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The Day Your Customer Stopped Being Human
Not long ago, every business decision had a pulse. There was a pause before a purchase, a conversation before a partnership, and a human sense of risk before any signature. Today, many of those moments unfold in quiet milliseconds, guided by invisible systems that never tire. I realized this starkly when a routine financial approval on my screen had already been vetted, scored, and cleared by algorithms before I could even blink. Across global markets, a rising share of transactions is now initiated or influenced by such systems. The change feels subtle, but its impact is anything but.
This shift compelled us to reflect on how leadership, trust, and value are being redefined in real time. When decisions are driven by code, relationships no longer unfold at a human pace. Loyalty is no longer earned only through stories and service. It is tested through consistency, logic, and design integrity. Organisations are now building confidence not just
with people, but with systems that evaluate risk without emotion and reward reliability without memory. The question facing leaders today is simple and unsettling at once. How do you earn trust when feeling is removed from the equation?
These questions take on sharper meaning in our cover story featuring Katja Forbes of Standard Chartered. From her early days in digital design to leading client experience at one of the world’s largest
financial institutions, her journey mirrors the transformation many industries are living through. In our conversation, she speaks with clarity about autonomous systems, decision-making algorithms, and the quiet rise of non-human customers.
Beyond the cover, this issue brings together voices from business, academia, and the professional world that explore leadership, data-driven choices, evolving work cultures, and the delicate balance between speed and sense. The perspectives differ, but the questions they raise are shared.
We are entering an age where machines may transact, decide, and evaluate on our behalf. Yet the consequences of every action still return to people.
As you read this issue, I invite you to think not only about where technology is taking us, but about what kind of trust, value, and relationships we are quietly building along the way.
Enjoy Reading.
Sarath Shyam
KATJA FORBES
EXECUTIVE DIRECTOR & HEAD, CLIENT EXPERIENCE, INSIGHTS AND DEVELOPMENT, CIB, STANDARD CHARTERED
DESIGNING TRUST AND EXPERIENCE WHEN MACHINES BECOME CUSTOMERS
MOST INSPIRING BUSINESS LEADER
Franklin Delano Frith II 30
Principal and General Manager, Human Resources
Mexico – EOR
Leading Mexico’s Most Trusted EOR Through Purpose, Precision, and People
Paul Foster 48
Managing Director, Diligent Safety Training & Consultancy Ltd
Building a Safer Future Through Training Consultancy and Compliance
The Rise of Executive Cyber Governance: Why Safe Harbor Is the CEO’s Shield
Elizabeth Wu,
CEO & President, EDDi Technologies Inc.
Dina Bacovsky, Scientific Advisor Biofuels at BEST Powering Progress Through Biofuels Innovation
Işıl Kılınç Gürtuna, Country General Manager & Technology Leader, IBM Türkiye Driving Innovation through AI and Data
Georgina Peters Venzano, Chief Marketing Officer, Beazley What Makes B2B Storytelling Truly Unforgettable Milan Parmar, Managed Services Chief Operating Officer, Ericsson Leading in the Age of Predictive Everything
KATJA FORBES
EXECUTIVE DIRECTOR & HEAD, CLIENT EXPERIENCE, INSIGHTS AND DEVELOPMENT, CIB, STANDARD CHARTERED
DESIGNING TRUST AND EXPERIENCE WHEN MACHINES BECOME CUSTOMERS
Katja Forbes is a fearless CX innovator and award-winning leader who consistently challenges the boundaries of customer experience and AI. Named one of Westpac/AFR’s “100 Women of Influence” and ranked among CX Network’s Top 20 CX Leaders in AI and Financial Services, she boldly transforms traditional corporate cultures into dynamic, client-centric powerhouses. As an Executive Director at a Global Financial Services firm, Katja expertly blends human-centered design with cutting-edge technology, establishing her organisation as a global thought leader. An outspoken advocate for women in leadership, her compelling voice, sharp insights, and magnetic on-camera presence make her an industry standout. She is the author of the forthcoming book Machine Customers: The Evolution Has Begun, which provides practical frameworks for leaders preparing for the age of AI agents and autonomous buyers. Learn more at www.theCXevolutionist.ai
In this insightful conversation, Katja traces her journey from the early days of digital design to leading client experience for one of the world’s largest financial institutions. She discusses the rise of AI customers, autonomous systems and algorithms that make decisions, evaluate trust, and transact without emotion and how this shift will reshape every facet of product and service design. She also shares her thoughts ahead of her ProductTank Singapore session, where she will explore what it means to design products for AI customers. Below are the excerpts of the interview.
You've built a fascinating career at the intersection of design, technology, and client experience. Could you walk us through your professional journey and the key moments that shaped your path to leadership at Standard Chartered? I started in digital when the internet itself was still a curiosity. My first job in 1995 was writing reviews of websites for magazines. I'd sit on dial-up, wait twenty minutes for pages to load, evaluate them, then we'd print everything on paper and sell it in news agencies. Recently, a panel moderator told me 1995 was the year he was born, which broke my heart a little. But being there at that inflection point gave me a gift — the chance to work in a field before it had rigid definitions, before roles were neatly boxed. I cut my teeth at digital agencies when nobody understood why they needed websites. I'd pitch to boardrooms, like the Rip Curl meeting where they told us we weren't creative enough, so I made up ideas on the spot like an interactive wetsuit selector and a worldwide tide watch. It took over a year to build and the bug list was as thick as a telephone book, but we learned by doing. That early chaos taught me to chase breadth before depth, to work across industries and contexts rather than specialising too soon.
My journey took me from Australia to Tokyo, working with a traditional Japanese company that sold both toothpaste and motorcycle sprockets, to be fair a curious product mix. Working through translators sharpened my communication; metaphors don't work through translation, so I learned to be ruthlessly succinct. Then London, more consultancy work spanning ferries to airlines to telcos. The variety was the education.
At Standard Chartered, I'm leading client experience for Corporate and Investment Banking, so for governments, multinationals, other banks
Eventually I started my own business, scaled it, and sold it. That taught me what entrepreneurship really costs. The days when it's all on you, when your employees' mortgages depend on decisions you make. I was glad to sell, despite loving the work, because that weight is heavy.
What drew me to Standard Chartered wasn't random. I'd realised that financial services is fundamentally about designing trust at scale. Trust between strangers making high-stakes decisions. That challenge is identical whether you're designing an interface for a human or structuring data for an autonomous treasury system. The pivotal moment came in 2017 when I read Don Scheibenreif's Gartner research about machines becoming customers. Having lived through the internet revolution, I recognised that distinctive inflection point ‘feeling’. This was the next seismic shift, and customer-centricity needs to lead it.
At Standard Chartered, I'm leading client experience for Corporate and Investment Banking, so for governments, multinationals, other banks. These are sophisticated clients. It's the perfect laboratory to figure out how customer experience evolves when your customers compute instead of feel.
In your current role, you lead client experience, insights, and development for the Corporate and Investment Banking business. What are some of the most rewarding aspects of this work, and what challenges do you face in driving human-centered innovation within a large global bank?
When I joined almost 4 years ago, we had eleven people augmented by about twenty contractors.
The first thing I did was build internal capability, because your client experience is the absolute heart of your business. It feels wrong to me to ask somebody outside the organisation to take care of something so precious. You can't just hand your client experience to a vendor and say "here, can you hold this for me?"
Now we're pushing past fifty people including researchers, designers, behavioral analysts, content designers, innovation specialists. They're creative, intelligent, driven humans who are asking “what can we do to accelerate Standard Chartered in the industry? How do we create new value for clients while doing the right thing by our communities and colleagues?” My job is clearing obstacles, creating a runway for them to take off. I try not to stick my fingers in stuff too much. There's that Lee Iacocca quote about hiring smart people and getting out of their way, well that's the team I have.
What makes this particularly exciting is serving clients across more than fifty markets, many of them frontier and emerging markets. The challenge is massive, but it forces us to think systematically about experience design principles that work across wildly different contexts.
The greatest challenge is showing this isn't just IT work. When I first presented machine customer strategy to senior executives, the immediate question was: "Why isn't this just APIs?" There's a tendency to see structured data and system integration as purely technical concerns. But that fundamentally misses the point. This is a transformation in customer behaviour. Yes, we need robust technical foundations, but someone has to design how these systems discover us, evaluate our offerings, build trust in our reliability, and
decide to transact with us versus competitors. That's customer experience work, and if we don't lead it, we risk building technically perfect systems that fail to serve actual customer needs.
You're speaking at the upcoming ProductTank Singapore event about designing products for AI customers. What inspired you to explore this topic, and why do you believe it's becoming an important conversation for product leaders today?
The inspiration came from reading that 2017 Gartner research and having an immediate visceral reaction: customer experience will never be the same. It wasn't a matter of if this change was coming, but when. And with the explosion of AI and agentic capabilities, the when is now.
Everyone's focused on deploying AI agents to make their own operations more efficient. That's valuable, but it's only half the equation. What happens when everyone else's agents come knocking on your door? When Walmart's AI procurement platform—which already closes nearly seventy percent of contracts with more than two thousand vendors without human intervention—comes looking to do business with you? When delegated shopping agents from Visa Intelligent Commerce or Mastercard's Agent Pay start evaluating your products?
Your next customer might not read your carefully crafted copy. They won't care how your brand makes them feel. They might never look at the screens you designed, because your next customer might be an algorithm.
I've been noodling on this since 2017, and whenever I ask people about it, the response
is most often: "I never even thought of that." Product leaders are so focused on their own AI deployment that they haven't considered what happens when they need to be machinereadable to someone else's AI. If your business is optimised only for human customers, you're invisible to algorithmic buyers.
The ProductTank talk is about helping product leaders recognize this isn't distant speculation, it's present reality. And the question isn't "will AI replace us?" but "how do we use our expertise to lead the biggest transformation in customer experience since we invented the discipline?"
When you talk about "AI customers"— the agents, autonomous systems, and algorithmic buyers—how do you see them changing the way products are discovered, evaluated, and purchased?
The fundamental shift is from emotional decision-making to logical matching. Let me give you a concrete example. I have a fictitious AI agent called Tyler who optimises my life. Tyler monitors my smart fridge and buys spinach when I'm running low. Tyler tracks my
wearables, senses when I'm stressed, and books me a Pilates session. Tyler has my permission to transact on my behalf within parameters I've set.
From Tyler's perspective, discovery happens through structured data, API directories, and machine-readable schemas—not through marketing campaigns or brand awareness. If your offerings aren't in formats Tyler can parse, you're simply invisible. It's like having a storefront in a language the customer doesn't speak.
Evaluation becomes radically transparent and unforgiving. Humans might overlook minor inconsistencies or give you benefit of the doubt based on relationships. Tyler doesn't have that flexibility. Tyler is programmed with explicit criteria: ISO compliance, API uptime percentages, sustainability credentials, supply chain transparency. If you don't meet the criteria, you're filtered out instantly. There's no charm offensive that can save you. You either match the logic or you don't.
The human thinks one dollar ninety-nine is a hugely better deal than two dollars due to left digit bias. The machine knows that's garbage. When you shop, do you look at sustainability
Everyone's focused on deploying AI agents to make their own operations more efficient. That's valuable, but it's only half the equation
The purchase process transforms from persuasion to verification. Humans need to be convinced; machines need proof
credentials? Do you check for modern slavery in the supply chain? Probably not, you're looking at price. But Tyler will interrogate every aspect and might come back and say: "I think you should pay two dollars because it doesn't include modern slavery and has a smaller carbon footprint."
The purchase process transforms from persuasion to verification. Humans need to be convinced; machines need proof. Your competitive advantages must be encoded in ways algorithms can measure and compare. Your trust must be demonstrated through reliability metrics, not brand heritage. And critically, this happens at machine speed. Decisions that used to take weeks now happen in milliseconds.
However, it's not all-or-nothing. We're moving toward a hybrid reality. Take procurement for example. A large contract negotiation has humans who want relationship conversations to understand who you are, whether they can trust you. But simultaneously, the AI procurement platform is interrogating every quantifiable aspect of your business. There's both a human element and a machine element, and someone needs to coordinate those to make the experience work.
In financial services, AI and automation are already transforming client interactions and operations. From your perspective, how can banks prepare their products and services for this next stage of AI-driven engagement?
Our current customer experience infrastructure is optimised for humans making emotional decisions in relationship-based contexts. That entire foundation needs translation, not just technological enhancement.
The practical starting point is signal clarity and making offerings machine-readable. This means structured data schemas, robust APIs, standardised protocols. In addition to technical implementation, you need to be designing how your products present themselves to algorithmic evaluation. What metadata do you expose? How do you structure pricing information? Can an AI agent understand your value proposition without human translation?
Let me give you the simplest action any organisation could take: gather all your website content, throw it into Claude or ChatGPT, and ask it to evaluate everything and generate a machine-readable JSON file that explains your value proposition. Put that at the root of your website. That's easy to do, and suddenly your products are discoverable and understandable to machine customers.
The second critical area is reputation through reliability. For humans, reputation comes from brand history and marketing. For machine customers, reputation is performance data, uptime metrics, compliance certifications. Banks need to broadcast ISO certifications, publish API reliability statistics, make regulatory compliance machine-verifiable. These become your trust signals in an algorithmic economy.
We also need to think about engagement architecture differently. When humans want to buy Taylor Swift tickets, they'll sit and click repeatedly until they get through. Their physical clicking speed is the rate limiter. But if a million AI agents swarm your website trying to buy something—say, because Kim Kardashian posted about your product on Instagram—your architecture needs rate limiting to handle that autonomous machine customer traffic.
Leaders need to help teams understand that customer experience is fundamentally about designing optimisable interaction journeys with measurable outcomes, regardless of whether customers process information emotionally or logically
Finally, banks must embrace consequence scanning, my favourite a futures technique where you ask: what is the worst possible outcome if we're successful with this idea? This helps explore unintended negative consequences before they reach production. Organisations get so enamored with their clever ideas that they forget to ask what could go wrong. In a regulated industry, that questioning is essential.
Designing for non-human customers sounds like a major mindset shift for many organizations. What practical steps or cultural changes do leaders need to encourage to make this possible?
The first cultural shift is reframing what "customer experience" actually means. Most organizations define CX in emotional terms like delight, satisfaction, emotional connection. This creates resistance when discussing machine customers because algorithms don't have feelings. Leaders need to help teams understand that customer experience is fundamentally about designing optimisable interaction journeys with measurable outcomes, regardless of whether customers process information emotionally or logically.
The second shift is moving from territorial thinking to coalition building. The question "why isn't this just IT work?" or "why isn't this just CX work?" misses the point entirely. Machine customer experience isn't APIs alone. There's a huge customer logic layer covering trust, loyalty, consideration, awareness. But it also can't happen without robust technical infrastructure. This requires genuine partnership, not turf wars.
Practically, organisations should start narrow rather than attempting wholesale transformation. Where are autonomous systems already interacting with your business? What repetitive, data-driven
decisions could benefit from machine-tomachine interaction? Begin there, learn from specific contexts, expand outward. This builds organisational confidence while generating concrete insights.
Leaders must also invest in translation skills.
CX professionals need to learn enough about APIs and data structures to partner effectively with technical teams. Technology professionals need to understand journey mapping, trust building, and experience optimisation. Not everyone needs to be experts in each domain, but they need enough fluency for meaningful collaboration. Role bleed is real!
One practice I love is asking "can we debate?" rather than saying "I disagree." This takes confrontation off the person and puts it on the idea. It helps create space for challenging organisational habits like distinguishing between actual regulatory constraints versus "we've always done it this way." Creativity comes from constraint, but you need to know which constraints are real concrete versus organisational habit.
Finally, embrace productive humility. Nobody has figured this out completely. Best practices for machine customer experience are still being written. Create space for experimentation, accept that some approaches will fail, build learning into every initiative. The organisations that succeed will combine existing CX expertise with willingness to fundamentally rethink approaches.
How do you view the role of collaboration and shared learning among industry peers as AI reshapes product management and client experience? This transformation is too significant for any organisation or industry to navigate alone. We're
all learning in real-time, and hoarding insights actually slows everyone down, including yourself. The challenge is complex enough that your competitor's learning doesn't threaten your competitive position. We're all still figuring out fundamentals.
What I find particularly valuable is crossindustry dialogue. Retail companies grapple with AI shopping agents. Healthcare systems design for AI-assisted diagnosis. Manufacturing deals with autonomous procurement. Banking faces treasury optimisation bots and intergenerational wealth management AI. Each industry has unique constraints, but underlying principles for designing for non-human customers are remarkably consistent. When we learn from each other's contexts, we accelerate collective understanding.
I'm actively building these communities through writing, speaking, and connecting practitioners wrestling with similar challenges. The ProductTank talk is part of that effort, as is the book I'm writing. My hope is creating frameworks and language that allow CX professionals across industries to recognize their expertise isn't just relevant but critical for this transition. We need to stop viewing this as purely technical challenge and start treating it as the customer experience transformation it actually is.
I work out loud on LinkedIn, testing ideas and seeing how they land. I'm happy to have conversations, to debate, to learn from what others are discovering. The most exciting part of collaborative approach is watching how quickly insights evolve when we share them. Someone presents a challenge with API discovery, another organization shares how they solved similar problems in different contexts,
and suddenly we've collectively advanced the state of practice.
What advice would you give to young professionals who want to build a meaningful career in design, technology, or experience leadership as AI continues to redefine industries?
First, look for variety early in your career. Don't specialise too soon. Name an industry, and I can probably tell you about it—ferries, airlines,
telcos, insurance, education, government, banking. That breadth made me valuable. Chase variety over depth initially. Work with teams rather than being a team of one straight out of the gate. Learn how to collaborate, how to build on others' ideas, how to navigate different perspectives.
Second, get genuinely comfortable with ambiguity. The ability to manage ambiguity and make the best possible decisions when you don't have all the facts will be utterly critical.
The future belongs to people who can design great experiences for any type of customer - human or machine. And that includes you
Everything we think we know about customer experience is being stress-tested right now. The frameworks that dominated the last decade won't necessarily serve the next. Hold your expertise lightly—value what you know while remaining open to fundamentally rethinking it.
Third, build actual things. The AI space is full of theory and speculation, but there's a shortage of people who've actually designed for machine customers in production environments. Get your hands dirty. Volunteer for weird projects involving APIs, autonomous systems, machineto-machine interaction. Experience actually building something that works—and learning from what doesn't—is worth exponentially more than reading about concepts. Vibe code your way to success. Grab every tool at your disposal and see how it helps you understand customers better.
Fourth, develop strong ethical navigation skills. Get literate in how to ethically navigate this transformation. AI and autonomous systems raise profound questions about algorithmic bias, privacy, surveillance, sustainability, human agency. Young professionals have the opportunity and responsibility to help shape how these technologies develop. Decisions
being made now about how AI customers operate, what data they access, how they make choices will have lasting societal implications. Learn consequence scanning—ask what's the worst possible outcome if we're successful with this idea. Explore unintended negative consequences before they reach production.
Finally, own your language. This especially matters for women, but applies to everyone: language really matters. I've excised "just" from my vocabulary—"just checking in," "just following up," "just wanted to say." Can you hear how disempowering that is? Instead: "I'm following up." "Have you achieved this?" "Can we have a conversation to move this forward?" Choose language that claims your space rather than diminishes it.
And be suspicious of any advice suggesting you need to be more like someone else to succeed. Think about your work as a chessboard, not a boxing ring. Be strategic. Be authentic. Your unique capabilities and ways of thinking about the world are powerful and important. Own that space.
The future belongs to people who can design great experiences for any type of customerhuman or machine. And that includes you.
Powering Progress Through Biofuels Innovation
Dina Bacovsky, Scientific Advisor Biofuels at BEST
Given your work at BEST and the IEA, how do you see the relationship between research and policy evolving in the bioenergy sector?
I do not work at the International Energy Agency, but within one of their Technology Collaboration Programmes (TCPs), namely IEA Bioenergy. IEA Bioenergy is a network of 24 countries plus the European Union, and all these countries have committed to collaborating on bioenergy research, development and deployment. Each country sends one or two
representatives to the Executive Committee of IEA Bioenergy, which oversees the strategy and the work programme. The work programme of IEA Bioenergy is set up in 11 distinct Tasks, which are networks of their own with defined scopes and a set of projects to address in a 3-year working period. Countries sign up for one or more Tasks as they wish, and they send high-level experts to represent them in these Tasks and drive and conduct projects that will help the sector evolve. I represent Austria in the Executive Committee of IEA Bioenergy and in
The biofuels sector is entirely driven by policy, since biofuels are more expensive than fossil transport fuels and would thus not be implemented unless policy creates an enabling environment
Dina Bacovsky is Scientific Advisor and Head of the Unit Biofuels at BEST –Bioenergy and Sustainable Technologies. She works in the field of biofuels production and use, policies and implementation. Together with her team she offers research, consulting and information exchange on biofuels. Dina is heavily engaged in international networks that aim at driving the energy transition through collaborative research and development. She is former Chair of and represents Austria in IEA Bioenergy, leads the WG on conversion technologies of ETIP Bioenergy and runs the Secretariat of the Advanced Motor Fuels TCP. She is well-known for her capability of convening experts from industry and academia for collaborating. Recent studies include highlighting the important role of renewable transport fuels in decarbonizing road transport, a worldwide overview of 2nd generation biofuels demonstration facilities, a review of the development of lignocellulosic ethanol, and a capacity outlook for advanced biofuels production in Europe. In this conversation with CXO Outlook, Dina shares her insights on the evolving landscape of bioenergy and its vital role in achieving a low-carbon future. With decades of experience in international collaboration, policy engagement, and technological advancement, she offers a candid perspective on the challenges and opportunities surrounding advanced biofuels, sustainable aviation fuels, and renewable transport solutions. Below are the excerpts of the interview.
its Task 39: Biofuels to decarbonize transport. Moreover, during 2023 and 2024, I have chaired the Executive Committee of IEA Bioenergy.
The biofuels sector is entirely driven by policy, since biofuels are more expensive than fossil transport fuels and would thus not be implemented unless policy creates an enabling environment. There are many good reasons for implementing biofuels, since they reduce GHG emissions, diversify fuel supply, and provide regional income to the producers of the biomass that is used for biofuels production.
Rather easy to implement are bioethanol produced from sugar and starch crops as well as biodiesel and renewable diesel/HVO produced from oil crops. However, these crops can also be used to produce food and feed, and thus concerns
have been raised over their use for transport fuel production. In the European Union this has led to capping the share of biofuels produced from food and feed crops at 7%. However, this might be a flawed approach; a recent study by IEA points out that decisions over how to use arable lands should be taken at national level and not pushed to product-level regulations.
It is well understood that feedstock sources for biofuels production should be diversified, both to avoid conflicts with food and feed production and to enlarge the feedstock potential. The use of biomass residues from forestry and agriculture and related processing industries as well as the use of organic fractions of waste is thus encouraged, and related research and development is ongoing. In the EU, biofuels
produced from such feedstocks are called advanced biofuels and receive specific support through a distinct target. While fuel suppliers in EU are obliged to provide 29% of fuels from renewable sources by 2030, there is a specific sub-target to provide 5.5% of advanced biofuels and e-fuels combined by 2030.
Despite this obligation, production technologies for advanced biofuels are not yet fully developed. What is needed most urgently is the demonstration of the technical and economic feasibility of such advanced biofuels production facilities, but investments are high and risky, and thus rare. More support through either policy regulation or public funds will be needed to make them happen. Policy makers, however, often are reluctant
to engage in biofuels, since the topic is more complex than other solutions. The sustainability of biofuels depends crucially on the way the biomass has been cultivated, and on which land. Strict sustainability criteria are needed to guide biomass cultivation and biofuels production, and a waterproof certification system is needed to avoid fraud.
In your view, what are the most significant opportunities and challenges for advanced biofuels in the transition to a low-carbon transport system?
Together with IEA Bioenergy Task 39 and ETIP Bioenergy, I have been monitoring the implementation of advanced biofuels production
We do see significant opportunities to use European feedstock and European technology to produce sustainable transport fuels that can decrease GHG emissions from the existing fleet of cars, trucks, buses, ships and planes
We need to accelerate the transition to renewable energy, we cannot wait
facilities for 15 years now, and an overview of current installations is available online. We do see significant opportunities to use European feedstock and European technology to produce sustainable transport fuels that can decrease GHG emissions from the existing fleet of cars, trucks, buses, ships and planes. In doing so, they will provide regional income, increase the security of supply, reduce the need for fuel
imports, and promote the competitiveness of European companies.
However, such facilities for the production of advanced biofuels are hard to finance, since they combine a set of players from different sectors and face multiple types of risks. First of all, advanced biofuel production technologies are not yet proven at commercial scale, so there is a risk of technological underperformance, e.g.
delayed ramp-up of production, lower yield than expected, or lower operational time between maintenance. Then they face feedstock supply risk, feedstock quality risk, and product market risk. Being dependent on enabling regulations, there is a risk that if policy makers decide not to support biofuels anymore, the income cannot be guaranteed. Finally, income to pay back funds will only be generated years after the investment,
and the production facility itself cannot be used as guarantee for the funds. As a result, advanced biofuel projects are hard to finance.
What's one aspect of sustainable bioenergy, beyond climate change, that you believe is most misunderstood or overlooked?
The many other benefits that bioenergy and biofuels can provide, such as income to farmers, the possibility to produce your own energy, the possibility to use (and sanitize) waste and residues (instead of e.g. burning straw in the fields), and the possibility to decrease GHG emissions from the legacy (existing) fleet of cars, trucks, planes, and ships.
From your perspective, what single factor is most critical for scaling up the production of sustainable aviation fuels (SAF)?
Unfortunately, we have just witnessed that three major SAF production projects have been cancelled due to lack of business economics. These were counting on used cooking oil and other waste oils as feedstocks for SAF production, but market prices for these feedstocks have increased significantly in response to the demand signals. We therefore need to look into other technologies that can produce SAF from other feedstocks than oils. Such technologies, at lower technology readiness level than HEFA, are alcohol-to-jet and gasification followed by Fischer-Tropsch synthesis. Trust in these new technologies and related investments are needed to demonstrate their feasibility. Too often technology developers see other companies and research institutions working
on the same technology as competitors and do not consult with them. In my view they could be more successful if they were collaborating, trying to achieve technology demonstration jointly. One functioning facility would build trust among investors, while every failure makes it more unlikely for any of the technology developers to find investors. In my view, they will either succeed jointly or fail jointly, so they should collaborate.
Looking ahead, what emerging bioenergy technology are you personally most excited about, and why?
Personally, I believe that biomass and waste gasification followed by Fischer-Tropsch synthesis and upgrading to SAF is very exciting. This technology can use a range of different feedstocks that are more abundant than UCO and other waste lipids, and also there are options to enhance yields by e.g. using additional hydrogen. But I may be biased, since my company is operating a syngas
platform in Vienna which many companies use to develop their technologies.
What is the most important piece of advice you can offer to leaders in the energy sector today?
We need to accelerate the transition to renewable energy, we cannot wait. We have to invest now. The longer we wait, the higher the resulting global warming will be, and this will create higher costs and harsher living conditions for everyone. Shareholder interests must take lower priority than humanity´s interest in keeping our planet within its sustainable limits.
For students and young professionals interested in bioenergy, what is the best starting point for a career in this field?
An engineering education is a good starting point. Then try to contribute your share, be it by designing renewable energy facilities, researching and developing technologies, or advancing regulations. Find the space that best suits your strengths.
MOST INSPIRING BUSINESS LEADER 2025
Franklin Delano Frith II
PRINCIPAL AND GENERAL MANAGER, HUMAN RESOURCES MEXICO – EOR
LEADING MEXICO’S MOST TRUSTED EOR THROUGH PURPOSE, PRECISION, AND PEOPLE
Franklin Delano Frith II has spent more than forty years navigating the realities of business on both sides of the U.S.–Mexico border. Today, as Principal and General Manager of Human Resources Mexico, he stands as one of the most trusted specialists guiding companies through compliant expansion into Mexico. His path was shaped not by chance, but by a long arc of experiences that taught him how to read markets, understand cultures, and help businesses operate with confidence in unfamiliar environments.
He grew up in Michigan and stepped into the workforce in 1985 selling motorhomes in El Paso. The job offered a front row view of
cross-border commerce. A few years later, a material control role in Detroit opened the door to direct collaboration with a major Mexican manufacturing group. Franklin has often credited this early exposure as the moment his long-term direction began to take form. It showed him how critical it is for leaders to understand the operational rhythms, laws, and cultural differences that define the region. By 1991, he was fully immersed in the staffing and PEO world. The learning curve was steep, and he thrived in it. Along the way, he built and ran a web design and business development company, a venture that sharpened his entrepreneurial instincts. Still, the pull
PRINCIPAL AND GENERAL MANAGER, HUMAN RESOURCES MEXICO – EOR
FRANKLIN DELANO FRITH II,
toward Mexico never faded. It grew stronger during the economic uncertainty leading up to 2008. “I was in the PEO business in the USA for 20 years. In 2008, I saw the economic situation in the USA worsen before the 2008 crash. Since I had done business in Mexico on and off for many years and knew the language, I decided to diversify myself and try something completely new,” Franklin recalls.
It was more than a business decision. It was a strategic pivot shaped by his understanding of how different cultures approach work, regulation, and trust. He explains, “I knew that there were cultural business differences between the USA and Mexico, not to mention the language barrier. I felt that I had a good chance at success establishing an EOR in Mexico for USA companies, taking on the full responsibility of employment in Mexico, and the client would only need to focus on their business goals in Mexico.”
The reality was far from simple. Franklin stepped into a maze of federal labor rules, social security laws, and accounting practices that often varied depending on whom he asked. He spent months visiting lawyers and CPAs, gathering information, then cross-checking it again. “Getting the company started was a challenge. I would receive different information and answers from different people. It was very challenging just figuring out what the employment costs were and how to calculate them,” he says.
Franklin solved the other major challenge, visibility, with a straightforward move that showed both instinct and resilience. He turned to targeted online advertising during the summer of 2009 and focused on the states hit hardest by the recession. “I got my first client, and the rest is history,” he adds. A simple line that carries the weight of everything that came after.
Sixteen years later, Franklin leads what many clients consider the most trusted EOR and PEO service in Mexico. The firm works exclusively within the country, which gives his team unmatched mastery of local labor and tax laws. Their value lies in clarity and accountability, qualities that help companies redirect their energy toward growth instead of compliance.
Building Expertise Where It Matters
Mexico sits in a category of its own when it comes to employment. The rules are strict, the expectations are distinct, and the compliance landscape demands precision. Franklin understood this early. If Human Resources Mexico was going to earn the trust of international companies, it had to master the country’s labor and tax environment, not simply operate within it.
“I made a decision early on that I wanted our company to focus and be the best expert for Mexico. This is why I named our company Human Resources Mexico,” says Franklin. In his view, the promise of expertise requires more than familiarity. It requires proximity, accountability, and a commitment to building systems that honor how work is defined in Mexico.
Franklin entered the PEO field long before the global market recognized the role of local specialization. “I was the first PEO in Mexico,” he adds. At the time, there were no alternatives for foreign companies trying to hire white-collar talent inside the country. The landscape began to shift in 2014 as global PEOs appeared on the scene. Many of them partnered with HRM at first, relying on its local knowledge to serve clients responsibly. Only later did several build fiscal entities or shell companies to bypass local
HRM doubled down on people. The company built what Franklin often calls its redcarpet service, a level of care that treats both clients and employees as equal customers
partnerships. That move changed the industry, but not for the better.
Their focus on software platforms pulled the human element out of employment. Franklin explains, “They started selling global software platforms and basically took the human resources out of the employment process through automation. This in my opinion really hurt the PEO and EOR business because the service was more technology driven and not human driven.”
HRM, on the other hand, doubled down on people. The company built what Franklin often calls its red-carpet service, a level of care that treats both clients and employees as equal customers. He has always believed that stability comes from honoring both sides of the employment relationship. “Without a client company, we have no business, and without the client employee, we have no business. So, we take care of both of them exceptionally well,” he shares.
That philosophy shows up in practical ways, from hands-on HR support to interest-free, taxdeductible loans for employees. Small actions, Franklin says, create trust. Trust creates longevity. And longevity is the foundation of HRM’s reputation as the most specialized EOR and PEO partner in Mexico.
This focus on people, not platforms, continues to set HRM apart as the market evolves. It is the thread that runs through every decision the company makes, from service delivery to compliance management, and it shapes how Franklin leads his team in a landscape where expertise is not optional, it is essential.
The Realities of Hiring in Mexico
For many global firms, hiring talent in Mexico looks straightforward from the outside. The reality is far more nuanced. Leaders often underestimate
HRM is the only EOR or PEO in Mexico subject to the annual Dictamen Fiscal, a rigorous tax opinion audit conducted by a certified public accountant
the layers of labor law, the expectations of employees, and the cultural approach to documentation and discipline. Franklin has seen this pattern repeat throughout HRM’s sixteen years in the market.
“Many foreign companies want to use their employment practices in Mexico. It simply doesn’t work that way,” he explains. The costliest example is termination. Mexican labor law requires a severance payout equivalent to ninety days when an employee is dismissed without proper documentation. The law is firm, and the consequences can be expensive.
This is why HRM insists on early involvement whenever a client notices performance issues. Franklin and his team walk clients through the steps, the tone, and the timing needed to approach the situation lawfully and respectfully.
“We strongly recommend our clients to contact us immediately if they are having a performance issue,” he says. The administrative corrective act, drafted carefully by HRM, outlines improvement targets and timelines. If the employee agrees and still falls short, severance can sometimes be avoided or negotiated downward. The result is compliance, fairness, and a significant reduction in risk for the client.
Behind the scenes, HRM operates with the discipline of a firm that knows mistakes carry high stakes. Internal audits run daily across payroll, invoicing, and cash flow. Every item is reviewed twice, once by the employee who generates it and again by a colleague who verifies its accuracy. Issues are corrected in real time.
The scrutiny does not stop there. HRM is the only EOR or PEO in Mexico subject to the annual Dictamen Fiscal, a rigorous tax opinion audit conducted by a certified public accountant. Auditors examine the company monthly and
submit their findings directly to SAT after the annual tax return. This level of oversight is unusual in the industry, but Franklin sees it as a strength. It reinforces transparency, discipline, and trust.
Trust is more than a value for HRM. It is the first step in every client relationship. For companies entering a new market, uncertainty often comes before opportunity. Franklin knows this, and his approach reflects it. “Trust can be lost fast when a client doesn’t hear back from you or you provide a poor answer,” he says. The team responds quickly, clearly, and with guidance grounded in experience.
Transparent pricing is the second pillar. HRM uses a simple, clear markup model that clients can see and understand. There are no hidden fees. No guesswork. “The client always knows what they will pay,” Franklin says, underscoring a philosophy built on clarity rather than complexity.
These practices are not just operational habits. They are the mechanics of long-term partnership. They allow HRM to guide companies safely into Mexico’s labor environment and to earn their confidence along the way. This commitment to clarity and care sets the stage for how HRM continues to grow and how Franklin approaches the broader opportunities ahead.
Staying Boutique in a World That Moves Fast
As Human Resources Mexico looks ahead, Franklin sees a future shaped not by expansion into new service lines, but by refinement. His focus is on reducing internal friction, strengthening processes, and investing in the systems that make the company faster, cleaner, and more accurate.
The evolution he describes is intentional. HRM will remain a boutique service firm, a partner for clients who want employees in Mexico to receive the kind of support that builds confidence rather than confusion.
Franklin frames it simply. “We do not plan on providing new services. We plan on continuing to be the boutique service firm for clients that want the employees that are hired in Mexico to receive top notch services.” In his view, employee satisfaction carries a ripple effect that reaches far beyond payroll or compliance. “A happy, secure, and confident employee will put a positive face for the clients of our clients,” he says. It is a reminder that people create the first and last impression of any business.
Using a metaphor to explain HRM’s position in the marketplace, Franklin says, “There are millions of VW vehicles, that doesn’t mean that VW vehicles are the best car. There are few Lamborghinis compared to VW vehicles. Obviously, the Lamborghini is a better car. HRM is the Lamborghini dealer, and we serve Lamborghini clients.”
Behind the humor is a clear message. HRM is built for performance, not volume.
When it comes to future-of-work trends, Franklin takes a grounded view. HRM has operated remotely for more than sixteen years, long before remote work became a global norm. “We rarely met a client company or a client employee in person,” he adds. Digital interaction was never a disruption for HRM. It was simply part of the model.
The shifts he watches most closely are regulatory. Changing labor laws, evolving mandatory benefits, and the broader political climate in Mexico shape the road ahead for
every employer. Tax increases and policy changes create new responsibilities that companies must navigate with care. Franklin and his team monitor these developments constantly, knowing that their value lies in helping clients remain compliant and confident in a dynamic landscape. Technology remains a steady support, not the center of the business. It enables seamless communication, sharpens financial management, and ensures timely payroll. But the engine of the company is still human. As Franklin puts it, HRM blends technology with in-house expertise, never replacing the judgment and experience that clients rely on.
This balance, between efficiency and humanity, shapes HRM’s future. It keeps the company agile, thoughtful, and aligned with the clients who value quality over scale.
Leading by Lifting Others
Franklin’s approach to leadership was shaped long before he founded Human Resources Mexico. He often recounts a lesson he learned more than thirty-five years ago from a mentor who refused to see leadership as a position of control. One day, Franklin asked why this mentor spent so much time and money supporting his sales team. The answer stayed with him. “He said, Franklin, you always need to lift up those around you. Never keep them down. If you lift someone up and help them to be successful, you will always come out in a good position. Because one day, you might be working for them,” he recounts.
It is a philosophy Franklin carried into HRM and one that shows up in everyday moments. He supports his team in ways that go beyond policy or routine. “I lift my employees up. I
HRM will remain a boutique service firm, a partner for clients who want employees in Mexico to receive the kind of support that builds confidence rather than confusion
treat them like gold. I cook for them and try to provide economic and job security for them,” he says. Honesty and transparency guide every interaction. The result is rare in the industry. HRM is not a revolving door. Employees stay, grow, and deepen the expertise that sets the company apart.
Franklin encourages independence, gives people space to do their work, and listens to their ideas. Franklin describes himself as a hands-off manager, though he steps in when critical communications must be checked. That balance creates both trust and accountability. For Franklin, leadership always comes back to respect. “I treat our client companies and client employees the way that I want to be treated,” he says. If the company makes a
mistake, he owns it. If something goes wrong, he faces it directly. “I don’t play the blame game,” he adds, acknowledging that this mindset has served both him and HRM well.
These beliefs form the character of the company and the culture that keeps it strong. They reflect a style of leadership built not on authority, but on responsibility. It is a quiet kind of influence, the sort that earns loyalty and sustains the trust that HRM has become known for.
As Franklin looks to the years ahead, his commitment to people, precision, and integrity continues to shape how Human Resources Mexico grows. It is the foundation for the next chapter of the company’s story and a constant reminder that leadership, at its core, is about lifting others to their highest potential.
You’ve been part of Beazley’s evolving brand journey. How would you describe the direction marketing has taken under your leadership, and what inspired that approach?
When I joined Beazley, it was right at the start of lockdown, which, strangely enough, turned out to be a gift. It gave me a chance to see the company under pressure, and what came through was this incredible authenticity. People were smart, bold, and deeply committed to doing the right thing. That became the foundation for our brand direction: human, bold, and purpose-driven. We’ve moved away from generic corporate messaging and leaned into storytelling, creativity, and emotional resonance, because that’s what truly connects.
You’ve spoken before about emotion in B2B storytelling. Why do you think emotional connection is so crucial for brands in traditionally analytical sectors like insurance? Because businesses are run by people. And people connect through emotion. In B2B, there’s this myth that everything has to be rational and serious – but that’s not how decisions are made. Whether it’s trust, curiosity, or even humour, emotion helps people remember you, relate to you, and ultimately choose you. If you can
We’ve moved away from generic corporate messaging and leaned into storytelling, creativity, and emotional resonance, because that’s what truly connects
As Beazley’s CMO, Georgina Peters Venzano is responsible for creating and accelerating the company’s marketing strategy and brand recognition across the globe. She joined Beazley in 2020 from CNA Insurance where she was Director of Brand Strategy, Marketing and Communications, a role she held for over six years. She has over 20 years’ experience across the full gamut of Marketing and Communications activities across the Financial Services sector having worked for companies, including Chubb and Coller Capital. Georgina is a graduate of Aberdeen University and holds a Masters in History and Spanish.
In this conversation with CXO Outlook, Georgina shares her refreshing perspective on modern marketing leadership that fuses creativity, strategy, and authenticity. She discusses how emotional storytelling can transform B2B communication, why trust and purpose are central to brand resonance, and how technology like AI should enhance rather than replace human creativity. From cultivating curiosity and courage within her team to anticipating the future of meaningful brand connections, Georgina’s insights reflect a leader who believes in marketing with both mind and heart. Below are the excerpts of the interview.
make someone feel something, you’ve already started building a relationship.
As a CMO, how do you balance the creative side of marketing with the need to deliver measurable business impact?
It’s all about clarity and alignment. Creativity is essential; it’s what makes your brand stand out. But it has to be grounded in strategy. We work closely with finance and the wider leadership team to make sure our campaigns are not just beautiful, but effective. That means translating creative work into metrics that matter – like win rates, quote-to-bind ratios and engagement that leads to real business outcomes.
How are emerging technologies, particularly AI, shaping your marketing strategies and the way your team operates today?
AI is a powerful tool, but it’s just that: a tool. It can help us move faster, personalise better, and optimise campaigns. But it won’t replace creativity. The best ideas still come from people. We use AI to support execution, not to lead strategy. And we’re very mindful of the risk of commoditised creativity – if everyone uses AI the same way, it stops being a competitive edge. So, we set clear brand parameters and use AI to enhance, not dilute, our identity.
What qualities do you value most when building a high-performing marketing team, and how do you nurture creativity within a corporate environment?
Curiosity, collaboration, and courage. I look for people who ask questions, challenge
Forward-looking marketing leaders will rise above just chasing trends, and embed the idea that it’s about knowing who you are and finding the people who resonate with that
assumptions, and aren’t afraid to try something new. Creativity thrives when people feel safe to explore, and that starts with trust. We spend time codifying our brand values so everyone understands the “why” behind what we do. That shared understanding gives people the freedom to be bold while staying aligned.
Looking ahead, what key shifts do you anticipate in how marketing leaders build brand relevance and customer trust in the next few years?
I think we’ll see a shift from mass messaging to meaningful connection. Audiences are more discerning – they want brands that feel real, that stand for something and that speak to them as individuals. That means more segmentation, more storytelling, and more consistency across
every touchpoint. Forward-looking marketing leaders will rise above just chasing trends, and embed the idea that it’s about knowing who you are and finding the people who resonate with that.
What motivates you personally as a leader, and what advice would you share with young professionals aspiring to lead with authenticity and impact?
I’m motivated by progress – seeing ideas come to life, watching people grow and knowing we’re making a difference. My advice? Do the hard work to understand who you are and what you stand for. Authenticity isn’t just a buzzword, it’s the foundation of trust, and trust is what drives impact. Be curious, be kind, and don’t be afraid to challenge the status quo. That’s where the magic happens.
Driving Innovation through AI and Data
Işıl Kılınç Gürtuna, Country General Manager & Technology Leader, IBM Türkiye
Hi Işıl. Can you walk me through your career path and how you got to where you are today?
It has been quite an interesting journey. I started my career as an Internal Auditor in a bank, focusing mainly on Audit and Risk Management. Later, I was assigned to a Core Banking Transformation project, which I truly enjoyed and that’s where my interest in the IT industry began. With this motivation, I started to work for Oracle and I transitioned into a Data and Banking Analytics Consultant role and gradually expanded my responsibilities to cover Central Europe. After gaining extensive experience as a Consultant and Industry Expert in Financial Services in Central
Europe and Türkiye, I decided to take on a new challenge and moved into Sales Leadership roles spanning Field Sales, Ecosystem Sales, and Digital Sales. In 2020, I joined IBM Türkiye, where I held leadership roles in digital and commercial group clients, ecosystem management, and cloud sales strategy. In 2023, I was appointed General Manager, focusing on driving innovation and impact through AI, data, sustainability, and hybrid cloud solutions. Looking back, I can see how this diverse set of experiences has prepared me for my current role from every perspective. Looking back, I can see how this diverse set of experiences has prepared me for my current role from every perspective.
At IBM, we’re at the forefront of this transformation leading the era of AI productivity and Agentic AI, where intelligent systems can take meaningful actions and drive outcomes autonomously
I ş ıl Kılınç Gürtuna is the General Manager of IBM Türkiye. A Hacettepe University Economics graduate, she began her career at the Turkish Economy Bank (BNP Paribas Group) and later worked at Osmanlı Bank and Deutsche Bank. She joined Oracle to provide consultancy on Data Warehousing and Banking Analytics across Türkiye and the EMEA region, later leading Financial Services sales in Central and Eastern Europe. Since joining IBM Türkiye in 2020, she has led roles in ecosystem management, cloud sales, and digital client leadership. Appointed General Manager in 2023, she focuses on driving innovation through AI, data, sustainability, and hybrid cloud. Recently, in an exclusive interview with CXO Outlook Magazine, I ş ıl shared insights into her career journey, leadership style, and the future of industries like banking and finance. I ş ıl emphasized the importance of continuous learning, adaptability, and creating impact in the tech industry. She also shared her personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
What do you love the most about your current role?
Continuous Learning: Working in the IT industry is like riding a bike up a steep hill the moment you stop pedaling, you start sliding back. To move forward, you must keep learning, evolving, and pushing ahead. Every day, I see how AI is reshaping the way we work, make decisions and create value. At IBM, we’re at the forefront of this transformation leading the era of AI productivity and Agentic AI, where intelligent systems can take meaningful actions and drive outcomes autonomously. Being part of this evolution, helping clients harness these capabilities, and seeing the real impact on their businesses is what inspires me the most.
What role do you see digital transformation playing in the future of industries like banking and finance? Digital transformation will continue to redefine the future of banking and finance. We’re moving from digitalization to intelligent transformation where AI, hybrid cloud, and automation reshape how institutions serve customers and manage risk. At IBM, we see banks leveraging watsonx and Agentic AI to unlock productivity, gain deeper insights from data, and deliver more secure, personalized experiences. The next generation of financial services will be defined by how well organizations combine technology with human judgment creating systems that are not only
faster and smarter but also more transparent and resilient.
Ultimately, digital transformation is no longer a choice; it’s the foundation for competitiveness and trust in the modern financial ecosystem.
Can you tell me about a role model or mentor who has inspired you?
My first role model is my mother. She was a working woman who constantly strived to balance her career, children, family, and herself. Despite all the challenges, she was never stressed — always practical, solution-oriented and unfailingly positive.
What are some key characteristics of successful leaders in the tech industry?
Successful tech leaders combine vision with empathy. They stay adaptable in a constantly changing world, continuously learn, and
turn innovation into meaningful outcomes. Today, true leadership is about creating trust, empowering teams to learn fast, grow, and experiment. In the age of AI, great leaders don’t need to have all the answers, they need to ask the right questions and guide their teams with curiosity, integrity, and purpose.
How do you stay current with the latest trends and advancements in tech?
Staying current in technology requires both curiosity and discipline. I make it a priority to explore emerging trends through ongoing research, global market insights, and handson collaboration with clients, partners, and colleagues who are leading innovation every day.
This commitment to staying informed naturally leads to experimentation. A crucial step in turning insights into action. By testing new ideas and approaches, we can better understand how technologies create real value.
In the age of AI, great leaders don’t need to have all the answers, they need to ask the right questions and guide their teams with curiosity, integrity, and purpose
Emerging technologies such as AI are transforming every industry, and the ability to understand, adopt, and apply them responsibly will be a defining factor for future success
At IBM, our Client Zero approach is central to this: we implement our own solutions internally first, allowing us to evaluate their impact, address challenges early and refine them before bringing them to clients.
Through this vision, we’ve given back 3.9 million hours to our employees and will have achieved $4.5 billion in productivity gains by the end of this year. This experience has shown us that AI is not merely a tool to increase efficiency; it’s a force that unleashes creativity and redefines how work gets done.
I’m also committed to continuous learning and fostering open dialogue across industries. Staying ahead means staying connected to people, to innovation and to the purpose that drives technology forward.
What are some of your passions outside of work? What do you like to do in your time off?
I’ve always been passionate about history. Learning about the past genuinely excites me and I love traveling because it perfectly complements that interest. Discovering new cultures, understanding their stories, and seeing how they’ve evolved over time always keeps me curious and inspired. I also love spending time in the kitchen trying out new recipes and bringing
friends and family together for big, joyful dinners is one of my favorite things to do.
What is your favorite quote?
“The measure of intelligence is the ability to change.” Albert Einstein
Where do you see yourself in the next 5 years?
In today’s fast-evolving technological landscape, roles and leadership skills are transforming rapidly. I embrace adaptability and continuous learning, seeing change as a catalyst for growth wherever I am.
What advice would you give to aspiring leaders looking to make a significant impact in the tech industry?
Embrace change, stay adaptable and resilient, and focus on creating impact. The pace of innovation demands that leaders actively expand their knowledge and skills. Emerging technologies such as AI are transforming every industry, and the ability to understand, adopt, and apply them responsibly will be a defining factor for future success. Those who fail to adapt to AI risk being left behind, while those who harness its potential can unlock new opportunities, drive innovation, and create lasting value.
MOST INSPIRING BUSINESS LEADER 2025
Paul Foster BUILDING A SAFER FUTURE THROUGH TRAINING CONSULTANCY AND COMPLIANCE
MANAGING DIRECTOR, DILIGENT SAFETY TRAINING & CONSULTANCY LTD
In the world of high-risk industries, where one overlooked detail can change lives in an instant, Paul Foster stands as a leader determined to rewrite the rules of workplace safety. As the Managing Director of Diligent Safety Training & Consultancy Ltd (DSTC), he has built a movement cantered on proactive education, accountability, and a genuine commitment to protecting people.
Recognized as one of the Most Inspiring Business Leaders of 2025, Paul’s journey is rooted in hard-won experience. His career in safety and engineering has taken him to some of the most extreme environments on
the planet, from the costal refinery in the humid tropical climate of Cartagena Bolivia to the oil fields in arid stretches of the Sahara Desert in Libya. These experiences, often in conditions that tested endurance and judgment, shaped his conviction that safety cannot be treated as a checklist. it must be a culture.
“I’ve seen firsthand the devastating consequences of poor safety practices. What I realized is that safety was often treated as a box-ticking exercise rather than a culture to be cultivated. Too many organisations were reactive, addressing issues only after something went wrong. I wanted to change that,” shares Paul. That desire became the foundation for
PAUL FOSTER, MANAGING DIRECTOR, DILIGENT SAFETY TRAINING & CONSULTANCY LTD
Under Paul Foster's leadership, DSTC has become a trusted partner for companies across sectors looking to elevate their safety standards
DSTC that approaches safety with both rigor and empathy.
The turning point for Paul came early in his career, when the tragic Piper Alpha disaster underscored the human cost of neglecting proper safety systems. For him, it wasn’t just a cautionary tale but a call to action. “That event made it clear to me that there was a massive gap in the industry when it came to proactive, education-driven safety practices,” he says.
DSTC was founded to fill that gap. The firm’s programs, many of them CPD-approved, are built to go beyond compliance. They empower organisations to adopt smarter, hands-on safety approaches tailored to their unique challenges. “For me, it’s not just about meeting regulations but about saving lives and creating a culture of safety that drives trust and productivity,” Paul shares.
Under his leadership, DSTC has become a trusted partner for companies across sectors looking to elevate their safety standards. Clients value the company’s ability to simplify complex safety challenges and translate them into practical, results-driven solutions. Pauls’s approach blends technical precision with human
understanding, which has earned him deep respect from clients and peers alike.
His leadership philosophy is clear: collaboration, accountability, and continuous improvement. He sees safety not as a policy, but as a shared value that drives organisational success. By fostering open communication and leveraging decades of experience, Paul has positioned Diligent as a standard-bearer for excellence in workplace safety.
Beyond titles and achievements, Pauls’s true distinction lies in his purpose. He sees himself not just as a Managing Director, but as a catalyst for change and a leader committed to leaving workplaces safer, teams stronger, and organisations more resilient. “That’s the legacy I’m building with DSTC. It’s what motivates me every single day,” he says.
Building a Living Culture of Safety
At DSTC, safety is not treated as a regulation to follow but as a responsibility to live by. The company’s philosophy is simple yet transformative: compliance is only the starting point. Under Paul’s leadership, the firm has helped countless organisations move from “box-ticking” to building a true culture of safety that resonates at every level of the workforce.
Paul understands that the biggest challenge in safety lies in making it real for people. Rules and policies may exist on paper, but they often fail to connect with the human side of the job. “Compliance can feel abstract, just a list of rules to follow. When we introduce practical, scenario-based training, we bridge the gap between theory and real-world application,” he explains.
That’s why DSTC’s programs go beyond traditional classroom sessions. Through onsite drills, emergency response simulations, and hands-on workshops, employees learn to navigate real situations within their actual work environments. “It’s not just about telling them what to do. It’s about showing them how to do it and why it matters,” Paul says.
Every construction site, factory, or energy plant is different, and Paul believes safety strategies must reflect that reality. “A onesize-fits-all approach just doesn’t cut it,”
he notes. By providing customized safety audits, tailored training plans, and consulting services, DSTC positions itself not as a service vendor, but as a trusted partner invested in each client’s long-term success.
The company’s high-value services, such as complete safety program development and ongoing compliance management, are particularly sought after by organisations ready to take their safety culture to the next level. These partnerships reflect Pauls’s broader leadership philosophy of creating measurable, results-driven outcomes that empower clients rather than overwhelm them.
Time, he believes, is a resource to be respected. That’s why DSTC integrates online and hybrid learning options, offering flexibility through self-paced modules, live webinars, and blended learning programs.
“This approach caters to different learning styles and keeps engagement high. It’s a perfect example of working smarter, not harder—a principle I live by in every part of business,” says Paul.
For Paul, the shift from compliance to culture is a mindset. He says with conviction, “Safety isn’t a cost. It’s an investment in people, reputation, and productivity.” By
combining practical training, personalized strategies, and genuine employee engagement, DSTC is helping companies meet higher safety standards. As Paul puts it, “Our mission is to help clients not just meet the minimum requirements, but exceed them. That’s where real change happens.”
Redefining Safety Across Industries
In industries like manufacturing, energy, and construction where precision and risk coexist, DSTC has become a name synonymous with trust and transformation. The company’s value lies in its ability to go far beyond compliance, creating a culture of proactive safety that strengthens both performance and resilience.
“Our role is not just to train teams but to future-proof organisations. We do that by understanding their specific environments and delivering training that truly fits,” says Paul. This client-first mindset has shaped some of DSTC’s most impactful collaborations, including its work with the National Industrialisation Company (Tasnee) in Saudi Arabia.
Rather than delivering a generic safety program, Paul and his team developed a bespoke curriculum focused on steam and condensate
In industries like manufacturing, energy, and construction where precision and risk coexist, DSTC has become a name synonymous with trust and transformation
system optimization, complete with custom presentations and detailed technical manuals. This precision-driven approach extends across all sectors DSTC serves. Each engagement is treated as a partnership, with training programs designed to embed safety into the very DNA of an organization. Compliance, in Paul’s view, is the baseline; resilience and long-term success are the true goals. “Our programs turn mandatory standards into living practices. We equip teams with the confidence and skills to make safety second nature,” he says.
In high-stakes industries, where a single lapse can cost millions or even lives, this kind of embedded awareness is invaluable.
DSTC’s programs are not just about following regulations but about empowering leadership at every level, from frontline workers to executive boards, to think and act with safety in mind.
Equally impressive is how Paul integrates technology and innovation into training delivery. By adopting tools such as AI, machine learning, and automation, DSTC prepares its clients for the evolving demands of modern industry. Paul explains, “Safety isn’t static. We have to evolve with technology, with the way people
work, and with the challenges they face. That’s how we stay ahead.”
With over 40 years of industry experience and professional affiliations with respected organisations such as the British Computer Society and the Permanent Way Institute, Paul brings both depth and credibility to his leadership. Whether it’s an IOSH-accredited safety program, a CPD-approved healthcare course, or a custom petrochemical safety curriculum, every offering is crafted to align with international standards like ISO 45001 and NEBOSH, but always adapted to local realities.
This commitment to precision and partnership has positioned DSTC as a trusted ally to some of the world’s most demanding industries. “We don’t just help organisations meet compliance requirements. We help them exceed them by building safer, smarter, and more efficient operations that stand the test of time,” says Paul.
With each collaboration, Paul reinforces a principle that defines his leadership: excellence is not an outcome, it’s a habit. And through DSTC, that habit is transforming how industries around the world think about safety, leadership, and success.
By adopting tools such as AI, machine learning, and automation, DSTC prepares its clients for the evolving demands of modern industry
The Art of Designing Safety That Fits
At DSTC, no two training programs are ever the same. That’s because, for Paul, true safety excellence cannot be achieved through templates or off-the-shelf solutions. Every
workplace has its own rhythm, risks, and realities and the company’s approach reflects that. “We create bespoke, site-specific programs that align with each client’s unique environment. Designing and delivering training that truly fits
is about understanding the client’s goals and providing practical, actionable solutions that work where they matter most. On the ground!” Paul explains.
That philosophy begins long before any training session takes place. DSTC’s process starts with deep client engagement and assessment, an approach that prioritizes understanding over assumption. Paul and his team invest time to learn about each organization’s operations, culture, and safety challenges. Only after this groundwork is laid do they begin crafting tailored programs.
A standout example of this method is DSTC’s collaboration with the National Industrialisation Company (Tasnee) in Saudi Arabia. The team didn’t arrive with a readymade curriculum. Instead, they designed a customized training program on steam and condensate system optimization, complete with bespoke presentations and detailed manuals. “This level of precision ensures that training is transformative. It directly addresses how people work, think, and make decisions every day,” Paul says.
DSTC’s model is all about practicality. Compliance, while essential, is only the baseline. The company’s training transforms standards into living practices, enabling teams to apply lessons beyond the classroom. “Our programs are grounded in real-world expertise. In high-risk industries like oil and gas or rail, theory is not enough. People need to know how to act under pressure and why those actions matter,” Paul notes.
Technology plays a crucial role in making this learning both engaging and effective. Through VideoTile, DSTC offers interactive,
tutor-led courses that accommodate visual, auditory, and kinaesthetic learning styles. The company also integrates AI, machine learning, and task automation into its curricula, preparing today’s workforce for tomorrow’s demands. “Safety training should evolve just as fast as the industries it serves. That’s how we future-proof our clients,” Paul says.
Equally important is adaptability. Whether it’s an IOSH-accredited safety program, a CPD-approved healthcare course, or a custom curriculum for petrochemical operations, every offering is aligned with international standards such as ISO 45001, NEBOSH, and rail infrastructure guidelines. Yet, flexibility remains the defining feature. “We never force clients into a pre-set mould. We build around their needs,” Paul emphasises.
The result is safety education that feels alive and accessible. DSTC’s sessions are deliberately interactive, engaging, and grounded in reality. From practical exercises and quizzes to simulated scenarios, participants are encouraged to think, act, and internalize safety as a habit. “Safety training can easily become a tick-box exercise if it’s dull,” Paul says with a knowing smile. “We make sure it’s memorable and meaningful.”
By keeping training both relevant and dynamic, DSTC does more than upskill employees. The company reshapes how organisations view safety. Each tailored solution strengthens culture, deepens accountability, and ensures that safety becomes an instinct, not an instruction.
Creating a New Identity: From Davao to Diligent
Diligent Safety Training & Consultancy Ltd was started as Davao Specialist Training
In many ways, the name Diligent encapsulates Paul’ s personal leadership philosophy: meticulous, forward-thinking, and unshakably committed to quality
Consultancy. But the transition marked far more than a name change. For Paul, it was a bold statement about who the company had become and where it was headed. “This rebrand was a redefinition of purpose. We wanted a name that truly represented who we are and how we work,” Paul pinpoints.
The word Diligent captures the company’s character perfectly. It conveys precision, care, and a proactive mindset; qualities that are essential in the high-stakes world of occupational safety. The new identity positions the brand as a symbol of trust and excellence, a reflection of its mission to move beyond compliance and foster lasting cultures of safety. “More than a name, Diligent is a promise of how we operate, every single day,” Paul says.
This evolution also mirrors the company’s embrace of innovation and growth. Over recent years, DSTC has expanded its expertise across industries while integrating advanced technologies such as AI, machine learning, and automation into its programs. The rebrand signalled to the market that DSTC was no longer just keeping up but leading the pace of transformation. “The world is changing fast. Staying relevant means staying ahead. The new identity reflects that forward momentum,” Paul explains.
Perhaps the most powerful message behind the shift lies in personalization and partnership. DSTC’s commitment to bespoke client solutions, like the specialized program it created for Tasnee, underscores its belief that one-size-fits-all training no longer works. “The better we understand our clients, the better the results we can deliver. That’s what the Diligent brand represents, deep understanding, real
partnership, and measurable outcomes,” Paul says.
This rebranding has also become a milestone in recognition. Being named the Top Occupational Safety and Health Consultancy in the UK for 2025 validated not only the company’s approach but also its purposedriven leadership. “It’s a testament to the trust and respect we’ve earned. The rebrand builds on that momentum. It signals that we’re not just participants in the industry. We’re shaping its future!” Paul says.
In many ways, the name Diligent encapsulates Paul’s personal leadership philosophy: meticulous, forward-thinking, and unshakably committed to quality. Every project, every course, every client relationship carries that same ethos. As he puts it, “We’re here to lead, to innovate, and to make a difference. That’s what being Diligent truly means.” With this new chapter, Diligent Safety Training & Consultancy stands not only as a trusted name in occupational safety but as a catalyst for a safer, smarter, and more responsible world of work.
Turning Training into Transformation
For Paul, learning has never been about memorizing rules or ticking boxes. It’s about active participation, about embedding safety so deeply that it becomes instinctive. At DSTC, tutor-led learning sits at the core of this philosophy. It’s a method that transforms classrooms into interactive environments where knowledge doesn’t just transfer but takes root. “When training is interactive, it forces learners to engage with the material rather than passively consuming it. The more
you actively engage with information, the more likely you are to retain it and apply it. Action is what separates the A players from the B and C players,” says Paul.
DSTC’s approach blends technology, personalization, and human connection to create meaningful learning experiences. Using platforms like VideoTile, the company delivers tutor-led sessions designed to meet the needs of every learner, whether they absorb information best visually, audibly, or through hands-on practice. The result is not only better comprehension but better application. “We’ve found that when people see, hear, and do, the lessons stay with them far longer,” Paul notes.
But what makes this approach stand out isn’t just its interactivity. It’s the accountability and connection it fosters. A skilled tutor doesn’t just deliver content; they build trust, guide reflection, and inspire action. “When there’s a tutor leading the process, learners feel a sense of responsibility to stay engaged. They aren’t just being taught; they’re being mentored,” Paul explains.
That human touch is vital in safety training, where the objective goes beyond knowledge transfer. The goal is behavioural change to help teams internalize a safety mindset that endures long after the session ends. DSTC’s focus on making every session accessible, relevant, and real ensures that learners not only understand what to do but also why it matters. “People are far more likely to take action when they feel supported and connected to the process,” Paul adds.
A powerful example of this philosophy in action took place at Sadara Chemical Company in Saudi Arabia, one of the world’s
largest integrated chemical complexes. With 26 state-of-the-art manufacturing units, a $20 billion investment, and a diverse workforce of engineers, the challenge wasn’t only technical. It was cultural. DSTC was brought in to mentor young Saudi engineers, helping them develop the competence and confidence to operate safely within such a complex environment.
“The scale was immense. But what mattered most was helping these young professionals see safety not as a rulebook but as a mindset,” recalls Paul. The DSTC team developed Safe Working Procedures integrated directly into Sadara’s SAP system for commissioning, startup, and maintenance operations of the Mixed Feed Cracker unit. The initiative transformed how safety was perceived, shifting it from compliance-driven to culture-led.
By mentoring engineers through practical application, DSTC’s training empowered individuals to improve operational safety. “When you invest in people and give them the tools to succeed, you create a ripple effect that transforms the entire organization,” Paul says.
The results spoke for themselves. The Sadara program supported the successful commissioning and safe operation of a facility few thought could be managed so seamlessly. More importantly, it proved Paul’s core belief: that the best safety systems begin with welltrained, confident people who feel accountable for every decision they make.
Turning Safety into Strategy
At DSTC success is measured not by the number of courses delivered but by the impact created. For Paul, data-driven results are as essential to safety as hard hats and helmets. “Incident
rates and near-miss reporting are some of the most telling indicators of whether training is working, When those numbers change, you know the culture is changing too,” he says.
A reduction in workplace accidents or injuries is an obvious win. But Paul believes the real measure of progress lies in something less visible; the willingness of employees to report potential hazards before they become incidents. “When people feel empowered to speak up without fear of blame, that’s when you know you’ve built a culture of trust and accountability,” he explains.
This proactive approach represents a shift from reactive to preventative safety management, which is a hallmark of DSTC’s philosophy. In industries like petrochemicals, energy, and manufacturing, that shift translates into tangible improvements in operational metrics: reduced downtime, fewer equipment failures, and stronger audit scores. The company’s success with Sadara Chemical Company stands as a powerful case study, where tailored training directly contributed to safer, more efficient operations across a $20 billion complex.
“Safety and efficiency are linked. When teams are trained well, they work better, faster, and with fewer mistakes. It’s good for people and good for business,” Paul emphasises. Behind these results is a structured approach that combines clarity, consistency, and accountability. Paul is known for setting precise benchmarks before any project begins. “If I don’t know what success looks like, how can I expect my team to deliver it?” he asks. “Every project starts with defining the nonnegotiables; what great looks like, what we’re measuring, and how we’ll get there.”
DSTC’s systems are built around these defined standards. Every safety program, for example, begins with a scoping phase where the client’s unique risks and goals are mapped out. This allows Paul and his team to design training content that is fully customized, whether that means integrating company-specific protocols, aligning with operational objectives, or meeting industry certifications like ISO 45001 or NEBOSH.
DSTC’s focus on making every session accessible, relevant, and real ensures that learners not only understand what to do but also why it matters
Paul’s leadership style ensures that quality control never becomes a box-ticking exercise. He remains personally involved at key milestones, reviewing progress to ensure the client’s expectations are not only met but exceeded. “I want to be part of the process from the start. That way, I know the vision is clear, the team is aligned, and the delivery matches our standards,” he says.
This disciplined, hands-on approach reflects Paul’s broader philosophy of ownership and excellence. For him, consistency is what builds credibility. “We can’t preach safety without living it in our own operations. It’s about setting the standard, not just meeting it,” he explains.
Under his guidance, DSTC has turned safety into strategy. By marrying data with culture, standards with flexibility, and systems with people, the company continues to redefine what effective safety leadership looks like in modern industry. As Paul puts it, “Safety isn’t a
department. It’s a mindset, a way of working, and a measure of leadership.”
Embedding Safety into Culture
In Paul’s view, building a true culture of safety is about changing how people think, lead, and act every single day. Yet, as he points out, this transformation rarely comes easily. “The biggest challenges companies face when trying to embed a safety culture often boil down to three things: resistance to change, lack of leadership alignment, and failure to integrate safety into daily operations,” he says.
The first obstacle, resistance to change, is both natural and deeply human. Employees who have done things the same way for years often struggle to see the need for new safety standards. Paul explains, “People are creatures of habit. When new protocols come in, some think, ‘Why do we need this? We’ve been fine so far.’ That’s why communication is so important. You have to show them the ‘why’ behind the change.”
Paul believes that safety communication must go beyond presentations and posters to engage people’s sense of purpose. At DSTC, every training initiative starts with storytelling, open dialogue, and practical demonstrations that connect safety principles to real-life impact. This human-cantered approach helps teams see safety not as an imposition but as empowerment.
The second challenge is leadership alignment, which is one Paul considers non-negotiable. “If leaders aren’t fully committed, the culture won’t stick,” he says. Employees, after all, take their cues from those at the top. “Leadership is about setting the standard. You’ve got to be visible, vocal, and consistent in your commitment to safety,” he adds.
To reinforce this alignment, Paul introduced a “culture book” within DSTC, a document that outlines the company’s values, expectations, and non-negotiables when it comes to safety and behaviour. It serves as both a compass and a contract, something leaders can reference and teams can rally behind. “It’s about making safety part of the company’s DNA, not just a department,” he states.
The third challenge, and perhaps the most overlooked, is integration. Too often, companies treat safety as an isolated initiative rather than an everyday practice. Paul insists that safety must be built into the rhythm of operations. “When safety becomes part of how you do business, rather than something extra, it’s far more likely to last,” he explains.
One of DSTC’s landmark collaborations with Tasnee in Saudi Arabia illustrates this perfectly. The team developed customized Safe Working Procedures that were fully integrated into the client’s SAP system, ensuring safety protocols were embedded into operational workflows rather than sitting on a shelf. “That’s what real integration looks like. It’s when safety isn’t an add-on but an instinct,” Paul notes.
For Paul, creating a safety culture is as much about mindset as it is about mechanics. “Embedding safety is about overcoming resistance, aligning leadership, and weaving safety into every process. It’s not easy, but with the right communication, consistency, and commitment, it’s absolutely achievable,” he says.
Defining The Future of Safety
As DSTC continues to grow, it’s clear that Paul’s vision reaches well beyond today’s operations. With new accreditations underway from IOSH
and applications in progress with NEBOSH, the company is expanding its influence and credibility within the global safety community. “We’ve always aimed to raise the bar for safety education. Our partnerships with institutions like IOSH and NEBOSH reinforce that commitment to excellence and continuous improvement,” Paul says.
But for Paul, the real excitement lies in what comes next. The next era of safety training, he believes, will be shaped by three powerful forces: advancing technology, evolving regulations, and changing workforce expectations. Each is reshaping not only how organisations train but how they think about safety as a strategic asset.
The first force is technology, which is already transforming the landscape. “AI, VR, and AR are changing how people learn. Imagine immersive simulations where teams can safely practice high-risk scenarios or AI-driven systems that adapt content to a person’s learning style. That’s the future of training,” Paul explains.
DSTC has already begun integrating such innovations, building on its use of interactive digital platforms like VideoTile to make
learning more dynamic and data-driven. AI’s analytical power, Paul believes, will soon enable organisations to predict risks before they occur. “AI can analyse past incidents and identify trends that help prevent future ones. It’s precision learning; teaching the right lessons to the right people at the right time,” he says.
The second force shaping the future is regulation. Around the world, governments and industry bodies are raising expectations, demanding transparency and accountability in workplace safety. This means companies will need to prove not only that training occurs but that it works. “The future will be data-driven. Metrics like knowledge retention, behavioural change, and incident reduction will become standard measures of training effectiveness,” Paul explains.
In this landscape, technology and regulation will go hand in hand. Platforms that track training completion, test results, and on-the-job performance in real time will become essential tools for compliance. Yet Paul’s view goes beyond compliance to competitiveness. “Doing the bare minimum might keep you out of trouble,
At DSTC, every training initiative starts with storytelling, open dialogue, and practical demonstrations that connect safety principles to real-life impact
With new accreditations underway from IOSH and applications in progress with NEBOSH, DSTC expanding its influence and credibility within the global safety community
but it won’t make you a leader. The companies that thrive will be the ones that see safety as a value driver, not a checkbox,” he says.
The third force, shifting workforce expectations, is perhaps the most important.
Today’s professionals, especially younger generations, want to work for companies that genuinely care about their well-being. They expect training that is interactive, inclusive, and meaningful. “Employees want to feel valued and safe. They want learning that speaks to them, not at them,” Paul says.
This evolution is changing what leadership looks like too. The most successful organisations of the future will be those that build cultures of trust, engagement, and shared responsibility.
“Safety can’t just live in a manual. It has to live in people’s choices, their conversations, and their sense of belonging,” Paul insists.
For DSTC, the mission is clear: to combine innovation with empathy, standards with flexibility, and technology with human understanding. As the company steps into its next phase of expanding global partnerships, scaling new programs, and embracing emerging tools, it remains grounded in its founding purpose: protecting lives through education and empowerment. Paul reflects on that balance with quiet conviction.
“Technology will change how we work, but people will always be at the heart of safety. Our job is to make sure both evolve together,” he says.
In a world of accelerating change, that mindset sets DSTC apart; not just as a leader in safety training, but as a visionary shaping the future of safe, intelligent, and responsible work.
Leading in the Age of Predictive Everything
Milan Parmar, Managed Services Chief Operating Officer, Ericsson
You’ve led managed services across multiple regions and technologies. Which two career moments most changed how you approach running large-scale operations, and why?
A few years ago, while leading one of the telco operators to manage their services, we realised that our operations depended heavily on manual fault management and reactive troubleshooting across several regions. The solution was to adopt AI-driven predictive models for network operations. However, after
relentless efforts to introduce a new-age tech stack into the services, it eventually transpired that the first barrier to overcome is the organisational culture and behaviour; without this, no amount of data or AI model can unlock full potential. Fast forward to today, organisational culture remains central to driving our digital transformation strategy. Data, algorithms, and automation can bring significant improvements in endcustomer experience and network performance, provided they are supported by the right mindset coupled with human intelligence.
Data, algorithms, and automation can bring significant improvements in end-customer experience and network performance, provided they are supported by the right mindset coupled with human intelligence
Milan Parmar is an accomplished senior executive with over 24 years of global experience driving innovation and growth across major technology enterprises in Europe and Asia. He specialises in leading complex digital transformations, aligning technical strategy directly with measurable business results to ensure operational excellence and customer-centric growth. Milan is an expert at building and mentoring high-performing, cross-functional teams focused on accelerating solution delivery and elevating customer experience, adept at engaging C-level executives to drive enterprise-wide change. He maintains a strong engagement with and leverages cutting-edge technologies, including AI, Automation, and Data Analytics, and possesses a proven track record managing enterprise hosting across hyperscaler platforms like AWS and Google Cloud (GCP). In this conversation with CXO Outlook, Milan shares his insights on transforming large-scale network operations through AI, automation, and data-driven governance. From his journey of scaling operations across regions to fostering a culture of curiosity and accountability, he reflects on how the right blend of governance and creativity turns data into impactful decisions. Below are the excerpts of the interview.
When you first moved from handson network roles to COO-level responsibilities, what were the biggest leadership adjustments you had to make?
Moving up the value chain is never easy—it’s a continuous journey. Stepping into a leadership role was no different for me. I had to learn how to create an environment where people felt safe to experiment, take risks, and learn from failure without fear. One of the most important lessons was understanding when to step in and when to step back. Striking that balance is critical— overdoing either can weaken the team’s culture, leading to complacency on one end or excessive caution on the other.
Ericsson is at the heart of 5G and cloud transformation. What operational challenges continue to surprise you as networks scale, and how are you addressing them?
As more customers adopt 5G and transition away from legacy technologies, maintaining seamless and enhanced customer experiences has become increasingly challenging. Consumer behaviour is evolving rapidly with faster mobile broadband speeds, access to new digital tools, and the rise of small and medium-sized businesses built on this connectivity revolution. Each user and enterprise now demands unique capabilities from the same network, yet many operators still lack fully stand-alone 5G deployments to deliver truly differentiated experiences.
This is where Ericsson’s Managed Services play a crucial role—helping operators manage continuously evolving networks, adapt to changing user behaviours, and handle the
growing complexity of the telecom ecosystem through advanced frameworks and autonomous network operations.
You’ve talked about “data needing action.” Can you give an example where analytics plus governance produced a clear business outcome in your organisation?
This is something we talk about quite often — how data can drive insights and help us make better decisions. But over time, I’ve realised that data alone doesn’t create value. Without strong governance and a culture of continuous improvement, even the best analytical models can quickly become outdated.
I’ve seen this play out in operations — great data models that start strong but lose their impact because they aren’t integrated into regular governance. On the flip side, even a simple model, when used consistently and reviewed through a structured governance process, tends to get better over time. It attracts new thinking, reveals new correlations, and leads to meaningful action. For me, the real magic happens when governance and curiosity work hand in hand — that’s when data truly starts to shape smarter operations.
How
are AI and automation reshaping the day-to-day work of your managed services teams, and what roles will remain distinctly human?
AI and automation have really changed how our managed services teams work day to day. A lot of repetitive tasks — things like fault detection, ticket triage, or network optimisation — are now handled by intelligent systems. This has freed up our teams to focus on what
really matters: understanding the customer’s business, solving complex issues, and driving improvements that require human intuition and creativity. What’s interesting is that automation hasn’t reduced the human element — it’s actually made it more important. We now rely even more on collaboration, judgment, and innovation to turn technology into real value for our customers.
Outside
work, what habits or values keep you grounded and help you lead effectively under pressure?
For me, spending time with my family and exploring the outdoors gives me the energy and balance I need. It helps me return to work each day with a renewed sense of purpose — to contribute toward making the world more connected and inclusive. That ability to disconnect from time to time also allows me to see challenges from a fresh perspective, often leading to more innovative and sustainable ideas.
What practical advice would you give young professionals who want to build a career that moves from technical roles into strategic leadership?
We now rely even more on collaboration, judgment, and innovation to turn technology into real value for our customers
My personal philosophy for growth and leadership is encapsulated in the simple motto: Be yourself— with more skill. Every professional has a unique identity and set of strengths. True long-term success isn't found in attempting to imitate others, but in aggressively developing and amplifying those distinct talents. While career circumstances constantly shift—we change organisations, take on new roles, and report to new managers, what remains with us is our internal foundation. Therefore, I prioritise cultivating three constants: a resilient attitude, a sincere sense of gratitude, and a growth-oriented mindset.
The Rise of Executive Cyber Governance: Why Safe Harbor Is the CEO’s Shield
Elizabeth Wu, CEO & President, EDDi Technologies Inc.
Let’s be clear: cybersecurity is a broken model.
Despite spending on certifications and frameworks, breaches continue to rise without any indication of slowing down. Boards still ask the same question — “Are we secure?” — and the answers still sound the same: vague, reactive, and meaningless. Meanwhile, the law has changed. Executives can now be held personally liable for cyber failures they never understood, directed, or approved; this is not an IT problem, it is a governance crisis.
The Illusion of Control
For years, companies have relied on compliance checklists and quarterly reports as proof of safety. But compliance is not security, and governance without evidence is fiction. SOC
2, ISO, and countless attestations were built for auditors and accountants — not for cyber defence. They create paperwork, not protection.
Executives have been left in the dark, forced to “trust IT” without any visibility into what’s actually happening. That blind trust has become the most expensive risk on the balance sheet.
One of three executives lost their job after a data breach (Kaspersky 2023 survey of 6000 executives). Not because they didn’t care — but because they didn’t see it coming.
The Problem No One Wanted to Admit
Here’s the uncomfortable truth: most CEOs climb to the top without any formal IT or cybersecurity training. Business schools teach leadership, not network defence. MBA programs praise risk-taking, not risk mapping. So when
Elizabeth Wu is the CEO & President of EDDi Technologies Inc.(formerly Cybersecurity Auditing Technologies Inc.), a Delaware-based company pioneering a new category: executive cyber governance. With over 25 years of auditing IT infrastructure, security controls, and operational risk, Elizabeth combines technical mastery with governance leadership—helping CEOs and boards transform cybersecurity from a technical burden into a legally defensible strategy. Under her leadership, EDDi collaborates with government, legal, and enterprise partners to operationalize Safe Harbor frameworks and deliver near real-time visibility into executive liability for all sized businesses. Elizabeth’s voice is strategic and bold: she insists that in the modern era, visibility and accountability aren't options; they are the CEO’s only defence to being empowered
Here’s the uncomfortable truth: most CEOs climb to the top without any formal IT or cybersecurity training
Until cybersecurity is translated into the language of leadership, it will remain invisible to the people who matter most
IT speaks in acronyms and computer jargon, executives would rather avoid the conversation than face a situation they know very little about.
This cultural divide between governance and technology has created a vacuum of accountability. IT assumes the CEO doesn’t want to know. The CEO assumes IT has it under control. Both are wrong.
And now, regulators have stepped in to force the issue.
Safe Harbour: The Legal Line in the Sand Safe Harbour laws are the first sign of rationality in an irrational landscape. They recognize that perfection is impossible, but accountability is not. States like Ohio, Connecticut, Iowa, Utah, Tennessee, and Texas have already enacted laws that protect companies — and their executives — from certain legal actions if they can prove alignment with recognized cybersecurity standards such as CIS Controls, NIST, or ISO.
This is a turning point.
For the first time, CEOs have a clear, legally defined pathway to defend themselves and no
longer rely on subjective assurances from ITthey can request objective proof:
Which controls are implemented?
Who owns each responsibility?
When was it last verified?
Are we legally protected today?
If your cybersecurity program cannot answer these questions in real-time, you are not protected.
Why Nothing Is Working (Yet)
Let’s stop pretending that cybersecurity can be fixed with another tool, audit, or consultant. The problem is structural. We’ve built cybersecurity solutions for technicians, not decision-makers. The CEO’s language is risk, liability, and cost — not firewalls, endpoints, and patches.
Until cybersecurity is translated into the language of leadership, it will remain invisible to the people who matter most.
The New Category: Executive Cyber Governance
This is the next evolution and the only sustainable way forward.
Executive Cyber Governance combines three essential disciplines:
Visibility: giving CEOs and boards real-time awareness of risk, ownership, and compliance status.
Accountability: tying every security control to a name, a role, and a financial impact.
Legal Defensibility: aligning every action with state-recognized frameworks to qualify for Safe Harbour protection.
It is not about adding complexity; it’s about removing confusion. When leadership can see the entire system at a glance, they stop reacting and start governing.
The Global Implications
This movement extends beyond the United States. As data protection and privacy laws accelerate globally, the demand for executive accountability is becoming Universal. Africa is advancing national frameworks for data governance. The European Union is reinforcing executivelevel liability under the Digital Operational Resilience Act. Even emerging markets are beginning to link cybersecurity maturity with economic competitiveness.
Safe Harbour is not just an American innovation; it is a model for how governments can encourage good behaviour instead of punishing failure. It creates an incentive for leaders to act before a crisis — rather than defend themselves after one.
The Human Factor
The shift toward visibility is not only structural, it’s psychological. For decades, executives have been conditioned to believe cybersecurity is “too technical.” That mindset must end. Leadership today means asking difficult questions, demanding transparency, and creating cultures where security is not a department, it’s a shared language.
The best leaders are not the ones who know the most about IT. They are the ones who insist on clarity, who transform fear into literacy, and who make cybersecurity a core business function, not an afterthought.
The Economics of Accountability
Every cyber breach carries a cost that extends far beyond technical recovery. Brand damage, regulatory fines, customer attrition, and rising
Leadership today means asking difficult questions, demanding transparency, and creating cultures where security is not a department, it’s a shared language
insurance premiums are only the beginning. The hidden cost — the erosion of investor confidence — is often far greater. Markets punish opacity. Executives who cannot clearly demonstrate their organization's cybersecurity posture cannot be trusted.
The opposite is equally true: organizations that can demonstrate framework alignment, board-level visibility, and legal defensibility are becoming more insurable, more investable, and more valuable. In this new era of accountability, visibility is not a compliance expense — it is a competitive advantage.
From Boardrooms to Laws
This shift is already underway. Policymakers are drafting bills that demand executivelevel involvement in cybersecurity oversight. Investors are demanding evidence of governance maturity. Cyber insurance underwriters are tightening eligibility requirements.
EDDi Technologies has been part of this transformation — working with government partners, legal experts, and auditors to make Safe Harbour adoption practical and provable. The message to CEOs is simple: you now have both the legal framework and the operational tools to lead with clarity. There are no excuses left.
Leadership Must Evolve
The age of delegation is over. The age of visibility has begun.
Executives who continue to treat cybersecurity as a technical issue are leading their companies and their personal reputations toward risk they can no longer disclaim. The leaders who thrive in the next decade will not be the ones who outsource responsibility. They will be the ones who embrace visibility, demand evidence, and govern from the front.
Safe Harbour is not just a law. It is the blueprint for a new kind of leadership — one where security, compliance, and governance finally align.
The ultimate question every leader must now ask is simple: "Can I, as the CEO, prove cybersecurity reasonableness?"
Because in today’s world, visibility and accountability are not optional; they are the foundation of keeping your organization, your people, and your customers safe and secure.
