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Leadership That Makes Waves
What makes someone a great leader?
It’s a question that often sparks debate. But think back to any moment of real progress, whether in your own career or watching an industry transform. Chances are, behind it was someone who didn’t just follow the map, but drew a new one.
That’s exactly what we’re seeing in today’s business world. Leaders aren’t just managing anymore. They’re shaping culture, embracing uncertainty, and pushing change forward. Nowhere is this shift more evident than in the maritime industry. Once seen as slow to evolve, this sector is now full steam ahead into the future. Think digital ship management, alternative fuels, and smarter automation; this isn’t your grandfather’s shipping industry anymore.
Still, it’s not all smooth sailing. Global trade disruptions, environmental regulations, and shifting geopolitical tides keep the
pressure high. But the most influential maritime leaders today are rising to the occasion. They combine operational excellence with bold vision. They steer through storms, not around them. And they do it with integrity, clarity, and an eye on the bigger picture.
This issue of CXO Outlook Magazine celebrates those very trailblazers. We’re proud to feature Andrea Romero on the cover, a global communications strategist who knows how to turn stories into strategies. Her work goes far beyond branding. She leads with empathy, commands with insight, and builds reputation brick by brick. Her perspective is honest, sharp, and needed in today’s noisy world.
Inside, you’ll meet other remarkable leaders from the maritime industry and beyond. Some run shipping fleets. Others run companies that move ideas, not cargo. But all of them have one thing in common; they’re not waiting for the future to happen. They’re creating it. So as you flip through these pages, ask yourself: what kind of leader do I want to be? One who manages the moment, or one who defines what comes next?
Enjoy Reading.
Sarath Shyam
ANDREA ROMERO
MOST INSPIRING BUSINESS LEADER 2025
26
Karl Hick
Driving Bold Ideas That Shape the Communities of Tomorrow CEO, Phoenix Group
MOST INFLUENTIAL LEADER IN MARITIME INDUSTRY TO WATCH IN 2025
44
Head of Risk, Island View Shipping Services and Tamar Ship Management Mads Walther
Sailing Forward with Resilient Leadership
18
IN MY VIEW
Unlocking the Power of Data Monetization and AI-Driven Business Transformation
Dr. Barbara Wixom, Principal Research Scientist at MIT CISR, Author of "Data Is Everybody's Business"
LEADER'S INSIGHTS
36
Driving Change in Healthcare through Technology and Reinvention
Stephanie Jones, Seasoned Healthcare Leader
54
Building Thriving Businesses to Drive Economic Growth Sustainability and Social Impact
Catherine Wijnberg, Founder of Fetola and Author of "The Art of Acceleration"
60
Shaping a Brighter Future for Women’s Healthcare
Rachel (Beach) Evers, Assistant VP of Nursing, Baptist Health South Florida
LEADER'S INSIGHTS
Transforming Businesses through Strategic Leadership
Marlem Pullin, Managing Director, Consulting Services, WG Consulting LLC
66
Transforming the Future of Real Estate Services
72
Shaping the Future of Franchise Funding and Financial Technology
78 Shay Kleinschmidt, VP of Lending, FranFund
86
Archana Mahajan, Director - Regional Account Management, Savills Middle East
Salah Goss, Social Impact and Technology Expert Driving Equitable Economic Growth through Emerging Technologies
ANDREA ROMERO COVER STORY COVER STORY
GLOBAL COMMUNICATIONS STRATEGIST
TRANSFORMING BRANDS THROUGH INCLUSIVE STORYTELLING
Andrea Romero is a communications executive and strategic advisor, renowned for her expertise in building reputations, crafting tailored communication strategies, and driving impactful media relations for global brands. Her expertise spans media relations, executive visibility, brand reputation, crisis management, and multicultural communications, making her a trusted advisor to consumer and corporate brands, nonprofits, and government organizations.
Currently, Andrea works with brands and organizations to develop purpose-driven communication strategies that engage diverse audiences, create meaningful connections, and inspire positive change. As the former Senior Vice President of Media Relations at Ogilvy, she led award-winning campaigns and guided global clients through complex communications challenges. She is driven by the belief that authentic storytelling and earned media are the most powerful tools for building trust and driving meaningful impact.
Earlier in her career, Andrea was instrumental in reshaping Colombia’s global image by leading the country’s award-winning international communications campaign at ProColombia. Her innovative efforts resulted in unprecedented media coverage, transforming perceptions and elevating Colombia’s reputation worldwide. Drawing on her multicultural communications expertise, Andrea is passionate about advancing inclusive narratives that drive change and create lasting impact.
Recently, in an exclusive interview with CXO Outlook Magazine, Andrea shared her professional trajectory, insights into the importance of diversity and inclusion in the workplace, the secret mantra behind her success, her favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Andrea. What inspired you to pursue a career in communications and media relations, and what motivates you to continue helping companies and clients shape their brands and reputations?
My journey into communications wasn’t exactly planned. I started in marketing, but after a few years, I realized the importance of communications, especially public relations. I became captivated by the transformative power of storytelling - how narratives shape perceptions, evoke emotions, and ultimately drive change.
It all clicked for me when when I was working with the Colombian government (ProColombia), to transform Colombia’s image in the United States. The challenge was to break through preconceived perceptions and share Colombia’s real story. We discovered that honest, authentic, and engaging storytelling was key to opening minds and driving positive change.
Storytelling isn’t just what I do; it’s part of who I am. It influences everything from my work to my worldview. My background has taught me that every story has multiple layers, and its telling depends on the narrator’s perspective. What excites me now is helping brands uncover their unique stories and craft narratives that resonate deeply with their audience. Because whether it’s a personal anecdote or a brand’s message, authentic communication is what creates truly meaningful connections.
What do you love the most about your current role?
What I love most about my current role is the energy. The agency environment is fastpaced, and I get to work with incredibly people
on really interesting projects. Jumping between projects keeps me busy, constantly learning, pushing my creative boundaries, and honestly, helps me stay on ahead on this ever-changing media landscape. But what really inspires me is being part of a team that’s not just about the hype. We’re focused on making a real difference for our clients and their communities. Being immersed in that kind of dynamic, forward-thinking atmosphere is a real privilege.
Going forward, what role do you believe communications and media relations will play in shaping the future of business and society, and how do you see your work contributing to this future?
I think communications play a critical role in our society and everything we do. We’re at a pivotal moment where technology
influences every aspect of our lives. Clear communication and strong earned media relations are essential for building trust and creating real impact. In today’s world, trust is paramount, and the most effective way to build it is by earning influence, not buying it. My work is dedicated to authentic engagement, connecting brands and consumers on a deeper level, and ensuring diverse voices are heard and valued.
On a personal level, I believe we’re experiencing significant momentum for Latinos in the United States. Now more than ever, it’s crucial for professionals like me, with diverse cultural backgrounds, to embrace our heritage and contribute to a richer, more inclusive understanding of our communities. It’s both an opportunity and a responsibility to continue working towards a more equitable and representative communications landscape.
Authentic communication is what creates truly meaningful connections—whether it’s a personal anecdote or a brand’s message, storytelling has the power to reshape perceptions and drive change
What are your thoughts on diversity and inclusion in your field? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
Diversity and inclusion aren’t just trendy terms; they’re absolutely essential for our industry to evolve and stay relevant. However, we still have a long way to go. It’s not enough to simply have diverse representation in the room; those diverse voices need to be heard. We need to create spaces where everyone feels welcome and respected, empowered to share their unique perspectives, regardless of their background.
There’s definitely been progress. I’ve seen it firsthand as an immigrant in the US, but it’s been slow. We need more education and awareness, not just within our communications industry, but with clients, changemakers, and especially those at the top. It’s equally crucial to empower other professionals, particularly those from underrepresented groups, to see their heritage as a strength, not something to hide. For me, being Hispanic carries a significant responsibility, and I’m committed to ensuring our community is represented and heard, and that the communications they receive are truly relevant and impactful.
You were recently recognized as one of the Top 50 Women Leaders in Communications for 2024. Our readers would love to know the secret mantra behind your success.
I don’t think I have a specific mantra, but I can tell you how I approach everything I do, both professionally and personally. I feel incredibly fortunate for the opportunities I’ve been given,
Diversity and inclusion aren’t trends—they are essential. It’s not just about being in the room, it’s about making sure diverse voices are truly heard and valued
the doors that others have opened for me, and the mentors and leaders who have believed in me, sometimes even when I didn’t believe in myself. That’s why I always invest in my team. My goal—my “secret,” if you will—is to believe in my people, empower them, provide a clear vision, and never stop learning. Surrounding myself with talented individuals and fostering a collaborative environment has been key to my growth. Success isn’t a solo act; it’s a team sport built on mutual respect and shared goals. I hope that’s how people see me—not just as a leader, but as part of a winning team where everyone shines.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
If I could spend an hour with a living leader, I’d choose Jacinda Ardern. Her time as Prime Minister of New Zealand was truly remarkable, especially during periods of immense crisis. She demonstrated incredible strength and resilience, always tempered with deep empathy and kindness. I deeply admire her ability to connect authentically with people, even in moments of profound grief and uncertainty. I’d be eager to discuss how she navigated those challenges, maintaining composure and compassion under intense pressure, and how she led with both strength and vulnerability. Furthermore, I’m inspired by how she successfully led a country while raising a young family. As a working mom and professional myself, I constantly strive for that balance, and learning from her experience would be invaluable.
Is there a particular person you are grateful for who helped get you to where you are?
Without a doubt, the person I’m most grateful for is my husband. His unwavering support has been everything. He’s always believed in me, even back when I was younger and hadn’t accomplished much professionally. He constantly encouraged me to dream, aim higher, to pursue opportunities even when it meant sacrifices for him. I’ve leaned on him for support, guidance, and vision throughout my entire journey. Knowing he’s there to sustain me, guide me, and propel me forward has been transformative, especially as a woman navigating both career and family. His support
has allowed me to thrive professionally while also finding fulfillment as a mother and wife. It’s that balance that makes me feel truly whole.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
Staying mentally healthy starts with my relationship with God. That constant communication keeps me grounded and reminds me that my worth isn’t defined by external validation, but by God’s purpose for my life. That frees me from a lot of anxiety. Beyond that, I prioritize selfcare, especially daily morning exercise. It’s not just about physical health; it’s my “me time”
when everyone else is asleep, allowing me to clear my head and focus. When it comes to motivating my team, it’s all about genuine care. I try to understand what drives each individual, what’s happening in their lives, and what their career aspirations are. We’re more than just our job titles; we’re whole people with passions and goals beyond our work performance. So, I invest time in getting to know my team and ensuring they’re supported and motivated in the areas where they most need to grow.
What is your favorite quote?
“Kindness is your superpower.” Very simple, yet very powerful. Life is going to throw things at us, but we can choose how to respond. My hope is that I can always respond with a kind heart that supports and inspires others.
Where do you see yourself in the next 5 years?
In the next five years, I see myself collaborating with inspiring, innovative people, pushing my boundaries and driving impactful initiatives that benefit our communities. I’m especially passionate about using my platform and Hispanic heritage to create opportunities for others and shape a more inclusive and representative future for multicultural communications.
What advice would you give to anyone starting out on their career in your industry?
Success isn’t a solo act—it’s a team sport. My goal is to believe in my people, empower them, and create a collaborative environment where everyone shines
If I could give one piece of advice to someone starting out in communications, it would be this: be yourself. Authenticity is key. For so long, we have tried to fit into some predefined box, but the real magic happens when we embrace our own individuality. Our unique background, our heritage, our experiences. These are the things that make us who we are, and they’re also the things that will make your work stand out. They give you a unique perspective, a fresh way of seeing the world, and that’s invaluable in storytelling. So don’t hide those things, celebrate them! The communications landscape is desperately seeking new voices, new perspectives, and yours could be the one that makes a real difference.
Unlocking the Power of Data Monetization and AI-Driven Business Transformation
Dr. Barbara Wixom, Principal Research Scientist at MIT CISR, Author of "Data Is Everybody's Business"
Data Is Everybody’s Business challenges traditional notions of data monetization. What inspired you and your co-authors
Cynthia Beath and Leslie Owens to write this book, and what key message do you hope readers take away?
I conducted academic research regarding how organizations make money from their data for three decades – and know what it takes to be successful at it. For one, it’s critical to
view data monetization broadly, to include not only selling information for revenues, but also improving operations using data –and wrapping analytics around products to enhance their value.
Whether to monetize data is no longer a competitive choice. Within the past decade, using data to improve the financial health of the organization became a must. Our research shows top-performing organizations attribute
Dr. Barbara Wixom is a Principal Research Scientist at the MIT Sloan School of Management’s Center for Information Systems Research (CISR), where she explores how organizations generate value from data assets. Since 1994, Dr. Wixom has been a leading academic voice in data analytics, with research published in top journals like Information Systems Research, MIT Sloan Management Review, and MIS Quarterly. She frequently presents her work to global academic and business audiences.
In this insightful conversation with the CXO Outlook Magazine, Dr. Wixom discusses the broad spectrum of data monetization, from enhancing internal processes to AI-powered decisionmaking. She also highlights leadership’s critical role in fostering a data-driven culture and shares compelling real-world examples of companies that have successfully integrated data into their core strategy. Here are the excerpts from the interview.
Whether to monetize data is no longer a competitive choice—using data to improve financial health has become an organizational necessity
11 percent of revenues to data monetization, more than five times the 2 percent reported by bottom-performing organizations.
I decided to write the book to share what we know – to help organizations succeed in their data monetization pursuits. We hope the book helps leaders establish their distinctive data monetization strategies, for one. Also, we hope the book is a useful communication tool, one that helps a leader establish common language and simple frameworks and involve everybody in the organization’s data journey. We purposely wrote the book for a leader to read and then pass along to peers and then distribute across the enterprise.
You emphasize that data monetization is not just for specialists but for everyone in an organization. Can you share an example of a company that successfully embraced this mindset and saw a significant transformation?
Succeeding in data monetization requires that an organization move through a process of insight, change, benefit realization, and measurable financial impact
Succeeding in data monetization requires that an organization can successfully move through the data value creation process: 1) turn data into data assets that are fit for use, 2) from those assets, glean insights that inform changes to work practices, products, or offerings, 3) from those insights, make changes to work practices, products, or offerings, 4) based on those changes, monitor and manage a range of resulting benefits, and 5) realize some portion of the created value on an income statement or whatever instrument reflects the financial health of the firm.
Moving through the data value creation process involves myriad activities – such as capability building, data asset use and exploitation, innovation, development, change management, and performance management –
that collectively require pervasive organizational involvement. Leaders need to establish vision and get support from their peers and board members to keep activities aligned and on track; they need to engage people from IT, data management and data science, strategy, business process, product, customer experience, finance and beyond for execution.
Our book describes Satya Nadella’s transformation of Microsoft and the way in which he made data monetization the responsibility of every employee at the company, which numbered more than 100,000 people at the time. Nadella did not view data monetization narrowly as selling data, but he encouraged data use mainly for the improvement of work tasks and for the transformation of operations. Within 3 years, 61 percent of the workforce was using
business intelligence monthly, working in new data-driven ways.
Your book provides practical frameworks and rich case studies. What was your process for selecting these cases, and which one stands out to you as particularly compelling?
My favorite and most frequent research methodology is the longitudinal case study. Basically, that means that I follow organizations over time – to learn what and why they are doing things and understand what happens as a result. I usually find case sites through my data research advisory board (a group of 100 global data and analytics leaders from MIT CISR sponsor organizations who regularly participate in and review my research) and by judging
Leaders must set a vision, allocate resources, and make it clear why everyone in the enterprise needs to engage in the data strategy
best practice competitions. When I observe a company doing something that I have never seen before (which by now does not happen very often!) or when I see a company successfully achieving a goal or overcoming a challenge in a novel way – then I will ask the leader if they would be amenable to academic research. When they are, I pull an academic team together and we spend time (from a few months to many years)
interviewing people and gathering publicly available and internal information and then analyzing our research data for insights.
One of my favorite cases was the global financial services company BBVA. Back around 2015, one of their data leaders explained to me the company’s goal of setting up a separate legal entity to sell solutions based on deidentified bank card data. Their goal and approach intrigued
me, and they agreed to let me travel to Madrid to meet with the team – and then conduct interviews for several years. After the initiative proved out and had clear evidence of success, we submitted BBVA’s story to an international CIO case competition, and the case won first place. The story is featured in our book to illustrate the concept of building data capabilities.
Many organizations struggle with integrating data into their business strategy. What are some common roadblocks, and how can leaders foster a culture where data truly drives decision-making?
I would argue that the top roadblock is leadership’s lack of data-savvy. It’s a nonstarter when organizations have leaders who are unable or unwilling to engage in establishing
and managing the firm’s data strategy. Too often executives overly rely on IT and data leaders and the data office to drive data monetization success. This is a big mistake. It takes those at the apex of the organization to set the organization’s vision for data, allocate investments and resources to deliver on the vision, and make it clear how (and why) people across the enterprise need to be getting involved.
In the 2024 research briefing I mentioned earlier, we found that CXO-level data leadership amplifies the financial impact of data monetization. When their CXOs can communicate data goals and outcomes in clear and compelling ways, organizations are more likely to succeed in data monetization. CXOs are well served by taking executive education courses about data, analytics and/or AI, getting reversed mentored by data-savvy employees, and reading books (like ours!).
With AI, data monetization will increasingly involve automation of insight, decisioning, and delivery of mission-critical, distinct business improvements
With advancements in AI, automation, and data analytics, how do you see the landscape of data monetization evolving over the next decade?
The landscape of data monetization is evolving to incorporate AI technology across the data value creation process. Organizations will more often and more extensively use AI to convert data into data assets, to glean insights, and to automate processes and decisioning. This will drive data monetization - improvements to work, enhancements to product, and information solutions – that is on demand, mission critical,
and competitively distinct. This is the time to build capabilities to support such a scenario.
As a researcher and author, how did you balance academic rigor with making the book accessible to a broad audience? Any lessons from this experience that surprised you?
I have been interested in making my research consumable from day 1 of my academic career. In fact, academic-practice bridgebuilding is a passion of mine, a passion that brought me to MIT CISR back in 2013. The research center just turned 50 years old and pioneered the concept of balancing academic rigor with relevance and accessibility. My experience at the center has taught me the importance of continuously and actively work with leaders in the trenches. I do this primarily by collaborating with my data research advisory board, but I also learn quite a bit about what frameworks work, what stories resonate, and how to define terms by doing talks and workshops and teaching exec ed around the globe.
Your career has been deeply rooted in data and its impact. Looking back, what is one piece of advice you would give to professionals who want to make data more meaningful in their work and careers?
Start using it! It’s hard to appreciate what data can do without a bit of test and learn. As we mention in the book, when you actively use data, you learn and help your organization learn, which begins to power a positive reinforcing cycle that drives data monetization forward.
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 2025
Karl Hick
CEO, PHOENIX GROUP
DRIVING BOLD IDEAS THAT SHAPE THE COMMUNITIES OF TOMORROW
In the quiet countryside of north Huntingdonshire, a new kind of town is being imagined. Not just rows of houses or a cluster of shops, but a place where innovation, sustainability, and community are designed to work together from day one. This is Sibson Garden Community, a proposed development that could redefine what it means to build for the future in the UK.
Driving the vision is Karl Hick, CEO of Phoenix Group. With decades of experience in housing, sustainability, and infrastructure, he sees Sibson as more than a development project. It’s the result of years of learning,
adapting, and thinking differently. “This is the most ambitious project of my career, as it brings together everything we’ve learned about how to build places that last economically, socially, and environmentally,” remarks Karl.
The proposal includes a nationally significant innovation park called EcoDynamo, which will focus on future technologies, offsite manufacturing, and Modern Methods of Construction (MMC). It aims to generate thousands of skilled jobs by linking with local universities and encouraging advanced industrial growth. At the same time, it stays
KARL HICK, CEO, PHOENIX GROUP
grounded in the needs of everyday life: homes, schools, shops, green spaces, and access to healthcare, all planned within walkable and cycle-friendly neighbourhoods.
Roughly 35% of the land is set aside for open space, woodlands, and wildlife corridors, designed to protect and enhance the Nene Valley’s natural ecosystem. There are also plans for on-site renewable energy, improved public transport, and even potential for autonomous vehicles, all with the aim of building a connected, low-impact way of living.
For Karl, this isn’t just about ticking boxes or chasing trends. “We’ve seen how fragmented development can be,” he adds.
“At Phoenix Group, we take a whole-systems approach. Energy, transport, waste and wellbeing have to work together.” That mindset is what sets Phoenix Group apart. Based in Lincolnshire, the company is known for
its forward-thinking work in smart homes, zero-carbon energy solutions, flood-resilient housing, and other innovations. It operates under a simple belief: that sustainable solutions should also be commercially sound and grounded in real-world experience.
Drawing from years of experience with MMC, Karl remains realistic about the challenges. While the UK government encourages MMC to meet housing targets, many large players in the space have exited the market. The main issue, he says, is inconsistency. “Without certainty of supply, MMC is incredibly difficult to scale. The UK housing market is highly cyclical and policydriven, which makes it hard for factories to maintain steady output. That’s the missing piece,” Karl explains.
Karl also points out that while significant funding once supported MMC, today’s
investment landscape has changed. However, there’s promise in retrofitting existing homes to meet the UK’s energy performance standards. “The operations that are seeing success are mostly focused on retrofits, especially with the EPC, rating C requirement by 2030,” he adds.
A Builder’s Instinct, A Leader’s Journey
Karl’s journey into business and leadership started in Highbury, Islington, where he was raised in a working-class family. His father worked as a builder, and that early exposure to construction made a lasting impression. “He taught me to pay attention to the details. He also passed on a strong work ethic and a drive to always do better,” Karl recalls. Karl began his professional career as a chartered accountant in the 1980s, joining
a publicly listed group company in London. One of his first major roles was supporting the financial integration of a newly acquired housebuilding firm, Allison Homes into the parent company. This opportunity would go on to shape the next few decades of his life.
In 1987, Karl relocated to the East Midlands to manage his responsibilities with Allison Homes more closely. He has lived in the region ever since. Eventually, he led a management buyout of the business, turned it around, and brought it back to profitability. In 2001, he sold the company, closing that chapter on a high note.
Not one to follow a straight path, Karl ventured next into the waste industry, seeing opportunities others hadn’t. He launched and floated a new company, again applying a mix of financial discipline and innovative thinking,
Throughout his career, Karl has consistently looked ahead. Whether it was installing solar systems more than a decade ago or experimenting with modern construction techniques, he’s always focused on practical innovation that makes a real difference
but the pull toward housing proved strong. Soon after, he returned to the sector with a new vision, founding Larkfleet Homes and reviving the Allison Homes name under its trading banner.
Over the years, Karl scaled Larkfleet into a significant regional player before selling the business in 2021. This led to the launch of Phoenix Sustainable Investments, a company created to bring together decades of learning in housing, energy, and sustainability. “I’ve always been inherently entrepreneurial and somewhat disruptive in how I think. I’ve never been afraid to go against the grain, especially when the goal is long-term impact,” Karl says.
As a smaller player competing against major developers, Karl quickly understood that size wasn’t everything. “I couldn’t outspend them, but I could outwork them. I could move faster and think smarter,” he explains. That agility became the foundation of his leadership style; nimble, focused, and grounded in common sense.
Throughout his career, Karl has consistently looked ahead. Whether it was installing solar systems more than a decade ago or experimenting with modern construction techniques, he’s always focused on practical innovation that makes a real difference. He was also early to recognise the potential in green retrofits, flood-resilient housing, and sustainable energy systems.
Phoenix Sustainable Investments is the next evolution of that thinking, a group that brings housing, energy, waste, and even healthcare under one roof. Its mission is clear: build communities that are sustainable, resilient, and designed for the future. He shares, “I’ve spent a lifetime in property and energy. Phoenix is about pulling all the pieces together, which is investing in ideas and innovations that serve people and the planet, while still being commercially sound.”
Through every win and every challenge, Karl’ s leadership has remained steady. Rooted in clear thinking, guided by practical action, and always looking forward
Outside of business, Karl channels his competitive energy into sport. He’s competed in triathlons and athletics at the world level, winning two silver medals in recent championships. Remarkably, he underwent knee replacement surgery in December 2023 and still went on to compete at a world level following the operation.
Leading with Purpose and Persistence
Karl leads by doing. Whether in the boardroom or on the track, he brings the same mindset; commit, work hard, and never expect others to do something he wouldn’t do himself. “I’ve always believed in leading by example. Once I commit to something, I give it everything I have,” he shares.
His competitive drive comes, in part, from his athletic background. As someone who trains and competes at a high level, he understands the discipline and mental toughness it takes to keep pushing forward. That same energy carries into his work. He believes that strong business
leaders don’t shy away from challenge. They stay focused, connect the dots, and understand how decisions fit into the bigger picture.
Over the years, Karl has introduced new ideas and practices that weren’t widely accepted at the time. His focus on sustainability, for example, started long before it became a common industry theme. That came with its share of resistance. But Karl kept moving forward. “There were times when I was pushing ideas people weren’t ready for. It wasn’t easy, but I had a strong belief in the direction I was taking,” says Karl.
That belief led him to take risks that others avoided. He invested early in solar panels for homes and adopted condensing boilers long before they became standard. It wasn’t just about staying ahead but about doing what made sense. He explains, “I could see this was the right direction. It was about common sense, protecting the planet, building smarter, and helping communities in the long run. That approach naturally attracted people who shared the same vision.”
Karl also understands that innovation, while exciting, needs to work commercially. Balancing progress with business logic is something he takes seriously. “When something isn’t yet viable, you have to find the angle that makes it work,” he says. “You don’t get there by standing still. You get there by trying, refining and learning.” That trial-anderror process has been a part of every stage of his career. He sees value in experimentation, even when it doesn’t immediately pay off. Sometimes, the idea is solid, but the market isn’t ready. And sometimes, success is simply about knowing when to step back.
“I’ve learned that volume isn’t always the answer. Sometimes, you reach a point where you realise something isn’t viable for you but that doesn’t mean it won’t work for someone else. Knowing when to pivot takes humility,” he opines. Through every win and every challenge, Karl’s leadership has remained steady. Rooted in clear thinking, guided by practical action, and always looking forward.
Building Communities That Work for Everyone
Karl doesn’t just think about houses. He thinks about entire communities; how they’re designed, how people live in them, and how all the moving parts fit together. His vision is clear: future developments must be holistic. That means not just homes, but also transport, energy, jobs, healthcare, and well-being, all planned in a connected way.
“It’s about the way we live, not just where we live. We need communities where people can walk, connect, and feel like they belong,” says Karl, who draws inspiration from his own childhood, remembering how people played in the streets and looked out for each other. That sense of everyday connection, he believes, has been lost in many modern developments. Through thoughtful planning and design, he wants to help bring it back.
The future of housing, as Karl sees it, must support stronger, more connected neighbourhoods. That includes integrating
sustainability at every level, not just in construction materials or energy usage, but in how places are designed to function and grow over time. The Sibson Garden Community is a clear example of this approach in action. It brings together smart housing, commercial infrastructure, renewable energy systems, and new transport options in one integrated plan. These parts don’t exist in isolation, as they’re designed to support each other.
“We’re connecting everything; energy, housing, transport and logistics,” Karl explains. “When they’re linked properly, the impact is much greater.” That includes exploring ideas like progressive car-sharing policies and autonomous public transport. Many developers still look at these areas separately, but Karl believes the real progress lies in making them work together.
Karl’s approach to sustainability is practical. He believes it becomes easier to balance profitability and environmental responsibility when companies are directly involved in emissions-reducing activities. “When you’re working with biofuels, solar power, and smart homes, it naturally supports long-term business success. It makes sense for both the environment and the bottom line,” he says.
But sustainability, for Karl, goes beyond energy. It’s also about building places that can last and that includes planning for challenges like flooding. Through his company, Flood Technology Group, Karl and his team are developing adaptive platforms that can elevate homes above floodwaters, combined with early warning systems. One flood insurance provider called it the most important innovation in the sector in a decade.
In a country that deals with regular flood risks, Karl sees opportunity in solving the problem, not avoiding it. “Flood maps can create artificial barriers to development. We ask: what solutions can make it safe and sustainable?” he states. For mobile structures like park homes and caravans, especially in flood-prone coastal areas, the team is working on systems that allow the safe evacuation and elevation of homes. This not only improves safety but also improves the insurance outlook for those properties. The idea is to assess risk realistically and provide proportionate solutions, instead of letting fixed zoning rules limit what’s possible.
Karl is also exploring new ways to make better use of land, such as converting car parks into housing, a short-term solution that allows for homes to be built in underused
Through his company, Flood Technology Group, Karl and his team are developing adaptive platforms that can elevate homes above floodwaters, combined with early warning systems
spaces, especially in areas with specific housing challenges. Across all of this, Karl’s goal remains consistent: to develop practical solutions that improve how people live, today and in the future.
Looking Ahead with Purpose
Beyond focussing on what’s happening now, Karl’s attention is often several years ahead. His approach to research and development is based on staying informed, talking to people from different fields, and paying close attention to emerging trends. He explains, “Some of the projects I’m working on today started as ideas three or four years ago. While most people are focused on the present, we make a conscious effort to look further ahead, four or five years down the line.”
Karl often finds new ideas through casual conversations or at industry events. At one recent event, he spent time speaking with several technology companies presenting new solutions in housing and PropTech. These ideas, he believes, could help shape Phoenix Group’s future work. Even something that seems straightforward, like car park housing, requires planning and attention to details such as safety and feasibility.
Another area he’s returning to is waste-toenergy. It’s a space he explored twenty years ago, but one he now sees with fresh potential. His goal is to develop safe, efficient solutions for managing hazardous and clinical waste within the UK. “We need to take responsibility for our own waste. Right now, too much of it is exported. We should be processing it safely where it’s generated,” adds Karl.
Karl is aware of the public resistance to waste processing facilities, especially when planning
new projects. But the environmental and safety risks of transporting hazardous waste across the country or overseas are too big to ignore. One of his current projects, near Bristol, is designed to address that challenge directly.
Beyond waste and housing, Karl is also supporting innovation in healthcare. One of the companies he’s involved with, Upfront Diagnostics, has developed a 15-minute blood test that can detect life-threatening strokes. The test identifies Large Vessel Occlusion (LVO) strokes and hemorrhages quickly -two conditions that are major causes of death and long-term disability. “LVO strokes account for a large percentage of stroke-related deaths and disability. This test could save lives and reduce treatment costs by billions,” states Karl. The test is currently being trialled in UK ambulances and is part of a two-year study in a hospital in Puerto Rico.
As he turns 66, Karl reflects on what he’s achieved, but also on how much more he wants to do. “I feel I’ve accomplished a lot, but I’d like to achieve ten times more in the next five to ten years than I have in the last thirty,” he says. “I want to move quickly, raise funding, and bring more impactful projects to life.”
Karl hopes his legacy will be built around ideas that have lasting value, like the Sibson Garden Community, which he sees as a model for how future communities should be designed. Expressing his desire for people to recognise the role he played in shaping sustainable housing and community development in the UK, Karl concludes, “I want to be remembered as a housebuilder who led by example. Someone who wasn’t afraid to innovate, and who built with tomorrow in mind.”
Driving Change in Healthcare through Technology and Reinvention
Stephanie Jones, Seasoned Healthcare Leader
Hi Stephanie. What drives your passion for operational excellence and efficiency in the healthcare industry?
Process and efficiency have always made intuitive sense to me. Early in my career, I embraced the challenge of streamlining overengineered processes to enhance efficiency. More recently, my passion has expanded to advocating for senior citizens, particularly those in underserved communities who often lack access to education and support. With over 30 years of experience in the healthcare industry, including management roles at some of the nation’s largest payors and as COO
of a software and services company serving Medicare payors, I've witnessed firsthand how complex processes and underutilized technology hinder call center staff from providing clear and simple answers to patients.
As I venture into entrepreneurship, my goal is to address these overlooked challenges by creating efficient processes through a technology-first approach. Ultimately, I aim to improve the internal user experience for healthcare staff, which will enhance the service provided to Medicare beneficiaries on the other end of the line. My commitment to operational excellence is driven by the desire to make a
My commitment to operational excellence is driven by the desire to make a meaningful impact on those who rely on our healthcare system
Stephanie has over 30 years in healthcare, with early leadership roles at Cigna, Coventry, and UnitedHealth Group. As VP of product development at Coventry, she gained extensive experience in employer group and retiree health benefits, overseeing Commercial, Medicare Advantage and Medicaid HMO initiatives. In 2005, she joined Convey Health Solutions, eventually rising to Senior VP and COO, directing enterprise operations in the US and the Philippines. In 2025, she plans to launch a technology software and services company for the health insurance sector. A Miami native, she holds a bachelor’s in business administration and a master’s in accounting from Nova Southeastern University and is the author of her debut memoir, Running to Catch Up: Winning in Spite of Myself. Recently, in an exclusive interview with CXO Outlook Magazine, Stephanie shared her professional journey in the healthcare industry, insights into the importance of diversity and inclusion in the workplace, the secret mantra behind her success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
meaningful impact on those who rely on our healthcare system.
What are some of the most exciting initiatives or projects you're currently working on, and how do you see them impacting the future of healthcare?
I am incredibly excited to transition from a 30year corporate career into entrepreneurship, where I can directly influence product and investment decisions. Drawing on my extensive experience delivering software and services to nearly 100 health plans, my goal is to develop solutions that empower COOs and leaders in operations and workforce management to reduce costs and drive significant savings for the industry.
I believe that these savings can be reinvested into enhancing the benefits offered to customers, which is a crucial step toward improving patient outcomes. I am committed to advocating for a reinvestment strategy wherever possible. The first step in this process is to identify untapped opportunities through process re-engineering and the implementation of straightforward technology solutions. By helping organizations streamline their operations, I aim to tackle persistent challenges and contribute to a more efficient and effective healthcare system.
The healthcare industry greatly needs an entrepreneurial spirit. I firmly believe that adopting a startup mentality—focused on problem-solving and a rapid speed-to-market approach—is what’s currently lacking in the sector. This mindset can drive innovation, enhance efficiency, and ultimately lead to better outcomes for patients and providers alike. By fostering this entrepreneurial approach, we can address pressing challenges
and create solutions that truly meet the needs of the healthcare landscape.
What role do you believe technology plays in driving innovation and improvement in the healthcare industry?
Technology is pivotal in driving innovation and improvement in the healthcare industry. Without a technology-first approach, healthcare will continue to lag behind other sectors, such as telecom. The industry often becomes fragmented due to the intense focus on competition and the need to navigate complex regulatory changes, which stifles collaboration and hampers collective problem-solving.
By leveraging technology, we can foster a more interconnected environment that encourages collaboration among stakeholders. This can lead to innovative solutions that address shared challenges, ultimately improving patient care and operational efficiency. Embracing technology is essential for the healthcare industry to evolve and meet the demands of the modern landscape.
How do you stay up-to-date with emerging trends and developments in healthcare technology and innovation?
Having spent 20 years at Convey Health Solutions, where I served as COO, I was constantly exposed to a wide array of vendors and solutions, which could sometimes be overwhelming. As I transition into this new journey, I recognize the importance of finding effective ways to stay informed about emerging trends.
To do this, I plan to surround myself with strong advisors who have their fingers on the pulse of the industry. Additionally, I will
Technology must take center stage in healthcare innovation, or the industry will continue to lag behind sectors that embrace collaboration and agility
commit to reading extensively and attending more trade conferences to gain insights and broaden my understanding of the latest innovations. Establishing partnerships with consultants and other software companies will also be crucial in staying current and fostering collaboration. By leveraging these resources, I aim to remain at the forefront of healthcare technology and innovation.
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?
The current narrative surrounding diversity and inclusion is both sad and disappointing. Too often, when people hear the term “diversity,” they immediately think of a black versus white discussion. However, diversity
encompasses so much more than that. As a Black American female executive who has led large teams in both the U.S. and the Philippines, I believe that diversity of thought and experience is essential for addressing the country’s most pressing challenges.
In some circles, having a white man at the table is seen as a diverse perspective. I have leaned on my white male colleagues throughout my career to gain broader insights on various topics. I value their contributions to diversity of thinking and innovation. However, it is unacceptable for a world where white men dominate decision-making to continue, especially in a society where women and people of color make up the majority.
As an authentic leader committed to a peoplefirst management style, I advocate for the diverse needs of all employees. Engaging in tough conversations at all levels of the organization, particularly among C-suite leaders, is more
True diversity includes all experiences—authentic leadership means listening to every voice and driving change through inclusion at all levels of an organization
critical than ever. These authentic discussions pave the way for greater acceptance, understanding, and ultimately, meaningful change across the globe. By fostering an inclusive environment, we can harness the full potential of diverse perspectives and drive innovation in our organizations and communities.
In the spirit of full transparency, I have spent considerable time reflecting on the concept of DEI (Diversity, Equity, and Inclusion) hires, especially in light of the current societal landscape. I sometimes question whether I was viewed as a DEI hire at certain points in my career—whether there was a need to have a Black woman at the table, and if I may have benefited from that perspective. While I cannot control the motives of the leaders and CEOs who promoted me, I can control the work I produced while occupying those roles.
You were recently recognized as one of the Top 50 Women Leaders of Miami for 2025. Our readers would love to know the secret mantra behind your success. My success has come from leading with authenticity and fearlessness. I tackled some of the most complex challenges faced by my most recent company, and I found that I could mobilize people and rally them behind a common goal. Over my career, I have experienced numerous successes alongside my peers and our teams, far too many to name. When you achieve a series of successes, people come to trust that you will deliver, regardless of the obstacles. Ultimately, my achievements have been a collective effort. The teams I worked with throughout my career brought passion and commitment, willing to do whatever it took to
succeed. I owe much of my success to the many individuals who have supported me and helped me shine.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
In recent years, I have prioritized a balanced and healthy lifestyle, which has significantly contributed to my overall well-being. I work out 4-5 times a week and have set personal goals outside of my professional career. I also published my debut memoir, Running to Catch Up: Winning in Spite of Myself, in February 2024.
I believe my team now sees me as a more balanced individual than I was for much of my career. They witness me living life while still delivering strong results for the company, and I think that serves as a source of motivation. I emphasize the importance of recognizing and rewarding my team, both financially and through visibility within the organization.
Over the years, I've learned that motivation isn't a one-size-fits-all approach; everyone is different. However, one common desire is the need to be seen and recognized for the work they do, myself included. Acknowledgment and appreciation are essential in fostering a motivated and engaged team.
Is there a particular person you are grateful for who helped get you to where you are?
I am immensely grateful for my husband, Morshee. His unwavering love and support have been instrumental in my journey. He has consistently encouraged me to prioritize my career, even when it meant putting it ahead
I tackled some of the most complex challenges and found that I could mobilize people behind a common goal to deliver powerful results
of family responsibilities. Without his belief in me and the sacrifices he has made, I wouldn’t be where I am today.
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 aim to maintain a sense of balance while embracing my journey as an entrepreneur and investor. From a business perspective, I aspire to be recognized as an innovator in healthcare technology and to drive meaningful change within a broken industry. My goal is to leave behind a legacy as a solutions architect in healthcare—one that my family can be proud of. To achieve this, I plan to focus on building strategic partnerships, staying at the forefront of industry trends, and continually seeking out opportunities to address the pressing challenges within the healthcare landscape. By fostering collaboration and creativity, I hope to develop impactful solutions that contribute to a better future for all.
What advice would you give to aspiring healthcare leaders looking to develop their skills and expertise?
My advice to aspiring healthcare leaders is to embrace risk, but ensure that those risks align with your personal and professional goals. Whether it means leaving a large corporation to join a startup or proposing a new department to address an unmet need within your organization, don’t hesitate to take that leap.
Challenges often come with great opportunities for growth and innovation. Trust in your abilities, stay curious, and be proactive in pursuing your vision. Just do it!
MOST INFLUENTIAL LEADER IN MARITIME INDUSTRY TO WATCH IN 2025
Mads Walther
HEAD OF RISK, ISLAND VIEW SHIPPING SERVICES AND TAMAR SHIP MANAGEMENT
SAILING FORWARD WITH RESILIENT LEADERSHIP
Mads Walther serves as Head of Risk at Island View Shipping Services and Tamar Ship Management, both part of the Taylor Maritime group. A rare combination of Master Mariner and Chief Engineer, Mads brings a dual perspective to the maritime world, blending technical expertise with hands-on seafaring leadership and extensive experience in shore-based operations.
His journey began as a cadet with A.P. Møller – Mærsk, where he became both a licensed Master Mariner and a Chief Engineer. These formative years at sea laid the foundation for his leadership style. “Rising through the ranks taught me that trust and respect are
earned through competence, integrity, and consistency,” Mads says.
Throughout his time at sea, he worked with crew members from diverse cultural and professional backgrounds. This experience shaped his inclusive approach to leadership. He learned early on that a one-size-fits-all style doesn't work. Mads explains, “I embraced the principle of ‘different strokes for different folks,’ while also applying ‘same strokes for different folks’ to maintain shared standards of safety, discipline, and professionalism.”
One key insight came from an unexpected place. “Early in my career, I met a Military Chaplain who said his rank always matched whomever he was facing. That stuck with me,”
MADS WALTHER, HEAD OF RISK, ISLAND VIEW SHIPPING SERVICES AND TAMAR SHIP MANAGEMENT
Mads recalls. He’s carried that lesson forward, aiming to be approachable and available to everyone, regardless of title or position.
After his time at sea, Mads moved into senior shore-based roles, taking responsibility for marine operations, safety management, and technical performance. He’s overseen fleet operations, helped establish new operational offices, and driven strategic objectives in high-pressure settings.
His leadership is deeply rooted in people development. Mads is a strong believer in building technical capability and nurturing talent. “I don’t see my role as giving ready-made answers,” he says. “Instead, I guide my team on how and where to find solutions themselves.” His coaching mindset encourages ownership and long-term growth.
Whether on the sea or shore, Mads believes leadership is about trust, adaptability, service, and empowering people to work together toward shared goals
From years at sea, he learned the importance of clear communication, calm under pressure, and staying grounded. Whether managing urgent onboard decisions or navigating complex onshore environments, Mads sees leadership as a service. “I work as much for my team as they work for me—if not more,” he notes. That means removing roadblocks, ensuring clarity, and creating space for people to succeed.
The move ashore was driven by a desire to have broader impact. While life at sea offered rich leadership experiences, Mads wanted to support larger teams and help shape strategy across organizations. The transition came with new lessons. Unlike the direct, immediate nature of shipboard leadership, onshore leadership required more structured communication and goal alignment across diverse teams.
What hasn’t changed is his commitment to being present and accessible. Whether on the sea or shore, Mads believes leadership is about trust, adaptability, service, and empowering people to work together toward shared goals.
Building a Culture of Risk Ownership
Mads sees his role as more than overseeing processes. To him, a strong risk culture is built on four essentials: clarity, accountability, integration, and trust.
Clarity starts with communication. Mads ensures that everyone across the organization, from leadership to the frontlines, understands the key risks, the limits of acceptable exposure, and their role in managing them. He says, “Policies and procedures must be practical and accessible. There should be no ambiguity about what matters or who’s responsible.”
Accountability is not limited to a specific department. Mads believes risk management belongs to everyone. He works to embed responsibility across all levels, making sure people are not only accountable but also equipped with the tools and authority to act when needed.
Another pillar is integration. Risk conversations aren’t isolated but are built into decision-making across all areas: operations, safety, commercial, and technical planning. “Risk can’t be an afterthought,” Mads explains. “It has to be part of how we work every day, across teams.”
Above all, trust holds it all together. Mads believes in fostering an open culture where people feel safe to speak up, share concerns, and learn from mistakes. He adds, “I promote a Just Culture. It’s about honest feedback, psychological safety, and focusing on growth— not blame.” In his past roles, this approach led to stronger team dynamics and better performance, and it's something he’s committed to embedding across the Taylor Group.
Mads also sees safety, marine operations, and quality management as disciplines that must evolve together. For him, regulatory compliance and innovation are not in conflict, as they go hand in hand when approached the right way. Mads states, “Compliance is nonnegotiable and it’s the baseline for protecting people, our hardware, the environment, and the business.” He makes sure teams don’t treat regulations as a checklist but as a shared commitment to high standards. Regular training, clear processes, and consistent followups reinforce this mindset.
Still, Mads pushes for more than just meeting minimum standards. “We ask ourselves, ‘Is this
the best we can do?’” Mads explains. Through feedback loops, lessons-learned sessions, and structured reviews, the team works continuously to improve, whether that means adopting new tools or refining how they work.
Creating space for innovation also means giving people the confidence to challenge norms without ever compromising safety or quality. Ideas are tested carefully and implemented only if they support compliance and strengthen operations. Mads and his team also stay closely connected to industry partners and regulatory bodies to stay ahead of emerging standards and share best practices.
In his view, a strong culture around safety and quality isn’t built by compliance alone, as it’s sustained by people who feel responsible, empowered, and committed to doing better every day.
Strengthening Partnerships and Empowering Experts
Mads sees regulatory bodies like Flag States, Class Societies, and vetting organizations such as RightShip not as external pressures, but as partners in improving standards. He knows that collaboration with these institutions is key to maintaining operational excellence. “These organizations are not here to obstruct, as they share our commitment to safety, quality, and the environment,” Mads says. He encourages his teams to adopt a proactive mindset when dealing with regulators. Transparency, open communication, and early engagement form the basis of this approach.
Internally, policies and procedures are aligned with evolving industry standards through regular reviews and gap analyses. When new requirements are introduced,
Mads sees regulatory bodies like Flag States, Class Societies, and vetting organizations such as RightShip not as external pressures, but as partners in improving standards
Whether it’ s formal training, operational reviews, or learning from incidents, Mads sees every experience as a chance to grow
whether regulatory or from vetting agencies, cross-functional teams are mobilized quickly to adapt and implement changes effectively. Crucially, Mads doesn’t wait for inspections to uncover issues. Instead, he emphasizes early engagement. He explains, “We don’t wait for audits. We reach out first, seek guidance when needed, and make our commitment to improvement clear.” This openness builds trust and leads to better problem-solving when challenges arise.
Mads also works to make sure that every team member, from office staff to crew, understands why standards matter. While training is important, he believes real accountability comes from culture. “People need to feel responsible for upholding standards daily and they should be comfortable asking questions when something doesn’t seem right,” he says. For Mads, alignment with regulators is about building shared trust and creating a better industry together.
He also speaks with pride about working alongside teams of Master Mariners and Marine Engineers. Leading such experienced professionals comes with its own responsibility. Respect is at the center of it. “These are highly skilled individuals with deep operational insight. My role isn’t to direct but to listen, engage, and include them in decisions,” says Mads who fosters a collaborative environment where healthy debate is encouraged, and people feel valued.
Mads avoids micromanagement. Instead, he focuses on setting expectations, clarifying goals, and then stepping back to let people take ownership. “Empowerment is key. People do their best when they have trust, clarity, and the right support,” he adds. Leadership development is also a priority for him, as
he actively encourages experienced team members to mentor junior colleagues, lead projects, and contribute to problem-solving. He passes on the leadership principle that influenced him early in his career: adapt your approach to those you lead.
Continuous learning remains a cornerstone. Whether it’s formal training, operational reviews, or learning from incidents, Mads sees every experience as a chance to grow. He encourages his team to go beyond compliance and think critically about how to improve. His goal is to foster a culture built on respect, ownership, and curiosity, where even highly specialized experts stay engaged, continue learning, and feel accountable for delivering at their best.
Putting Seafarers at the Center
Mads believes that empowering seafarers is one of the most important aspects of leadership in the maritime industry. As he puts it, “They’re the ones who operate the systems we design and implement. If we don’t build with them in mind, we’ve already failed.” Throughout his career, Mads has seen well-meaning management systems become so complex that even shorebased teams struggle to use them. When that happens, seafarers are left with the burden of navigating impractical or unclear procedures, often without enough support.
He’s fully aware of the growing list of statutory and commercial requirements the industry must meet. Whether it’s regulators, oil majors, or vetting bodies like RightShip, the expectations are clear and non-negotiable. But meeting those standards, he says, doesn’t mean overlooking the people who carry them out.
“Our industry is extremely reactive. Most of our codes and conventions exist because of
accidents. So yes, high standards matter but how we meet them matters just as much,” Mads explains. To make systems work for seafarers, Mads insists on practical design. Procedures must be clear, realistic, and useful—not just written to impress auditors. That means involving the end users in the process.
Mads has introduced regular feedback loops that allow seafarers to share what works and what doesn’t. He takes this input seriously and has used it to adjust and simplify complex procedures. “After key operations, we run structured debriefs. If something doesn’t make sense or adds unnecessary workload, we fix it. That process needs to involve both ship and shore teams,” he shares.
Mads also works to reduce the tension between following rules and showing initiative, something many in the industry struggle with. “We can’t chase people for not following procedures, and then also chase them for not thinking outside the box,” he says. Instead, he focuses on designing procedures that genuinely support decisionmaking, while encouraging crews to speak up when something needs improvement.
Mentorship and accessibility matter to him. He believes in building a culture that not only respects compliance, but also empowers people. His goal is to create systems that support initiative while meeting high standards, where seafarers feel supported, heard, and trusted.
Facing New Challenges with Clarity and Care
The maritime industry is changing quickly and not always in ways that support the people on board. Mads sees this shift clearly and believes that navigating the challenges
Mads involves seafarers in shaping those processes, creates honest feedback loops, and makes sure that practical realities guide every decision
ahead will require both practical thinking and a deeper focus on people. One of the biggest concerns, he says, is the increasing pressure on senior officers at sea. Administrative tasks have grown, while crew sizes and onboard support have often been reduced. “That’s not sustainable. We need to rethink how we balance efficiency with safety, well-being, and teamwork,” opines Mads.
Mads believes it’s time for the industry to stop expecting people to adapt endlessly and instead start making the industry itself more humane. That includes building inclusive systems, designing realistic procedures, and giving teams the space and tools to work safely and effectively.
Within his own teams, Mads focuses on making processes simpler without compromising safety. He involves seafarers in shaping those processes, creates honest feedback loops, and makes sure that practical realities guide every decision.
Another challenge is regulatory complexity. New rules around environmental protection, decarbonization, and safety continue to emerge and not all of them are easy to interpret or apply.
To help teams manage, Mads encourages them to understand the intent behind the rules, not just the text. “Don’t just know what the rules are,” he
tells them. “Know why they exist. That’s what allows you to apply them intelligently.”
Technology brings its own pressures. From alternative fuels to digital monitoring tools, innovation is moving fast. While these advances promise improvements, they also create new risks and demand better training. Mads promotes lifelong learning and prioritizes hands-on training over checklists. “Technology should support seamanship and decision-making. Not replace it,” he shares.
Cybersecurity is another growing concern. As vessels become more connected, the risk increases. Mads and his team have worked to integrate cyber awareness into the overall safety culture, ensuring everyone on board knows their role in maintaining digital security.
Beyond individual challenges, Mads believes the industry must move away from a reactive mindset. While learning from past incidents remains vital, he wants to see a shift toward more proactive thinking, anticipating issues before they arise. Preparing for the future, he says, means building teams that are informed, adaptable, and empowered. But it also means changing the industry itself. “We need to value safety, well-being, inclusivity, and professionalism, equally. That’s how we build something truly sustainable,” Mads concludes.
Building Thriving Businesses to Drive Economic Growth Sustainability and Social Impact
Catherine Wijnberg, Founder of Fetola and Author of "The Art of Acceleration"
Your book, The Art of Acceleration, outlines strategies for helping small businesses thrive. Could you share what inspired you to write this book and how it reflects your journey with Fetola?
I am passionate about generating thriving SME ecosystems. We do this by helping entrepreneurs to build businesses that last and enable their growth. This book is my contribution to the impact investors, accelerator managers, mentors and policymakers who share this vision of empowered entrepreneurs
contributing to a better, more inclusive and sustainable world. I have used parts of my own journey as an entrepreneur in a multitude of sectors and in the journey of building an awardwinning accelerator to bring the message to life.
Fetola has been recognized for its phenomenal ability to start, grow, and scale businesses. What do you believe are the three most critical factors that contribute to building businesses that last?
The starting point for success is to find entrepreneurs with the passion and drive to grow their businesses to the next level. This is both a
Success is the art of turning dreams into jobs done—dream big, build partnerships, and work together to achieve your goals
Catherine Wijnberg is a passionate advocate for entrepreneurship and a driving force behind Africa’s business landscape. As the founder and CEO of Fetola, South Africa’s leading business growth agency, Catherine has dedicated her career to helping entrepreneurs thrive. A proud member of Africa’s Forbes 50 Over 50 women leaders, she’s deeply committed to creating innovative solutions that tackle unemployment, inequality, and poverty. Through Fetola’s unique approach, Catherine empowers entrepreneurs to build lasting, impactful businesses that contribute to a brighter future for Africa. Her work continues to inspire and uplift, showing that entrepreneurship isn’t just about business - it’s about making the world better for everyone.
In this interview with the CXO Outlook Magazine, Catherine discusses the key principles behind long-term business success, the role of SMEs in driving economic development, and the strategies that empower entrepreneurs to thrive in tough environments. She also highlights the importance of financial readiness, the value of cross-sector learning, and how circular economy practices can accelerate SME growth. Additionally, Catherine shares an inspiring success story from Fetola’s programs and offers advice on building impactful businesses that contribute to a more inclusive and sustainable future.
science and an art as a good startup entrepreneur may not have the interest or ability to switch from startup to building a scalable business
The next step is to work with the entrepreneur to identify gaps in the business model and cocreate solutions to refine this. Critical to this stage is access to the market which requires an understanding of their market niche and ensuring a good product: market fit. The Fetola
Success Wheel illustrates how business success is a continual process of assessing needs and priorities, solving them and moving to the next need that has arisen from this change. For example, if you solve sales and have a rush of new customers, this causes problems in operations, production, and distribution. When you solve those it causes a problem in cash flow and the need for bridging finance. Business is a wheel in
Our results show that growth of SMEs can be doubled using Fetola’s circular economy methods for small business across every sector
motion, constantly turning to solve one problem and move to the next.
Getting those two points right will enable a business to grow organically, but to scale rapidly, a business needs access to growth finance. The difficult problem of Access to finance can be resolved through improved financial readiness (record-keeping, cash flow, management accounts etc) and a greater understanding of how to present the business case to investors (proposal writing, financial projections and pitching)
Your work often addresses challenges like unemployment, inequality, and poverty. What unique insights or approaches from your book do you think will be most impactful for tackling these pressing issues?
The root cause of these problems is a lack of growth in the economy, and SME success is much easier where the economy is thriving. In many parts of the developing world, this is not the case and entrepreneurs struggle in really hostile environments. The book shows that by using proven methods, being clear about what works, applying the right strategies and supporting SMEs, it is possible to foster consistent success even in the toughest environments. What the book also shares is how building thriving SMEs adds
money to the national GDP, generates jobs and spreads wealth across thousands of individuals. The generational impact is better education in families and a legacy of hope for communities.
You’ve worked across multiple sectors and countries. How has this diverse experience shaped your approach to creating ecosystems for entrepreneurial success?
Yes, I am a great believer in diversity as the catalyst for innovation. Cross-sector exposure
is an excellent way to identify and leapfrog thinking from one environment to another. A bakery in rural Bangladesh may gain systems ideas from a farmer in Kenya, and a tech geek may learn ways to get the maximum productivity from his developers from exposure to a call centre operator. More than that, when we are exposed to people from other sectors we lift our thinking higher and recognize that there is always something to learn, and others with more challenges than us.
The book shares how building thriving SMEs adds money to the GDP, generates jobs, and spreads wealth across thousands of individuals and families
Can you share one memorable success story from your time at Fetola that embodies the principles outlined in your book?
A great example of success is that of Trudy Mkansi, the owner of Ambesha Africa, who faced a tough challenge when her furniture business was hit hard by Covid-19 restrictions. With declining sales and the pressure of maintaining a large workforce, she joined the CEA Boost programme for post-Covid support. Through circular economy training, Trudy discovered a new approach to her business. She found an opportunity in the disrupted international supply chain, where local importers needed help to fill gaps in their stock of imported Chinese cane furniture.
Trudy quickly adapted by introducing a repair service, bringing in immediate cash flow through contracts to fix lower-quality imported furniture. This pivot proved successful, showcasing the stark difference in quality between her products and cheaper imports. More importantly, Trudy realised that her products were overengineered and priced too high compared to imports. This insight inspired her to develop a luxury range of high-quality, locally made furniture, offering lifetime guarantees and superior craftsmanship.
Through the programme, Trudy not only saw steady revenue growth but also achieved a remarkable 23.08% increase in job creation. This growth demonstrates the impact of the CEA Boost programme, not only on Trudy’s business but also on her community. Trudy’s newfound confidence, coupled with her
strategic pivot, has transformed Ambesha Africa, positioning it for a successful future.
As an advocate for green solutions, how do you integrate sustainability into entrepreneurial support programs, and why is this a non-negotiable in today’s business landscape?
This question is dear to my heart. Fetola’s results prove that is it possible to build profitable, people-friendly and planetpositive businesses across every sector using our sustainable small business methods. As a business owner myself, I recognize that profitability is essential and in a country where unemployment is rife, the creation of job opportunities is critical. But the magical lesson is that it is possible to build environmentally positive businesses that achieve all of this. In fact, our results have shown that the growth rate of SMEs can be doubled with the introduction of Fetola’s circular economy methods for small business. This knowledge and the growing imperative to care for our environment compels us to include this training in every accelerator we run.
You’ve had an incredible career as an entrepreneur, adventurer, and advocate. What is one piece of advice or a mantra that has guided you through challenges and kept you motivated to inspire others?
Success is the art of turning dreams into jobs done. Dream big, build partnerships and work together to do what needs to be done to achieve your goals.
Shaping a Brighter Future for Women’s Healthcare
Rachel (Beach) Evers, Assistant VP of Nursing, Baptist Health South Florida
What inspired you to pursue a career in nursing leadership, and what motivates you to continue in this role?
I have been fortunate to have a lot of great leaders in my corner. I've never been someone with a specific dream job, but what I do have is a relentless pursuit of learning. Nursing wasn’t something I initially considered—in fact, I was studying business in college when my niece was diagnosed with a serious condition that required a lengthy stay in the ICU at a children’s hospital. I spent two weeks watching those nurses save her, and in that moment, I knew I had to give
back. I changed my path and pursued nursing, eventually working at the very hospital that saved her life.
I had two incredible women who mentored me there, constantly challenging me to learn and grow. Their belief in me gave me the confidence to push further. After moving to Florida, every leadership role I’ve taken has been because someone saw potential in me and encouraged me to step up. Because of this, I’m passionate about mentorship, sponsorship, and lifting others up. I truly believe that all it takes is one person to
All it takes is one person to believe in you, and their belief can turn your dreams into reality
Rachel Evers, MSN, RN, CNOR-E, CENP, CPXP is the Assistant Vice President of Nursing at Baptist Health Baptist Hospital in Miami, Florida. Rachel brings a rich background in nursing and leadership. She is actively involved in initiatives aimed at establishing real change and improving outcomes. Her passion for empowering teams shapes her transformative impact on healthcare. With her experience in healthcare leadership, particularly in nursing, she serves as a role model for the next generation of healthcare professionals. Recently, in an exclusive interview with CXO Outlook Magazine, Rachel shared her professional journey, insights into the role of nursing leaders shaping healthcare policy and advocacy, personal sources of inspiration, her favorite quotes, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
believe in you, and that their belief can turn your dreams into reality.
What do you love most about your current role?
I’m motivated every day for multiple reasons. I love the team around me, and even on the tough days, I truly feel happy at work. I’m also fortunate enough to do what I love and pour into my passion. Two of my core values are learning and social responsibility, and my role allows me to live both every day. I’m constantly learning—whether it’s a small detail about a person or a new strategy to drive change. My deep sense of social responsibility comes from my love of helping others. I have the privilege of serving my team, the patients we care for, and our community, making an impact every single day. In my role, I love inspiring change and challenging the status quo. I’m fortunate to work with a team that’s passionate about shaping the future of healthcare with me.
I also have the privilege of helping team members grow into their first leadership roles. Teaching this program allows me to bring my passion to work, alongside other leaders who thrive on mentoring and developing others. Watching people step into leadership and grow is one of the most rewarding parts of what I do.
What role do you think nursing leaders should play in shaping healthcare policy and advocacy?
Now more than ever, it is critical for nursing leaders to be actively involved in shaping healthcare policy. Key issues such as women’s health, healthcare worker safety, immunizations, preventive care, insurance coverage, and patient
rights demand our attention and advocacy. As nursing leaders, we have a responsibility to ensure our voices are heard in these discussions.
For emerging leaders, finding mentors who can guide you in engaging with the right organizations and policy-making spaces is essential. If we don’t have a seat at the table, we risk losing our ability to shape the future of our profession and the care we provide. Advocacy isn’t just an opportunity—it’s a responsibility. Most professional organizations have toolkits for their members that can help you get involved.
Can
you share your vision for the future of nursing leadership, what innovations or advancements do you see on the horizon?
My vision for the future of nursing leadership is one where we continuously lift others—through leadership, mentorship, and preceptorship. Leaders must recognize that growing the next generation of nursing leaders isn’t just a responsibility; it’s a privilege. I hope the future of nursing leadership is built on a foundation of learning, listening, and empowerment.
To drive innovation, we need to look beyond healthcare and take inspiration from other industries. The way we lead, care for our teams, and serve our patients must evolve alongside the ever-changing needs of healthcare. That requires us to challenge traditional thinking and embrace new perspectives. More than anything, I hope future nursing leaders stay deeply connected to their purpose—remembering why they chose to care for others in the first place. Only then can we unlock our true potential.
Technology and AI are also rapidly transforming how we work. Rather than seeing
The future isn’t about choosing between technology or human touch; it’s about creating a partnership to improve care and support the workforce
this as a threat, we need to embrace it and ensure that AI enhances—not replaces—the human side of healthcare. The future isn’t about choosing between technology or human touch; it’s about creating a partnership between the two to improve patient care and support our workforce.
How do you prioritize your time and focus as a nursing leader, and what tools or techniques do you use to stay organized?
I thrive on challenges—that’s when I do my best work. To stay focused and organized, I prioritize my mental morning time every day. This quiet time is essential for me; without it, I feel off balance. Each morning, before anyone else in the house is awake, I start my day with a cup of coffee and reading. Then, I move to my yoga mat to center both my mind and body. This routine helps me set the right tone for the day ahead.
I also make it a point to look ahead each day, ensuring I’m prepared and avoiding surprises. My incredible Administrative Assistant plays a huge role in keeping me on track—she not only helps manage my schedule but also reminds me to take mental breaks. She even blocks time on my calendar for focused thinking, and if the weather is nice, I make it a priority to take a lunchtime walk with a colleague.
To stay organized, I rely heavily on my calendar. I block time not just for meetings, but also for deep work, presentations, and projects. I know I do my best thinking in the morning, so I schedule high-focus tasks early in the day, saving lower-energy tasks for the afternoon.
Most importantly, when I get home, I am fully present. Creating that boundary is
Advocacy
isn’t just an opportunity—it’s a responsibility, and nursing leaders must ensure their voices are heard in healthcare policy discussions
critical—not just for my family, but for my own mental well-being.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, my focus is on health, wellbeing, and family. I’m a wife and a mom, and I find joy in spending time outdoors—whether it’s taking a walk, paddleboarding, or simply soaking in fresh air. Yoga is a daily practice for me, helping me stay grounded both mentally and physically.
I also have an endless supply of books and love getting lost in a great read. Cooking
is another passion of mine—there’s nothing better than being in the kitchen with my family, crafting a delicious meal with music playing in the background. Most recently, I took up Tae Kwon Do as a way to challenge both my mind and muscles, and I’m loving the journey.
Is there a particular person you are grateful for who helped get you to where you are?
I am grateful for so many people who have shaped my journey. My husband, Michael, constantly challenges me to grow. My son reminds me to have fun and keeps me active. My mother, Christine, has the most
giving soul and has shown me the power of kindness. My first mentor, Jill, who sadly lost her battle, taught me the importance of finding joy in every moment. Hector is always up for a spirited debate, pushing me to think critically and refine my ideas. Patricia was an inspirational leader, setting the standard for excellence, and Christina is my battle buddy, always by my side through every challenge.
There hasn’t been just one person who got me to where I am today—it has truly been a collective effort. Whoever said, “Have a personal board of directors,” gave sound advice. Each of these individuals has supported me in different ways, and I’m grateful to know that no matter what, they always have my best interest at heart.
What is your favorite quote?
That’s such a hard question—it really depends on the moment! But two quotes that always resonate with me right now are:
"Be the change you wish to see in the world." – Mahatma Gandhi
"You have not lived a perfect day unless you have done something for someone who will never be able to repay you." – Ruth Smeltzer
Both remind me of the importance of taking action and leading with kindness, both in my work and in life.
What do you hope to achieve in the next 5-10 years, and how do you plan to get there?
I know one thing for sure—I won’t get there alone! Over the next 5-10 years, I hope to
make a meaningful impact on the healthcare industry. My focus is on using my strengths to give back, continuing to learn and grow, and challenging myself both personally and professionally.
I’ve never been someone who chases a dream job, but I do know that I thrive when I’m challenged and constantly learning. If and when an opportunity arises where I can apply my skills to make a difference, I’ll be ready to step up and take on the challenge. Until then, I will continue working to help shape the future of women’s health— because that is where I feel like I can make a difference right now.
What advice would you give to aspiring nursing leaders looking to advance their careers?
My advice to aspiring nursing leaders is to take chances and not wait until you feel fully ready. Stepping out of your comfort zone— even if it’s scary—will push you to grow in ways you can’t anticipate. Always be open to learning, and be intentional about where you focus your energy and talents.
Your network will play a huge role in your success, so build relationships with people who truly know you and can speak to your abilities, especially when you're not in the room. Don’t stay in your silo—explore new opportunities and experiences, as each one will add new skills to your toolkit.
Finally, always remember to grow alongside the people around you. As you advance, make sure you’re helping others grow as well. Don’t move forward without looking behind to pull someone up.
Transforming Businesses through Strategic Leadership
Marlem Pullin, Managing Director, Consulting Services, WG Consulting LLC
Hi Marlem. What inspired you to pursue a career in finance?
I have always seen myself as more than just an accountant—I am someone who brings vision and strategy to financial operations. My transition to consulting allowed me to collaborate with different companies, helping them streamline processes, optimize their finances, and achieve their goals. I love what I do because it is not just about numbers; it is about making a real impact on businesses.
As the Managing Director of WG Consulting, what sets your team apart from other consulting firms, and how do you tailor your services to meet the unique needs of each client?
We care about our clients and listen carefully to their needs to tailor solutions that align with their goals. What sets our team apart is our strategic, hands-on approach—we do not just provide recommendations; we work alongside our clients to implement effective solutions.
It is not just about numbers; it is about making a real impact on businesses through vision, strategy, and meaningful transformation
Marlem Pullin serves as a Managing Director at WG Consulting, where she leads a team of professionals providing strategic counsel and customized solutions to clients. With over 25 years of experience as a results-focused financial executive, she has successfully led teams through change, integration, and process improvements while driving efficiency across organizations. Marlem has worked with public and private entities across diverse industries, including private equity, energy trading, nuclear energy, midstream and downstream energy, construction, and building services. Her expertise spans financial governance, regulatory compliance, management consulting, and operational leadership. Her contributions have earned her prestigious awards, including the Georgia’s Latina Excellence Award, the YWCA Salute to Women of Achievement Award, the Multicultural Leadership Award from the Georgia Diversity Council, and the HABLA Award – Corporate Executive of the Year. Marlem is passionate about mentoring and creating opportunities for others, actively investing her time in initiatives that promote leadership, education, and community growth.
Recently, in an exclusive interview with CXO Outlook Magazine, Marlem shared her professional journey in finance, insights on the importance of diversity, equity, and inclusion in the workplace, personal sources of inspiration, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Businesses benefit from new perspectives, collaborative leadership styles, and a stronger focus on innovation, inclusion, and long-term sustainability
Our deep expertise in accounting, finance, and regulatory compliance, combined with a commitment to personalized service, ensures that each client receives a customized strategy that drives measurable results.
We take the time to understand the unique challenges of every business, adapting our methodologies to provide practical, efficient, and forward-thinking solutions. By building strong relationships and consistently delivering value, we become trusted advisors to our clients, guiding them through complex financial and operational decisions with confidence and clarity.
How do you see the role of women leaders evolving in the future, and what implications will this have for businesses and society?
The role of women leaders is evolving rapidly, with more women stepping into executive and decision-making positions across industries. As leadership continues to diversify, businesses will benefit from new perspectives, collaborative leadership styles, and a stronger focus on innovation, inclusion, and long-term sustainability.
Beyond driving change at the executive level, women leaders play a crucial role in creating pathways for the next generation. Through mentorship, advocacy, and sponsorship, they help break down barriers and provide emerging leaders with the guidance and opportunities needed to succeed. By fostering a culture of support and knowledge-sharing, businesses can build a more inclusive leadership pipeline, ensuring that future generations of women have the confidence, skills, and networks to rise to
leadership positions. This shift will not only strengthen organizations but also drive broader societal progress by making leadership more accessible to all.
Can you share your perspective on the importance of diversity, equity, and inclusion in the workplace, and how you have worked to promote these values throughout your career?
Creating an environment where individuals feel valued, respected, and empowered is key to building strong, high-performing teams. A workplace that brings together people with different backgrounds and perspectives fosters innovation and leads to better decision-making. When employees feel heard and appreciated, they are more engaged and motivated to go above and beyond.
Throughout my career, I have prioritized hiring the most qualified candidates based on their skills, experience, and ability to contribute to the team’s success. I believe in creating opportunities for talented professionals and ensuring everyone has the support and resources they need to excel. By fostering an inclusive and collaborative culture, we build stronger teams and drive better outcomes for the organization.
What does being recognized as one of the Top 50 Women Leaders in Houston mean to you, and how do you hope to use this platform to inspire and support other women leaders?
I am truly humbled to be recognized as one of the Top 50 Women Leaders in Houston. This honor reflects the hard work, resilience,
and passion I have poured into my career, and I am incredibly grateful for the people who have supported and believed in me along the way, especially my family.
A special thank you to WG Consulting, my incredible team, and my amazing clients. Your trust and collaboration inspire me every day.
To the next generation of women: keep pushing boundaries, breaking barriers, and lifting each other up. I am here to support and empower others on their journey, just as I have been supported on mine. Let us continue to create opportunities, champion each other, and pave the way for future women leaders.
How do you stay current with industry trends and developments, and what resources do you rely on for ongoing education and professional development?
I believe in always being a student of the business—staying curious, continuously learning, and evolving with the industry. I make it a priority to read and stay current on trends, market developments, and regulatory changes. Attending conferences, educational webinars, and industry events allows me to gain insights from experts and expand my perspective.
I also seek out mentorship, networking opportunities, and professional communities to exchange ideas and challenge my thinking. Growth happens outside of our comfort zones, so I actively look for ways to push myself, take on new challenges, and explore areas beyond my expertise. By staying adaptable and open to learning, I ensure that I bring the most value to my clients and continue to evolve as a leader.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I prioritize my mental and physical well-being by doing the things that bring me joy—traveling, going to the gym, and dancing Zumba, which keeps me energized and alive. Taking time off when I can to spend quality moments with my family is also essential. Staying connected with loved ones is part of who I am—I talk to my aunt almost every day because, as Latinos, family is everything.
I believe in leading by example, inspiring others through mentorship, active listening, and being a source of support. Giving back to the community is something I am passionate about, and I am proud that WG Consulting is deeply committed to making a positive impact.
To motivate my team, I create an environment where they feel valued, heard, and empowered to grow. Encouraging a culture of learning, celebrating wins, and supporting each other makes all the difference. Resilience comes from knowing we are part of something bigger—whether it is family, our team, or the community we serve.
Is there a particular person you are grateful for who helped get you to where you are?
I have so many people to thank for helping me get to where I am today. Throughout every stage of my journey, I have been fortunate to have mentors, colleagues, and friends who have supported and guided me.
My mom was instrumental from day one, always encouraging me to go to college and pursue a better life. We grew up with humble
beginnings, but she instilled in me the drive to dream big and work hard. My family and friends that have been by my side through every challenge and success. My husband, Billy, has been my rock, always supporting me and holding down the fort while I travel for work and chase my ambitions.
I am also deeply grateful to my aunt, who has been like a second mom to me since my mother passed away. And of course, I want to thank WG Consulting for giving me the opportunity to help others, and my clients for their trust and partnership. It truly takes a village, and I would not be here without the love and encouragement of so many incredible people.
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 continue delivering great work and adding value to our clients, strengthening the impact of WG Consulting. I would love to build our own book of businesses in the energy sector, expanding our reach and deepening our expertise in the industry. Growth, both professionally and personally, is important to me, and I plan to achieve this by continuing to learn, fostering strong relationships, and staying adaptable to new opportunities.
On a personal level, my greatest hope is to see our kids grow into kind, responsible, and honorable young men—good citizens who contribute positively to the world. I also want to travel more, experience different cultures, and truly enjoy life, embracing the moments that matter.
Confidence comes from experience, so take on challenges, embrace learning opportunities, and do not be afraid to take risks
Achieving these goals will take hard work, dedication, and surrounding myself with the right people, but I believe in setting ambitious goals and taking intentional steps to make them happen. I am excited about what the future holds!
What advice would you give to aspiring women leaders looking to break into male-dominated industries?
My advice to aspiring women leaders is to be authentic and never change who you are to fit into a mold. Your unique perspective is your greatest strength. In male-dominated
industries, it is crucial to be technically strong, but leadership goes beyond expertise— own your voice, speak up, and make your presence known.
Surround yourself with mentors and advocates who will support your growth but also pay it forward by uplifting other women along the way. Confidence comes from experience, so take on challenges, embrace learning opportunities, and do not be afraid to take risks. The path may not always be easy, but resilience, selfbelief, and staying true to yourself will set you apart and pave the way for future generations of women leaders.
Transforming the Future of Real Estate Services
Archana Mahajan, Director - Regional Account Management, Savills Middle East
Hi Archana. What drives your passion for strategy and business development, and how do you stay current with industry trends and insights?
One of the main motivations for working in business development is the passion for problem-solving. I enjoy finding solutions to complex challenges, generating innovative ideas, and testing different approaches.
My role involves identifying leads, expanding to new markets or opportunities, offer proposals to new clients, and build strong relationships with clients.
Passion for Business Development gives me the motivation and confidence that I need to
deliver my goals and helps me network with the right people who share similar perspectives.
To stay updated with real estate trends and insights; I suggest the following: Subscribing to industry publications Leverage online platforms Engaging and following experts on social media.
I attend Real estate events and forums on a regular basis. I recently travelled to Singapore to attend the CoreNet (Corporate Real Estate Network) Global Summit in March 2025.
I believe that networking is an important part of my role and many successful deals often come from referrals and word of mouth.
Some of my biggest growth moments came from stepping outside my comfort zone, helping me gain new skills, build confidence, and unlock opportunities
With over 20 years of experience in strategy and business development, Archana Mahajan is Director at Savills Middle East, a global real estate service provider. Her focus includes delivering innovative solutions through new business development, key account management, and financial analysis. Currently, she leads the regional account management and business development team for the Middle East at Savills, covering 14 locations, driving revenue growth by exploring new business opportunities and selling across service verticals. She covers clients across UAE, Bahrain, Saudi Arabia, Muscat, and Egypt. She is an active member of CoreNet (Corporate Real Estate Network) Global in Middle East since 2023.
Over the course of her career, Archana has been honored with multiple awards including DIKSHA DEO award in July 2024, Radisson Hotel New Delhi, Construction & Real Estate Leadership Conclave held in Dubai in October 2023, Jerry Maguire Award – Savills India in June 2022, South Asia trust & refer award – Colliers international, 2019, and British airways – South Asia award 2006. She is deeply passionate about relationship building and customer service. Recently, in an exclusive interview with CXO Outlook Magazine, Archana shared insights into the role of business development and strategy evolving in the future, personal sources of inspiration, her favorite quote and much more. The following excerpts are taken from the interview.
Business development is about looking beyond daily operations and implementing sustainable growth strategies to help you move in the right direction
What do you love the most about your current role?
My role involves meeting and interacting with clients from different cultures, nationalities, and countries. It is a multifaceted role that combines elements of sales, marketing, and strategic planning to expand Savills reach and profitability in the Middle East.
Strong relationships with customers, partners and other industry stakeholders are a key to successful business development professional and I take the time to build and nurture these
What I enjoy most about working at Savills Middle East is the open and supportive culture, where honest communication is encouraged, and employees feel comfortable sharing their ideas with leadership. It’s a workplace that values collaboration, transparency, and personal growth, making it a truly positive environment to be a part of.
How do you see the role of business development and strategy evolving in the future, and what implications will this have for organizations and leaders?
Business development is the process of identifying and pursuing opportunities that align with your long-term goals. It can involve researching new markets or audience segments, innovating products or services, forming strategic partnerships, or adopting any other activity designed to help your business grow.
The goal of the business development process is to create long-term value. Although near-term growth opportunities can yield quick wins, business development involves figuring out what you want your business to look like in the future. It is about looking beyond daily operations and implementing sustainable growth strategies to help you move in that direction.
Business development and sales both target revenue growth, but they’re not the same. Sales focuses on directly selling products, like a sales rep pitching to potential clients over lunch. Business development, on the other hand, more broadly prioritizes relationship building and understanding client needs through strategic interactions. For example, a business development representative exploring potential partnership opportunities during the same lunch meeting.
Here’s an overview of each:
Sales. The sales process is tactical. Your sales team identifies new leads, nurtures them through the sales funnel, and encourages them to convert. Business development. Business development is strategic. Business development representatives are responsible for providing target audience insights and leveraging market research to help your sales department generate and qualify leads, but they don’t nurture prospects or convert leads into customers.
Can you share your perspective on the importance of innovation and disruption in the real estate sector, and how you encourage a culture of innovation within your team?
In today’s dynamic real estate market, traditional real estate companies face formidable obstacles. Traditional company models have been shaken by the emergence of digital platforms, shifting consumer tastes, and economic uncertainty. These businesses frequently find it difficult to compete with tech-savvy companies that provide cuttingedge solutions like virtual property tours and online markets. Additionally, businesses who do not prioritize green activities face challenges from the growing demand for energy-efficient and sustainable assets.
Experienced real estate firms have responded with creativity and strategy. In order to develop entrepreneurial expertise and develop their own unique technology, some have chosen to set up internal innovation labs. Others have eschewed competition in Favour of cooperation, partnering with Pro Tech entrepreneurs to jointly develop hybrid models that include the best features of both.
The real estate industry is dynamic, constantly evolving in response to economic shifts, technological advancements, and changing consumer preferences. Forecasting these trends is crucial for investors, developers, and policymakers. Key trends to watch include the ongoing impact of the COVID-19 pandemic on remote work and urban living, the increasing demand for sustainable and energy-efficient properties, and the potential disruption caused by emerging technologies like blockchain and artificial intelligence.
The real estate industry is increasingly leveraging predictive analytics and artificial intelligence (AI) to gain a competitive edge, improve decision-making, and enhance overall efficiency. These technologies offer powerful tools for analysing vast datasets, identifying patterns, and forecasting future trends.
Key Applications of Predictive Analytics and AI in Disruptive Innovation in Real Estate:
1. Property Valuation: AI algorithms can analyse various factors, including property characteristics, location, market trends, and economic indicators, to provide accurate property valuations. This helps investors, appraisers, and lenders make informed decisions.
2. Market Forecasting- Predictive models can forecast market trends, such as price fluctuations, demand shifts, and rental rates. This enables stakeholders to anticipate changes and adjust their strategies accordingly.
3. Investment Analysis: AI can analyse historical data and identify investment opportunities based on risk and return. By evaluating factors like property type, location, and economic conditions, AI can help investors make data-driven decisions.
4. Lead Generation and Sales: AI-powered tools can analyze customer data to identify potential leads and personalize marketing efforts. This helps real estate agents and brokers increase conversion rates.
5. Property Management: AI can automate tasks like rent collection, maintenance scheduling, and tenant communication, improving efficiency and reducing costs for property managers.
What are your thoughts on diversity and inclusion in your field? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
In today's globalized and interconnected world, the importance of diversity and inclusion (D&I) cannot be overstated. As industries evolve, the real estate sector stands at a pivotal juncture where embracing D&I is not just a moral imperative but a strategic business advantage.
Diversity and inclusion significantly enhance business performance. Diverse teams bring a
plethora of perspectives and ideas, fostering innovation and creativity. According to a McKinsey report, companies with greater ethnic and cultural diversity are 33% more likely to outperform their peers in profitability. In the real estate sector, this translates to more innovative property solutions, enhanced customer service, and better market penetration. Diverse teams are better equipped to understand and cater to the needs of a multifaceted client base, leading to increased customer satisfaction and loyalty.
Is there a particular person you are grateful for who helped get you to where you are?
Having female role models has shaped my journey in so many ways, giving me the confidence to grow both personally and professionally.
When I moved to Dubai, my manager Paula Walshe was a pillar of support, helping me navigate challenges and settle into a new city, and I’ve also been deeply inspired by Indra Nooyi, whose leadership at PepsiCo showed me the power of resilience, vision, and breaking barriers.
If I had to give one piece of advice to women progressing in their careers, it would be to embrace challenges and take risks, even when it feels uncomfortable. Some of my biggest growth moments came from stepping outside my comfort zone, and while it wasn’t always easy, it helped me gain new skills, build confidence, and unlock opportunities I never imagined.
What is your favorite quote?
“Fall seven times, stand up eight.” It means choosing to never give up hope, and to always strive for more. It means that your focus isn't on the reality in front of you, but on a greater vision that may not be reality yet.
Shaping the Future of Franchise Funding and Financial Technology
Shay Kleinschmidt, VP of Lending, FranFund
Hi Shay. Please tell us about your background and areas of interest.
I grew up in Aledo, Texas on a cattle ranch, where my upbringing instilled a strong work ethic and a commitment to positive habits and values that have guided my career journey. Joining FranFund in 2012 marked a pivotal career shift. It was here that I discovered my passion for Small Business Administration (SBA) loans and the intricate world of franchising.
Over the years, I've ascended through various positions to my current role as VP of Lending at FranFund. My strategic foresight has been instrumental in shaping our lending
department's sterling reputation, built on forging robust lender relationships and tailoring competitive funding solutions.
At FranFund, we specialize in crafting bespoke financial strategies that empower aspiring entrepreneurs to realize their dreams of business ownership while ensuring longterm viability.
I am an active voice in driving industry advancement through leadership positions, including serving on the IFA Supplier Advocacy Board, Titus Center for Franchising Advisory Board, NAGGL Associate Member Committee, and NAGGL Region VI Committee.
Technology is transforming funding by streamlining processes, improving risk assessment, and making financial systems more accessible, efficient, and adaptable to business needs
Shay Kleinschmidt is the Vice President of Lending at FranFund, a financial services company that crafts insightful funding strategies that help solidify the dreams of franchise or small business ownership for entrepreneurs. Since Kleinschmidt joined FranFund in 2012, her strategic vision has helped the company’s lending department gain a distinguished reputation for quality. She has established a wide variety of lender relationships throughout the years, which continues to expand today and as a result, FranFund can offer competitive funding products of all shapes and sizes. Kleinschmidt has a bachelor’s degree from Southwestern University. She currently resides in the Dallas-Fort Worth area. Recently, in an exclusive interview with CXO Outlook Magazine, Shay shared her professional trajectory, the secret mantra behind her success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
What do you love the most about your current role?
One of our 5 company values is Embracing Relationships. We are a people-driven company with deep internal and external relationships. I take pride in nurturing my team's growth and development, which not only enriches my role but also drives us towards achieving high performance together. I could not ask for a better team of excellence. I wake up inspired and motivated to work with and for such esteemed individuals.
From an external relationship standing working in the SBA and franchise industries is incredibly fulfilling because we play a pivotal role in empowering startup and existing small business owners. By facilitating access to funding, we enable entrepreneurs to fulfill their dreams. This support drives economic
growth and fosters job creation on a national scale, strengthening local communities and contributing to broader socioeconomic development. This truly provides me with a deep sense of satisfaction knowing my team and I are instrumental in shaping the success stories of individuals and positively impacting the economy at large.
What role do you think technology will play in the future of funding and finance?
Right now, technology is playing a transformative role in the future of funding and finance by making capital more accessible, efficient, and data driven. AI and machine learning will streamline processes and risk assessment, enabling faster and more accurate loan approvals. Also, automation and predictive analytics will
By nurturing lender relationships and crafting strategic funding solutions, we help entrepreneurs turn business ownership dreams into reality with long-term success
help businesses make smarter financial decisions. These advancements will lead to a financial system that is faster, fairer, and more adaptable to the needs of modern businesses.
Stay on top of technological advances by continuously educating yourself through industry publications, networking with experts, attending fintech conferences and webinars, and exploring emerging tools that can enhance efficiency and decision-making.
How do you stay ahead of the curve in the ever-changing world of finance and funding?
I am committed to proactive and continuous learning, relationship-building and strategic adaptation. =I make it a priority to stay informed on national and international news, regulatory changes, economic trends, and lending landscape shifts and remain actively engaged with industry associations like the International Franchise Association (IFA) and the National Association of Government Guaranteed Lenders (NAGGL). These organizations provide invaluable insights into emerging policies, best practices, and advocacy efforts that directly impact franchising and small business funding.
Additionally, I maintain strong relationships with a diverse network of lenders, ensuring FranFund remains at the forefront of innovative and competitive funding solutions. By closely monitoring market trends and collaborating with financial institutions, we can anticipate challenges and adjust our strategies to best serve entrepreneurs.
Internally, I focus on optimizing processes and strengthening risk mitigation strategies to ensure compliance and efficiency in funding
programs, particularly those involving SBA lending. By fostering a culture of adaptability and staying deeply engaged in the evolving financial landscape, I ensure that both FranFund and our clients are well-positioned for long-term success.
Never get too comfortable. Complacency is the enemy of progress. Stay curious, keep learning, and embrace new challenges to stay ahead of the curve. The most successful people continuously adapt, refine their skills, and seek out opportunities for growth.
How do you balance your personal and professional life, and what self-care practices do you prioritize?
I’ve found that setting clear boundaries and being intentional with my time is key. In a fast-paced industry like finance and franchising, it’s easy to get caught up in the demands of work, so I make a conscious effort to unplug and be present when I’m with family and friends.
Self-care for me starts with maintaining a strong mindset and healthy habits. I prioritize regular exercise, whether it’s a workout or just going outside for a walk, to keep both my body and mind sharp. I also believe in the power of small, consistent habits, much like the ones I grew up with on my family’s ranch, that help me stay grounded and focused.
Another essential part of my routine is making time for personal development, whether through reading, mentorship, or engaging in industry associations. Surrounding myself with driven, like-minded professionals helps me stay motivated while also reinforcing the importance of taking time to recharge.
At the end of the day, I remind myself that balance isn’t about perfection, it’s about being intentional with the moments that matter most.
You were recently recognized as one of the Top 50 Women Leaders in Finance for 2025. Our readers would love to know the secret sauce behind your success.
I attribute my success to a combination of hard work, adaptability, and a commitment to continuous learning. From the beginning of my career at FranFund, I’ve embraced every challenge as an opportunity to grow, never shying away from rolling up my sleeves and diving into the complexities franchise funding.
One of the biggest factors in my journey has been the power of relationships, both with mentors who have guided me and the incredible team I work with daily. Surrounding myself with driven, knowledgeable professionals has been instrumental in shaping my leadership style and fostering innovative solutions in finance.
I also believe in the importance of strategic vision and problem-solving. The financial landscape is constantly evolving, and success in this field requires the ability to anticipate shifts, pivot when necessary, and create funding strategies that empower entrepreneurs for longterm success. I approach every aspect of my work with intention and a commitment to excellence.
If there’s a 'secret sauce' to success, it’s thatstaying adaptable, investing in relationships, and never losing sight of the bigger picture.
How do you think women can use their unique perspectives and strengths to drive innovation and change in the finance industry?
I believe mentorship plays a critical role. By supporting and lifting up other women in the industry, we create a cycle of empowerment that fosters fresh perspectives and new ways
of thinking. Representation matters, and when women see others breaking barriers and excelling in finance, it inspires future generations to do the same.
Women bring a unique and invaluable perspective to the finance industry. Our ability to approach challenges with a blend of analytical thinking and emotional intelligence allows us to foster strong client relationships and create innovative, tailored solutions.
One of the greatest strengths women bring is adaptability. The finance industry is ever evolving, and having the ability to pivot, think creatively, and anticipate market shifts is key to driving meaningful change. Women often excel at collaborative leadership, which leads to a more inclusive and dynamic workplace, one where diverse ideas are encouraged, and better solutions emerge.
Ultimately, driving innovation in finance isn’t just about numbers, it’s about people. Women have a natural ability to connect, listen, and find creative ways to solve complex challenges, making us powerful catalysts for progress in the industry.
Is there a particular person you are grateful for who helped get you to where you are?
FranFund’s co-owner and CEO, Geoff Seiber. Finance remains a category where high-level positions can often be filled based on years of experience and age rather than true capability. Traditional leadership pipelines have long favored tenure over talent, making it difficult for fresh perspectives to break through. However, FranFund takes a different approach. Our CEO does not rely on outdated markers of success but instead values performance, grit, and
passion. He believes dedication, innovation, and results speak louder than years on a résumé. I have not been held back due to age or tenure in this company. Because of this, I’ve been promoted into roles that have challenged me, allowed me to grow, and ultimately given me the opportunity to thrive. By fostering a culture that celebrates individuals for their contributions and drive, we create opportunities for diverse leaders to rise, challenge the status quo, and propel the industry forward.
What do you hope to achieve in the next 5-10 years, and how do you plan to get there?
I hope to continue making a meaningful impact in the finance and franchising industries by driving innovation, expanding access to funding for entrepreneurs, and mentoring the next generation of leaders. I want to play a key role in
shaping the future of franchise funding, ensuring that financial solutions remain competitive, flexible, and accessible to business owners of all backgrounds. I aim to further elevate FranFund’s reputation as the go-to resource for franchise and small business funding by strengthening our lender relationships and expanding our product offerings. Additionally, a major focus is staying ahead of advancements in AI and financial technology, ensuring that FranFund continues to leverage cutting-edge tools to streamline processes, enhance risk assessment, and improve the overall funding experience for our clients.
To get there, I will stay at the forefront of industry trends by remaining actively involved in organizations, continuously learning, and adapting to market shifts. I’ll also focus on further developing and empowering my team, ensuring that we continue to cultivate a culture of excellence, innovation, and collaboration.
Success in finance requires adaptability, strategic vision, and a commitment to excellence that empowers clients and drives meaningful impact across industries
Women drive innovation through emotional intelligence, collaborative leadership, and fresh perspectives that foster dynamic workplaces and inspire the next generation of leaders
Ultimately, my goal is to leave a lasting impact, both within my company and in the broader financial industry, by driving meaningful change and championing opportunities for future leaders.
What advice would you give to entrepreneurs who are just starting out and seeking funding?
My biggest piece of advice for startup entrepreneurs seeking funding is do your homework. Have a comprehensive business plan, a solid financial model, and a clear understanding of your funding needs. Make sure to have a funding strategy (short and long term) in place before making any final decisions or signing any commitments. Understanding all financing options early on ensures you choose the right structure for your business and avoid costly mistakes down the road. There are many funding paths including SBA
loans, ROBS (Rollovers for Business Startups), and alternative financing solutions. It’s pertinent to understand the qualification, process and timing of the funding program being pursued, to have realistic expectations and avoid negative surprises. It can be overwhelming, which is why working with experts like FranFund can help identify the best, customized funding solution to their business plan.
Another key factor is building strong personal and business credit. Lenders assess risk carefully, and having a solid credit profile can open more doors and help you secure better terms.
Lastly, don’t get discouraged by setbacks. Funding can be a complex and sometimes lengthy process, but persistence is key. Surround yourself with knowledgeable advisors, stay flexible, and be willing to adapt your approach. The right funding strategy can set the foundation for longterm success, so take the time to get it right from the start.
Driving Equitable Economic Growth through Emerging Technologies
Salah Goss, Social Impact and Technology Expert
Hi Salah. Please tell us about your background and areas of expertise. I work at the intersection of technology and social impact with a particular focus on financial inclusion. I’ve worked in government, the private sector and philanthropy, all focused on improving the lives of people who are often underserved. The bulk of my career has been global, focused on the Americas, Africa, the Caribbean and Southeast Asia. I called Africa home for about a decade where I lived in Kenya, Nigeria, Senegal and Egypt. Currently, I am deeply committed to ensuring emerging technologies, such as AI, support equitable
economic growth and do not further exclude underserved communities.
Over the course of your career, you have been a recipient of prestigious awards and recognitions including World Economic Forum Schwab Foundation Intrapreneur of the Year, Women in Payments Community Impact Award, 2022 to name a few. Our readers would love to know the secret mantra behind your success.
I am grateful for this recognition and when I think about what drives me and about the
Recognize and respect your unique contribution—those differences can offer perspectives others might overlook and lead to meaningful change
Throughout her extensive career at the intersection of social impact and technology, Salah Goss has been worked across the U.S., Africa, India, and the Caribbean. Salah is published author, an Aspen Finance Leaders Fellow, a World Economic Forum Schwab Foundation Fellow and a Rockefeller Foundation Bellagio Center Resident. Salah has been recognized for her leadership in both the public and private sector at Mastercard, the Bill and Melinda Gates Foundation, The Open Society Initiative and the US Department of Commerce. Salah holds a master’s degree from the Paul H. Nitze School of Advanced International Studies (SAIS) at Johns Hopkins University. Salah speaks French and has studied Arabic, Kiswahili and Wolof.
Recently, in an exclusive interview with CXO Outlook Magazine, Salah shared her professional journey, the secret mantra behind her success, personal role model, her favorite quote, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Technology must be harnessed intentionally to ensure it raises the quality of life for all, rather than deepening existing divides
lessons my mentors have taught me, four things come to mind:
The team you are on is as important as the team you manage. I naturally focus on trying to be a good manager and providing for my team; however, I have learned that your peers and colleagues also need support. Forming a habit of collaboration can be really fulfilling since it makes your wins, their win and vice versa. And it’s always better to celebrate together!
Do your best even when no one is lookingI have had so many professional opportunities because someone recognizes my work ethic and accomplishments and recommended me. You never know who is watching so strive for excellence, no matter how small the task. And when it is in support of a colleague, or your broader team, always go above and beyond.
Don’t overlook the basics, or said another way, do a good job at doing a good job. No matter what the task or problem you are trying to solve, there are some principles that you should always apply to be successful-
ask the right questions, empower your team, carefully frame the conversations to get the best contributions, state the problem clearly and ruthlessly prioritize solutions, be proactive and always follow-up. If you do these things, no matter what the deliverable is at hand, you will set yourself up for success.
Recognize and respect your unique contribution. When I first got into technology and was new to the private sector, I was often in rooms where I was the youngest, the only women, only Black American and certainly the only one with a social impact background. Unlike 95% of my colleagues, I did not come from banking or payments. Because of this, I was often intimidated into silence. My manager at the time encouraged me to speak up and contribute my opinion. He reminded me that the very reasons that kept me quiet were the reasons he hired me. He wanted my unique perspective in these conversations and he had my back when my view challenged the status quo. Owning these differences and articulating
the varied perspectives they afforded me has contributed to my professional success.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
Ava DuVernay. She has an amazing ability to tell stories that are both universal and deeply intimate. I get the sense that she has great confidence in her unique point of view and is inviting us all to participate in the way she sees the world. I once heard her say that “in your lane, there is no traffic.” She seems to personify this perfectly. So if I had the opportunity to
bask in her confidence and genius for one hour, I would not pass up the opportunity.
Is there a particular person you are grateful for who helped get you to where you are?
My answer to this question will always be my mother. For her, excellence was never optional in my household, it was the norm but somehow, I always felt loved and supported, never pressured. I am still trying to figure out how my mother managed that fine balance. She was one of the smartest women I have ever met, and she was way ahead of her time in the
way she supported, challenged and exposed me and my sisters to different experiences. We never had a new car or even new clothes, but I learned to swim in Barbados before I could walk and had been to two countries in Africa before my tenth birthday. My mom made me believe that I could achieve anything and that there was not a space in which I didn’t belong.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I recently spent a month at the Rockefeller Bellagio Center in Lake Como, Italy. I was selected to be part of the 2024 Residency based on my research on wellbeing. Years of research have highlighted a few pretty important elements of well-being, one of the most important ones is social connections. It has been useful to remind myself of this to prioritize spending time with loved ones, friends and even with new acquaintances or in communities that are new to me. I think it is quite easy to isolate yourself in the name of productivity or in the course of a busy life. Sometimes it takes more effort but it is always fulfilling to be in community whenever you can and focus your attention on listening to and sharing in someone else’s story.
To foster a productive team, I have found that empowerment is the best motivator. When your team has the support they need to make good decisions, they will usually do a good job. As a manager, sometimes the best thing you can do is clear obstacles, give strategic direction and then get out of the way. You can always guide, or course correct but let them decide the route. Your team will think of innovations and ways of doing things that you
Forming a habit of collaboration makes your wins shared victories, creating a more fulfilling and connected professional journey
may never have, their critical thinking skills will be challenged, and their hands-on learning will increase dramatically. This is how you build leaders.
What is your favorite quote?
My favorite quote is one by Maya Angelou- it goes “do the best you can until you know better. Then when you know better, do better”. To me, this quote speaks to continuous learning and being committed to always improving your skill set and knowledge base. But the important part of this quote that is often overlooked is the idea of not being paralyzed by the pursuit of perfect knowledge. We often don’t act because we don’t have the full picture but in my line of work, and I would say when it comes to the world’s toughest problems, we often don’t have the luxury of full information or a perfect plan. What is important is to do your very best and not get discouraged. I also like this quote because it speaks to execution. It challenges us to go back and execute more effectively as we learn more.
Where do you see yourself in the next 5 years?
Professionally, in five years, I want to be in a leadership role where I can continue to be a champion of global inclusive economic growth that changes people’s lives and improves communities. I see myself being most effective in the pursuit of this goal by harnessing the transformative power of technology to tackle bigger and bigger challenges. I am a techno optimist so am confident that technology will be critical to building the kind of future we all want. I see myself continuing to use my leadership to ensure we are intentional that
Empowering your team to make good decisions, while offering strategic guidance, helps foster leadership and unlocks their full potential
the benefits of emerging technologies, like AI, are used to raise the quality of life for all communities rather than deepen the divide between those who have access and those who do not.
On a personal front, in 5 years, I would like to envision my spending equal time in my garden in DC and by the beach in my home in Barbados. I find the best thoughts happen in stillness, in nature and by water. I have also seen that genius can happen in dream spaces and when we let our minds wander freely. I would like to think that in five years, I would have gotten better at protecting time for this to become a daily practice. This may seem like a strange thing to highlight in my answer, but it is a reminder to always make room in my future life plans for rest, balance and being still. I have dedicated time and energy to my work and luckily, I am beginning to see the benefits in the impact I am having. I would like to pour the same intention into being well and having protected spaces to think creatively and be expansive in my problem solving. I think this will be an important part of my leadership and legacy.
If the past is a predictor of the future, I have no doubt that in 5 years I will be doing meaningful work that still brings me joy; but
I also want to envision a 5-year horizon filled with close community, room for reflection and personal meaning.
What advice would you give to anyone starting out on their career in your industry?
Beyond the advice I mentioned above, I would give 3 additional tips:
Be a problem solver: This forces you to be execution oriented and work with others toward a solution. Solving problems also necessitates asking the right questions, which is invaluable no matter what industry you are in.
Focus on the customer: Centering the person, customer segment or groups you are trying to reach -whether with a product, program or information- is fundamental to good design. It also increases your ability to be empathetic and in tune with the needs you are solving for.
Never stop learning: I have switched industries several times and have had to learn a new skill set each time- from international development, to philanthropy, to technology. It can be nerve racking and humbling but the ability to learn a new skill is important to keep growing in your career. And once you learn something, you can only build on it and improve.
