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The Strength to Begin Again
Everywhere you look, the pace of work feels faster than ever. Meetings stretch into evenings, screens glow late into the night, and even small breaks come with a quiet guilt that something is being left undone. Yet, amid this constant motion, there’s a growing realization that real progress isn’t about doing more but about finding balance, focus, and purpose in how we work and live.
I’ve seen this shift happen across boardrooms and classrooms alike. The conversation is no longer about the next big transformation but about the people driving it. A recent study found that employees who feel supported and valued are significantly more productive and loyal than those who don’t. It’s a simple truth that often gets lost in the rush: people perform best when they feel seen and cared for.
That thought shaped our October issue of CXO Outlook. We wanted to look closer at what it truly
means to lead with awareness, to build workplaces that work for people, not against them. It’s not just a leadership trend, but it’s becoming a necessity in a world where burnout is too common and attention is constantly under siege.
Our cover story features Damien Davis, Senior Director in the Customer Excellence Group at ServiceNow. In his
conversation with us, Damien talks about the importance of empathy and emotional intelligence in leadership. He reflects on how human connection remains the foundation of success, even as technology and AI transform how we serve customers. His journey is a reminder that leadership today is less about hierarchy and more about humanity.
This issue also brings together a variety of voices, including leaders, educators, and thinkers, each sharing ideas on growth, creativity, and the evolving nature of work.
As you read through the pages, I hope you find a moment to pause and reflect. The future of work isn’t only about what we build next; it’s about how we choose to show up each day, with clarity, compassion, and the quiet strength to begin again.
SHAPING THE FUTURE OF CUSTOMER EXPERIENCE THROUGH EMPATHY AND INNOVATION
Damien Davis is Senior Director in the Customer Excellence Group at ServiceNow, where he leads strategy, storytelling, and market engagement across Customer Success, Impact, and Expert Services. With over 14 years at ServiceNow, he has played a key role in shaping the company’s customer experience strategy and global thought leadership. A passionate storyteller and mental health advocate, Damien champions resilience, wellbeing, and inclusive growth in tech. Outside of work, he is a podcaster, fundraiser, and proud dad, driven by a simple purpose: to make an impact that lasts.
Recently, in an exclusive interview with CXO Outlook Magazine, Damien shared insights into his remarkable journey and leadership philosophy. He emphasized the importance of empathy, emotional intelligence, and human connection in customer success, particularly in the era of AI and automation. He also shared personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
The best part of leadership is watching someone step into their potential and realise they can do more than they initially imagined
Hi Damien. Can you walk us through your career path and how you became a customer success leader?
My career has been defined by curiosity. I joined ServiceNow almost 14 years ago, pre-IPO, when the company was still finding its rhythm. My first roles were in Customer Support, then I moved into Product Management, and more recently into Customer Success. Each change of role followed a sense of curiosity about how people, technology, and business outcomes intersect.
Over time, I learned that success in technology isn’t just about what a product can do, it’s about how it makes people feel. That realisation shaped my leadership style and my approach to building high-performing teams. Today, as a Senior Director in ServiceNow’s Customer Excellence Group, I focus on connecting strategy with storytelling, helping customers, partners, and analysts not just see the value of ServiceNow, but feel it.
My journey has been anything but linear, and that’s the beauty of it. I’ve worked with incredible mentors and teams who pushed me to think bigger, to take risks, and to lead with purpose. I didn’t set out to become a Customer Success leader; I set out to make an impact.
What do you love the most about
your current role?
Without question, it’s the people. I get to collaborate with some of the most talented, passionate individuals in the industry. Every day is about turning complex ideas into simple, human stories that inspire customers and teams alike.
What I love most is the opportunity to shape narratives that move beyond technology. When you connect people to purpose, you create
belief, and belief can be a really powerful tool. Whether I’m working on a global product strategy, launching a new customer experience programme, or hosting a partner event, it’s always about energy and connection. It’s where I get my energy from, perform at my best, and enjoy the most job satisfaction.
I also love seeing others grow. The best part of leadership is watching someone step into their potential and realise they can do more than they initially imagined. My role allows me to multiply that energy across teams and geographies. This is what fuels me.
What
do you believe are the most significant challenges facing customer success leaders today, and how can they be addressed?
Customer Success is evolving faster than ever, particularly in this era of AI and automation. The biggest challenge I see is balance: balancing scale with intimacy, automation with empathy, and growth with experience. Customers expect hyper-personalised engagement, but they also expect speed and simplicity.
Technology helps, but it can’t replace trust. Leaders must remember that success isn’t always defined by a dashboard; it’s defined by how the customer feels at the end of the journey.
To address this, we need to invest equally in systems and in people. Train teams to listen deeply, to anticipate needs, and to use AI as an amplifier, not a substitute, for human judgement.
We also have to redefine what “value” means. It’s not just renewals or consumption; it’s confidence, capability, and measurable business outcomes. The organisations that win will be those that treat Customer Success not as a department, but as a company-wide mindset.
How do you see the role of customer success evolving in the future, and what skills will be essential for success?
Customer Success is becoming the heartbeat of the enterprise. It’s moving from reactive to predictive, from break-fix to value creation. The next generation of leaders will need a blend of empathy, data literacy, and storytelling ability.
AI will reshape the landscape, but emotional intelligence will remain irreplaceable, in my opinion. The leaders who thrive will be those who can connect analytics to action, and action to meaning. They’ll know how to balance scale with soul.
I also believe cross-functional fluency will be vital. Customer Success leaders will need to understand sales, product, delivery, and finance to truly influence business outcomes. The ability to translate between those worlds will separate good leaders from great ones.
In short, Customer Success will evolve from being a support function to being the strategic driver and foundation of long-term growth.
Can you discuss your experience with podcasting and how it has helped you connect with others and share your ideas?
Podcasting has been a creative outlet and a leadership tool for me. It started as a passion project, sharing stories about resilience, technology, and personal growth, but quickly became something bigger. Through the mic, you connect differently. You’re not presenting; you’re conversing, and it’s a bi-directional dialogue. Listeners don’t just hear your ideas; they feel your authenticity.
That’s powerful in a world that can often feel over-scripted.
It’s also made me a better leader. Hosting conversations teaches you to listen, to stay curious, and to find common ground. These are the same qualities that build trust with customers and teams.
Podcasting reminds me that everyone has a story worth telling. The magic is in drawing it out. Whether I’m behind the mic, facilitating an executive briefing, or delivering a keynote on stage, that mindset shapes how I lead and how I communicate.
What are some ways you've used your platform to advocate for mental health and wellbeing?
Mental health is a deeply personal topic for me. I lost my brother over five years ago to suicide, and that loss reshaped my perspective on leadership, resilience, and empathy. Since then, I’ve made it my personal mission to normalise conversations around mental health, particularly in the corporate world.
Through fundraising and storytelling, I’ve tried to show that vulnerability isn’t weakness; it’s strength. I’m regularly praised for being openly vulnerable and sharing my story. Whether speaking at conferences, mentoring others, or posting personal reflections on LinkedIn, my goal is to remind people they’re not alone.
At ServiceNow, I champion wellbeing initiatives that encourage open dialogue. Leadership isn’t just about results; it’s about creating environments where people feel seen, supported, and safe to bring their whole selves to work.
Is there a particular person you are grateful for who helped get you to where you are?
I’ve been really lucky in my career to date. Many people have shaped my journey, but a few stand out. Tracy Laird, one of my most respected leaders, taught me the power of empathy in leadership, how to listen, trust, and empower others. More recently, David Sly has been a coach and mentor who challenges me to think bigger and act bolder. Glenn Hanton, from my early ServiceNow days, helped me find my voice as a leader and provided me with the opportunity to network and build my personal brand.
Each of them saw potential in me before I saw it in myself. They created space for me to grow, fail, and learn. That’s what great leaders do — they multiply others. I try to pay that forward every day.
What are some of your passions outside of work? What do you like to do in your time off?
Family always comes first. I’m a proud husband and dad of two amazing boys who keep me grounded and laughing. We love to travel, play football, and explore the outdoors together. I also
Customer Success will evolve from being a support function to being the strategic driver and foundation of long-term growth
Whether that’s through ServiceNow, advisory boards, or new ventures, I want to help build ecosystems where innovation and empathy coexist
have an older daughter at university; she’s a huge inspiration to me and to her younger brothers.
Music is another constant in my life, whether it’s playing piano, listening to my favourite live bands, or watching my youngest son perform at his drum concerts. Creativity fuels me, even outside of work. I’m also passionate about health and fitness. The gym and hiking are my reset buttons. They help me recharge mentally and physically, especially in a fastpaced leadership role. “Bench and Banter” has become a staple part of my daily routine and it’s fundamental to me showing up each day as the best version of myself.
And when I’m back at home, in The Cotswolds, you’ll probably find me at The Red Lion pub or The Wild Fig Deli — my local hangouts and passion projects that blend community, food, and connection.
What is your biggest goal? Where do you see yourself in five years from now?
My biggest goal is to continue making an impact, personally and professionally. In five years, I see myself continuing to shape the future of customer experience and success, while mentoring the next generation of leaders.
I’m passionate about scaling good ideas and good people. Whether that’s through ServiceNow, advisory boards, or new ventures, I want to help build ecosystems where
innovation and empathy coexist. I also see myself writing more, maybe even publishing a book that blends leadership, resilience, and personal storytelling. It’s been on my mind for a while, and I think stories are one of the most powerful ways to drive change.
Ultimately, my goal is simple: to leave people and places better than I found them.
What advice would you give to aspiring customer success leaders looking to make a positive impact?
Be curious, not judgmental. It’s my favourite quote, attributed to Walt Whitman and popularised by my favourite TV show, Ted Lasso. It’s truly shaped how I lead — and I even have that quote printed on my custom sneakers. Curiosity builds trust, and trust is the ultimate human currency.
Listen, learn, lead — in that order. Success in this field isn’t always about having all the answers; it’s about asking the right questions. Focus on people, not process. Technology will evolve, but human connection will always be the differentiator. Empower your teams, celebrate small wins, and never forget that leadership is a privilege.
And finally, be yourself. Authenticity attracts authenticity. The most impactful leaders I’ve met are those who lead with heart and humility. That’s how you create lasting impact.
Turning Climate Risk into Opportunity through Smarter Investments
Your career spans more than 16 years across consultancy, academia, and senior leadership in sustainability. What have been the key turning points that shaped your approach as a Chief Sustainability Officer, and how have they influenced your vision at Savills Investment Management?
Early consultancy work taught me the importance of systems thinking and stakeholder
alignment. My time at Grosvenor deepened my understanding of urban resilience and the value of embedding sustainability into core business strategy. A key turning point was being selected for the inaugural cohort of Estates Gazette’s Future Female Leaders, a programme Grosvenor kindly nominated me for. It helped me build confidence and realise that authenticity is one of the most powerful tools in leadership.
Emily Hamilton, FISEP, is a strategic sustainability leader with over 16 years of experience spanning consultancy, academia, and executive leadership. As Chief Sustainability Officer at Savills Investment Management, she leads sustainability strategies across a £ 21 billion+ global portfolio, leading a team that facilitates the embedding of sustainability into investment decisions, governance, and capital raising. Emily is known for translating complex environmental and social challenges into commercially viable solutions, delivering measurable impact in climate resilience, inclusive investment, and regulatory readiness. She chairs the INREV ESG Committee and has held board and trustee roles with the Better Buildings Partnership and National Park City Foundation. A recognised thought leader, Emily regularly speaks at international conferences and contributes to shaping industry standards. Her approach is collaborative, pragmatic, and future-focused, driven by a passion for creating resilient, inclusive places and unlocking long-term value through sustainability.
In an exclusive conversation with CXO Outlook, Emily Hamilton reflects on her journey of shaping sustainability at the heart of global real estate. She explains why the industry must move beyond boxticking compliance to embrace bold, value-creating strategies that can withstand the pressures of climate change, regulation, and social demands. Speaking with clarity and conviction, Emily reveals how PropTech, biodiversity, and resilient leadership are rewriting the rules of investment, and why the future of real estate depends on leaders who are willing to act with courage, collaboration, and foresight.
From my vantage point on the Global Executive and Investment Committees, the most pressing sustainability risks include articulating the financial impacts of climate resilience, i.e, adaptation to both physical risk and transition risk, understanding the impact of nature-based solutions and social equity
With this renewed confidence, I stepped into the role of Head of Sustainability at Savills IM, eventually becoming Chief Sustainability Officer. I’m grateful for the support of senior leaders, particularly our CEO, Alex Jeffrey, and my line manager, Richard Lake, who have championed my growth and empowered me to lead with purpose.
Leading ESG globally for a real estate investment manager has reinforced the importance of commercial pragmatism: translating sustainability into financial performance, risk mitigation, and investor confidence. More recently, building and leading a team of exceptionally talented sustainability professionals has been the greatest privilege
of my career. Leadership teaches you as much about yourself as it does about others, and this experience has helped me grow immeasurably.
All of these experiences have shaped my vision: sustainability must be strategic, focused on material KPIs, and deeply integrated into investment decisions.
The real estate sector faces mounting pressure to address environmental and social challenges. From your seat on the Global Executive and Investment Committees, what do you see as the most urgent sustainability trends or risks currently facing commercial and residential real estate?
From my vantage point on the Global Executive and Investment Committees, the most pressing sustainability risks include articulating the financial impacts of climate resilience, i.e, adaptation to both physical risk and transition risk, understanding the impact of nature-based solutions and social equity. Climate-related risks from flooding to overheating are material to asset durability and valuation. Regulatory frameworks
like SFDR and CSRD are evolving rapidly, and firms must be proactive rather than reactive. Social impact is also rising on the agenda, particularly around housing affordability. The sector must move beyond compliance to value creation through sustainability.
PropTech is transforming how the real estate industry operates. Which emerging technologies or digital innovations do you believe hold the greatest potential to accelerate sustainable transformation in property investment and management?
PropTech is a game-changer. Technologies like digital twins, AI-driven energy optimisation, and real-time ESG data platforms are enabling smarter, more sustainable asset management.
I’m particularly excited by innovations in climate risk modelling and biodiversity mapping tools that help investors understand exposure and opportunity. The challenge is integration: ensuring these technologies are not siloed but embedded into investment workflows and decision-making.
By embedding biodiversity into investment decisions now, we not only accelerate learning and build institutional capability, but we also unlock long-term value and future-proof our portfolios
As Chair of the INREV ESG Committee and a member of several sustainable development councils, how do you see biodiversity and nature-positive solutions becoming part of mainstream investment strategies? What obstacles remain for wider adoption?
Biodiversity is increasingly recognised as a material issue in real estate, but its integration into mainstream investment strategies is still in its early stages. As Chair of INREV’s ESG Committee and the lead for the biodiversity working group, I’ve seen a growing appetite among investors to understand how naturerelated risks and opportunities affect asset performance, resilience, and long-term value. There’s a clear shift from viewing biodiversity as a peripheral concern to recognising it as central to climate resilience, regulatory compliance, and social licence to operate.
Nature-positive strategies such as green infrastructure, habitat restoration, and ecosystem services are beginning to feature in investment conversations. However, widespread adoption is
At both Grosvenor and Savills IM, I’ve focused on reframing sustainability as a lever for financial performance, risk management, and stakeholder trust
hindered by several persistent challenges. The most significant include inconsistent data, a lack of standardised metrics, and limited regulatory pressure. Many investors are still unsure how to quantify biodiversity impacts or integrate naturerelated considerations into financial models.
But I believe we need to move beyond waiting for perfect tools and frameworks. We learn by doing. Reporting and strategy documents are important, but they won't stop deforestation or habitat degradation. What's needed is action, even if imperfect, and a willingness to engage directly with the value chain. We must speak with developers, suppliers, and local communities to understand how nature affects their operations and how we can co-create solutions that deliver mutual benefit.
Nature is remarkably resilient and adaptable. By embedding biodiversity into investment decisions now, we not only accelerate learning and build institutional capability, but we also unlock long-term value and future-proof our portfolios. The real opportunity lies in shifting from risk avoidance to value creation — treating nature not as a constraint, but as a strategic asset.
Ultimately, mainstreaming biodiversity will require leadership, collaboration, and a mindset shift. It’s about recognising that thriving ecosystems are not just good for the planet — they’re essential for resilient, investable places.
The key is to engage with our value chain to understand how nature impacts their operations and decisions, and then act. Nature is remarkably resilient and adaptable. By embedding biodiversity into investment decisions now, even imperfectly, we accelerate learning, build momentum, and unlock long-term value.
Given your experience integrating sustainability at Grosvenor and now on a global scale at Savills IM, what are some common challenges organizations face when embedding sustainability, and how can leaders overcome resistance to change?
One of the most common challenges organisations face when embedding sustainability is cultural.
Sustainability is often perceived as a bolt-on rather than a business driver. At both Grosvenor and Savills IM, I’ve focused on reframing sustainability as a lever for financial performance, risk management, and stakeholder trust. For example, at Grosvenor, I led a supply chain initiative that revealed significant spending with construction suppliers. By partnering more strategically with them, we identified ways to deliver economic, social, and environmental value, not just for the business, but for the communities we serve.
Overcoming resistance requires strong governance, clear accountability, and internal champions who can connect sustainability risks and opportunities to core business outcomes. It also requires patience. Transformation is a journey, not a sprint — and success depends on building trust, demonstrating value, and embedding sustainability into the everyday decisions that shape long-term performance.
Looking ahead, what role do you envision for Chief Sustainability Officers in shaping the future of real estate and PropTech, particularly as regulations and stakeholder expectations continue to evolve?
The role of the CSO is evolving from technical expert to strategic advisor. As regulations tighten and stakeholder expectations rise, CSOs must sit at
Sustainability is not a solo pursuit; it thrives on diverse perspectives and shared purpose
the heart of decision-making, shaping investment strategy, guiding innovation, and driving cultural change. In real estate and PropTech, CSOs will increasingly influence capital flows, product design, and digital transformation. It’s a role that demands both vision and execution.
A strong CSO must be a systems thinker, someone who can help the Board anticipate and prepare for future challenges, such as operating a successful business in a 3-degree world. This is where sustainability becomes a strategic foresight tool, not just a compliance exercise. The ability to connect long-term environmental and social risks to financial resilience is what will distinguish good leaders from great ones.
Sustainability leadership today is about navigating complexity, enabling transformation, and helping organisations thrive in a rapidly changing world.
On a personal level, what motivates you to drive positive change in real estate sustainability, and what advice would you give to aspiring leaders who want to make an impact in this field?
Real estate touches every aspect of our lives, and sustainability is the key to unlocking its full potential. I’m driven by the belief
that we can build environments that serve both people and planet, places that endure, inspire, and uplift.
I also find deep motivation in nature. I believe we are part of nature, not separate from it, and that plants, animals, and birds have as much right to thrive as we do. In fact, our survival depends on their flourishing. This perspective fuels my commitment to nature-positive strategies and reminds me that sustainability is not just about buildings, but about life itself.
My advice to aspiring leaders is: be curious, be courageous, and be collaborative. Sustainability is not a solo pursuit; it thrives on diverse perspectives and shared purpose. The most effective leaders are those who bring others along, foster trust, and embrace the power of collective action. You don’t need to have all the answers, but you do need to ask the right questions, stay open to learning, and lead with humility.
Volunteering has also played a vital role in my growth. Throughout my career, I've always made space to contribute to at least one NGO alongside my role. It offers a fresh perspective, builds new skills, and expands your network, all of which are invaluable for anyone looking to lead with purpose.
Wa n t t o S e l l o r fi n d
I nve s t o rs f o r yo u r
B u s i n e s s ?
MOST INFLUENTIAL
LEADER IN MARITIME
INDUSTRY TO WATCH IN 2025
Christian Ioannou
GROUP CEO, MCTC
RAISING GLOBAL STANDARDS IN MARITIME CATERING, CULINARY TRAINING AND CREW WELLNESS
Christian Ioannou began his journey in the maritime industry from a kitchen and has since redefined how it approaches catering and crew wellbeing. “I am actually a trained chef,” he recalls. After completing his studies in Germany, he returned to Cyprus to work as a chef. Those early years in the culinary world shaped his understanding of food, discipline, and teamwork, which would later become the foundation for his leadership. He eventually joined Intership Navigation as a training supervisor and crewing superintendent, a role that required him to bring his food expertise on board. He sailed with vessels, observed how galleys operated, and worked closely with cooks to improve
standards. “I spent a lot of time in galleys with the cooks talking to everyone from cadets to captains when I realised that deck and engine departments have somebody in the office to talk to, but the cooks did not,” says Ioannou.
Back in the office, he began sending emails to cooks onboard, offering help with recipes, providing guidelines, and supporting them in their work. “Immediately they felt motivated just by having someone in the office to talk to,” he says. “That was when the idea of MCTC was born.”
In 2012, Ioannou founded MCTC Marine Ltd. What began as an effort to support and train cooks has grown into a global maritime catering management and training company that today provides catering services to more than 1,300 vessels worldwide. Over time, the
CHRISTIAN IOANNOU, GROUP CEO, MCTC
company expanded its services to cover supply chain operations, ensuring that vessels receive the ingredients they need to run efficiently.
Scaling globally brought new challenges. MCTC had to adapt to different cultural expectations, regulatory frameworks, and client requirements while keeping its services consistent. “One challenge was ensuring consistency of training across different regions. We overcame this by developing a standardized curriculum that can be adapted locally without losing quality,” says Ioannou.
Building Skilled and Confident Maritime Cooks
At MCTC, training goes far beyond teaching cooking techniques. The company integrates nutrition science, mental health awareness, food safety, and cultural sensitivity into its programs.
“At MCTC, our approach is unique because we don’t just focus on cooking techniques,” says Ioannou. Training is delivered through a blended model that includes classroom sessions, handson practice, digital modules, and continuous onboard guidance.
The team actively seeks feedback from vessels, monitors industry regulations, and collaborates with experts in nutrition and maritime health to keep their services updated. “We not only give feedback but also ask for feedback, it’s through feedback that we all improve,” he explains. This commitment to listening has become a key part of MCTC’s culture.
Impact is measured through both qualitative and quantitative methods. The company tracks catering costs and operational efficiency, gathers direct feedback from shipowners and crew, and monitors the career progression of its trainees. Many who started as entry-level
galley staff have grown into highly skilled Chief Cooks. Improved morale, healthier crews, and more efficient galley operations show how well the programs work.
One of the company’s proudest achievements is the Maritime Culinary Development Program (MCDP). It takes individuals with no kitchen experience and trains them to become competent galley staff. “We’ve seen complete transformations, from people unsure of their path to confident, skilled professionals serving at sea,” says Ioannou. Clients often share how onboard morale improves as catering standards rise, with many reporting higher satisfaction among crew members.
Placing Nutrition and Wellness at the Core
“Nutrition, good nutrition and wellness in general are at the heart of everything we do,” says Ioannou. He believes a well-fed crew is healthier, more focused, and more motivated, while poor nutrition can lead to fatigue, illness, and low morale.
MCTC addresses this by training crews to prepare balanced meals, manage stock efficiently, and design culturally inclusive menus. The company also educates seafarers on healthy eating habits to support their physical and mental well-being. This is done through its my-balance service as well as initiatives like the Family Health and Nutrition Conference.
“My-balance service was designed to take care of the body, mind and soul offering support, guidance and nutrition consultation to staff both at sea and at land,” explains Ioannou. Educational webinars, newsletters, stress management techniques, and fitness initiatives all support this focus on crew well-being.
MCTC's training is delivered through a blended model that includes classroom sessions, hands-on practice, digital modules, and continuous onboard guidance
Driving Digital Innovation and Sustainability
MCTC’s commitment to innovation has shaped how it delivers services. Through its online platform, ESTIA, the company manages requisitions in alignment with vessel operations and port schedules. It gives clients real-time inventory tracking and monthly stock control reports. “Our menus are designed to offer high nutritional quality and satisfy crew preferences,” says Ioannou.
ESTIA also includes a built-in learning management system that makes training simple and interactive for crews onboard and ashore. The company is now working on ESTIA II, a next-generation platform with more features and deeper integrations to make the user experience even more seamless.
MCTC has also developed carbon emissions and nutritional values reporting tools as part of its client portal. “These reporting features are part of our commitment to sustainability and digital innovation,” pinpoints Ioannou. The Carbon Emissions Report monitors CO2 emissions linked to each provisioned item using a weighted global average that factors in country-specific variables such as irrigation and transportation.
Clients can also access detailed nutritional information, helping cooks build balanced menus and encourage healthier eating habits onboard. The Nutritional Values Report provides insights into daily nutrient intake and allows tracking of calorie and nutritional breakdown across daily, monthly, and annual periods.
Leading with Purpose and Resilience
“The pandemic taught us resilience and the importance of digital readiness,” says Ioannou. “I learned that transparency with clients and staff is crucial during uncertain times.” One of the
most important lessons for him was the value of listening and understanding what seafarers, clients, and employees truly need. The company had to stay flexible and adapt quickly.
“The pandemic hit the seafarers hard; there are cases where they stayed onboard for 8-9 months or 10 months without any contact from the outside world,” he recalls. “Not being able to disembark the vessel and go onshore leave for just a few hours or not being able to see your family because of the pandemic hits you hard you need to patient and resilient to adapt.”
These challenges also shaped Ioannou’s leadership style. “I would say my leadership style is collaborative and purpose-driven,” he says. He believes in empowering his team, giving them ownership of their roles, and reminding them of the bigger mission: supporting seafarers’ wellbeing through food. Creating a culture of respect, trust, and continuous development has been central to building a motivated global team at MCTC.
Shaping the Future of Maritime Catering
Looking ahead, MCTC’s strategic goals focus on expanding its global footprint, investing in more advanced digital learning solutions, and strengthening its position as a global leader in maritime catering and training. “We plan to strengthen our bonds our partners, launch new initiatives like industry events and culinary collaborations, and continue raising awareness about the importance of good nutrition at sea,” says Ioannou.
For him, the mission remains clear: “Because when we care for the crew we support the entire maritime industry.”
Redefining Purpose as a Performance Metric
Ulrike Eder, Chief Marketing Officer, esynergy
You’ve built a remarkable global career across technology and consulting. Could you share a few key milestones or defining moments that led you to your current role as CMO at esynergy?
Curiosity brought me from Austria to the UK in the first place, and that mindset really has shaped every step in my career from there on out. I started at ThoughtWorks, where I worked my way from Marketing Executive to Global Head of Marketing. It was an incredible environment to learn how technology, consulting, and purpose come together to create real impact. After that, I joined a product scale-up to deepen my understanding of product marketing, then co-founded drie, an infrastructure security startup built with the team behind HMRC’s tax
platform, an experience that took me on a twoyear venture to the Middle East.
Those experiences shaped how I see marketing: it’s not a support function, it’s a value generator. That mindset is exactly why I joined esynergy, a consultancy where technology, delivery and marketing align around one idea: delivering measurable business impact.
esynergy’s work with Marie Curie stood out for its measurable social impact. What made that project special for you personally, and what lessons did it reinforce about value-driven consulting? That project was special because it proved that technology, when done right, can genuinely change lives. Helping Marie Curie unlock
For me, seeing esynergy’s technical teams partner so closely with a non-profit to create measurable social value was one of those moments where purpose and capability truly aligned
Ulrike Eder is a dynamic, multilingual marketing leader with over 17 years of experience in the global technology sector, spanning both product and professional services. Her career has been defined by building and leading high-performing teams, expanding businesses into new markets, and driving measurable growth through strategic positioning and data-led marketing. Ulrike began her career at ThoughtWorks, where she progressed from Marketing Executive to Global Head of Marketing. She later joined a high-growth product scale-up before co-founding drie, an infrastructure security startup built with the team behind HMRC’s tax platform. During her time with drie, she also supported the Bahraini government as AWS’s core transformation partner, contributing to the launch of the region’s first data centre.
Now as the Chief Marketing Officer at esynergy, Ulrike leads marketing across data, AI, and cloud consulting services and helps position the business as a trusted technology partner that delivers measurable business impact. Passionate about clarity, performance, and purpose, Ulrike is known for turning marketing into a true value generator. Her experience spans Europe, the Middle East, and the US, and she continues to champion impact-driven, globally minded marketing leadership.
In this engaging conversation with CXO Outlook, Ulrike reflects on her global journey across technology and consulting, and how curiosity, purpose, and measurable impact have guided her leadership. She discusses redefining marketing as a true value generator, the importance of aligning technology with human connection, and her vision for making consulting more transparent and results-driven through initiatives like the “Value Mirage” series. Below are the excerpts of the interview.
and connect their data meant more efficient fundraising and better support for families facing end-of-life care.
Personally, it reinforced my belief that value-driven consulting isn’t a slogan, it’s a discipline. It’s about asking, are we creating lasting outcomes, or just delivering outputs? For me, seeing esynergy’s technical teams partner so closely with a non-profit to create measurable social value was one of those moments where purpose and capability truly aligned.
You coined the phrase “Value Mirage” to point out how “value” is often vague or unmeasurable in consulting. What motivated you to start this series, and how has the response influenced your thinking on consulting value?
The idea came from seeing how often the word value gets thrown around in consulting without substance. Everyone talks about it, but few define or measure it. In the Value Mirage series, I wanted to challenge that and push us as an industry to stop treating value as a story and start treating it as a data point.
Simon Wardley really helped us advance our thinking in this space. His work on mapping made us look at value not as a static promise but as something that evolves across context, capability and maturity. That lens gave the concept structure; it helped us connect strategy, delivery and measurement in a way that feels practical, not theoretical.
As we wrote in the first article, “there’s a gap between what clients think they’re buying and what consultancies believe they’re delivering.” The response showed me how ready people are to bridge that gap and focus on evidence, outcomes and transparency. It’s reshaped how
I talk about consulting entirely: value isn’t a claim, it’s a result.
As a marketing leader in a tech-first consultancy, how do you see AI and emerging technologies transforming marketing strategy, client engagement, or content creation?
AI is rewriting how we work. There’s no question. It’s automating, optimising and personalising faster than we’ve ever seen. But the real challenge for marketing leaders isn’t adopting AI, it’s keeping humanity at the centre while we do. In my role, that means making sure that while we automate workflows and scale content, we don’t lose what truly matters: connection. With our customers, with our community and with our own teams.
The future of marketing isn’t human or machine, it’s how we combine the two to build relationships that last beyond the click.
You lead diverse, distributed teams across regions. How do you foster creativity, alignment, and measurable impact within such a setup?
It starts with clarity of purpose and trust. Everyone needs to understand why we’re doing something, not just what we’re doing. I believe in giving teams autonomy but anchoring that in shared goals and measurable outcomes. We use frameworks and rituals that keep creativity alive: short idea sessions, shared success stories, visible impact metrics. Most importantly, I try to create psychological safety: when people feel they can contribute ideas freely, you get diversity of thought, and that’s where innovation happens.
The future of marketing isn’t human or machine, it’s how we combine the two to build relationships that last beyond the click
Outside of your professional world, what personal passions, books, or causes energize you and how do they influence your leadership philosophy?
Travel has always shaped how I see the world, and leadership. Experiencing different
cultures and ways of working keeps me curious and grounded. It’s a constant reminder that perspective is everything, and that adaptability is one of the most underrated leadership traits.
I’m also drawn to design and simplicity. Clarity and structure can turn something complex into something meaningful and effective. That mindset naturally flows into how I lead: clear goals, simple processes, and focus on what truly matters.
Most importantly, I care about empowerment. Helping people find their voice in whatever form it takes and making sure it’s heard. When you create the space for that, teams become braver, more creative, and more connected.
All of these experiences shape how I lead: with openness, clarity and a belief that good ideas can come from anywhere.
What advice would you share with young professionals aspiring to build careers in marketing and consulting, especially those hoping to combine creativity with business acumen?
Be with your clients and your community. Don’t let anyone push you into a marketing role that only faces inward. Marketing that sits too far from the work loses its edge.
Know the business you’re in. Understand how the business works and make that your compass. Every piece of marketing should have a clear line of sight to impact, whether that’s growth, efficiency, or brand equity. We don’t measure to tick boxes; we measure to prove progress.
And finally, back yourself. The best marketing leaders are translators who connect creativity, data and commercial outcomes. That’s where real influence comes from.
MOST INSPIRING BUSINESS LEADER 2025
Derek Cummings TURNING TEAMWORK INTO RETAIL SPEED AND RELATIONSHIPS INTO RESULTS
PRESIDENT OF RETAIL PRODUCT SOLUTIONS
In leadership, few philosophies are as enduring as those forged on the playing field. For Derek Cummings, President of Retail Product Solutions (RPS), the lessons from sports, such as teamwork, grit, and accountability, became the foundation of how he leads in business. He views competition not as a battle against rivals but as a daily challenge to show up, serve with integrity, and build trust through consistency.
“At the end of the day, our business isn’t about fixtures; it’s about people. We’ve built RPS on long-term partnerships grounded in trust, and that only works if we show up every single time with consistency, service, and accountability,” Derek
shares. This people-first mindset has become a hallmark of RPS. Under Derek’s leadership, the company’s success is not measured solely by growth metrics or project timelines but by the relationships that power every outcome.
Derek’s approach is both competitive and compassionate, a blend of precision and purpose shaped by the belief that real victories are shared, not claimed. He says with conviction, “My passion is my team. They’re the ones who bring our vision to life, and I want them to feel the same pride in executing for our customers that athletes feel when they leave it all on the field.” At RPS, this spirit translates into a culture where
CUMMINGS, PRESIDENT OF RETAIL PRODUCT SOLUTIONS
DEREK
collaboration is non-negotiable, accountability is celebrated, and every win belongs to the whole.
The company’s core philosophy, which is relationships first, team always, and compete to win, has driven its growth while keeping its foundation grounded in people, passion, and trust. “Just like in sports, nobody wants to let their teammate down, and that’s what makes us dangerous in the best way,” Derek adds.
Building Trust at the Speed of Retail
The story of RPS began with a small garage operation founded by Jamie Long, who started out building newspaper racks. From those humble beginnings came early breakthroughs, including a 2-liter bottle display program and the first projects with Circle K, which helped establish credibility and open doors in the retail marketplace. “It took people like Danny
Maheu, Thomas Mitchell, Lee Hawkinson, and Greg Dean, all from Circle K, to not only believe in our model, but more importantly, to believe in us. We’re incredibly grateful to those guys for giving us the foundation that fueled our growth,” shares Derek.
In 2017, RPS acquired that company. At the time, it was an ambitious but lean business with only a few clients and plenty of untapped potential. What it needed was structure, speed, and a stronger foundation to grow. “I first met Jamie in a Hampton Inn lobby in Atlanta,” Derek recalls. “That meeting marked the beginning of what would become the foundation of RPS.”
In its early days, the company generated around $500,000 in sales, a respectable start, but far from what Derek believed it could achieve. His first priority was scalability. Retail is a fast-moving industry, and he
recognized that RPS needed to evolve from a small, reactive operation into a proactive, process-driven partner.
To make that transformation possible, Derek introduced structure across every function. He sharpened engineering capabilities, streamlined operations, and instilled a culture of urgency, accountability, and transparency. The goal was simple: to move at the speed retail demands, without compromising service or quality.
Drawing inspiration from Gary Vaynerchuk’s philosophy, Derek made gratitude and empathy central to the company’s identity. Every product, service, and interaction was designed to remove friction for customers and create genuine value.
With Jamie alongside him, Derek set out to assemble a high-performing team of driven, likeminded professionals including Joey Kopp, RW Charlesworth, Frank Saho, and Joe Hasbrouck, all united by a shared belief in doing whatever it takes to deliver. The early years were far from easy, but they were defined by relentless energy, perseverance, and a clear sense of purpose.
“Those days were wild. We spent countless nights on the road, doing whatever it took to keep projects moving and customers happy. But through it all, we focused on people first, listening to pain points and attacking needs head-on,” Derek reflects. From those humble beginnings, a blueprint built on speed, service, and relationships began to take shape. It became
In a modern retail environment, multiple vendors, scattered processes, and poor communication often create costly setbacks. RPS was designed to eliminate those barriers
For retailers, RPS is a trusted execution partner that delivers speed, reliability, and simplicity grounded in the discipline of service and the power of relationships
the heartbeat of RPS and continues to guide every decision today.
As RPS matured, its mission expanded to address one of retail’s greatest challenges: complexity. In a modern retail environment, multiple vendors, scattered processes, and poor communication often create costly setbacks. RPS was designed to eliminate those barriers.
By serving as a single trusted partner from concept to installation, RPS simplifies operations for clients. The company unites gondolas, beer caves, queue lines, pushers, millwork, logistics, and installation under one coordinated system. The result is speed,
consistency, and measurable savings delivered with accountability.
Yet what truly defines RPS is not its product portfolio but its principles. “The heart of RPS isn’t just fixtures; it’s relationships. We believe long-term partnerships are built on trust, and trust is earned by serving. Service is what turns relationships into results,” Derek explains.
That belief is more than a philosophy; it is a daily practice. Serving a partner at RPS goes far beyond contracts or purchase orders. It means answering the call, solving the problem, finding the freight, hitting the date, fixing the issue, and following through on every commitment. “Every single time,” Derek emphasizes.
This level of service has become the cornerstone of RPS’s reputation. It is how trust evolves into loyalty, and how loyalty fuels long-term growth. Over the years, this approach has allowed RPS to scale its operations while preserving the culture that first set it apart, which is a culture rooted in people, purpose, and performance.
Delivering Simplicity Through Partnership
Retailers often face a familiar challenge: managing multiple vendors, juggling schedules, and navigating countless moving parts. At RPS, that complexity is transformed into clarity. The company has positioned itself as a single-partner
solution, bringing every element of retail fixture execution under one roof.
RPS delivers a comprehensive suite of retail fixture solutions including branded gondolas, shelving, millwork, beer caves, custom racking, and front-of-store queue-line systems supported by full-service project management, warehousing, logistics, and installation. By integrating all these capabilities under one roof, RPS eliminates supplier complexity, reduces lead times, and keeps projects on schedule and within budget.
“We view ourselves as a true one-stop fixture partner,” explains Derek. “By combining our nationally priced gondola lines and modular front-of-store systems with in-house logistics and installation, we shorten lead times and simplify rollouts for multi-store chains.”
Every project begins with precision. The RPS team works closely with customers from the start, using floor plans and planograms to produce detailed quotes and 3D renders so clients know exactly what to expect. Once approved, production is staged and inventory prepared. With extensive in-stock gondolas, shelving, and accessories, RPS moves seamlessly from design to delivery.
From there, logistics takes the lead. RPS consolidates shipments strategically often including other vendors’ equipment to cut freight costs and streamline deliveries. This integrated, start-to-finish approach gives customers confidence that every order arrives complete, accurate, on time, and ready for installation.
Installation itself is managed with the same attention to detail. Often, RPS’s installation partners arrive on-site with every component staged and sequenced for speed. A rollout that
might take multiple vendors months can be executed by RPS in a fraction of the time. “If the customer prefers to use their own installers, that’s fine too. We’ll gladly work alongside them in any capacity to make sure the job gets done right,” Derek adds.
Flexibility is central to RPS’s service model. The company can lead a full rollout or seamlessly integrate into specific roles. This adaptability is especially evident in its planogram support. By using customer planograms to manage distribution, RPS ensures that every location receives exactly what it needs, in the right quantities, avoiding over- or under-shipping.
“Our goal is always to create a great experience, not just for our customers but for any vendor partners involved. We fit in wherever we’re needed. The point is to make the entire rollout smooth, accountable, and stress-free,” Derek says. For retailers, RPS is more than a supplier. It is a trusted execution partner that delivers speed, reliability, and simplicity grounded in the discipline of service and the power of relationships.
Speed, Accountability, and the Power of Preparation
In retail, timing is everything. A delayed store opening can mean lost revenue, missed opportunities, and strained schedules. Derek and his team at RPS understand this pressure intimately, which is why they built the company’s model around readiness and reliability.
RPS intentionally keeps a large portion of its inventory ready to ship which is a strategic choice driven by empathy for its customers. “When a retailer is opening a store, every day of delay costs more than lost sales, it costs momentum,” Derek explains. “By keeping core
gondolas, shelving, and accessories in stock, we eliminate long lead times, create flexibility to react quickly, and give our customers the confidence that we’ll be ready when they are.” That level of readiness requires commitment. At any given time, RPS carries a substantial amount of inventory, a significant capital investment. But for Derek, it’s not just a financial
RPS has established strong supplier relationships overseas, negotiated favorable freight contracts, and implemented processes that help shield customers from market volatility
decision. “We’re invested in our customer partners. That investment builds loyalty, repeat business, and trust,” he says.
For custom projects such as millwork or racking, longer lead times are sometimes unavoidable. However, once a product is designed and produced, RPS frequently keeps it in stock for future rollouts ensuring
consistent availability and faster turnarounds. The result is a system built to reduce risk, increase flexibility, and give customers the reliability they depend on.
Delivering that reliability consistently requires accountability at every step. Each project at RPS is assigned a single point of ownership, from quoting to engineering
to installation, ensuring clarity, speed, and quality. “There’s never confusion about who’s responsible. That ownership allows us to move fast and deliver with confidence,” Derek notes.
On the supply chain front, RPS operates with precision and foresight. The company has established strong supplier relationships overseas, negotiated favorable freight contracts, and implemented processes that help shield customers from market volatility. This structure gives clients stability even during uncertain times.
Internally, RPS runs lean but integrated. Operations, logistics, and project management work as one unified team. Speed, as Derek emphasizes, is not an accident. It is the outcome of alignment. “Speed only happens when everyone pulls in the same direction, and we’ve built that structure deliberately,” he says.
At the center of it all are the people who make it work. Derek is quick to credit the talent driving RPS’s success. “Leaders like Brady Cotsmire and Logan Willoughby have built world-class teams that make things happen every single day. And there’s no one better to have by my side than Joey Kopp, who’s involved in every facet of our business. The level we deliver at wouldn’t be possible without the next-level talent we have and we’re truly grateful for it,” he says proudly.
Balancing Speed with Flexibility
In retail, every brand wants its space to feel distinct, yet every rollout demands speed, consistency, and control. For Derek and the team at RPS, the answer to that challenge lies in one word: modularity.
“To balance the need for standardization with clients’ desire for customized fixtures,
RPS’s modular approach gives clients the freedom to pivot, personalize, and innovate on the go, turning standardization into a strength rather than a constraint
we’ve learned that the key is modularity,” Derek explains. RPS’s branded gondolas, queue lines, and beer caves are built on standardized cores. This foundation gives the company speed, efficiency, and dependable cost control, while leaving room around the edges for creative flexibility.
That design philosophy allows retailers to enjoy the reliability of fast lead times without sacrificing their unique brand identity. As Derek puts it, “We build with flexibility in mind, so our customers know they can adapt, expand, or refresh without starting from scratch.”
In retail, speed is often the currency of success. But flexibility can be just as valuable, especially when creative ideas surface midrollout. RPS’s modular approach gives clients the freedom to pivot, personalize, and innovate on the go, turning standardization into a strength rather than a constraint.
Ultimately, Derek and his team strive to give partners the best of both worlds: standardization where it drives value, and customization where it builds identity. This balance not only saves
time and cost but also ensures every retail space feels like an authentic extension of the brand.
Beyond design and production, quality and consistency remain top priorities. Delivering uniform excellence across different regions requires a strong product and a disciplined process. RPS partners with trusted logistics providers and installation crews who understand its products, expectations, and standards.
“We invest heavily in staging and kitting. Every component is prepared in advance so it arrives exactly as needed, with no surprises,” Derek shares. By controlling as much as possible before products leave the dock, RPS sets its partners up for success in the field. In an industry where the smallest delay can ripple across hundreds of locations, RPS’s disciplined, modular model is what keeps its partners on time, on budget, and on brand.
Resilience Built on Relationships
The journey to building RPS was not without turbulence. In the early days, the company took on everything at once. Freight backups,
supply chain volatility, and shifting timelines often hit from all sides. But rather than retreat, Derek and his team leaned into the challenge with transparency and grit. “When things got tough, we didn’t hide behind excuses. We called our clients before they called us, laid out the options, and moved fast to find solutions. Those moments taught us resilience,” Derek recalls.
That resilience was born from a mindset that viewed failure as a teacher, not a threat. “We’ve never been afraid to fail. To me, that’s what defines a strong organization. Failure isn’t something to avoid, it’s something to quantify, learn from, and get back up stronger,” Derek says.
At RPS, failure became a form of feedback. It inspired the company to strengthen its systems, fortify supplier relationships, and double down on what truly matters: speed, service, and relationships. “From the beginning, Jamie and I wanted to build a legacy, not just a business. That meant taking punches, learning from every setback, and keeping our eyes on the long game,” Derek reflects. Each challenge became a lesson, each lesson a building block in the company’s foundation.
The turning point came when RPS shifted its mindset from being a fixture supplier to becoming a strategic partner. By embracing the one-partner model carrying inventory, managing logistics, and consolidating
Retail is an industry that moves at full speed. To stay relevant, leaders must take calculated risks. Derek often references Gary Vaynerchuk’s view that failure is a natural byproduct of growth. Some setbacks sting, but they sharpen instincts. Others expose weaknesses that demand structural change.
installations, RPS moved beyond transactions. The business became relational. “That shift completely changed the game for us and for our customers. It unlocked growth because it made us accountable in a different way. We were no longer just providing fixtures. We were helping our clients look like rockstars,” Derek says.
At the core of this transformation is a deep respect for people and partnerships. RPS invests in every relationship because success is shared. “We hold ourselves to the same standard we want for our clients. If we promise to make them look great, we have to perform at that level ourselves,” Derek explains. The company's true north is this foundational leadership philosophy: to lead with transparency, serve with integrity, and build through relationships. This approach has secured RPS loyalty, unlocked new
By embracing the one-partner model carrying inventory, managing logistics, and consolidating installations, RPS moved beyond transactions
The atmosphere inside RPS often feels like a high-performing sports team: disciplined, tight-knit, and focused on the bigger picture
opportunities, and built a reputation for trust that scales with every project's success.
A Culture Built on Gratitude and Accountability
Inside RPS, culture is a living, breathing force that shapes how people show up every day. For Derek, that culture rests on two unshakable pillars: gratitude and accountability. “Gratitude keeps us grounded. Our clients don’t have to choose us, so we treat every order like it matters,” Derek explains. That appreciation, simple yet powerful, has become part of RPS’s DNA. It reminds every team member that trust is earned one project, one shipment, and one relationship at a time.
Accountability forms the other half of the equation. Every individual at RPS owns outcomes, not just tasks. The mindset is clear: if you touch it, you own it. “Accountability ensures every team member owns outcomes, not just tasks,” Derek says. Together, these two values create an environment where people are motivated to deliver excellence every single time.
But culture at RPS extends far beyond written values. It shows up in how the team interacts, supports, and challenges one another. It’s seen when someone jumps in to help meet a deadline, when teammates celebrate a successful rollout, or when they rally together to fix an issue before a client even notices. “Our team truly cares. Not only about our customers and the process, but
about one another. That sense of trust and respect drives performance because no one wants to let their teammates down,” Derek notes.
That deep sense of unity fuels a kind of competitive spirit that’s both relentless and respectful. The team is hungry to win but humble enough to serve. The atmosphere inside RPS often feels like a high-performing sports team: disciplined, tight-knit, and focused on the bigger picture.
In practice, this means employees step in wherever they’re needed, solve problems quickly, and share credit for every victory. “It’s a family-like environment with a championship mentality,” Derek says. “Everyone pushes hard, not for themselves, but for the team and the customers we serve.”
This balance of heart and hustle is what makes fast, dependable execution possible. When every employee takes ownership and every leader shows gratitude, performance becomes personal. The result is a culture where excellence isn’t demanded; it’s chosen, every single day.
Leading with Ownership and Poise
For Derek, leadership has always been about one principle above all others: ownership. At RPS, he practices what he calls “extreme ownership.” a mindset where accountability starts at the top and filters through every layer of the company. “If something goes wrong, the responsibility falls on my desk. Period. That mindset creates clarity for my team because they see that accountability starts with me. It also builds trust with clients, who know I won’t hide from problems,” Derek says.
When challenges arise, Derek’s approach is direct and decisive. He owns the issue, fixes
it fast, and then investigates what went wrong to prevent it from happening again. That cycle of accountability has become part of RPS’s operating rhythm. “When things break down, I own it, fix it, and then dig in to make sure it doesn’t happen again. That’s how you build a culture where people take responsibility, not excuses,” he explains.
That philosophy traces back to Derek’s first internship in high school at Lauren International, where a mentor named Marvin Davis shared advice that would shape his career. “He told me, ‘Patience, poise, and never let them see you sweat.’ That’s stuck with me every day of my career. Challenges and setbacks are inevitable, but you can’t let panic drive your decisions. You need clarity,” Derek recalls.
Derek carries that lesson into every leadership situation. His rule is simple: make it right first, then find the cause. “Too often, leaders get lost in the ‘why’ before they’ve made it right. Fix what’s in front of you for the customer, then go back and solve the root issue,” he says.
This philosophy has become woven into the fabric of RPS. No longer an individual belief, but a collective mindset that defines how the company operates. From the earliest days, Jamie, RW, Joey, and Derek modeled that approach, setting the foundation for RPS’s “do whatever it takes” culture by living it, often around the clock.
Today, that spirit is carried forward by a new generation of leaders who make sure accountability remains at the heart of everything RPS does. “Joey Kopp brings it into our supplier and logistics relationships, ensuring nothing slips through the cracks. Brady Cotsmire drives it on the project management side, making sure
Derek and his team at RPS have built systems that anticipate volatility before it arrives, ensuring stability for clients even when global conditions shift
every customer knows we’re shoulder-toshoulder with them in execution. And Logan Willoughby brings it to life on the plant floor, where speed and precision are never compromised,” Derek shares.
At RPS, extreme ownership isn’t a buzzword, it’s a way of operating. It starts with Derek, but it thrives because of the leaders around him. “It’s only because of the people we have that this mindset runs through the entire organization,” he says.
That shared ownership is what allows RPS to move faster, adapt smarter, and deliver with precision and setting apart a company that simply performs from one that consistently outperforms.
Innovation That Starts with Openness
For RPS, growth has always been about listening to customers, identifying real needs, and then moving quickly to deliver solutions that make their work easier and their stores more efficient.
That approach has driven the company’s recent expansion into new product categories and partnerships that extend its reach and relevance. RPS has introduced drawers for gondolas and product pushers that improve in-store presentation and shelf performance. Through its partnership with HyperFuel, the company has added EV chargers to its portfolio, bringing a modern, sustainability-driven edge to its offerings. Millwork, both metal and wood, has also become a major area of traction. It fits
naturally into RPS’s core model of providing complete, end-to-end store solutions. “These additions have been a big piece of our growth recently. They not only expand what we can do for clients but also create savings and efficiency at scale,” Derek explains.
While product innovation continues to shape RPS’s evolution, Derek believes the real driver behind the company’s success is cultural. “One thing that defines RPS is our openness to ideas. No proposal gets an immediate no when it hits my desk. We evaluate everything through a simple lens: Does this help us serve customers better? Does it align with our long-term vision? And can we do it while protecting cash flow and execution speed? If the answer is yes, we’ll find a way to make it happen,” he says.
This willingness to experiment and adapt has become part of the RPS mindset. Whether it is launching a new product line, expanding a service offering, or testing a new logistics model, the company’s decisions are guided by a single purpose: to be the fastest, most reliable partner in retail.
Preparing Today for Tomorrow’s Retail Challenges
Derek and his team at RPS have built systems that anticipate volatility before it arrives, ensuring stability for clients even when global conditions shift. He explains, “We’ve taken a proactive approach to resilience. That means diversifying sourcing across multiple countries, negotiating freight and container contracts to hedge against cost spikes, and carrying strategic inventory in the U.S. so our customers rarely feel the turbulence that we do behind the scenes.”
This forward-thinking approach allows RPS to navigate the realities of modern retail such as
RPS is already positioning itself for that future, creating modular and modern solutions that scale nationally yet adapt to local store needs
tariffs, rising costs, and supply chain disruptions without losing pace. Instead of seeing these pressures as setbacks, the team treats them as opportunities to strengthen operations. “For us, every obstacle is an opportunity. We don’t waste energy pointing fingers. When challenges hit, we look for creative ways to turn them into advantages,” Derek says.
That mindset has led RPS to rethink sourcing models, renegotiate supplier agreements, and double down on consolidation strategies that help clients save money. Where others see barriers, Derek sees levers for improvement. He recalls, “Tariffs forced many companies to slow down. For us, they became a reason to innovate; to simplify, to adapt, and to build something stronger.”
RPS stays two steps ahead by anticipating volatility rather than reacting to it. Every system, from sourcing to logistics, is designed
to absorb disruption quietly, so customers never feel it. “Our clients experience consistency, speed, and reliability, even when the market doesn’t,” Derek notes.
Looking ahead, Derek sees the retail floor itself undergoing transformation. The front of the store, he believes, will increasingly revolve around speed, convenience, and intelligent design. “Merchandising fixtures need to drive impulse and efficiency at the same time. That means smarter queue lines, flexible gondola setups, and beverage bars that meet the customer where they are,” he says.
RPS is already positioning itself for that future, creating modular and modern solutions that scale nationally yet adapt to local store needs. By combining innovation with foresight, the company is setting a new standard for what retail execution should look like: fast, flexible, and customer-centered.
Pioneering AI and Culture in Modern Healthcare
Adam Tallinger, Managing Director & Practice Lead, Epic, Nordic Global
Hi Adam. Can you describe your career journey and how you’ve evolved as a leader in healthcare IT?
I started my career as a pharmacist where I primarily worked in critical care alongside the doctors and nurses in an ICU. Having been brought up around computers, when the organization I was at made the decision to change their EHR, I created the first informatics pharmacist position within that organization. In 2005, I made that move to the IT department where I participated in a full cycle Epic implementation and eventually left that organization as the Director
of Applications. This started my consulting journey. While consulting, I’ve always been able to advance my career with experience in all types of healthcare organizations through Epic implementations and digital advisory/strategy engagements. Along the way, I’ve learned that the technology is the easy part; it is the people side of projects that provide the most risk in a project. To that end, I feel that elements like operational engagement, change management, and culture are underappreciated. I currently serve as the Epic Managing Director and Practice Lead for Nordic Global consulting. I have a rare
Setting and measuring baseline KPIs at the start of the project and driving to the expected value and outcomes is a key to strategic and organizational success
Adam Tallinger is the Nordic Managing Director and Practice Lead for Epic and has over 32 years of healthcare delivery and healthcare IT experience. Adam has led and advised for the full continuum of Epic implementations including pre-implementation planning, implementation, and post-implementation development of support, optimization, and clinical informatics. Having experience in healthcare delivery, operational leadership, and consulting allows Adam to bring a broad perspective and understanding of the challenges in healthcare today and their potential innovative solutions. He has worked in all types of healthcare organizations such as multi-state IDNs, regional community hospitals, for-profit systems, international health, and government health. His experience spans strategy and advisory services, merger and acquisition IT integration, digital transformation and a deep knowledge of implementations in transformative initiatives such as Epic. His passions are culture shaping, building high-performing teams, mentorship, lifelong learning, AI, and innovation. Adam lives with his wife, Marisa, and their 5 dogs in the beautiful hill country of Texas.
Recently, in an exclusive interview with CXO Outlook Magazine, Adam shared valuable insights into his remarkable 32-year journey in healthcare delivery and IT. He emphasized that technology is the easy part; it’s the people aspect – operational engagement, change management, and culture – that drives project success. He also shared personal hobbies and interests, his favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
blend of clinical, hospital leadership, and consulting experience that helps me relate to my customers, build trust, and bring new and fresh ideas and solutions to their organizations.
What do you love the most about your current role?
As the Epic Managing Director and Practice
Lead, I enjoy working primarily in a vendor space with who I am able to align with their mission and ideals as well as being a part of a team within our firm to advance and refine our capabilities through collaborative continuous improvement. As a clinician, it is important to me that I can connect my work to its effect on patients. We ultimately serve the patients that choose to entrust their care and lives to the healthcare clients we serve. I want to look back at the end of my career and know that I made a difference in patient’s lives.
What opportunities do you see for healthcare IT to improve patient care and outcomes, and how can organizations capitalize on these opportunities?
There are many, but I will focus on four. The first is to focus healthcare IT work on value and outcomes rather than taking on projects without defined KPIs, using a first in/first out prioritization, letting internal politics or influence drive prioritization, or searching for the latest cool new technology. Every project needs to start with “what story are we going to tell?” when we successfully complete the project. Setting and measuring baseline KPIs at the start of the project and driving to the expected value and outcomes is
a key to strategic and organizational success. This in turn translates to improved focus on patient outcomes.
Second, as we see the consumerization of healthcare, we are finally moving past the paternal nature of care and empowering patients to engage in their care and the outcomes of their interventions. This is driving “digital transformation” or “digital front door” programs which seek to arm patients with better technology to make healthcare easy and accessible to the patient. Through improved engagement in care, patients can experience better outcomes, better compliance, improved follow-up, and reduced medical errors.
Partly because of consumerization, the adoption of artificial intelligence (AI) in healthcare has moved faster than any other technology adoption I have seen in my 30+ year career. The consumer accessibility to AI large language models and AI agents has driven the need for rapid adoption within healthcare. This adoption begins with good AI governance, policies, cybersecurity, and strategic plans for adoption. AI has multiple potential impacts on patient care; some examples: AI reading of radiology studies to improve speed of care and accuracy of findings, AI use of ambient listening and retrieval of data to improve both the provider and patient experience, and Epic’s new announcement of COMET, a medical language model, poised to improve proactiveness of acute care and bring personalized medicine to any Epic patient through medical event and risk prediction.
While there are many more, the last opportunity is improving provider and clinician satisfaction and reduced burnout.
I’m a firm believer in creating a learning culture and that one’s value in today’s workforce is in our ability to change rather than our ability to do one thing really well
Our clinicians are humans just like us, they get tired, burnt out, and frustrated. That frustration often arises from inefficient workflows, mundane-repetitive low value tasks, and technology that makes life harder rather than easier. We need to incorporate elements such as human centered design into our technology implementations to improve acceptance and adoption and avoid the aforementioned dissatisfiers. Happy doctors lead to better care.
How do you stay focused on the future and anticipate emerging trends and technologies in healthcare IT?
The future of healthcare is a passion of mine and needs to be a passion for any successful consultant. To be a trusted partner and advisor, we need to not just inform our clients about the directions and emerging technologies in healthcare, but have well thought out opinions on them as well. I stay informed through educational programs, conferences, engaging with peers, and through a love for reading. I also gain a lot of experience and insights from our client’s experiences – unlike someone who has advanced their career at a single employer, I have had the opportunity to work with all flavors of healthcare delivery organizations, payers, and technology companies. One only needs to pay attention to learn from all of them.
I’m a firm believer in creating a learning culture and that one’s value in today’s workforce is in our ability to change rather than our ability to do one thing really well. Change requires learning; both from a personal growth perspective and an industry knowledge perspective.
Similar to making a difference in patient lives, to look back and see services within this firm that have been built, improved, or grown the business will drive my job satisfaction
Is there a particular person you are grateful for who helped get you to where you are?
I have had mentors I am grateful for throughout my career. Some of those mentors have been my leader but some have also been my own reports or mentees. We can all learn and grow from each other.
One leader in particular that allowed me to thrive and get into the informatics side of healthcare was a previous Pharmacy Director, Richard Proksch. Unfortunately,
Richard passed away a number of years ago but he left a lasting impression on me on the difference between a boss and a leader. He was someone who always led by example. Back in the old days of using a minicomputer system within the pharmacy, our system would constantly go down for hours at a time. Often our backups would be corrupted leading to a need to load earlier backup points. When the system came back up, not only did all of the inpatient orders on patients need to be reconciled, but the
retail pharmacy prescriptions needed to be reentered, in order, to retain the correct prescription numbers. Richard was the first person to sit alongside the other pharmacists at 2:00 or 3:00 in the morning entering data back into that system. Additionally, his encouragement for use of technology led partially to that first selection of Epic as an EHR, brought in pharmacy robotics to improve patient safety and department efficiency, and his support allowed me to create new pharmacy clerkship programs to mentor OHSU pharmacy students. I am a better leader because of his example and the culture he created.
What are some of your passions outside of work? What do you like to do in your time off?
I enjoy collecting hobbies. This may sound funny, but I like the thrill of learning something new. Some of my current hobbies include mountain biking, 3D printing, and reading. My wife and I enjoy live music and local events in and around our town of New Braunfels.
What is your favorite quote?
While working with Robert Eardley, CIO at Houston Methodist, he pushed for new technologies to be “simple, mobile, intuitive”. I still use these 3 words as a gauge for adoption of a technology. Simple is not easy to achieve, intuitive is even harder to achieve, and mobile is a set of technology and user interface problems to solve. But, if we can achieve all 3 of those elements in a technology, adoption is sure to follow.
My own quote I’ve used repeatedly for people I have mentored in my career is “don’t let your confidence exceed your competence”. There is some value in “fake it ‘til you make it” but when we are dealing with patients, that is not acceptable. The main message is to be confident in what you know but be willing to seek out the information you do not.
Where do you see yourself in the next 5 years?
Honestly, at this point, I see myself right where I am at with Nordic. There is plenty of growth work to do here and I enjoy the leadership and other people I work with. Similar to making a difference in patient lives, to look back and see services within this firm that have been built, improved, or grown the business will drive my job satisfaction.
What advice would you give to aspiring leaders in healthcare IT who are interested in driving innovation and improvement in patient care and outcomes?
Learn, experiment, and gain experience. Education gives you the foundation and framework on which to learn in your career, it is not the endpoint. Be curious and challenge your own beliefs and the current ways in which care is delivered. When you see frustration in coworkers, think “how can we improve this, how can we automate this, or where is the waste in these processes”. We need that curiosity and boldness in healthcare to continue to advance care.
MOST INSPIRING
CEO TO FOLLOW IN 2025
Ivan Pretorius
FOUNDER AND CEO, ALLEYROADS
DRIVING SOUTH AFRICA’S NEXT ERA OF AFFORDABLE HOUSING
In 2010, the world turned its eyes to South Africa as the country hosted the FIFA World Cup for the first time. The tournament reshaped infrastructure, created jobs, and opened new opportunities for millions of South Africans.
For Ivan Pretorius, then serving as Chief Director of Public Works for Gauteng province, the World Cup became a turning point. He helped oversee the construction of schools, hospitals, and social projects that would continue to serve communities long after the tournament ended.
The experience showed him what could be achieved when planning and determination come together. By then, Ivan had already founded
AlleyRoads in 2009, driven by a clear goal: to address one of South Africa’s most urgent needs, access to affordable housing. “The need for decent homes is in the order of 2.5 million, however, without integrated townships these will always simply be houses merely providing a roof not a quality life,” he says. His work on the World Cup projects strengthened this resolve, proving that large-scale development could transform communities.
Ivan’s path to this mission began years earlier. “During my tenure as a civil engineer, I was blessed to spend time in various fulfilling roles such as a Lecturer at the Witwatersrand Technicon, various engineering projects in the
IVAN PRETORIUS, FOUNDER AND CEO, ALLEYROADS
private sector, and Chief Director of Public Works for the Gauteng province, while preparing for the 2010 Soccer World Cup,” he recalls. His early career gave him a rare perspective on the intersection of education, technology, and infrastructure. “Being a lecturer, my main role was to ensure learners gained enhanced
cognitive function, improved problem-solving skills and increased adaptability,” he says. As an engineer, he was tasked with the rollout of major public projects, from hospitals to schools, often under tight deadlines. These roles showed him how engineering could directly improve people’s lives.
Starting a company in this space came with steep challenges. “The largest challenge by far is the ability to find suitable contractors and funders in South Africa,” Ivan notes. Many contractors, even well-established ones, struggled after 2010, while noncompliance in the banking sector deepened the crisis and contributed to South Africa’s grey listing. He believes the way forward is through collaboration. “Now South Africa needs the help of international partners to grow the construction sector and this can only be done by bringing the required skills from more advanced countries to help develop and train South Africans to increase our skill levels. On-site training will improve individuals' skills which will result in better quality and faster delivery to the projects,” he emphasises.
Building Momentum Through Early Milestones
AlleyRoads’ journey took a defining turn with its first major project, Northview Heights. It was a small but crucial development of 34 sectional title homes, funded by the National Housing Finance Corporation (NHFC). For Ivan, this project was more than a starting point. It gave him firsthand experience with the complexities
of fundraising, council approvals, and daily on-site challenges.
“NHFC as my very first funder, their funding resulted in the implementation of 34 sectional title homes,” Ivan recalls. “During this project role out, I was exposed to aspects such as fund raising, I was more hands-on with council dynamics and onsite problems faced daily. One can say that Northview Heights shaped me into a strongminded individual and allowed me to grow in terms of overcoming the challenges I faced.”
This early success built the foundation for AlleyRoads’ expansion into multiple sectors. The company has since moved into residential, student housing, and retail or industrial developments, aiming to create self-sustaining communities. “The expansion into the four new sectors, has inspired us to keep going and reach key milestone for our group and ensure we can have 10 000 affordable homes servicing the affordable market with 10 000 student beds servicing both the Tvet colleges and the universities,” Ivan says.
Their model has shown results. “The great success of our large 20 000m2 mall, as part of
Ivan was part of the planning team for the 2010 Soccer World Cup, a period that tested his ability to manage large projects with national significance
our integrated project, in the south of Gauteng has proved the validity of our integrated model with our Palm View development in Shaka’s Kraal being our newest integrated project,” he adds. AlleyRoads plans to build three more retail centres over the next five years to strengthen these mixeduse communities.
“It is our dream to integrate housing, retail, employment and schooling in these affordable housing nodes,” Ivan says. This approach continues to drive the company’s growth, setting the tone for its future developments.
Leading with Purpose and People
When Ivan looks back at his time as Chief Director of Public Works, the scale of the responsibility still stands out. He was part of the planning team for the 2010 Soccer World Cup, a period that tested his ability to manage large projects with national significance.
“During my service as chief director of public works I was duty-bound to roll out 26 new schools, over 2000 new medical beds as well as numerous social care services for early childhood development and care centers,” he recalls. The experience sharpened his ability to juggle multiple priorities and build strong working relationships with talented professionals across different fields.
Those early years helped shape how he leads today. “My leadership style is a difficult aspect to define as I am a firm believer that to be the best leader you must first learn how to serve your staff, respect your clients and be a person who can always stand active criticism without being emotional about problems,” he explains.
For him, leadership is less about titles and more about showing up with humility, grit, and consistency. He adds, “Working in this field is a privilege I have daily and I love every challenge,
Ivan's long-term vision is to grow the AlleyRoads Group to the largest rental housing company in South Africa with over 10000 homes, while driving home 10000 student beds and ensuring integrated nodes across South Africa are developed
every up and downside of the day. I have never worked a day since starting AlleyRoads, as every day at AlleyRoads is fun.”
Running a property development firm that is also a landlord brings its own set of challenges, but Ivan sees clear benefits in the model. “Balancing the two can be a challenge but it has the upside in that you are able to control the capital cost of construction, leading to more affordable rentals,” he says.
Over time, the company shifted its approach from handling construction in-house to outsourcing it to external contractors. “As a landlord you must provide a valuable service to your clients and manage them around fairness, in the past we used to do the construction as well. However, over the last few years we have found that outsourcing the services of a contractor to more suitable parties work better and has the social impact of helping emerging businesses to grow. We have had some losses as a result but we have gained valuable skills to better improve this aspect,” Ivan explains.
Beyond building homes, Ivan is focused on building people. In 2025, AlleyRoads partnered with the Youth in Property Association (YIPA) to help nurture young talent in the sector. “During 2025 the AlleyRoads group has partnered with the Youth in Property Association (YIPA) and with this key approach our aim to develop the next generation of property giants,” he says.
He is concerned about the lack of youth leadership in South Africa’s property landscape. “If one is to review the property giants in South Africa and in the retail sector, residential sector, industrial sector and housing sector one will still find the leaders behind these giants are not youth or established BEE owners, the
market of transformation has not allowed either skill transfer to grow from an entrepreneur to a property mogul. Change has to happen or we will find that a large generation gap will be formed,” Ivan shares.
To bridge this gap, AlleyRoads offers internships, especially in its finance department, to give qualified individuals real-world exposure. “We also provide internships in our finance department to assist people who have the qualifications, but not the experience to gain experience and improve their skills,” Ivan adds.
He believes transformation will only come through hands-on mentorship, knowledgesharing, and real opportunities for young people to prove themselves. “In my view the best way to increase social and economic transformation is by training, transferring of skills, knowledge and investing in the various integrated nodes rather than dumping houses in the middle of nowhere,” he says.
Shaping the Future of Housing
For Ivan, the scale of South Africa’s housing crisis is clear. The numbers are stark, and he does not sugarcoat them. “With the shortage of over 2.5mil homes in South Africa and the current average home housing 4 people, in a simple 2 bed room home, the sad fact is of the 60 million people in South Africa over 17% of the countries people are homeless, unable to have access to a basic need like water, power and dignified toilets,” he says. “A scary fact is that 1 in 6 people have no roof over their heads.”
The figures show how urgent the situation is. “The 2.5 million homes will require 1,5 trillion rand of investment, and with this investment, a minimum of 684 homes need to be built every day for the next 10 years. The only way
to overcome this problem is to bring forth a revolution of transformation. AlleyRoads supplies the skills to develop homes, transfer knowledge and is sourcing serious investment from other countries,” Ivan explains.
Looking at the industry around him, Ivan sees plenty of opportunity but also the need for
As Ivan continues to expand AlleyRoads, his focus remains fixed on one goal: building communities where people can live with dignity, security, and opportunity
discipline. “Great opportunities exist all over. At times the challenge is to know what opportunity to decline because we see it as a responsibility of the AlleyRoads Group to grasp as many of these as we can manage to allow active development with equity and or development partners,” he says.
AlleyRoads has grown quickly in the past 15 years. “Having grown in the past 15 years from a single owner doing 34 homes in one year to a multi-billion-rand company with thousands of units, has shown that exponential growth can be achieved and managed; never give up,” Ivan proudly claims.
His long-term vision carries the same determination that has guided him so far. “My long-term vision is to grow the AlleyRoads Group to the largest rental housing company in South Africa with over 10000 homes, while driving home 10000 student beds and ensuring integrated nodes across South Africa are developed,” he says. He is confident about the timeline for this growth. “This will happen between now and by 2030 the AlleyRoads Group will not only be the pioneer in South Africa but will be household brand name on everyones tongue,” he adds.
Innovation is part of the plan too. “Ongoing integration of green aspects in every home we provide, solar as a start of our future, going self-reliant on water will be the next step and then we will expand into developing microcurrent homes which will not require AC current to operate. Staying ahead of the pack is only achieved by daily focused planning and ongoing R&D,” he explains.
As Ivan continues to expand AlleyRoads, his focus remains fixed on one goal: building communities where people can live with dignity, security, and opportunity. His journey from public service to leading a multi-billionrand property group reflects a rare mix of technical expertise, social commitment, and long-term vision. It is this clarity of purpose that makes him one of South Africa’s most inspiring CEOs in 2025.
Transforming Legal Services for Sustainable Growth
Todd Wilkowski, Partner, Frost Brown Todd, LLP
Hi Todd. What inspired you to pursue a career in law, and how did you become interested in serving as a fractional general counsel?
I attended the US Air Force Academy and originally planned to be career officer and fighter pilot in the US Air Force. That plan did not materialize as I planned and I had to do some serious soul searching and praying about next steps for my professional career. Noone in my family had ever been an attorney or even attended law school; however, I enjoyed the Law Studies classes I took at the Academy and felt led to take the LSAT and explore opportunities in the legal field. I’ve always had a desire to serve others and help them reach their highest
potential and discerned that a legal platform could be a viable path to achieve that.
I originally started my career as a general commercial litigator and eventually served as a construction litigator, largely because of the needs of the firm and because I had taken more engineering courses than most of my colleagues (although I was a political science major and somewhat loathed high-level math and science!). While I enjoyed the rare times in the courtroom advocating for my clients, working for a just result and successfully resolving disputes, I never got used to hearing this at the end of an engagement: “Thank you but I hope I have never have to talk to you again.” I was wired too relationally for that and realized that
I’ve learned a great deal but one thing rings true: more middle market companies would benefit from having a fractional general counsel as a competitive advantage for sustainable growth
Todd Wilkowski is a dynamic, creative, team-oriented servant leader. He is a pragmatic, resourceful advisor, connector and problem solver who serves as fractional general counsel/outside counsel to middle market privately held or family-owned businesses. He focuses on being a proactive, strategic, "get to yes" trusted advisor providing tailored solutions to help clients grow profitably and sustainably. Todd is highly networked to provide his clients with internal firm resources and talented and specialized attorneys to advise them on navigating the particular legal issues and business opportunities they face. Todd served as a GC for a privately-owned construction company where he ultimately led several departments: legal, risk management, contracts, human resources, government relations, and ethics and compliance. Recently, in an exclusive interview with CXO Outlook Magazine, Todd shared insights on his career journey, leadership philosophy, approach to building successful client relationships, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Clients appreciate it when you spend time investing in them so you can deepen the relationship and ultimately serve them better, no matter the industry
being a reactive (and largely transactionally minded) litigator was not my ultimate calling. However, I really had no one mentoring me to better discern how I could best bring my unique God-given passions, strengths and desires to my work for greater personal satisfaction and impact; rather, my vocation was becoming my identity.
After making partner at an excellent reputable law firm, I honestly wasn’t looking for another opportunity but as life goes, sometimes they find you. My wife encouraged me to take a chance and apply for a newly created general counsel position with a national family-owned construction company based out of northern Cincinnati. After almost 4 months of interviews (they wanted to ensure a cultural fit, I was offered the position and I served there for several years. Although I never sought a MBA, I feel like I got one there “in the trenches” as I dove into the business to become more of a strategic, “get to yes” trusted advisor and business partner and overcoming the common perception that attorneys were too risk adverse and often “where the deal went to die.” I also enjoyed being a proactive problem solver who was already involved as the dispute or opportunity arose and could be a part of the decision-making team to address and resolve it.
General counsel who successfully make the transition from private practice to inhouse understand they are now a cost center, not a profit center and need to develop a deep understanding of the business and establish deep, trusting relationships with the company’s team members. Rather than continue as a specialist in a particular area of the law, they find success as “deep generalists” or “expert generalists” who can expertly connect the dots to provide the advice and resources that the leadership team
needs to sustainably and profitably grow the business. Thus, most general counsel NEVER return to private practice and not just because of the burden of measuring your life in 6 or 10 minute increments (i.e. billable hours) or the demand of bringing in business; rather, whether they have been “elucidated” or “ruined”, they can’t practice law the same way. However, they have been a client/customer and they have a better appreciation of the value an outside law firm can bring in helping them succeed in their role in serving the company.
So, I frankly returned to a law firm “kicking and screaming”, not because Law Firm 1.0 was a terrible experience but rather because I knew I was now a “recovering” or “repurposed” litigator and couldn’t practice law the same way as before and frankly, how law is typically practiced nowadays. I had become a strategic, proactive, “get to yes”, risk leveraging consigliere (“first call”) and trusted business advisor and that really tapped into my personal passions, talents and experience and gave me a ton of energy and passion in serving others. I simply could not practice law the same way and never planned to return to private practice.
My wife and I have four children and they have thrived in my adopted town of Cincinnati. I knew it was likely that we were not relocating so my options to land a general counsel position at a large privately held company were very limited. It became readily apparent that my best opportunity would be to return to private practice; however, if I did, I knew I had to reinvent myself and find a law firm innovative and forward-thinking enough to let me do that. While networking with multiple trusted centers of influence, former and prospective
clients, trusted referral sources and thought leaders in Cincinnati, I consistently heard the same thing from them regarding what was largely missing from the legal industry: practical, implementable, customized advice to move businesses forward, not just play defense. While surprised that there was a dearth there, I also discerned an opportunity, especially with small- to medium-sized privately-held and family-owned businesses that were scaling for growth but not yet financially or culturally ready to onboard a full-time general counsel but could really benefit from having one. That is when the idea of building a fractional general counsel practice began to take shape to fill this void. And not one as a solopreneur (as most fractional executives are) but as a fractional general counsel with a deep collaborative bench of experts in every conceivable legal area who I, as their strategic trusted advisor, could connect with these clients to de facto provide a “one stop shop” for all their legal and risk management needs until they were ready to onboard a general counsel. I’ve been doing this for nearly 11 years and my law firm has been very supportive and an excellent seedbed for growing this practice. I’ve learned a great deal but one thing rings true: more middle market companies would benefit from having a fractional general counsel as a competitive advantage for sustainable growth.
What role do you think trust plays in building successful client relationships?
Whether it’s personal, business or any type of relationships, they are superficial and fleeting unless there is underlying trust. They also are not impactful or life-giving. But to have
trust, you must devote the necessary time to establishing and earning it. Unfortunately, the prevalent billable hour structure is a real impediment to that process, especially in a client’s willingness, and often anxiety about spending time to teach you about their business and share their challenges only to get billed for that time. Especially in the age of AI, the legal industry needs to discover new ways to harness this technology to allow lawyers to focus their efforts more on what AI can’t do: build trusting relationships, provide advice that is based on a knowledge of the client and the particular business and analyze and apply the raw data that AI can provide. But if you want to build successful, longstanding “decommoditized” relationships, the secret remains the same: be intentional about building trusting relationships.
How do you stay connected with the needs and goals of your clients?
I try to be proactive, not reactive and wait for the phone to ring. I’m intentional about meeting them for coffee or a meal and tying that into a visit to their offices, job sites, or facilities so I can get to see their operations and meet more of their team members. Clients appreciate it when you spend time investing in them so you can deepen the relationship and ultimately serve them better, no matter the industry. I also try to keep them abreast of threats and opportunities that I learn about in their particular market or industry and alert them proactively to them. They are so focused on day to day operations and “fire drills” that these longer-term issues are often not on their radar screen or they are too overwhelmed to identify and address them.
What's the most significant lesson you've learned throughout your career, and how has it shaped your approach to leadership?
As a leader, you get the honor and privilege of leading others. You should always find ways to put them in positions to succeed by recognizing and fostering their unique talents and gifts, not trying to make them into your own image. And if they fail, take a bullet for them and never throw them under the bus publicly. They will never follow you if you do and they shouldn’t. Rather, make these private teaching moments and opportunities for guidance and recalibration. They may ultimately fail themselves, but you should never fail them.
Is there a particular person you are grateful for who helped get you to where you are?
My father, Jerry Wilkowski, a retired and highly decorated military officer, husband to my later mother for 46 years, devoted father of four and grandfather of 18, and community servant leader. My dad was the first in his family to go to college and was in the 6th class at the US Air Force Academy. He took a big chance moving across the country from a small apartment in New Your City to Colorado Springs, Colorado. Throughout his life and professional career, he showed me courage, self-sacrifice, work ethic, the value of building deep relationships, serving others and overcoming adversity and failure. I’m so blessed to have him as a father.
What is your favorite quote?
“There is no limit to the good you can do if you don’t care who gets the credit”. Former US President Harry S. Truman. I learned that
Never forget why most of you went to law school: to serve others and help them achieve their goals and overcome obstacles and adversity
during one of my first few months at the US Air Force Academy and it has rung true throughout my personal and professional life.
What are some of your passions outside of work? What do you like to do in your time off?
I love spending time with my family although after next year, they all will have flown the coop and we will be empty nesters. I love to snow and water ski, hike or do anything outdoors, ride my bike on the Loveland Bike Trail, try new restaurants and eat great food, and intentionally grow in my faith.
Where do you see yourself in the next 5 years?
I still have quite a bit of college to pay for my kids, so most definitely working to fund that investment! I really feel blessed to do what I do, have positive impact in serving some incredible
clients and friends, mentor the next generation of legal advocates and counselors in being more “relactional” (relationship before transactions) with how they serve clients. I often feel I’m operating in my highest and best version of myself. So, unless the good Lord calls me to another vineyard, I plan to be doing what I’m doing now, only better.
What advice would you give to young lawyers looking to build a career in corporate law?
Never forget why most of you went to law school: to serve others and help them achieve their goals and overcome obstacles and adversity. Your best value to your client is a as a strategically minded, “get to yes” creative problem solver who is focused on building a trusting, symbiotic and sustainable relationship with them. If you do that, everything else will fall into place.
Driving Operational Excellence in Tech
Haley Odom Ackerman, SVP, Corporate Operations, The Zebra
Hi Haley. What sparked your interest in technology partnerships and alliances?
In the early stages of my career, I worked in law firms—environments that were, to put it diplomatically, not known for their technological agility. (The WordPerfect vs. Microsoft Word debate is still going strong!) It didn’t take long for me to realize that using technology effectively wasn’t just a nice-tohave; it was a powerful lever for increasing both productivity and accuracy.
Once I saw the tangible results of techdriven workflows, I was all in. That discovery sparked a deep curiosity and commitment to continual learning. I began actively seeking out opportunities to engage with forward-thinking technology partners. This led to participating in
beta testing programs, pre-launch user groups, and product development roundtables. Those experiences not only deepened my expertise, but also allowed me to contribute to how those tools were shaped.
What do you love most about your current role?
My current role certainly keeps me on my toes in the best way possible. Overseeing multiple departments gives me the chance to tackle a wide range of challenges, which keeps the work dynamic and deeply rewarding. One of the aspects I value most is the opportunity to collaborate across teams. I get to partner with so many talented, thoughtful individuals throughout the organization.
AI and large language models (LLMs) will continue to unlock exciting opportunities in automation and process optimization
Haley Ackerman is the SVP of Corporate Operations at The Zebra, where she leads initiatives across people, IT, InfoSec, compliance, and legal functions. With over 20 years of experience in regulated industries, she excels at translating strategy into action, driving operational excellence, and building resilient, people-first teams. Before joining The Zebra in 2020, Haley led transformations in workforce strategy, security, and legal ops at companies including RetailMeNot. A passionate advocate for inclusion, she has championed DEI, well-being, and hybrid work initiatives. Haley is also a member of Chief, a private network focused on advancing women in leadership. Recently, in an exclusive interview with CXO Outlook Magazine, Haley shared insights on her career journey, leadership principles, and industry trends. She also highlighted the need for balance between professional growth and personal restoration, and advised aspiring leaders to focus on solving real problems and communicating their value. The following excerpts are taken from the interview.
Over the next five years, I’d love to continue expanding my scope by taking on new challenges, building high-impact teams, and tackling complex, meaningful problems
The culture at The Zebra is truly something special. It’s open, inclusive, and rooted in collaboration. We genuinely live our slogan, All Stripes Welcome, and that ethos shows up in everything from the quality of feedback we share to the way we solve problems together. It’s a place where diverse perspectives aren’t just welcomed—they’re celebrated.
What role do you think sales communities play in supporting professionals?
Sales communities play a vital role in helping professionals like me stay sharp and informed. They’re an incredible source of education when it comes to industry trends, evolving tools, and effective techniques. In a space that moves quickly, these communities are essential for staying current, and ideally, staying ahead of the curve.
What makes them especially powerful is the two-way value they create. When we engage with sales communities, we gain insight from their collective expertise, but we also contribute by sharing our real-world needs, goals, and workflows. When approached with the right intent, the relationship becomes truly symbiotic, and leads to innovation and growth on both sides.
How do you see the role of partnerships evolving in the future?
Communication loops between partners are only going to become more dynamic and refined. As feedback mechanisms improve, they’ll play a central role in shaping more effective products and streamlining workflows in meaningful ways.
AI and large language models (LLMs) will continue to unlock exciting opportunities in automation and process optimization. But as
we embrace these innovations, it’s critical that we stay focused on solving real-world problems, not just building flashy or “cool” features. The most impactful tools will be those developed in close collaboration with the people who use them, ensuring they’re grounded in real needs and practical outcomes.
How do you stay current with developments in cloud, security, data, and analytics?
I read books, articles, research, anything I can get my hands on. That foundation of continuous learning is something I really value. Lately, I’ve also found a lot of value in webinars that go beyond theory and include live demos or real work product reviews as they help bridge the gap between ideas and application.
I also consider myself incredibly fortunate to work alongside people who share that same passion for learning. I'm especially grateful for colleagues who are generous with their knowledge and always willing to teach.
What motivates your team, and how do you foster a positive work environment?
Every team I work with brings its own unique rhythm and set of needs, but there are three foundational elements I believe every team benefits from: transparency, ownership, and rest.
Being transparent about why we’re doing something creates a strong sense of purpose. When team members understand the reasoning behind a process or initiative, they’re far more likely to take real ownership of the problem we’re trying to solve. That ownership then leads to better questions, smarter solutions, and meaningful innovation.
And then there’s rest. High-performing teams can only sustain that level of excellence if they take time to recharge. Encouraging vacations is a necessary investment in our collective longevity and well-being.
Congratulations on being recognised as one of The Top 50 Women Leaders of Texas for 2025! Our readers would love to know the secret mantra behind your success.
I love this question! My leadership style is grounded in a few core principles that have served me well over the years:
Don’t mess with people’s money. Compensation, recognition, and opportunity are deeply personal and meaningful to the people you work with. Treating your team with respect is non-negotiable.
Never ask your team to do something you wouldn’t do yourself. Leading by example builds trust and credibility, and it reminds everyone that we’re in this together.
What got you here won’t get you there. Growth requires continuous learning. Investing in development of myself and the team is essential if we want to evolve and succeed long-term.
These principles keep me grounded and help create a culture of trust, accountability, and forward momentum.
How do you maintain a healthy work-life balance, given your demanding role?
If I’m being completely honest, it’s a work in progress. I probably don’t practice work-life
balance as well as I could because I genuinely love what I do. Work energizes me in the same way my other favorite pastimes, like gardening and reading, do.
That said, I’m learning to be more intentional about carving out space for rest and personal time. Just like in work, growth in this area takes awareness, effort, and a little grace.
Where do you see yourself in the next five years?
Over the next five years, I’d love to continue expanding my scope by taking on new challenges, building high-impact teams, and tackling complex, meaningful problems. I find so much joy in the process of growth, especially when it involves bringing people together to solve something big.
I also wouldn’t mind carving out a little more beach time. Striking that balance between professional growth and personal restoration is something I’m always working toward. For me, there’s nothing more energizing than the chance to keep learning, stretching, and evolving.
What advice would you give to aspiring leaders looking to make a meaningful impact in their organizations?
Focus on solving the real problem. It’s easy to get pulled in a dozen directions during a busy day, a demanding month, or a transformational year. The real impact comes from staying anchored in what truly matters and delivering meaningful results.
And don’t be shy about sharing those wins. Communicating the value you’re creating isn’t bragging—it’s leadership. When you stay focused on impact and clearly message your contributions, you create momentum for yourself and for those around you.
