Dynamic Leaders to Follow in 2025 | Maymunah Rasheed Cover Story | Exeleon Magazine

MAY 2025

ISSUE – 33

DYNAMIC Lea d ers TO FOLLOW

A Journey of Healing, Intuition, and Authenticity

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CONTENTS

12 MAYMUNAH RASHEED

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22 AARON HARPER

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40 NEEL SENDAS

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Cover Story

A Journey of Healing, Intuition, and Authenticity

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Cover Story

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ome people find tarot. Others are found by it. For Maymunah Rasheed, tarot was not just a practice she sought—it was a guiding force that discovered her in one of the darkest moments of her life. A deeply intuitive and creative force, Maymunah has transformed personal pain into a profound spiritual calling, using tarot not just as a tool for divination but as a means of healing, empowerment, and storytelling. Her journey into tarot and spirituality is one of resilience, self-discovery, and a deep commitment to helping others navigate their own paths.

“I always say that I did not discover tarot— tarot discovered me when I most needed it.”

THE CALLING OF TAROT Maymunah's journey into tarot began at a time when she was searching for answers, healing, and a way forward. “I always say that I did not discover tarot—tarot discovered me when I most needed it,” she shares. It was during a deeply traumatic period following a sexual assault that she stumbled upon a YouTube tarot reading that felt like it was speaking directly to her.

That moment of connection and

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synchronicity ignited a curiosity that led her to explore the world of tarot more deeply.

At the time, Maymunah had no idea that this initial spark of interest would evolve into a lifelong journey of spiritual exploration and professional tarot reading.

When her roommate introduced her to a physical deck, she felt an immediate connection and soon acquired her own, immersing herself in studying the craft. She started practicing readings for herself and close friends, inding

comfort in the insights and guidance the cards provided.

But tarot was more than just a method of self-discovery—it became an avenue for creative expression. As she pulled cards, she began weaving intricate short stories around them, leading to the creation of her character, Mana Skye, and inspiring her to write a fantasy novel. Through storytelling and divination, Maymunah found a voice she never knew she had, one that not only guided her but now serves as a beacon for others.

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STAYING GROUNDED IN A SPIRITUAL PATH With her growing in luence as a tarot reader and spiritual guide, Maymunah is often praised for her authenticity and wisdom. She credits her ability to stay grounded to embracing her true self— laws and all. “Authenticity is my superpower,” she says. “As long as I stay true to myself and accept the good, bad, and in-between that comes with what we call life, I'm good.”

As a Libra, she acknowledges that grounding can sometimes be a challenge, but her focus remains on spreading love and healing through her work. Even in readings that reveal dif icult truths, her ultimate goal is to uplift and guide her clients toward a better path. “If I haven't delivered that to my clients, then I haven't done my job correctly.”

To maintain balance, she integrates self-care practices into her daily routine. Meditation, journaling, and time spent in nature help her recharge her energy. She also surrounds herself with a strong support system of like-minded individuals who share her passion for spiritual growth and creativity.

“Being a spiritual worker doesn't mean you're always in a perfect state of peace and clarity. I have my struggles just like anyone else, but I've learned to embrace them and work through them. That's what makes this journey so powerful.”

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A NEW PERSPECTIVE ON TAROT Despite popular misconceptions, Maymunah is clear about what tarot is—and what it isn't. “The biggest misconception about tarot is that we are reading your future,” she explains.

“No, I am reading your now, and giving you advice on how to move forward in the best possible way.” She believes that a good tarot reader should always offer guidance and hope. “If you don't receive a positive message at the end of your reading to help you along, then you are not working with the right reader, and they are probably a schemer.”

She emphasizes that tarot is not about

“Let us li

DEVELOPING INTUITION AND SPIRITUAL PRACTICE For those interested in exploring tarot and developing their intuition, Maymunah offers practical and heartfelt advice. “Start out with the Rider-Waite deck and learn your way around the meaning of the cards. Do your research and learn the cards, colors, and zodiac signs.” But beyond technical knowledge, she emphasizes the importance of intuition and

each other up and spread love.”

fate being set in stone but rather about understanding the present energies and the choices available. It provides insight into one's current situation and offers guidance on how to navigate challenges. “Tarot is not fortune-telling in the way people assume. It's about self-awareness and empowerment. The cards show us potential outcomes based on where we are now, but we always have the power to make choices that shape our future.”

Maymunah believes that tarot readings should leave people feeling hopeful and prepared to take action. She ensures that her clients receive messages that inspire growth and transformation. “Even if the reading

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reveals challenges ahead, it should still give you the tools to face them. If you walk away from a reading feeling lost or scared, that reader did not do their job properly.”

personal style. “Have fun! Trust your intuition and develop your own style.

Your clients appreciate authenticity.”

She also warns against those who commercialize spirituality in a way that blocks access to healing. “I don't like to put a paywall in front of the healing that good tarot readings offer.”

Instead, she encourages aspiring readers to approach the craft with pure intentions. “If your purpose and intention as a reader is pure, then you are set for success. Do the good work!”

Developing intuition is not about following a strict set of rules, she explains. It's about learning to trust oneself and the messages that come

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at heart, she is working on publishing her irst novel, a poetry chapbook, and a screenplay. She is also relaunching her YouTube channel, where she aims to educate and inspire her community in Oakland and beyond.

In addition to her literary aspirations, she continues to explore other creative passions, including jewelry-making, painting, and even modeling. She has also taken an interest in growing cannabis, embracing its natural healing properties. “The world is ours!” she declares. “Let us lift each other up and spread love.”

Through her various creative pursuits, Maymunah hopes to inspire others to embrace their own unique journeys. “There's no one way to live a meaningful life.

We all have different paths, and that's what makes life so beautiful.

My goal is to encourage people to trust themselves and follow what truly lights them up.”

through. “Everyone has intuition, but not everyone listens to it. The more you practice, the stronger it gets. Tarot is just one tool to help you tap into that inner knowing.”

it's okay to have doubts along the way. What's important is that you keep going and stay true to your own path.”

Maymunah Rasheed is a testament to the transformative power of spirituality, creativity, and resilience. Through her work, she not only guides others on their paths but also reminds us all of the importance of healing, authenticity, and self-expression. And as she continues to evolve, one thing is certain—her journey is just beginning

THE ROAD AHEAD Maymunah also encourages spiritual seekers to be patient with their journey. “There's no rush.

Spiritual growth takes time, and

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While tarot is a major part of her life, Maymunah's creativity extends far beyond reading cards. A writer

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S I M P LY S C A N A N D S U B S C R I B E

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CEO | Rolling Suds

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ON HARPER From Hollywood to Franchising Powerhouse aron Harper's journey is anything but conventional. From navigating the fast-paced world of ilm and television to becoming a formidable force in the franchising industry, his career trajectory is a testament to adaptability, vision, and an unrelenting drive to create scalable success. As the CEO of Rolling Suds, Harper has transformed a 30-year-old power washing business into one of the fastest-growing franchise brands in the country, selling nearly 250 territories in just two years.

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But Harper's success isn't just about rapid expansion; it's about doing things differently.

With a focus on building elite leadership teams, selecting franchisees with intention, and implementing a franchise model that mitigates risk while maximizing growth, he's rede ining what it means to scale a business in the modern era. His passion for franchising

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extends beyond business ownership; he's on a mission to elevate the industry, ensuring entrepreneurs have the tools, support, and inancial foundation to thrive.

In this exclusive interview, Harper dives deep into his unexpected path to franchising, the keys to Rolling Suds' explosive growth, and the strategies he employs to build businesses that last. Whether you're an aspiring entrepreneur, a seasoned business owner, or someone fascinated by the mechanics of scaling, Harper's insights offer a masterclass in sustainable success.

You've had an impressive journey from working in ilm and television to becoming a powerhouse in the franchising world. What inspired your transition into business and entrepreneurship?

Working in ilm and television has its share of exciting moments, it is fast-paced and full of creative people. But the reality? Long days, low pay, and a constant grind with very little control over my future. I looked around at people further along in their careers and realized that even the successful ones were always chasing the next project. It just wasn't sustainable for the kind of lifestyle I craved, and more importantly, it wasn't ful illing for me the way I had thought it would be.

So, I started asking friends in other industries if they liked their jobs. When I talked to people in franchising and sales, I was shocked by how many of them genuinely loved what they did. They were helping other people become business owners, changing lives, and building something bigger than themselves. That stuck with me.

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What clicked for me, though, was how scalable and predictable franchising could be. I love creating systems that work, analyzing something complex, breaking it down, and making it repeatable. I took the skills I learned in the entertainment agency world and applied them to sales within the franchising industry. With franchising, you're not reinventing the wheel every time you open a new location. You take a proven model, eliminate the guesswork, and give franchisees the blueprint to succeed.

I couldn't have predicted how much I'd fall in love with franchising. After a few years of helping existing franchises become leaders in their industries, I realized I didn't just want to build someone else's brand, what I wanted was to acquire a business of my own and scale it my way. I had seen what worked, what didn't, and how to create a system that truly set franchises up for success. That's what led me to Rolling Suds, a business with incredible fundamentals but massive untapped potential. Now, I get to apply everything I've learned to build something lasting, not just for myself but for every franchisee.

You've mentioned before that franchising found you rather than the other way around. Can you share more about that and what ultimately convinced you to build a career in this space?

Yeah, franchising wasn't the plan. I stumbled into it after talking with friends in the industry and decided to make the jump to franchise sales when I was ready for a career and lifestyle change. At irst, I thought, “Okay, this is just another business model.” But then I saw how franchising could change people's lives. I watched people (who may have never started a business on their own) step into ownership, build something for their families, and create generational wealth. That's when I knew I was in the right place.

From there, I became obsessed with how to make franchising better. I saw the common pitfalls, lackluster support, unquali ied franchisees being set up to fail, etc. and I knew there was a better way. That led me to Rolling Suds, where we've built a model that eliminates those risks and puts franchisees in the best position to win. We actually turn down more franchisees than we accept because we're not just looking for people who can write a check. We want franchisees who truly understand the commitment it takes to succeed. Rolling Suds isn't a side hustle or a passive investment; it requires passion, grit, and a willingness to put in the work. We've built a system

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that works, but even the best system won't help someone who isn't fully bought in. That's why we're selective, because when the right people join, they build something life-changing that ful ills them and their community as well.

Rolling Suds has seen extraordinary growth, with nearly 250 territories sold within just two years of franchising.

What key factors have contributed to this rapid expansion?

The key to our rapid growth comes down to three things: building a great leadership team, bringing in the right franchisees, and hiring people who have done this before.

From day one, we focused on assembling an executive team with deep experience in franchising—people who have spent decades scaling brands successfully. This isn't our irst time building a franchise system, and that expertise allows us to move faster while avoiding the common pitfalls that slow other brands down.

Second, we don't just award franchises to anyone. We're highly selective, only bringing in franchisees who understand the commitment it takes to succeed.

Rolling Suds isn't a “set it and forget it” investment—it requires handson leadership and a drive to grow.

Lastly, our systems are proven. We took a 30-year-old business with a track record of success, re ined it, and built an infrastructure that allows franchisees to scale quickly and ef iciently. When you combine the right leadership, the right

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franchisees, and a rock-solid system, growth is inevitable.

You've emphasized the importance of building teams before you need them. How has this approach helped Rolling Suds scale so quickly?

We hired and built a C-suite with over 200 years of combined franchise experience way earlier than most brands would. Typically, at two years into franchising, companies are still iguring things out, running lean, and only bringing in high-level leadership when they absolutely have to. But we did the opposite.

Because of what we're building, and because we've been so vocal about why it's special, we've been able to attract top-tier franchise talent much earlier than expected. These are people who have already scaled brands to hundreds of units, and they saw the potential in Rolling Suds from the start.

This has been a game-changer for our growth. Instead of scrambling to solve problems as they arise, we have a team in place that's already been there, done that. We're operating like a mature, established franchise system even though we're just two years in, and that's why we've been able to scale so quickly while still delivering world-class support to our franchisees.

You've built a unique franchise model that lowers risk for founders while providing robust support to franchisees. Can you explain how this structure works and why it's so effective?

At Rolling Suds, we set things up so

that our success is directly tied to our franchisees' success. We're not just looking for anyone with a check, we want the right people who are ready to put in the work. In return, we give them everything they need to succeed: full-scale operational training, ongoing support, lead generation, and backof ice systems that take the guesswork out of running the business. The goal is to remove as many roadblocks as possible so they can focus on execution. That's why our franchisees ramp up so fast and see strong returns.

From the very beginning, I knew we needed a solid inancial foundation to do this the right way. I worked hard to raise the proper capital upfront, so we had the runway to build out real systems, not just patch things together as we grew.

On top of that, we secured continued capitalization to make sure we weren't just relying on franchise fees to keep the business running. That inancial stability gives us the freedom to reinvest in better support, stronger infrastructure, and more resources for our franchisees.

What advice would you give to aspiring entrepreneurs who are considering franchising as a way to grow their business?

Franchising is an incredible way to scale, but it's not just about taking a successful business and turning it into a franchise. If you're considering franchising as a growth strategy for your business, you need to ask yourself a few key questions: •

Can this business work in multiple markets? A great franchise model isn't just

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•

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successful in one speci ic city or under unique circumstances.

It needs to be adaptable to different regions, demographics, and economic conditions. If your business only works in one type of market, franchising may not be the best it.

Does it serve multiple types of customers? The best franchise opportunities have a broad customer base. At Rolling Suds, we serve both residential and commercial clients, which means franchisees have multiple revenue streams. If one side of the business slows down seasonally or due to economic shifts, the other can help balance it out. If your business is dependent on one narrow customer segment, that's a risk you need to address before franchising.

Is there a proven system that takes the guesswork out? A franchise should provide a blueprint for success, not just an idea. Your franchisees won't have your level of expertise, so the systems need to be so strong that they can step in, follow the process, and build a thriving business without having to igure things out on their own. If you can't clearly de ine how someone else can replicate your success, you're not ready to franchise.

Are you ready to become a coach, not just a business owner? Franchising is purely about supporting other entrepreneurs. If you don't want to invest in training, mentorship, and ongoing

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support, franchising may not be the right path.

At the end of the day, a great franchise is repeatable, scalable, and adaptable. If your business meets those criteria and you're ready to take on the role of a franchisor, franchising can be one of the fastest and most sustainable ways to grow. But if those pieces aren't in place, focus on re ining your model irst, because a weak foundation will only lead to bigger problems down the road.

With your background in franchising across different industries, do you see Rolling Suds as the inal chapter of your career, or are there other industries you're looking to transform?

Franchising is where I'll always be, I am so passionate about this industry, but my role in it continues to always evolve. Rolling Suds is my major focus, but beyond that, I'm doubling down on content creation, sharing my story, breaking down what works (and what doesn't) in franchising, and helping more people understand this business model. There are so many myths and assumptions out there. That's why I'm launching my podcast, The Scaling Podcast with Aaron Harper, where I'll dive deep into franchising, scaling businesses, and have transparent long-form conversations with other business leaders.

content, conversations, and continuing to explore the franchise economy, I plan to keep pushing the industry forward and seeing where that journey takes me.

Lastly, what's next for you and Rolling Suds? Any exciting developments or long-term visions you'd like to share?

We've got some big moves coming.

This year, we're going after national accounts to bring large-scale business directly to our franchisees.

The goal is to give them a steady pipeline of both residential and commercial work so they can focus on execution and growth instead of worrying about lead low.

Beyond that, we're continuing to take the top spot as the largest power washing franchise in the world, not just by expanding, but by making sure we deliver best-inclass service at every level. Growth is great, but only if it's backed by quality, and that's what we're doubling down on.

The big vision is to be in all 50 states by 2026. We've built the team, the systems, and the momentum to make that happen, and we're bringing on the right franchisees to help us get there.

Rolling Suds is scaling fast, and we're just getting started.

My driving force is about evolving the franchise industry as a whole.

There's so much opportunity to make franchising better, more transparent, and more accessible for the right operators. Through

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Alex Verlek

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Lessons in Coaching and Life A Conversation with Alex Verlek

ome of the most inspiring success stories are not linear—they are marked by unexpected detours, bold decisions, and a relentless pursuit of purpose. Such is the story of Alex Verlek, a Master Certi ied Coach (MCC) who went from leaving school at 15 to becoming a globally recognized coaching leader.

With over 10,000 coaching hours, multiple books, and a passion for transforming lives, Alex has dedicated his career to fostering self-discovery and professional excellence.

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In this candid interview, Alex re lects on the turning points that shaped his path—from an unful illing irst job and mandatory military service to an unexpected introduction to coaching that changed everything. He shares deep insights into the art of coaching, the power of listening, and the lessons learned over a 15+ year journey. We also dive into his latest book, Q60: Coaching Mastery in Sixty Questions, a

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thought-provoking exploration of coaching principles and his mission to impact 10 million lives through coaching.

Join us as Alex Verlek takes us through his fascinating evolution—one of resilience, passion, and a commitment to paying it forward.

Can you share insights into your early life and career journey? How did you transition from leaving school at 15 to becoming a Master Certi ied Coach?

Leaving school at 15, I had no clear direction. I simply took the irst job available—one that aligned with my parents' expectations and made me feel important. I had secured the job my father had always wanted but never attained, and he was immensely proud. Yet, before long, the work became monotonous. Worse, I felt de ined not by my potential but by how few mistakes I made.

Then came my mandatory military service. It was here, during visits to former WWII concentration camps, that I had a powerful moment of realization—a deep resolve that such tragedies should "never again" be allowed to happen.

Witnessing the struggle between of icers and soldiers, I sensed a calling: the ability to bridge differences and foster connection. It was my irst inkling of purpose.

After completing my service, I chose to return to education to prepare for a career in HR. For ive years, I studied while working, a demanding but transformative period. My career in HR took off rapidly. To strengthen my skills, I pursued a degree in Management Science while serving as a management team member.

During a company reorganization I initiated, the plan was for a colleague and me to take over part of the business. But at the last moment, I realized this wasn't

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my path. Instead of following logic or inancial security, I followed my heart and walked away, handing everything over to my colleague.

For the irst time, I became a freelance entrepreneur, pursuing work that truly resonated with me.

Though inancially challenging, those years were immensely enriching. I gained invaluable insights into people, the world, and myself. However, inancial necessity led me back to a part-time HR role.

What I thought would last a few months turned into seven years. In hindsight, I now see why I needed that period.

When my last project at that company ended, my manager suggested something life-changing: "Maybe coaching is something for you?" I had no idea what she meant, but I accepted her offer to take a course. I still remember that Friday afternoon—my irst experience with coaching training. Though I initially felt out of place, it was also an immediate homecoming. From that moment on, I was committed to a new path.

I fully immersed myself in the world of coaching, undertaking extensive training and deep personal growth. Before long, I became a faculty member at the Coaching Training Institute (CTI).

Teaching solidi ied my learning, reinforcing the saying, "If you want to master a subject, teach it."

Alongside my private coaching practice, I devoted myself to mentoring and training coaches.

Every day continues to be a learning experience.

With over 2,500 coaching hours and ongoing education, I pursued

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the path to becoming a Master Certi ied Coach (MCC), a title I proudly earned in 2017. Receiving this recognition for my dedication and hard work was a milestone, and I continue to renew my MCC accreditation every three years. In the meantime, the number of hours I have coached individuals, is getting close to 10,000.

What distinguishes your coaching style, and how do you ensure impactful transformations in your clients?

Coaching is an art, much like music.

A virtuoso brings a violin to life through personal interpretation—coaching is no different. While grounded in high standards and rigorous training, a coach's unique mix of competence, con idence, and authenticity brings the practice to life.

For me, coaching is built on deep honesty—both with oneself and within the coaching partnership.

Empowering coaching involves an element of "tough love." While coach and client are equals, each has distinct roles: the coach provides a safe yet courageous space, while the client drives the content. When both fully commit, a transformative relationship unfolds.

I see my clients not just for who they are but for their full potential. I support them in uncovering their answers and stepping into their power. Metaphorically speaking, I help them write the appendix to their own manual of self.

What are some of the most valuable lessons you've learned in your 15+ years as a coach?

In my second book, Golden Rules for Coaching, I compiled 15 key lessons from my coaching journey. If I had to highlight just one, it would be: Listen to connect, not just to understand.

When we listen with the intent to connect, we open our hearts, creating trust and safety. Another powerful lesson, closely linked to this, is: In coaching, slow is the new fast. Life often feels like a race, but in coaching, offering clients the space to slow down and re lect is invaluable. By allowing them to breathe and explore, we create an environment for meaningful growth.

And perhaps, beyond coaching, we could all bene it from embracing a slower pace in life.

How does Q60: Coaching Mastery in Sixty Questions challenge and elevate coaches' perspectives?

When I turned 60 in 2024, I chose to celebrate differently. Instead of gifts, I asked for 60 coachingrelated questions. This inspired my third book, Q60: Coaching Mastery in Sixty Questions.

More than just a collection of insights, Q60 embodies my mission: building awareness to inspire the Army of Positive Change. This book is my way of paying it forward, offering perspectives for the next generation of coaches and those curious about the profession.

The 60 questions span a broad spectrum, from coaching's origins to modern developments like AI's role in coaching. It even tackles the "million-dollar question": What are coaches actually selling? Some

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Coaching is for well-functioning people Desiring to transform from good to great Consciously creating the life they really want.

questions delve deeper into CoActive Coaching, providing practitioners with valuable re lections.

You aim to impact 10 million people through coaching. How do you plan to achieve this ambitious goal?

How do your books contribute to the broader coaching discourse and professional development?

Coaching creates a ripple effect.

When you coach one person, their transformation positively in luences those around them. A coached CEO leads their organization differently; a coached teacher impacts their students.

Through my books, I aim to provide both universal coaching insights and responses to speci ic industry questions. While my expertise lies in Co-Active Coaching, the lessons extend beyond this methodology to bene it all coaches, HR professionals, managers, teachers, and anyone supporting personal or professional growth. Even parents seeking to enhance their parenting skills can ind value in these lessons.

Ultimately, what I've learned as a coach applies to life itself.

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Additionally, through mentoring and training other coaches, I extend my reach exponentially. I truly believe that coaching makes the world a better place—one conversation at a time.

to retirement. Instead, I'm thinking about how to use my time for maximum impact. Alongside continuing my work, I've launched a global coaching community: COACH! Mastery. This space allows me to share my experiences and contribute to the development of future coaches. By co-creating learning opportunities, we can amplify our collective growth and in luence.

And who knows? Another book or two might be on the horizon as part of this decade of paying it forward.

What's next for you? Any upcoming projects, books, or initiatives?

Turning 60 hasn't shifted my focus

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Getting to The Top Finding the Path to Power

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What I've learned is that success isn't just about talent or luck. It's driven by ive key traits:

I grew up in a Boston immigrant neighborhood.

My father was a mailman and my mother worked as a secretary at City Hall. We weren't poor—we always had food—but we lived modestly in a third-story walk-up near Franklin Park, driving a second-hand Ford with no heater.

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We were the “poor cousins,” while my Uncle Mike's family lived in a Tudor house in Brookline, driving a yellow Chrysler convertible and vacationing in Miami. That stark contrast made me wonder early on: How do people make it to the top? What sets them apart?

This curiosity shaped my career.

As an editor at The Boston Globe, I interviewed icons like Ted Kennedy, Salvador Dalı,́ Muhammad Ali, and Diana Vreeland. I wanted to uncover the stories of how they ascended, recognizing that many started at the bottom, just like me.

Later, in business consulting, I worked with thought leaders like Peter Senge and became a CEO Whisperer, advising top leaders from Fortune 500 companies, including Nike, Fidelity Investments, General Motors, Toyota, and Exxon Mobil. My mission remained the same—understanding what separates those who rise to the top from the rest.

1. Character Skills vs.

Personality

By Robert Hargrove, Co-Founder Harvard Leadership Project, Author Masterful Coaching

I met Greg Goff at my Masterful Coaching Masterclass in London, just as the 9/11 attacks unfolded, giving us invaluable time to connect. Greg's personal and organizational ambitions impressed me, leading us to forge a strong coaching relationship. I called the CEO of ConocoPhillips and said, “You have a hidden gem on your hands here.”

From that moment, Greg's career skyrocketed. He progressed from Team Leader to Country Manager and ultimately became CEO of Andeavor, where he was named Fortune's CEO of the Year. He later stepped aside to pursue other ventures, including a position on the ExxonMobil board.

Recently, Greg told me, “Robert, I want to talk to you about something that's a mystery even to me. Everyone wants to work with me.” He mentioned that each month, big companies ask him to be their CEO or join their boards.

Billionaires seek to invest in his ventures. He noted, “Young people want to work with me and my foundation for free.”

I'm unsure about the mystery

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either, but I suspect it's Greg's character that activates the law of attraction in his favor. He embodies the qualities great leaders possess—ambition, empathy, integrity, responsibility, humility, and self-re lectiveness. While he has a pleasant personality, he can be somewhat introverted, which further highlights his authentic character.

In contrast, many individuals I've encountered rely on super icial gestures—using your irst name repeatedly and suggesting, “Let's have dinner sometime,” while only aiming to take advantage of you.

2. Doubleness of Ambition Ambition is key to reaching the top.

If you lack ambition, you'll never get there. Abraham Lincoln's law partner, William Herndon, once said, “Lincoln is a little engine of ambition.” He constantly plotted and planned his rise to success despite his humble beginnings.

The “doubleness” of ambition is crucial. When Lincoln reached the pinnacle of power by being elected president, he focused on his ambition for the US. He wanted the country to guarantee the rights stated in the Declaration of Independence for all citizens and issued the Emancipation Proclamation.

CEOs and senior leadership teams must remember that while personal and organizational ambitions are vital, excelling in annual performance reviews isn't enough.

You need to accumulate political power and learn to master the political chessboard.

Most successful people I've worked with are bright, though not necessarily geniuses. A common trait among them is the ability to make complex issues simple.

Chief Justice Oliver Wendell Holmes once chided a lawyer presenting a complex case, saying, “I don't give a damn about simplicity this side of complexity, but I would give everything for simplicity on the other side.”

People with strong social skills frequently use “we” instead of “I.” They recruit brilliant minds and teach them to collaborate.

Furthermore, they make everyone feel like they're on a mission from God, instilling a sense of accountability not just to the boss but to each other. As Maya Angelou says, “I need to be my best so I can hold you accountable for being your best.”

5. Coachability

Tom Kaiser, one of my successful CEO clients at Zurich Corporate Solutions, exempli ies a leader who can simplify the complex. Instead of getting lost in elaborate strategic planning, he would gather his team and say, “We are all here to create and keep customers at a pro it.

That's your job, whether you are the CEO, COO, marketer, or designer.” Everyone is in marketing; everyone is in sales—from the CEO to the receptionist.

4. Social Skills Many leaders boast impressive credentials: “I am an MBA from Harvard,” “I've got a PhD in Engineering from Stanford,” or “I'm a CPA.” Yet, I rarely see individuals reach the top solely because of their degrees or resumes.

One notable trait among my CEO and enterprise clients is their consistent request for coaching, even after their rapid ascent to power.

In contrast, those who struggle to rise often appear indifferent to coaching and mentoring, saying, “I've got this,” or dismissing coaching as “blah, blah, blah.” These individuals, even after reaching high ranks, confront uncomfortable truths rather than blaming others.

They are the irst to admit their mistakes publicly and focus on correcting them, viewing adversity not as an enemy but as a valuable opportunity for growth and learning. Have you asked anyone for coaching lately?

Conclusion

The best CEOs and founders may have good credentials, but what helps them ascend to power is their likability and ability to think and work together with people—even those who disagree with them.

Leaders with strong social skills are multipliers; they make others feel smarter and more capable. In contrast, diminishers make others feel incompetent, sucking the energy out of team meetings.

All these skills and traits are teachable and learnable. Start by rating yourself from 1 to 5 stars on each trait (1 the lowest, 5 the highest) and consider your personal and professional impact. If you need further assistance, feel free to contact me at MasterfulCoaching.com or write to Robert.Hargrove@RHargrove.com.

3. Brightness (Intelligence)

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Innovating at Scale An Interview with Neel Sendas on Cloud, MLOps, and the Future of AI

N

eel Sendas has built an impressive career at the intersection of technology, business, and cloud computing. As a Principal Technical Account Manager at Amazon Web Services (AWS), he helps enterprises navigate the complexities of cloud adoption, machine learning operations (MLOps), and digital transformation. With a background in software development, infrastructure management, and technology consulting, Neel brings a unique blend of technical expertise and strategic insight to the evolving landscape of cloud-based innovation.

Beyond his role at AWS, Neel is also an author and thought leader. His book, The De initive Guide to Machine Learning Operations in AWS: Machine Learning Scalability and Optimization with AWS, serves as a comprehensive resource for organizations looking to build, scale, and optimize

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machine learning systems in the cloud. Drawing from realworld experiences, he provides a roadmap for operationalizing AI effectively—turning proofof-concepts into productionready solutions.

In this exclusive interview, Neel shares his journey in technology, insights into cloud adoption challenges and opportunities, and expert guidance on MLOps best practices. He also discusses the pitfalls enterprises face when scaling machine learning and offers valuable advice for aspiring AWS and MLOps professionals. Looking ahead, he teases his next book, which explores the transformative potential of Generative AI in manufacturing.

Could you tell us a little about your journey in technology?

How did you transition into your role as a Principal Technical Account Manager at Amazon Web Services

(AWS)?

My journey in technology has been an interesting blend of engineering, business, and cloud computing. After completing my Computer Science degree, I started as a software developer working on application monitoring platforms, where I gained insights into system architectures and performance optimization. This foundation in technical operations proved helpful throughout my career. I then moved to a major inancial services irm, working on their technology infrastructure team.

This experience exposed me to enterprise-scale systems and the complexities of managing mission-critical applications. It also sparked my interest in the business side of technology, leading me to pursue my graduate degree at Carnegie Mellon University. After completing my MBA, I transitioned into technology

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Neel Sendas

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consulting, speci ically focusing on IoT and Machine Learning solutions. The consulting role allowed me to combine my technical background with business strategy, helping organizations leverage emerging technologies to solve complex business problems. The natural progression led me to AWS, where I now serve as a Principal Technical Account Manager (PTAM). The PTAM perfectly combines my technical expertise, business acumen, and passion for helping enterprises innovate through cloud technology. Working with AWS has given me an opportunity to be in the front-row seat to the cloud revolution and the opportunity to help shape how organizations implement and scale their cloud operations.

As someone deeply involved in cloud operations, what do you see as the biggest challenges and opportunities for enterprises adopting cloud technology?

Based on my experience working with large enterprises customer, I see both signi icant challenges and opportunities in cloud adoption. On the challenges side, two issues consistently emerge.

First, there's the complex task of legacy system modernization. Many enterprises operate critical systems that are decades old and migrating these to the cloud while ensuring business continuity is like performing heart surgery while the patient is running a marathon.

Second, there's the challenge of governance and security compliance, especially for

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regulated industries dealing with sensitive data.

However, the opportunities are truly transformative. Cloud technology isn't just about cost savings anymore - it's becoming the foundation for enterprise innovation. For instance, in my book, I discuss how organizations are using AWS's machine learning services to transform their operations.

One example I often share is how manufacturing companies are using cloud-based ML for predictive maintenance and reducing downtime. The key to success lies in approaching cloud adoption as a strategic transformation rather than just a technical migration. Organizations that get this right are not just reducing costs - they're fundamentally changing how they operate and compete in the digital age.

Your book focuses on Machine Learning Operations (MLOps). How would you explain MLOps to someone new to the concept?

MLOps is best understood by comparing it to traditional software development. In regular software development, we have established processes for writing, testing, and deploying code. MLOps applies these same principles to machine learning, but with additional considerations unique to AI systems. Think of it this way: a regular website behaves consistently once deployed - the same input always produces the same output.

Machine learning models, however, are dynamic. They're more like living organisms that need constant attention because their performance can deteriorate as real-world conditions change. Just as a GPS needs updates for new roads, ML models need regular updates to maintain accuracy.

MLOps provides the framework to manage these challenges. It enables organizations to build and train models consistently, deploy them safely, monitor their performance, and retrain them when needed - all while maintaining proper version control and governance. In my book, I explore how AWS services, particularly SageMaker, can automate these processes.

The goal is to bring the same reliability to machine learning that DevOps brought to software development, transforming ML projects from experimental initiatives into production-ready systems that deliver consistent business value.

Machine learning at scale presents unique challenges. What are the most common pitfalls enterprises face when deploying ML systems, and how does your book address them?

The biggest pitfalls I've observed in enterprise ML deployments aren't technical, but organizational and operational. Let me highlight three critical challenges: First, there's the 'proof-of-concept trap' - where companies successfully build ML models in labs but struggle to deploy them in production. This happens because production environments have different requirements around scalability, reliability, and integration with

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existing systems.

Second, many organizations underestimate the ongoing maintenance requirements of ML systems. Unlike traditional software, ML models degrade over time as data patterns change. dedicate several chapters to implementing robust monitoring systems and automated retraining pipelines that catch these issues early.

Third, there's the challenge of reproducibility and governance.

When teams can't recreate model results or track changes effectively, it creates compliance risks and hinders collaboration.

What was the most challenging part of writing this book, and how did you overcome it? If a reader could only take away one lesson from the book, what would you hope it to be?

The most challenging aspect was striking the right balance between technical depth and practical applicability. Machine learning operations is a vast ield, and while I could have delved deep into theoretical concepts, I wanted to create something immediately useful for AWS practitioners. I focused on real-world scenarios I've encountered in my work with enterprise clients on AWS, using these as foundations for explaining complex concepts.

If readers take away just one lesson, it would be this: successful ML operations isn't about having the most sophisticated algorithms or the latest tools – it's about building sustainable, repeatable

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processes that align with business objectives. Too often, organizations focus on the technical aspects while overlooking the operational foundation needed for long-term success.

The book emphasizes this through coding examples and frameworks that help readers build ML solutions on AWS that not only work well initially but continue to deliver value over time. It's about moving from experimental ML to production-grade systems.

What advice would you give to aspiring AWS MLOps professionals or those looking to transition into a cloud-focused career?

First, develop a strong foundation in both software engineering and data science. MLOps isn't just about understanding machine learning algorithms; it's about building robust systems. For AWS, start by getting certi ied—begin with the Cloud Practitioner certi ication, then progress to the Solutions Architect certi ications. These provide a solid foundation in AWS services and architecture patterns.

For ML speci ics, pursue the Machine Learning Specialty certi ication, which covers AWS's ML stack comprehensively.

Focus particularly on Amazon SageMaker - it's AWS's lagship ML service and crucial for MLOps. Learn to build end-to-end ML pipelines using SageMaker's builtin algorithms, custom containers, and automation tools. The AWS Skills Builder platform offers excellent free resources for hands on practice. In my book, I emphasize AWS because of its

comprehensive ML toolset, but the principles are transferable. Set up end-to-end ML pipelines, break them, ix them, and learn from the process.

Finally, and this is crucial - focus on the business context. Technical skills are important but understanding why and how organizations use ML creates value that sets you apart. Join communities, attend workshops, and learn from real-world case studies. Remember, MLOps is an evolving ield. Stay curious and keep learning.

Lastly, what's next for you? Any future projects or aspirations you'd like to share with our readers?

I'm starting on my next book focusing on Generative AI applications in manufacturing industries. After spending years working with manufacturing clients, I've seen irsthand how GenAI is revolutionizing everything from product design to quality control and predictive maintenance.

The book will explore practical implementations of generative AI models for industrial use cases from using LLMs for technical documentation and maintenance procedures to leveraging diffusion models for defect detection and computer-aided design. I chose this topic because while there's lots of buzz around generative AI, there's a real need for practical guidance on implementing these technologies in industrial settings, especially considering the unique challenges of the manufacturing sector.

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Advantage

The 80/20 AI

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Why Smart Leaders Are Rethinking Talent Strategy Now

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that fail to align hiring and workforce planning with this new reality risk becoming obsolete.

n today's volatile business climate, the race to attract and retain top talent has intensified. Yet, many companies are still relying on outdated hiring methods, gut-based decisions, and manual HR processes—despite mounting evidence that artificial intelligence (AI) can dramatically improve workforce outcomes. For forward-thinking executives, there's a better way: apply the 80/20 principle through AI-driven talent management.

I

The Pareto Principle tells us that 80% of results stem from 20% of efforts. In talent strategy, this means that a small number of hiring, retention, and engagement activities drive the majority of organizational success. AI can pinpoint, automate, and optimize those high-leverage actions—giving companies a decisive edge without overhauling their entire infrastructure.

WHY AI IN TALENT MANAGEMENT IS NOW A BUSINESS IMPERATIVE AI is no longer an HR trend—it's a business necessity. The World Economic Forum projects that by 2030, AI and automation will create 170 million new jobs while displacing 92 million, leading to a net gain of 78 million positions.

That's a seismic shift. Companies

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Early adopters like Unilever and Hilton have already achieved tangible success. Unilever reduced time-to-hire by 70% and increased diversity by 16% using AI-powered assessments. Hilton, using AI chatbots and candidate ranking algorithms, cut manual recruitment tasks by 40% and saw an 85% decrease in time-tointerview.

By Dr. Denis Cauvier

BREAKING THE BOTTLENECKS: HOW AI STREAMLINES THE TALENT LIFECYCLE 1. Attracting Top Talent: AI tools can write optimized job ads, identify high-potential passive candidates, and rank applicants in seconds. This increases, hiring efficiency by up to 60% while improving candidate quality.

2. Selecting the Right People: Predictive analytics now assess job fit, culture alignment, and future performance with 95% accuracy. Platforms like Pymetrics and Eightfold.ai bring scientific rigor to hiring decisions—eliminating guesswork and bias.

3. Onboarding & Retention: AI customizes onboarding paths

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based on role and personality. Later, it monitors engagement signals, predicts attrition risks, and supports real-time interventions. SHRM reports that 85% of companies using AI for onboarding have seen improved retention within six months.

OVERCOMING COMMON OBJECTIONS Many executives hesitate to implement AI due to fears around cost, complexity, or compliance.

These concerns are increasingly unfounded: •

Cost: Cloud-based AI tools like ChatGPT Team or HireVue require minimal upfront investment and offer rapid ROI. Companies report recruitment cost reductions of up to 40%.

•

Complexity: AI adoption doesn't demand a PhD in data science. Practical implementation can start with small wins—automating resume screening or using chatbots for FAQs.

•

Ethics: Ethical AI is not an afterthought. Responsible companies use bias detection audits and inform candidates when AI is in use, aligning with evolving global regulations like GDPR and the EU AI Act.

SCALING WITHOUT BREAKING THE BANK A major misconception is that AI is only for large enterprises. In reality, mid-size firms and startups are some

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of the most agile adopters, leveraging AI to compete with larger players. The secret? Focus on high-impact areas.

companies will see a 50% drop in hiring efficiency. In short: inaction has a measurable cost.

EXECUTIVE TAKEAWAY

For instance, creating a custom GPT-powered job description generator can improve clarity, consistency, and fit—boosting the success rate of new hires while saving recruiters hours per week.

Multiply that across all roles, and you have a talent engine that gets smarter over time.

THE REAL RISK: DOING NOTHING

As AI continues to evolve, the question for leaders is no longer if they should use AI in talent management—but how to use it effectively. By applying the 80/20 lens, executives can target the most impactful areas of the employee lifecycle, integrate AI incrementally, and realize transformational gains in performance, engagement, and ROI.

According to PwC, companies not using AI in HR experience 25% longer hiring cycles and significantly higher turnover. Worse, Gartner predicts that by 2026, these

AUTHOR BIO Dr. Denis Cauvier is a global talent management expert, futurist, and bestselling author of 27 books including his newly released The 80/20 AI Advantage. With over 36 years of experience advising Fortune 500 companies, government agencies, and start-ups in 60+ countries, Denis specializes in helping organizations future-proof their workforce. He is a former banker, serial entrepreneur, and trusted advisor on AI integration in HR.

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Thriving Amid Disruption How AI is Redesigning Business and the Workforce—and What to Do About It

by Lukasz Sowinski & Damian Dziedzic, authors of “AI in Business and Corporations”

T

HE DUAL IMPACT OF AI: JOB DISPLACEMENT AND CREATION Artificial Intelligence is no longer a futuristic concept; it is a present-day reality reshaping industries, redefining job roles, and revolutionizing business operations. As organizations integrate AI into their core strategies, the workforce faces unprecedented changes that demand adaptability, continuous learning, and strategic foresight.

The integration of AI into business processes has led to significant workforce restructuring. For instance, in 2024, Dell Technologies embarked on a substantial

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reorganization of its sales division, emphasizing AI-driven operations. This shift resulted in the elimination of numerous managerial positions, with the company's workforce projected to decrease from approximately 120,000 to under 100,000 employees. The restructuring aimed to streamline management layers and introduce AI tools to enhance efficiency and customer experience. (1) While AI's automation capabilities can displace certain job roles, they simultaneously create new opportunities.

According to PwC's 2024 Global AI Jobs Barometer, sectors heavily exposed to AI

are experiencing nearly fivefold increases in labor productivity.

Moreover, jobs requiring AI specialist skills command significant wage premiums—up to 25% on average in the United States, with certain roles, such as database designers and administrators, seeing premiums as high as 53%. (2) These examples reflect two realities of AI adoption: it displaces roles dependent on repetition and simultaneously elevates those grounded in adaptation, creativity, and technical fluency. The challenge for individuals and businesses isn't just about deploying AI—it's about aligning skills and strategy to stay relevant.

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Lukasz Sowinski & Damian Dziedzic

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ADAPTING TO THE AIENHANCED WORKPLACE The evolving landscape necessitates a proactive approach to career development. Professionals must focus on acquiring skills that complement AI technologies, such as data analysis, machine learning, and strategic decision-making.

Organizations, in turn, should invest in upskilling their workforce to harness the full potential of AI, ensuring employees can work alongside intelligent systems effectively.

Furthermore, the rise of AI underscores the importance of soft skills—creativity, emotional intelligence, and adaptability—which remain uniquely human and are less susceptible to automation. By fostering these competencies, individuals can enhance their value in an AI-augmented workplace.

STRATEGIC IMPLEMENTATION OF AI IN BUSINESS

For businesses, the strategic implementation of AI involves more than just adopting new technologies; it requires a comprehensive transformation of operations, culture, and leadership.

Companies must assess which processes can benefit most from AI, develop clear integration plans, and ensure ethical considerations are addressed.

Leaders play a crucial role in guiding their organizations through this transition. They must communicate the benefits and challenges of AI adoption transparently, involve employees in the transformation process, and provide continuous support and training.

CONCLUSION The advent of AI presents both challenges and opportunities within the corporate landscape. While automation may render certain roles obsolete, it also paves the way for new positions that require advanced skills and offer higher compensation.

This is precisely the focus of the book AI in Business and Corporations, co-authored by our team of practitioners and technologists. While the book offers a broad overview of AI's impact across sectors, its core aim is to equip professionals with the context and tools needed to navigate this shift—from understanding how AI works to applying it in practical, career-oriented ways.

In a world where technological fluency is no longer optional, the conversation around AI must go beyond hype and fear. It must become a conversation about adaptability, lifelong learning, and the future of human contribution in AI-augmented environments.

By embracing lifelong learning and adaptability, professionals can navigate the AI-driven transformation successfully.

Organizations that strategically implement AI and invest in their workforce will be better positioned to thrive in this new era.

AUTHOR BIO Lukasz Sowinski & Damian Dziedzic, also known as AI Gang Publishing, are the authors of AI in Business and Corporations.

They are professionals with extensive experience in artificial intelligence, data analysis, and automation. Having collaborated with multinational

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organizations, they bring practical insights into how AI is transforming industries. Their work focuses on bridging the gap between AI theory and real-world application, empowering professionals and businesses to navigate the evolving digital landscape.

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