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The Quiet Power of Balance
There’s a silent myth that still lingers in boardrooms and classrooms alike: to succeed, you must sacrifice. Sleep less, work more, and push personal well-being to the sidelines. But as anyone who has walked that path knows, success built on exhaustion rarely lasts. True high performance is not about burning out; it is about burning steady.
I’ve seen leaders who proudly live by their calendars, yet struggle to find time for a walk with their children or a quiet meal with loved ones. The irony is hard to miss: we chase professional milestones while neglecting the very foundations like health, relationships and peace of mind that sustain our ability to lead. In fact, studies continue to show that executives who invest in selfcare and meaningful connections outperform their peers over the long run, not just in business but in life satisfaction.
In a world where industries move at lightning speed and expectations climb higher by the day, the ability to balance ambition with well-being is no longer a luxury but a necessity. Leaders who learn this balance don’t just perform better; they create cultures where people thrive. This is the very essence of some of the stories we explore in the September 2025 issue of CXO Outlook.
Our cover story with Sweeny Bansal, Chief Operating Officer of a major US health insurance company, brings this message to life. With responsibility for a billion-dollar portfolio and the health outcomes of countless members, she could have easily fallen into the trap of endless sacrifice. Instead, she champions self-care, purpose, and passion as core pillars of leadership. Her story is not only inspiring, but also a reminder that the best leaders lead with humanity.
Alongside her journey, this issue of CXO Outlook Magazine brings diverse perspectives from across industries; articles, interviews, and insights that challenge us to rethink success in today’s world.
As you turn these pages, I invite you to pause and ask yourself: What does balance look like for me? The answer, I promise, will be worth the reflection.
Happy Reading.
Sarath Shyam
MOST INSPIRING BUSINESS LEADER 2025
20 Unlocking the Untapped Potential of Africa’s Logistics Landscape Founder and CEO, Parcels Mart Solutions Limited Dr. Joe Enobong
40 The Power of Empathy in Driving Sustainable Growth Partner, Law Partners Shane Butcher
IN MY VIEW
16
Empowering Teams, Driving Business Recovery
Buhle (Nomabunga) Hanise, National Head of Business Restructuring Services, BDO South Africa
EXPERT OPINION
3 Reasons Why Carbon Neutral is a Distraction
Rob Cobbold, Founder and CEO at Native
58
34
Eric Stavola, VP of Managed Services, Visual Edge IT Security, Strategy and Speed: Rethinking the False Tradeoff in the C-Suite
LEADER'S INSIGHTS
Transforming Supply Chain Management with Innovation & Excellence
Dr. Raziel Bravo, SVP Strategic Management, GEODIS
48
Embedding Inclusive Leadership for Meaningful Change
Dr. Jackie Scales, Chief Inclusion Officer, Teck Resources Limited
54
Robin Thomas, Founder & CEO, Carbonzeroed Shaping the Future of Smart Cities & Sustainability
Sweeny Bansal
Chief Operating Officer, Virginia, Major US Health Insurance Company
TRANSFORMING HEALTHCARE THROUGH INNOVATION AND PURPOSE
Sweeny Bansal is a healthcare executive with global experience leading health plans, diagnostics, and medical devices. She is Chief Operating Officer and Vice President for a National Health Plan, overseeing a $1B+ P&L and driving measurable improvements in member health outcomes. Previously, she was the General Manager at LabCorp Diagnostics in Virginia and held senior roles at McKesson, DHL, and M&T Bank. An active board leader, she serves with the Virginia Center for Health Innovation, the American Heart Association, and the Virginia Chamber of Commerce. She was recognized among the 2025 “50 Women to Watch for Boards.”
Recently, in an exclusive interview with CXO Outlook, Sweeny shared insights into her career journey, leadership philosophy, and vision for the healthcare industry. She also emphasized the significance of work-life balance, self-care, finding one's purpose and passion in making a positive impact in healthcare, and much more. The following excerpts are taken from the interview.
Hi Sweeny. What inspired you to pursue a career in healthcare leadership, and what motivates you today?
I studied biomedical engineering to enable physicians to provide high-quality care. Over time, however, I realized our healthcare system—both in the U.S. and globally—was not one I wanted to simply enable. What motivates me today is the opportunity to transform healthcare into a system that thrives when people are healthy, not just when they are sick. My personal measure of success as a healthcare executive is moving the needle on shifting more healthcare dollars toward prevention and reducing percapita cost of care.
What do you love the most about your current role?
I love that I get to improve health outcomes through serving members and making life easier for our providers, while improving and growing the business. I love that the healthier we keep our members, the better the business does financially.
What role do you think innovation plays in driving sustainable growth in healthcare?
Innovation is needed to think through how to shift healthcare dollars from therapy (pharma, devices and diagnostics) to prevention of disease. How do we shift dollars from a fee for service model to a value-based care one. How to drive growth in the healthcare industry from people being healthy vs dollars being spent once they are ill. AI technology coupled with the shift towards value-based care models in healthcare have the potential to disrupt healthcare. Largescale, collaborative effort between various healthcare entities – governments, health systems, health insurance are underway with some government sponsored programs but have yet to make their way into commercial insurance at scale. Employers, motivated by ever-rising medical costs, are innovating on primary care models and preventing disease but a lot more momentum is needed before we see improved health outcomes. Health disparities continue to impact overall health outcomes
Employers, motivated by ever-rising medical costs, are innovating on primary care models and preventing disease but a lot more momentum is needed before we see improved health outcomes
where new solutions are coming up every day to improve access. Health literacy is a great equalizer and requires constant innovation to democratize access to information around healthier living. Still, no amount of innovation replaces the intrinsic motivation people must have to maximize their “healthspan” and live free from chronic disease. The most powerful innovations will be those that inspire and support people in achieving that goal.
Congratulations on being named one of the 2025 50 Women to Watch for Boards!
Our readers would love to know the secret mantra behind your success.
Thank you—it’s truly an honor. If I had to share a mantra, it would be this: never let failure define you. A Chinese proverb says, “Failure is not falling down but refusing to get up.” I’ve
always sought out stretch opportunities, and while they haven’t always been easy, they’ve been the ones that shaped me most. Success also requires finding leaders, mentors, and teams who believe in you—sometimes even more than you believe in yourself. My greater purpose is to make a measurable impact on chronic disease prevention, and that clarity fuels me every day. My advice is simple: find your purpose and passion, don’t let setbacks hold you back, build your tribe, and give it your all—while remembering to care for yourself along the way.
How do you stay ahead of industry trends and translate market needs into product and service innovations?
Curiosity, humility, and a love of learning are my constant companions. I make it a point to
My advice is simple: find your purpose and passion, don’t let setbacks hold you back, build your tribe, and give it your all—while remembering to care for yourself along the way
engage with people outside my immediate role and even outside my industry, read widely, and follow thought leaders who inspire me. Equally important is sharing my own perspective and welcoming dialogue with those who see things differently. When it comes to translating insights into innovation, I start by acknowledging that the best ideas rarely come from one person alone. I encourage my teams to experiment, ask “what if” questions, and learn from failures quickly. A culture of curiosity and openness is what allows market needs to evolve into meaningful solutions.
What is your secret to striking a work-life balance?
For me, balance starts with clear communication and boundaries. I communicate with my leader and colleagues about when I am and am not available, and I do the same with my family so that we’re aligned on what we each need to thrive. I also protect my non-negotiables: meditation, healthy eating, quality sleep, and exercise. These practices allow me to operate at my best and give fully to both my work and my family.
What is your favorite quote?
One of my past leaders often said, “How do you eat an elephant? One bite at a time.” Whenever I feel overwhelmed or uncertain on where to begin, I return to this wisdom: start small, take action, course-correct as needed, communicate clearly and keep moving forward.
What are your passions outside of work?
Living the change I want to see in the world is my biggest passion outside of work. I
dedicate time each day to self-care practices like meditation, exercise, sleep, and healthy eating. My husband and I also have three young children under eight, and raising them to be happy, healthy, and kind is our most important project. When time allows, I enjoy playing the guitar, singing, dancing, and spending time outdoors. I know that as the kids grow, I’ll have more space to pursue these hobbies more often, but for now, I’m deeply grateful for the meaningful life my husband and I have built together.
Where do you see yourself in the next 5 years?
In five years, I see myself leading a major U.S. or global organization that is measurably impacting chronic disease prevention. I also envision serving on one or two mission-driven boards where I can extend my influence and help drive change at scale.
What advice would you give to aspiring healthcare leaders looking to make a positive impact?
Take the time to discover your “what” and “why” in healthcare. Reflect on your early experiences, journal, talk with mentors and friends, and seek clarity about what drives you. From there, find the intersection of your purpose, your passions, what the world needs, and what it will support. I believe strongly in the concept of ikigai, because that clarity will carry you through the toughest times—and healthcare will test your resilience. Know your core values and hold to them, even when quick profits tempt compromise. A clear purpose and strong values will be your north star in building a career that truly makes a difference.
Empowering Teams, Driving Business Recovery
Buhle (Nomabunga) Hanise, National Head of Business Restructuring Services, BDO South Africa
Hi Buhle. What inspired you to pursue a career in accounting and finance?
I was a teenager when I made a decision to become a Chartered Accountant, and I never looked back. At Standard 5 now grade 7, I needed to make a decision at my school whether I go to the commercial subjects root or science. I loved & enjoyed Accounting & Maths so it was an easy decision. But on that same year, I was introduced to the Chartered Accountancy profession by one of founders of the African Women Chartered Accountants…as they say the rest is history, I never looked back & am still very happy with my teenage self for making the decision.
What do you love the most about your current role?
I am currently the National Head/CEO of Business Restructuring at BDO South Africa. I will be honest, I love being a leader first & foremost but more than that I enjoy being a team player.
My team combined have over 50 years of experience in the restructuring and insolvency space. I learnt early on in my life that you must always surround yourself with a team of experts who know their craft…my team is just that.
Furthermore, I would say I am at my happiest at work when my team & I have managed to turnaround a distressed business. This usually
Buhle Hanise is the National Head of BDO Business Restructuring. Buhle began her extensive career in accounting at a competitor firm in 2005, until she moved to Nedbank as a Credit Manager four years later. Buhle then became Senior Credit Evaluation Manager at Standard Bank, before becoming the Senior Business Rescue Specialist & Business Rescue Team Leader at the Industrial Development Corporation. In 2020, she was appointed as the Chief Financial Officer at BAIC Automobile SA (a subsidiary of the IDC). Buhle is a Non-Executive Director at OUTsurance Group; Board Chair of Summit Africa Private Equity and an Investment committee member of Mahlako Fund Financial Services. Buhle is the current President of the African Women Chartered Accountants. Recently, in an exclusive interview with CXO Outlook Magazine, Buhle highlighted her early interest in accounting and her decision to pursue a career as a Chartered Accountant, personal sources of inspiration, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
I learnt early on in my life that you must always surround yourself with a team of experts who know their craft…my team is just that
take a couple of years to witness but knowing that you have made a difference in someone’s life especially where we are able to save jobs… that brings me a lot of joy.
As President of the African Women Chartered Accountants, what initiatives are you undertaking to support and empower women in the profession?
My term as President of AWCA ended in November 2024. By virtue of being having been a President of this amazing organization, I have now been appointed to join the AWCA’s Advisory Council. The council comprises of the founders, past presidents & past vice presidents & Board members who played a significant role in AWCA.
We provide the support structure for the incoming President & Board with implementing their strategy for the year. Also be the voice of reason on certain issues.
How do you stay current with industry trends and developments in your field?
I belong to both SAICA & SARIPA which are professional organizations in my field. Both are member organizations they provide continuing professional development programs to keep up to date with industry knowledge.
SAICA is the South African Institute of Chartered Accountants. SARIPA is the South African Restructuring Insolvency Practitioners Association.
What's the most significant lesson you've learned throughout your career, and how has it shaped your approach to leadership?
Most significant lesson for me is that I don’t know everything! As a Team Leader, I must
Saving a business is not just about the numbers, the fact that you are able to save jobs and the livelihoods of people
surround myself with a team of experts who have the necessary knowledge and experience required to do the job.
Is there a particular person you are grateful for who helped get you to where you are?
My parents. They made me who I am today. They always believed in & supported my dreams.
What does the term "authentic leadership" mean to you?
There is only one Buhle Nomabunga Hanise! In all aspects of my life, I lead with honesty & integrity. Doing the right thing is still fashionable .
What are some of your passions outside of work? What do you like to do in your time off?
Spinning, hiking, Spa days & travelling.
Where do you see yourself in the next 5 years?
Love this question! CEO of BDO entity, any around the world or any Listed entity!
What advice would you give to young professionals looking to pursue a career in business restructuring or financial leadership?
It’s the most fulfilling job to turnaround a distressed business or restructure a struggling business. Saving a business is not just about the numbers, the fact that you are able to save jobs and the livelihoods of people. But most importantly, ensuring that our economy in SA continues to prosper with all its industries.
MOST INSPIRING BUSINESS LEADER
Dr. Joe Enobong
FOUNDER AND CEO, PARCELS MART SOLUTIONS LIMITED
UNLOCKING THE UNTAPPED POTENTIAL OF AFRICA’S LOGISTICS LANDSCAPE
For Dr. Joe Enobong, Africa is not a gap in the global logistics map. It is a market rich with potential, ready to be connected to the world. This conviction led him to establish Parcels Mart Solutions Ltd, a logistics and supply chain company now serving more than 2,000 cities across air, sea, and land cargo.
As Founder and CEO, Dr. Enobong brings a unique blend of academic achievement and global industry experience. A member of the Forbes Business Council, he holds a Doctorate in Toxicology and executive certifications from Harvard Business School and London Business School. His career includes senior
leadership roles at Samsung, UPS, and DHL, where he led strategic growth initiatives across Africa, Europe, and Asia.
Leaving the structure of global logistics giants was not a decision made lightly. “During my years in these companies, I was privileged to work on large-scale logistics frameworks and witness best-in-class operations. Yet, I also saw recurring gaps when it came to Africa’s inclusion in global value chains.” he says. Parcels Mart was created to close those gaps by delivering global-standard logistics while navigating local complexities, fostering economic participation, and building trust in underserved markets.
DR. JOE ENOBONG, FOUNDER AND CEO, PARCELS MART SOLUTIONS
Today, Dr. Enobong is recognized as a thought leader in African logistics, infrastructure, and policy innovation. His work has earned titles such as Africa’s Most Innovative Global Logistics Brand 2025, Fastest Growing Logistics Company in Nigeria 2025, and Young Logistics Leader of the Year by World Business Outlook.
His impact extends beyond logistics. He has invested in real estate, agriculture, education, hospitality, and healthcare, while also supporting philanthropic initiatives including back-to-school programs, patient bill assistance, and community development projects. “My mission is to position Africa not
just as a consumer of global logistics but as a designer of its future,” Dr. Enobong affirms.
Building Intelligence into Logistics
Logistics is not only about moving goods. It involves precision, risk management, data intelligence, and compliance. Dr. Enobong’s background in toxicology taught him how to analyze complex systems with zero tolerance for error. His work in artificial intelligence has given him the ability to automate, personalize, and forecast logistics flows at scale. Combined with his understanding of global business, he can navigate compliance, trade protocols, and cross-border partnerships with confidence. At Parcels Mart, this multidisciplinary view supports the handling of sensitive cargo, the engineering of smart supply chains, and the ability to stay resilient in volatile markets.
One of the company’s early challenges came during cross-border expansion into West Africa. Regulatory inconsistencies and port inefficiencies slowed operations and strained customer expectations. “We responded by developing a compliance intelligence unit within Parcels Mart, staffed with former customs officers, legal experts, and trade consultants. This allowed us to offer clients pre-clearance audits, risk forecasting, and realtime regulatory updates,” Dr. Enobong explains What started as a solution to a problem soon became a competitive advantage.
Today, Parcels Mart serves more than 2,000 clients in over 200 cities. From the beginning, the company positioned itself as a solutions provider rather than simply a carrier. It avoided copying existing models and instead focused on simplifying the logistics journey for businesses
Today, Dr. Enobong is recognized as a thought leader in African logistics, infrastructure, and policy innovation. His work has earned titles such as Africa’s Most Innovative Global Logistics Brand 2025, Fastest Growing Logistics Company in Nigeria 2025, and Young Logistics Leader of the Year by World Business Outlook
in multiple sectors. Heavy investments in technology and talent, smart partnerships, and modular logistics models made it possible to scale across cities without driving up costs.
The company also introduced an integrated rate-comparison platform that gives customers clear visibility across courier options, timelines, and tariffs. This transparency empowered customers and earned their trust. “Legacy players focus on networks; we focus on networks and experiences,” says Dr. Enobong.
Parcels Mart operates with the agility of a startup and the structure of a global player, adapting quickly to changing market needs. Its intelligence-led logistics solutions are tailored for industries such as oil and gas, pharmaceuticals, manufacturing, and energy. Its expertise in end-to-end shipping, oversized cargo and dangerous goods has positioned it as a trusted partner for complex and high-value cargo, combining regulatory compliance with seamless execution.
Technology as the Core Engine
Parcels Mart treats AI not as a buzzword but as a core operating tool. Its systems analyze real-time data from more than 30 courier networks, predict delays, suggest optimal routes, and automate functions from pricing to customs documentation. Clients benefit from personalized dashboards with predictive tracking, automatic alerts, and smart alternatives in case of disruptions. Internally, AI helps optimize warehouse space, reduce last-mile delivery failures, and plan load consolidation with high accuracy.
The company developed the Parcels Mart SmartRate™ engine, a proprietary tool that compares rates, transit times, and network reliability across more than 50 international and domestic couriers. It also launched a mobile and web application that enables customers to book, track, and manage shipments in real time.
Another key innovation is the DDP Compliance Module, which automates
Parcels Mart treats AI not as a buzzword but as a core operating tool. Its systems analyze real-time data from more than 30 courier networks, predict delays, suggest optimal routes, and automate functions from pricing to customs documentation
compliance documentation and minimizes the risk of delays or penalties. This has been especially valuable for clients navigating complex tax and customs regulations.
Transparency is central to Parcels Mart’s approach. Courier APIs are integrated directly into its platform, allowing clients to compare real-time costs, coverage, and transit times. The company’s scale enables it to secure preferential rates, while its technology reduces administrative overhead to keep margins healthy. But for Dr. Enobong, the most important value is honesty. “We never promise what we can’t deliver. That honesty builds trust, and trust is the most valuable currency in logistics,” he states.
Driving Sustainable Logistics
Sustainability in logistics, for Parcels Mart, is more than switching to recycled packaging. The company focuses on route optimization to reduce fuel use, consolidates cargo to cut unnecessary air freight, and works only with carriers that meet emissions standards. All documentation is digitized to reduce paper waste, and a Green Partners program rewards courier partners who lead in sustainable practices.
“In an industry under pressure to deliver faster and cheaper, we make sure our work is ethical and environmentally responsible,” says Dr. Enobong. Parcels Mart chooses partners that meet both regulatory and ethical standards. Procurement and audit teams are trained to identify risks early, and timelines are communicated clearly to clients to set realistic expectations.
If a shipment can be delivered more sustainably without affecting urgency, the
company recommends that option. “We’re not just logistics providers; we’re stewards of responsible trade,” Dr. Enobong explains.
Building a People-First Culture
Parcels Mart runs on a performance-driven, people-first culture. The team is a mix of experienced industry leaders and digital natives who bring energy, discipline, and fresh thinking. Training is a continuous priority, small wins are celebrated, and every employee is made aware of how their work contributes to the company’s success. Weekly global huddles keep teams connected, and the “Customer First, Always” mantra is a constant reminder of the company’s mission.
An internal talent accelerator program, called LEAD (Learn, Execute, Accelerate, Deliver), helps high-potential employees gain crossfunctional experience, take on challenging
roles, and prepare for leadership positions. The company also engages external mentors, partners with academic institutions, and promotes crossborder exposure. “Leadership at Parcels Mart is not a title; it’s a mindset of ownership, vision, and resilience,” says Dr. Enobong.
Shaping the Future of Logistics
Parcels Mart’s growth plans include expansion into Southern and East Africa, launching microfulfilment centers in key cities, and integrating blockchain into compliance modules. The company is developing AI-powered customs forecasting tools for small and medium enterprises and plans to pilot drone-assisted lastmile delivery in rural Nigeria. For Dr. Enobong, the future is not just about scale. “My goal is to mentor emerging logistics entrepreneurs and champion smarter trade corridors across Africa,” concludes Dr. Enobong.
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 ?
Embedding Inclusive Leadership for Meaningful Change
Dr. Jackie Scales, Chief Inclusion Officer, Teck Resources Limited
Hi Dr. Scales. What inspired you to become a DEI strategist and changemaker?
As an openly gay, neurodiverse woman who has built a career across three of the most maledominated and traditional industries, I’ve seen firsthand how systems can unintentionally exclude people—and how powerful it is when they evolve to include everyone. Early in my career, I often found myself navigating environments where I didn’t see people who looked like me or led like me. That reality sparked a curiosity and a drive to understand how we could do better, in theory and in practice.
I’ve always believed that equity is an action, diversity is a fact, and inclusion is a choice. That belief guided me through my MBA and PhD, and it continues to shape my work today. I’ve seen organizations invest heavily in DEI without seeing meaningful change, and I understand why—because real inclusion requires more than good intentions. It requires alignment between values and behaviors, and a willingness to shift culture from the inside out.
What inspires me is helping leaders and organizations make that shift in a way that’s respectful, non-blaming, and grounded in empathy and business outcomes. Today, I use
I’ve always believed that equity is an action, diversity is a fact, and inclusion is a choice
Dr. Jackie Scales is the Chief Inclusion Officer at Teck, with over 20 years of experience advancing equity, diversity, and inclusion (EDI) in mining. financial services and operational environments. She leads strategic initiatives focused on gender equity, Indigenous inclusion, psychological safety, and employee engagement. Formerly head of Deloitte’s EDI consulting practice, Jackie has advised senior leaders on inclusive leadership and talent strategies and culture transformation. She holds an MBA and a Doctorate in Social Sciences. Recognized as one of Canada’s Most Powerful Women and a Global Inspirational Woman in Mining, Jackie is passionate about embedding inclusive leadership into organizational culture to drive meaningful, lasting change. Recently, in an exclusive interview with CXO Outlook Magazine, Dr. Scales shared insights into her career journey, leadership approach, and perspectives on diversity, equity, and inclusion. She also shared her vision for the future of DEI and offered advice to leaders struggling to implement effective DEI programs. The following excerpts are taken from the interview.
a holistic, trust-based approach that supports culture change, improves retention, and drives performance—without asking anyone to compromise who they are. That’s the kind of change I’m committed to making.
What do you love the most about your current role?
What I love most about my current role is the opportunity to amplify the voices of our employees. My role allows me to listen deeply to the lived experiences of our people and ensure those perspectives are not only heard but also shape our policies, culture, and leadership decisions.
Can you discuss the intersection of neurodiversity and DEI in the workplace?
It is about recognizing that inclusion must go beyond surface-level diversity. As someone with dyslexia, I’ve experienced firsthand how neurodiversity intersects with DEI. For a long time, I was what I call a “closet dyslexic”— doing everything I could to hide the extra effort it took to keep up in environments designed for neurotypical minds. That experience shaped my understanding of inclusion. Neurodiversity is often invisible, but the barriers are very real.
Neurodivergent individuals often face systemic biases and unspoken expectations to conform to neurotypical norms. To truly advance DEI, we must challenge these biases, work to understand how different people process information and interact with the world and be flexible in how we support them. That means rethinking communication, leadership expectations, and performance management. When we do that, we not only support equity—we also unlock the creativity, resilience, and innovation that neurodivergent people bring to the table.
What role do you think leadership plays in driving DEI culture?
Leadership plays a foundational role in shaping and sustaining a culture of diversity, equity, and inclusion. In my doctoral research, I found that many high-achieving women were stepping away from traditional leadership paths not due to a lack of capability, but because those roles often demanded they compromise their authenticity. That insight reinforced what I’ve seen throughout my career: when leadership doesn’t reflect or support diverse identities, it sends a message about who truly belongs.
But DEI isn’t just about representation—it’s about creating environments where people feel psychologically safe to contribute, challenge,
To me, authentic leadership means showing up as the same person in the boardroom as I am at home
and lead. That’s where leadership becomes critical. Leaders set the tone for what behaviors are acceptable, what values are lived, and how people are treated. In my current role as Chief Inclusion Officer at Teck Resources, I’ve seen firsthand how leadership can become a catalyst for meaningful change. At Teck, our purpose— to provide the essential resources the world is counting on to make life better while caring for the people, communities and land that we love—is connected to our values: respectful and inclusive, humble and driven, responsible and courageous. These values are woven into our EDI efforts. They guide how we lead, how we listen, and how we build a workplace where everyone can thrive.
Psychological safety is a key part of that commitment. It’s not just about feeling comfortable—it’s about creating an environment where people can speak up, challenge ideas, and contribute fully without fear of judgment or retaliation. Our Respectful Workplace Policy and EDI Strategy are designed to ensure that every employee feels valued, heard, and safe.
How do you stay current with emerging trends and best practices in DEI?
Staying current in DEI requires both curiosity and commitment. I actively engage with thought leaders, academic research, and global DEI communities to stay informed about evolving practices and emerging challenges. My academic background, including a PhD focused on redefining leadership to include women, keeps me grounded in evidence-based approaches. I also regularly participate in industry forums, advisory boards, and professional networks, such as the Mining Industry Human Resources Council, Inclusion and Diversity Advisory Board and the
Canadian Equity, Diversity & Inclusion Awards Committee. These platforms offer invaluable insights into what is working across sectors and allow me to contribute to shaping the future of inclusive leadership.
Is there a particular person you are grateful for who helped get you to where you are?
I had a leader early in my career who had an impact on my journey by giving me opportunities. At a time where opportunities for women in finance were limited, she believed in my ability to learn quickly and gave me stretch assignments that challenged me and helped me grow. She accelerated my growth, built my confidence, and shaped how I lead and advocate for others.
What does the term “authentic leadership” mean to you?
To me, authentic leadership means showing up as the same person in the boardroom as I am at home. Authentic leadership means leading with humility, integrity, and a genuine commitment to growth. It’s about acknowledging that I don’t have all the answers, and being open to learning from others. As hard as this is, authentic leadership isn’t about perfection—it’s about the courage to admit when there’s room to do better. That’s how trust is built, and that’s how real, lasting impact is made.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, my greatest joy comes from spending time with my family—especially when we’re outdoors. Whether it’s hiking through
the trails, skiing in the winter, or cheering on my youngest son as he tackles mountain biking routes, those moments in nature renew my energy. There’s something incredibly rejuvenating about being outside, away from screens and schedules, just enjoying the fresh air and each other’s company.
Where do you see yourself in the next 5 years?
In the next five years, I see myself continuing to support employees to pursue their passions. Whether through mentorship, policy change, or listening and advocating, I will do everything I can to support others to reach their full potential.
What advice would you give to leaders struggling to implement effective DEI programs?
Start by listening—really listening—to your employees. One of the most powerful things a leader can do is create space for people to share their experiences and perspectives.
Be humble in the process. You don’t need to have all the answers, but you do need to be willing to learn, unlearn, and grow. That means being open to feedback, acknowledging where things aren’t working, and being open about the journey.
Also, remember that inclusion must be embedded into the fabric of your organization, which sounds big, but you can start with small actions from how you hire and promote to how you lead meetings and make decisions.
And finally, be patient but persistent. Culture change takes time, and every step you take toward equity and inclusion matters. The impact you make today can shape the experience of generations to come.
3 Reasons Why Carbon Neutral is a Distraction
Rob Cobbold, Founder and CEO at Native
In the fight against climate change, "carbon neutral" and "net zero" have become rallying cries for governments and corporations all over the world. They conjure images of balancing the scales—of neatly offsetting emissions and making our environmental impact disappear. But appealing as they are, the drive for carbon neutrality risks becoming a distraction from the urgent and complex systemic transformations needed to tackle the climate and biodiversity crisis effectively.
To assume that the sustainable future we all want is simply a matter of balancing out the bad stuff we’re doing is, to use Albert Einstein’s phrase, to try and solve the problem with the same level of thinking which got us into this mess in the first place.
Below are three reasons why carbon neutrality is not the silver bullet it’s presented as:
1. Carbon is Not the Only Metric That Matters
The global focus on carbon as the primary metric for environmental impact has led us to grossly undervalue nature. Nature delivers so many benefits far beyond carbon sequestration such as preserving biodiversity, stabilizing ecosystems, supporting local communities. Conversely, deforestation disrupts water cycles, increases the risk of wildfires and creates cascading effects that are difficult to quantify or reverse.
All these roles which nature plays, sometimes called “ecosystem services” are undervalued or
Rob Cobbold is a climate entrepreneur, Sufi and public speaker who has delivered talks to over 30,000 people worldwide from classrooms to international climate negotiations. Rob is Founder and CEO at Native, a platform which partners with indigenous communities to help individuals and organisations protect our planet, one Square at a time. Native is the next evolution of carbon and biodiversity credits. Previously he co-founded the Beach Collective, a social platform and marketplace designed to make it easy, fun and rewarding to do good. Former programme manager of The Crowd, a network for senior sustainability professionals; and Common Vision, a thinktank specialising in creative public engagement. He is also founding editor of Conscious Evolution, an online publication and podcast aiming to kindle an evolutionary transition and help people find meaning and purpose.
To assume that the sustainable future we all want is simply a matter of balancing out the bad stuff we’re doing is to try and solve the problem with the same level of thinking which got us into this mess in the first place
The global focus on carbon as the primary metric for environmental impact has led us to grossly undervalue nature
overlooked entirely in carbon markets. Even where attempts are made to tack these on as “co-benefits” these higher quality offsets still have to compete on the market with low quality technology-based offsets such as Direct Air Capture (DAC) where the credit really is just a tonne of carbon. Even the term “co-benefits” suggest that these crucial roles that nature plays are a nice bonus to carbon sequestration rather than something we all depend on to survive.
Furthermore, net zero demands that carbon projects demonstrate additionality; proving that any carbon that has been sequestered is “additional” to that which would have been sequestered in the absence of project finance. On the face of it this seems like common sense, but it also tends to penalise naturebased projects where additionality is hard and complex to prove compared to technologybased reductions where it's easier and simpler. For example, recent work done by World Resources Institute in Brazil on Assisted Natural Regeneration has been hugely impactful and yet struggles to demonstrate additionality since it is impossible to separate the intervention from natural regeneration.
These factors combine to create an absurd situation where credits from DAC are actually preferred to nature-based credits and attract higher prices since they offer clear-cut additionality and low risk of leakage therefore making net zero claims more straightforward.
By obsessing over carbon as the singular goal, we undervalue nature and risk ignoring broader ecological crises, such as biodiversity loss and soil degradation, which are just as critical as carbon emissions.
2. The Myth of Precision Hinders Real Progress
Carbon neutral claims demand a level of precision which diverts resources away from direct impact. A quick back-of-the-envelope calculation suggests that large corporates spend significantly more on measuring and disclosing their emissions than doing anything about them. The global ESG/Sustainability consultancy industry was worth $11.5 billion in 2022, while the voluntary carbon market was estimated at around $2bn. Meanwhile, the UN estimates that nature needs $384 billion annually by 2025. Instead of closing this gap, new regulations often exacerbate it. The TNFD (Taskforce on Nature-related Financial Disclosures) and TCFD (Task Force on Climate-related Financial Disclosures) mandate that companies disclose their environmental impact in a particular way, requiring significant expertise and expensive consultants, but does not require that companies do anything about them.
This is not to say that measuring emissions isn’t important, nor that transparency is a useful step in the right direction. It’s just that the balance between these interventions and meaningful direct action is skewed. We don’t need more data to know that rainforests need protecting. Protecting rainforest can cost as little as $3, and this amount is comfortably enough to outbid a logging company for the same area - the cost and difficulty is all in the measuring and reporting.
The relentless pursuit of precise carbon accounting fosters a rigid, transactional mindset that waste precious resources on prioritizing measurable outcomes over meaningful impact. Companies that could learn to operate with information that is “good enough” could achieve
more impact and better reputations if they direct these resources to where it’s needed most - the ecosystems and communities on the frontline, as well as effective campaigns which communicate their impact to their clients, employees and investors.
3. It Fails to Embrace the Complexity of Natural Systems
The appeal of carbon neutrality lies in its simplicity: it’s easy to imagine emissions as a linear bar that can be shifted left or right to achieve balance. However, the reality of climate systems is far more complex. Climate impacts are governed by nonlinear feedback loops, time delays, and interconnected systems, and if we don’t get to grips with this then we’re doomed to counter-productive interventions and unintended consequences.
For example, stringent additionality requirements tend to discriminate against communities and jurisdictions which have done an admirable job of protecting their natural assets by putting in place legal protections. These projects have an even harder time proving additionality and are sometimes barred from entering the market. Ironically this actually incentivises jurisdictions to engage with logging and mining companies in areas around a project both before and after selling credits since it allows them to point to any remaining forest and show that it's "additional".
As I have written elsewhere, climate change requires us to get better at modelling and understanding complex systems and feedback loops, but the “net zero” narrative does the exact opposite - it presents climate impact as a simple two-dimensional problem. It perpetuates
The natural world is not a ledger where inputs and outputs can be perfectly balanced
a mindset that encourages short-term fixes over systemic change or addressing root causes. And it perpetuates the illusion that we can continue with business as usual as long as we balance the carbon books.
The natural world is not a ledger where inputs and outputs can be perfectly balanced. It’s a dynamic, evolving system characterized by ambiguity and uncertainty. Efforts to reduce nature’s value to a single metric are fundamentally flawed. Instead, we need to adopt a more holistic approach that recognizes and values the full range of ecosystem services and acknowledges the intrinsic worth of nature beyond its utility to humans.
A Path Forward: Contribution vs Compensation
The climate crisis demands urgent action, but it also requires us to think deeply and act wisely. My intention here is not to trash much of the valuable work and progress and consensus building that the “net zero” movement has garnered. Net zero
targets have played a role in galvanizing action on climate change. It has prompted corporations to measure their emissions, set targets, and invest in solutions. But these first steps must not be confused with the deeper transformations that need to take place. It’s time to move beyond the narrow focus on carbon toward a broader, more holistic vision of sustainability.
Organizations like Native and Pinwheel are leading the way by offering holistic solutions for companies to invest in nature which recognize that nature’s value cannot be reduced to a single metric. By moving beyond carbon, we can shift the focus from a compensation mindset which seeks to balance out negative impacts, to a contribution mindset which prioritizes meaningful action without the need to make misleading or problematic claims of neutrality. Companies who do so will be more effective in their impact campaigns but will also have more resources to communicate that impact in an engaging way to their stakeholders.
MOST INSPIRING BUSINESS LEADER
Shane Butcher
PARTNER, LAW PARTNERS
THE POWER OF EMPATHY IN DRIVING SUSTAINABLE GROWTH
Shane Butcher grew up in Mount Druitt in Sydney’s west and became the first in his extended family to attend university. That experience shaped his sense of fairness and gave him a strong drive to help people who might not otherwise have access to justice. “Personal injury law felt like a natural fit, because it’s often about standing up for individuals during some of the most difficult times in their lives,” he says.
He joined Law Partners in 2005 as an intern while completing his law degree and officially started full-time in 2006. At the time, the firm had the energy of a startup, with everyone wearing multiple hats to build
something meaningful. Over the years, Shane has played a central role in guiding its growth into Australia’s largest specialist personal injury law firm. Becoming a Partner, he explains, was a natural progression but also a serious responsibility. “It means leading with empathy, upholding our values, and ensuring we continue delivering exceptional outcomes for our clients.”
With nearly two decades of experience, Shane has helped thousands of injured Australians and their families secure the compensation they deserve. He believes a successful claim is never only about financial relief. “It can provide closure and a path forward after a life-changing event.”
SHANE
His career has also seen him involved in several high-profile cases, including the Dreamworld tragedy and the Lindt Café siege.
Today, as an Accredited Specialist in personal injury law, Shane serves as a spokesperson for the Australian Lawyers Alliance and has been recognised as a Leading Personal Injury Lawyer by Doyle’s Guide. Mentorship remains an important part of his work, as he continues to support the next generation of lawyers while staying grounded in the purpose that first drew him to the profession.
Leading with Empathy
As a Partner at Australia’s largest specialist personal injury law firm, Shane’s role changes daily, but it always comes back to people. Some days are spent mentoring legal teams or reviewing complex cases. Others involve shaping firm strategy, meeting clients, or speaking to the media in his role as Chair of the Australian Lawyers Alliance (ALA) NSW Branch Workers Compensation
Subcommittee. “A big part of my role is listening to our clients, our staff, and the broader legal landscape, so we can keep evolving while staying true to who we are,” Shane explains.
Balancing leadership responsibilities with client care starts with building the right culture. At Law Partners, that means hiring people who genuinely share the firm’s values. From there, Shane believes leadership is about example. He makes a point of staying close to the client experience, whether through direct involvement in cases or by supporting teams to go above and beyond. “Empathy isn’t a buzzword at Law Partners. It’s embedded into our processes, into how we work, how we communicate, and how we support each other,” he adds,
Building a Client-First Culture
Consistency in client care has been one of Shane’s priorities. To achieve this across all offices, Law Partners has built structured client-care processes and training programs.
With nearly two decades of experience, Shane has helped thousands of injured Australians and their families secure the compensation they deserve
Law Partners has earned over 1,500 five-star Google reviews, achieved a case success rate of over 99 percent, and been named Lawyer Monthly’s Australian Personal Injury Law Firm of the Year for three consecutive years, from 2022 to 2024
At the same time, the firm empowers every team member to treat clients as if they were family. Each client is paired with a lawyer who specialises in their claim type and is supported by a dedicated team that takes the time to understand their unique needs. “We believe it’s that personal connection that drives better outcomes,” Shane says.
The results speak for themselves. The firm has earned over 1,500 five-star Google reviews, achieved a case success rate of over 99 percent, and been named Lawyer Monthly’s
Australian Personal Injury Law Firm of the Year for three consecutive years, from 2022 to 2024.
Shane’s own experience has been instrumental in shaping this client-first approach. Having worked on thousands of cases over nearly two decades, he has seen the impact of injuries on every part of a person’s life. He explains, “It’s not just the physical effects. There’s also the emotional, financial, and psychological toll.” That insight drives the firm’s approach: ask more questions, listen more closely, and
fight harder to claim everything clients are entitled to. “Our strategies are built around this deeper understanding, and our values around client empathy and our relentless advocacy flow directly from that,” Shane pinpoints.
Redefining Success
For Shane, success in personal injury law goes beyond compensation. “It’s about closure, validation, and the ability to move forward in life,” he says. He recalls a high-profile case involving a client injured in a widely
publicised incident. While media attention was intense, the focus inside the firm never shifted from what the client needed. The outcome provided financial security, but it also gave the client peace of mind and the freedom to rebuild their life.
This human impact is what Shane and his team measure themselves against. The best financial outcomes matter, but equally important is how clients feel when their case is resolved. “Success is when a client tells us they feel heard, supported, and
empowered. It’s when they say, ‘You made a difference in my life.’” That focus on trust and care has built long-term relationships, referrals, and an ongoing reputation for client advocacy. At Law Partners, every review and recommendation is seen as confirmation that the firm is living up to its purpose.
Balancing Technology and Human Connection
The personal injury law landscape in Australia is evolving, with a noticeable shift toward written advocacy and greater use of technology, including AI. Shane sees the benefits but remains cautious. “While these tools can improve efficiency, we believe it’s vital to retain oral advocacy and human connection, especially in a field like personal injury law, where relationships matter with everyone; clients, partners and opponents.”
Law Partners is adopting technology where it enhances service, but the firm continues to place empathy and personalised care at the centre of its work. The team also keeps a close watch on regulatory changes, particularly around areas such as driverless vehicles and workers compensation reform.
The foundation of the firm rests on its core values: being accessible, empathetic, relentless, innovative, genuine, and caring. These values are not treated as slogans but as guiding principles in every decision, from recruitment and training to client interaction. “We believe that when you lead with empathy and integrity, everything else follows. Better outcomes, stronger relationships, and a more sustainable business.”
At Law Partners, every review and recommendation is seen as confirmation that the firm is living up to its purpose
For Shane, cultivating empathy in such a demanding field begins with hiring the right people. The firm looks for individuals who genuinely care about supporting clients through challenging circumstances. Training and mentoring reinforce this quality, while the leadership team models empathy in daily interactions. “We also create space for our people to support one another, because when you feel supported, you’re better able to support others,” Shane explains. That philosophy extends not only to peers but also to clients and partners.
Purpose That Endures
After nearly two decades in personal injury law, Shane remains driven by the same motivation that first drew him to the field. He says, “It’s the people that motivate me to continue advocating
for injured Australians. Every client has a story, and every story matters.”
For him, the purpose comes from helping people navigate some of the hardest times in their lives and ensuring they come through with dignity and support. “I will always feel a deep sense of purpose from helping someone navigate a tough time and come out the other side with dignity and support.” That sense of impact continues to inspire not only Shane but also the wider team at Law Partners.
Knowing that their work has a lasting effect on clients’ lives is what keeps them committed. The financial outcomes matter, but the real reward is seeing a client find closure, stability, and the confidence to move forward. For Shane, that is what makes the work meaningful, and it is what continues to guide him as a leader in the field.
Transforming Supply Chain Management with Innovation & Excellence
Dr. Raziel Bravo, SVP Strategic Management, GEODIS
Hi Dr. Bravo. Please tell us about your background and areas of interest. My career immediately shifted to the Supply Chain Industry 25 years ago, despite completing an undergraduate in Hospitality and Tourism Management. My interest in foreign cultures prompted that choice. However, my professional life took a turn when I was hired as a desk-level employee at one of the multinational 3PL (Thirdparty logistics) firms. This was at the time of the manufacturing and production surge in Asia and the rise of offshoring, that it
offered me an opportunity for a career path within the industry. My previous employer allowed me to complete my master's degree. I moved from various sales and marketingrelated functions that another employer gave me the privilege to further my professional advancement in the United States in 2007. A few years later, I was recruited by my current employer, with whom I had the chance to diversify my knowledge in the industry. I handled functions in solutions and implementation, process development, product development, and my current role
Hard work and dedication to your craft can give any individual opportunities—regardless of race, gender, or belief
Raziel Bravo is a Supply Chain Management professional with over 25 years of experience. Her diverse background emerged from various roles in the 3PL industry. She currently serves as the Senior Vice President of the Strategic Management Office at GEODIS. Her academic journey is a testament to her commitment to continuous learning and professional development. She was born and raised in the Philippines, where she completed her undergraduate studies and earned a double major in Hospitality and Tourism Management. She furthered her education with an MBA, until recently earning a doctorate from Georgia State University. She continues her research on supply chain transformation. She is also an adjunct professor at Middle Tennessee State University.
Recently, in an exclusive interview with CXO Outlook Magazine, Dr. Bravo shared her professional trajectory, the secret mantra behind her success, insights on gender equality and inclusion, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
in strategic management. The shift into the role allowed me to pursue a long-term goal of completing a doctorate in 2023. With the global nature of the industry, I was able to work with professionals from different parts of the world with whom I have kept in
contact. Some of them willingly participate in industry-related research I publish in academic and business publications. Along with my current job, I am an adjunct professor of supply chain and management to fulfill my passion for teaching and mentoring. This
is my way of giving back to the industry that gave me an opportunity to accomplish goals and aspirations in my personal and professional life.
What do you love the most about your current role?
I pride myself on being a lifelong learner. My role allows me to read and study the market, conduct research, and design and implement strategic initiatives for our organization. I also get to learn by engaging with some of the smartest people within and outside the industry. Since this is a dynamic industry, change is inevitable. With this change, I keep learning. With learning, I fulfill my passion.
What market trends and technologies are impacting your industry, and how do you leverage them?
Like all other industries, automation is at the forefront of innovation in ours. We help customers achieve agility, resilience, and
sustainability in their supply chains. However, supply chains have various segments. To do so, we leverage technology to service those segments. We adopt new technologies and continue to enhance currently available technologies to better serve our customers.
You were recently recognized as one of The Top 50 Women Leaders of Tennessee for 2024. Our readers would love to know the secret mantra behind your success.
I do not believe there is a proven secret to anyone’s success. Hard work and dedication to your craft can give any individual opportunities— regardless of race, gender, or belief. I was fortunate to have mentors who guided my career. Sometimes, it only takes one person to believe in you for you to believe in yourself. I remain grateful for those who have given me a chance to prove myself. I have made more than one mistake, I have fallen several times over but I rise up stronger each time I fall.
Sometimes, it only takes one person to believe in you for you to believe in yourself
I have made more than one mistake, I have fallen several times over but I rise up stronger each time I fall
What are your thoughts on gender equality and inclusion? Do you think there is a gender bias in your industry? This industry started as a male-dominated industry. It continuously evolves, allowing impartial opportunities for everyone. Most companies in this industry have taken initiatives to ensure diversity, equality, and inclusion in their organizations.
What is your favorite quote?
My late father was a very competitive person. However, he refused to compare himself to others. I overheard him tell my mother not to look at other people because “your best competition is yourself.” After hearing that, I took it to heart to always continue to work hard to exceed my expectations of myself.
What is one accomplishment you’re proud of?
Despite my professional success and obtaining the highest degree in education, my greatest accomplishment is raising four siblings at an early age in a third-world country when my father passed away and seeing their accomplishments in their careers and personal lives is where I find most pride.
What drives you? How do you measure personal success?
I need to keep proving myself. This drives me to find the next best thing and try to achieve it. Every achievement is a measure of success.
Where do you see yourself in the next 5 years?
In the next five years, I will continue working in this industry—it might be in a different capacity, but being in the industry is now part of my DNA. Despite several attempts to get out, it keeps pulling you back. I will continue teaching and writing to impart knowledge and share experience. Most of all, I will pursue my advocacy to help abused women and children in the Philippines, where I was born and raised.
One piece of advice you would like to give to aspiring professionals from your industry.
I have always said it is not for the faint of heart. It requires tenacity and courage, the ability to keep learning and evolving with its dynamism and continuous evolution, the need to be more adaptable to situations, and the belief that failures are pillars of success.
Shaping the Future of Smart Cities & Sustainability
Robin Thomas, Founder & CEO, Carbonzeroed
Hi Robin. What inspired you to start Carbonzeroed and what problem are you trying to solve?
Despite a two-decade career in Tech, my recent stint at Schneider Electric – The World’s Most Sustainable Company* (Corporate Knights, TIME and Statista) provided the tools, guidance and inspiration to start Carbonzeroed. With this new venture, we are helping companies of all sizes to achieve Climate Ambition through Corporate Action.
With operations in three countries, how do you navigate regional differences in sustainability regulations, policies, and cultural attitudes towards climate action?
Irrespective of the political, cultural, and regulatory landscape in the three countries
we operate in; implementing a TRANSDISCIPLINARY approach of collaboration and co-operation between parties has helped tremendously. For example, launching a marketing campaign or deploying an IoT solution for a customer encompasses all business functions of Carbonzeroed including Marketing, Finance, Sustainability managers and ESG specialists. At times, we also consult with NGOs, watchdogs, students, regulators, and everyday citizens while adhering to our guiding corporate values. This has helped harmonize & scale our operations.
What role do you think governments and policymakers should play in supporting climate action and sustainability?
Governments and policymakers today play an active role as “Sustainability Shepherds” by creating awareness, removing silos, normalizing
Governments and policymakers today play an active role as “Sustainability Shepherds” by creating awareness, removing silos, normalizing standards and expediting carbon taxation & penalties as suggested by IPCC, UNCC and the global COP conferences
Robin Thomas is a technopreneur with a strong background in Sustainability Consulting and Circular IT Consulting. Prior to founding Carbonzeroed, he was a member of the Schneider Electric Secure Power Division helping customers decarbonize their operations. He has also made contributions to the Singapore Green Plan 2030 and is currently an ExCo member of the Smart Cities Chapter of SG Tech Singapore. His specializations include clean energy advisory, GHG emission auditing, low carbon options assessment, building performance management, city planning and climate (decarbonization & de-pollution) services.
Recently, in an exclusive interview with CXO Outlook Magazine, Robin shared the inspiration behind establishing Carbonzeroed, insights on some of the most promising areas of innovation in climate tech, personal hobbies and interests, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
standards and expediting carbon taxation & penalties as suggested by IPCC, UNCC and the global COP conferences. The next step is to become “Sustainability Stewards” in taking ownership and measuring progress across the economic ecosystem irrespective of organization size OR business value.
In your opinion, what are some of the most promising areas of innovation in climate tech, and where do you see the most potential for impact?
With the proliferation of AI and Data, climate tech companies will need to deploy Sustainability Intelligence into systems, processes, and solutions to deliver circularity outcomes. The next decade will impact future generations irreversibly and the time to act is NOW. Promising areas include the technology unification of OT, IT and IoT with AI, carbon capture systems and digital twins, Physical AI for smarter energy management and immersive tech/AR/VR for smart agriculture, farming and buildings.
How do you stay ahead of the curve in terms of technological advancements and innovation in the climate tech space?
When it comes to Climate Tech, it is about “Keeping Up by Staying Ahead.” I focus on the climate research data published by reputed industry regulators and agencies while looking at technology advancements by startups and innovators at trade shows like CES, Hannover Messe and Mobile World Congress.
Is there a particular person you are grateful for who helped get you to where you are?
My paternal grandfather (late) Mr. Stanislaus Thomas is the guiding light of my Life and
The formula of an “authentic leader” has an equal dose of empathy, tolerance for risk, humility in achievement and accountability in failure
has made me who I am today. An army veteran growing up in rural India, he taught me the importance of frugality, fortitude, the art of negotiation and powerful communication which I use in my everyday life.
What does the term "authentic leadership" mean to you?
The formula of an “authentic leader” has an equal dose of empathy, tolerance for risk, humility in achievement and accountability in failure.
What are some of your passions outside of work? What do you like to do in your time off?
I’m an avid photographer, traveler and content creator having travelled to 40 countries with my Drone & Camera kit capturing beautiful landscapes and wildlife; it’s a passion that has helped me grow as a person.
What's your vision for the future of Carbonzeroed, and how do you see your company contributing to a more sustainable and equitable world?
The vision for Carbonzeroed is to be a trusted sustainability solution provider helping companies of all sizes achieve Net Zero. We will focus on our employee caron footprint, nurture our client’s circular operations, build strategic cleantech partnerships to pursue positive Environmental Impact and Ecological Well-Being.
What advice would you give to aspiring entrepreneurs looking to make a positive impact?
For aspiring entrepreneurs, I can think of two quotes from Albert Einstein that have helped me in my journey.
“Try not to be of Success; but rather of Value”
“We cannot solve problems with the same thinking we used to create them”
Security, Strategy and Speed: Rethinking the False Tradeoff in the C-Suite
Eric Stavola, VP of Managed Services, Visual Edge IT
“Security isn’t a brake pedal—it’s your traction. Without it, speed leads to failure.”
A Personal Note to Fellow Leaders
Years ago, playing football, one coaching phrase stuck with me: alignment, assignment, Technique
If you’re out of position or unclear on your role, no amount of hustle will save the play.
That framework isn’t just for the field— it’s for the boardroom.
Today’s leaders navigating AI, cybersecurity, and digital growth must apply the same discipline:
Alignment – Are your security and AI strategies aligned with business goals?
Assignment – Does every leader know their role in protecting the business?
Technique – Are you consistently driving action that connects protection to performance?
This isn’t abstract—it’s the difference between organizations that scale confidently
and those blindsided by the very tech they hoped would save them.
Here’s how the top 5% of leaders are executing this playbook:
1. Alignment: Security and AI Must Power the Same Outcome
AI’s moving fast—and so are the threats. Top leaders don’t chase tech trends. They anchor every GenAI and security initiative to business outcomes.
AI isn’t deployed for novelty—it’s deployed where it can speed decision-making and preserve data integrity.
Security isn’t just compliance—it’s what protects your AI model inputs, training data, and outputs.
Growth roadmaps have a companion track: risk awareness and readiness.
Eric Stavola is the VP of Managed Services at Visual Edge IT, a national IT provider, where he leverages over 20 years of industry experience to transform technology from cost centers into strategic business accelerators. Drawing on his dual masters degrees in Education and Information Systems, Eric combines the discipline of football strategy with executive coaching principles to build high-performing IT teams that drive innovation and deliver measurable business outcomes. His no-nonsense approach cuts through technical jargon, focusing on practical solutions that empower organizations to make technology investments that truly move the needle.
Security isn’t a brake pedal—it’s your traction. Without it, speed leads to failure
If your AI and cybersecurity teams are solving different problems, you’re misaligned before the snap.
2. Assignment: Every Leader Plays a Position
You don’t win games with eleven quarterbacks. Same goes in business.
High-performing organizations make roles crystal clear:
The CISO isn’t just the blocker—they’re calling protections at the line.
Line-of-business leaders own the play— they’re responsible for secure, ethical, and impactful AI use.
The CFO tracks ROI on security and AI investments side-by-side.
Everyone has skin in the game. Everyone’s accountable for protecting what they build.
Security and AI aren’t “owned” by departments—they’re owned by leaders.
3. Teaching repeatable Techniques : You Win With Repeatable Plays
Consistency beats complexity. Elite organizations don’t bet on talent alone—they build disciplined systems.
Security and AI playbooks are documented, tested, and updated quarterly.
Prompt engineering and secure AI usage are taught like blocking schemes—clear, intentional, and practiced.
GenAI tools are governed with the same rigor as financial systems: approved inputs, monitored outputs, enforced roles.
Teaching Techniques isn’t sexy. But it’s what separates teams that break through from teams that break down. The Play Has Changed—Have You?
We’re in a season where speed, security , and strategy must coexist.
You can’t accelerate into AI without knowing if your systems, data, and people are ready to hold the line. You can’t scale trust if your security is duct-taped together across silos.
Alignment. Assignment. Technique . Apply it to your AI strategy. Apply it to your cybersecurity posture. Apply it to every strategic conversation you lead.
Because in today’s business landscape, offense sells—but defense wins sustainability.
