends beyond the show itself; crafting a 365-day journey of engagement. It’s a reminder that the performance is only the beginning; the real story lies in the relationship that follows.
Alongside Anne’s story, this issue brings you diverse perspectives from leaders rethinking customer loyalty, to innovators blending technology and empathy in new ways. Each piece underscores a shared belief: lasting success belongs to those who put people at the center of their strategy.
As you turn the pages, I invite you to ask: what moments are you creating for those you serve and will they remember them tomorrow?
Enjoy Reading.
Sarath Shyam
ANNE BELLIVEAU
Chief Revenue and Customer Officer, Cirque du Soleil
DESIGNING WONDERS FROM SHOWTIME TO ALL THE TIME
18 Axel Kotulla, Chief Customer Officer for Insurance, msg
Leading a New Era of Customer Leadership by Inspiring People CHIEF CUSTOMER OFFICER
CHIEF SUSTAINABILITY OFFICER
34
Guy Cawood, Global Chief Sustainability Officer, adm Indicia
Creating Lasting Change with Data-Driven Decisions and Sustainable Solutions
HR LEADER
50
Marlieke Pols, Manager Talent Intelligence Consulting, Amazon (Working with the Worldwide Stores Global Talent Intelligence Team)
The Next Frontier in Workforce Strategy and Talent Intelligence
28
Selena Cuffe, Chief Growth Officer, Blackstone Consulting, Inc
Creating a Legacy of Innovation and Growth
INTERVIEW
44 Gabrijela Juel, Head of Customer Solutions and Customer Experience, Domain
Elevating Customer Experience in the Age of AI: Strategy, Culture, and Human Touch
60 Kay Sargent, Senior Principal - Director of Thought Leadership, Interiors, HOK
Transforming Workspaces for a Better Tomorrow
INTERVIEW
66
Prudence Pitter, Global Head of HR - Automotive and Manufacturing & Bus Dev, AWS
Empowering Leaders to Drive Inclusive Growth
72 David Ohm, Chief Strategic Development Officer, MultiCare Health System
Driving Transformational Outcomes in Healthcare
78
Jaimi Farrey, Senior Group Loyalty & CRM Manager, Hanes Australasia
Making a Lasting Impact in Customer Experience
ANNE BELLIVEAU
Chief Revenue and Customer Officer, Cirque du Soleil
DESIGNING WONDERS FROM SHOWTIME TO ALL THE TIME
Photo by Myriam Frenette
For millions around the world, attending a Cirque du Soleil show is a memory they never forget. The anticipation, the artistry, the atmosphere; it all adds up to a unique experience. But while the audience watches the stage, Anne Belliveau is thinking beyond the Big Top. As the Chief Revenue and Customer Officer at Cirque du Soleil, Anne plays a key role in shaping how the brand connects with people; before, during, and long after the final bow. Her focus isn’t just on ticket sales or customer metrics; it’s on building lasting relationships that extend far beyond the performance.
“My vision is grounded in one core idea: turning ‘showtime’ into ‘all the time,’” says Anne. At Cirque du Soleil , she has championed the launch of a customer experience framework that transcends the live performance, crafting a 365-day engagement journey. Anne adds, “We want fans to feel the awe-inspiring performances of Cirque du Soleil not just when they’re under the Big Top, but throughout the year through digital content, immersive extensions, exclusive offers, and personalized experiences.” This approach reflects a larger shift at Cirque du Soleil , one that honors its 40-year legacy while embracing the demands of a digitalfirst, experience-driven world. With a portfolio that now includes live shows, multimedia productions, immersive environments, and custom events, the company is not only staying relevant but also staying ahead.
Founded in 1984, Cirque du Soleil has brought its signature blend of creativity and performance to more than 400 million people across six continents and 86 countries. With over 4,000 employees, including 1,200 artists
Photo by Myriam Frenette
Founded in 1984, Cirque du Soleil has brought its signature blend of creativity and performance to more than 400 million people across six continents and 86 countries
from 80 nationalities, it remains one of the most recognized names in live entertainment. Here, Anne’s role is about much more than operational leadership. It’s about reimagining how audiences interact with one of the world’s most beloved creative brands and ensuring that the inspiring impact of Cirque du Soleil feels just as real when the tent comes down.
Reinvention Through Every Step
Anne has spent her career leading change, not just managing it. With more than three decades of experience across telecommunications, performing arts, and sports and entertainment, she has built a strong reputation as a leader who thrives on transformation. Today, as Chief Revenue and Customer Officer at Cirque du Soleil, she continues to drive innovation and expand the brand’s relationship with its global audience.
Known for her expertise in digital transformation, marketing, and growth strategy, Anne’s leadership is grounded in curiosity, resilience, and a desire to create meaningful impact. “I’ve always been driven by a deep curiosity and a desire to reinvent myself. I never set out to follow a conventional path; what guided me was the pursuit of meaningful work that challenges me to grow,” says Anne.
That pursuit has taken her through diverse industries, each one teaching her something new. In telecom, she gained a deep understanding of scale and how to build customer focus into systems. In the performing arts, she saw how emotion and storytelling can build long-term loyalty. And in the sports and entertainment world, she learned the power of immersive, high-impact experiences. “These experiences combined have shaped me into a leader who is both analytical and intuitive, strategic yet empathetic, and always focused on
delivering impact through people, performance, and purpose,” she explains.
Anne’s journey hasn’t always been straightforward. Moving across sectors came with challenges. She had to show that her skills were transferable and that she could lead even in unfamiliar environments. “There have been many defining moments, but the ones that shaped me the most were the times of uncertainty, when the path forward wasn’t clear, and I had to find my own way,” Anne
reflects. These periods became pivotal in her evolution, marked by a continual effort to reaffirm her ability to navigate complexity and lead with conviction, regardless of the terrain.
Leading large-scale transformation has become a consistent theme in her career. Whether it was repositioning a brand, building digital systems, or now reshaping the Cirque du Soleil customer experience, Anne approaches every challenge with equal parts courage and humility. She adds, “. It takes courage to step
Photo by Anne-Marie Forke
into uncharted territory, but it also requires humility to listen, recalibrate, and keep people inspired through change.”
Evolving a Legacy Brand for a New Era
Joining Cirque du Soleil was not just a career move for Anne. It was a meaningful alignment of purpose and opportunity. Known globally for its creativity and daring, Cirque du Soleil represents values that resonate with Anne: imagination, reinvention, and courage, three things that deeply resonate with her both personally and professionally. She says, “I’ve always believed in the power of creativity to transform business, and Cirque du Soleil offers a unique platform to do exactly that.”
Anne stepped into her role with a clear intention: to help the brand evolve while staying true to what people love about it. For her, the challenge was as much about honoring the legacy of Cirque du Soleil as it was about building its future. The position enabled her to combine everything she had learned across strategy, creativity, technology, and storytelling from different industries and apply it to a brand with global influence and emotional impact. “More than anything, it aligns with my desire to create experiences that matter, that stay with people long after the curtain falls,” Anne adds.
Anne is now leading Cirque du Soleil’s next chapter of growth. Her work spans across the organization, with responsibilities that include overseeing ticketing, marketing, digital, sponsorships, merchandise, food and beverage, and VIP experiences.
At the core of her work is a clear goal: to scale Cirque du Soleil’s business while keeping its creative soul intact. That means driving sales, speeding up operations, and introducing
Cirque du Soleil is exploring how AI can help personalize content, enhance discovery, and open up new ways to tell stories
Photo by JF Savaria
bold new ideas to grow the brand without compromising what makes Cirque du Soleil special. Anne is also focused on building strong relationships with world-class partners who share the brand’s vision. These partnerships are key to expanding Cirque du Soleil’s reach and impact, while creating new opportunities for fans to connect with the experience.
Human First, Technology Second
Cirque du Soleil uses technology not just to be modern, but to enhance emotions and creativity in their shows. Anne sees innovation not as a replacement for the human element but as a way to strengthen it. “Creativity and technology are not opposing forces; they’re complementary tools when used with purpose. At Cirque du Soleil, we’re using technology to amplify emotion, not replace it” Anne explains.
That approach has shaped how the company experiments with emerging platforms, from data-driven personalization to immersive formats like AR and VR. Every initiative starts with one simple question: What kind of emotional journey do we want to create?
One of the most exciting examples is In Parallel, an immersive digital format that launched alongside KURIOS – Cabinet of Curiosities. This format allows audiences to experience a Cirque du Soleil show from home with added layers: interactive features, behindthe-scenes footage, and real-time engagement with parallel storylines. “It allows viewers to connect with each other, to personalize their experience, and to truly feel part of the world we’ve created,” says Anne.
The initiative is part of Cirque du Soleil’s broader “From Showtime to All the Time”
Known globally for its creativity and daring, Cirque du Soleil represents values that resonate with Anne: imagination, reinvention, and courage, three things that deeply resonate with her both personally and professionally
Photo by Myriam Frenette
strategy. Early feedback has been strong, and the team sees In Parallel as a starting point for a much larger shift in how fans engage with the brand across both digital and live spaces. That framework became the first step in a deeper brand transformation. In response to a post-pandemic world and shifting audience expectations, Cirque du Soleil reimagined its entire brand architecture, evolving from a
two-hour stage experience into a 360° brand journey. The result is a unified ecosystem built on three strategic pillars: Cirque du Soleil Experience (live and physical encounters), Cirque du Soleil Studio (original content and storytelling), and Cirque du Soleil Collection (products and creative collaborations). These pillars allow Cirque du Soleil to engage with fans not just during a show, but at every point
in their lives, through fashion, food, digital platforms, and immersive formats.
To bring this architecture to life, the team launched a new global brand platform: Feel the Inspiration. More than a campaign, it's a mindset, a creative rallying cry that shapes how Cirque du Soleil creates, connects, and inspires. Like “Just Do It” or “Think Different,” it acts as an emotional and strategic compass.
“It reflects a fundamental shift in how we think, engage with the world, and build lasting emotional relevance,” Anne explains. “Cirque du Soleil isn’t just a company. We’re in the business of awe.”
AI and emerging tech are also part of the roadmap. Cirque du Soleil is exploring how AI can help personalize content, enhance discovery, and open up new ways to tell stories. But Anne is clear about the company's mindset. “We approach them with intention. The future lies in using these tools to augment human creativity, not replace it, to make our experiences more immersive, accessible, and surprising, without losing the soul that defines Cirque du Soleil,” she explains.
Making Every Experience Count
For Anne, data isn’t just a business asset but a creative one. At Cirque du Soleil, insights from data are used to shape every part of the fan journey, from marketing and communication
Photo by JF Savaria
Photo by JF Savaria
Cirque du Soleil is building new ways for fans to connect with the brand—at home, online, and before or after a show
to how people experience a show. “Whether it’s tailoring communications based on fan interests, understanding behavioral patterns across our platforms, or identifying what drives repeat visits and loyalty, we’re using data to make every touchpoint more relevant, more human, and more impactful,” explains Anne. “It’s not about collecting data for its own sake but about creating better experiences and deeper emotional connections.”
That vision extends well beyond the stage. Cirque du Soleil is building new ways for fans to connect with the brand; at home, online, and before or after a show. This includes launching AVOD and FAST channels to bring Cirque du Soleil content into living rooms worldwide, creating PPV (pay-per-view) digital experiences, and integrating interactive technology into Front-of-House experiences for added immersion. The company is also improving how fans discover shows, purchase tickets, and share their stories online. “Every
digital initiative we pursue is designed to either extend the inspiration, deepen engagement, or drive measurable value for both the fan and the brand,” Anne notes.
This focus on the customer experience is tied directly to business performance. Cirque du Soleil measures the impact of its CX strategies through clear outcomes, including ticket conversions, repeat visits, partner engagement, and spending per guest. Anne adds, “Great customer experience is not just a brand value. It’s a business driver.”
Cirque du Soleil has also introduced new revenue streams that are built around experiences fans actually care about. These include digital content monetization, premium hospitality options, and exclusive access packages. The aim is to offer value through experiences that feel natural, compelling, and worth paying for. “That’s where the true inspiration happens: when emotional impact and commercial performance go hand in hand.” Anne concludes.
Axel Kotulla Chief Customer Officer for Insurance, msg
CHIEF CUSTOMER OFFICER
Leading a New Era of Customer Leadership by Inspiring People
Axel Kotulla serves as the Chief Customer Officer for Insurance at msg, a position he has held since the beginning of 2023. With more than 30 years of experience across technology and insurance, he brings both depth and perspective to the role. Colleagues know him for his consulting skills and his focus on customers during sales.
Axel first joined msg systems ag in 2008 as a Principal Project Lead. He went on to become Senior Vice President, a role he held until 2016. After that, he moved to Allianz Group as Head of Department, where he led projects and managed enterprise architecture.
He later became Executive Director of the Business Unit Insurance at Syncier. Returning to msg after these roles marked a turning point for him. “I am passionate about moving beyond discussions of tools and methods to focus on how to truly inspire customers,” he says. This drive to create meaningful impact has shaped much of his work since coming back to the company.
His career path reflects a steady evolution from IT consulting to leadership. “I used to work as a typical IT and business consultant; even during my seven years with Allianz, I somehow automatically got tasks where technical optimization and organizational
improvements were heavily required,” Axel recalls. “Here at msg I can now use these skills to support numerous customers in parallel.”
Leading with Purpose and a CustomerFirst Mindset
While many view Axel as a salesperson, he sees his role quite differently. “I’m typically perceived as salesperson, because convincing of our solutions is an important aspect within my role. Nevertheless, I see me and my team more as enabler by developing excellent customer relationships and trust. The mission is to establish long lasting partnerships and not short-term support initiatives,” he explains. This belief also shapes how he leads teams. “I consciously distinguish between leadership and management in a way that I primarily give guidance and inspiration to motivate my team. In cases where effectiveness and specific
problem-solving capabilities are required to manage a topic, I try to stay in the background as long as possible. To describe my style in one sentence, I’d say ‘My primary job is to motivate my team to identify with their tasks and to take responsibility’,” he shares.
When it comes to customer strategy, Axel prioritizes trust over technical excellence. “I’m convinced that mutual trust is way more important than operational or technical excellence,” he says. “My strategy is to identify the real needs of our customers. And those real needs might be different from what they tell us. As an example, if a customer asks for a new tool to manage hotline queues, I ask how we could reduce the number of calls or help customers solve issues themselves using AI.”
By focusing on trust, clarity, and long-term partnerships, Axel is setting a standard for what modern customer leadership should look like.
Axel is passionate about moving beyond discussions of tools and methods to focus on how to truly inspire customers
Building a Unified and CustomerFocused Organization
When Axel stepped into the role of Chief Customer Officer, he saw the need for stronger coordination across msg’s customer activities.
“Before I started it was typical for an insurance customer to receive visits from various msg companies during a month and the only one knowing, how often msg had touchpoints was the customer himself,” he recalls.
This experience led to one of his early priorities: ensuring that every customer interaction is aligned. “Now, before anyone contacts a customer, they check with the main account manager to understand the customer’s situation, which topics were discussed previously and whether there are
any critical topics that the customer might address,” he explains.
Axel has been focused on guiding msg toward a more sales-oriented mindset. “Changing msg into a more sales-oriented company is the biggest priority which leads to several aspects,” he says. “We had to convince every colleague that listening to customers and understanding what he or she needs in addition will help us.”
Strengthening msg’s identity has also been part of this shift. “Additionally, to sharpen our identity within the market and give every colleague a purpose to work for msg is something that we are still working on,” Axel adds.
To support this new approach, msg’s customer organization now works through clear customer assignments. “Our customer
Axel is often perceived as a salesperson because convincing customers of solutions is an important part of his role, yet he sees himself and his team as enablers who build strong relationships and trust
organization is driven by clear customer assignments, meaning that each customer has a central point of contact. This central account manager steers and coordinates all activities for that particular customer,” he explains. “For our global operating customers, we established a global account management with a regular exchange between all of the customers region responsibles.”
Navigating Digital Transformation in the Insurance Sector
Axel sees both challenges and opportunities as the insurance industry moves through digital transformation. “There are some unique challenges and opportunities that the insurance sector face in digital transformation today,” he says.
One of the most pressing challenges is attracting new talent. “On the more challenging side I see the demographic change, as insurance companies fight with companies closer to young talents’ lifestyle. Insurers have
to explain their attractiveness and advantages more,” he explains.
He also points to emerging risks. “In addition, the climate change and cyber risks bring challenges to insurers as both topics lack the most important factor for good insurance products: Experience and historic data,” he says. Still, Axel views this as an opening for innovation. “Observing that it is of course also an opportunity for innovation and new products in an otherwise very saturated market.”
He believes that data and AI hold the key to unlocking this potential. “With AI and new data analyzing technologies we see huge chances for insurers if they finally become able to use their enormous data treasure and not only refine their existing products but also utilize this information to simplify the lives of their customers by anticipating dangers and risks and creating greater well-being,” Axel explains.
At msg, these possibilities are already being explored. “msg provides market-leading software to insurers and banks, as well as
consulting experience in the financial services area. All our products are cloud-enabled, allowing us to use AI services from all major providers. We see ourselves as a company that delivers technology to our customers by combining AI technology with specialist business knowledge to provide direct added value,” he says.
Embedding Business Focus into Technology
It is important for Axel to highlight how msg positions itself. “We do not perceive ourselves as pure IT consulting and IT services firm. Our success is driven by a clear business focus,” he says. For him, technology should always serve a real business purpose.
“Industry leads is one of our core beliefs, which means that all our services are based on a business need analysis. We build content and context around technology, therefore seeing technology as enabler and not as a tool in itself.”
This thinking shapes how msg works with its partners. “As we are driven by our functional and business expertise, we are working with partners like SAP but also other software vendors, in a way, where we extend their software products by specific industry content,” Axel explains. He points to one example that reflects this approach. “The market leading reinsurance software SAP S/4 reinsurance management was entirely built by msg where we used SAP technology and connected this reinsurance functionality with other non-industry specific SAP components,” he says. It is this mix of business insight and technical skill that continues to set msg apart.
Principles, Priorities, and the Road Ahead
Axel’s leadership is shaped by a set of clear values. “Without getting too academic, I think understanding the real motivation behind someone's behavior is important,” he says. “It's important to understand why a customer or team member acts a certain way, since I never assume that anyone acts out of malice
Axel believes that with AI and new data analyzing technologies, insurers have huge opportunities to use their enormous data treasure not only to refine existing products but also to simplify the lives of customers by anticipating risks and improving well-being
Axel recommends that more companies create the position of Customer Officer to clearly demonstrate their primary focus on customers
or to harm others. There are almost always other reasons, which are mostly unseen.”
He stays closely involved with both his team and customers. “The first question when some visionary is discussed or I’m working on is: ‘How could that work in practice, what would it need to test it internally or even better with a customer?’ In addition, I try to stay as close as possible to my team and my team’s customers. Whenever possible, I accompany my colleagues on customer visits and meetings,” he explains. When it comes to measuring success, Axel favors clarity over complexity. “I prefer easily
measurable success factors to measure success as CCO. Targets that focus on quality, such as ‘developing an interesting white paper,’ are usually not measurable. Therefore, I prefer commonly documented targets, such as revenue or profit, in combination with certain accelerators for topics that our company wants to promote. For marketing-related topics, we also use factors such as ‘increased awareness’ or ‘generated leads,’” he says.
Looking to the future, Axel hopes more companies will recognize the value of customer leadership. “Going forward, I would recommend
that more companies create the position of Customer Officer to demonstrate their primary focus. As I am often associated with sales, I hope to gradually be seen as a partner who wants to establish mutual benefits,” he shares.
“Within my insurance unit, I will continue to annoy my colleagues by reminding them to prioritize the needs of customers over their own products and capabilities.”
With this mindset, Axel is not only shaping the customer strategy at msg but also helping redefine how customer leadership can drive growth across the industry.
Creating a Legacy of Innovation and Growth
Selena Cuffe is an award-winning executive and board director recognized for global go-to-market and revenue acceleration expertise. She has 20 years of senior leadership experience, and her governance experience includes chairing a committee. Selena builds and advises high performing teams and cultures and sustainably grows businesses through innovation, strategic restructure, and acquisition. Cuffe is a Life Member of the Council on Foreign Relations, active alumna of Stanford and Harvard universities, and a dedicated member and leader of purpose-driven, local, regional, and international institutions.
Recently, in an exclusive interview with CXO Magazine, Selena shared insights on her remarkable career journey and leadership philosophy. Selena also discussed the future of the services industry, her favorite quote, personal hobbies and interests, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Chief Growth Officer, Blackstone Consulting, Inc
Selena Cuffe
Hi Selena. Can you walk us through your career path and key milestones that led you to your current role?
My professional journey has been anchored in the intersection of business, culture, and impact. I began my career, post MBA, in global brand management at Procter & Gamble, where I learned the art of marrying strategy with execution. From there, my entrepreneurial spirit led me to co-found Heritage Link Brands, which became the largest U.S. importer and marketer of African wine—an endeavor that sharpened my skills in scaling a brand from scratch and forging international partnerships. Later, as President of SodexoMagic, I had the privilege of leading a joint venture between Sodexo, Inc. and Earvin “Magic” Johnson, managing food and facilities services for Fortune 500 clients among others, and building deep relationships with executives across industries—including many who remain part of my network today. Each of these roles shaped my ability to grow organizations by aligning vision, people, and execution. Today, as Chief Growth Officer at Blackstone Consulting, Inc. (BCI), I bring these experiences together to drive strategic growth, client partnerships, and market expansion across diverse service lines.
Can you share your thoughts on the future of services industry and the skills that will be most in demand?
The services industry is entering a transformation fueled by technology, client expectations, and integrated solutions. In the coming years, organizations will increasingly demand partners who not only provide an individual service but can deliver bundled, data-driven, and outcomesbased solutions. Skills that will be most in demand include adaptive leadership, crossfunctional solution design, data analytics, change management, and relationship-based sales. The winners in this space will be those who can combine operational excellence with innovation and a deep understanding of client industries.
What role do you think diversity, equity, and inclusion play in business success?
Diversity, equity, and inclusion are not just moral imperatives—they are strategic advantages. My career has shown me that diverse teams generate better ideas, anticipate more challenges, and connect more authentically with a wider customer base. At BCI, our identity as a minority-owned business gives us not only a unique market position but also a responsibility
My career has shown me that diverse teams generate better ideas, anticipate more challenges, and connect more authentically with a wider customer base
to model inclusion in how we hire, partner, and serve. This alignment between values and supplier diversity directly supports our business and social impact goals.
How do you stay current with the latest trends and innovations in your industry?
I stay current by combining structured learning with deep network engagement. I attend and speak at targeted events, participate in peer roundtables, and maintain close ties to leaders across technology, food services, security, and facilities management. My curiosity is constant—I read industry publications, track competitor moves, and seek client feedback as a primary source of insight. My experience has taught me that innovation is often found at the edges, where disciplines intersect, so I actively explore trends in adjacent industries.
How do you prioritize self-care and wellbeing in your work?
My well-being strategy is grounded in intentional connection and boundaries. I prioritize time with family, especially my husband and our extended Jamaican-American family, whose resilience and joy inspire me. I also protect time for reflection, whether through meditation, travel, walking in nature, or simply unplugging to think. For me, well-being isn’t about balance in the moment but sustainability over the long term—ensuring I can bring my full energy to work and life.
What is your favorite quote?
A phrase that has guided me, both personally and professionally, is the Jamaican proverb: “We likkle but we tallawah.” It means that we may be small, but we are strong, resilient, and
unyielding. It’s a reminder that scale is not the only determinant of impact; courage, ingenuity, and determination often matter more.
What are your passions outside of work?
Outside of work, my passions include exploring cultures through food and wine, traveling to experience the world’s diversity firsthand, and mentoring emerging leaders—especially women and entrepreneurs of color. I also enjoy curating experiences that bring people together, from intimate dinners to large-scale events, because connection is at the heart of everything I do.
Where do you see yourself in the next 5 years?
In five years, I see myself continuing to lead in a role where growth, impact, and values intersect—likely scaling BCI to a new chapter of market leadership or leading an organization with a similarly bold mission. I also envision myself deepening my board service, influencing industries beyond my own, and investing more time in mentoring the next generation of leaders.
What advice would you give to aspiring leaders looking to make a similar impact?
My advice is to lead with authenticity, invest in relationships, and commit to lifelong learning. Understand that your career is a journey of building credibility—every role, every project, every relationship adds to the story you’re telling about who you are as a leader. Be intentional about aligning your work with your values, and remember that resilience, like leadership, is a muscle you build over time.
Guy Cawood
Global Chief Sustainability Officer, adm Indicia
CHIEF SUSTAINABILITY OFFICER
Creating Lasting Change with Data-Driven Decisions and Sustainable Solutions
For one of adm Indicia’s major FMCG clients, a warehouse filled with redundant banners looked like a waste problem waiting to happen. Instead, it became the start of a sustainability success story. The client services team raised the issue, and Guy Cawood’s sustainability team quickly joined forces with data, creative, and sourcing specialists to look for solutions. The outcome was refreshingly simple and practical: the banners were transformed into branded tote bags for a major event.
The results spoke volumes. Nearly 400 kilograms of material were saved from disposal. Around 840 tote bags were created without using new resources. The initiative prevented about 3,300 kilograms of CO2 equivalent from
being emitted. Beyond the numbers, the project delivered cost savings, operational efficiency, and a stronger sense of partnership between adm Indicia and its client.
This is the kind of work that defines Cawood’s leadership. As Global Chief Sustainability Officer at adm Indicia, he believes that real progress happens when sustainability is integrated across disciplines and measured with the same rigor as any other business goal.
For Cawood, sustainability is not a side project or a branding exercise. It is a central business principle, one that delivers measurable environmental benefits while also creating value for clients, employees, and the company itself. His journey, and the strategies he is shaping at adm Indicia, reflect a growing
recognition in the business world: sustainability and commercial success are not at odds. When approached with clarity and commitment, they strengthen each other.
Sustainability in Action
Cawood often recalls an adapted line from the Greek mathematician Archimedes: “Give me a place to stand and a lever long enough, and I will move the world.” For him, that sentiment captures what it means to lead sustainability at a global scale. When he stepped into the
role of Global Chief Sustainability Officer at adm Indicia, he saw the platform he had been searching for, a business with the reach, capability, and intent to change how marketing ecosystems operate.
Cawood’s connection to sustainability began long before his professional career. Growing up in South Africa, he spent much of his time outdoors on rivers and coastlines. “I saw firsthand how human progress was reshaping the environment, and that awareness has stayed with me. It’s where my sense of responsibility
By connecting data across the value chain, adm Indicia is able to feed insights from retail performance and supply chain behaviour straight back into the creative process
began,” he reflects. That early perspective eventually shaped a career spanning over two decades, across industries, continents, and supply chains.
Along the way, he worked with some of the world’s largest brands and global marketing operations, gaining an inside view of how products, ideas, and campaigns flow through complex systems. More importantly, he learned where the real levers of change sit. This understanding, combined with his focus on data, technology, procurement, and design, prepared
him to embed sustainability where it matters most, at the heart of decision-making.
At adm Indicia, Cawood found a business with the right structure, scale, and mindset. The company connects creativity, data, procurement and delivery under one roof, alongside the key tenets of Talent, Technology, Data and Sustainability. “We do not see sustainability as a bolt on at the end but rather, it’s embedded throughout the process. Furthermore, with the advancements we are making in AI and machine learning, we are now able to create intelligent
gateways early in the process, influencing design decisions, material selections and sourcing strategies long before production begins,” he explains. This approach, he adds, delivers measurable change with real-time agility.
Cawood is also energised by the role of data in this transformation. By connecting data across the value chain, adm Indicia is able to feed insights from retail performance and supply chain behaviour straight back into the creative process. “This is transforming sustainability from a static into dynamic measure which is delivered by our proprietary sustainability scoring technology,” he says.
For Cawood, sustainability is not about surface-level initiatives or reporting metrics. It is about redesigning the way businesses work; structurally, operationally, and creatively. “We need to move beyond purpose and into impact, and that means having both vision and visibility across the value chain,” he emphasises.
Today, as he helps lead adm Indicia’s global strategy, his focus is on bringing sustainable thinking to the front of the brief, shaping transformation across the value chain, and proving that responsibility and performance are inseparable. “I believe we are moving into a new era of responsibility, where the most valuable brands and businesses will be the ones that lead regenerative change, and not just reduce their footprint,” Cawood says.
Building Sustainability into the Core
At adm Indicia, sustainability is guided by three strategic themes: business, planet, and community. Each theme is connected to the company’s annual Double Material Assessment, which ensures ambitions are grounded
adm
Indicia has embedded sustainability into every stage of the value chain, from insight and ideation through to execution
in legislation and aligned with globally recognised frameworks.
From the business side, the focus is on responsible sourcing, stronger vendor accountability, and the use of technology and data to improve visibility and decision-making. “With the increased expectation of transparency, early intervention and measurable outcomes, we have invested in solutions such as our sustainability scoring tool, Trace and gateways such as Smart Briefing and real-time dashboards,” explains Cawood. These tools help the company move toward greater clarity and measurable results.
For the planet, the priority is reducing environmental impact, cutting waste, and supporting regenerative solutions. The company
is shifting to certified, low-impact materials and aligning with science-based targets. By using its technology stack to capture data across the value chain, adm Indicia is building stronger insights and measurable impact.
The third theme, community, focuses on how the business shows up in culture, partnerships, and social values. “We are building inclusive teams, engaging our people in our journey towards our ambition and further working closely with clients and local communities to create positive, lasting outcomes which are beyond the commercial brief,” Cawood says.
These three themes create a framework that is both flexible and focused. Supported by a governance structure, the framework ensures
For clients, data is just as critical. adm Indicia provides a sustainability dashboard that combines an overview page with 12 key performance indicators and a dynamic material usage graphic
consistency across regions while allowing space for local realities. “Our vision of the tenet of Sustainability is not a standalone function at adm Indicia but rather an integration throughout the business to seek a resilient and future-fit marketing ecosystem,” Cawood positions.
Driving Sustainable Impact Across the Value Chain
adm Indicia has embedded sustainability into every stage of the value chain, from insight and ideation through to execution. The goal is to deliver marketing solutions that are effective, responsible, and future-ready.
In creative production, the company applies eco-design principles, ensuring assets
are built with minimal environmental impact from the start. The data and insight team uses advanced analytics to help clients measure and reduce their carbon footprint. This includes harmonisation, reengineering, reuse strategies, and more efficient use of resources.
Procurement is another key area. Print management is centralised through sustainable suppliers, with priority given to certifications that ensure responsible practices. For example, FSC® (Forest Stewardship Council) and PEFC (Programme for the Endorsement of Forest Certification) are global standards that guarantee paper and wood products come from responsibly managed forests. Similarly, SEDEX SMETA (Supplier Ethical Data Exchange –
Sedex Members Ethical Trade Audit) is a widely recognised audit framework that ensures ethical practices around labour, health and safety, environment, and business integrity.
Execution is managed with a focus on ROI and operational efficiency. This means optimising logistics, reducing waste, sourcing closer to the point of use to cut emissions, and continuously reviewing alternative materials with lower environmental impact.
One of the company’s most impactful initiatives has been value engineering for corrugate-based branded products in the beauty and chocolate sectors. “By removing a plastic laminate layer from the surface, a relatively minor change in specification, we significantly improved recyclability and reduced the use of unnecessary materials, all while maintaining the same structural performance and brand aesthetic,” says Cawood. This single change has prevented thousands of kilograms of plastic from entering the environment and has been adopted as the new standard across multiple regions. It also delivered measurable cost savings, showing how sustainability can align with efficiency and performance.
Another breakthrough has been the rollout of adm Indicia’s proprietary environmental scoring system. “We built the solution to simplify the complexity around sustainability. It provides a single score for every marketing asset, which is instantly visible, easy to understand, and deeply actionable,” Cawood explains. By making sustainability part of the conversation at briefing, not just reporting, the tool is changing behaviours. Clients are now benchmarking internally across regions, creating healthy competition between markets to become more sustainable. “It’s changing
the culture by making sustainability visible, measurable, and something to lead on, not react to,” he adds.
Both projects reflect the same belief: sustainability is not a trade-off. With the right tools, insights, and partnerships, it can accelerate performance while delivering meaningful impact.
Advancing Circularity and Client Partnerships
For Cawood and his team, moving away from the traditional “take-make-dispose” model is a priority. He sees the circular economy as essential for both environmental responsibility and longterm operational efficiency. “Our aim is to reduce waste, maximise resource efficiency, and keep materials in use for longer, all while supporting client goals and brand integrity,” he says.
One example is the design of modular pointof-sale displays that can be adapted, reused, or repurposed across multiple campaigns or regions. This reduces repeated manufacturing, conserves resources, and cuts waste at the end of life. The company also prioritises materials that are recyclable, biodegradable, or compostable, with preference given to those made from recycled content and certified by standards such as FSC® and PEFC. Plastic reduction remains a key focus, given the high contamination rates and low effectiveness of plastic recycling in current waste systems.
Even with environmentally conscious design, end-of-life management is critical. To address this, adm Indicia supports clients with take-back schemes and promotes circular practices such as upcycling, refurbishment, and leasing. Where these are not feasible, the company ensures materials are sent through verified recycling or responsible disposal channels.
A dedicated sustainability department leads these efforts, embedding Corporate Social Responsibility (CSR) across both operations and client delivery. This ensures alignment with the expectations of clients who are most focused on sustainability. At the same time, Cawood acknowledges that clients are at different stages in their journey. “Some are far more advanced than others in their sustainability maturity,” he notes. adm Indicia leverages its work with the most progressive clients to benchmark best practices and raise internal standards, ensuring the business remains forward-thinking across all markets.
The ambition goes beyond compliance. Cawood explains, “Our goal is not simply to meet minimum requirements or check boxes; we aim to become a strategic partner in our clients’ transformation efforts.” This includes co-creating solutions that support ESG goals, helping clients innovate responsibly, and providing insight-driven guidance on sustainable materials, processes, and designs.
Driving Progress Through Data and Insight
Data and insight are the backbone of adm Indicia’s sustainability strategy. Cawood says, “We believe that you can’t manage what you don’t measure and that meaningful progress requires accurate, timely, and actionable information.”
Internally, data helps track environmental emissions across operations and supply chains, monitor waste reduction, and assess supplier compliance. This information feeds into the company’s annual submissions to the CDP, where it has already achieved an A-score for
Climate Change, and continues its work on Water Security and, starting in 2026, Forests. Data also underpins commitments to the Science-Based Targets initiative (SBTi), enabling the team to model emissions reduction pathways, validate progress against global benchmarks, and ensure alignment with international climate goals.
For clients, data is just as critical. adm Indicia provides a sustainability dashboard that combines an overview page with 12 key performance indicators and a dynamic material usage graphic. Tracked metrics include carbon emissions, percentage of sustainable supply chain spend, average recyclability, and a single, real-time sustainability score. Each metric is calculated on a job-by-job basis and automatically linked to the procurement system, giving clients granular visibility into the environmental footprint of their marketing activities.
The result is a powerful tool for decisionmaking. Clients can not only track progress but also design campaigns with measurable sustainability performance from the outset. This shifts data from being a reporting function to becoming a driver of strategy, empowering clients to act responsibly while strengthening the effectiveness of their marketing.
Building a Responsible Future
Cawood’s focus now is on the long-term and his priority is clear: embed responsible practices across every part of the business, from people and operations to the supply chain and client solutions. Leadership plays a central role in this journey. By equipping adm Indicia’s global leadership team with the knowledge and tools they need, the organisation ensures that
sustainability is built into strategic decisionmaking. Alongside this, there is a strong focus on creating an inclusive and equitable workplace. The commitment to fair pay and representation across teams reflects the belief that responsibility begins internally.
Reducing environmental impact continues to be a key priority. The company is working to cut greenhouse gas emissions across its operations and supply chain, while accelerating the shift to renewable energy. Stronger partnerships with suppliers are also being pursued to ensure that environmental and ethical standards are upheld. This includes supporting suppliers in adopting practices that align with these shared goals.
Efforts are also being directed toward expanding the use of certified, lower-impact
materials in print and packaging. The aim is to make sure that everything produced is reusable, recyclable, or compostable. Transparency is equally important. Cawood explains, “We’re investing in tools that help clients make more informed choices, with greater visibility into the environmental impact of their marketing assets.”
Scaling these initiatives globally requires alignment across all markets, while also adapting to local realities. Consistent standards are being set, internal capabilities are being strengthened, and partnerships are being built to encourage innovation and systemic change. “Sustainability is not a separate initiative but a part of how we future-proof our business, deliver value to our clients, and contribute to a more responsible industry,” Cawood concludes.
Elevating Customer Experience in the Age of AI: Strategy, Culture, and Human Touch
Gabrijela Juel is a seasoned Customer Experience and Operations Executive based in Sydney, Australia, with over 25 years in telecom, holding senior roles at Verizon, Vodafone, HMD Global, and TPG Telecom. She is now Head of Customer Solutions & Experience Operations at Domain, Australia’s leading real estate platform. In addition to company wide CX, Gabrijela drives strategy, customer success, and pre- and post-sales teams for Domain’s SaaS products. She champions CX as a driver of cost reduction, retention, and growth through clear ROI. A regular speaker, Gabrijela appears at leading CX events and panels on AI, omnichannel, and CX transformation.
Recently, in an exclusive interview with CXO Magazine, Gabrijela shared insights into her passion for customer experience and operations, her approach to leadership, the evolving role of CX in the real estate industry, personal hobbies and interest, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Head of Customer Solutions and Customer Experience, Domain
Gabrijela Juel
What drives my passion for customer experience and operations is the belief that meaningful differentiation comes not just from what a company offers, but how it delivers it
Hi Gabrijela. What drives your passion for customer experience
and operations?
What drives my passion for customer experience and operations is the belief that meaningful differentiation comes not just from what a company offers, but how it delivers it. In both telco and prop tech, where competition is fierce and products are often commoditised, it’s the human touch, operational excellence, and thoughtful service design that truly set a brand apart. I’m energised by the opportunity to shape that experience, turning pain points into seamless interactions and delivering value that customers genuinely feel. There’s something deeply satisfying about solving complex service challenges in a way that earns trust, builds loyalty, and drives measurable impact.
At the core of that passion is a commitment to building high performing teams and cultivating a culture of continuous improvement. I believe transformation is most powerful when it's driven by people, supported by streamlined processes, and enabled by smart, scalable technology. Whether it's leading a service reinvention, launching a new CX framework, or modernising operations, I thrive on unlocking potential across the organization. For me, customer operations isn’t just about efficiency, it’s about empowerment, alignment, and delivering experiences that matter.
What do you love the most about your current role?
What I love most about my current role is the sheer diversity and depth of the work. Every day brings a new challenge, a new opportunity to solve problems creatively, and a chance to make a real impact for our customers. Leading
a large, multi-disciplinary customer experience operation across Australia and the Philippines, I get to work across a dynamic mix of functions, everything from artwork design and brand asset creation to technical support, customer service, and lifecycle management. It’s a rare intersection of creative and operational excellence, and I thrive on bringing structure, strategy, and vision to such a wide spectrum of capabilities.
Equally fulfilling is leading the Customer Solutions team, where we own the end-to-end journey of our Domain SaaS customers— from presales to onboarding and long-term value realization.
I love working alongside incredibly smart, talented, and passionate people who are just as committed as I am to delivering innovative, tech forward solutions to market. There’s a real sense of momentum and purpose in what we do, bringing powerful tools to agents that genuinely help grow their businesses and strengthen their customer relationships. It’s this blend of people, purpose, and possibility that makes the work so energising and meaningful.
How do you see the role of CX evolving in the real estate industry, particularly with the rise of online platforms?
The role of CX in the real estate industry is undergoing a profound transformation, driven by the rapid rise of AI technologies and the dominance of online platforms. Where once the process was agent centric and largely transactional, it is now becoming increasingly digital, data informed, and customer first. Buyers and renters today expect seamless, intuitive journeys that mirror the convenience of e-commerce, complete with instant responses, personalised recommendations, and virtual
property tours. AI enables real estate platforms to deliver this at scale, tailoring suggestions based on user behavior, automating paperwork, and even predicting customer needs before they're explicitly stated.
At the same time, the human element of real estate is being redefined. Agents are no longer just intermediaries with access to listings, they are becoming trusted advisors who enhance digital tools with emotional intelligence and localised expertise. As more of the discovery and decision-making process shifts online, CX strategy must focus on consistency across channels, transparency in communication, and creating confidence in high stakes decisions. The companies that will lead in this space are those that fuse technology with empathy, leveraging AI not to replace human touch, but to enhance it, ultimately delivering a more connected, responsive, and satisfying real estate experience.
How do you stay connected with customers and understand their evolving needs and expectations?
I stay connected with customers and deeply attuned to their evolving needs through a combination of direct engagement and structured feedback mechanisms. I believe there’s no substitute for first hand connection, so I regularly join customer calls, and participate in escalation discussions to hear directly from our users. This is complemented by structured touchpoints like CSAT surveys, quarterly business reviews (QBRs), and in the future a strong voice of the customer (VOC) program, which together provide both quantitative insights and qualitative context. These channels allow us to identify emerging trends, uncover pain points, and proactively adapt our strategies.
How do you prioritize self-care and wellbeing in your work?
I like staying grounded in the things that bring balance and energy to both my personal and professional life. My family is central to that, whether we’re enjoying time together outdoors, supporting each other’s love of sport, or planning our next travel adventure, those shared experiences help me reset and stay connected. I also carve out quiet time to read, which gives me space to think, reflect, and stay curious beyond the day to day demands of work. These routines not only support my own wellbeing, but also help me show up as a more present leader and parent.
What is your favorite quote?
As a big basketball fan, I often draw inspiration from legends like Kobe Bryant and Michael Jordan. One quote from Jordan that has always stuck with me is: “Some people want it to happen, some wish it would happen, others make it happen.” To me, this perfectly captures the difference between passive intention and proactive execution. In business, success isn't achieved by simply setting goals, talking about innovation, or aspiring to be entrepreneurial, it’s earned through consistent execution, accountability, and fostering a culture where people are empowered to take decisive action. It's a powerful reminder that real impact comes not from ideas alone, but from the drive to turn them into reality.
What are your passions outside of work?
Outside of work, I enjoy spending quality time with my kids and staying active with the people I care about most. I love playing basketball for both fun and friendly competition, and snow
I’m energised by the opportunity to shape that experience, turning pain points into seamless interactions and delivering value that customers genuinely feel
sports are a big favorite. There's something special about the energy of the mountains and the peace that comes with being outdoors. I also enjoy traveling, whether it’s exploring new places or just making great memories with friends and family. When it’s time to relax, I usually have a book in hand or I’m diving into some random topic that caught my interest. I’m naturally curious, so learning and exploring new ideas is my way of recharging and growing outside of work.
Where do you see yourself in the next 5 years?
In five years, I see myself being at the forefront of innovation in my industry, leveraging emerging technologies and new ways of working to create meaningful impact. Beyond business, I am committed to serving my community more actively, using my skills and resources to support initiatives that create positive change and uplift others. Ultimately, I want to be recognised not just for what I
achieve professionally, but for how I contribute to the success of others and make a meaningful difference in my community.
What advice would you give to aspiring professionals in your field?
My advice to aspiring professionals is to embrace hard work as the foundation of growth, there are no shortcuts when it comes to building expertise and credibility. At the same time, never underestimate the power of genuine connections. Relationships open doors, provide support, and spark new opportunities. Stay curious and maintain an expansive mindset by continuously learning beyond your immediate role or industry. Technology and markets evolve quickly, so investing in yourself, whether through formal education, hands-on experiences, or simply exploring new ideas is essential to staying relevant and adaptable. Success is a journey of constant growth, fueled by dedication, openness, and a willingness to push beyond your comfort zone.
Marlieke Pols
Manager Talent Intelligence Consulting, Amazon
(Working with the Worldwide Stores
Global Talent Intelligence Team)
The Next Frontier in Workforce Strategy and Talent Intelligence
Talent Intelligence has become a vital part of business strategy in today’s changing landscape. In the past, many organizations chose locations based on convenience, often setting up where leadership happened to be. That approach no longer works. With rapid technological disruption and a workforce that is constantly shifting, companies must now think differently. They need evidence-based insights to decide where to operate, how to attract the right people, and how to stay competitive.
Ultimately, Talent Intelligence provides those insights. It looks at talent markets, competitor strategies, and workforce trends, giving leaders the knowledge they need to align talent
strategy with business objectives. “In a time where talent is often the primary differentiator between success and failure, having deep market intelligence is no longer optional. It is essential for sustainable growth,” says Marlieke Pols, who is a seasoned professional in the field of Talent Intelligence. She is currently the Manager of Talent Intelligence Consulting at Amazon, working with the Worldwide Stores Global Talent Intelligence team.
Marlieke’s own journey into this field began soon after completing a degree in Human Resource Management and joining Royal Philips. While working on talent acquisition projects, she had the chance to support a manager who was setting up a Talent Intelligence function.
That exposure led to her first major project, a market analysis of Japan. It was a difficult assignment, but it sparked a lasting passion for research and analytics.
“What I really liked was the investigative nature of the work; uncovering insights, questioning assumptions, and drilling down to root causes,” she recalls. That curiosity hasn’t stayed limited to her professional life. Friends and colleagues now call her “The Holiday Detective” for the same reason: she applies the same level of detail and analysis to planning her vacations.
This early experience revealed how combining data with human capital insights can shape smarter workforce decisions. It also set the direction for her career, reinforcing her belief that rigorous research can guide companies in talent acquisition, HR, and workforce planning.
The Foundations of Marlieke Pols’ Approach
Throughout her career in Talent Intelligence, Marlieke has learned several lessons that continue to guide her work today. The first is
the importance of acknowledging assumptions. “Everyone makes assumptions,” she says. “The key is recognizing them and being transparent about them. This awareness helps me approach research with a more open mind and leads to better outcomes.”
Another lesson she highlights is the value of a thorough project intake. She admits that some of her early experiences taught her the hard way that success often depends on how well the problem is defined at the start. For her, intake means taking the time to understand the client’s needs, clarifying the core problem, and identifying practical considerations such as role requirements, virtual work options, or commute times. It also means deciding which data sources are most reliable, when multiple validations are needed, and who the right stakeholders are. “While this intake phase might seem extensive, it’s an investment I’m willing to make because it significantly enhances the quality of research outcomes,” Marlieke explains.
A third principle that has shaped her approach is continuous learning. Every project brings new
Marlieke Pols is called 'The Holiday Detective' by her friends and colleagues because she applies the same detailed analysis to planning her vacations as she does to her professional work
insights, every challenge highlights areas for improvement, and every success reveals new opportunities. Looking back, she calls her early missteps “learning opportunities” that helped her grow into the professional she is today.
Marlieke also believes that Talent Intelligence has to be seen as part of a bigger picture. She describes it as one piece of a broader talent strategy that includes demand intelligence, internal intelligence, external intelligence, and predictive intelligence. “Talent Intelligence on its own delivers essential value, but you may miss opportunities to maximize its potential if it isn’t part of a wider workforce strategy,” she says.
For her, the most effective strategies come from collaboration. Business leaders, HR professionals, and analytics teams each bring a unique perspective. When these inputs are combined, organizations gain a deeper view of the market, stronger competitive insights, and the ability to anticipate rather than react. This integrated approach, she notes, helps companies turn data into actionable strategies that truly influence their talent agenda.
On leadership, Marlieke’s perspective is simple and people-focused. She believes in creating an environment where learning is encouraged and supported, while providing guidance that is tailored to individual needs. She opines, “I think the key is the alignment of individual passions with organizational objectives. When team members are engaged in work that resonates with their personal interests and strengths, while also advancing company goals, the output is of much higher quality and impact.” This philosophy not only boosts productivity but also fosters job satisfaction and personal growth. It reflects the same principles
that guide her work in Talent Intelligence: clarity, collaboration, and continuous learning.
Why Talent Intelligence Matters Now
Global labor markets have become more complex, making Talent Intelligence more important than ever. Rapid advances in technology, shifting demographics, and evolving employee expectations mean that traditional hiring methods are no longer enough. The rise of remote work has opened access to global talent pools, but it has also intensified competition. At the same time, return-to-office policies are reshaping needs once again.
In this environment, Talent Intelligence gives organizations a clear basis for critical decisions. Take, for example, a technology company planning to open a new AI development center.
Talent Intelligence can go far beyond location analysis. It can assess the depth of available talent, forecast future pipelines through university graduation rates, and evaluate long-term sustainability given competing market demands. It also compares regions by considering hiring timelines, salary expectations, and competitive intensity. Broader factors such as labor laws, tax environments, and political stability are part of the picture as well.
The insights extend beyond location strategy. Talent Intelligence helps companies shape their employer value proposition by showing where differentiation is possible. “For instance, if competitors in a market are focused on high base salaries, there may be an untapped opportunity to stand out through stronger learning and development programs or flexible work options,” says Marlieke. It can also draw
Marlieke
Pols believes in creating an environment where learning is encouraged and supported, while providing guidance that is tailored to individual needs
from public sentiment and employee review data to show how organizations are perceived and how they might adjust their strategy.
This data-driven approach is valuable across industries. A pharmaceutical company might identify the best location for a new research facility based on where specialized scientists are concentrated. A financial services firm might refine its benefits package to better appeal to fintech talent. In each case, Talent Intelligence translates shifting market dynamics into clear, actionable insights.
For Marlieke, the strength of Talent Intelligence lies in combining data with human capital insights. Numbers show part of the story, but context makes them meaningful. “In some regions, data might suggest a low number of graduates, but conversations with local professionals reveal that different education pathways, shaped by affordability or industryspecific certifications, are the norm. That insight changes how organizations design their talent strategies,” she explains. What works in one region cannot simply be copied into another. Each market requires its own lens, shaped by culture, economy, and local dynamics.
Another shift Marlieke points to is the broadening of talent strategies. Hiring, or “Buy,” has long been the default. Now, other approaches are gaining traction. Companies are choosing to “Borrow” through contingent workforces and partnerships, “Build” through upskilling and mobility, and “Bot” through automation and AI. She also highlights the growing role of “Bridge” strategies, especially in aging markets such as parts of Asia. These include phased retirement, knowledge transfer programs, and tapping into retiree expertise.
While the amount of data available to organizations continues to grow, many still struggle with managing it effectively. A wellstructured research system makes a difference. A central hub, whether a simple shared folder or a custom-built library, allows teams to access existing research quickly. This avoids duplication and helps Talent Intelligence experts focus on deeper, more complex projects. “A central hub works well as a starting point for quick questions, while long-term planning often requires more detailed research tailored to each case,” Marlieke notes.
New ways to access and analyze information are emerging, especially with artificial intelligence. While this is opening new possibilities, Marlieke believes the fundamentals remain the same: data only becomes powerful when combined with context, insight, and adaptability.
The Future of HR Leadership
The role of HR leaders is evolving quickly as technology reshapes the workplace. For Marlieke, the rise of AI and automation makes the human element even more important. “AI can identify potential talent pools and their general characteristics, but it cannot assess the true accessibility or quality of that talent,” she explains. “It can tell us which languages candidates list on their profiles, but it cannot judge fluency or the ability to navigate complex business conversations.”
She worries that many professionals are too quick to accept AI-driven insights without asking deeper questions. In her view, successful HR leaders will be those who combine AI literacy with human connection. By understanding both the capabilities and the limitations of
technology, leaders can automate routine work and focus their energy where it matters most: the human experience.
This shift requires more than technical awareness. Strong emotional intelligence, meaningful connections, and ethical decisionmaking are qualities Marlieke believes will set future HR leaders apart. She also emphasizes the growing importance of program and project management skills. “HR leaders need to connect organizational dots, from technology implementation to change management. The ability to see the bigger picture while managing complex initiatives is crucial for meaningful transformation,” she says.
For her, the biggest priority is skills development and learning agility. Many organizations are lagging in this area. Traditional learning and development programs often fall short, and companies need to create dynamic approaches that anticipate future needs. That means encouraging non-linear career paths, supporting continuous learning, and preparing employees for emerging roles. “The future HR leader must be both an architect of employee experience and a guardian of organizational capability,” she explains. Talent Intelligence plays a central role here, providing the insights needed to identify, develop, and deploy skills that will drive future success.
Marlieke’s own career journey reflects this belief in exploration and adaptability. She admits that her fifteen-year-old self would never have imagined a career in Talent Intelligence. “I probably didn’t even know what it was back then, if it already existed,” she laughs. For her, this highlights a broader truth: careers are rarely linear, and discovery comes through curiosity and experience.
It’s advice she plans to share with her own children when they grow older. “The key is to be curious and ask questions: What does someone do in their role? How do they spend their day? What skills do they need? Shadow people. Experiment broadly and try different roles until you find what excites you.”
She credits much of her professional growth to mentorship, particularly from Toby Culshaw, a pioneer in the field of Talent Intelligence. “His
Marlieke Pols believes the power of Talent Intelligence comes from combining data with human insights. While numbers provide a piece of the story, context is what makes them truly meaningful
continued guidance and belief in my potential have been instrumental in my growth,” she says. “He has given me insights, tools, and confidence to keep evolving in this field, and for that I am very grateful.”
Marlieke believes this kind of human connection is irreplaceable. While AI tools and digital resources are valuable, wisdom comes from people who have lived the work. Learning directly from experienced professionals offers
depth and context that technology cannot provide. “It’s similar to how I see research,” she explains. “Data only becomes meaningful when powered by human insights. That combination is what creates real understanding.”
The Next Era of Talent Intelligence
For Marlieke, the most exciting change ahead is the evolution toward integrated workforce intelligence. She believes Talent Intelligence
Marlieke Pols credits much of her professional growth to mentorship, particularly from Toby Culshaw, a pioneer in the field of Talent Intelligence
will no longer sit as a standalone function but become a core part of strategic decision-making across organizations. “This integration creates powerful synergies as different departments contribute their unique perspectives and insights,” she explains. By breaking down silos, companies can make better decisions that reflect the full complexity of the workforce.
Technology will play an important role in this shift. Marlieke sees advanced analytics giving Talent Intelligence professionals the ability to forecast, predict, and model future scenarios.
This will move the function from a reactive role to a proactive one. She also expects the traditional divide between internal and external talent analysis to fade. “Organizations will take a more holistic approach, considering all talent options – permanent hires, gig workers, automation, and hybrid solutions – in their workforce strategies,” she says.
At the same time, she is clear that technology is not enough. “While AI and automation will help us work more efficiently, the fundamental equation remains unchanged: data combined with human insights equals true value,” she explains. The key is using technology to handle routine analysis so professionals can spend more time on strategic interpretation and application.
This evolution will also create new roles within Talent Intelligence. As data capabilities expand, the function will need people who can balance analytics with ethical considerations and privacy requirements. “It’s an incredibly exciting time to be in Talent Intelligence,” Marlieke says. “The combination of data analytics, human insight, and strategic thinking is what makes this field so powerful.”
She sees the growing recognition that talent is a company’s greatest competitive advantage as a turning point. More businesses are beginning to treat Talent Intelligence as an essential strategic pillar. As she puts it, “The organizations that best understand the talent landscape will be the ones best positioned to succeed.”
Marlieke often recalls the words of Peter Drucker: “The best way to predict the future is to create it.” For her, this is exactly what Talent Intelligence enables. By turning talent challenges into opportunities for growth, it helps organizations not just prepare for the future but actively shape it.
Transforming Workspaces for a Better Tomorrow
Designing with purpose and leading with vision, Kay Sargent has spent four decades shaping how people experience the built environment. As an award-winning designer and director of thought leadership, interiors at global design firm HOK, she helps organizations navigate change through workplace strategy, inclusive design and real estate innovation.
A global advocate for neuroinclusive and human-centered environments, Kay has positioned HOK at the forefront of inclusive design. She has testified before U.S. Congress, advises global wellness leaders through Delos, and serves on the leadership teams of IFMA’s Workplace Evolutionaries, Work Design Magazine and ASID’s research task force. As an author and speaker, her work continues to inspire a more equitable, inclusive and future-ready workplace for all.
Recently, in an exclusive interview with CXO Magazine, Kay shared insights on her professional journey, the role of technology in shaping the future of workplace design, her favorite quote, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Kay Sargent
Senior Principal - Director of Thought Leadership, Interiors, HOK
As long as I’m enjoying what I’d doing and adding value, I hope to be leveraging my expertise and experience to help curate the next generation of designers and spaces
Hi Kay. Can you walk us through your career path and how you became a leader in your field?
I’ve been a practicing designer for over 40 years, but it all started early on. I started designing houses for my parents’ friends at their parties and in high school I was the only girl in the mechanical drafting class. I studied design in college, where I was one of the first students to use a computer and do computer-aided design. Throughout my career, I’ve done environmental and master planning for multiple-million-square foot projects developed workplace strategy, designed high security spaces and implemented ADA guidelines. During the last ten years, I’ve been focused on thought leadership, inclusive design and future-casting. During that time, I’ve working with our clients that have large portfolios in multiple locations, often globally distributed, to help them be assess their needs and be future-
ready. I also work on one-off projects with clients looking to embrace new ways of working and delivering great experiences for their teams. Over the years, I’ve designed a wide variety of projects in almost every sector and on several continents.
What do you love the most about your current role?
I love exploring new topics and connecting with such a vast array of colleagues and clients around the world. I wake up every day curious and eager to push the boundaries and learn something new.
What role do you think technology will play in shaping the future of workplace design?
Technology is a double-edged sword. On one hand, it is becoming a major distraction
for many people. On the other hand, it can enable us to do things we couldn’t imagine 10 years ago. It is a reality we need to deal with today and going forward, but we need to do so responsibly and with intention.
How do you stay current with the latest trends and innovations in your field?
I read a lot, attend many conferences, and engage in exploratory discussions and activities. Over the past few years, we’ve held over 40 roundtables with our clients and industry influencers to keep out finger on the pulse and see what lies on the horizon and beyond. For us, it’s about asking better questions, listening, applying knowledge, and connecting the dots laterally.
You
just must have clear priorities and hope that in the end it all evens out
What is your secret to striking a work-life balance?
I’m the worst person to ask that question! I’m a solo parent with five children, I travel 90% of the time, and I work non-stop. I actually think work-life balance is a fallacy. It’s more like work-life blending, where at times your personal life takes priority and at other times work does. You just must have clear priorities and hope that in the end it all evens out.
What is your favorite quote?
Busy is better than bored.
What are your passions outside of work?
Family and travel. I love exploring the world, experiencing new things, and diving into other cultures. I love seeing things through a difference lens and spending time with those I cherish.
Where do you see yourself in the next 5 years?
Well, with 5 kids, death is my retirement! Just kidding. As long as I’m enjoying what I’d doing and adding value, I hope to be leveraging my expertise and experience to help curate the next generation of designers and spaces.
What advice would you give to aspiring designers and leaders in the industry?
Stay curious, embrace change – because it’s the new normal. Lean into the science of design to drive evidence-based, intentionally designed environments that are human-centric and help everyone thrive.
Empowering Leaders to Drive Inclusive Growth
Prudence Pitter is a seasoned HR leader, board member, global keynote speaker, and transformative leadership coach, with over 25 years of experience across industries and continents. Named to the 2025 “50 Women to Watch” list by 50/50 Women on Boards, she currently leads global HR strategy across 20+ countries. Her high-impact work empowers leaders to prioritize wellbeing, inclusion, and sustainable growth. Prudence has guided HR strategy through mergers, cultural shifts, and billion-dollar expansions. An educator, and philanthropist, she has taught HR, created courses and had guest appearances to students at Fordham and Harvard. She uplifts underserved communities through education and empowerment and help leaders thrive at the intersection of people and purpose.
Recently, in an exclusive interview with CXO Magazine, Prudence shared insights on her professional journey, the role of Diversity, Equity, Inclusion, and Belonging (DEIB) in driving business success, her favorite quote, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Prudence Pitter
Global Head of HR - Automotive and Manufacturing & Bus Dev, AWS
Hi Prudence. What inspired you to pursue a career in HR leadership, and what motivates you today?
My path into HR leadership began with a deep curiosity about people, how they think, what drives them, and how organizations can better support their growth. Early in my career, I realized the power HR holds in shaping workplaces, and the lives of employees. Today, what motivates me is the chance to lead people-first strategies on a global scale. Knowing that my work can inspire a culture of belonging, elevate voices, and drive measurable business results, while preserving employee wellbeing, is fulfilling.
What do you love the most about your current role?
I love the intersection of innovation, scale, and human potential. I get to work across industries and geographies, supporting leaders in designing high-performing organizations. The constant
Organizations that embrace diverse voices, equitable practices, and an authentic sense of belonging outperform their competition in innovation, retention, and business outcomes
learning and fast pace fuel me, and the people I get to work with, make the work most meaningful. Every day presents a new opportunity to coach, influence, and unlock leadership impact at scale.
What role do you think Diversity, Equity, Inclusion, and Belonging (DEIB) play in driving business success?
DEIB is no longer a “nice to have”, it’s a strategic imperative. Organizations that embrace diverse voices, equitable practices, and an authentic sense of belonging outperform their competition in innovation, retention, and business outcomes. Belonging allows people to contribute fully. It’s about creating spaces where talent thrives authentically and sustainably. When DEIB is embedded in business strategy, you see faster decision-making, higher engagement, and deeper customer trust.
How did you become involved in board membership, and what motivated you to take on the role as a Board Member at Goodwill of Western and Northern Connecticut, Inc., Women’s Mentoring Network, Inc., and HR.com?
My board journey began with a desire to serve beyond the boundaries of a corporate role. I wanted to lend my voice and HR expertise to organizations creating real impact. Goodwill’s mission of economic empowerment resonated deeply, as did Women’s Mentoring Network’s focus on uplifting women and families. Serving on HR.com’s advisory board has allowed me to help shape the future of HR globally. Across all these boards, my goal is to bring strategic foresight, inclusive leadership, and a commitment to employee wellbeing.
Congratulations on being named one of the 2025 50 Women to Watch for Boards! Our readers would love to know the secret mantra behind your success. Thank you! It’s an honor. My mantra is: “Ground yourself in ethics, pursue purposeful strategy, and inspire through every step.” I believe success is a blend of preparation, resilience, and relationships. I’ve never stopped learning, and I’ve surrounded myself with people who challenge me to grow while staying true to my values. Lifting others as I climb is also a legacy I want to leave.
What is your secret to striking a worklife balance?
I believe in work-life alignment more than balance. My life is not a perfectly balanced scale, it shifts with seasons, and priorities. My secret is ruthless prioritization and grace, both with myself and others. I protect time for family, faith, and fun. I also model boundaries. I believe wellbeing is more than personal, it’s cultural. When I’m well, I perform well. Being well means getting sufficient sleep most nights, pausing for gratitude each day, taking time to enjoy nature as often as I can, and pausing to laugh with my family.
What is your favorite quote?
Maya Angelou said it best: ‘People will forget what you said, people will forget what you did, but people will never forget how you made them feel.’ That quote reminds me that leadership is about impact, not just outcomes.
What are your passions outside of work?
I’m passionate about storytelling, through speaking, podcasting, and mentoring black
The future of HR demands bold, emotionally intelligent leaders who can champion both processes and people
female HR professionals. Outside of that, I’m a proud wife and mom of five. I love coastal walks, travel, upbeat playlists, and hosting family and friends for a backyard BBQ, when the weather permits. My happy place is anywhere near the ocean with a good book in hand, my journal nearby, and laughter in the air.
Where do you see yourself in the next 5 years?
That’s a tricky one as so much could change between now and then. In five years, I see myself fully embracing global impact, serving on more corporate boards, publishing at least one book on leadership and wellbeing, and hosting global retreats for purpose-
driven leaders. I plan to continue elevating underrepresented voices and partnering with organizations that are serious about sustainable, people-first transformation.
What advice would you give to aspiring HR leaders looking to make a positive impact?
Lead with ethics, strategy, and inspiration. Act like a leader, even before the title. Learn the business, understand the people, and connect the dots between culture and performance. Build your network and invest in your voice.
The future of HR demands bold, emotionally intelligent leaders who can champion both processes and people.
Wa n t t o S e l l o r fi n d
I nve s t o rs f o r yo u r
B u s i n e s s ?
Driving Transformational Outcomes in Healthcare
David Ohm is a seasoned growth strategist and executive leader with a proven track record in orchestrating complex healthcare partnerships, mergers, acquisitions, and joint ventures. He is deeply experienced in engaging C-suite stakeholders and driving transformational revenue outcomes across large health systems, hospitals, physician networks, and payer markets. David is an expert in solution selling, strategic negotiation, and aligning cross-functional teams toward market expansion, operational efficiency, and long-term sustainability. He is known for cultivating highvalue relationships and navigating complex environments with agility, innovation, and integrity.
Recently, in an exclusive interview with CXO Magazine, David shared insights on his career journey, the role of emerging technologies like AI and blockchain in healthcare, and the importance of sustainability in business decisions. Additionally, he shared his personal passions, favorite quote, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
David Ohm Chief Strategic Development Officer, MultiCare Health System
Hi David. What inspired you to pursue a career in business development and strategic negotiation?
My career journey has always been guided by a curiosity for how organizations evolve, adapt, and thrive. Early in my career, I became intrigued by the complex interplay between market forces, organizational growth, and the relationships that drive meaningful change. I found that building a strong foundation for an enterprise means more than simply growing its business—it requires understanding perspectives, fostering trust, and laying the groundwork for sustainable success. When it comes to negotiation, I see it not as a zero-sum game, but as the ultimate form of collaboration. Rather than an adversarial process, negotiation is an opportunity to listen, engage deeply, and find common ground so that every party can benefit. The satisfaction comes from reaching that place where all interests align and where the result is not just agreement, but lasting partnership. This philosophy continues to inspire and energize my work every day.
What
do you love the most about your current role?
What I love most about my current role is the privilege of being at the crossroads where innovative strategy meets human connection. Each day, I have the opportunity to collaborate with brilliant minds—both within and outside our organization—who are all committed to making a tangible difference in the lives of those we serve. There’s a profound satisfaction in working our teams through periods of transformation, helping them to not only navigate complexity but to embrace it as a catalyst for growth. I am continually inspired by the resilience and ingenuity of my colleagues, and I find genuine
Negotiation is an opportunity to listen, engage deeply, and find common ground so that every party can benefit from lasting partnership
joy in fostering an environment where ideas can flourish and strategic vision is translated into real, lasting impact.
How do you think emerging technologies like AI and blockchain will impact your industry in the next 5 years?
Emerging technologies such as artificial intelligence and blockchain are expected to impact healthcare at clinical, operational, and strategic levels. AI is being implemented to improve diagnostic accuracy, automate administrative processes, and address clinician workload through applications like ambient documentation and predictive analytics. These technologies are also influencing workforce responsibilities by shifting human roles toward tasks that require higher-level skills and introducing new care models. Blockchain is being explored for its potential to securely manage patient records, enhance transparency in clinical trials, and increase automation and trust in areas such as insurance processing and credentialing. Adapting to these changes may involve adjustments in data governance, workforce training, and collaboration strategies, with those who adopt these technologies early potentially experiencing improvements in efficiency, patient services, and innovation.
What role do you think sustainability will play in shaping business decisions in the future?
Business decisions are increasingly influenced by the ways companies manage resources, optimize operations, and build long-term resilience. Organizations are rethinking supply chains to reduce waste, improve efficiency, and
ensure reliable sourcing. Strategic approaches are central to attracting and retaining top talent, as employees seek workplaces that prioritize excellence and adaptability. Market demands are also driving companies to develop products and services that respond to changing consumer preferences. As competitive pressures and regulatory expectations evolve, operational innovation and reputation management are becoming essential levers for growth and efficiency.
Is there a particular person you are grateful for who helped get you to where you are?
I have been fortunate to have a supportive and solid foundation at home in my wife and daughter, who always remind me what matters most and how to prioritize it. Additionally, over the years and especially in my present role, I have had both leaders and colleagues who have placed an enormous amount of trust and faith in me, for which I am forever grateful. It can alter how strongly you believe in yourself when your leadership champions your work.
What is your favorite quote?
“The public[k] Liberty will not long survive the total extinction of morals”-Samuel Adams
What are your passions outside of work?
My family and my dog are central to my life. My interests include working out, reading, and formula racing. Over time, I have come to appreciate that my passions have always been straightforward. The most meaningful moments are often found in our daily routines—the quiet times where beauty exists without the need for attention.
here’s a profound satisfaction in working our teams through periods of transformation, helping them embrace complexity as a catalyst for growth
Where do you see yourself in the next 5 years?
While an excellent question, I think the things that drive us the most are important to keep a close eye on. They tend to change as our lives change. I want to know I’ve made a positive difference in my personal and professional life. I want others to have felt the impact of my contributions. Success in all forms come if those things happen. I once defined success by tangible achievements, but now I see it as a mix of living well and making others happy. For me, inner happiness and outer happiness are closely connected.
What advice would you give to aspiring business development professionals?
Advice should be approached with caution— trust it only if it aligns with your values or those of the source. Success is personal and undefined; focus on strengthening your strengths and managing, not erasing, weaknesses. Be wellrounded, open-minded, and above all, sincere— especially in client-facing roles, where trust matters most. Prioritise listening and tailoring responses to clients' needs, aiming for winwin outcomes. Playing the long game brings lasting rewards.
Making a Lasting Impact in Customer Experience
Jaimi Farrey is a senior loyalty and customer experience leader, passionate about turning data into deeper relationships and meaningful commercial outcomes. At Hanes Australasia, she leads Loyalty, CRM and Personalisation strategy across iconic brands including Bonds, Bras N Things, and Sheridan. With a background spanning Nando’s, Grill’d, Lovisa, and Click Frenzy, Jaimi brings a unique blend of creativity, commercial acumen, and customer-first thinking. She’s known for driving award-winning programs, speaking at industry events, and championing emotionally connected, insight-led customer journeys that deliver real impact.
Recently, in an exclusive interview with CXO Magazine, Jaimi shared insights on her experience leading loyalty and CRM strategy, the role of technology in shaping customer behavior, her approach to building highperforming teams and driving business outcomes through customer-centric strategies, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Jaimi Farrey
Senior Group Loyalty & CRM Manager, Hanes Australasia
Hi Jaimi. Can you walk us through your career journey and how you became a leader in the loyalty and customer experience space?
Let’s just say it wasn’t exactly a straight line! I often describe my path as two distinct careers. I started in hospitality and events –creating memorable experiences and building relationships was my bread and butter. That was back in Scotland, and I continued in the industry after moving to Australia.
Then came the unexpected twist: a loyalty role at Nando’s Australia. At the time, I’d never even heard of a "Loyalty Manager" role—but when I read the job description, I
had one of those rare “this is it” moments. It combined everything I loved: customer experience, data, and a brand I already adored. I didn’t know it then, but that was the start of a long and passionate relationship with the loyalty industry.
From there, things moved fast. I’ve worked across some incredible brands in QSR and retail, where experience is everything. I honed my understanding of how to use data to drive meaningful customer interactions and business outcomes. Today, I’m lucky enough to speak at conferences across Australia, share my learnings, and contribute to the broader conversation on customer engagement and emerging trends.
A well-designed loyalty program creates moments that matter, and emotional connection is what makes them stay
I’ll always be grateful for that first Nando’s call—it really did change everything.
What do you love the most about your current role?
Every day is different—which is exactly how I like it. I oversee loyalty for three very distinct brands, each with unique customer behaviours, spend patterns, and engagement styles. It keeps things interesting and challenges me to think laterally.
One of the brands I work on has been part of Australian households for over 100 years, so the customer affinity is incredibly strong. That means we have rich data and deep customer relationships to work with, and it allows us to craft meaningful, tailored experiences. The scale and diversity make it complex, but that’s what makes it exciting.
How do you think technology is changing the loyalty and customer experience landscape?
Technology is changing everything—but not always in the ways we expect. While it’s easy to focus on optimisation, platforms, and martech, I think the real shift lies in customer behaviour.
For example, we’re now entering a world where shoppers might never even land on your website. AI-driven discovery, chatbased commerce, and algorithmic checkout experiences mean brand interactions are becoming increasingly decentralised. If your loyalty strategy only kicks in once someone hits your site, you might already be too late.
We’re losing control of the traditional touchpoints. Loyalty is shifting from brandto-consumer to algorithm-to-consumer. So the challenge is to meet customers where they
are, build emotional equity, and ensure your brand is one they actively seek out—not just stumble across via an AI assistant. The brands that lean into that shift now will be the ones still standing five years from now.
At the same time, there are huge ethical considerations as personalisation gets more predictive and data-driven. Just because you can do something with customer data doesn’t always mean you should. Trust is everything in loyalty—lose that, and no amount of segmentation or machine learning can win it back. As technology evolves, so must our guardrails, transparency, and accountability.
Can you discuss the importance of emotional connection in loyalty programs?
It’s critical. You hear a lot of people say “loyalty is more than just discounts” – and they’re absolutely right. Offers might get someone in the door, but emotional connection is what makes them stay.
But I’d argue that connection isn’t necessarily with the program itself—it’s with the brand, and the program is simply the vehicle that delivers that connection. A well-designed loyalty program creates moments that matter.
One of my favourite recent campaigns was incredibly simple: we gave each store a $100 budget to use for a surprise-and-delight gesture, no strings attached. The stories that came back—customers in tears, teams feeling proud—were a powerful reminder that small moments, when done right, can leave a lasting impact on both customers and employees.
And that’s something we often overlook. We talk so much about emotional connection with members—but forget the role of frontline teams. They’re the ones delivering those experiences, face to face. They’re the ones advocating for (or not!) the program in real time. When your team is emotionally invested, it creates a ripple effect—customers feel it, engagement lifts, and loyalty becomes more than a strategy; it becomes part of your brand culture.
What skills or qualities do you think are essential for success in your field?
Curiosity is probably the biggest one. You need to be genuinely curious about your customers, your data, the trends in the market, and what others are doing. That hunger to learn and explore is what keeps you evolving in this space.
It also helps to have a decent grasp of the technical side of things. You don’t need to
Loyalty is shifting from brand-to-consumer to algorithm-to-consumer, and the challenge is to meet customers where they are
be an engineer, but understanding how your martech stack works, how data flows, and where the information sits is really valuable— especially since you’ll find yourself working closely with IT and development teams more often than you'd expect.
Relationship building is another big one. Loyalty and CX roles are incredibly crossfunctional, so being able to bring people on the journey and manage stakeholders across departments is essential. You're often the thread connecting marketing, product, tech, and frontline teams.
Commercial acumen is key, too. At the end of the day, loyalty programs aren’t just about warm fuzzies—they need to drive revenue. So you have to understand things like ROI, breakage, and the actual cost of loyalty, and be able to tie your strategies back to business outcomes. And of course, through all of that, you need to stay relentlessly focused on the customer.
When you start with the customer and work backward, you can’t go too far wrong.
How do you balance work and personal life?
I have a two-year-old daughter, and I’ve been pretty open about my journey. Motherhood wasn’t something I’d planned—it was a surprise—but it’s been the most rewarding challenge.
When I went back to work full-time, I knew I needed to be “all in” wherever I was. So when I’m at work, I’m focused. When I’m home, I’m present. That clear separation helps me manage both worlds without constantly feeling like I’m failing at one or the other.
I’m also incredibly lucky to have a supportive husband who shares the parenting and life admin 50/50. That partnership allows me to be career-me, mum-me, wife-me—and still have time to be just me. Of course, there are chaotic days (isn’t there always?), but that’s
I didn’t even know this job existed until I applied for it; sometimes, the best paths are the unexpected ones
where I thrive. Having a workplace that values flexibility certainly helps too.
What is your favorite quote?
It might sound cliché in the loyalty space, but Maya Angelou said it best:
"People will forget what you said, people will forget what you did, but people will never forget how you made them feel."
That, to me, is loyalty in a nutshell. Make people feel something, and you’ve won.
What are your passions outside of work?
Travel has always been a big part of my life— it’s what brought me to Australia in the first place. These days, I’m exploring more of this side of the world and enjoying the food and
wine scene here in Melbourne. Weekends at wineries are a favourite pastime.
In the past few years, I’ve also developed a surprising passion for space and astronomy— there’s something grounding about remembering how small we are in the grand scheme of things (especially after a day of dashboard deep-dives!).
Where do you see yourself in the next 5 years?
That’s a tough one. The pace of change is so fast right now that five years feels like a lifetime. But ideally, I’m still doing what I love—just in a different context.
I want to be leading teams, driving innovation, and working for a company that puts the customer at the centre while using technology in ethical and exciting ways. If I’m still learning, still challenging the status quo, and still building experiences that matter— then I’ll be exactly where I want to be.
What advice would you give to young professionals entering the industry?
Stay curious and keep learning. This space evolves fast—don’t get left behind.
Say yes to joining loyalty programs. In every category. They’re goldmines for inspiration.
Don’t get lost in the data. It’s tempting to chase every shiny insight, but always ask: What will move the needle? What aligns with our goals? What scales?
And finally, don’t stress if you don’t have it all figured out. I didn’t even know this job existed until I applied for it. Sometimes, the best paths are the unexpected ones.
