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The Human Side of Healthcare Innovation
Healthcare today stands at a turning point. Around the world, the industry is moving beyond its traditional boundaries, shaped by innovation, resilience, and collaboration. From artificial intelligence and robotics to telemedicine and precision medicine, technology is no longer a supporting tool; it’s becoming the foundation of care. At the same time, leaders face very real challenges: an overworked workforce, rising costs, and the urgent need for equitable access. These are not small hurdles, but within them lies opportunity.
We’re seeing a powerful shift from reactive care to preventive, patient-centered models that use data and insight to keep people healthier for longer. Advances in biotechnology, wearable devices, and AI-driven diagnostics are not just improving efficiency; they are changing how patients experience care. The lessons of recent global health crises have underscored the
need for adaptability, reminding us that progress must balance both technology and human connection. After all, healthcare innovation is not only about smarter systems but about empowering professionals and putting patients at the heart of every decision.
This issue of CXO Outlook Magazine highlights the leaders and thinkers driving that transformation. Our cover story
features
Theresa McDonnell, Chief Nursing Executive & Senior Vice President at Duke University Health System, who leads more than 12,000 nursing professionals. She shares her leadership philosophy, her passion for advancing healthcare, and the initiatives she champions, including the Duke Nursing Innovation Summit, AI-powered workforce solutions, and global collaborations shaping the future of nursing. Alongside her story, you’ll find insights from healthcare innovators worldwide who are redefining the field with technology, compassion, and vision.
As you explore these pages, take a moment to reflect on the journey healthcare is on; full of challenges, yes, but also immense promise. The future is being written today, and it belongs to those bold enough to reimagine what’s possible.
Enjoy reading.
Sarath Shyam
THERESA MCDONNELL
CHIEF NURSING EXECUTIVE & SENIOR VICE PRESIDENT, DUKE UNIVERSITY HEALTH SYSTEM
MOST INSPIRING BUSINESS LEADER 2025
18
Bill Behnke
Detecting Cancer Sooner to Save More Lives Founder and CEO of Cizzle Bio, Inc.
LEADER'S INSIGHTS
28
38 Mike Flache, Chair at Digital Growth Collective Why Today’s Most Effective Leaders Think Beyond Their Own Industry
Sarah Pomeranz, CEO, Consultants for Impact Empowering Professionals to Drive Meaningful Change
LEADER'S INSIGHTS
Transforming Leadership for a Changing World
Matthew Butler-Adam, Regional Managing Director, Duke Corporate Education
Empowering Employees through Data-Driven Insights
Serine Loh, Senior Director/ Head of Culture & Talent, APAC, Qlik
44
52
The Human Side of Digital: Why Culture and Collaboration Matter in Tech-Driven Change
Alejandro Pagani, Vice President of Kimberly-Clark’s IFP Division for EMEA
Pioneering Progress in Maternal Health and Advocacy
60 Dr Veronica Gillispie-Bell, System Medical Director of Health Outcomes, Ochsner Health
64
COVER STORY
THERESA MCDONNELL
CHIEF NURSING EXECUTIVE & SENIOR VICE PRESIDENT, DUKE UNIVERSITY HEALTH SYSTEM
EMPOWERING A NEW ERA OF HEALTHCARE INNOVATION
Theresa McDonnell (Terry) is the Chief Nurse Executive and Senior Vice President at Duke University Health System, leading a nursing workforce of over 12,000 professionals across multiple hospitals and clinics. She drives transformative initiatives, including the Duke Nursing Innovation Summit, AIdriven workforce solutions, and global collaborations aimed at redefining nursing excellence and healthcare delivery. Widely recognized as a visionary leader, Terry is integrating innovation, technology, and frontline empowerment to advance patient care and workforce sustainability. Recently, in an exclusive interview with CXO Outlook, Theresa shared insights into her leadership philosophy, passion for healthcare innovation and her initiatives to drive transformation in the industry. As Chief Nursing Executive and Senior Vice President at Duke University Health System, Theresa discussed her role in fostering innovation, leveraging AI and robotics and mentoring future healthcare leaders. The following excerpts are taken from the interview.
Hi Theresa. What drives your passion for healthcare leadership and innovation?
What drives me is the potential to make a meaningful impact on someone in need. That need can come from a patient in need of care, education, assistance, or a path to wellness or comfort. The need can also arise from staff and mentees who require reassurance and guidance
in making decisions and moving forward on paths not yet explored.
What do you love the most about your current role?
In my current role, I work across operations, education, technology and innovation. I get to bring it all together with my colleagues and our
I am fortunate to be at Duke Health, where I have the support and vision of leadership and colleagues who strive to improve healthcare delivery through innovation, excellence, and research
staff to evolve the healthcare industry. I am fortunate to be at Duke Health, where I have the support and vision of leadership and colleagues who strive to improve healthcare delivery through innovation, excellence, and research.
What inspired you to found the Duke Nursing Innovation Hackathons, and what benefits have you seen from this initiative?
We developed the Nurse Innovation Summits to provide our staff with a forum to bring forward solutions to problems they have identified. We know that those closest to the work are best equipped to solve the problems, and this provides a forum for development and support in bringing those solutions to light. We have seen some tremendous innovations emerge from our staff, and some are being brought to market to benefit others outside the Duke Health system. These are the innovations that will transform the healthcare industry.
What are your thoughts on the future of healthcare, and how do you see healthcare leaders preparing for the challenges and opportunities ahead?
Healthcare is on the precipice of significant transformation, a modern-day renaissance driven by our front-line teams harnessing the power of AI and robotics. Healthcare leaders need to engage in the development of these new tools and models of care and ensure that we are engaging the front-line workforce (MDs, Nurses, allied health professionals and educators) in the design and implementation. The challenges will be in the change management narrative. This
Healthcare is on the precipice of significant transformation, a modern-day renaissance driven by our front-line teams harnessing the power of AI and robotics
isn’t how AI/Robotics will replace us, but rather how we harness these tools to improve and accelerate, providing the best patient experience in all settings.
What role do you think mentorship plays in the development of future healthcare leaders, and how have you mentored others?
Mentorship is so important and a foundational element in what we do as leaders – it’s part
of our standard work to grow and develop the next generation. When we mentor, we help others realize their ability to transform in a psychologically secure environment. When there is confidence, there is imagination, improvement and innovation. I have had the honor of mentoring many leaders and helping them realize their potential. I simply shine a mirror and help them see their potential – I provide the fertile soil and support for growth.
Congratulations on being recognized as one of the 2025 Modern Healthcare Clinical Executives. Our readers would love to know the secret mantra behind your success.
I am truly honored to have been recognized, and I would say that the one thing I would encourage every leader to do is never pass up an opportunity to learn a new skill or stretch into a new arena.
Never walk by a door that is open to you, no matter what the learning curve looks like. Also, never be afraid to fail and learn from it.
Is there a particular person you are grateful for who helped get you to where you are?
My parents taught me to “figure things out,” and my husband and children provided the support,
Use your voice, don’t be afraid to think differently and most importantly, embrace and learn from your failures
time and space to do just that. I am also grateful to every patient that I have cared for and learned from over the last 23+ years. Their trust in me to be part of their journey has taught me more than I could have ever imagined.
What are some of your passions outside of work? What do you like to do in your time off?
I love to cook and create meals that focus on wellness and health. I also enjoy spending time with my husband and children exploring the world and learning from other cultures.
Where do you see yourself in the next 5 years?
I see myself continuing to contribute to healthcare innovation and cultivating the next generation.
What advice would you give to aspiring healthcare leaders looking to make a meaningful impact?
Use your voice, don’t be afraid to think differently and most importantly, embrace and learn from your failures. Most importantly, ASK LOTS OF QUESTIONS and learn with humility.
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 ?
MOST INSPIRING BUSINESS LEADER
Bill Behnke DETECTING CANCER SOONER TO SAVE MORE LIVES
FOUNDER AND CEO OF CIZZLE BIO, INC.
Bill Behnke is on a mission to change how the world detects cancer, combining decades of healthcare leadership with a relentless drive for practical, life-saving innovation. His journey began in 1991, during his time at Marriott International, when a chance conversation with the CEO of a home health company on a flight introduced him to the healthcare industry. At the time, he was living in San Antonio, where the local branch of the company was struggling. Working together with its leadership, he helped transform it into the top-performing location in the network. That experience confirmed his passion for improving patient care and outcomes.
Everything shifted in 2003 when one of his twin daughters was diagnosed with nonHodgkin’s lymphoblastic lymphoma at the age of three. “That moment redefined my purpose,” he says. Years later, when the chairman of UKbased Cizzle Biotechnology PLC approached him about commercializing a breakthrough test for early cancer detection, he didn’t hesitate. “The chance to help save thousands of lives each day was not only compelling, but it was also imperative,” Bill recounts.
Today, as the founder and CEO of Cizzle Bio, Inc., Bill draws on more than 30 years of experience in healthcare startups, policy, and clinical strategy. He has built and scaled
BILL BEHNKE, FOUNDER AND CEO OF CIZZLE BIO, INC.
Today, as the founder and CEO of Cizzle Bio, Inc., Bill draws on more than 30 years of experience in healthcare startups, policy, and clinical strategy.
physician-led organizations, championed high-value care, and introduced technologies that improve patient outcomes while reducing costs. He calls himself a pragmatic visionary, explaining, “Innovation must be both clinically meaningful and operationally viable.” These values are at the core of Cizzle Bio’s mission.
Bill’s work extends beyond the boardroom. He has served on the board of the Leukemia & Lymphoma Society and is currently a board member of the ASCO Foundation’s Conquer Cancer® initiative. His leadership blends deep industry expertise with a personal commitment to advancing cancer care.
Over the years, Bill has developed a leadership philosophy centered on people.
“The people make the place, not the other way around,” he notes. He believes in surrounding himself with industry experts, fostering a culture of respect, and leading by listening.
“God gave us two ears and one mouth for a reason. Listening to our team, our partners, and most importantly to clinicians and patients is the most powerful tool we have.”
Driving Better Outcomes Through Early Detection
From The Behnke Group to Cizzle Bio, Inc., Bill’s work has always centered on improving patient outcomes. His guiding belief is that access to better diagnostics and personalized care should be a standard for everyone, not a privilege.
When he founded The Behnke Group, his focus was on operational transformation. The motivation, he says, was always the same: “It was about the impact those efficiencies could have on the patient.” At Cizzle Bio, that commitment has only sharpened. Every
time Bill meets a family navigating a cancer diagnosis, he is reminded why early detection is more than a clinical goal. “It is a human imperative. Improving outcomes starts with giving people more time, better information, and a fighting chance,” Bill says.
Cizzle Bio, Inc. is working to change the way lung cancer is detected. With exclusive rights to the CIZ1B biomarker test in the USA, Canada, and the Caribbean, the company is tackling one of the most pressing challenges in modern medicine: early detection of lung cancer. The disease is often diagnosed too late, not because it is always aggressive, but because it can progress unnoticed until it is too advanced for effective treatment.
For Bill, the need was clear. “We saw a huge unmet clinical need and an opportunity to intervene earlier, when survival rates are exponentially higher.” The science behind the CIZ1B biomarker was compelling, but what truly convinced him was the potential impact. “A simple blood test could change the trajectory of someone’s life. It had the potential to be a turning point in how we approach one of the deadliest diseases we face,” he explains.
The Science and Solutions Behind Cizzle Bio’s Tests
The CIZ1B test identifies a specific protein variant, CIZ1B, that binds to fibrinogen in the blood and has been strongly linked to early-stage lung cancer. This biomarker offers a practical path to earlier detection, when treatment has the highest chance of success. Currently, low-dose CT scans (LDCT) are the standard for lung cancer screening. They have limitations, including high false-positive rates that can lead to unnecessary and invasive
procedures. Uptake is also low. Only 5.8% of eligible individuals undergo LDCT, often due to limited access or concerns about radiation exposure.
The CIZ1B discovery is the result of two decades of research led by Professor Dawn Coverely, Ph.D., a cell biologist and cancer researcher at the University of York in the UK. Her work focused on nuclear matrix proteins and DNA replication, which led to the identification of the CIZ1B variant as a reliable marker of early lung cancer. With more than $30 million in research funding, the project has resulted in six issued international patents, with more pending on the proprietary testing process.
With a unique biomarker, strong intellectual property protection, and increasing clinical validation, the CIZ1B test is positioned to address a major gap in lung cancer detection. The company is now preparing for its commercial launch in U.S. clinical settings.
Cizzle Bio is also advancing a new diagnostic tool, DEX-G2, for the early detection of gastric cancer. Developed from decades of research by Ajay Goel, M.D., AGAF, a cancer researcher at the City of Hope Comprehensive Cancer Center, the test is licensed exclusively to Cizzle Bio for worldwide use.
Gastric cancer is the third deadliest cancer globally, largely because it is often diagnosed too late. DEX-G2 is a simple blood test that detects a combination of cell-free and exosomal MiRNA biomarkers with 95% sensitivity for early-stage disease, as shown in a multicenter clinical trial. Unlike invasive and costly methods such as endoscopy, DEX-G2 offers a minimally invasive and accessible option that can be integrated into routine clinical practice.
With exclusive rights to identify the CIZ1B Biomarker in the USA, Canada, and the Caribbean, Cizzle Bio is tackling one of the most pressing challenges in modern medicine: early detection of lung cancer.
Leading with Purpose in Healthcare Innovation
One of the greatest challenges in advancing healthcare innovation is not the science itself. It is navigating the ecosystem around it. Proving clinical utility, meeting evolving regulatory requirements, securing reimbursement, and ensuring scalability are all major hurdles. These are difficult, but they also present opportunities.
The medical community expects new technologies to meet a high standard. They look for solutions that are scientifically sound, clinically meaningful, and likely to be adopted by both providers and patients. For Bill, the shared goal is clear. “We all want to improve quality, enhance the clinical experience, and deliver better outcomes,” he says.
Over his 30 years of working with healthcare startups, Bill has followed a simple philosophy: focus on solutions that improve patient outcomes, increase safety and quality, and lower costs across the system. “What we are building at Cizzle Bio fully embodies those values,” he explains. His leadership is anchored in clarity of purpose. “Every decision we make, whether it is about clinical study design, investor communication, or goto-market strategy, is guided by one question: will this help patients access better, earlier detection?” he adds.
Bill is quick to credit his team, including a medical advisory board that brings both scientific rigor and strategic insight. The company culture values data, respects intuition, and moves with purpose and care. He says, “I am always mindful that behind every number is a person impacted by cancer. That perspective keeps me mission-focused and ensures our
work remains centered on what matters most, making a meaningful difference in people’s lives through early detection.”
Building Partnerships and Advocating for Patients
Partnerships have been central to Cizzle Bio’s progress. Collaborations with institutions like Moffitt Cancer Center and The Institute for Human & Machine Cognition (IHMC) have been critical for validating the company’s tests and refining their approach. Clinicians provide insights on how the tests fit into realworld workflows. Investors who believe in the long-term vision have helped make the work possible. Bill says, “Every partner has contributed a piece of the puzzle. Those relationships are one of the most valuable assets we have.”
Bill’s commitment to patient advocacy runs deep. When his daughter, Ella, was diagnosed with lymphoma at age three, he connected with the mission of the Leukemia & Lymphoma Society (LLS). He began by joining the local board, eventually serving nine years on both the National Board and the Canadian Board. Today, he continues his involvement as Chair of the LLS Patient Lifeline Committee.
Through his work as a national patient advocate, Bill speaks with at least one newly diagnosed patient each week, offering guidance and support. Advocacy has also taken him to Capitol Hill, where he has met with members of Congress to push for patientfocused policies. Beyond legislation, he has helped many individuals connect with the right doctors and institutions for their care.
Collaborations with institutions like Moffitt Cancer Center and The Institute for Human & Machine Cognition (IHMC) have been critical for validating Cizzle Bio’s tests and refining their approach.
“These experiences have deeply shaped my approach to healthcare. It is a privilege to offer support, share hope, and help others navigate a journey my own family has faced,” Bill shares.
Staying Grounded and Focused on Impact
Staying grounded in the fast-paced world of biotech requires a clear sense of purpose and the right people around you. Bill is surrounded by a highly experienced, mission-driven team that brings deep expertise, clear thinking, and a strong commitment to improving patient lives. That collective focus keeps the organization aligned on what truly matters.
For him, family is also a major anchor. Having walked through a cancer diagnosis with his daughter at a young age, he does not take the work lightly. “It is not just a business, it is deeply personal,” he says. That perspective shapes every decision and fuels the drive to bring new innovations forward. The long-term vision is rooted in something bigger than business success. It is about impact, compassion, and the people they serve.
For Cizzle Bio, success means seeing its tests integrated into everyday clinical practice, helping clinicians detect cancer earlier, improving patient outcomes, and ultimately
For Cizzle Bio, success means seeing its tests integrated into everyday clinical practice, helping clinicians detect cancer earlier, improving patient outcomes, and ultimately saving lives.
saving lives. The company’s vision extends beyond lung and gastric cancers. Its aim is to build a broader platform of biomarker-based blood tests for other high-burden cancers where early detection can change the course of treatment.
Bill also sees a need for a broader shift in how the healthcare system views diagnostics. “We need to stop treating diagnostics as an afterthought and start making them a proactive, integrated part of care,” he explains. Advances in biomarkers, AI, and molecular technologies are making this possible, and Cizzle Bio intends to help lead that change.
If five years from now the company has helped drive this shift, expanded access to
early detection, and shown that innovation can align with accessibility, Bill would consider it a meaningful contribution to the future of cancer care. He hopes the legacy of their work will be clear. It will mean more people understanding the power of early detection, and more attention on diseases like lung and gastric cancer that together claim more than 7,000 lives every day.
“I want our work to mean that a 50-yearold mom or dad gets to see their grandchildren grow up. That fewer families are blindsided by a diagnosis that came too late. That every day, someone’s life was extended because of early detection. That is the legacy I hope we leave: one of impact, hope, and lives saved,” Bill concludes.
Empowering Professionals to Drive Meaningful Change
Sarah Pomeranz, CEO, Consultants for Impact
Hi Sarah. What was the inspiration behind establishing Consultants for Impact? What sets it apart from other market competitors?
When I think back to the earliest glimmers of Consultants for Impact, I remember my first consulting internship at Accenture – the excitement, the anxiety, the sense that I was about to step into something meaningful. I think every ambitious student wants to make a difference, and those corporate opportunities are sold to be the perfect pathway.
But something wasn't quite right. Many of us who started with big dreams found ourselves gradually drifting away from our original passion. Investment banks and consulting firms offer incredible learning opportunities, but they can also become a default path that slowly moves us away from our deepest aspirations.
Consultants for Impact emerged from a simple observation: talented professionals want to do work that truly matters, but they often need support to make that transition.
We're not a traditional recruiting service—we don't charge organizations to find talent, and we don't charge consultants for support
Sarah Pomeranz, the 27-year-old CEO of Consultants for Impact, leads an ambitious nonprofit dedicated to helping consultants from firms like McKinsey tackle society’s most pressing challenges. Recently named a 2025 Rising Star by Consulting Magazine for her leadership excellence, she started her career as a strategy consultant at Accenture. While in college, Sarah founded Sulis, a patent-holding social enterprise that earned her recognition as one of the Top 3 American Student Entrepreneurs. Recently, in an exclusive interview with CXO Outlook Magazine, Sarah shared the inspiration behind establishing Consultants for Impact and what sets it apart from other market competitors, insights into the future of social entrepreneurship and consulting, her future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
We're not a traditional recruiting service. We don't charge organizations to find talent, and we don't charge consultants for support. Our only currency is genuine, measurable impact. We're building a community of professionals who refuse to accept that "success" means sacrificing purpose.
Think about the most pressing challenges of our time – preventing pandemics, climate change, protecting democracy, and addressing emerging technological risks. We need brilliant problem-solvers working on these issues, and many of the most talented strategists are currently spending 60+ hours a week
The entrepreneurs who I suspect will thrive aren't those with the most technical skills but those who can ask the right questions
working in corporate environments. Our mission is to bridge that gap. We understand the professional landscape intimately because our team has walked that path. We know the long hours, the golden handcuffs, and the seemingly impossible challenge of charting a new course.
When we first meet many of our consultants, they're overworked, burned out, and struggling to find meaning. Now, they're shaping U.S. biosecurity policy, transforming our food systems, and leading organizations at the forefront of ending extreme poverty.
To us, this work isn't just about changing jobs. It's about reimagining what a purposeful career can look like.
Can you share your thoughts on the future of social entrepreneurship and consulting and how you see the industries evolving in the next 5-10 years?
AI is about to fundamentally disrupt consulting in ways most people aren't fully grasping. The traditional consulting model – armies of junior associates creating slide decks and running complex analyses –is potentially obsolete. Large language models and AI can now generate strategic recommendations, financial models, and complex analyses in minutes that would have taken teams weeks to produce.
For consulting firms, this will be an existential challenge. I expect dramatic headcount reductions. The value proposition will shift from armies of analysts to a small number of high-level strategic thinkers who can prompt AI effectively and provide nuanced, contextual interpretation.
Social entrepreneurship, however, I suspect will be quite a different story. AI can serve as an incredible democratization tool for entrepreneurs seeking to address the world’s most pressing problems. The technical barriers to entry have collapsed. Now, someone with a great idea and basic communication skills can leverage AI to prototype, develop business plans, create marketing strategies, and even build initial product mockups, capabilities that would have previously required significant technical expertise or expensive outsourcing. What excites me most is the potential for young, bright individuals to have unprecedented freedom in choosing and solving problems. Imagine a world where a 22-year-old can identify a critical global challenge, use AI to rapidly prototype a solution, and actually build something meaningful without needing years of technical training or massive capital investment. We're moving from a world of "Can I build this?" to "What should I build?"
The entrepreneurs who I suspect will thrive aren't those with the most technical skills but those who can ask the right questions, understand complex human problems, and use AI as a powerful amplification tool.
What was your experience cofounding a cleantech start-up and presenting a TEDx Talk on "How Not To Ruin the World with Your Good Intentions"?
Sulis began with four university students from different backgrounds, united by a shared mission to address water access challenges.
Authentic conversations equate to genuine collaboration, not performative inclusivity—it’s about creating environments where different perspectives are meaningfully integrated into how we solve problems
We were an unlikely co-founder team – with academic disciplines ranging from industrial engineering to social justice – but our diversity became our greatest strength. From the start, we knew that solving a complex global challenge wasn't something we could do in isolation. We partnered closely with universities in Mumbai and Ahmedabad, embedding local context into every stage of our design process. This wasn't about parachuting in with a pre-designed solution but about genuine collaboration. Our university partners weren't just advisors – they were co-creators who helped us understand the intricate social, economic, and environmental dynamics of water access in their communities
The most valuable lessons I learned founding Sulis weren’t about our technology but rather about our approach. We quickly realized that the most powerful innovations don't start with a solution looking for a problem. They start with a deep understanding of the actual problem, relentless feedback, and a willingness to pivot based on real-world evidence.
Our approach became almost scientific in its rigor. Every prototype, every field test was an opportunity to gather data – not just technical performance metrics but qualitative insights from the communities we hoped to serve. We weren't just building a product; we were building a solution that needed to work in real, complex human environments.
My TEDx Talk, "How Not To Ruin the World with Your Good Intentions," was really borne out from these insights. It was never meant to be a critique of impact-driven innovation but rather a passionate call to approach global challenges with humility, curiosity, and a commitment to evidence.
To me, the most exciting entrepreneurs aren't those with the most impressive tech but those who can identify truly meaningful problems where a business win is simultaneously a win for humanity. For us, that meant not just creating a water sterilization device but understanding the intricate ecosystem of water access, community needs, economic constraints, and long-term sustainability.
This approach – setting our sights on big, meaningful problems and then relentlessly gathering and responding to evidence – is the real art of impactful innovation. It's about being ambitious enough to tackle massive challenges but humble enough to know that the solution will look different than you first imagined.
What are your thoughts on diversity and inclusion? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
Diversity and inclusion are not boxes to check — they are a core part of strategic advantage. In my work with both Sulis and Consultants for Impact, I've seen how teams with varied backgrounds solve problems more effectively. That’s why we’re so proud to have consultants in our network from over 40 countries, ranging in seniority from summer analysts to partners.
At Consultants for Impact, one of our driving motivations is to increase the diversity of thought and experience on high-impact teams — particularly those that are predominantly made up of technical, policy, or research specialists. These teams are doing vital work on some of the world’s most
complex challenges, but they’re often missing key capabilities in areas like stakeholder coordination, project execution, strategic communication, and adaptive leadership. That’s where consultants can add enormous value. They bring a toolkit that complements deep subject-matter expertise — and we've seen time and again how the right mix of perspectives can transform a team's effectiveness.
That belief extends beyond team composition — it informs how we approach collaboration more broadly. To me, authentic conversations equate to genuine collaboration, not performative inclusivity. It’s about creating environments where different perspectives aren’t just heard but meaningfully integrated into how we solve problems. For example, when we were developing Sulis, we didn’t just consult local communities — we embedded them as co-creators, ensuring our approach truly reflected their needs and lived realities.
Ultimately, the future of impact work depends on bringing together people who can approach complex challenges from multiple angles. At Consultants for Impact, we’re contributing to a social impact workforce that reflects that vision — one that includes researchers, operationalists, engineers, creatives, and consultants alike. Inclusion isn’t just a nice-to-have. It’s how we design smarter, more equitable, and more effective solutions to the world’s most urgent problems.
How do you see your recognition as a Rising Star of the Profession impacting your work and goals moving forward?
I was deeply touched and humbled to receive the Rising Star recognition from Consulting
Magazine. More than a personal achievement, this award is an opportunity to amplify our mission at Consultants for Impact.
Our goal is clear: reach 3,000 impactdriven consultants in 2025. Let people know what we’re about and how we can help them. The urgency is real - we have organizations like the Lead Elimination Exposure Project, Rand, and GiveWell in our inbox every week, desperately seeking board members, COOs, co-founders, and chiefs of staff. These global problems can't wait. Whether it's mitigating AI risks, addressing global health challenges, or reimagining governance, we're connecting talented professionals with organizations tackling the most critical issues of our time.
This recognition gives us a platform to connect more talented professionals with meaningful work that can truly move the needle on critical challenges. To me, it’s really not about the award itself but about the doors it can open for our community of changemakers who are ready to transform their careers from incremental corporate work to high-impact problem-solving.
How do you prioritize your own well-being and self-care given the demands of your work?
To be honest, it's a journey and I'm trying to get better at this, but I'm far from perfect at self-care. I've developed three key strategies that help me maintain balance. First, I proactively
Impact work is a marathon, not a sprint—I don’t view taking care of myself as separate from our mission; it's fundamental
schedule evening non-work commitments and treat them as non-negotiable. Whether it's taking classes, sports leagues, dinners with friends, or time with my partner, these pre-booked commitments force me to log off and create real boundaries.
Second, despite our team being globally distributed, I prioritize human connection. I try to cowork at least one day a week with someone else in our high-impact nonprofit ecosystem. This face-to-face time, even if it's just a few hours, helps prevent the isolation that can come with remote work.
Finally, I invest in my mental health through therapy and leadership coaching. These aren't luxuries, they're essential
maintenance for someone doing emotionally and intellectually demanding work. They help me process the weight of the challenges we're tackling and enable me to show up as my most effective self.
It’s been said a hundred times, but impact work is a marathon, not a sprint. I don’t view taking care of myself as separate from our mission; it's fundamental to sustaining the impact we want to create.
Is there a particular person you are grateful for who helped get you to where you are?
There are too many people who played an important role in my journey to single out
just one. From my co-founders at Sulis, to the advisors and mentors at Rutgers University, to the colleagues who championed me at Accenture, and the many inspiring professionals I've worked with in recent years through Consultants for Impact - every piece of this journey has truly been collaborative.
Each person brought a unique perspective, challenged my thinking, or offered support at critical moments. Any success I’ve had has by no means been a solo achievement but rather a testament to the power of collective effort and shared mission. Whether it was a late-night brainstorming session, a moment of critical feedback, or simply someone believing in me when I doubted myself, these interactions have been the real currency of my professional growth.
This collaborative spirit is exactly what we're building at Consultants for Impact - a network where professionals lift each other up, share knowledge, and collectively work towards meaningful change.
What do you hope to achieve in the next 5-10 years, and how do you plan to get there?
In the next 5-10 years, we hope to contribute to a fundamental shift in the cultural norms around professional success. Right now, too many talented people equate success with corporate ladder climbing or financial accumulation. We want to redefine that narrative - showing that true professional success is about solving meaningful global challenges.
Our goals are ambitious but clear: eradicate extreme poverty, mitigate catastrophic global risks, and end industrialized farm animal
suffering. At Consultants for Impact, we're building the infrastructure to make this all possible. By connecting top talent with organizations addressing these critical issues, we're creating a new paradigm of purposeful professional work. We're not just matching skills to opportunities - we're building a movement of professionals who see their careers as vehicles for global impact.
The plan is to continue scaling our network, deepen our partnerships with worldleading organizations, and create increasingly sophisticated pathways for professionals to transition into high-impact work. Our goal of reaching 3,000 impact-driven consultants this year is just the beginning!
What advice would you give to individuals looking to break into the consulting or social entrepreneurship fields?
Start by getting clear on your motivations — not just what you want to do but why you want to do it. Both consulting and social entrepreneurship are demanding paths, and the people who thrive are often the ones who are deeply curious, resilient, and committed to learning fast.
In consulting, your value comes from your ability to structure ambiguity, communicate clearly, and get up to speed quickly on unfamiliar problems. You don’t need to have all the answers, but you do need to be able to ask the right questions, build trust with clients, and work well in high-performing teams. Look for opportunities to develop those muscles, whether through internships, student leadership, or other fast-paced work environments.
You don’t need to have all the answers, but you do need to be able to ask the right questions, build trust with clients, and work well in high-performing teams
Social entrepreneurship, on the other hand, often rewards a bias toward action. You’ll need to wear many hats — strategist, fundraiser, operator, storyteller — and be comfortable iterating in uncertainty. Don’t wait for the perfect idea or moment. Start small, test things, learn quickly, and stay close to the people you're trying to serve. The best social entrepreneurs I know are humble enough to change course and bold enough to keep going.
And for both fields: surround yourself with people who push you to think bigger and act more intentionally. Seek out mentors, peer communities, and networks like Consultants for Impact — not just for opportunities but for honest feedback and support.
Finally, don’t be afraid to take the non-obvious path. Some of the most impactful people I’ve worked with didn’t follow a straight line — they followed their values, stayed open to new information, and chose courage over comfort again and again.
Why Today’s Most Effective Leaders Think Beyond Their Own Industry
Mike Flache, Chair at Digital Growth Collective
What are some key lessons you’ve learned from working across different industries that have shaped your leadership approach?
Let me start with the most critical point: Industry logic is helpful but shouldn't limit thinking. Anyone who wants to shape the future actively must be willing to think outside the box and act. In my work with companies in the IT, energy, finance, manufacturing, and healthcare sectors, I have learned
how important it is to recognize patterns that extend beyond individual industries. It sharpens our eye for opportunities that others overlook. At the same time, it shows that sustainable progress rarely comes from short-term initiatives but rather from longterm, strategically anchored collaboration. These insights shape my leadership approach: I promote collaborative thinking, quick decisions, and the ability to accept change and actively shape it.
Industry logic is helpful but shouldn't limit thinking—anyone who wants to shape the future actively must be willing to think outside the box and act
Mike Flache is chair of the Digital Growth Collective, an international community uniting business, tech, and investment leaders. He collaborates with Fortune 500 companies and technology vendors on digital growth strategies. Over the years, he has worked with executives from Google, Amazon, and Huawei. As a former entrepreneur, Mike supports founders in scaling technology-driven business models. He is also a partner at venture capital and private equity firms and co-founded Safe Water Gardens, a nonprofit for rural sanitation. Recognized as one of the world’s most influential experts in digital transformation, Mike is an honorary member of global leadership groups, including the Della Leaders Community and the Asia CEO Community.
In a recent interview with CXO Outlook, Mike Flache discussed his experiences in leadership, growth, and innovation from the international business landscape. He shared his perspectives on emerging technologies, cross-industry innovation, and driving business value.
What are the biggest challenges leaders face when introducing crossindustry innovations, and how can they overcome them?
The greatest challenge lies in the silos— mental, structural, and cultural. Many companies are so focused on their industry that they struggle to integrate external stimuli systematically. Furthermore, cross-industry innovation means dealing with uncertainty and contradictions. Leaders must learn to deal with ambiguity productively; not everything can be precisely planned from the outset. Two things are needed to succeed: First, a
clear strategic vision that looks beyond one's business model. Second, a resilient network of partners who contribute complementary knowledge and perspectives. At the Digital Growth Collective, we practice this form of leadership precisely at eye level, with a clear vision and a global perspective.
How do emerging technologies like AI, blockchain, and IoT contribute to cross-industry disruption, and how should leaders prepare for this shift?
These technologies aren't add-ons; they're transforming the structure. AI is changing how
The interplay of these technologies is transforming entire industries—and, above all, the interfaces between them
companies make decisions, develop products, and interact with customers. Blockchain enables new trust models and business processes across corporate boundaries. The IoT connects not just devices but entire value chains. The interplay of these technologies is transforming entire industries—and, above all, the interfaces between them. Today's leaders must develop a fundamental understanding of technology and recognize its strategic potential. The key isn't to master every technology but to know which questions are essential for making informed decisions. Preparation means enabling experimentation, nurturing talent, and establishing a technology-driven culture of innovation.
How can businesses foster collaboration across industries to drive innovation and create new market opportunities?
Innovation doesn't emerge in a vacuum but through dialogue, especially where different disciplines and industries collide. Companies must create spaces for this: physical, digital, and cultural. It begins with strategic partnerships and extends to collaborative innovation formats and joint ventures. A shared vision that transcends short-term interests is crucial. We are experiencing how powerful this collaboration can be in the Digital Growth Collective. For example, when an energy company collaborates with a technology company and a financial services provider to develop new business models for growth and value creation. Such initiatives require leaders who break down silos, build trust, and are willing to share responsibility.
What major trends do you see shaping the future of cross-industry innovation, and which industries stand to benefit the most?
Three developments dominate: First, the increasing convergence of industries such as healthcare and technology or energy and financial services. Second, the shift from linear to circular business models—driven by sustainability and regulation. Third, the democratization of technology through platforms, APIs, and lowcode/no-code solutions. Industries that are willing to go beyond their traditional self-image will benefit particularly. I see healthcare, the energy sector, and manufacturing at the forefront here— provided they consistently open themselves to partnerships and utilize technological levers holistically. The future belongs not to those with the best single technology but to those who orchestrate the strongest ecosystem.
What qualities do today’s business leaders need to succeed in an era of constant technological and industry transformation?
Three qualities are crucial: First, strategic curiosity, i.e., the willingness to actively seek out and evaluate new developments. Second, there is the ability to implement them because ideas are worthless if they are not implemented. Third, the ability to inspire others with a shared vision. Technology is just a tool—what leaders do with it matters. Those who create clarity in complexity, offer guidance in times of speed, and build trust in times of uncertainty will remain relevant and shape the future. Successful leadership today doesn't mean knowing everything but enabling the right things.
Innovation doesn't emerge in a vacuum but through dialogue, especially where different disciplines and industries
collide
What advice would you give to professionals looking to lead innovation and drive business success across multiple industries?
Focus is crucial. Innovation doesn't mean constantly doing something new but achieving a targeted impact. My advice to professionals: Sharpen your strategic understanding. Understand how your expertise is transferable to other industries—and what added value it can create there. At the same time, you should network. The best ideas often don't arise within your team but through exchange with other disciplines. And thirdly, think in terms of solutions, not technologies. Crossindustry success occurs when problems are rethought and boldly solved—not when tools are used for their own sake.
What keeps you motivated and inspired as a leader, and what is one lesson you’ve learned that you always carry with you?
I am driven by the idea of using technology to drive value growth—not just to become more efficient; that is a basic requirement in business. And I am inspired by people who take responsibility to shape change constructively. Whether founders, CEOs, or investors, their determination shows what is possible when we see the future not as a threat but as a space for progress. One lesson has always stuck with me: impact is not created by what we know but by what we do. Clarity of thought and consistency in action—for me, that is the core of effective leadership. In a complex world, we don't need jack-of-all-trades; we need trailblazers.
The Human Side of Digital: Why Culture and Collaboration Matter in Tech-Driven Change
Alejandro Pagani, Vice President of Kimberly-Clark’s IFP Division for EMEA
The role of finance is becoming more embedded in strategic decisionmaking across all functions. How do you approach balancing aggressive growth targets with financial responsibility in your leadership role? I firmly believe that pursuing growth without considering the financial consequences is a sure recipe for business suffocation and eventual failure. My financial background has equipped me with the ability to balance the ambition for growth with the necessary financial discipline.
I always approach business with a long-term perspective. There's no point in pursuing aggressive growth if it doesn't align with the long-term strategy of the business. When we prepare a plan, we focus on initiatives designed to drive sustainable growth. This involves careful investment prioritization and regular reassessment of investment priorities in response to market conditions. By doing so, we ensure that our growth is financially sustainable and doesn't jeopardize our liquidity.
AI serves as a powerful sales enablement tool, helping sales teams identify prospects, personalize pitches, and automate follow-ups to enhance interactions
Alejandro Pagani is Vice President of Kimberly-Clark’s IFP division for EMEA, based in London. In this role, he is responsible for driving the strategic and commercial agenda across the region, overseeing a $1 billion revenue portfolio. Prior to his current position, Alejandro served as Vice President of Kimberly-Clark Professional (KCP) for both EMEA and Latin America. In that capacity, he led the regional turnaround of the business, delivering strong, sustainable results through customer-centric and data-driven strategies. Throughout his career, Alejandro has held a variety of leadership roles across Latin America in both B2B and B2C environments. Since joining Kimberly-Clark in 2012, he has combined his analytical expertise with commercial leadership in several key positions, including CFO and Senior Director of Business Intelligence for KCP Latin America. During this tenure, he played a critical role in shaping the region’s financial, digital, and analytics strategy—laying the foundation for long-term growth. Earlier in his career, Alejandro spent over a decade at SC Johnson, where he held multiple leadership roles in finance. With deep experience spanning finance, analytics, and sales, he brings a broad and integrated perspective to business leadership. Alejandro holds an Executive MBA from ESE Business School and a Master of Science in Analytics from the Georgia Institute of Technology. In a recent interview with CXO Outlook, Alejandro Pagani discussed his experience in Technology, logistics, and finance. He shared his views on major industry trends, Digital transformation, dynamic marketing campaigns, and many more.
In essence, our strategy is about finding the right balance between ambitious growth targets and financial responsibility. This approach not only supports our long-term goals but also ensures the overall health and stability of the business.
With rapid shifts in consumer behavior and supply chain dynamics, what major industry trends are you currently seeing that will define the next few years in sales, marketing, and logistics?
I believe it's widely acknowledged that AI is drastically transforming the way we operate, impacting every area within an organization. Companies need to adapt quickly to this technology and integrate it into their workflows; otherwise, they risk significant competitive disadvantages.
AI serves as a powerful sales enablement tool. Intelligent systems help sales teams identify the right prospects, personalize sales pitches, and automate follow-ups, thereby enhancing customer interactions through optimized marketing initiatives. Marketing content, from emails to social media posts, is increasingly created or refined by AI, enabling both scale and speed. Tasks that previously consumed significant hours of coordination within commercial organizations can now be drastically simplified.
This transformation also extends to logistics. The logistics industry is rapidly digitalizing, with advancements in AI and blockchain technology improving real-time shipment tracking and supply chain visibility. The shift towards paperless shipping is also gaining momentum, further streamlining operations and enhancing efficiency.
Digital transformation is ultimately about people—not just technology—and its success relies on fostering a culture of adaptability and continuous learning
In essence, AI is not just a tool but a strategic asset that, when embedded into the core of business operations, can drive significant improvements in efficiency, customer engagement, and overall competitiveness.
Digital transformation is reshaping how companies manage customer relationships and logistics networks. What technologies or strategies do you believe are essential for companies to stay competitive?
Digital transformation is ultimately about people—not just technology. Its success relies on fostering a culture of adaptability and continuous learning, where employees feel empowered rather than threatened by change. While human capital forms the foundation, the right technologies serve as critical enablers.
For example, AI-powered customer data platforms provide a 360-degree view of the customer, enabling highly personalized experiences that drive loyalty and conversion. Retailers can tailor promotions in real time based on customer behaviour, while B2B companies use these insights to customize service offerings and strengthen client relationships.
Technologies like advanced analytics, machine learning, and robotic process automation (RPA) are also transformative. In supply chain management, predictive analytics help anticipate demand shifts or raw material shortages, enabling businesses to act before disruptions occur—safeguarding service levels and profitability.
Strategically, companies must shift from product-centric to customer-centric models, driven by data and executed by agile, crossfunctional teams. Regular engagement with
customers is essential—not just through feedback loops, but as active participants in shaping innovation, service models, and brand experiences. Organizations that listen and adapt in real time are better positioned to meet evolving expectations.
Equally important is embedding sustainability into the transformation journey. Digital tools now support ESG-focused practices such as emissions tracking, ethical sourcing, and transparent reporting. Consumers increasingly factor environmental and social responsibility into their purchasing decisions, making sustainability not just a moral imperative, but a source of competitive advantage.
Finally, none of this is possible without the right talent and leadership alignment. Investing in digital capabilities and guiding teams through structured change management ensures that transformation is not only implemented—but embraced.
In this rapidly evolving environment, companies that integrate technology with purpose, agility, and human-centered leadership will be the ones to shape the future—not just react to it.
As global supply chains face increasing pressure, how do you see the relationship between logistics and brand loyalty evolving?
As global supply chains face increasing pressure, the relationship between logistics and brand loyalty has never been more crucial. Today’s consumers expect both convenience and consistency, and brands that can successfully integrate these elements differentiate themselves in a competitive market.
One key driver of this evolution is elastic logistics—a flexible approach that adapts quickly
to changing customer needs and preferences. By offering customizable delivery options, providing responsive service, and ensuring high reliability, companies can significantly enhance the customer experience.
Moreover, agile logistics systems that swiftly respond to disruptions not only maintain service quality but also build trust with consumers, reinforcing brand loyalty. In this context, logistics is no longer a back-office function; it has become a critical component of the brand promise.
Companies that strategically invest in advanced, customer-centric logistics capabilities will be best positioned to foster long-term loyalty and customer satisfaction in a rapidly changing landscape.
Logistics is no longer a back-office function; it has become a critical component of the brand promise in today’s competitive market
Marketing today demands more personalization and faster turnaround times. How do you ensure that logistics and operational capabilities keep pace with dynamic marketing campaigns?
As I mentioned earlier, having a flexible supply chain is essential—but it’s only part of the equation. In today’s fast-paced environment,
success depends on breaking down silos and operating as a truly unified team. By setting clear objectives and consistently putting the customer at the center of our decisions, we can align diverse perspectives and transform them into cohesive, highimpact solutions. My approach emphasizes fostering a culture where team members feel
empowered to engage, share their viewpoints, and participate in healthy, constructive debate that leads to stronger outcomes.
When goals are transparent and trust is built across the organization, collaboration naturally transcends departmental lines. People feel part of a shared mission—and that’s when the best work happens.
Collaboration across departments is crucial for long-term success. What practices have you found most effective for aligning sales, marketing, logistics, and finance teams toward a shared vision?
In my experience, the most effective way to align sales, marketing, logistics, and finance is to begin with this shared vision—one that people feel they’ve had a hand in shaping. When teams co-create the vision and the roadmap to get there, the level of engagement and commitment is significantly higher.
As leaders, it’s often more effective to create the space for co-creation than to 'sell' a predefined plan. That said, it’s essential to guide the process by setting clear parameters and expected outcomes. Providing a strong framework helps ensure the conversation is focused and aligned with the broader business objectives.
Once the co-created vision is established, it’s critical to break it down into specific goals and KPIs for each function or region—ensuring that the sum of the parts contributes meaningfully to the whole. Ongoing tracking and visibility of progress are key. Regularly reviewing performance as a cross-functional team fosters shared accountability and encourages collaboration, especially when challenges arise in one area that may impact others.
Where possible, integrated systems and streamlined processes can act as powerful enablers of this alignment, improving transparency and speed of execution.
Given the growing importance of data analytics, how do you leverage insights across sales marketing, and logistics to drive smarter business decisions?
You’re touching on a topic I’m truly passionate about. One of the biggest challenges for longestablished organizations is the legacy of fragmented systems—developed over time to meet the unique needs of specific geographies, categories, or business units. While these systems may have served their purpose at one point, they often create silos that limit the potential of data-driven decision-making.
The first and most critical step in leveraging data effectively is integrating information across functions. Everyone needs to work from a consistent, reliable source of truth. In previous roles, I invested significant time and effort in ensuring data consistency across sales, marketing, and logistics. In contrast, companies born in the digital era have a clear advantage—they were built with data at the core, allowing them to respond quickly to market shifts such as changes in consumer behaviours, competitive moves, or innovation trends.
Once the data is consolidated, standardized, and clean, the real value comes from the team that interprets it. You need people who not only have strong analytical capabilities but also a deep commercial understanding. These hybrid profiles can be hard to find, but they are incredibly impactful. Their job is to transform data into actionable insights and ensure those
The first and most critical step in leveraging data effectively is integrating information across functions so everyone works from a consistent, reliable source
insights drive concrete business decisions—not just generate polished dashboards.
For example, during the COVID-19 pandemic, I was leading operations in LATAM within the B2B space. A large part of our sales was hit hard by the sudden shift to remote work. Thanks to our analytics team, we were able to rapidly identify emerging trends, adjust our strategy, and redirect resources toward new areas of opportunity— ultimately recovering our topline much faster than expected. That experience reinforced my belief in the strategic power of well-leveraged data.
Finally, what’s one piece of personal or motivational advice you would give to someone aiming to build a career that spans multiple disciplines like sales, marketing, logistics, and finance?
There’s a piece of advice I always share with my team: enjoy what you do. We spend the best hours of our day—and the most energetic years of our lives—at work. If we’re not enjoying it, we’re missing a big part of what makes life fulfilling. I know this might sound idealistic, especially in situations where meeting basic needs takes priority. But for those who have the opportunity, I strongly encourage you to pursue work that inspires and motivates you.
Be curious. Don’t approach every move in your career purely in search of a promotion or a salary increase. Use each experience as a chance to learn, to grow, and to be exposed to new challenges. The rest—recognition, growth, and rewards—will follow.
And remember you don’t need to have all the answers. Surround yourself with people who bring different skills and perspectives. Collaboration is what drives better decisions and stronger results.
Above all, enjoy the journey.
Transforming Leadership for a Changing World
Matthew Butler-Adam, Regional Managing Director, Duke Corporate Education
What drives your passion for helping organisations solve strategic challenges through leadership development?
At its core, leadership development is about unlocking human potential. Organisations thrive when leaders are equipped with the right mindset, skills, and tools to navigate complexity. My passion comes from seeing how the right leadership can drive not just financial results, but also cultural transformation within an organisation.
Research has consistently shown that companies with strong leadership development programmes outperform their peers, generating significantly higher profitability (+20% according to Gallup) over time. That data reinforces why I do this work—leadership isn’t just a “nice to have”; it’s a core driver of long-term success.
What do you love the most about your current role?
The variety and intellectual challenge are incredibly rewarding. No two organisations
Leadership is shifting (and has been for some time) from a hierarchical, command-and-control model to one that prioritises adaptability, collaboration, and emotional intelligence
Matthew Butler-Adam is Regional Managing Director in the London office of Duke Corporate Education (Duke CE). He has deep experience of ambitious leadership culture change programmes and working with ExCos on strategic advisory initiatives. Matt leads Duke CE’s UK and EU client portfolio, working with senior clients across sectors to lead impactful and innovative transformation. Before joining Duke CE, he worked as a management consultant at Bain & Company as well as at Deloitte in the Mergers and Acquisitions advisory team. With a longtime commitment to academics and research, Matt graduated with a Master’s Degree in International Education Policy at Harvard University and a Master’s Degree in Economics for Development at the University of Oxford, where his research focused on behavioural economics and micro-econometrics; he was awarded the Luca d’Agliano prize for the best dissertation. Recently, in an exclusive interview with CXO Outlook Magazine, Matthew shared insights on the role of leadership development evolving in the future and the three critical skills that will be required for a new era, personal hobbies and interests, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
The best incentive structures align rewards with longterm business objectives and employee well-being
face the same leadership challenges, which means my work is constantly evolving. I enjoy working with senior leaders who are deeply committed to transformation, and I love seeing that moment when leadership principles click for someone—when they start leading more effectively and making a tangible impact.
A variety of studies have shown that organisations that prioritise leadership development adapt more quickly to market disruptions and change. That’s one of the reasons I love this work—helping leaders become not just better managers, but better strategic thinkers who can drive lasting change.
How do you see the role of leadership development evolving in the future, and what skills do you think will be most important?
Leadership is shifting (and has been for some time) from a hierarchical, command-and-control model to one that prioritises adaptability, collaboration, and emotional intelligence. Our research suggests that leaders who demonstrate agility and emotional intelligence outperform their peers by 30% in decision-making effectiveness.
Three critical skills (supported by mindsets and behaviours) will define the future of leadership:
1. Resilience & Agility – Leaders must navigate uncertainty, from economic shifts to technological disruptions. Organisations led by resilient executives tend to recover from downturns faster.
2. Systems Thinking – The ability to understand how different parts of an organisation interact and influence each other is becoming increasingly valuable.
3. Empathy & Trust-Building – Deloitte’s Global Human Capital Report found that organisations with high-trust cultures
outperform peers by 400% in market valuation growth over a decade.
What role do you believe incentivebased interventions play in driving organisational performance, and how do you design and implement these interventions?
Incentives can be powerful, but they need to be thoughtfully designed. A series of studies have found that monetary incentives alone boost short-term performance but can erode intrinsic motivation over time.
Another study from a set of consulting companies (including Bain & Company) found that organisations using a balanced mix of financial incentives, career growth opportunities, and purpose-driven motivators see a 20% increase in employee engagement.
The takeaway? The best incentive structures align rewards with long-term business objectives and employee well-being.
When designing incentives, I focus on three key principles:
1. Alignment with Business Goals –Incentives should reinforce the behaviours that drive long-term success.
2. Recognition Beyond Compensation
– Studies show that public recognition and growth opportunities can be more powerful motivators than financial bonuses alone.
3. Balance of Intrinsic & Extrinsic Motivation – Employees need to feel that their work matters, not just that it’s financially rewarded.
Authentic leadership is about leading with self-awareness, integrity, and a deep sense of purpose
How do you stay involved in academic research, and what benefits do you see from combining academic research with practical application in leadership development?
I stay engaged by following research from top institutions, especially in areas of personal interest (economics primarily). Leadership development should always be backed by evidence, ensuring that what we teach is grounded in what actually works.
Researchers focused on mentorship found that leaders who prioritise coaching see a 25% improvement in team performance and a 50% reduction in turnover. Duke researchers (John Graham, Campbell Havey, and Jillian Popadak) found that over half of senior executives believe that corporate culture is a top three driver of firm value and 92% believe that improving their culture would increase their firm's value. That insight is crucial — leadership isn’t just about strategy; it’s about developing people. When organisations apply research-backed approaches, they see stronger engagement, better retention, and ultimately, better business performance.
Is there a particular person you are grateful for who helped get you to where you are?
There have been many, but one that stands out is a mentor I had more recently in my career. They challenged me to think more critically about leadership—not just as a role but as a responsibility. Their guidance helped shape my approach to problem-solving and leadership development.
My mentor told me, “No one starts out confident. Confidence is built by doing.” That
advice stuck with me and continues to shape how I coach leaders today. This is the reason we build events like Lead with Her (inspired by our CEO, Sharmla Chetty), focusing on how to lift others as we rise. Many of my mentors have been incredible women.
What
does the term “authentic leadership” mean to you?
Authentic leadership is about leading with self-awareness, integrity, and a deep sense of purpose. It’s the ability to stay true to your values while being adaptable to the needs of your organisation and people.
Employees who perceive their leaders as authentic are significantly more engaged and productive. That’s a reminder that authenticity isn’t just a personal quality— it’s a business advantage.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I’m passionate about sports and really enjoy hiking and camping. I recently completed the West Highland Way in Scotland – a phenomenal experience. There’s something deeply rewarding about setting out on a long hike, overcoming challenges along the way, and reaching the summit.
I also value time with family immensely. I’ve learned that success isn’t just about professional achievements—it’s about the relationships we build along the way. Spending quality time with loved ones keeps me grounded and reminds me of what really matters. We just welcomed our first child, a daughter, and she keeps me fairly busy (luckily, I quite like her).
Leadership development isn’t about quick wins; it’s about long-term impact
Where do you see yourself in the next 5 years?
I see myself continuing to influence leadership development at an even larger scale—perhaps through broader advisory and education programmes. I’d love to find ways to scale the power of education in multiple settings, potentially by partnering with growth-oriented funds focused on education investments.
I’d also love to dedicate more time to mentoring the next generation of leaders. Leadership development shouldn’t just be for those at the top; it needs to start earlier in people’s careers.
What advice would you give to someone looking to break into the field of leadership development or organisational performance?
Start by developing a deep understanding of what makes organisations and people tick. Read behavioural science, economics, psychology, and organisational theory, as these all play a role in shaping leadership development. Gain handson experience, whether through consulting, core business activity, or leadership roles, and seek out mentors who can guide you.
Most importantly, be patient. Leadership development isn’t about quick wins; it’s about long-term impact. Duke CE research found that organisations with strong leadership pipelines see twice the long-term revenue growth. That means investing in leadership isn’t just a shortterm fix—it’s a long-term strategy that drives sustainable success.
My invitation to you: reflect on how you're growing as a leader, and how you're supporting the growth of those around you. Because in the end, it’s not just about leading, it’s about leaving a lasting impact.
Pioneering Progress in Maternal Health and Advocacy
Dr Veronica Gillispie-Bell, System Medical Director of Health Outcomes, Ochsner Health
Hi Dr. Gillispie-Bell. What drives your passion for improving maternal health outcomes and addressing disparities in care?
As an Obstetrician and Gynecologist, my goal is to make sure every patient feels like my sister or my mother or my grandmother. With this dedication to my patients, I feel it is my duty to ensure they have optimal health outcomes, including maternal health outcomes. As a public health expert, it is my duty to make sure ALL patients have optimal health outcomes. As a Black woman, understanding the disparities in
maternal outcomes for Black women, I feel a personal need to ensure other Black women are able to experience safe and joyful births.
What do you love the most about your current role?
I love the variety of my roles! Just this week, I spent one day in the operating room removing fibroids so those women will have the experience of being mothers and the next day, I spent the day working on public health programs and policy to improve maternal and infant outcomes. The variety in my roles keeps me from burning
As a Black woman, understanding the disparities in maternal outcomes for Black women, I feel a personal need to ensure safe and joyful births
Dr. Veronica Gillispie-Bell is a Board-Certified Obstetrician & Gynecologist and an Associate Professor at Ochsner Health in New Orleans, Louisiana. She is the Senior Site Lead and Section Head of Women’s Services at Ochsner Kenner, the Director of Quality for Women’s Services across the Ochsner Health System, and the Medical Director of the Minimally Invasive Center for the Treatment of Uterine Fibroids. Dr. Gillispie-Bell earned her medical degree from Meharry Medical College, completed her residency at Ochsner Health, and holds a Master of Applied Science in Patient Safety and Healthcare Quality from Johns Hopkins Bloomberg School of Public Health. She also holds certification in Diversity and Inclusion from Cornell University. Known nationally for her expertise in managing heavy menstrual bleeding due to fibroids, she is highly skilled in advanced laparoscopic and robotic-assisted surgeries in addition to her obstetric care. As Medical Director of the Louisiana Perinatal Quality Collaborative and the PregnancyAssociated Mortality Review for the Louisiana Department of Health, Dr. Gillispie-Bell is a leading force in addressing maternal health disparities. Her work focuses on improving birth outcomes and eliminating racial disparities in maternal health across Louisiana. She has been quoted in national outlets such as USA Today and The New York Times and has appeared as a featured speaker at the Essence Festival, on Good Morning America, CNBC, Scripps News, and the 1619 Project Docuseries. Recently, in an exclusive interview with CXO Outlook Magazine, Dr. Gillispie-Bell shared insights into the future of healthcare, the secret sauce behind her success, her favorite quote, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
out but also gives me unique perspectives to provide expertise in my various roles.
How do you see the future of healthcare evolving, and what opportunities and challenges do you think lie ahead?
I think the biggest evolution I see in health is the integration of telehealth, including the
incorporation of AI. This has huge potential and is a great opportunity to not only have better quality of care but also overcome some of the social barriers that impact one’s ability to access care. I do think we have to be careful with implementation. Affordability, access, and digital health literacy must be addressed when implementing telehealth. Failure to do so will increase our health disparities.
How do you see the intersection of healthcare and social justice, and what role do you believe healthcare providers play in addressing social determinants of health?
We must first establish trust with our patients, then ask the hard questions to make sure their social needs are met
80% of clinical outcomes are due to social factors. We must address social injustice to achieve optimal health outcomes. As healthcare providers, we may feel like “what can I do about someone’s social situation”. However, we can be the gateway and a bridge to resources. We must first establish trust with our patients. Once trust is established, we have to ask the hard questions to make sure our patient’s social needs are met. There are a lot of resources – national, state, and community-based - but those resources do not always have a way of identifying who needs the resource. That’s where healthcare providers come in. We can identify the need.
Congratulations on being recognized as one of Top 50 Women Leaders of Louisiana for 2025! Our readers would love to know the secret sauce behind your success.
Thank you so much! I think my success is due to faith, family and friends. I attended a wonderful course sponsored by Ochsner that helped me identify my foundation and
understand that if my foundation is not strong, everything else will crumble. My foundation is faith, family, and friends.
What is your favorite quote?
My favorite quote is a Biblical quote – Romans 8:28 “And we know that all things work together for good for those who love God, to those who are the called according to His purpose.” It grounds me in the belief that as long as I am walking in my purpose, God will make everything – my successes and my failures – work together to achieve my goals.
Is there a particular person you are grateful for who helped get you to where you are?
I am very grateful to Dr. Ronnye Purvis. Dr. Purvis is an OBGYN in my hometown of Meridian, Mississippi. When I was home for Christmas break when I was a junior in college, he asked me what type of doctor I wanted to be. When I told him a pediatrician, he told me that was only because I had never seen any other doctor. He allowed me to shadow him for the 2 weeks I was home for Christmas break. He treated me like a thirdyear medical student allowing me to triage his patients in clinic and be his shadow. I learned not only that I loved medicine and surgery, and women’s health, but I learned how to establish trust with my patients; how to center them and make sure they felt heard.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I keep my mind healthy and stay resilient by making sure I am investing in my foundation
– Faith, Family, and Friends. I motivate my team by reminding them of our north star, connecting with them on a personal level, and ensure that they are taking time away from work.
What do you hope to achieve in the next 5-10 years, and how do you plan to get there?
In the next 5-10 years, I want to see Louisiana have a statewide maternal telehealth network ensuring everyone has access to care regardless of their location; I want to see the Black-white disparity gap in maternal outcomes disappear; and I want to see a culture shift in healthcare where we are all working to determine where we have disparities in outcomes and designing activities to address those disparities as the normal way we practice. I plan on getting each of these goals accomplished by leveraging the relationships I have created over the last 20 years. We have a lot of talent in Louisiana but we are often working in silos. I want to connect others and be a bridge. We must work together to achieve these goals.
What advice would you give to someone looking to make a positive impact in their community?
I would say there is no task that is too small that can lead to change. Every tree starts with a single seed. Just as an example, Dr. Purvis took time to invest in me, one college student. From his investment, I have delivered 1000’s of babies, performed 1000’s of surgeries, and now leading programmatic and policy changes that can impact tens of thousands of women. It all starts with planting one seed.
Empowering Employees through Data-Driven Insights
Serine Loh, Senior Director/Head of Culture & Talent, APAC, Qlik
Hi Serine. What drives your passion for HR and talent development, and how has your approach evolved over the years?
My passion for HR and talent development stems from a deep belief in the power of people to drive organizational success.
Over the years, I've seen how investing in talent can transform company culture and accelerate business outcomes. My approach has evolved to focus on data-driven strategies and personalized employee experiences. At
Qlik, we leverage data analytics to better understand our workforce and create targeted development programs that align with both individual and organizational goals. What inspires me most is the ability to connect people’s purpose with organizational goals, enabling both to thrive together.
What do you love the most about your current role?
What I love most about my role at Qlik is the opportunity to work with passionate,
By embracing data-driven insights, we can create meaningful learning experiences, fuel our talent pipeline, and empower our people to reach their full potential
Serine Loh is an award-winning HR professional with 18+ years of experience across global tech, cloud marketing, and high-growth startups. She has led talent acquisition, learning & development, compensation, employee relations, and M&A transitions. Previously, she was Head of HR, APAC at SS&C Blue Prism and held roles at Circles.Life, Text100, Kronos, Salesforce, Novell, and Adobe. She holds an M.S. in Training & Development and a B.S. in HR Management from Southern Illinois University. Having lived and studied in Singapore, she now resides in Sydney, Australia, with her family.
Recently, in an exclusive interview with CXO Outlook Magazine, Serine shared insights into the evolution of HR in the future, her favorite quote, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Coaching and performance management go beyond setting KPIs—they’re about real-time feedback, clear expectations, and aligning individual growth with business priorities
purpose-driven individuals while shaping an inclusive and high-impact workplace. My focus is on strengthening employee engagement, building a strong employer brand, and fostering a culture where everyone has the opportunity to thrive. By embracing data-driven insights, we can create meaningful learning experiences, fuel our talent pipeline, and empower our people to reach their full potential. Being part of this journey - where people and business growth go hand in hand - is what makes this role truly fulfilling.
How do you see the future of HR evolving, and what opportunities and challenges do you think lie ahead?
The future of HR is shaped by AI and automation, and data analytics which enhance employee
experiences and anticipate workforce needs, enabling efficiency in hiring, analytics, and employee engagement. These technologies drive efficiency and enable HR to focus on strategic, people-centric initiatives and the shift toward a skills-based workforce will redefine talent strategies, while optimizing hybrid work will require balancing flexibility, productivity, and culture. Employee wellbeing and inclusion will expand beyond traditional benefits, and HR’s role as a strategic business partner will grow through data-driven decision-making. However, challenges persist, including talent scarcity, ethical AI use, and maintaining inclusion, equity and cultural cohesion in hybrid teams. Navigating global data privacy regulations and driving continuous upskilling will also be crucial for workforce agility.
What role do you believe coaching and performance management play in driving employee growth and development?
Coaching and performance management go beyond setting KPIs - they’re about real-time feedback, clear expectations, and aligning individual growth with business priorities. At Qlik, we integrate coaching into our performance approach, ensuring employees receive personalized guidance to enhance their skills, navigate challenges, and drive impact. By leveraging data and real-time feedback, we make performance conversations more dynamic, moving beyond annual reviews to continuous development. This not only strengthens accountability and engagement but also fosters a culture where employees can evolve, contribute meaningfully, and grow into future leaders.
How do you stay current with the latest trends and developments in HR and talent management?
Staying current in HR and talent management requires a mix of continuous learning, networking, and hands-on experience. Engaging in executive education programs, industry certifications, and HR-focused conferences helps keep skills sharp. Actively participating in peer networks, professional associations, and HR leadership forums fosters knowledge exchange and best practice sharing. Leveraging thought leadership from research reports, HR tech platforms, and business publications provides insights into emerging trends. Mentorship - as both a mentor and mentee - offers valuable perspectives,
while real-world application through strategic initiatives ensures continuous growth.
What is your favorite quote?
One of my favorite quotes is by Richard Branson: “Take care of your employees, and they will take care of your business.” It’s a simple yet powerful reminder that people are at the heart of any successful organization. When employees feel valued, supported, and empowered, they naturally drive growth, innovation, and resilience.
Is there a particular person you are grateful for who helped get you to where you are?
I am incredibly grateful to Les Gleaves and James Mitchell, who played a pivotal role in shaping my leadership journey. Their honest feedback, unwavering support, and ability to challenge me to think bigger taught me the importance of strategic thinking, resilience, and people leadership. Because of their mentorship, I developed the confidence to take on complex challenges and drive meaningful change.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
To keep my mind healthy and stay resilient, I prioritize self-care - whether it is through regular exercise, mindfulness, or simply setting clear boundaries to protect my time and energy. I embrace challenges with a growth mindset and make space for continuous learning. When it comes to motivating my team, I believe in the power of clear communication, recognition,
HR leaders should foster collaboration across functions and cross geography collaboration, act as change agents, and lead with empathy and resilience
and empowerment. Creating a culture of trust, offering opportunities to grow, and celebrating both big and small wins go a long way in keeping the team inspired. I have found that leading with empathy, authenticity, and transparency builds resilience not just for me, but also for the entire team.
What do you hope to achieve in the next 5-10 years, and how do you plan to get there?
In the next 5-10 years, I hope to further enhance my leadership impact, drive organizational transformation, and cultivate a thriving, diverse and inclusive talent ecosystem. I plan to achieve this by continuously evolving my skills, embracing innovation, and fostering collaboration across teams. Additionally, I aim to expand my influence in strategic decisionmaking, ensuring that HR drives both business growth and employee well-being. I will focus on building strong relationships, staying agile, and leading with purpose, while investing in my personal development and staying aligned with industry trends.
What advice would you give to HR leaders looking to drive strategic employee initiatives and build strong partnerships with leaders in a global organization?
To drive strategic employee initiatives and build strong partnerships in a global organization, HR leaders must begin by aligning their strategies with the broader business objectives. Building trust through open, transparent communication is fundamental, as is leveraging data and AI to demonstrate the real impact of HR programs. It is also essential to understand local cultural nuances while delivering a consistent employee experience that prioritizes well-being, inclusion, and growth. HR leaders should foster collaboration across functions and cross geography collaboration, act as change agents, and lead with empathy and resilience - enabling them to navigate challenges effectively and strengthen relationships across the organization.
