CXO Outlook www.cxooutlook.com is a global knowledge sharing digital platform published by Connecta Innovation Private Limited. All rights reserved. The opinions expressed in the content and pictures provided are those of the authors. They do not purport to reflect the opinions or views of Connecta Innovation Private Limited or any of its members and we do not assume any responsibility. The publisher does not assume any responsibility for the advertisements, its content, pictures, and all representation of warranties made in such advertisements are those of the advertisers and not of the publisher. CXO Outlook www.cxooutlook.com is a Free Subscription and Free-to-read digital platform strictly not for sale and has to be strictly for internal private use only. Publisher does not assume any responsibility arising out of anyone modifying content and pictures, printing a copy of this digital platform in any format and in any country and all matters related to that.
The Human Side of the HR Revolution
Not long ago, a friend called in a bit of a panic. “My job title hasn’t changed,” she said, “but apparently, I need an entirely new skill set overnight!” Sound familiar?
We’re all feeling it—HR is evolving fast, and the rules of the game are changing just as quickly. Across industries, AI tools are no longer just shiny toys. They're becoming essential in how we hire, retain, and develop talent. But with all this innovation, many leaders are still asking the same, very human questions: How do we build a strong culture when half the team is remote? How do we support employees without burning out the support systems? And what does “fair” even look like in a world of pay transparency and global hiring?
In this issue of CXO Outlook, we take a thoughtful look at where HR is heading—and who’s
helping to lead the charge. Our cover story shines the spotlight on Belén Presas, Global Senior Director of Organization, Rewards & Transformation at Radisson Hotel Group. With a background that blends journalism, communications, and HR strategy, Belén brings a
refreshing, people-first approach to transformation. She opens up about what it takes to create meaningful change and how Radisson earned its spot on Forbes’ list of the World’s Best Employers.
Inside, you’ll also find stories on AI-driven learning, DEI strategies that move beyond lip service, and what it really means to future-proof your workforce. At the heart of it all? A simple truth: HR isn’t just about systems—it’s about people. We hope the stories in this issue inspire you to lead with both empathy and innovation. Read it. Reflect on it. Share it with your team. And if something sparks an idea or a question, let’s keep the conversation going on our digital platforms. Because the future of work isn’t just coming—it’s already here. And it has a human face.
Enjoy the read, and let’s build better workplaces together.
Sarath Shyam
BELÉN PRESAS
GLOBAL SENIOR DIRECTOR, ORGANIZATION, REWARDS & TRANSFORMATION, RADISSON HOTEL GROUP
BUILDING IMPACTFUL WORKPLACES THROUGH PEOPLE-CENTERED STRATEGIES
IN MY VIEW
Ulf Avrin, MD, Pearson Ham Group Europe Transforming Businesses through Pricing Excellence
The Rise of Climate Tech: How Innovation is Fighting Climate Change
Claudio Colombo, Managing Director, NextSTEP
Grace Tang, Founder & CEO, Am I Tech Enough The Rise of “Non-tech Tech Talent”
LEADER'S INSIGHTS
Inspiring a Next Generation of Hospitality Leaders
Heidy Vicente, Director of Sales, AC Hotel Honolulu
David Brown, Author, “Banned Business Books, Vol. 1, Pricing” Innovating at the Intersection of
Leading the Way to a More Sustainable Future
K D Adamson, Renegade Futurist, Ecocentrist, Top Keynote Speaker, Writer, & Advisor
Creating Lasting Customer Impact Through GTM Excellence
GLOBAL SENIOR DIRECTOR, ORGANIZATION, REWARDS & TRANSFORMATION, RADISSON HOTEL GROUP
BUILDING IMPACTFUL WORKPLACES THROUGH PEOPLE-CENTERED STRATEGIES
Belén Presas Mata is a global HR and communications leader with a strong track record in designing business-driven strategies that boost engagement and optimize talent across multicultural environments. She has worked in media outlets, international organizations and now specializes in HR and Corporate Communications. Working as HR Director for Strategic Projects at Radisson Hotel Group, she has led HR projects that have contributed to the company’s recognition as World’s Best Employer by Forbes and built employee engagement and retention. Journalist with a master’s degree by New York University, she’s fluent in Spanish, English and French. Belén is passionate about building impactful, people-centered workplaces.
Recently, in an exclusive interview with CXO Outlook Magazine, Belén shared insights into the evolution of HR and communications in the future, personal source of inspiration, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Hi Belén. Can you share a moment that sparked your interest in pursuing a career in HR and communications?
I never envisioned a career in HR—I started out as a journalist and wasn’t even sure what HR truly involved. But life often presents unexpected opportunities, and it’s up to us to seize them. Seven years ago, I was offered a chance to step into a role focused on HR strategy and project management—and I said yes.
What I’ve learned throughout my journey is not to let fear hold me back. You may not know how to do something today, but you can always learn. What matters most is having a growth mindset and the flexibility to adapt to change.
What do you love the most about your current role?
What I love most about my current role is the opportunity to lead projects from end to end — from design to implementation. There’s something incredibly fulfilling about bringing an idea to life. As HR Strategy Director, I not only define the People & Culture projects we focus on, but I also get to roll up my sleeves and execute many of them directly. I thrive in that space where creativity meets execution — not just strategizing, but actually seeing things through to completion.
I also genuinely enjoy working in hospitality. It’s a unique industry where you can experience some of the world’s most amazing destinations firsthand. Our brand promise, “Every Moment Matters,” truly resonates with me — in this industry, we really do make every moment count. Over the past seven years, I’ve learned something new every single day, and that’s something I deeply value.
The digitalization and automation of administrative, non–value-adding tasks will play a critical role in shaping the future of HR, especially driven by the possibilities opened up by Artificial Intelligence
How do you see the future of HR and communications evolving, and what opportunities and challenges do you
First, the digitalization and automation of administrative, non–value-adding tasks will play a critical role in shaping the future of HR, especially driven by the possibilities opened up by Artificial Intelligence. From an HR perspective, we need to prioritize the reskilling and upskilling of employees whose roles are likely to become obsolete due to AI-driven changes.
Second, with ongoing pressure on budgets caused by market uncertainty, geopolitical tensions and the growing complexity of business operations, there’s a significant opportunity to build organizations that are agile enough to address short-term, contextual challenges while also laying the foundation for long-term strategic growth.
Moreover, attracting and retaining top talent has always been a key priority in HR — and it has become even more critical in recent decades. With the ongoing war for talent and the fast-paced professional evolution among younger generations, companies must position themselves as attractive employers. This means developing strong, authentic employer brands supported by competitive compensation packages, clear career paths, and flexible work models that support work-life balance.
Finally, when it comes to communications, I believe authenticity and immediacy will remain defining traits of any top employer. Candidates and employees want to connect with organizations that are true to who they are. In a world full of noise, less is more — companies must focus on fewer, more powerful messages that resonate with
a generation used to instant feedback and constant access to information.
What role do you believe HR plays in driving business outcomes and growth?
I believe HR must stay closely connected to the business. As enablers of growth, we need a deep understanding of the company’s nature, operations, and strategic direction. Our HR strategies must evolve rapidly to align with shifting business needs, strategic priorities, and market challenges.
From an HR perspective, it’s time to shift from a cost-center mindset to a value-creating one. We should position HR as internal consultants — proactive partners who deliver services that internal clients would actively choose and “pay for” because of the value they bring. This shift requires us to focus on high-impact, value-adding activities and to define clear KPIs and success metrics that demonstrate our contribution, while also identifying areas for improvement.
Only by becoming a function that generates measurable value and provides competitive advantage can HR truly support the business. This transformation allows us to move beyond being the department people turn to only when problems arise — and instead become key contributors to the company’s growth and strategic success.
How do you stay current with the latest trends and developments in HR and communications?
I believe curiosity is a key driving force for staying up to date in any field. It requires cultivating an open mind and a genuine willingness to embrace change and new developments. Personally, I take every opportunity to engage
In
the international environments most of
us
work
in, it’s not enough to simply coexist with diversity; we need to learn how to truly thrive in it
in meaningful conversations with others in the field — whether through joining think tanks, conducting research, or attending conferences. Staying connected with peers and thought leaders is essential, and whenever possible, I prioritize face-to-face interactions to foster deeper, more impactful exchanges.
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?
DEI should be a cornerstone of any business operating in today’s globalized world — after all, we’re all strangers somewhere. In the international environments most of us work in, it’s not enough to simply coexist with diversity; we need to learn how to truly thrive in it.
The most important aspect of building effective DEI strategies is ensuring they are
holistic and action-oriented. We need to move beyond “talk” and focus on driving real, measurable change. This starts with securing the commitment of top leadership — without their buy-in, meaningful transformation across the organization is not possible.
Despite recent pushbacks on DEI, I believe diversity will remain a critical business priority. People want to work for companies that reflect who they are — and today’s talent pool is more diverse than ever. Candidates are looking for organizations that don’t just talk about change, but actively pursue it.
Is there a particular person you are grateful for who helped get you to where you are?
One of my former bosses and mentors, Iñigo, has been a true supporter of my career and personal growth. He was the first person to tell me that I had the potential to have a career in HR. When I joined Radisson Hotel Group, I
started as a Communications Manager coming from a background in journalism (having worked in news outlets and international organizations). At the time, I had no idea that I was interested in HR, let alone that I could build a career in it. It was his vision and trust that pointed me in that direction, ultimately leading me to make one of the best decisions of my professional life.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I grew up in a household of strong women — my mother and grandmother. I remember them as hardworking and determined, women who faced many challenges but were never stopped by them. From them, I learned that true strength comes from having a clear vision and knowing where you want to go. It’s a mindset I’ve carried into my professional life.
On a practical level, I can only recommend what has worked for me. Despite a busy schedule, I always make time for the things that ground me: practicing sports, connecting with art, and meditating. I focus on being present and fully experiencing the moment I’m in — that helps me stay centered and resilient.
When it comes to motivating my team, I believe it starts with genuinely caring about them. Taking time to build personal relationships lays the foundation for strong professional ones. Recognition is also a critical motivator — both formally (through mechanisms like compensation, career development, and learning opportunities) and informally (public appreciation, sincere thanks, and giving people visibility for their contributions).
What do you hope to achieve in the next 5-10 years, and how do you plan to get there?
I want to continue growing the field of HR and building an international career. One of the best advices I’ve received was to not be afraid of losing my job. Much in life is about seizing opportunities with boldness and hope. Even though I have in mind a roadmap, I’m also open to change and adaptation as I go. As I said, I didn’t expect to have a career in HR and that has turned out to be one of my best professional decisions. What also excites me is continuing to work. I’ve published my first book some years ago and I plan on continuing my writing and publishing a second one.
Besides planning and visualizing your future, I would advise people to take risks and not be afraid. Dance a bit more with what the journey brings and be flexible.
What advice would you give to HR leaders looking to develop a comprehensive transformation strategy for their organization?
Start by identifying the real problems. Too often, companies take a “copy-paste” approach to strategy, replicating what successful organizations have done, assuming it will work for them. My advice is to invest time in conducting a comprehensive, data-driven analysis to truly understand where your organization stands. Only after that can you set the right actions and targets. Otherwise, it’s like going to the doctor and only sharing one symptom — even if they get it right, it will be by chance. We can’t afford to succeed by chance; if we do, we won’t be able to replicate that success or build sustainable growth.
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 ?
Transforming Businesses through Pricing Excellence
Ulf Avrin, MD, Pearson Ham Group Europe
Hi Ulf. Please tell us about your background and areas of interest. I come from a really small town in Sweden and over time I moved to bigger and bigger cities. Perhaps I needed to have more lively environments and more anonymity? The first step was to Gothenburg where I went to Chalmers University of Technology. After
having obtained my MSc in Applied Physics I started a PhD at the institute of theoretical physics. Soon I realised that while I really like physics, research was not my thing. A year into the program I left and moved into the commercial world.
A couple of years down the road I joined the Ericsson Group where I became project
Ulf Avrin, a seasoned entrepreneur and business leader with over 30 years of experience in software and consultancy. With a strong passion for pricing and a strategic yet hands-on approach, he has helped major enterprises across industries—including industrial manufacturing, software, distribution, and retail—unlock business value. Ulf brings a holistic management perspective and firmly believes that sustainable, effective pricing isn’t just about numbers—it’s about the right mix of technology, processes, and people.
Recently, in an exclusive interview with CXO Outlook Magazine, Ulf shared his professional trajectory, insights into the most significant challenge in developing and implementing pricing strategies, the secret sauce behind his success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
A large part of my professional career has been in IT and Telecom infrastructure, where the end-user is far away. Not so in pricing, and I love this!
manager for the implementation of mobile networks and for software development projects delivering the main switches in telecommunication networks of the time. During a period I was leading the sales unit for the markets in the Middle East, a great experience and incredible exposure to cultures radically different to where I come from. Eventually I moved in to the space of internet applications at the end of
the 1990’s, which is where I go to know Microsoft as well, leading a joint venture between Ericsson and Microsoft. After this I got hooked on innovative and early stage businesses and I had the opportunity to be the CEO of a few of those. This period taught me to be humble of the challenges of growing companies, the difficulty of commercialising innovative offerings and how to work closely with owners and external board members.
I ended up in pricing through a friend that asked me to help with the transformation of his company’s business to cloud based pricing software solutions, and since then I am in pricing!
My career path has not been a very thought out, straight line. I am a believer in that you will never be able to predict when an opportunity will arrive, but when it does, you have to be prepared to make the decision to take the chance or not.
What do you love the most about your current role?
In my current role I have a great mix of building an organisation, meeting with prospective clients at events or in their offices and meeting with clients during the delivery of our consulting missions. Successful pricing projects involve working very closely with the client organisation, helping define improved ways of working across pricing, sales, product management, marketing and others, and to put the technology in place for more data driven decision making. All this with a team of very competent consultants that are passionate about what they are doing. This mix is fantastic! In addition, in pricing you always work
directly with people that benefit from the work you provide. A large part of my professional career has been in IT and Telecom infrastructure, where the end-user is far away. Not so in pricing, and I love this!
I am also a learner. I enjoy learning from my clients, from new project and, new client challenges!
What are the most significant challenges you face in developing and implementing pricing strategies, and how do you overcome them?
The biggest challenge in pricing is to bridge the strategic level and operational level. It is very easy for large organisations to focus on the operational level, to drive operational improvements in the organisation and make pricing process more streamlined. This part is about organisational functions and domain experts, tools and processes. This is good and necessary, but it is not sufficient. Strategic pricing objectives are about identifying opportunities and risks to the overall business and this is something you talk to CxO levels about. These two worlds do not always meet but in pricing it is essential, else there will be
Strategic pricing objectives are about identifying opportunities and risks to the overall business and this is something you talk to CxO levels about
My ambition and desire is to be able to contribute through mentorship, non-executive board roles and in any way possible, winding down professional life in a very progressive way over several years
little improvement. My team and I therefore have to able to speak to stakeholders at different levels in the organisation in the language that is most appropriate for each.
You were recently named as one of the Top 100 Pricing Leaders to Follow in 2025. Our readers would love to know the secret mantra behind your success. Well, this is predominantly about engaging in the communities of pricing professionals and business leaders. Daring to express views,
making things practical and actionable for people and to be reasonably visible at events and on LinkedIn, and so on. Over time you build a certain brand and hopefully it includes being trustworthy and relevant.
Is there a particular person you are grateful for who helped get you to where you are?
Once upon a time, when I was at the age of about 30, I had a manager at Ericsson who asked me: “Ulf, do you see yourself as a technical
expert in the future or do you see yourself as a business leader?”. He made me think of my future, the choices and what it would mean to make them. In the end, after some serious thinking time, and with his support in the process, I eventually made the choice to become a business leader out of the interest in the client interaction. This lead me to complement my MSc with an Executive MBA, and move more into commercial activities, so as to establish solid foundation for business leadership.
What does the term “authentic leadership” mean to you?
This is about being yourself, to be grounded in your own core values, to recognize your strengths and weaknesses. It is also aboutinternalizing the business objectives, making them as personal and meaningful as possible, so that your team and the organisation at large can embrace them.
What are some of your passions outside of work? What do you like to do in your time off?
Since 20 years I live in Paris. Here I can benefit from a huge cultural scene, which I really like to benefit from: music, theatre, architecture, haute couture, and of course food. I enjoy cooking and love the Saturday routine of going to the fresh product market close to where I live to buy the vegetables, cheese, fish, meat, that I try to make the best of in my kitchen. Paris is also a very multicultural city, which for me is essential. Diversity makes your everyday life less predictable and therefore more enjoyable.
If you want to have more impact then you need also to develop your strategic understanding and how you influence at the highest senior levels
In addition, I love skiing. The Alps, with some of the largest ski areas in the world, are only a train ride away. I also love boating, but get very little opportunity to do it. This was a lot easier when I lived in Stockholm, but there we go, life is full of difficult choices!
Where do you see yourself in the next 5 years?
In five years I should formally be retired. However, I don’t really see myself suddenly one day putting the gloves on the shelf and go home. My ambition and desire is to be able to contribute through mentorship, non-executive board roles and in any way possible, winding down professional life in a very progressive way over several years.
What advice would you give to aspiring pricing professionals looking to develop their skills and expertise in this field?
I believe in learning by doing the hands-on work. I think it is important to actually know stuff, not only in theory but also in practice. Having said that, on the basis of a good level of professional skill, if you want to have more impact then you need also to develop your strategic understanding and how you influence at the highest senior levels. So, in short, learn to master the core elements of the profession, but expose yourself to strategic decision making. This will help you in your own career and it will help progress pricing as a practice.
Leading the Way to a More Sustainable Future
K D Adamson, Renegade Futurist, Ecocentrist, Top Keynote Speaker, Writer, & Advisor
Hi K D. What drives your passion for challenging the status quo and pushing for sustainable transformation?
The 1960s ad-man Howard Luck Gossage famously said that changing the world was the only fit work for a grown man. I think ‘grown-up’ works better, but the core sentiment remains the same. If you really drill down there are some very big and significant root causes that are producing all sorts of unpleasant symptoms across the world. I guess what drives me is not just the need to address those root causes but the
need to remind people that they are capable of doing so.
It concerns me deeply that so many of us have been reduced to disenfranchised consumers of the world around us: that we’ve lost confidence in our agency to conceive of alternative systems and our ability to bring them into being. We need to drive big systemic change which feels increasingly unachievable for too many of us. But what people forget is that ultimately they are the system, and we all make choices each and every day that either support or undermine
Digitalization has been powered by the idea that the more connected you are, the more data you can access, the more you can optimize and the more cost and friction you can eliminate
K D Adamson challenges our assumptions about geopolitics and society, business, the environment, economics, technology, and ourselves, reframing the future as a value problem that no technology can solve. Sharp, funny and straight-talking on stage, screen, and in print her inspirational performances have been described as a TED talk on steroids, and a Tarantino movie where no one died. A visionary global authority on future sustainable value creation her candid pragmatism and practical commercial acumen guides and influences leaders and organisations across the world. As a ‘hopeful sceptic’ her motto is ‘dubito, ergo sum’ – ‘I doubt, therefore I am.’
Recently, in an exclusive interview with CXO Outlook Magazine, K D shared insights on the role of technology evolving in the next decade, personal source of inspiration, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
it. If I can help people to understand what those choices are and how to make them differently then I will have made a meaningful contribution.
How do you see the role of technology evolving in the next decade, and what implications does this have for society? You have to start with the way that geopolitical shifts are impacting the global technology model, which is predicated on a globalized, unipolar world. Up until now businesses and consumers have been able to be technology-agnostic - it didn’t matter where your tech hardware or software came from as long as it was functional and cost effective. Digitalization has been powered
by the idea that the more connected you are, the more data you can access, the more you can optimize and the more cost and friction you can eliminate. But now we’re entering a volatile, multi-polar and highly-contested ‘New Moral Age’, where global trade and technology is being weaponised.
The technology that businesses and individuals use in their daily lives is now a major emerging risk: nation states are waging cyber-wars across the world and companies and people are on the front line. Chat-GPT alone drove a roughly 1300% rise in phishing attacks. What’s really been exposed is our dangerous concentration of dependence on all sorts of invisible technology infrastructure around us
The technology that businesses and individuals use in their daily lives is now a major emerging risk: nation states are waging cyber-wars across the world and companies and people are on the front line
– most of which people are unaware of until something like the Crowdstrike outage happens. So what I call the ‘Age of Optimization’ is over because optimization demands a degree of certainty about the circumstances you’re optimising for, and that certainty is increasingly illusory. By definition optimization means reducing resilience and adaptability, which are now absolute priorities. The implications of this paradigm shift for our individual and nation-state safety and security are enormous and will profoundly affect the way we choose to adopt, regulate and develop technology around the world in the future.
You've spoken about the need to move beyond the "techno-optimist narrative." Can you elaborate on what you mean by this, and how it relates to your work?
A big part of why individuals have lost confidence in their ability to influence the world is this pernicious narrative pushed by what I call ‘Big Future’. They will have you believe that the future will either be saved or destroyed by technology – it’s a bit like when a car salesperson straight away asks you how you’d like to pay: the idea that you might not want to buy the car at all isn’t even entertained. The problem is that, as I’ve just outlined, the future isn’t going to be defined by technology, it’s going to be defined by the profoundly difficult political choices that will be made in response to common global challenges. In this new multi-polar world these responses are likely to diverge significantly, and that will influence how technology develops, not the other way around.
It’s critical that people understand this, because Big Future is relying on us being
either too helpless or too lazy to interfere. Because if you believe the future is all about technology and you don’t really understand technology then it’s hard to see what useful part can you play in the future. And if Big Futurewho do understand technology - say that they can fix everything if you just leave them alone, then the path of least resistance is to let them get on with it unmolested. But in my experience most people have a nagging suspicion that Big Future is gaslighting them, and one of the great joys of my job is telling people they are absolutely right, and then watching their steely resolve not to be gaslit any longer.
What are some common misconceptions or myths about sustainability and future value creation that you’d like to debunk?
The most vital misconception is that decarbonisation is going to solve our problems. Decarbonisation is just the beginning. I’m fond of saying that the global economic system was a great start-up that is categorically not going to scale, so we need a fundamental recalibration of what we value and how we measure that value. Up until now we’ve just consumed finite resources without any real consideration as to what we do when they become scarce. Today the world’s largest industries burn through around USD7.3 trillion worth of ‘free’ natural capital every year, but once we start forcing businesses and countries to account for that, the impact on the way we live our lives, and the kinds of products and services that are profitable will change significantly.
The World Bank reckons that biodiversity loss could start costing the global economy
USD2-3 trillion dollars annually by the end of this decade, which is why large businesses and entities are soon going to have to start reporting their biodiversity-related risks. But whereas every ton of CO2 is identical every square foot of nature is completely unique. That means that these reporting expectations are going to be incompatible with the way business and the global economy works today.
In the future sustainable value is going to be created at the New Value Nexus, where the green, blue and circular economies meet, with ESG and the New Moral Age as accelerators. But getting there will involve a profound reorientation of business, aligning ecosystems and incentivising shared outcomes and value creation. These words are easy to write, but please don’t underestimate the gigantic challenges involved in operationalizing them.
Can you share your thoughts on the importance of diversity, equity, and inclusion in driving sustainable transformation?
I’d like to start by differentiating between the principle of DEI and its often problematic implementation. I think the notion that identifying and solving problems can be optimized by convening a diverse set of information and experience is actually pretty uncontroversial. If it weren’t then ensemble heist movies would not be box office gold, and George Clooney would have a much smaller villa. But what’s really important is cognitive diversity – the presence of different viewpoints that force you to challenge your assumptions, reframe problems or unlock solutions that you wouldn’t ordinarily have considered.
The real issue we have here is the way corporations and institutions work, and how difficult it is for them to sustainably harness cognitive diversity in pursuit of problem solving and transformation
So cognitive diversity can be linked to differences in gender, sexual orientation, race or socioeconomic background, but that doesn’t guarantee it. And in corporate settings where we have traditional management by objectives, as opposed to focussing on key results and outcomes, it’s been much easier to have tick-box objectives related to numbers and ratios of different genders, races etc. than actually doing the hard work of engineering cognitively diverse teams and workforces that create demonstrable value by their diversity. So unfortunately the result is that corporations which have historically been infested with singularly unimpressive and unqualified white/indigenous heterosexual men are now populated by a far more inclusive and diverse range of unimpressive and unqualified people.
The real issue we have here is the way corporations and institutions work, and how difficult it is for them to sustainably harness cognitive diversity in pursuit of problem solving and transformation. If you want to argue that they need to get a lot, lot better at that, then you have my sympathy. If however, you want to argue that some human beings are fundamentally more deserving of fairness and dignity than others, you do not.
Is there a particular person you are grateful for who helped get you to where you are?
I’ve been married to my husband Roger for 30 years this summer and I simply would not be doing this if it weren’t for him. He has always been my biggest fan, my most constructive critic and my most trusted friend. I have been exceptionally fortunate to have him in my life, and to have brought up two wonderful daughters
together. I suspect the universe sent him to me by way of consolation after saddling me with a couple of truly dreadful parents. If so, it was worth it.
How do you prioritize your own wellbeing and self-care given the demands of your work?
I’d like to tell you that I am ruthless about taking no meetings before 10am or after 4pm so I can fit in regular tennis lessons, a spot of kickboxing and assembling more interesting textures for my sensory bin; that I manage my stress by regular meditation and deep breathing in a darkened room listening to whale song, and that I always tell my clients that appearances or deadlines have to be flexible in order to accommodate my mental wellbeing. I’d also like to tell you that I travel the world in my own personal zeppelin. Sadly none of that would be true. I wish it was (particularly the zeppelin) and I hugely admire people who manage to prioritise their self-care, but for me it’s a real challenge.
Which is why I’m sitting here writing this at three o’clock on a Saturday afternoon to make sure you’ve got it ahead of your deadline and that I have time left on Sunday to do the stuff I need to have ready before I get on the plane to my gig next week.
The reality is that it’s very hard indeed to keep all the balls in the air, and I wouldn’t want anyone to think that I have somehow cracked the code for having it all. Like most other women with husbands, kids, elderly parents-in-law, unco-operative cats etc, the demands are constant. But the upside is that when I’ve had enough of being a futurist, I
can go and concentrate on being a Mum for a while, or cook something interesting for Roger, or annoy the cat. The self-care part is definitely a work-in-progress, but I find great satisfaction in doing nice stuff for people I love, and I never miss an opportunity to be by (or in) the ocean.
What's next for you and your work? Are there any new projects or initiatives that you're particularly excited about?
Yes. I am in the process of writing a book, so watch this space. I am also keen on investigating the feasibility of the zeppelin…
What advice would you give to individuals looking to make a positive impact in their own industries or communities?
Big Future likes to talk about the ‘technological singularity’ that’s rushing towards us – the point at which superintelligent AI out-evolves us. But what comes next is not a singularity, it is a liminality. A pause or boundary, a threshold of the future where old certainties have been dismantled but what will replace them is still unclear. During liminal periods individuals and organisations have outsized opportunities to create truly meaningful positive change.
The late Czech President Václav Havel once wrote that none of us as an individual can save the world as a whole, but each of us must behave as if it were in our power to do so. We are living in a moment in history when your chances of actually changing the world have never been higher. So my advice to you is to get out there, and grasp the opportunity.
The Rise of Climate Tech: How Innovation is Fighting Climate Change
Claudio Colombo, Managing Director, NextSTEP
Climate change is no longer a distant threat, it is a present reality affecting economies, societies, and ecosystems worldwide. The urgency to transition towards a sustainable future has never been greater, and at the heart of this transformation lies climate technology, or Climate Tech. This rapidly evolving sector is proving to be a catalyst for meaningful change, leveraging innovation to reduce environmental impact while reshaping industries and economic models.
The acceleration of Climate Tech is driven by a convergence of scientific breakthroughs, regulatory support, and Venture Capital investments. Unlike in the past, when sustainability-focused innovations struggled to reach the market, today we see a growing network of early-stage investors, corporate partnerships, and government initiatives that are bridging the gap between research and commercialization. This shift is enabling the
large-scale deployment of technologies that are essential for achieving a net-zero future.
Climate Tech encompasses a broad spectrum of solutions, ranging from renewable energy advancements to AI-driven resource optimization, sustainable mobility, circular economy, water and agriculture innovations. These technologies are not only addressing environmental challenges but also unlocking economic opportunities, fostering job creation, and redefining industries. The accelerating momentum in this sector underscores how innovation, investment, and policy are reshaping the landscape of sustainabilitydriven technology.
Transforming Key Sectors: Energy, Mobility, Circular Economy, Water and Agriculture
One of the most transformative areas of Climate Tech is energy. The rapid decline in the cost of
Claudio Colombo is a visionary investor and innovation leader dedicated to accelerating sustainability through technology. As the Managing Director of NextSTEP, the venture capital arm of NextEnergy Group, he specializes in preseed cleantech investments, identifying and supporting transformative startups that drive environmental impact. Under his leadership, NextSTEP has grown its assets under management to €6.4M, funding 20+ startups across Climate Tech and supporting founders who are shaping the future of renewable energy, circular economy, sustainable mobility, water management, agritech, and more. Claudio is passionate about bridging the gap between early-stage innovation and market adoption, leveraging strategic investments, mentorship, and collaboration to scale breakthrough solutions. He actively fosters an interconnected Nature Tech ecosystem, where startups, investors, corporates, and research institutions can co-create impactful technologies that accelerate the green transition.
Climate Tech encompasses a broad spectrum of solutions, ranging from renewable energy advancements to AI-driven resource optimization, sustainable mobility, circular economy, water and agriculture innovations
Countries that position themselves as leaders in Climate Tech will not only address the climate crisis more effectively but also gain competitive advantages in emerging industries
renewable sources, such as solar and wind, has positioned them as a viable alternative to fossil fuels. Beyond energy generation, innovations in storage and grid optimization are ensuring that renewables can provide reliable power on demand. Startups are leveraging AI and IoT to enhance energy efficiency in buildings, optimize industrial processes, and develop smart grids capable of balancing supply and demand dynamically. The integration of these technologies is crucial in achieving net-zero goals and reducing dependence on carbonintensive energy systems.
Another domain experiencing significant disruption is mobility. Electrification, shared mobility, and autonomous driving are converging to redefine transportation in urban and long-haul contexts. The shift towards electric vehicles is accelerating, with advances in battery technology extending range and reducing costs. At the same time, AI-driven platforms are optimizing logistics, reducing congestion, and enhancing efficiency in supply chains. Sustainable aviation and alternative fuels are also gaining traction, demonstrating that the transition to low-carbon transportation is not limited to roads but extends to the skies and seas.
At the same time, the circular economy is emerging as a fundamental pillar of Climate Tech. Traditional linear models of production and consumption, characterized by “take, make, dispose”, are giving way to regenerative systems that prioritize reuse, recycling, and resource efficiency. Startups are pioneering solutions that transform
waste into valuable materials, leveraging biotechnologies, material sciences, and digital tracking to create closed-loop ecosystems. Industries such as fashion, packaging, and consumer goods are increasingly integrating circular principles to minimize environmental impact while creating new business models
Water management and sustainable agriculture are also critical areas where Climate Tech is making an impact. Advanced filtration technologies are enabling more efficient water purification and desalination, addressing global water scarcity challenges. Precision agriculture, powered by AI and IoT, is optimizing resource use, reducing reliance on chemical inputs, and enhancing crop yields in a climate-stressed world. Innovations in alternative proteins, vertical farming, and soil regeneration are reshaping food production, ensuring resilience in the face of shifting climatic conditions.
Beyond Technology: The Role of Venture Capital, Corporate Engagement and Government Policy
Despite these promising developments, scaling Climate Tech solutions requires more than just technological advancements; it demands financial support, regulatory alignment, and cross-sector collaboration. Unlike digital startups, where software can be deployed globally with minimal friction, many climate innovations are DeepTech and involve hardware, infrastructure, and longer development cycles, requiring patient capital and a strategic vision. One of the most remarkable aspects of Climate Tech is its ability to bridge the gap between scientific research and market-ready
solutions. Historically, many sustainabilityfocused innovations struggled to reach commercialization. However, the landscape is changing.
Venture Capital’s role in Climate Tech extends beyond funding; it plays a crucial role in de-risking and accelerating the deployment of groundbreaking technologies. Strategic investors are increasingly offering operational support, connecting startups with industry stakeholders, and facilitating pilot projects that validate and scale technologies. This collaborative approach is essential in transforming climate-focused innovations from promising prototypes into mainstream solutions. As more capital flows into the sector, competition is intensifying, driving rapid advancements and cost reductions across multiple industries.
Corporate engagement is another key driver of Climate Tech adoption. As sustainability becomes a business imperative, leading companies are integrating environmental, social, and governance (ESG) principles into their strategies. Many are partnering with startups, investing in Climate Tech solutions, and deploying carbon reduction initiatives to align with global climate commitments. The intersection of corporate sustainability and startup innovation is creating new pathways for technology deployment, accelerating the transition to a low-carbon economy.
Government policies and public-private partnerships are also fundamental. Regulatory frameworks that support clean technologies, carbon pricing mechanisms, and incentives for
green innovation are crucial in accelerating adoption. Countries that position themselves as leaders in Climate Tech will not only address the climate crisis more effectively but also gain competitive advantages in emerging industries.
A Vision for the Future
Looking ahead, Climate Tech is poised for exponential growth. The combination of technological advancements, regulatory alignment, and financial support is creating an ecosystem where sustainability-driven innovations can thrive. Emerging fields such as green hydrogen, direct air capture, and next-generation battery technologies hold immense potential to accelerate decarbonization efforts. The continued convergence of AI, biotechnology, and materials science will unlock new solutions that redefine how we interact with the planet’s resources.
As the world navigates the climate crisis, the role of innovation cannot be overstated. Climate Tech is not just about reducing emissions, it is about reimagining industries, reshaping economic structures, and fostering a future where sustainability is embedded in every aspect of life. The transition to a greener world is not a distant aspiration but an unfolding reality, driven by the relentless pursuit of innovation and the collective efforts of visionaries determined to make a difference. In this decisive decade, the success of Climate Tech will be measured not only by technological breakthroughs but by the tangible impact it delivers in building a resilient and sustainable future for generations to come.
Inspiring a Next Generation of Hospitality Leaders
Heidy Vicente, Director of Sales, AC Hotel Honolulu
Hi Heidy. What drives your passion for the hospitality industry, and how do you stay motivated and inspired?
My passion for hospitality comes from my roots—growing up with little and always being determined to make a difference. I was driven to contribute to my family, to make a positive impact on others, and to show that success isn't defined by where you're from or what you're born with. It's about your willingness to work hard, stay humble, and never give up. Over the past 12 years, my journey has been shaped by a deep hunger
for growth, and I’ve been fortunate to rise quickly through the ranks. But it’s not about how fast you go; it’s about staying focused on what drives you and using your success to uplift others. Once you find your passion, the rewards are beyond what you can imagine. And I remain inspired by the idea that there's always room to learn, grow, and contribute more.
What do you love the most about your current role?
One of the most rewarding aspects of my role is being part of opening the very first AC
In a dynamic industry like hospitality, we have to be adaptable and open to change
Heidy Vicente is a dynamic and inspiring hospitality leader with over 12 years of fast-paced success and a proven track record of excellence.
Driven by a passion to uplift others and create lasting impact,
Heidy's journey began from humble beginnings as an immigrant. Her unwavering determination and commitment to hard work have propelled her to new heights, with a focus on supporting her family and inspiring those around her. As Director of Sales at AC Hotel Honolulu,
Heidy has played a pivotal role in the hotel’s growth and success, including its groundbreaking opening. With resilience, humility, and a relentless drive, she continues to lead with purpose, empowering others to reach their fullest potential.
Recently, in an exclusive interview with CXO Outlook Magazine, Heidy shared her professional trajectory in the hospitality 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.
Hotel in Oahu. Not everyone gets the chance to open a hotel, especially in a prime location like downtown Honolulu. The small team we had in the beginning worked endless hours, and seeing the hotel open was an incredible feeling. It was a true team effort, and that sense of accomplishment will always be close to my heart. I also love that I’m always learning. Although I had no experience in handling meetings or events before, it’s become one of my favorite aspects of sales. But above all, I love watching my team grow and thrive, and getting to meet so many new faces in the area. Many of them have become long-term friends and part of our ohana, and that sense of community is what makes this journey truly special.
What role do you believe innovation and experimentation play in driving business growth and success in the hospitality industry?
Innovation and experimentation are crucial. In a dynamic industry like hospitality, we have to be adaptable and open to change. Experimenting with new ideas, technologies, or ways of connecting with guests can set us apart from the competition and create unique experiences. The world is always changing, and so must we. Embracing innovation is how we stay relevant and continue to grow, no matter the challenges we face.
How do you stay ahead of emerging trends and developments in the hospitality industry, and what resources do you rely on for professional development?
Staying ahead means staying curious. I keep myself informed by attending industry
events, networking with peers, and consuming content related to hospitality trends. Resources like webinars, industry publications, and connecting with other professionals keep me sharp. But it’s also about learning from the people around me—whether that’s from my team, my mentors, or clients who help shape my perspective on what the future of hospitality looks like.
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 are fundamental to the hospitality industry, as we’re in the business of bringing people together. To truly be effective, we must represent the diverse communities we serve. Authentic conversations and collaboration with leaders and changemakers help to break down barriers and open doors for everyone, no matter their background. When we foster an inclusive environment, we not only enrich the industry but also build stronger teams and better guest experiences.
Success isn’t just about personal achievements—it’s about the impact you have on the lives of those around you
You were recently recognized as one of the Top 50 Women Leaders of Hawaii in 2024. Our readers would love to know the secret mantra behind your success. My secret mantra is simple: stay hungry, stay humble, and uplift others along the way. Success isn’t just about personal achievements—it’s about the impact you have on the lives of those around you. I’ve always believed that we rise by lifting others, and that’s what has kept me motivated. My family, my fiancé, my mentors—they’ve all played a role in inspiring me to push boundaries and aim higher. I’m just getting started.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I believe in the power of self-care. Outside of work, I love staying active. Working out not only helps me take care of my physical health
but also clears my mind and gives me the energy to be my best. I make sure to carve out “me time” to stay grounded and focused. When it comes to motivating my team, I lead by example. I show them that resilience comes from dedication and passion, and that no matter how tough things get, we can overcome it together.
Is there a particular person you are grateful for who helped get you to where you are?
There are many, but two people stand out—my mom, Helen Devera, and my dad, Rene Vicente. They taught me the value of hard work and that the sky is the limit. Growing up, they made sure I knew that being an immigrant didn’t define my ability to succeed. Their unwavering belief in me, even when I doubted myself, has been a constant source of inspiration. I owe so much to their sacrifices and love.
What do you hope to achieve in the next 5-10 years, and how do you plan to get there?
In the next 5-10 years, I hope to continue growing and expanding my impact in hospitality,
particularly in leadership roles that allow me to mentor others and create positive change. I want to further champion diversity, inclusion, and sustainability in the industry. To get there, I will stay committed to learning, building relationships, and pushing the boundaries of what’s possible. My fiancé, Craig Bixel, has been my biggest support in this journey, and I know that with his encouragement, and the lessons I’ve learned from those around me, the future holds endless opportunities.
What advice would you give to aspiring hospitality leaders looking to develop their skills and expertise?
My advice is simple—never stop learning, and never let setbacks define you. Find your passion and pursue it relentlessly. Success doesn’t require perfection; it requires dedication, resilience, and the courage to keep going even when things get tough. Surround yourself with mentors and peers who believe in you, and always remember to stay humble and uplift others along the way. There’s no limit to what you can achieve if you’re willing to work hard and stay true to your purpose.
Creating Lasting Customer Impact Through GTM Excellence
Hi Randi. What drives your passion for GTM and revenue growth, and how do you stay motivated and inspired? My passion for GTM and revenue growth comes from my love for solving problems and creating impact. There’s something incredibly rewarding about taking a business challenge, breaking it down, and figuring out how to connect the right product or service to the right customers in a way that drives real value. I stay motivated because GTM isn’t just about sales; it’s about helping businesses grow, helping customers find solutions, and
building something that lasts. I also thrive on learning, and this field is constantly evolving. Whether it's a new buyer trend, a shift in technology, or a fresh approach to messaging, there’s always an opportunity to get better and refine strategies.
What do you love the most about your current role?
What I love most about my current role is the ability to make a real difference. Whether it’s helping a sales team close deals more effectively, aligning marketing with customer
Whether it's a new buyer trend, a shift in technology, or a fresh approach to messaging, there’s always an opportunity to get better and refine strategies
Randi Sue Deckard is a GTM leader and customer experience strategist with a passion for driving revenue growth and transformation. As a GTM leader, she helps businesses align strategy, messaging, and execution to accelerate engagement and retention. With deep expertise in sales, marketing, and AI-driven innovation, she thrives on solving complex challenges and empowering teams to succeed. A recognized thought leader, she shares insights on leadership, growth mindset, and customer-centric innovation. Randi is committed to helping others unlock their potential, embrace experimentation, and refine their approach to success, one iteration at a time.
Recently, in an exclusive interview with CXO Outlook Magazine, Randi shared her professional trajectory, insights on the importance of diversity and inclusion in GTM, the secret mantra behind her success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
In revenue growth, the best strategies come from teams that think differently, challenge assumptions, and bring fresh ideas to the table
needs, or using data to drive smarter decisions, I enjoy being at the center of growth. I also love working with people: mentoring, coaching, and collaborating with teams to create strategies that don’t just work on paper but actually move the needle in the real world.
What do you believe are the most significant challenges facing GTM and revenue growth professionals today, and how can they be addressed?
There is no magic bullet! One of the biggest challenges in GTM and revenue growth today is the increasing complexity of buying decisions. Customers have more information than ever, but they’re also more overwhelmed, which makes it harder to cut through the noise. Many companies struggle with aligning their teams (marketing, sales, customer success) so that they are telling the same story and driving a
seamless customer experience. To address this, companies need to invest in clear messaging, deep customer insights, and strong internal collaboration. Another challenge is balancing efficiency with customer relationships. With AI and automation playing a bigger role, it’s crucial to make sure technology enhances the customer experience rather than replacing the human connection.
Can you share your thoughts on the importance of diversity, equity, and inclusion in GTM and revenue growth, and how companies can prioritize these values?
Diversity, equity, and inclusion are critical in GTM and revenue growth because they shape how companies build teams, develop strategies, and engage with customers. A diverse team brings different perspectives, which leads to more creative problem-solving and a better understanding of different customer needs. Companies can prioritize these values by making DEI a business priority, not just an HR initiative. That means setting real goals around diverse hiring, ensuring leadership reflects a range of experiences, and creating an environment where people feel valued and heard. In revenue growth, the best strategies come from teams that think differently, challenge assumptions, and bring fresh ideas to the table.
How do you balance short-term goals with long-term strategic vision, and what strategies do you use to stay focused on sustainable growth?
Balancing short-term goals with long-term vision is one of the hardest parts of leadership. The key
is to stay clear on the big picture while making sure you hit the milestones that get you there. I focus on setting a North Star, what success looks like long-term, and then breaking it down into smaller, achievable steps. Regular check-ins and data reviews help keep everything on track. It’s easy to get caught up in quarterly numbers, but if you only focus on immediate wins, you miss the opportunity to build something sustainable. I always ask: Will this decision help us not just this month, but in a year or two?
What role do you believe technology and AI will play in the future of GTM and revenue growth, and how can companies prepare?
Technology and AI will completely transform GTM and revenue growth, but companies need to be smart about how they use it. AI can analyze data faster, personalize customer interactions, and automate repetitive tasks, but it can’t replace strategy, storytelling, or relationships. The companies that will win are the ones that use AI to enhance decisionmaking while keeping human connection at the core. Businesses should start preparing by investing in AI tools that provide meaningful insights, training teams to use data effectively, and staying adaptable to change.
You were recently recognized as one of the 25 Women in GTM to follow in 2025. Our readers would love to know the secret mantra behind your success. Being named one of the 25 Women in GTM to follow in 2025 is an incredible honor. If there’s a mantra behind my success, it’s this: Stay curious, stay consistent, and don’t be afraid to fail. I’ve learned that success isn’t about
Businesses should start preparing by investing in AI tools that provide meaningful insights, training teams to use data effectively, and staying adaptable to change
getting everything right the first time; it’s about constantly learning, iterating, and showing up even when things don’t go as planned. I also believe in bringing others along for the journey. Success isn’t just about personal wins; it’s about helping others grow, sharing knowledge, and creating impact beyond yourself.
Is there a particular person you are grateful for who helped get you to where you are?
I am incredibly grateful to many people who have helped me along the way, but if I had to pick one, it would be my mentor, Jessica Landestrait, who taught me the power of clarity and conviction in leadership. She helped me understand that great leaders don’t just have great ideas; they know how to communicate them, rally people around a vision, and execute with purpose. Her guidance shaped how I approach strategy, leadership, and decision-making.
What do you hope to achieve in the next 5-10 years, and how do you plan to get there?
In the next 5-10 years, I hope to continue pushing the boundaries of what’s possible in GTM and revenue growth. I want to build
and scale businesses in a way that not only drives revenue but creates lasting customer impact. I also plan to share more of what I’ve learned through writing, speaking, or mentoring. Getting to this next stage will mean continuing to experiment, learn, and surround myself with people who challenge me to grow.
What advice would you give to aspiring GTM and revenue growth professionals, and what skills or qualities do you believe are essential for success in this field?
For aspiring GTM and revenue growth professionals, my biggest piece of advice is to get obsessed with understanding customers (internal and external). The best GTM strategies start with deep customer insights, in conjunction with internal goals. Learn how to listen, ask good questions, and connect dots others don’t see. Be adaptable; this field changes fast, and those who can pivot and learn quickly will always have an edge. Finally, build strong relationships. Whether it’s with customers, colleagues, or mentors, success in this field isn’t just about what you know; it’s about who you collaborate with and how well you bring people along on the journey.
WThe Rise of “Non-tech Tech Talent”
Grace Tang, Founder & CEO, Am I Tech Enough
e live in a world where Artificial Intelligence (AI) is revolutionising our daily lives and reshaping business operations. According to the McKinsey Global Survey on AI, over 200 new AI use cases were created and explored in the past year, spanning industries from healthcare and finance to retail and logistics. As AI becomes more accessible, it creates numerous opportunities for non-technical individuals to apply AI within their professional fields. Concurrently, an interesting trend is emerging in the talent landscape: the rise of "Non-tech Tech Talent." These individuals are often business professionals from diverse backgrounds rather than traditional tech experts. However, they contribute unique value with their "Tech-Enough" skills, shaping and driving the next wave of AI transformation, which means leveraging AI in their work day
to generate business value and unlock new sources of growth.
The Difference Between "Tech-Savvy" and "Tech-Enough"
The distinction between being "Tech-Savvy" and "Tech-Enough" is an interesting dilemma. Have you ever felt that you are not "techsavvy" but "tech-enough" to perform your work effectively? According to the Cambridge Dictionary, being "Tech-Savvy" means "knowing a lot about modern technology, especially computers," typically involving deeper technical proficiency and specialisation in the digital and technology landscape. In contrast, being "Tech-Enough" signifies having sufficient technological knowledge to integrate industry expertise with technology applications, communicate effectively in business discussions, and convey ideas in non-
Grace Tang is the Founder & CEO of Am I Tech Enough, an AI-powered community empowering Non-tech Tech Talent, and wordwide.ai, a GenAIpowered marketplace enabling mothers to create, sell, and donate personalized children's books. A linguist-turnedtech leader, she previously led crossfunctional collaboration and crossregional initiatives at a Fortune Global 500 company and a world-leading airline. With hands-on experience in experimenting 0-1 GenAI products and certifications across nine domains, she now focuses on Generative AI, community building, and mentoring. Passionate about democratizing AI, Grace is redefining the role of Non-tech Tech Talent in shaping the future of AIdriven economic growth.
The distinction between being "Tech-Savvy" and "Tech-Enough" is an interesting dilemma
technical terms within a business context. So, how are these Tech-Enough skills manifested by Non-tech Tech Talent?
Six Persona Types of Non-tech Tech Talent
Based on Tang’s seven-year Autoethnographic Research* in the tech sector across five industries, Non-tech Tech Talent can be exemplified through six persona types. You may resonate with more than one persona type when reflecting on your career span and various engagements in technology transformation. Alternatively, you might not identify with any of the persona types. Regardless, each persona contributes unique strengths in driving the new wave of AI innovation.
1. Tech-Enough People Magnet
"I am a people-centric leader who cares about the culture of my organisation and the wellbeing of my teams. I bring a wealth of business acumen and years of operational experience. I excel at leading people and winning support."
Unique value: Consider the COO of a fintech app. Alex champions cross-departmental initiatives by leading operations teams and various stakeholders, ensuring everyone feels heard and aligned in fostering cross-functional AI adoption initiatives.
2. Tech-Enough Innovator
"I am a hands-on innovator who believes that anything is possible. I learn by doing and experimenting. I possess a wealth of creative energy that I tap into for creating and refining new products. I excel at bringing new ideas to life."
Unique value: Consider the founder of an AI app. Rachael came from a non-tech background but is not constrained by a lack of coding knowledge. She learns technical skills online—such as AI or no-code courses—to build AI products that solve real-world problems.
3. Tech-Enough Scholar
"I am a dedicated scholar who values challenging the status quo and established norms to achieve breakthrough insights. With a rich knowledge base and a commitment to high standards, I excel at illuminating emerging trends."
Unique value: Consider a Phd.-graduated entrepreneur. Rina started with a psychology background and applied her academic expertise and industry knowledge to predict the future skills needed by tech talent.
4. Tech-Enough Executive
"I am a big-picture thinker with a strategic focus on seeing every situation holistically. I possess strong business acumen across a wide spectrum of functions and sectors. I excel at connecting the dots and unlocking future opportunities."
Unique value: Consider the CEO of an organisation. Joe possesses a growth mindset toward Generative AI and a wide spectrum of business acumen and cross-sector people networks. He unlocks the opportunity to connect holistic leadership with global impacts.
5. Tech-Enough Message Amplifier
"I am an impactful leader who is passionate about sharing new knowledge. I am deeply committed to helping others learn and bringing contagious energy to my coaching. I excel at
spreading knowledge to diverse audiences and empowering them."
Unique value: Consider the Catalyst of a startup ecosystem. Amel understands AI trends and their implications to build a successful startup ecosystem where entrepreneurs are aware of the opportunities and resources for building future-ready startups.
6. Tech-Enough Experience Shaper
"I am an experience shaper who is passionate about understanding what customers think and feel. I possess deep empathy for their needs and
expectations. I excel at transforming customer insights into exceptional experiences."
Unique value: Consider the Host of a podcast channel. Lama applied her commercial acumen and a deep understanding of her audiences in crafting unique podcast experiences with her speakers. She also uses AI tools to enhance curated experiences.
Tech Talent Strategies for Tomorrow
While these Non-tech Tech Talent are traditionally regarded as business professionals and not as tech professionals, identifying these
While these Non-tech Tech Talent are traditionally regarded as business professionals and not as tech professionals, identifying these talent and assigning them to the right roles for AI transformation is crucial
By establishing a community that encourages traditional non-tech individuals to rethink their "Tech-Enough skills" and embrace their "Nontech Tech Talent" identity, building their sense of belonging in the tech space, we can empower them to take on critical roles in driving the next waves of AI transformation
talent and assigning them to the right roles for AI transformation is crucial. According to the State of Organizations 2023 report by McKinsey & Company, approximately 30% of employees feel they are not in the right job, highlighting the importance of effectively matching skills to roles. As the landscape of technology and talent continues to evolve, creating a supportive community for Tech-Enough Talent is more important than ever. By establishing a community that encourages traditional non-tech individuals to rethink their "Tech-Enough skills" and embrace their "Non-tech Tech Talent"
identity, building their sense of belonging in the tech space, we can empower them to take on critical roles in driving the next waves of AI transformation.
*Autoethnographic Research is a qualitative research method that involves using personal experience to understand cultural, social, or organisational phenomena. (Ellis, Adams, & Bochner, 2011)
Special Contribution: The article is co-authored by Jo O’Driscoll-Kearney, Chief Learning Officer, Majid al Futtaim and World Economic Future Skills Alliance and Chief Learning Officer Member.
Innovating at the Intersection of Value and Price
David Brown, Author, “Banned Business Books, Vol. 1, Pricing”
Hi David. What inspired you to specialize in pricing capabilities, and how has your journey evolved?
When I first started my professional journey, pricing departments rarely existed in companies like they do today. At Unilever, for example, where I worked as a Finance Business Partner, the pricing decisions were taken in a coordinated way between Sales, Marketing and Finance. I quickly found that pricing questions were the most interesting and impactful ones, and so I began to focus my energy and attention on solving these issues.
My first official pricing role came at BlackBerry, where I took on the role of Director, EMEA Pricing. At that point, I began to read every pricing book I could get my hands on so that I could learn more about the subject. It was a fascinating journey, because the books described the pricing challenges that I was seeing in the market and offered insights that were effective, so I wanted to learn more.
After several years of working in the field, I invented a system called “The Nine Boxes”, which captures the different pricing tactics and allows a company to create a unified practice
This is the most exciting time for a company and the decision about how to price an innovation can have a massive impact on the growth and profitability of the company
David Brown grew up on the Outer Banks of North Carolina, where his parents taught him many invaluable lessons about running a business. He studied Philosophy at the University of North Carolina and went on to earn a master’s degree in Global Marketing Management from Virginia Commonwealth University. He now lives with his family in West Palm Beach, Florida, where he works as a Pricing Director.
Recently, in an exclusive interview with CXO Outlook Magazine, David shared his professional trajectory, insights into the evolution of the pricing function in the next 5-10 years, the secret sauce behind his success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
around the fundamental pillars of governance, price setting and price defending. This theoretical approach has served well to help me explain the purpose of a pricing department and how it should work day-to-day.
What do you love the most about your current role?
I most enjoy conducting price setting workshops for new-to-the-world products and services. I use a workshop process that leads Sales, Marketing, Product Management, and Finance through an intellectual exercise that clarifies the value proposition of the product and defines its
differential value to the competition. It can be later tested with more sophisticated methods, but I’ve found that simply organizing the company’s best thinkers around value gets most of the job done. This is the most exciting time for a company and the decision about how to price an innovation can have a massive impact on the growth and profitability of the company.
What skills do you think are essential for a pricing professional to succeed?
I was asked by Andreas Hinterhuber to write an entry for the “Encyclopedia of Pricing” on this very topic. In my opinion, a pricing professional
I see pricing growing in different directions, with some companies elevating the pricing function to VP and C-level status, while others may choose to externalize key processes of the pricing department with the help of advanced technology and services
needs to build a strong pricing practice using “The Nine Boxes” approach and this means leading the company through a series of discrete projects that will strengthen pricing muscle and ultimately lead to the creation of a value mindset in the wider company. Hence, the key qualities a pricing professional must possess are effective organizational skills and process analysis, the capability to assess the value of a company’s products, and strong commercial acumen and conflict analysis. The last one is critical due to the nature of the external and internal pressure around pricing decisions.
How do you see the pricing function evolving in the next 5-10 years?
Pricing as function is still in its infancy, as exhibited by the relatively low adoption of pricing departments in companies, the debate about to whom Pricing should report, and the massive room for improvement in the human and IT systems that support pricing.
That said, I see pricing growing in different directions, with some companies elevating the pricing function to VP and C-level status, while others may choose to externalize key processes of the pricing department with the help of advanced technology and services. What’s more important than titles and org charts, however, is that companies develop strong pricing skills and a clear value mindset. Technology will play a role in that for sure. But I also believe that leaders will prioritize pricing in a way that they build organizations around better management and delivery of value, so that fundamentally they are easier to run and less bureaucratic. This is what I refer to as the value architecture of a company, and it’s the area where a company has the most to gain.
What inspired you to write "Banned Business Books, Volume 1, Pricing," and what message do you hope readers take away?
I simply felt the need to put down everything I had learned about pricing in one place, so writing a book was the natural choice. At first, I started down the path of non-fiction, but I quickly got bored with the idea and decided that readers should learn pricing in a comprehensive but also fun and engaging way. For that reason, I chose to write a fictional story, because it helps the reader immerse themselves in the concepts of pricing while being entertained.
I’d like the readers to take away lots of different ideas actually! The pricing practice I write about is complemented by different business theories I’ve picked up along the way. Hopefully, a reader will come away with a clear idea of how to implement “The Nine Boxes” and will think more deeply about product innovation and customer feedback as well.
You were recently recognized as one of the top Pricing Leaders to Follow in 2025. Our readers would love to know the secret mantra behind your success. It comes down to committing to making small bits of progress daily. Writing is part of my early morning routine before everyone else in the house wakes up. I dedicate about half an hour each day, and I do this with a clear mind and cup of coffee.
Is there a particular person you are grateful for who helped get you to where you are?
Poonam Kapoor was my first boss in a pricing job. She is an excellent negotiator and defender
The hardest thing to remember is that there are ups and downs in a professional career, and it’s especially difficult to pull yourself up from the low points
of value. And she represents for me the ideal of how a pricing person should carry themselves in a meeting, either internally or externally.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
The hardest thing to remember is that there are ups and downs in a professional career, and it’s especially difficult to pull yourself up from the low points. In this respect, the best thing to do is to write down on paper who you aspire to be and what your long-term goals are. This will help keep you on the right path.
I’ve found that the best motivation for a team is helping them get small wins early in the pricing journey. This builds confidence and helps the company greatly.
What do you hope to achieve in the next 5-10 years, and how do you plan to get there?
Mainly, I’d like to continue publishing books in the Banned Business Books series, tackling topics like Marketing or Finance while focusing on the idea of value architecture. To do this, I need to continue reading about those topics and continue my morning routine!
What advice would you give to organizations looking to strengthen their pricing function?
Start out by finding quick wins. Often the most basic fixes, like price optimization, can bring the most value in the short term. That creates space and time for the team to focus on longer-term projects like improving their pricing systems or working on value-based selling.
