FUTURISTIC, SCI-FI INSPIRED AND ON A MISSION TO SAVE THE PLANET. WELCOME TO SOPHI HORNE'S WORLD
“Push every boundary out there. and make it look really cool"
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to be at the cutting edge, pushing boundaries or – say – on the cusp of revolutionising one of our oldest methods of transport, you’ve got to be prepared to give everything for your vision. To put your creativity – however crazy – out there for the world to see. It’s often the only way to bring real change.
So, when Sophi Horne interrupts our chat about electric boats, sustainable racing and more to reveal “I’ve always had this slightly geeky side”, I’m not really surprised. And I mean that in the nicest way possible. Who else, after all, could create something as incredible and otherworldly as the RaceBird or its SeaBird sister, both inspired in equal parts by the sci-fi she was a fan of in her youth, her love of the
natural environment and her absolute focus on creating the first ever electric, sustainable boat sharing service.
That she gets to use E1, the world-first electric boat racing championship for which RaceBird is designed, as her personal proving ground is a perk of the job. E1, like Horne’s SeaBird Technologies, is centred around changing our world for the better – and having fun while doing it. Check out her inspiring story on page 14.
We bring you plenty more innovators and pioneers and, dare we say, ‘geeks’ for their subject matter across the rest of the issue. Take the totally out-there electric scooter championship as an example, or Bolt’s visionary founder Markus Villig, the fascinating utopian vision of Telosa, or Matmut’s data transformation king, Olivier Monnier. A lot, we hope, to inspire your own vision.
As always, enjoy the issue.
Matt High Content Director Matt High Marketing Director Jack Pascall Managing Directors Charlotte Clarke James PepperStroud & Clarke is a multichannel creative agency that produces exceptional business and lifestyle content for brands, leaders and pioneers.
Creative Directors Daniel Crawford
Steve Shipley
Project Director
Manuel Navarro
News, views and tech insight
14 | INNOVATION SOPHI HORNE
Futuristic, sci-fi inspired boat design on a mission to save the planet
06 | PORTFOLIO TECH YOU NEED
Innovations for work, leisure and the environmentally conscious
38 | INTERVIEW MATMUT
On data as the foundation for future businesses, leadership and change
48 | ENTREPRENEUR TELOSA
A sustainable and more equitable utopia of the future, courtesy of Marc Lore
50 | LEADERSHIP VIRTUAL
The metaverse is upon us. But what does it mean for leadership and the future of recruitment?
56 | INNOVATOR MARKUS
The man behind the fastest growing transportation platform in the world
58 | PERSPECTIVE
NET ZERO: TIME FOR TECH
Why the tech sector must increase its focus on supporting net zero ambitions
64 | DISRUPTOR eSC
The world’s first electric scooter championship. Yes, really
66 | CITY GUIDE
48 HRS: LONDON
Business and pleasure in the UK capital
74 | CALENDAR EVENTS
The best events for 2021
“For the foreseeable future, the automobile will likely be the last major software area that still needs development.” This is what Volkswagen Group Chairman Herbert Diess told German publication Automobilwoche. Diess said that VW has an opportunity to play an important role in the data economy, setting out his interest in software, autonomous driving and the data collected from vehicles. He explained that future autonomous, digital cars can offer ‘significant added value’ for customers, and that the harnessing and use of data will be crucial.
www.automobilwoche.de
Airbus’ Walid Yassine Medjati has described how the aviation giant has harnessed conversational AI to improve aircraft operations and safety. Speaking at London Tech Week’s AI Summit, Medjati said the company has managed to train conversational AI using domain classification techniques, data content and interaction models to address rising pilot stress. It can, for example, automatically contact airports to gauge in-bound traffic, understand ground conditions and more.
www.airbus.com
“You can’t manage what you can’t measure - so robust ESG data is key”
Speaking at Microsoft’s Ignite conference, the company’s CEO Satya Nadella discussed how the future working model will evolve. He said: “Every business process will be collaborative, powered by data and AI, and will bridge the digital and physical worlds”. Nadella explained that collaboration should flow through tools like Teams and Outlook and operational applications, and that data and intelligence through people’s interaction should drive the refining of business processes.
www.venturebeat.com
Google parent company, Alphabet, has launched a new business that will use AI to help identify new pharmaceuticals. Isomorphic Laboratories will be headed up by DeepMind CEO Demis Hassabis and will build on the belief that AI can make the finding of new medications faster and cheaper by scanning potential molecule databases to find those that best fit a specific biological target. The company won’t develop its own drugs but, rather, will collaborate with existing pharmaceutical companies.
www.isomorphiclabs.com
83%
of employees want the flexibility to be productive anywhere following the COVID-19 pandemic.
Accenture: Shaping the Sustainable Organisation
Imagine one day in 2050. What does it look like? It may, says Sony, be a time where climate has forced us to live in floating mobile houses that drift the oceans; this group of sea nomads will form a unique ecosystem in which they coexist with the natural environment. Their homes will be the incredible looking floating mobile houses the company has designed as part of its ONE DAY, 2050 sci-fi prototyping project. Free travelling, equipped with engine, solar panels, cleaning filter, sail and stabilisers, the two-story structures are divided into an above-water, public space and private quarters below the waves.
www.sony.com
Tablet computers, headphones, VR headsets, smart wearables, surround sound systems: just some of the potential ‘goods and services’ listed in a reported trademark application by Kanye West’s Mascotte Holdings company to use the name ‘Donda’ on a suite of electronic equipment.
www.rollingstone.com
Robots are too busy nowadays; saving the planet, optimising manufacturing operations, improving customer experience – it can take it out of you. Fortunate, then, that LEONARDO, the bipedal robot, has spent his time riding a skateboard and walking a slackline. The product of researchers at Caltech, ‘LEO’ is the first robot to use multi-joint legs and propellor-based thrusters to demonstrate complex movements and fine control over balance.
www.caltech.edu
Kanye West ‘levitates’ above the stadium at a DONDA listening party
Rolls-Royce ’s all-electric Spirit of Innovation aircraft makes its first flight, powered by a 400kW electric powertrain.
Honda reveals a 100% battery powered air taxi concept capable of travelling up to 250 miles, as part of its 2030 Vision.
Australian regulators state that US facial recognition software company Clearview AI Inc has breached privacy laws.
AT&T and Verizon announce they will delay their 5G rollout due to concerns that it may interfere with aircraft safety systems.
Israeli startup High Hopes Labs reveals its innovative balloon travelling carbon capture system to capture and recycle carbon in the atmosphere.
Mark Zukerberg outlines his future vision for Facebook, announcing the company is rebranding as Meta .
FUTURISTIC, SCI-FI INSPIRED AND ON A MISSION
TO SAVE THE PLANET, WELCOME TO THE AMAZING WORLD OF DESIGNER AND INNOVATOR SOPHI HORNE
in the world of true innovation, there’s a sweet spot. Get there and you’ll find passion, creativity and exceptional design blended seamlessly with the latest, the greatest or the most game-changing technology. It’s here that real change happens. It’s here that you’ll also encounter the SeaBirds and their incredible, race-ready sisters, the RaceBirds. Futuristic [yes Star Wars’ speeder bikes, we’re looking at you], beautiful and - perhaps most importantly - ready to usher in a waterborne mobility revolution, they have leapt from the endlessly busy drawing board of Norwegian designer Sophi Horne.
And they have good pedigree, too. Horne is a passionate and experienced designer with boats in her blood, who began her career in the maritime industry designing the lavish, luxurious interiors of some of the world’s most expensive superyachts. For many, it’s fair to say, this would be enough. That it wasn’t is testament to her ambition and drive to bring her vision - a new era of sustainable, environmentally-friendly and electricallypowered small boats that embrace the transition to clean technology and meet the ‘on-demand’ lifestyle of future generations - to the masses. She’s doing so through SeaBird Technologies, at which she is founder and head of design, and by being the visionary behind the RaceBird - an evolution of her SeaBird electric leisure boat concept developed for the new E1 electric boat racing series.
Take time to speak with Horne and you quickly understand that – with the exception of a [very] brief foray into the world of finance – this was always going to be her calling. “It’s funny,” she begins, “when you think back and look at all the pieces of the puzzle, it’s like ‘oh, it all makes sense, it’s always been on the cards’. Being Norwegian means you grow up spending a lot of time on the water. I come from a sailing family, I was always taking out the boats with my parents and did some competitive sailing… I basically grew up on the water, so I’ve always had this real passion for boats and, from around the same time, designing and building my own ideas out in the backyard.
“That same passion has always given me a real appreciation and sense of caring for nature, too,” she continues. “It’s pretty common if you spend a lot of time on the water; you build this very close relationship with the natural world – it inspires you and you feel a sense of duty towards it. I always remember being out on the boat every summer with my parents and seeing oil spills, pollution and the impact it had on nature and it really affected me. I was young so I didn’t necessarily understand how harmful it was, or have the answers as to how to solve it, but I knew it wasn’t right. It’s always been a nagging feeling in me and I’ve always felt a responsibility to do something about it.”
Inspiration can come in many forms. Unsurprisingly, for Horne, her love of nature and the water are key to her design philosophy - the graceful, organic lines of birds are all too evident in both the SeaBird and RaceBird concepts. But, as a young developing designer, she was struck by a more simple realisation: the boats she saw just weren’t exciting enough. “I’ve always had this slightly geeky side,” she jokes. “There were these little boat shows close to our summer house in Sweden and no one else from my family wanted to go; I’d always bike there by myself and wander around looking at the boats - this was also at a time when I was watching a lot of science fiction – and I just wanted to change everything I saw. I’m not being critical of other boat designers, but that young and inspired me just hated the fact they all looked the same and that no one
had made something crazy or sexy, or that looked like the ideas going around my head.
“And that was how it all started, I was about 12 or 13,” she continues. “I loved it. During school I basically had design as a side hustle, doing web design work for customers, having my first company – this was when I was 16 or so. At that point I never thought it would be a career. Neither did my parents. I had conversations with them about it being too artistic, not a proper job and that I should ‘go be a doctor’ or work in banking. Well, at 18 I quit the bank and flew to Miami with my portfolio with a single mission: don’t leave until you have your first customer.”
“I JUST WANTED TO CHANGE EVERYTHING…”
Needless to say, she found that customer. There followed a successful period designing interiors for super yachts at SSH Maritime, during which time Horne found a mentor in her then boss who further encouraged her inner creativity, including helping to fund her design education. “I was 19 at the time,” she says, “and I still found it hard to believe that was
the path I was going in. But even at that point, when I was working on all of these amazing interior projects I was still always sketching away with my own ideas at my desk. That’s ultimately how SeaBird Technologies was born.”
Horne founded SeaBird in 2019. The objective was to revolutionise the marine industry through the creation of the first electric, sustainable boat sharing service on the water. The company’s seven-berth SeaBird electric foiling boat is intended to offer the next generation of boat users - those for whom connected technology, smart devices and on-demand services are second nature - a unique and hassle free boating experience that can also save the planet.
It is, she concedes, a far-cry from the world of super yachts, but one driven by purpose and a collective responsibility to make change. “You’re doing the biggest of the biggest boats, the most glamorous ideas and you’re really at the top in terms of money, lifestyle and everything that comes with it. It’s inevitable that you start to live that life yourself. But for me, I went back to my roots.
“I HATED THE FACT THEY ALL LOOKED THE SAME AND THAT NO ONE HAD MADE SOMETHING CRAZY OR SEXY, OR THAT LOOKED LIKE THE IDEAS GOING AROUND MY HEAD”
Boating has really always been about a shared experience and everyone enjoying being on the water; it was really important that this be about my target group and the people that I’d see every summer out on the water, particularly as I didn’t really see that offering there at that time.
“I started with the idea of making boating more available. Then it was all about considering what the next generation and the future would look like. I’m not lazy,” she laughs, “but, like everyone, I like accessibility and good service with everything included, and I’m a fan of on-demand transport like Uber. It seemed so obvious that SeaBird should be about a complete on-demand service with boats available to rent or use whenever you need, and all the associated services that come with it right there on your phone or app.”
Horne calls this concept ‘the connected boat’, an idea based around providing boaters with an experience akin to modern, electric cars and including everything from digital switching to user-based content and autonomous docking. “We’re trying to make it as smart as possible,” she explains. “I love technology, but I also love aesthetics and design, so the intention isn’t that people look at the boat like it’s a robot on the water or anything. Really, it’s about being able to go anywhere with confidence; you can rent the boat when you need it through the app, your phone and boat are always connected. Then there’s safety: if you take a SeaBird service you’ll have your own user profile and
we’ll always be able to know the location of the boat, there’ll be a direct line to the coastguard and to our company. Ultimately, it’s about making boats as easy to use as possible, which is where things like autonomous docking come in.”
Given her passion for nature and making a difference, electric power was an obvious choice. Unlike other sectors like automotive, the maritime industry is slow in its uptake of climate-friendly or sustainable technologies, says Horne, pointing out that similar concerns exist for consumers around topics like range anxiety. “We’re pretty far behind, and that really was the motivation for me. I wanted to challenge the industry with creativity and new thinking, to develop something that will be paramount
in responding to the climate crisis I feel a very strong responsibility to bring the future of sustainable boating to the here and now. Even when there were some really strong developments with cars, I just didn’t see anyone pushing the boundaries or heading in that direction. There were a few electric boats out there, but it wasn’t close to what
we were seeing was possible in terms of batteries, range, technology and so on.
“Range anxiety is still a big concern,” she continues, “but so too is battery development and having the right charging infrastructure in place at ports. Being out on the water is a completely different
“I DIDN’T SEE ANYONE PUSHING THE BOUNDARIES…”With HSH Prince Albert II of Monaco at the unveiling of the UIM E1 World Electric Powerboat Series ‘RaceBird’ prototype
“BOATING HAS REALLY ALWAYS BEEN ABOUT A SHARED EXPERIENCE AND EVERYONE ENJOYING BEING ON THE WATER”
environment - you’re really out there on your own so range anxiety is very real. But it can also be rough, which takes a lot more energy and a completely different kind of platform to travel. For this to be a success you need both hand in hand. Fortunately, we’re starting to see it.”
Technology aside, as you’d expect from a born-designer, Horne is a fierce defender of aesthetics, delivering just the right amount of wow factor or, as she puts it, ‘making people look twice’. SeaBird and RaceBird take this idea and ramp it up a notch; the
stunning boats are a product of many hours spent at the drawing board, she explains.
“In the beginning, I didn’t even intend for it to be me designing them – I guess I reverted back to that shy individual who needed encouragement when I first started. But then the design head kicked back in and I was back at that inspired kid on her bike, not satisfied with anything, going back to my science fiction roots, movies and everything else that I’ve loved or thought was cool.
“Coming in as a ‘nobody’ lets you push the boundaries a little,” she continues. “It’s the perfect time to make some noise, get some attention and make people stop and look. That wasn’t there when I looked at the electric boats on the market at the time. They were old, traditional boats with electric power; there was no wow factor. Really, I just spent time drawing, going back and forth with different models - boats that went under water, above the water, some really crazy stuff – but that whole process was very important to me. The overall aesthetic is crucial from my perspective. Of course, I want the craziest, most up to date tech, but how something looks is absolutely everything. I wouldn’t buy something just because of its functionality, it has to have that x factor and represent work or ideas that you’re proud of.
“It’s no different to how I see electric cars, really. I’ve always been interested in them and was an early adopter, but, in the beginning they were cute, bubbly, and I didn’t
really like them from a design perspective. I view a car as clothing, it represents your image and, to be honest, I didn’t find it very appealing in the early days. But now you have much more sleek and sexy designs, you have Tesla and Formula E pushing the boundaries even more and suddenly it’s just ‘boom: here we are’. That’s what I want it to be with my boats.”
Nothing says ‘here we are’ like competition on the global stage. And it is here that RaceBird comes in. The revolutionary boat shares much of the same DNA as Horne’s SeaBirds, but is designed specifically for use in the E1 series, a world-first electric boating championship form Alejandro Agag, who is behind the Formula E and Extreme E electric car racing championships. And, in perfect synergy with SeaBird’s mission, E1 aims to use competitive racing to promote sustainable electric watercraft, reduce the environmental pressures on oceans, rivers and lakes, promote electric mobility and act as a testing ground and development platform to accelerate technological innovation and showcase, inspire and increase the desirability of electric leisure boating.
The latter, for Horne, means that E1 is her own personal proving ground for the ideas and developments that you or I may one day use in our very own SeaBird. RaceBird is the product of collaboration between Horne, Agag and his E1 co-founder Rodi Basso, and naval architects Victory Marine.
“When I was first introduced to Alejandro I had the first SeaBird concept design and he asked to look through my portfolio, including what would be the original RaceBird concept, which was pretty crazy - definitely not a day cruiser for seven people. So when he and Rodi decided to race on the water, they came back to me to develop that concept into what you have today.
“To use the series as a development platform for the SeaBird is an incredible opportunity for any designer,” she says, “and I’m surrounded by experts in the field who are helping to bring my vision to life. It’s a great chance to bring my strategy for boating to everyone, to show what the future can look like with RaceBird and then give everyone the SeaBird too. For me, it’s
“WE’RE SUPER SERIOUS ABOUT OUR MISSION”
amazing to work with some really super smart people who have proven experience of pushing the boundaries in racing, technology and sustainability - it’s a golden ticket. And sport is the perfect forum to show what we’re capable of. You look at Formula E or Extreme E, which just launched, they have around 19 million people watching. That level of engagement is incredible and, with something like the environment, it’s very easy to be negative about the situation we’re in. My view is, we flip it. We say ‘here is where we are, but here’s what we can do in terms of pushing every boundary that’s out there. And we can do it with something that looks really cool.”
The first full-scale mode of RaceBird was unveiled in September at the Yacht Club de Monaco, giving people a taste of what the future holds. Up to 12 teams will race her when E1 starts, she features a 35kWh battery capable of 150kW peak power output and a top speed of 50 knots which, concedes Horne. Like her SeaBird sister, she also uses the latest hydrofoil technology, which is crucial for efficiency on the water. “It’s like building an airplane on the water,” says Horne. “From the beginning
Brunello
“I FEEL A VERY STRONG RESPONSIBILITY TO BRING THE FUTURE OF SUSTAINABLE BOATING TO THE HERE AND NOW”
- for RaceBird and SeaBird - the key thing was to make a completely new boat design. The foiling is a way of counteracting the rough water and the energy loss of having the hull pushed against the water; you can effectively lift the boat above that and reduce drag by 80-90%.”
Prototype testing of RaceBird is expected to start in early 2022. In the meantime, Horne has plenty to keep her busy, honing SeaBird in line with her vision that the future of boating revolves less around ownership and more around on-demand services. “There’s still a lot of work to be done around infrastructure and fast charging at ports, but part of E1 is to be a legacy project that leaves all of its charging infrastructure in place when we’re done racing. I’m still designing, still sketching and working on SeaBird – I want the DNA of RaceBird to run through the final boat.
“I just love being part of this team to really drive forward,” she adds. “Everyone involved wants to push the boundaries and make a difference. We’re super serious about our mission, but we have a mentality where we allow ourselves to think f**k it; that’s the thing I love and that’s the kind of environment in which anything is possible. We push, push push and never hear no.”
www.e1series.com
I NNOVATIVE AND INSPIRED ITEMS FOR WOR k, LEISURE AND THE ENVIRONMENTALLY CONSCIOUS
“Bloody quick… quite significantly quicker.” Quite the introduction from Lunaz CEO David Lorenz on the comparison between the new – and quite exquisite – all-electric Aston Martin DB6 and its original 1960s incarnation. But it’s not surprising, because this is what Lunaz does. The restoration and electrification company takes the most beautiful cars in the world and injects them with the powertrain of the future. Few are more beautiful than the DB6 which, in this form, features a new electric motor and battery pack, uprated brakes, suspension and steering, and complete customisation inside and out. Perfect. www.lunaz.design
I NNOVATIVE AND INSPIRED ITEMS FOR WOR k, LEISURE AND THE ENVIRONMENTALLY CONSCIOUS
Gone are the days when the humble headphone was a fragile, foam covered throwaway. Rather, today’s headwear is among some of the smartest and most high-tech. Which, considering the pace of life, isn’t a bad thing. That’s where Neurable’s offering comes in, professing to ‘keep burnout at bay’. It does so through EEG brainwave sensors that measure your focus patterns to help you work smarter and more efficiently. Enten also tracks how different songs change your mood and creates playlists for you, enables auto-mute on notifications and other distractions, can be controlled by gestures and, of course, gives HQ audio.
www.neurable.com
I NNOVATIVE AND INSPIRED ITEMS FOR WOR k, LEISURE AND THE ENVIRONMENTALLY CONSCIOUS
Innovation isn’t always all hightech gadgets and complex technology. Take this seemingly simple black t-shirt as an example. Did you know that almost all black things you own are likely to contain carbon black – a pigment derived from petroleum? Well, not this one. You see, in this t-shirt, innovative and tech-driven clothing brand Vollebak uses the algae found in ponds, which is heat treated to concentrate it into a black powder that forms the base for black algae ink. And, once the t-shirt is made, the algae continues to lock in the CO2 absorbed when it was alive.
www.vollebak.com
I NNOVATIVE AND INSPIRED ITEMS FOR WOR k, LEISURE AND THE ENVIRONMENTALLY CONSCIOUS
Nothing comes close to the thrill of driving a classic collector’s car. Well, apart from Pininfarina’s stunning Leggenda, a driving simulator with a difference. One of nine hand-made pieces, Leggenda celebrates the legendary Italian design firm’s 90th anniversary. And because of that heritage, you’ll find meticulous attention to detail including a Nardi wooden steering wheel, manual gear lever, three-pedal configuration and a seat finished in tobacco-shade Connolly leather. You’ll also find a state-of-theart driving simulator that replicates famous racing tracks, iconic cars and the opportunity to ‘play’ online with other classic car enthusiasts. www.
I NNOVATIVE AND INSPIRED ITEMS FOR WOR k, LEISURE AND THE ENVIRONMENTALLY CONSCIOUS
Capture, share and listen, all while wearing one of the most iconic pairs of sunglasses around. Ray-Ban Stories, the famous brand’s first pair of smart sunglasses are developed in partnership with Facebook.
Included in the lightweight frames are a five megapixel camera that catches photos and videos, openear speakers for listening to music and a three-microphone audio array for high quality voice and video calls. An companion app lets you upload anything you capture and share content across social channels, and the accompanying case doubles up as a charger.
www.ray-ban.com
Actually, I’m a marathon runner,” says Olivier Monnier digressing, momentarily, from a broad and extensive discussion around leadership, data and analytics, the art of evangelism and more. But it’s a timely digression and, as it turns out, a perfect analogy for the mammoth task he has participated in over the last seven months at insurance company Matmut.
He has, in that time, built an effective and strategically important data and analytics team from a starting point of just himself, shifted the mindset and culture around data use and IT in the firm’s operations, and placed data at the heart of a wider and more strategic transformation programme that is still ongoing. To use his own analogy, it’s a strong start at a competitive pace. “Those first kilometres are always the hardest,” he continues, “because you know you have a lot more to run; it’s the same right now, I’m in the warmup phase and I know the best is still to come. It’s great.”
Much like running a marathon, spearheading such a significant change programme requires experience, skill and hard work - attributes that Olivier has in good measure, with more than 20 years’ work in data and technology. It also requires passion which, in this instance, has been with him from the beginning. “You could say I was born a statistician and into the world of data,” he jokes.
DATA IS THE FOUNDATION OF TOMORROW’S BUSINESS, AND THE KEY TO A SIGNIFICANT CHANGE PROGRAMME AT MATMUT, SAYS OLIVIER MONNIER
“I’ve always loved to explore new opportunities and to take chances that involve leading or creating something new. That’s driven my career, which has progressed in a pretty linear fashion - I’ve moved up from statistician, through head of statistics, head of analytics and so on, to where I am now as Group Chief Data Officer for Matmut.
“What’s made that progression interesting, particularly in terms of my views and experience of data in business, is that I’ve worked with a broad range of organisations from global to local, large and small, and with both low and high levels of data maturity. It’s given me a strong viewpoint on what we can and can’t do with data, as well as what should and shouldn’t,” he states.
To say that the use of data has changed over the last decades is an understatement. Olivier, for example, recognises an evolution in the way that data is used and understood in organisations, a significant shift in the role of the data leader and data roles more broadly,
“THE
IN WHAT WE CAN DO WITH NEW DIGITAL TECHNOLOGIES, IT’S A REVOLUTION”
and an increased understanding of both the strategic importance of the modern data function and where it should sit within the business to gain the biggest advantage.
“About half way through my career big data happened,” he states, “and it changed everything. Prior to that, I’d always known that we were capable of so much more with data, but we were limited by the technology available to us. Big data changed the paradigm; the only limitation being the creativity of the data scientist - suddenly you could have it all, you could use all the data available. For data leaders, the main question now has shifted from one of proof of concept (POC) - so, can we fix this with data science - to the proof of value in doing so. It’s stupid to even consider
the former now, we can solve every problem with data science, but we have to be able to understand the cost and return on investment, and the impact on the company.”
This shift, says Olivier, is part of a wider evolution of the data mindset that businesses must adopt today, particularly around recognising data and data teams as a strategic asset capable of driving business value. “Everything is changing at the same time,” he explains. “We are in a very precise era that requires a host of data related roles from data scientist and data engineer, through to machine learning engineers, data analysts and many more. We’re also at a moment where data is a new line of business – it’s important to remember that. The question faced by most organisations now is where to sit that data science team: is it within the IT function, the business team or a mix of both? It’s crucial to get this right.
“Prior to this, you’d typically sit data as a part of IT, the raw material is data, data comes from the IT department so that’s where the data science team sits,” he adds. “That’s wrong. IT is a robust team with a lot of processes, and it’s a little too slow for the business guys. So, should data sit in the business department? Well, which one? It’s a tough question and, at Matmut, I think we have the answer: data doesn’t belong to any existing business department, it’s new. You have marketing, you have sales, HR, and then you have data. This is the mindset that we’ve adopted. Data is an entirely new department that’s fully independent and can express itself in such
a way. We report to the ExCom rather than another department, and our role is about taking those raw materials from IT and providing solutions for the entire company.
“It’s a level of data maturity that I don’t think a lot of companies have achieved yet, particularly here in France, and I think it’s testament to my boss, who has made this modern, forward -thinking decision, and the company’s IT and business leaders who have
The level of change seen at the company in the seven months since Olivier joined is impressive, particularly when considering the technology maturity of the insurance industry more broadly. The sector, he explains, uses significant volumes of data but is ripe for modernisation: “It’s fair to say, as an industry, we’re not the most innovative. But we’ve used data for a very long time so there’s a level of maturity around our understanding of the value of the data.
helped approve and facilitate this new organisation. Having that support is a real asset.”
Olivier joined Matmut in April 2021, and since, has been instrumental in driving this transformation in the company’s data culture. As Group Chief Data Officer, his responsibilities include leading the organisation’s data and analytics vision and strategy, developing strategic roadmaps to ensure that data and analytics align with the company’s wider strategic objectives and being the driving force behind data at Matmut.
“The real catalyst for change lies in what we can do with new digital technologies, it’s a revolution,” he continues. “Naturally we have a lot of constraints in terms of regulations and how we’re able to use our information, but being able to draw on new digital sources of data increases our knowledge of customers vastly. Before this, we basically knew who the customer was and how they spent their money. Now, we’re able to understand all their behaviour, which means we can communicate with them and tailor our services far more effectively.”
“I DON’T ONLY WANT TO RECRUIT THE BEST DATA SCIENTISTS, I WANT TO RECRUIT THE DATA SCIENTISTS THAT CAN INTEGRATE INTO THE BUSINESS AND UNDERSTAND HOW TO INTERACT WITH EVERY OTHER DEPARTMENT”
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The phrase ‘ground-up transformation’ can be overused in business. In Olivier’s case, it’s a fair description of the work he has put in since joining Matmut at a time when he was the company’s ‘data department’. At that point, he explains, he set out several key objectives. “First, I had to recruit and find the right talent, which is a big challenge when you’re hiring for data roles. For me, it’s more important that the people I bring into the team are able to speak the right language and engage with the business, rather than just have technical skills. I don’t only want to recruit the best data scientists, I want to recruit the data scientists that can integrate into the
business and understand how to interact with every other department. We can train people to be good data scientists, we can’t train them how to behave.
“The second big challenge was to measure and understand the maturity of each line of business,” he continues. “That means working with other departments to understand their needs and reassure them in terms of how data would fit into that picture. At the same time I wanted to change attitudes, to get the message across that the time of POC is over. To progress we now have to think about industrialisation of data, which
requires investment in new tools and capabilities. Really these first months have been about making sure everyone in the business knows we exist as a data team, and that’s been really successful. We’re now one of the most strategic departments in the business and data is one of the top three priorities for the company.”
Olivier and Matmut have met these challenges and objectives successfully. The visibility around data has changed significantly, he relates, to the point where if
“One thing that’s still progressing is work around data owners and data governance,” says Olivier. “They’re subjects, particularly data governance, that are critical to the business, so the first step is building an understanding of why it matters and how to manage it in Matmut. There’ll be a lot of work around creating specific data governance teams, data management and really making sure that there is one meaning of the data for everyone in the company in collaboration with all the data stakeholders and the IT guys. I’m optimistic that this will be in place by early to mid 2022.”
a new project is launched, data - and the data team – are essential in that work. “You talk about change, and that’s it,” he says, “people actively seek out me and the team to discuss new work, that’s the first win. I believe we’ve also effectively identified the right roles and talent that we need to take this forward, and the team I’ve built is a success story so far. There’s a real sense of excitement around what we’re doing and a shared feeling that this is the beginning of a new adventure; it’s all there for us to build and achieve. In a lot of ways it has the same buzz as a startup business within Matmut.
Any transformation on the scale seen at Matmut is as much about culture as it is technology. In this regard, effective leadership is crucial to driving the right culture - something that Olivier is acutely aware of. The role of the data leader specifically has changed over recent years, he explains, with modern data leaders balancing technology skills and experience with business acumen and the need to evangelise their subject to the organisation. “I love that part of the job, I should really be a teacher,” he laughs.
“For me, data leaders now have a far greater level of responsibility - we directly influence
“WE’RE NOW ONE OF THE MOST STRATEGIC DEPARTMENTS IN THE BUSINESS AND DATA IS ONE OF THE TOP THREE PRIORITIES FOR THE COMPANY”
decision making, so it’s about being a translator, an evangelist and making sure that the different departments and levels of the company all understand what data makes us capable of. It’s definitely less tech and more human. In terms of data culture, I think it’s heterogeneous,” he continues. “You have to remember that, for many in the company, data is a difficult topic to grasp sometimes. My job is to explain that it’s actually pretty simple: you collect, you store, you explore, you deploy. At Matmut, we work across all departments doing this, trying to evolve an organisation that’s more modern in terms of technology, skills and having the tools for the future.”
Central to achieving this has been Olivier’s development of Matmut’s Analytics Centre of Excellence. “My way of working is pretty simple,” he expands. “For me, the centre of excellence is about centralising our data scientists effectively, so that I know we can decentralise later, when we need to. My vision is that we centralise to build the datadriven mindset, the methodologies and algorithms, and the understanding of how we process a project, but after, we decentralise to create a data community. We used to call them ‘citizen data scientists’, and that’s what I’m preparing for - having a data scientist in each business around ready to evangelise, explain and apply.”
Equally important, says Olivier, is working with the right technology partners to facilitate Matmut’s data transformation.
Partnership is the crucial word in such a relationship, he explains, citing the company’s work with AI cloud leader DataRobot. “I want a partner that either facilitates my work or boosts its reach. With DataRobot, I get both of those outcomes. At the moment, because we’re early in our work, I don’t have lots of data scientists so a tool like DataRobot helps me augment that. It’s very efficient and is helping us drive from data preparation to the industrialisation I want.”
At just seven months into the role, Olivier has made significant progress. Data is just one aspect of a broader transformation
happening across the business, he says, largely driven by the need to remain competitive in the insurance sector. “If we don’t evolve, we’re dead,” he says. “But it’s also really important for us to keep our values and the trust of our customers as we grow and modernise. Take, for example, something like ethical AI. We have to adopt it to stay in the race, but it’ll be very important to manage the trust issues that come with using AI innovations.
“We have a short-term roadmap for the next year, and a mid-term vision for the coming three years,” he continues. “In the short term
we’re focused on quite straightforward growth, delivering use cases, making data more visible, efficient and profitable and so on. For now we have to be an effective partner to the business. Beyond that, I see the creation of additional departments around data management, being more independent in how we work and making sure we are on top of new trends around AI and other technologies. We’re really building something here, and it’s fantastic.”
www.matmut.fr
“THERE’S A REAL SENSE OF EXCITEMENT AROUND WHAT WE’RE DOING AND A SHARED FEELING THAT THIS IS THE BEGINNING OF A NEW ADVENTURE”
Welcome to utopia. To a more equitable and sustainable future. And, to a concept that sets the global standard for urban living, expands our potential as humans and becomes a blueprint for future generations. Welcome to the city of Telosa.
Here, future citizens will live according to the concept of equitism: an economic system in which they have a stake in the land and, as the city does better, grows and improves, so do their lives. Telosa will be built from scratch, ultimately cover some 150,000 acres and have a population of five million people in 40 years.
It will also be both innovative and sustainable — fresh water will be stored, cleaned and reused on site, renewable technologies will provide power, autonomous urban mobility will be favoured, and everyone will have access to healthcare technologies to improve quality of life.
It’s an incredible vision conceived by serial entrepreneur Marc Lore, of Walmart, Jet. com and Quidsi fame — to name a few.
www.cityoftelosa.com
WE HAVE A CHANCE TO PROVE A NEW MODEL FOR SOCIETY THAT OFFERS PEOPLE A HIGHER QUALITY OF LIFE AND GREATER OPPORTUNITY.
WHEN I LOOK OUT 30 YEARS FROM NOW, I IMAGINE EQUITISM SERVING AS A BLUEPRINT FOR OTHER CITIES — AND EVEN THE WORLD — AND TELOSA BEING A PLACE OF PRIDE FOR ALL WHO LIVE THERE.” — MARC LORE
THE AGE OF THE METAVERSE IS UPON US, BUT WHAT DOES IT MEAN FOR LEADERSHIP, HR AND THE FUTURE OF RECRUITMENT?
ROHIT TALWAR EXPLAINS
facebook’s rebranding to ‘Meta’ in October signalled its intentions to become a leader in the ‘metaverse economy’. This stimulated an explosion of interest in how massive investment in metaverse development could impact society and business. Meta alone is spending over US$10 billion in 2021 on metaverse activities. But, in the broader context of the workplace, how might metaverses impact recruitment, onboarding, work, workplaces, leadership, and tomorrow’s jobs? Multiple metaverses already exist such as Minecraft and Sandbox. A priority is connecting them so people and assets can move seamlessly between metaverse platforms.
Metaverse is a catch-all term encompassing the growing number of virtual 2D and 3D gaming and experience environments, like Fortnite and Decentraland. In these environments, we can recruit and onboard staff, host meetings and workshops,
talk to clients, run conferences and events, share ideas, market ourselves, and sell virtual and physical products. Socially, we can play games, buy land, build properties, develop experiences for others, and create metaverse outfits, art and objects. In many cases, these are accessed using increasingly multi-sensory virtual and augmented reality interfaces – but they are not essential.
With over three billion video gamers and one million playing online, there is already huge participation in virtual worlds and a growing market worth tens of billions of dollars. In August 2021, Ariana Grande’s concert in Fortnite’s Rift Tour attracted around 78 million viewers. Individuals are earning a living in metaverses –designing ‘skins’ (outfits and visual personas), properties and experiences for other participants in these virtual worlds.
In a world where employees increasingly work remotely, we need creative ways of finding and integrating new staff. Virtual environments let us see how candidates from around the world perform in interviews, group activities and problem solving tasks.
Once recruited, onboarding new staff becomes easier as new staff can meet colleagues, experience the culture, network, request assistance, chat informally and form relationships faster than on screen.
“IN A WORLD WHERE EMPLOYEES INCREASINGLY WORK REMOTELY, WE NEED CREATIVE WAYS OF FINDING AND INTEGRATING NEW STAFF”
Widespread metaverse usage could impact how organisations operate in future. Many organisations are already using metaverses for meetings – where people can be present together in virtual spaces or rooms, rather than on screen conferencing in 2D. Platforms like Microsoft’s ‘Mesh for Teams’ are making 3D metaverses seamlessly accessible for businesses. Meeting participants can move freely between people and groups, collaborate, participate in workshops, have side conversations, and learn together as if in a physical space.
Dialogues can be richer when we can see body language, stand around a whiteboard, and participate in customer experiences. Employees can visit an office workplace, factory floor, or building site and get a complete view of everything as though physically present. Working days can become more productive as we can move from meeting to meeting and location to location without worrying if customers can use the same video conferencing platform as us.
How we do business could change in creative ways. Brands can create virtual showrooms for physical and virtual world objects – ranging from clothing and houses to vehicles and equipment. Customers can ‘try on’ outfits, view furniture in mock-ups of their office and smell and taste restaurant food before booking. Architects and designers can display
“WIDESPREAD METAVERSE USAGE COULD IMPACT HOW ORGANISATIONS OPERATE IN FUTURE”
proposals to clients in 3D while demonstrating their operation – showing how people might move through a shopping centre, airport or stadium. The more multi-sensory the experience becomes, the richer the experience.
Moving between metaverses and instant translation could enhance communications and relationships. For example, a Korean firm operating in a native language metaverse could interact, transact and have employees ‘visit’ clients in a metaverse preferred by Spanish speaking businesses.
In the metaverse, we can choose our visual appearance and be a different character every day – from a giraffe today to a mermaid tomorrow – some firms may frown on this. People are already earning money in metaverses, and this is likely to grow. As a lot of metaverse transactions are conducted – and wages paid – in cryptocurrencies, there is potential for people to become very rich. If we are or buying developing NFTs, we can display them in galleries far more easily in a metaverse than having people scroll through multiple screens.
An obvious concern is that we may never meet our colleagues and customers physically – which may not be acceptable in some cultures. We may also lose our ability to interact in real world social settings. Employers might worry employees are working for multiple organisations in parallel. Brand image could be damaged if our metaverse presence is inferior in design and experience when compared to competitors. Those who are
“ WE CAN CHOOSE OUR VISUAL APPEARANCE AND BE A DIFFERENT CHARACTER EVERY DAY - FROM A GIRAFFE TODAY TO A MERMAID TOMORROW”
uncomfortable or less technologically capable in such environments may find themselves feeling isolated, left behind or excluded from activities.
A range of jobs are already emerging or on the near horizon – such as virtual assistants for online banks, retailers, showrooms, realtors, travel agents, and leisure activities. Others coming through include designing, constructing and decorating virtual buildings and workspaces, and creating virtual meetings, events and training experiences. As firms move online there will be roles for designers of metaverse business models and organisation structures. There will also be roles for developers and maintainers of metaverses, ‘in-verse’ content creation tools and security solutions.
The shift to virtual working has already seen leaders having to adapt how they support, guide and motivate staff. Metaverses take this a step further and leaders will increasingly need to learn how to operate in these environments from staff who are already more familiar with them through online gaming and other experiences. They will also need to resist the temptation to ask staff to be visible at all times and allow them to express their creativity in how they appear.
accelerate, and the challenge is to bring an open minded approach to learn about metaverses and how they could add value to our operations and customer relationships. Global futurist, foresight researcher, award-winning keynote speaker, writer, editor, and the CEO of Fast Future, Rohit Talwar became captivated by what the future might hold following the historic moon landing, which took place when he was eight years old.
Today, he advises leaders in global businesses, government, and NGOs around the world on how to anticipate and respond to disruptive change, such as the growth of China, accelerating progress in artificial intelligence, and the evolution of the crypto economy.
He established Fast Future Publishing in 2015 and has published six books exploring the emerging future. His latest book, Aftershocks and Opportunities 2 – Navigating the Next Horizon, is available on Amazon now.
www.fastfuture.com
We are at a very early stage in metaverse adoption by business, but this is likely to
Eight years ago Markus Villig was 19 years old and still at high school. Not, you may think, the person to take on an innovator like Uber. But Villig had a vision to aggregate all the taxis in his native Tallinn and Riga into one app-driven mobility platform.
Today, he’s the youngest founder of a billion dollar company in Europe. That company, Bolt, offers a host of mobility services through its app, including vehicle for hire, micromobility in the form of electric scooters, car-sharing and food delivery. It does so to more than 75 million customers in more than 45 countries in Europe, Africa, Western Asia and Latin America.
Villig built the first version of the Bolt app himself. In its current incarnation it’s the fastest growing transportation platform in the world. It’s green too: all Bolt rides in Europe are carbon neutral, with the business aiming to create greener cities through the use of electric vehicles and encourage uptake of renewable energy.
“ i literally started by googling ‘ho W do you start a start-u P ’ "
— Quote: Financial Times
THE TECH SECTOR MUST INCREASE ITS FOCUS ON SUPPORTING NET ZERO AMBITIONS, SAYS HARVEY NASH GROUP’S BEV WHITE
With the COP26 climate change meeting in Glasgow taking centre stage this month, global attention on the climate emergency is intensifying. There is little doubt that significant coordinated action is needed.
The report in August from the United Nations’ Intergovernmental Panel on Climate Change (IPCC) warned starkly that the situation has become ‘code red’ for humanity. Its assessment concluded that some effects of climate change such as continued sea level rise are irreversible at least for centuries – but if the world can reach net zero by the middle of the century, it’s not too late to avoid the worst impacts of climate breakdown.
It’s a global issue that, at the top level, requires international and national action if we are to address it. Governmental public policy and
targeted regulatory interventions and incentives will be key drivers.
But what of the picture at a sector level? More specifically, what about the technology sector and the actions that technology firms and IT functions can take to support decarbonisation efforts?
It has been estimated that digital technologies account for 5.9% of global greenhouse emissions and that computing could have an even bigger impact on global warming than air travel. With the huge rise in video conferencing and streaming during the pandemic, and the accelerating pace of digitisation and technology transformation, reducing the carbon from tech must be a key priority. Demand for data and digital services is expected to continue its exponential growth over the coming years, with
global internet traffic expected to double by 2022 to 4.2 zettabytes per year.
And yet, Harvey Nash Group’s Digital Leaders Report – the world’s largest and longest running survey of senior technology decision makers – finds that the sustainability agenda languishes second from bottom on boards’ priorities for their technology teams.
More than half of digital leaders we surveyed say their businesses are using technology to reduce travel and improve operational efficiencies – but less than a quarter are focusing on improving the carbon footprint of technology itself.
To an extent, reducing the carbon intensity of technology is out of most technology businesses’ hands – the hope must be that technological breakthroughs lead to computing hardware and software that simply requires less power. If every laptop in the world ran on half the current electricity, for example, the global savings would be huge.
However, we can’t ignore the problem and park it with someone else. One of the keys to tackling climate change is recognising that we all have a part to play. Small actions can build and create a large cumulative effect.
One key area that every technology business and IT function can look at is data centres. Worldwide, data centres consume an estimated 200-terawatt hours of electricity per year.
‘ IT HAS BEEN ESTIMATED THAT DIGITAL TECHNOLOGIES ACCOUNT FOR 5.9% OF GLOBAL GREENHOUSE EMISSIONS AND THAT COMPUTING COULD HAVE AN EVEN BIGGER IMPACT ON GLOBAL WARMING THAN AIR TRAVEL’
So, digital leaders need to ask the question: what is the carbon footprint of the data centres we use? Do they run on renewable energy or are they powered by fossil fuels? Some of these may be proprietary data centres or server rooms. If that’s the case, the solution is likely to be in your own hands, investigating a roadmap to switch to renewable energy sources over time. Others – potentially representing the bulk of your data centre energy consumption - will be run by cloud providers. So ask them the question. Make it clear that you expect renewables to take an ever larger share.
Certainly, it’s on the agenda of Big Tech. The huge global players like Amazon, Apple, Google and Microsoft are either carbon neutral already or on the path to being so – and even becoming carbon negative – by 2030 or similar. Common themes are moving to 100% renewable energy, investing in green technology development and R&D, supporting supply chains to become more sustainable, and supporting the planet with reforestation and carbon capture.
‘DIGITAL LEADERS NEED TO ASK THE QUESTION: WHAT IS THE CARBON FOOTPRINT OF THE DATA CENTRES WE USE? DO THEY RUN ON RENEWABLE ENERGY OR ARE THEY POWERED BY FOSSIL FUELS?’
The rest of the industry needs to follow suit. I include the Harvey Nash Group in this! Like the digital leaders in our survey, we are at relatively early stages in our sustainability journey – but it’s rapidly moving up the agenda.
We have just set a net zero ambition for the Group by 2050. We are beginning the process of switching to renewable energy providers across our businesses. We have an established and embedded commitment to recycling in all our operations. And of course we’ve long embraced digital technologies and platforms to reduce our travel and physical impacts upon the world.
We have also launched a scheme whereby we fund the planting of one square metre of seagrass for every new joinee to the Group. Seagrass lives on the seabed and absorbs carbon up to 35 times faster than tropical rainforests, making it an incredible tool in the fight against climate change. New joiners receive a certificate confirming the seagrass planting. It’s one of those small actions that has an incremental impact – and raises the profile of sustainability across the Group.
As our report observes, the tipping point on carbon for the technology sector is very close. Even if COP26 delivers little that is specifically related to reducing the carbon footprint of the tech sector, sustainability has to become a priority for tech teams, as they will soon be asked to have it front and centre in future initiatives.
The tech sector has a potentially huge role to play in the net zero journey. The time has come to really embrace it and develop concrete action for change.
The Harvey Nash Group Digital Leadership Report was launched this month and is the world’s largest and longest running survey of senior technology decision makers. To register for a copy, click here.
Bev is CEO of Harvey Nash Group the leading global provider of talent and technology solutions with 40 offices across the USA, Europe and Asia. Since 2002, Bev has combined a passion for technology with a career in recruitment and talent, where she has held various leadership roles, most recently as CEO in the UK and Ireland for GI Group, one of the world’s largest staffing companies operating in 57 countries. Bev was recently identified as one of the most influential women in UK tech and believes deeply in the power of people and creating a sustainable culture where they can thrive. As a qualified coach, Bev has spent most of her career helping people-centric businesses grow.
www.harveynashgroup.com
What’s it like to race an electric scooter through a city at 100km/h+? Thankfully, a question most of us are unable to answer – yet. Unlike ex-F1 and Le Mans racer Alex Wurz, Formula E champion Lucas Di Grassi and the other fearless group of pioneers at the heart of the eSkooter Championship, the world’s first electric scooter world championship series.
Fast, radical, green and efficient, the eSkootr Championship (eSC) is futuristic micromobility sport with a purpose. It’s built on a mission of championing smarter, safer and more sustainable mobility choices for us all, doing so in a perfect combination of motorsport and insanely fast scooters. eSC is dedicated to racing with purpose, aligning its mission with the UN’s Sustainable Development Goals to transform the way we move through cities.
Its weapon of choice, the eSC S1-X, features F1-style technology, powerful twin motors, a carbon-fibre chassis and onboard data logging software, and is capable of topping 100km/h at a lean angle of over 45 degrees.
www.esc.live
“MICROMOBILITY SPORT IS A STEP IN A NEW DIRECTION FOR MOTORSPORT”
LUCAS DI GRASSI, ESKOOTR CHAMPIONSHIP SUSTAINABILITY AMBASSADOR
I was born and raised in London, so it’s very much my ‘home town’. Growing up here meant it always felt like a rather small, manageable place, contrary to the sprawling metropole it actually is. But then I went away for a decade and got to rediscover that ‘big city’ of London from scratch on my return. As with all cities, London is ever-evolving. But, because it’s that old, aspects and elements of it all evolve at wildly different rates. I think that’s what makes it such a wonderfully charming – and easily my favourite – city on Earth.
London doesn’t lack five-star hotels where one would traditionally envision business meetings, but these can sometimes feel stuffy. I prefer creative hub spaces that are great for networking with like-minded people in the tech or creative industries. The Ministry just south of the Thames and where Onvi was based for a while, is a fabulous space. Opened by the iconic Ministry of Sound, you’ll find yourself in an ultra-cool converted Victorian printworks where the meeting equipment is top-end and the friendly community vibe is real.
The Hoxton is another great choice, with three locations in key hubs around London. The coworking spaces are always welcoming, and you can feel the buzz in the air. The facilities are modern and well-spaced, and there’s also the option to stay in the hotel rooms for added convenience on a work trip.
THE HOXTON, SHOREDITCH
THE HOXTON, SHOREDITCH
As a Londoner, I never had much reason to seek out accommodation in the city, apart from the odd treat when a bit of pampering was called for. That all changed when I moved out to West Sussex a few years back, and suddenly the overnight stay almost became a prerequisite of planning a night out. (As well as on the odd occasion when I miss the last train home and bed and board is a better deal than a long-haul taxi!).
Treehouse London is a unique find and a relatively new addition to the city. The interior is playful and intriguing, spanning the top floors of what looks like an unassuming office block. I love that it blends quirky and high-end right in the centre of the West End. You wouldn’t want to miss the 16th-floor rooftop lounge that offers a spectacular 360-degree view of London – fantastic for out-of-towners with limited time in the city. I’d also mention that the hotel is pet friendly, which is much appreciated for those who can’t bear to be away from their four-legged friends.
For ease of travel, The Standard in King’s Cross is one of the best situated with the Eurostar just a stone’s throw away. The Brutalist architecture is eye-catching, and for those interested in history, the building was once St Pancras Town Hall and eventually made a Grade II listed building in 1996. Come here for the cool vibes if you are looking for a bit of a night out.
Further east, I would recommend Leman Locke for those who prefer a home away from home. It’s a stylish aparthotel with impressive views of the city, fantastic services, and thoughtful amenities.
Tech-savvy Prask Sutton was born and raised in Brixton, London. He studied Physics & Astronomy and Computer Science at University College London, and then History & Philosophy of Science at the London School of Economics. After graduating, he developed a career in advertising, specialising in interaction design, over 17 years developing B2C apps and other digital solutions for international brands, such as EE, YouTube, Microsoft, Credit Suisse and Nike. He is currently Founder and Chief Executive Officer of Onvi, the leading mobile Order & Pay solution within the hospitality industry. In 2019, Prask featured in The Telegraph’s Tech Hot 100, the definitive list of the UK’s top entrepreneurs and most inspirational innovators at Britain’s fastest growing tech firms, ‘the men and women aiming to become tomorrow’s Zuckerbergs, Gates or Jobs with ideas that will transform our lives’.
The dynamic hospitality scene in London is truly world-class, and this is one of the reasons that fueled my passion for working with the industry. One absolutely cannot come to London without visiting a pub. The Jerusalem Tavern in Clerkenwell is something of an institution and one of our finest – not to mention smallest! Despite its size, it still boasts a fantastic selection of beers and ales from the wonderful St Peter’s brewery. The atmosphere is truly a British experience with customers spilling out onto the pavement with a pint regardless of rain, hail or shine.
For wine drinkers, Vagabond is easily accessible across London. Its unique wine on-tap concept is a great way to indulge your curiosity and try new wines without the outlay of a whole bottle due to the self-serve (currently shifted to digital ordering due to Covid).
A more casual option to consider is
BOXPARK ’s vibrant Shoreditch branch. It plays host to a variety of London’s up and coming street food vendors and hosts live events under one roof – so there’s something for everyone. It’s also a short stroll from the City of London, so an easy option to grab a quick lunch.
Leadenhall Market is steeped in history and stands as a real London icon, surrounded by modern offices. It’s the sort of place you can visit while on a work break or on your way elsewhere, but it’s definitely worth a detour to drink in its splendor.
For something a little unusual, many may not know about the Brixton Windmill , London’s last working windmill. I grew up around here, and it brings back nostalgic memories of playing there as a child. If you’re ever around Brixton for its excellent food and drink options, I’d recommend making a stop here for a spot of tranquility amongst the hustle and bustle. Tours have to be booked in advance
though and are pretty infrequent, so if you’re serious about getting up to the top, it’s not an impulse visit.
Finally, if you want to get away from it all, but don’t want to venture too far, I recommend visiting Nunhead Cemetery. I used to live in East Dulwich and we’d walk our dog here all the time. A cemetery may seem like an odd suggestion, I know, but it’s the most attractive of the great Victorian Cemeteries of London and a quick escape from the frenetic pace of the city. Climb to the top of the hill on the west side and you’ll be rewarded with beautiful city views and glimpses of St Paul’s Cathedral.
LEADENHALL MARKET
BRIXTON WINDMILL
16-17 NOVEMBER
London, UK
An opportunity to learn from and network with Europe’s leading CDOs and data leaders from banks and asset managers in person.
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23-24 NOVEMBER
Amsterdam, Netherlands
Europe’s leading IoT conference for high quality content and innovative thought leadership discussions encompassing the IoT ecosystem.
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GARTNER SECURITY & RISK MANAGEMENT SUMMIT
29 NOVEMBER - 1 DECEMBER
Virtual Event
Cybersecurity solutions, vulnerability management, privacy and best practices for cloud security and more.
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29 NOVEMBER – 3 DECEMBER
LAS VEGAS, NV, USA
Join the global cloud community in Las Vegas for networking, peer-to-peer learning, and opportunities to meet with AWS experts.
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SLUSH 2021
01-02 DECEMBER
Helsinki, Finland
Safely bringing together the world’s leading founders, investors, executives, and media for a curated gathering at Helsinki Expo and Convention Center.
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At Stroud & Clarke we believe in the power of storytelling to build brands, engage with audiences and inform the conversation. We produce creative content that provides insight, influences opinion and positions you at the forefront of your industry.
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