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ROBERT WALL
C RONN TOROSSIAN C CHRIS LAWRENCE RWall Robert Building Brands That Begin Within For Robert Wall, entrepreneurship was never about disruption or trend-chasing. It was about destiny.
"Entrepreneurship wasn't a choice for me, it was a calling," he reflects. With more than two decades of experience as a business owner, consultant, coach, and speaker, Wall has become a transformative figure in personal branding and leadership. His journey—rooted in service, sharpened through adversity, and elevated by purpose—has helped thousands align their professional pursuits with their personal truth.
After serving in the Air Force, Wall developed a deep understanding of leadership, systems, and human potential. He noticed a recurring theme: people were building businesses disconnected from who they really were. They were following scripts, not vision. In response, he launched The Branding Collaborative, a platform that goes beyond brand strategy to focus on brand soul—empowering leaders, coaches, and entrepreneurs to create ventures that reflect who they are, not just what they sell.
"I didn't just want to build businesses," he says. "I wanted to build people.”
YOU ARE THE BRAND BEFORE YOUR BUSINESS IS Wall is known for challenging surface-level branding tactics with something far more profound His core belief?You are themessagebeforeyourmessageisever crafted.
"Trustdoesn'tstartwithtactics,itstartswithtruth,"he explains Through his signature YOUniversal Brand Alignment framework, Wall guides clients from the inside out starting with heartset (core values and passion), mindset (beliefs and thought patterns), and soulset (purpose and legacy). Only then does he move intotheexternalelements:messaging,strategy,systems.
“Whether I'm working 1:1 with a CEO or speaking to a room full of entrepreneurs, the reminder is the same: you ' re not building a business, you ' re building a re lection of YOU,” Wall says. “The more authentic and alignedyouare,themoremagneticyourbrandbecomes.”
The Inner Game: Mindset, Heartset, and Soulset
RobertWall'scoachingisrootedinholistic alignment.Hemakesacleardistinction betweenmindset,heartset,andsoulset—three forcesthat,whenaligned,createlasting transformation.
"Mindsetishowyouthink.Heartsetishowyou feel.Soulsetiswhoyouarewhennoone's watching."
Heexplainsthatwhilemindsetgetsthemost attentioninpersonaldevelopment,it'sonly onepieceofthepuzzle.Heartset—your emotionalintelligenceandpurpose—isjustas crucial.Withoutit,evenastrongmindsetcan feelempty.Thenthere'ssoulset,whichWall describesasthecompassforlegacy.It'syour spiritualandidentityalignment—thepartthat
determineswhetheryour successissustainableor super icial.
"Truesuccessisinternal wholenessexpressed externallyinimpact,"hesays. “Breakthroughshappenwhen yourheartandmindstop ightingandstart collaborating.”
THE SOUL OF SALES Wall'sapproachtobusiness transcendsthetransactional. Nowhereisthismoreevident thaninhisphilosophyonsales, whichhecalls**"TheSoulof Sales."
“WhenI irststarted,Isoldlike everyoneelse—pitchingvalue, solvingpainpoints,chasingthe close,”headmits.“ButI realizedsalesisnota transaction…it'sa transformation.”
Heteachesentrepreneursto stopsellingfromscarcityand startsharingfromidentity “Salesissacred.It'san invitationforsomeoneto believeinabetterversionof themselves,”hesays.
AtTheBrandingCollaborative, salesbecomesanextensionof service.Insteadofscriptsand closingtactics,Wallequips clientswithalignment,clarity, andintention.Theresult?
Higherconversionsanddeeper ful illment.
“Youdon'tneedtobecome someoneelsetosell,”he remindsthem.“Youneedto becomemoreofYOU”
“You don’t need to become someone else to sell, You need to become more of YOU.” WORDS THAT HEAL, LEAD, AND LIBERATE
Wallisnotjustacoach—he'sa proli icauthorandstoryteller.His bestsellingbooks,including Make Up Not Required, Ready, Mindset, GO!,and Light at the End of the Funnel,arepowerfulextensionsof hisjourney.
"Idon'twritetoteach;Iwriteto transform,"heshares."Eachbook re lectsaseasonI'vewalked throughandamessageIneededto share."
ForWall,writingisn'tamarketing tactic—it'saministry.Hisstories reachpeoplehemaynevercoach directly,andoften,theybecomethe breakthroughsomeoneelseneeds.
"Yourstoryissomeoneelse's survivalguide,"hesays."SoIkeep writing."
FAITH, FAMILY, AND THE FOUNDATIONS THAT MATTER MOST
Behindthebusiness,thebooks,and thebrandisamandeeplyanchored inhisfaithandfamily.Wall'smost personalsourceofinspirationcame fromthelossofhisdaughter,Liz, whopassedawayatjust2.5years old.
"Shecouldn'tspeak,walk,orsee, butshetouchedcountlesslives,"he re lects.“Herstoryhasbecomemy standard.Ifshecouldimpact peoplewithoutsayingaword,what excusedoIhavewithallmygifts?”
Thatperspectivereshaped everything.Wallnowbuildsmargin intohisscheduleforwhatmatters most—faith,family,andpurpose.
HetravelswithhiswifeKelli, prioritizestimewithhisdaughters andgrandchildren,andteaches clientstode inesuccessontheir ownterms.
"Ifyoursuccesscostsyouyoursoul, it'snotsuccess,"hesays.
A VISION FOR LEGACY So,what'snextforRobertWall?
"Thefutureisaboutimpactat scale,"hesays.“I'mbuilding platformsforotherstorise,speak, andlead—authentically”
ThroughTheBranding Collaborative,he'slaunching courses,retreats,andmasterminds focusedonpersonalalignmentand businesselevation.Histwo podcasts—Aligning with YOU!
Heart, Mind, & Soul and Uncensored Entrepreneurs—areexpandingto spotlightpowerfulstoriesof resilienceandreinvention.
Wallisalsosteppingintomedia with ilmpartnerships,redcarpet events,anddocuseriesdedicatedto thethemesofalignmentandlegacy
Andthroughitall,onetruth continuestoguidehim:
“You are not here to build noise. You're here to build something that echoes beyond you.”
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Powering Unconventional Business Growth Alessandro Bertoldi AccordingtoAlessandroBertoldi, businessesarefoundedonthreebasic elements:People,IdeasandCapital. Amongwhich,oneofthemoststrikingelements toensurethesuccessofanybusinessisits People.
Tomakethemostoutofeveryindividual's untappedpotential,AlessandroBertoldi launchedEliteAcademy.Thusfar,the transformationalleaderhastrainedand coachedcountlesspeopleinmanysmalland medium-sizedcompanies.Hisvisionistocreate amulticulturalandmultinationalcompany whereindividualsfromallwalksoflife— differentethnicgroups,religions,andcultures —areencouragedtoputtheirbestfootforward.
Founder & CEO | Elite Academy
Alessandro'sambitionistoimbibedifferent sourcesofknowledgeandspreaditamong peoplewhosharevaluessuchasfreedom, respect,solidarity,andtrustbygeneratingthe righteconomicreturnforthosewhoareapart ofit
InthisExclusiveInterview,Alessandrotalks abouthisjourney,EliteAcademy,andshareshis invaluableideasonleadership.
What do you think makes someone a transformative leader? How do you integrate the same thinking into your leadership?
TheTransformativeLeaderistheonewho adaptstotheenvironmentinwhichhelives,
makinghisskillscompatibleand requiredbytheenvironmentitself or,evenbetter,createsand transformstheenvironmentaround himinordertomakeitcompatible withhisdesires,ambitions,Vision.
Inmyopinion,therearetwotypes ofleadersfromthispointofview, someoneadapttotheenvironment, andsomeonegenerate,by in luencingit,theright environmentforthemselves.
Thesecondisthereal TransformativeLeader,theonewho impactsonhisenvironment, transformingitand,ofcourse, evolvinginturn.
Talk to us about your growing up years. What is your earliest memory as a leader that you can remember?
My irstmanagerexperiencegoes backIn1990,whenIwas22years old.Iwasinvitedintheplenary managermeetingofthecompany forwhichIwasworkingasa salespersonlocatedinFlorence.
Afterafewmonthsofactivity,Iwas invitedtoparticipateasaguest.
Iwasverynervous,Ihadnever attendedameetingofthistype,all thebestwerepresentandI,asa newcomer,feltoutofcontext
AtonepointIfeltcalled,infrontof everyone,bythePresidentofthe Company,heinvitedmetostandup andcommentonmypromotion,in recordtime,toSalesManager
Mybloodrancold,Iwasafraid,but Igotupandspoke.Myintervention wasbad,butIrememberwith pleasurethemomentwhenIgotup
andspoke,IfeltlikeaLeaderfor gettingup,despitethefear
What prompted your interest in training and coaching? What was the idea that led to the formation to Elite Academy?
Thetruthis,asaboy,Iwasveryshy withwomen;Ijustcouldn't communicatewiththemandit frustratedme.
Toovercomemydif icultiesI startedreading,the irstbookI boughtwasbyAlexanderLower, "Thelanguageofthebody",thenI boughtthe irsttrainingcourse,it was1989,foroverthirtyyearsI havebeenreading,studying, participatingindevelopmental coursesandIuseotherCoachesto improvemyself,despitethisI believeIamat20%ofmypotential, perhaps.
Being the Co-Founder of the organization, what is the role played by you in the day-to-day proceedings?
Iamveryfocusedontheactivity relatedtoestablishingand maintainingaprivileged relationshipanddevelopingPR withclientswho,despitebeinga company,arealwaysmadebymen andwomen.
Iconstantlytrytogettoknow PeopleofvalueonLinkedin,Ilove thisSocial,whichhasallowedmeto startoverortostartnewinitiatives severaltimes,thankstotheease withwhichitallowsyouto indthe rightPerson.ThankstothistoolI wasabletointernationalizemy activitiesinMalta,Serbia, MontenegroandBulgaria.
Iamalsoinvolvedinselling;Ilove sellingandIconsideritan extraordinarymomenttoapplyand re ineLeadership.
Finally,whenIfollowaclient directly,asProjectManagerofthe plannedconsultancy,Iamobsessed withunderstandingwhatto manage,howandwhatresultsto produce,Iimmersemyselfinthe client'sbusinessrealityand experiencethecompanyasifit weremine.
Being a global leader, industry expert, serial entrepreneur, trainer, and coach, how do you ensure work-life balance?
Ihavetheprivilegeofhavingmy partnerAnaM.Alvarezasthewife andmotherofourdaughters,sheis worth60%ofmyabilitytoproduce andremaininpartialbalance.
InDecember2021Idiscoveredneverhadthishappenedtome-the disease.WithoutherIwouldnot havegoneanywhere,Iam extremelygratefultohaveknown herandtohavebeenluckyenough tohavehercloseforthese27years.
TodayIammuchmoreawareofthe valueofcreatingaFamilythat sharesaVision,itisanincredible strength.
Iadmitthatwhathashappenedin thesetwoyearshasallowedmeto focusmoreonmyself,sothehealth crisiswas-forme-anadvantage fromthispointofview.
Preciselyduetothefactthatthis aspectisnotmystrongpoint,I cannotclaimtobebalanced,butI amworkingonit
What has the journey been like for Alessandro Bertoldi over the years? Looking back, what would you have done different if you were to start again?
Myjourneyhasbeenaconstant battle, irstagainstmybehavioral limits,thenagainstmyfather,then againstmymother,thenagainstthe marketand,ultimately,against anyone.
IfIcould,Iwouldchange,inmy past,mymanagementofaggression towardstheenvironmentaround me,Ihavespentalotofenergyin uselessorcounterproductive battles,harmingmyselforothers.
What has been the biggest roadblock during your journey? What has been your biggest learning?
Mybehaviorallimitationswerethe biggestobstacle;thefactthatI couldovercomethemthebest learning.
Notknowinghowtorelatetomy fatherandmothermarkedmealot Today,beingafathermyself,I realizethatwhatIhaveendured canbeanadvantageinbetter understandingmydaughters, Isabel,aged16andEleonor,aged7. I indmyselftoday,inreversed roles,livingmomentssimilarto thoseIlivedasachildoraboy.I havesomuchtolearninthisarea andIamgratefulforthe opportunitytodoso!
Looking at the changing work environment and trends globally, what would be your advice for emerging business leaders?
Businessesarefoundedonthree basicElements:People,Ideasand Capital.
Inmyopinion,todaypeoplearethe mostimportantelementtoensure thesuccessofyourbusiness,focus onthisingredient!
Particularlycreatedconditions whereeachindividualbelongingto thecompanycanbevaluedforwhat itisandnotjustforwhatitisfor.
Finally, what does the future look like for you and Elite Academy?
IimaginethatIamcreatinga multiculturalandmultinational company,abletosupport Entrepreneursinmanagingtheir businessdevelopment
Iwanttobeabletohelp Entrepreneursmaketheir businessesprosperous.
Consequently,makingElite Academyauniquecompanydesired bythosewhoarelookingforan unconventional,politically incorrect,andeffectivepartnerin managingthegrowthoftheir businesses.
AsfarasIamconcerned,Iwantto createaconditionofmylifewhereI amnotfreetoliveandwork anywhere,feelingmyselfasa citizenofanyplacewhereIdecide toliveashorterorlongerperiodof mylife,obviouslywithouthavingto worryaboutmyincome,whichis guaranteedbytheworkof wonderfulpeoplewhowork primarilytoachievetheirgoalsand who,byachievingtheirresults, allowmetoreachmineandthoseof myfamily.
Dean Hallett President - Hallett Leadership Empowering Transformative Leadership Inaworld illedwithconstantchangeand
challenges,therearerarejourneysthat remindusofthepowerofleadershipand theimpactitcanhaveonpeople, organizations,andevenentireworkcultures.
Thesejourneysnestleintoourheartsand minds;captivatingusunlikeanythingelse. Theybecomevibrantthreadsthatweave throughthefabricofourexistence,breathing lifeintoourexperiences,emotions,and aspirations.
Withinthesestories,wediscoversolace, inspiration,andadeeperunderstandingof ourselvesandtheworldaroundus.And amongtherichmosaicofleadershipstories, one igurestandsout:DeanHallett,anLAbasedtransformationalleader
Hisuniquejourneydeliversguideposts, encouragingustotapintoourhidden reservesofstrengththroughcreativityandto navigatetheever-changingtidesoflifewith resilience.
Aswedelveintohisnarrative,wewitnessa multifacetedindividual—atrainer, entrepreneur,high-performingexecutive, author,speaker,andmore—whoembodies theessenceofinspiringleadership.
Infact,hisjourneyresonateswiththe universallongingforpurpose,growth,and meaningfulconnections.
BREAKING WALLS, BUILDING BRIDGES ForDean,hisintroductiontocoachinghas beendeeplytransformative,exploringthe why&howofwhatholdsexecutivesback.
Ashere lectsonhisownpast,Dean acknowledgesthatwhilehischildhood wasn'tmarkedbyadversity,hedeveloped limitingbeliefsthathinderedhisrecognition ofself-worth.Hiselderbrotherwhobullied himinstilledthebeliefthatitwasbetterto beseenandnotheard,perhapsevenbetter tobeinvisible.
Withconviction,heasserts,"Iconstructed formidablewallsandconvincedmyselfthatI couldnavigatelifesolelyonthestrengthof myintellect.HowmistakenIwas!”
Fortunesmileduponhimwhenhe encounteredemotionalintelligencetraining inhisearlytwenties.Itwasthenthathe realizedthevastexpanseoflifehehadbeen missing.
Hereconnectedwithforgotten partsofhimself,honingattributes thatenabledhimtobringoutthe bestinthosearoundhim.The revelationofhispersonalpower andtheabilitytocreateprofound connectionswithpeoplepushed himforwardonhisjourney
OnceDeantappedintothehuman connectionhehadbeenlongingfor, therewasnoturningback.While emotionalintelligencetrainingwas thecatalystforself-discovery,his journeyofgrowthhascontinued throughouthislife.
Asheventuredintothebusiness world,hebuiltuponhisabilityto connectwithothers,helpingthem
unlocktheirfullpotential.“I createdworkenvironmentsthat werebasedontrustandmutual respect,whichinturnallowedme tobuildteamsthattrulythrived.”
th Whileat20 CenturyFox,Dean launchedandledaccelerated leadershipinitiatives,andthe studiowentontoachieveeight recordyearsinarow,andnine recordyearsina10-yearspan.
THE TRANSFORMATIVE POWER OF DEAN'S COACHING EnterHallettLeadership—a beaconoftransformationin leadershipdevelopment.Ledby Dean,HallettLeadershipoffers
executivecoachingandthehighly acclaimedAcceleratedLeadership Program(ALP).
Executive Coaching runsfor typicallysixmonthswiththefocus on“expandingtheexecutives'selfawarenessanddeveloping leadershipskillsforbuildingan engagedandalignedworkforce.”
Here,bychallenginglimitingbeliefs andbehaviors,Deanhelpsthese leadersuncovertheunderlying sourcesoftheirpotential, encouragingameaningfulshiftin theirapproachtoleadership.
The ALP Program, ontheother hand,offersanine-month
UNVEILING THE LEADERSHIP GAP Deanbelievesthatmanycompaniesoverlookthe importanceofinvestinginleadershipdevelopmentuntil it'stoolate.
Theyassumethatleadershipskillseithercomeinnately orareacquiredthroughosmosis.Surprisingly,research from Harvard Business Review revealsthattheaverage ageatwhichmanagersreceivetheir irstleadership trainingisatastaggering42yearsold,whilethey assumemanagerialrolesatjust30yearsold.Thishasleft mostmanagersfumblinginthedarkforoveradecade!
Deansharesthatwhenindividualsareencouragedto stepintoleadershippositions,theyoftensuccumbtothe beliefthattheymustpossessalltheanswersandproject animageof lawlessness.Consequently,theyhesitateto seekinputandfeedback,makinguninformeddecisions
thatsti leteamengagementandcreativity.
Moreover,asindividualsascendtoleadteams,many remain ixatedontheirownperformance,neglectingto sharevitalinformationwiththeircolleagues.Thisactof withholdingcastsashadowupontheteam,thus derailingcollectivegrowth.
Thesedisruptivebehaviorsarere lectedinaGallupPoll whichfoundthat85%oftheoverallworkforceis unengagedoractivelydisengaged,andmanyareactively subvertinganorganization'sefforts.Disengagement comesataprice:theannualUSeconomiccostfor disengagedandunder-engagedemployeesexceeds$550 billion.Moreover,turnoverincreases18%to43%inlowengagementteams.
immersiveexperienceforacohort ofupto25individualswho continueperformingintheir existingroles.
Thisprogramtakesaholistic approachtoleadership development,encouraginggrowth inindividualleadership,team leadership,andoverall organizationalleadership.
Fromauthenticleadershipto maximizingpro itability,from promotingtrustandmutualrespect todrivingcollaborationandhigh performance,the ALP Program equipsleaderswitharichtoolkitto thriveintoday'sdynamicbusiness landscape.
Thesetransformativeofferings provideindividualsand organizationswiththerighttools andsupportneededtoachieve exceptionallevelsofperformance acrossalllevelsofthecompany
Deanandhisteamhavebuilta robusttalentpipeline,shapingthe mosttrustedleadersoftomorrow. Infact,heproudlyhighlightshis company'ssuccessinnurturinga benchoffutureleaders,aswellas theirtrackrecordofcoaching seniorexecutivestosecuretheir irstCEOpositions.
AttheheartofHallettLeadership liesthebeliefthateveryindividual, atanylevelofacompany,hasthe powertocreatealastingimpact.
EMPOWERED LEADERSHIP, TRANSFORMED FUTURE
Deanhaswitnessed irsthandthe powerfultransformationsthathis coachingprogramscanunfold.
Itisoftenthesimplestmoments thatholdthegreatestpower.By offeringfeedbacktoaddress behaviorsthatdisruptteam dynamics,relationshipscan undergoremarkablechanges. Thesesubtleshiftshavearipple effect,reshapingthecultureof organizationsasawhole.
Moreover,byinvestingin leadershipdevelopmentthrough HallettLeadership,client companiesembraceacultureof collaborationandalignment,
resultinginengaged,highperformanceteamsthatdrive sustainablesuccess.Arecentstudy byLSAGlobalfoundthathighly alignedcompaniesincrease revenue58%fasterthantheirless alignedpeersandare72%more pro itable.Howmuchmoneyis yourcompanyleavingonthetable?
Inanutshell,Dean'sofferingsstand apartfromthecompetitionfortwo keyreasons.
Firstly,theprogramsholdthe philosophyoftransformationclose totheirheart.Itembracesthe powerofpersonalchoice, empoweringeveryindividualto consciouslypresentthemselvesas theirbestselves.
Hiscoachingphilosophytranscends super icialchange,exploringcore beliefsandbehaviorsthatin luence theactionsofleaders.
Secondly,hisdecadesofexperience inthetrenchessetHallett
Leadershipapart fromothercareer academicsand consultants.
Withasuccessful 25-yeartenurein thechallenging entertainment industry,including leadershiprolesas CFOfortwomajor studios,hebrings real-worldinsights and"warstories" tothetable.
Thispractical experienceallows clientstograspthe tangible applicationof leadershipin diverse circumstances, solidifyingHallett Leadershipasa trustedpartnerin drivingmeaningful change.
THE DELICATE ART OF WORKLIFE
Dean'sin luence extendsfarbeyondcoachingand leadershipdevelopment.
Asanentrepreneur,coach,speaker, andtrainer,heleadsarichand multifacetedlifedrivenbyadeep passionforfamily,work,and personalpursuits.
Moreover,hehasmasteredtheart ofwork-lifebalance,skillfully tendingtoeachaspectwithcare anddedication.
Bycherishingwhattrulymatters, he indsful illmentbothinthe warmthofpersonalconnections andtheaccomplishmentsofhis professionaljourney.
THE LIMITLESS ROAD AHEAD AsHallettLeadershipsetsitsgaze uponthefuture,thepathahead shinesbrightwithpromise.Wordof mouthcontinuestospreadabout thetransformationalworkheand histeamdeliver
Executiveswhohavegonethrough HallettLeadershipprograms consistentlyexpressthe tremendousvaluegained,notonly intheirprofessionallivesbutalso intheirpersonalrelationships.
Withafocusonconscious leadershipandtheabilitytoinspire greatnessinothers,Hallett Leadershipispoisedto revolutionizeleadership developmentonaglobalscale.
Dean'sunshakablecommitmentto empoweringleadersandcreating high-performancecultureswill shapethelandscapeof organizationsforyearstocome.
Withafuture illedwithlimitless potential,HallettLeadershipisset torede inetheboundariesofwhat ispossibleintheworldof leadershipandworkplaceculture.
In 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 throughAI-driven talent management.
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.
WHYAI IN TALENT MANAGEMENT IS NOWA BUSINESS IMPERATIVE By Dr. Denis Cauvier
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, usingAI chatbots and candidate ranking algorithms, cut manual recruitment tasks by 40% and saw an 85% decrease in time-tointerview.
BREAKING THE BOTTLENECKS: HOWAI 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
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 that fail to align hiring and workforce planning with this new reality risk becoming obsolete.
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 implementAI due to fears around cost, complexity, or compliance. These concerns are increasingly unfounded:
• Cost: Cloud-basedAI 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: EthicalAI is not an afterthought. Responsible companies use bias detection audits and inform candidates whenAI is in use, aligning with evolving global regulations like GDPR and the EUAIAct.
SCALING WITHOUT BREAKING THE BANK Amajor misconception is thatAI is only for large enterprises. In reality, mid-size firms and startups are some
of the most agile adopters, leveragingAI to compete with larger players. The secret? Focus on high-impact areas.
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 REALRISK: DOING NOTHING According to PwC, companies not usingAI in HR experience 25% longer hiring cycles and significantly higher turnover Worse, Gartner predicts that by 2026, these
companies will see a 50% drop in hiring efficiency. In short: inaction has a measurable cost.
EXECUTIVE TAKEAWAY AsAI continues to evolve, the question for leaders is no longer if they should useAI 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, integrateAI incrementally, and realize transformational gains in performance, engagement, and ROI.
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 onAI integration in HR.
The Secrets Behind Writing a Bestseller Learn the proven strategies and secrets of successful authors as Morgan Gist MacDonald of Paper Raven Books shares the path to writing bestselling books.
From studying sociology to becoming an author to now launching over 100s of books through your publishing company. What has been this journey like for you?
Growingaservice-basedbusinessinanindustrythatischanging rapidlyhaschallengedmetocreateentirelynewbestpracticesand successpathsformyauthors,fromthegroundup.
20yearsago,therewasnosuchthingasabookcoach.Ifyoupitchedan ideaforabooktoatraditionalpublisherandwereaccepted,you'd workwiththepublisher'sacquisitioneditorwhileyouwerewriting yourbook.
Oncepeoplewereabletoself-publish,though,theystillneededthat helpindevelopingamanuscript,sotheystartedlookingfor professionalswhocouldhelpwithactuallystructuringandwritinga book.WhenIstarted,that'sexactlywhatIwasdoing,helpingpeopleto organize,write,anddevelopthecontentoftheirbooks.
Then,myclientsstartedaskingmetohelpthempublishtheirbooks.I knewhowtowriteabookandhowtoeditabook,butIreallydidn't knowanythingaboutpublishingandmarketing.So,Iwrotemyown bookandwentthroughtheself-publishingprocess,trieddozensof differentapproachestomarketing,andIoptimizedtheprocessasI wentalong.
Morgan Gist Macdonald CEO, Paper Raven Books
Now,I'vedevelopedbestpractices andsystemsandgrownateamof editors,designers,formatters, marketers,andprojectmanagers, whoallworktogetheronthe50+ booksayearwelaunchatPaper RavenBooks.Andwitheverysingle bookwelaunch,welookatwhat's changingintheindustry,whatare stillbestpractices,andwhatpieces canbeoptimizedtocreateeven bettersales,rankings,andreviews forourauthors'books.
Writing a book can be a daunting task and extremely overwhelming. Talk to us about your own experience writing your irst book.
WhenIstartedwritingmyown book,I'drecentlyhadmythird baby,soIwastypicallyawakefora 4amfeeding.Iwouldstayupand writefromabout5amto6am,when myothertwochildrenwouldwake upandbereadytostarttheday.I spentacoupleofweeksjust developingthestructureofthe book,andthenIwrotethe irst draftinthosequietearlymornings forabouttwomonths.
Fortunately,Ihadworkedwith enoughclientsthroughwriting theirbooksthatIfeltfairly con identthatifIcouldget somethinglike30or40hoursof writingtimein,thatwouldbe enoughtodevelopasolid irstdraft, thatIcouldthenreviseandpublish.
Formostofthewritersmyteam andIworkwith,ifwecanhelp themcreateastructureinthe beginning,andthenoptimizeeach writingsession,somethinglike40 hoursto80hoursofwritingtimeis enoughtowritea irstdraftthat
wouldthengothroughafew roundsofrevisionsbeforebeing readytopublish.
As a irst-time author, how can one gain visibility and attract media attention to boost their overall sales?
Theplacewheremostreaders discovernewbooksistheAmazon bookstore,sowerecommendthat irst-timeauthorsfocuson optimizingthebook'ssalespageon Amazon.Choosealaunchweek, whereyou'regoingtoputthe ebookonpromotion(freeor$.99), andgatheralaunchteamof50 peoplewhoaregoingtodownload thatebookandleaveareview duringyourselectedlaunchweek.
Wealsorecommendreachingoutto bookpromotionsites(like cravebooks.com)tolettheirlistsof readersknowaboutthenewbook that'srunninganebookpromotion.
Whenyoucanstackacouple hundredsalesordownloadsofan ebookinashortamountoftime, it'llpopthetitletothetopofthe category,whichwillincreasethe visibilityofthebook.Now,you'll wanttoselectyourbook's categoriescarefully.IntheAmazon bookstore,ebooksmayselect10 categories,sowerecommend irsttimeauthors indveryniche categoriesthatarenestedinsideof larger,relevantcategories.
Forinstance,ifyou'rewritinga bookonleadership,youcould launchthebookintheverylarge, highlycompetitivecategoryof “Business&Money”Theproblemis thatifyourbookisnotdoingwell, relativetotheotherbooksinthat
category,you'llfallintherankings, andAmazon'salgorithmwillpush yourbooktothebottomofthe category.
However,ifyoulaunchyourbookin asmallercategorythat'snested insideofBusiness&Money,you'll haveabettershotofdoingwell, relativetothebooksthatare speci icallycategorizedthere.So,if youcouldchoosethiscategory: Business&Money> Entrepreneurship&SmallBusiness >Entrepreneurship.
Yourbookisthenlaunchedinside ofthesmallercategory, “Entrepreneurship,”whichonly requires91downloadsorsalesto becomea#1.Now,hitting#1ina categoryisfun,and,more importantly,ittriggerstheAmazon bookstorealgorithmtoshowyour bookwidelyinthenextcategory up,inthiscase,“Entrepreneurship &SmallBusiness.”
Withthistypeofstrategy,you're triggeringtheAmazonalgorithmto showthebookmorewidelyin increasinglymorecompetitive categories,soyoucangetvisibility foryourbookinthoselarger categories.
Onceyourbookhasatleasta thousanddownloadsorsales,afew #1rankings,and50+reviews,now anyadditionalpromotionyoudo forthebookismorelikelytobe effective.Mostpeoplewho ind yourbookonlineorhearsabout yourbookonapodcastwilllookat theAmazonsalespagebeforethey buy,sowewanttomakesurethat salespageisahigh-convertingsales pagethat'sstackedwithsales,#1 rankings,andgreatreviews.
What according to you are the three biggest mistakes authors make that impact their long-term sales and visibility?
First,authorstendtoforgetto thinkabouthowreaders actuallybuyanewbook.These days,mostreadersaregoingto theAmazonbookstoretobuy books.Morethan70%ofbooks (eBooks,physicalbooks,audio books)areboughtthroughthe Amazonbookstore.
Whenauthorsaredevelopinga bookidea,theytendtogointo whatIwouldcallan“untested market,”meaningtheyhaven't identi iedwhatreadersare searchingforinabooklikethis. Reader'ssearchpatternsare especiallyimportant.For instance,whenreadersgotothe Amazonbookstoreandsearch forabook,aretheyreallytyping insomethinglike“business book?”Oraretheytypingin somethingthat'salittlemore speci ictotheirsituation,like “businesslessonsaboutfailure.” Turnsout,whenyoudothe researchintokeywords, “businesslessonsaboutfailure” issearchedapproximately1,214 timespermonth,currently,with only84otherbookslistedwith thatkeywordphrase.Oneofthe toolsweusetodothisis PublisherRocket,andthereare othertools,too.
Inthecontextofbringinganew booktomarket,whatthismeans isthatifyoutagyourbookwith thekeyword“businesslessons aboutfailure,”thebookwillbe servedasasearchresultto
1,200peopleeverymonth—and notjustpeople,bookbuyerswho areactivelysearchingforabook likeyours!
StevenAdjeiisanentrepreneur, healthcareconsultant,author,and poet.Whenhereleasedhisbook, Pay The Price,othershad recommendedhesimplypublisha businessbookandtrytogetitinto bookstores,likeeveryoneelse. Stevenhadsomeinnovativeideasin hisbook,includingstoriesabout ethicsinentrepreneurship,passion andpainentrepreneursencounter intheirjourney,plusmotivational poetrywoveninandacompanion playlistavailableforfreeaccess. WhenwehelpedStevenpublish andlaunchhisbook,wetestedthe market,searchingforkeyword phrasesthatwouldputhisbookin frontoftherightreaders,keyword phrasesthatincluded“business” and“entrepreneurship,”yes,but also“ethics,”“passion,”“pain.”You cantestthemarketofyourbook, aheadoftime,byseeingwhatyour idealreadersaresearchingforin onlinebookstores.
Thesecondmistakemostauthors makeisnothavingaclearwayfor thereadertobecome their customer,whichIrefertoasan “untestedcustomerjourney.”
Inthebookworld,bydefault,the readerswhopurchaseabookare customersofthebookstore. Amazon,BarnesandNoble,andany independentbookstorewillhappily acceptthepaymentandcustomer informationfromabookbuyerand neverreleasethatinformationto theauthorofthatbook.
Formanyauthors,though,being abletocontactthosereadersisthe bestwaytogrowanauthorbrand
andbaseoffans.Whetheryou wouldlikethosereaderstobecome clientsforyourback-endproducts andservicesorsimplycontinue buyingthebooksyoureleaseevery year,it'ssomucheasierforan authortogrowwhentheyhavea tried-and-truecustomerjourney fromonebookintothebigger business.
WhenDr.TerryPeasepublished andlaunchedherbook, Love, Dignity, & Parkinson's,wehelped herincludeacompanionworkbook andjournalthatareadercould accessforfreebyscanningaQR code.Now,everypersonwhoscans thatQRcodeandprovidestheir emailaddress,Dr.Peaseisableto reachouttoandofferadditional coachingto,insideherbusiness.
Thethirdmistakemostauthors makeisactuallyinthewritingpart oftheprocess,especiallybecause
mostofuswerenevertaughthow tostructureabookandwrite 40,000+wordsthattransition smoothlyfromchaptertochapter inacompellingnarrativearc.
Formanyauthors,writingabookis alittlelikedumpinginformation ontoapageandhopingthereader canfollow.Icallthisan“untested concept”Theauthorhas accumulatedalotofideas, experiences,andstories,but puttingthemallinonebookdoes notalwaysmakeforagreatreader experience.
WhenDr.JohnMartin irstwrote hisbook, Psychology Con idential, hewantedtoprovidethereader withacollectionoffunny,poignant, touchingstoriesfromhiscareeras apsychologistandprofessor.Many ofhispatientsandstudentshad hadclarifyingmomentsbylearning psychologicalprinciples,andhe
wantedtocreateastory-telling versionofthatexperience.Tohis credit,Dr.Johnhadmany,many storiesthathecoulddrawon.And whereourbookcoachingteam helpedwastocuratethosestories andcraftacompellingstructure thatguidedthereaderthrougha seriesofexperiences,chapter-bychapter.Dr.John'sbookisa fantasticread,initself,andheis frequentlyrequestedtocampuses andeventstotellmoreofhis storiestostudents,faculty,and folksinterestedinhowpsychology informslife.
So,thosethreetogether,ifyoucan testyourmarket,customerjourney, andcontent,willhelpanywriter developabookthatwillsell,grow yourbusiness,andcreatealasting impressionforyourreaders.
How is Paper Raven Books helping authors gain visibility, market their book, and most importantly, ind customers?
AtPaperRavenBooks,wehelpour authorstoself-publish professionally.Ourteamofbook coaches,editors,designers, formatters,marketers,andproject managersworkwithauthors,oneon-one,towrite,publish,launch, andmarkettheirbooks.Our authorsaretrulyself-published, whichenablesthemtoretainthe creativevision,legalrights,and pro itsfromthebooks.
Andwebringour8yearsof experienceandbestpractices,so thatwecanhelptheauthorgetthe mostoftheirbook.Wehelptomake surethebookful illstheauthor's intentiontoserveaspeci ictypeof reader,whocouldthenworkwith theauthorinadeeperway.Wehelp tocreateacustomerjourney,so
thatthosereaderscaneasily becomeaclientorcustomerofthe author
Wehelptooptimizethebookfor visibilityontheAmazonplatform, sothatevenpeoplewhoare discoveringthebookforthe irst timeareeagertobuythebookand leaveareview,whichbuildsthe foundationforthebooks'long-term sales.Wehelpourauthorsgetonto podcastsandotherpeoples' platforms,sotheycanspreadthe wordabouttheirbook,mission,and message.
As the Founder and CEO of Paper Raven Books, what role do you play in the day-to-day proceedings of the company?
Iaminvolvedinarchitectingeach pieceofourcustomers'journeys, fromtheadstheyseeforour company,tobeinginvitedtoa workshop,speakingwithoneofour salesreps,andthenchoosinga packagethat itstheirpublishing needs.
Imeetwithafewclientseachweek, Ihostanall-clientmeetingoncea week,andImeetwitheach department,tomakesuretheyhave whattheyneedtoserveourclients tothebestoftheirabilities.
What do you think is the future for the publishing industry? What role do you think modern technology will be playing?
Ibelievethatdirect-to-consumer salesisthefutureformostauthors andreaders.
Rightnow,webuyeBooksthrough Amazonbecausesomanyofus haveKindles.Whatifwewereable tobuyeBooksfromanywebsite
andinstantly,easilydropthose eBookstooure-readingdevice? Thatwouldmassivelydisrupt Amazon'sholdonthebookmarket.
Atthesametime,Ibelievethat manyreaderswillstillwanttogoto bookstores,notnecessarilyto purchasespeci icbooks,butfor thatexperienceofbrowsing throughbookshelvesand discoveringsomethingnew, surroundedbythesmellofpaper, thesoundofanespressomachine, andthebuzzofbeingaroundother booklovers.
Rightnow,bookstoressimplysell books.Iwonderwhatitcouldlook liketobeamemberofabookstore, abletobrowseandwhileenjoying beverages,asmuchasyouwanted. Andwhenyou indsomethingyou like,scanacodeandhaveit deliveredtoyourdeviceoryour dooratthesamehour.Something likethatcouldbeverypossiblewith open-sourcee-readers,audiobook apps,andprint-on-demand.
NottomentionNFTS,Web3.0,and allofthetechnologythat'sallowing peer-to-peerexchanges.Muchof thathasyettobeproveninthe broadermarketplace,butthere'sa lotofexcitementaboutwhat's possiblewithnewandemerging versionsofbooksandbookstores.
So,yes,I'mexcitedaboutthefuture forauthors,readers,publishers, andbookstores—it'sawhole industry, illedwithpeoplewho lovebooks.
Alex Verlek
Lessons in Coaching and Life A Conversation with Alex Verlek Someofthemost inspiringsuccessstories arenotlinear—theyare markedbyunexpecteddetours, bolddecisions,andarelentless pursuitofpurpose.Suchisthe storyofAlexVerlek,aMaster Certi iedCoach(MCC)who wentfromleavingschoolat15 tobecomingaglobally recognizedcoachingleader Withover10,000coaching hours,multiplebooks,anda passionfortransforminglives, Alexhasdedicatedhiscareerto fosteringself-discoveryand professionalexcellence.
Inthiscandidinterview,Alex re lectsontheturningpoints thatshapedhispath—froman unful illing irstjoband mandatorymilitaryserviceto anunexpectedintroductionto coachingthatchanged everything.Hesharesdeep insightsintotheartofcoaching, thepoweroflistening,andthe lessonslearnedovera15+year journey.Wealsodiveintohis latestbook, Q60: Coaching Mastery in Sixty Questions,a
thought-provokingexploration ofcoachingprinciplesandhis missiontoimpact10million livesthroughcoaching.
JoinusasAlexVerlektakesus throughhisfascinating evolution—oneofresilience, passion,andacommitmentto payingitforward.
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?
Leavingschoolat15,Ihadno cleardirection.Isimplytookthe irstjobavailable—onethat alignedwithmyparents' expectationsandmademefeel important.Ihadsecuredthejob myfatherhadalwayswanted butneverattained,andhewas immenselyproud.Yet,before long,theworkbecame monotonous.Worse,Ifelt de inednotbymypotentialbut byhowfewmistakesImade.
Thencamemymandatory militaryservice.Itwashere, duringvisitstoformerWWII concentrationcamps,thatIhad apowerfulmomentof realization—adeepresolvethat suchtragediesshould"never again"beallowedtohappen. Witnessingthestruggle betweenof icersandsoldiers,I sensedacalling:theabilityto bridgedifferencesandfoster connection.Itwasmy irst inklingofpurpose.
Aftercompletingmyservice,I chosetoreturntoeducationto prepareforacareerinHR.For iveyears,Istudiedwhile working,ademandingbut transformativeperiod.My careerinHRtookoffrapidly.To strengthenmyskills,Ipursued adegreeinManagement Sciencewhileservingasa managementteammember. Duringacompany reorganizationIinitiated,the planwasforacolleagueandme totakeoverpartofthe business.Butatthelast moment,Irealizedthiswasn't
mypath.Insteadoffollowinglogic or inancialsecurity,Ifollowedmy heartandwalkedaway,handing everythingovertomycolleague.
Forthe irsttime,Ibecamea freelanceentrepreneur,pursuing workthattrulyresonatedwithme. Though inanciallychallenging, thoseyearswereimmensely enriching.Igainedinvaluable insightsintopeople,theworld,and myself.However, inancialnecessity ledmebacktoapart-timeHRrole. WhatIthoughtwouldlastafew monthsturnedintosevenyears.In hindsight,InowseewhyIneeded thatperiod.
Whenmylastprojectatthat companyended,mymanager suggestedsomethinglife-changing: "Maybecoachingissomethingfor you?"Ihadnoideawhatshemeant, butIacceptedheroffertotakea course.IstillrememberthatFriday afternoon—my irstexperience withcoachingtraining.ThoughI initiallyfeltoutofplace,itwasalso animmediatehomecoming.From thatmomenton,Iwascommitted toanewpath.
Ifullyimmersedmyselfinthe worldofcoaching,undertaking extensivetraininganddeep personalgrowth.Beforelong,I becameafacultymemberatthe CoachingTrainingInstitute(CTI). Teachingsolidi iedmylearning, reinforcingthesaying,"Ifyouwant tomasterasubject,teachit" Alongsidemyprivatecoaching practice,Idevotedmyselfto mentoringandtrainingcoaches. Everydaycontinuestobea learningexperience.
Withover2,500coachinghours andongoingeducation,Ipursued
thepathtobecomingaMaster Certi iedCoach(MCC),atitleI proudlyearnedin2017.Receiving thisrecognitionformydedication andhardworkwasamilestone,and IcontinuetorenewmyMCC accreditationeverythreeyears.In themeantime,thenumberofhours Ihavecoachedindividuals,is gettingcloseto10,000.
What distinguishes your coaching style, and how do you ensure impactful transformations in your clients?
Coachingisanart,muchlikemusic. Avirtuosobringsaviolintolife throughpersonal interpretation—coachingisno different.Whilegroundedinhigh standardsandrigoroustraining,a coach'suniquemixofcompetence, con idence,andauthenticitybrings thepracticetolife.
Forme,coachingisbuiltondeep honesty—bothwithoneselfand withinthecoachingpartnership. Empoweringcoachinginvolvesan elementof"toughlove."While coachandclientareequals,each hasdistinctroles:thecoach providesasafeyetcourageous space,whiletheclientdrivesthe content.Whenbothfullycommit,a transformativerelationshipunfolds.
Iseemyclientsnotjustforwho theyarebutfortheirfullpotential.I supporttheminuncoveringtheir answersandsteppingintotheir power.Metaphoricallyspeaking,I helpthemwritetheappendixto theirownmanualofself.
What are some of the most valuable lessons you've learned in your 15+ years as a coach?
Inmysecondbook, Golden Rules for Coaching,Icompiled15keylessons frommycoachingjourney.IfIhad tohighlightjustone,itwouldbe: Listen to connect, not just to understand.
Whenwelistenwiththeintentto connect,weopenourhearts, creatingtrustandsafety.Another powerfullesson,closelylinkedto this,is: In coaching, slow is the new fast Lifeoftenfeelslikearace,but incoaching,offeringclientsthe spacetoslowdownandre lectis invaluable.Byallowingthemto breatheandexplore,wecreatean environmentformeaningful growth.
Andperhaps,beyondcoaching,we couldallbene itfromembracinga slowerpaceinlife.
How does Q60: Coaching Mastery in Sixty Questions challenge and elevate coaches' perspectives?
WhenIturned60in2024,Ichose tocelebratedifferently.Insteadof gifts,Iaskedfor60coachingrelatedquestions.Thisinspiredmy thirdbook, Q60: Coaching Mastery in Sixty Questions
Morethanjustacollectionof insights, Q60 embodiesmymission: buildingawarenesstoinspirethe Army of Positive Change.Thisbook ismywayofpayingitforward, offeringperspectivesforthenext generationofcoachesandthose curiousabouttheprofession.
The60questionsspanabroad spectrum,fromcoaching'sorigins tomoderndevelopmentslikeAI's roleincoaching.Iteventacklesthe "million-dollarquestion":Whatare coachesactuallyselling?Some
PR in the Age of AI Why Human Storytelling Still Wins in a Data-Driven World Arti icialintelligencehasreshaped publicrelations,offeringtoolsthat analyzeaudiencebehavior,predict trends,andgeneratecontentatscale.But whileAIcanprocessdatafasterthanany human,itlackstheauthenticityand emotionaldepththatmakestoriesresonate. PRprofessionalsnowfaceafundamental question:HowcanAI-driveninsightsbe balancedwiththetrust-buildinghuman touch?TheanswerliesinusingAIasa tool—notareplacement—ensuringthat technologyinformsstorytellingwithout strippingawaytheemotionalelementsthat trulyconnectwithpeople.
THE POWER OF DATA, THE NEED FOR EMOTION
AIexcelsatgatheringandinterpretingdata, providingPRteamswithaclearer understandingofaudiencepreferences.It cananalyzesentiment,trackengagement, andidentifypatternsthatwouldtake humansweekstouncover.Thisenables moretargetedmessaging,ensuringthat storiesreachtherightpeopleattheright time.
Butdataalonedoesn'tcreatecompelling narratives.
Theabilitytoweavefactsintostoriesthat stiremotion,inspireaction,andbuild relationshipsissomethingonlyhumanscan doeffectively.AIcansuggestthemesbased onpastengagement,butitcan'tgraspthe subtletiesofhumanexperiencethewaya skilledstorytellercan.
WHEN CREATIVITY MEETS COMPUTATION ThemosteffectivePRcampaignscombine AI'sanalyticalpowerwithhumancreativity AIcanhelpidentifywhichstoriesarelikely toresonate—butittakesahumantocrafta messagethatfeelsauthenticand emotionallyrelevant.
ThinkofAI-drivenpersonalizationin marketing:itcustomizescontent,butit's thehumor,empathy,andrelatability—the humantouch—thatmakesacampaign memorable.Awell-toldstorydoesmore thaninform;itcreatesconnection.Without thatconnection,eventhemostdata-driven strategyfalls lat.
AUTHENTICITY IS STILL THE ULTIMATE CURRENCY Authenticityremainsthe foundationoftrustinPR.Audiences cantellwhenamessagefeels roboticoroverlypolished.AIgeneratedcontent,whileef icient, oftenlacksthenatural imperfectionsandemotionallayers thatmakehumanstorytelling compelling.
SmartPRprofessionalsunderstand this.TheyuseAItogatherinsights butrelyonintuitionandempathy toshapestoriesthatresonate.AI shouldenhance,notreplace,the storyteller'svoice.
THE ETHICS BEHIND THE ALGORITHM Ethicalconsiderationsarecritical whenusingAIinstorytelling. Transparencymatters.Audiences shouldknowwhenAIhasbeen involvedincontentcreation. Moreover,organizationsmust ensurethatAI-generatednarratives donotdistortfactsormanipulate emotions.
Dataprivacyisanotherconcern.AI
reliesonvastdatasets—often includingpersonalinformation—to generateinsights.PRprofessionals musthandlethisdataresponsibly. Trust,oncebroken,isdif icultto restore.
PERSONALIZATION WITHOUT INTRUSION AIgivesPRprostheabilityto personalizemessagingbasedon behavior,preferences,and demographics.Thiskindof customizationmakes communicationmorerelevant—but itmustbehandledwithcare.
Amessagethatfeelstootargeted canback ire,makingaudiencesfeel watchedratherthanengaged.The keyistostrikeabalance: personalizationshouldenhancethe experience,notcompromisetrust orcomfort
LOOKING AHEAD: AI AS A PARTNER, NOT A REPLACEMENT AIwillcontinuetoevolve,offering increasinglypowerfultoolsforPR professionals.GenerativeAIcan alreadymimichumanwriting
styles,andfutureinnovationswill onlysharpenthatskill.Butno matterhowadvancedAIbecomes, itcannotreplacethenuance, emotion,andauthenticitythat humanstorytellersbringtothe table.
TheroleofPRprofessionalsis shifting.Theymustnowmasterthe artofblendingAIinsightswith emotionalintelligencetodeliver messagesthatnotonlyreach audiences—butmovethem.The coreofPRwillalwaysbe storytelling,andgreatstoriesare toldbyhumans.
THE BOTTOM LINE: TRUST IS HUMAN ForPRprofessionals,thetakeaway isclear:AIisapowerfulally—but notasubstituteforhuman creativityandconnection.Themost successfulstrategieswilluseAIto supportandre inestorytelling,not toautomateit.
Trustisbuiltthroughgenuine stories,sharedauthentically—and that'ssomethingonlyhumanscan deliver
ABOUT THE AUTHOR RonnTorossianistheFounder&Chairmanof5WPublicRelations, oneofthelargestindependentlyownedPR irmsintheUnited States.Sincefounding5WPRin2003,hehasledthecompany's growthandvision,withtheagencyearningaccoladesincluding beingnamedaTop50GlobalPRAgencybyPRovokeMedia,atop threeNYCPRagencybyO'Dwyers,oneofInc.Magazine'sBest Workplaces,andreceivingmultipleAmericanBusinessAwards, includingaStevieAwardforPRAgencyoftheYear
RethinkingFinancial Inclusion Building Systems Worth Joining Thephrase“ inancialinclusion”is everywhere—butwhatdoesit mean?
Atitscore,thetermsuggestsbringingthe unbankedandunderservedintoexisting systems.Butthesesystemswerenever designedfortheirneeds.Often,they re lecttheprioritiesoflegacy inancial institutionsortechplatformsbuiltinand fortheGlobalNorth.Inclusion,when framedthisway,becomes assimilation—foldingpeopleinto architecturesthatmaynotmeettheir needs,respecttheirrealities,orallow themtobuildontopofthem.
FINTECH'S SHIFT AND ITS BLIND SPOTS Fintechhastransformeddramatically. We'vemovedfrombrick-and-mortar bankstoembedded inance,where payments,lending,andinsuranceare stitchedseamlesslyintoappsand platforms.Butamidstthisevolution,a criticalquestionremainsoverlooked:who
actuallyhasaccesstotheinfrastructure neededtoparticipate,innovate,or bene it?
Forbillions,theansweris:almostnoone. Accesstoreliableinternet,digitalidentity, affordabletransactionnetworks,and interoperablewalletsisstillunevenand constrained.Andthisdigitaldivide pushespeoplefurtherawayfromthe servicesthatcreatesnewopportunities foreconomicselfdetermination, autonomyandgrowth.
TRUST ISN'T GRANTED—IT'S EARNED Many inancialinstitutionsandplatforms askfortrust.Buttrustcannotbe demanded;itmustbeearnedthrough transparent,reciprocalrelationships. Peopletrustsystemsthatrespecttheir agency,thatareaccountable,andthat offertoolstoshape—notjustuse—the system.
Buildingtrustmeansenabling participationateverylayer.Thatincludes
givingpeopleandcommunities thefreedomtobuildtheirown inancialtools,notjustaccessprede inedservices.
WHY INTEROPERABILITY MATTERS Weareconstantlyoutofsync. Technologyadvances rapidly—butthe purpose ofthat technologyoftenlagsbehind.Too manysolutionsare“innovative” withoutbeinginclusive,ef icient withoutbeingempowering.
Tocorrectthis,weneedtoinvest inopen,interoperable inancial infrastructure—railsthatanyone canbuildon,regardlessof geographyorventurecapital pedigree.AstartupintheGlobal Southshouldhavethesame accesstopaymentsystems,digital wallets,andmonetizationtoolsas
oneinSiliconValley.
Thisisn'tjustfair—it'sessential forglobalresilience.Thesolutions toourmostpressingchallenges willcomefromeverywhere,not justtheusualtechhubs.
INCLUSION SHOULD MEAN OPPORTUNITY, NOT COMPLIANCE True inancialinclusionisnot aboutinsertingpeopleinto brokensystems.It'sabout creatinganopenmarketfor bettersystems,betterideas,and morediverseinnovation. Inclusionshouldmeanexpansion ofopportunity,notpassive compliancewithexistingmodels. Weneedinfrastructurethatdoes morethanscale—itmust empower.Thatincludesweb
monetizationtechnologiesthatlet creatorsearndirectly;open protocolsliketheInterledger Protocol(ILP)thatconnect paymentnetworksacross borders;anddigitalidentity systemsthatworkforpeoplewith littleornoformaldocumentation.
CONCLUSION: BUILDING SYSTEMS WORTH TRUSTING Financialinclusionneedsa reboot.Notasacharitableaddon,butasadesignprinciple.We mustbuildecosystemsthatare openbydefault,participatoryby design,andglobalinscope.
Inclusionisnotthe inishline.It's thestartingpointforamore equitable,innovative,and sustainabledigitaleconomy
ABOUT THE AUTHOR ChrisLawrenceistheHeadChiefProgramOf iceratInterledgerFoundation, whereheguidesprogramsusingopenwebtechnologytoexpandglobalaccessto inancialservices.Hehas20yearsofnonpro itexperienceandpreviouslycofoundedLoupconsultancy,andbuiltprofessionalnetworksatMozillachisis passionateaboutmakingtechnologymorefairandaccessible,andisopento connectingwithothersworkingtobuildamoreinclusivedigitalworld.
