Most Influential Business Coaches to Follow in 2025 | Rober Wall Cover

JULY 2025

ISSUE – 36 IN – FOCUS PR IN THE AGE OF AI: WHY HUMAN STORYTELLING STILL WINS IN A DATADRIVEN WORLD IN – FOCUS RETHINKING FINANCIAL INCLUSION: BUILDING SYSTEMS WORTH JOINING

InFLUENTIAL BUSINESS Coaches IN 2025

Robert

Wall

Building Brands That Begin Within

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CONTENTS

12 ROBERT WALL

CONTENTS

50 RONN TOROSSIAN

CONTENTS

54 CHRIS LAWRENCE

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Building Brands That Begin Within

Robert W W W. E X E L E O N M AG A Z I N E . C O M

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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.”

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YOU ARE THE BRAND BEFORE YOUR BUSINESS IS

The Inner Game: Mindset, Heartset, and Soulset

Wall is known for challenging surface-level branding tactics with something far more profound. His core belief? You are the message before your message is ever crafted.

Robert Wall's coaching is rooted in holistic alignment. He makes a clear distinction between mindset, heartset, and soulset—three forces that, when aligned, create lasting transformation.

"Trust doesn't start with tactics, it starts with truth," 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 into the external elements: 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 aligned you are, the more magnetic your brand becomes.”

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"Mindset is how you think. Heartset is how you feel. Soulset is who you are when no one's watching."

He explains that while mindset gets the most attention in personal development, it's only one piece of the puzzle. Heartset—your emotional intelligence and purpose—is just as crucial. Without it, even a strong mindset can feel empty. Then there's soulset, which Wall describes as the compass for legacy. It's your spiritual and identity alignment—the part that

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determines whether your success is sustainable or super icial.

"True success is internal wholeness expressed externally in impact," he says.

“Breakthroughs happen when your heart and mind stop ighting and start collaborating.”

“You don’t need

THE SOUL OF SALES Wall's approach to business transcends the transactional.

Nowhere is this more evident than in his philosophy on sales, which he calls **"The Soul of Sales."

“When I irst started, I sold like everyone else—pitching value, solving pain points, chasing the close,” he admits. “But I realized sales is not a transaction… it's a transformation.”

to become someone

else to sell, You need to become more of YOU.”

He teaches entrepreneurs to stop selling from scarcity and start sharing from identity.

“Sales is sacred. It's an invitation for someone to believe in a better version of themselves,” he says.

At The Branding Collaborative, sales becomes an extension of service. Instead of scripts and closing tactics, Wall equips clients with alignment, clarity, and intention. The result?

Higher conversions and deeper ful illment.

“You don't need to become someone else to sell,” he reminds them. “You need to become more of YOU.”

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WORDS THAT HEAL, LEAD, AND LIBERATE Wall is not just a coach—he's a proli ic author and storyteller. His bestselling books, including Make Up Not Required, Ready, Mindset, GO!, and Light at the End of the Funnel, are powerful extensions of his journey.

"I don't write to teach; I write to transform," he shares. "Each book re lects a season I've walked through and a message I needed to share."

For Wall, writing isn't a marketing tactic—it's a ministry. His stories reach people he may never coach directly, and often, they become the breakthrough someone else needs.

"Your story is someone else's survival guide," he says. "So I keep writing."

FAITH, FAMILY, AND THE FOUNDATIONS THAT MATTER MOST Behind the business, the books, and the brand is a man deeply anchored in his faith and family. Wall's most personal source of inspiration came from the loss of his daughter, Liz, who passed away at just 2.5 years old.

"She couldn't speak, walk, or see, but she touched countless lives," he re lects. “Her story has become my standard. If she could impact people without saying a word, what excuse do I have with all my gifts?”

That perspective reshaped everything. Wall now builds margin into his schedule for what matters most—faith, family, and purpose.

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He travels with his wife Kelli, prioritizes time with his daughters and grandchildren, and teaches clients to de ine success on their own terms.

"If your success costs you your soul, it's not success," he says.

Heart, Mind, & Soul and Uncensored Entrepreneurs—are expanding to spotlight powerful stories of resilience and reinvention.

Wall is also stepping into media with ilm partnerships, red carpet events, and docuseries dedicated to the themes of alignment and legacy.

A VISION FOR LEGACY So, what's next for Robert Wall?

"The future is about impact at scale," he says. “I'm building platforms for others to rise, speak, and lead—authentically.”

And through it all, one truth continues to guide him: “You are not here to build noise.

You're here to build something that echoes beyond you.”

Through The Branding Collaborative, he's launching courses, retreats, and masterminds focused on personal alignment and business elevation. His two podcasts—Aligning with YOU!

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Powering Unconventional Alessandro Business Bertoldi Growth

Founder & CEO | Elite Academy

ccording to Alessandro Bertoldi, businesses are founded on three basic elements: People, Ideas and Capital.

Among which, one of the most striking elements to ensure the success of any business is its People.

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Alessandro's ambition is to imbibe different sources of knowledge and spread it among people who share values such as freedom, respect, solidarity, and trust by generating the right economic return for those who are a part of it.

To make the most out of every individual's untapped potential, Alessandro Bertoldi launched Elite Academy. Thus far, the transformational leader has trained and coached countless people in many small and medium-sized companies. His vision is to create a multicultural and multinational company where individuals from all walks of life — different ethnic groups, religions, and cultures — are encouraged to put their best foot forward.

In this Exclusive Interview, Alessandro talks about his journey, Elite Academy, and shares his invaluable ideas on leadership.

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What do you think makes someone a transformative leader? How do you integrate the same thinking into your leadership?

The Transformative Leader is the one who adapts to the environment in which he lives,

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making his skills compatible and required by the environment itself or, even better, creates and transforms the environment around him in order to make it compatible with his desires, ambitions, Vision.

In my opinion, there are two types of leaders from this point of view, someone adapt to the environment, and someone generate, by in luencing it, the right environment for themselves.

The second is the real Transformative Leader, the one who impacts on his environment, transforming it and, of course, evolving in turn.

Talk to us about your growing up years. What is your earliest memory as a leader that you can remember?

My irst manager experience goes back In 1990, when I was 22 years old. I was invited in the plenary manager meeting of the company for which I was working as a salesperson located in Florence.

After a few months of activity, I was invited to participate as a guest.

I was very nervous, I had never attended a meeting of this type, all the best were present and I, as a newcomer, felt out of context.

At one point I felt called, in front of everyone, by the President of the Company, he invited me to stand up and comment on my promotion, in record time, to Sales Manager.

My blood ran cold, I was afraid, but I got up and spoke. My intervention was bad, but I remember with pleasure the moment when I got up

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and spoke, I felt like a Leader for getting up, despite the fear.

What prompted your interest in training and coaching? What was the idea that led to the formation to Elite Academy?

The truth is, as a boy, I was very shy with women; I just couldn't communicate with them and it frustrated me.

To overcome my dif iculties I started reading, the irst book I bought was by Alexander Lower, "The language of the body", then I bought the irst training course, it was 1989, for over thirty years I have been reading, studying, participating in developmental courses and I use other Coaches to improve myself, despite this I believe I am at 20% of my potential, perhaps.

Being the Co-Founder of the organization, what is the role played by you in the day-to-day proceedings?

I am very focused on the activity related to establishing and maintaining a privileged relationship and developing PR with clients who, despite being a company, are always made by men and women.

I constantly try to get to know People of value on Linkedin, I love this Social, which has allowed me to start over or to start new initiatives several times, thanks to the ease with which it allows you to ind the right Person. Thanks to this tool I was able to internationalize my activities in Malta, Serbia, Montenegro and Bulgaria.

I am also involved in selling; I love selling and I consider it an extraordinary moment to apply and re ine Leadership.

Finally, when I follow a client directly, as Project Manager of the planned consultancy, I am obsessed with understanding what to manage, how and what results to produce, I immerse myself in the client's business reality and experience the company as if it were mine.

Being a global leader, industry expert, serial entrepreneur, trainer, and coach, how do you ensure work-life balance?

I have the privilege of having my partner Ana M. Alvarez as the wife and mother of our daughters, she is worth 60% of my ability to produce and remain in partial balance.

In December 2021 I discovered never had this happened to me - the disease. Without her I would not have gone anywhere, I am extremely grateful to have known her and to have been lucky enough to have her close for these 27 years.

Today I am much more aware of the value of creating a Family that shares a Vision, it is an incredible strength.

I admit that what has happened in these two years has allowed me to focus more on myself, so the health crisis was - for me - an advantage from this point of view.

Precisely due to the fact that this aspect is not my strong point, I cannot claim to be balanced, but I am working on it.

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Particularly created conditions where each individual belonging to the company can be valued for what it is and not just for what it is for.

Finally, what does the future look like for you and Elite Academy?

I imagine that I am creating a multicultural and multinational company, able to support Entrepreneurs in managing their business development.

I want to be able to help Entrepreneurs make their businesses prosperous.

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?

My journey has been a constant battle, irst against my behavioral limits, then against my father, then against my mother, then against the market and, ultimately, against anyone.

If I could, I would change, in my past, my management of aggression towards the environment around me, I have spent a lot of energy in useless or counterproductive battles, harming myself or others.

What has been the biggest roadblock during your journey?

What has been your biggest learning?

My behavioral limitations were the biggest obstacle; the fact that I could overcome them the best learning.

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Not knowing how to relate to my father and mother marked me a lot.

Today, being a father myself, I realize that what I have endured can be an advantage in better understanding my daughters, Isabel, aged 16 and Eleonor, aged 7.

I ind myself today, in reversed roles, living moments similar to those I lived as a child or a boy. I have so much to learn in this area and I am grateful for the opportunity to do so!

Looking at the changing work environment and trends globally, what would be your advice for emerging business leaders?

Consequently, making Elite Academy a unique company desired by those who are looking for an unconventional, politically incorrect, and effective partner in managing the growth of their businesses.

As far as I am concerned, I want to create a condition of my life where I am not free to live and work anywhere, feeling myself as a citizen of any place where I decide to live a shorter or longer period of my life, obviously without having to worry about my income, which is guaranteed by the work of wonderful people who work primarily to achieve their goals and who, by achieving their results, allow me to reach mine and those of my family.

Businesses are founded on three basic Elements: People, Ideas and Capital.

In my opinion, today people are the most important element to ensure the success of your business, focus on this ingredient!

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Dean Hallett President - Hallett Leadership

Empowering Transformative Leadership

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n a world illed with constant change and challenges, there are rare journeys that remind us of the power of leadership and the impact it can have on people, organizations, and even entire work cultures.

In fact, his journey resonates with the universal longing for purpose, growth, and meaningful connections.

These journeys nestle into our hearts and minds; captivating us unlike anything else.

They become vibrant threads that weave through the fabric of our existence, breathing life into our experiences, emotions, and aspirations.

For Dean, his introduction to coaching has been deeply transformative, exploring the why & how of what holds executives back.

Within these stories, we discover solace, inspiration, and a deeper understanding of ourselves and the world around us. And among the rich mosaic of leadership stories, one igure stands out: Dean Hallett, an LAbased transformational leader.

His unique journey delivers guideposts, encouraging us to tap into our hidden reserves of strength through creativity and to navigate the ever-changing tides of life with resilience.

As we delve into his narrative, we witness a multifaceted individual—a trainer, entrepreneur, high-performing executive, author, speaker, and more—who embodies the essence of inspiring leadership.

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BREAKING WALLS, BUILDING BRIDGES

As he re lects on his own past, Dean acknowledges that while his childhood wasn't marked by adversity, he developed limiting beliefs that hindered his recognition of self-worth. His elder brother who bullied him instilled the belief that it was better to be seen and not heard, perhaps even better to be invisible.

With conviction, he asserts, "I constructed formidable walls and convinced myself that I could navigate life solely on the strength of my intellect. How mistaken I was!”

Fortune smiled upon him when he encountered emotional intelligence training in his early twenties. It was then that he realized the vast expanse of life he had been missing.

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He reconnected with forgotten parts of himself, honing attributes that enabled him to bring out the best in those around him. The revelation of his personal power and the ability to create profound connections with people pushed him forward on his journey.

Once Dean tapped into the human connection he had been longing for, there was no turning back. While emotional intelligence training was the catalyst for self-discovery, his journey of growth has continued throughout his life.

As he ventured into the business world, he built upon his ability to connect with others, helping them

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unlock their full potential. “I created work environments that were based on trust and mutual respect, which in turn allowed me to build teams that truly thrived.”

While at 20th Century Fox, Dean launched and led accelerated leadership initiatives, and the studio went on to achieve eight record years in a row, and nine record years in a 10-year span.

THE TRANSFORMATIVE POWER OF DEAN'S COACHING Enter Hallett Leadership —a beacon of transformation in leadership development. Led by Dean, Hallett Leadership offers

executive coaching and the highly acclaimed Accelerated Leadership Program (ALP).

Executive Coaching runs for typically six months with the focus on “expanding the executives' selfawareness and developing leadership skills for building an engaged and aligned workforce.”

Here, by challenging limiting beliefs and behaviors, Dean helps these leaders uncover the underlying sources of their potential, encouraging a meaningful shift in their approach to leadership.

The ALP Program, on the other hand, offers a nine-month

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UNVEILING THE LEADERSHIP GAP Dean believes that many companies overlook the importance of investing in leadership development until it's too late.

They assume that leadership skills either come innately or are acquired through osmosis. Surprisingly, research from Harvard Business Review reveals that the average age at which managers receive their irst leadership training is at a staggering 42 years old, while they assume managerial roles at just 30 years old. This has left most managers fumbling in the dark for over a decade!

Dean shares that when individuals are encouraged to step into leadership positions, they often succumb to the belief that they must possess all the answers and project an image of lawlessness. Consequently, they hesitate to seek input and feedback, making uninformed decisions

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that sti le team engagement and creativity.

Moreover, as individuals ascend to lead teams, many remain ixated on their own performance, neglecting to share vital information with their colleagues. This act of withholding casts a shadow upon the team, thus derailing collective growth.

These disruptive behaviors are re lected in a Gallup Poll which found that 85% of the overall workforce is unengaged or actively disengaged, and many are actively subverting an organization's efforts. Disengagement comes at a price: the annual US economic cost for disengaged and under-engaged employees exceeds $550 billion. Moreover, turnover increases 18% to 43% in lowengagement teams.

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immersive experience for a cohort of up to 25 individuals who continue performing in their existing roles.

This program takes a holistic approach to leadership development, encouraging growth in individual leadership, team leadership, and overall organizational leadership.

From authentic leadership to maximizing pro itability, from promoting trust and mutual respect to driving collaboration and high performance, the ALP Program equips leaders with a rich toolkit to thrive in today's dynamic business landscape.

These transformative offerings provide individuals and organizations with the right tools and support needed to achieve exceptional levels of performance across all levels of the company.

Dean and his team have built a robust talent pipeline, shaping the most trusted leaders of tomorrow.

In fact, he proudly highlights his company's success in nurturing a bench of future leaders, as well as their track record of coaching senior executives to secure their irst CEO positions.

At the heart of Hallett Leadership lies the belief that every individual, at any level of a company, has the power to create a lasting impact.

EMPOWERED LEADERSHIP, TRANSFORMED FUTURE Dean has witnessed irsthand the powerful transformations that his coaching programs can unfold.

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It is often the simplest moments that hold the greatest power. By offering feedback to address behaviors that disrupt team dynamics, relationships can undergo remarkable changes.

These subtle shifts have a ripple effect, reshaping the culture of organizations as a whole.

resulting in engaged, highperformance teams that drive sustainable success. A recent study

by LSA Global found that highly aligned companies increase revenue 58% faster than their less aligned peers and are 72% more pro itable. How much money is your company leaving on the table?

Moreover, by investing in leadership development through Hallett Leadership, client companies embrace a culture of collaboration and alignment,

In a nutshell, Dean's offerings stand apart from the competition for two key reasons.

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Leadership apart from other career academics and consultants.

With a successful 25-year tenure in the challenging entertainment industry, including leadership roles as CFO for two major studios, he brings real-world insights and "war stories" to the table.

This practical experience allows clients to grasp the tangible application of leadership in diverse circumstances, solidifying Hallett Leadership as a trusted partner in driving meaningful change.

THE DELICATE ART OF WORKLIFE Firstly, the programs hold the philosophy of transformation close to their heart. It embraces the power of personal choice, empowering every individual to consciously present themselves as their best selves.

His coaching philosophy transcends super icial change, exploring core beliefs and behaviors that in luence the actions of leaders.

Secondly, his decades of experience in the trenches set Hallett

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Dean's in luence extends far beyond coaching and leadership development.

As an entrepreneur, coach, speaker, and trainer, he leads a rich and multifaceted life driven by a deep passion for family, work, and personal pursuits.

By cherishing what truly matters, he inds ful illment both in the warmth of personal connections and the accomplishments of his professional journey.

THE LIMITLESS ROAD AHEAD As Hallett Leadership sets its gaze upon the future, the path ahead shines bright with promise. Word of mouth continues to spread about the transformational work he and his team deliver.

Executives who have gone through Hallett Leadership programs consistently express the tremendous value gained, not only in their professional lives but also in their personal relationships.

With a focus on conscious leadership and the ability to inspire greatness in others, Hallett Leadership is poised to revolutionize leadership development on a global scale.

Dean's unshakable commitment to empowering leaders and creating high-performance cultures will shape the landscape of organizations for years to come.

With a future illed with limitless potential, Hallett Leadership is set to rede ine the boundaries of what is possible in the world of leadership and workplace culture.

Moreover, he has mastered the art of work-life balance, skillfully tending to each aspect with care and dedication.

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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.

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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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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?

Growing a service-based business in an industry that is changing rapidly has challenged me to create entirely new best practices and success paths for my authors, from the ground up.

20 years ago, there was no such thing as a book coach. If you pitched an idea for a book to a traditional publisher and were accepted, you'd work with the publisher's acquisition editor while you were writing your book.

Once people were able to self-publish, though, they still needed that help in developing a manuscript, so they started looking for professionals who could help with actually structuring and writing a book. When I started, that's exactly what I was doing, helping people to organize, write, and develop the content of their books.

Then, my clients started asking me to help them publish their books. I knew how to write a book and how to edit a book, but I really didn't know anything about publishing and marketing. So, I wrote my own book and went through the self-publishing process, tried dozens of different approaches to marketing, and I optimized the process as I went along.

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Morgan Gist Macdonald CEO, Paper Raven Books

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Now, I've developed best practices and systems and grown a team of editors, designers, formatters, marketers, and project managers, who all work together on the 50+ books a year we launch at Paper Raven Books. And with every single book we launch, we look at what's changing in the industry, what are still best practices, and what pieces can be optimized to create even better sales, rankings, and reviews for our authors' books.

Writing a book can be a daunting task and extremely overwhelming. Talk to us about your own experience writing your irst book.

When I started writing my own book, I'd recently had my third baby, so I was typically awake for a 4 am feeding. I would stay up and write from about 5am to 6am, when my other two children would wake up and be ready to start the day. I spent a couple of weeks just developing the structure of the book, and then I wrote the irst draft in those quiet early mornings for about two months.

would then go through a few rounds of revisions before being ready to publish.

As a irst-time author, how can one gain visibility and attract media attention to boost their overall sales?

The place where most readers discover new books is the Amazon bookstore, so we recommend that irst-time authors focus on optimizing the book's sales page on Amazon. Choose a launch week, where you're going to put the ebook on promotion (free or $.99), and gather a launch team of 50 people who are going to download that ebook and leave a review during your selected launch week.

We also recommend reaching out to book promotion sites (like cravebooks.com) to let their lists of readers know about the new book that's running an ebook promotion.

Fortunately, I had worked with enough clients through writing their books that I felt fairly con ident that if I could get something like 30 or 40 hours of writing time in, that would be enough to develop a solid irst draft, that I could then revise and publish.

When you can stack a couple hundred sales or downloads of an ebook in a short amount of time, it'll pop the title to the top of the category, which will increase the visibility of the book. Now, you'll want to select your book's categories carefully. In the Amazon bookstore, ebooks may select 10 categories, so we recommend irsttime authors ind very niche categories that are nested inside of larger, relevant categories.

For most of the writers my team and I work with, if we can help them create a structure in the beginning, and then optimize each writing session, something like 40 hours to 80 hours of writing time is enough to write a irst draft that

For instance, if you're writing a book on leadership, you could launch the book in the very large, highly competitive category of “Business & Money.” The problem is that if your book is not doing well, relative to the other books in that

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category, you'll fall in the rankings, and Amazon's algorithm will push your book to the bottom of the category.

However, if you launch your book in a smaller category that's nested inside of Business & Money, you'll have a better shot of doing well, relative to the books that are speci ically categorized there. So, if you could choose this category: Business & Money > Entrepreneurship & Small Business > Entrepreneurship.

Your book is then launched inside of the smaller category, “Entrepreneurship,” which only requires 91 downloads or sales to become a #1. Now, hitting #1 in a category is fun, and, more importantly, it triggers the Amazon bookstore algorithm to show your book widely in the next category up, in this case, “Entrepreneurship & Small Business.”

With this type of strategy, you're triggering the Amazon algorithm to show the book more widely in increasingly more competitive categories, so you can get visibility for your book in those larger categories.

Once your book has at least a thousand downloads or sales, a few #1 rankings, and 50+ reviews, now any additional promotion you do for the book is more likely to be effective. Most people who ind your book online or hears about your book on a podcast will look at the Amazon sales page before they buy, so we want to make sure that sales page is a high-converting sales page that's stacked with sales, #1 rankings, and great reviews.

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What according to you are the three biggest mistakes authors make that impact their long-term sales and visibility?

First, authors tend to forget to think about how readers actually buy a new book. These days, most readers are going to the Amazon bookstore to buy books. More than 70% of books (eBooks, physical books, audio books) are bought through the Amazon bookstore.

When authors are developing a book idea, they tend to go into what I would call an “untested market,” meaning they haven't identi ied what readers are searching for in a book like this.

Reader's search patterns are especially important. For instance, when readers go to the Amazon bookstore and search for a book, are they really typing in something like “business book?” Or are they typing in something that's a little more speci ic to their situation, like “business lessons about failure.”

Turns out, when you do the research into keywords, “business lessons about failure” is searched approximately 1,214 times per month, currently, with only 84 other books listed with that keyword phrase. One of the tools we use to do this is Publisher Rocket, and there are other tools, too.

In the context of bringing a new book to market, what this means is that if you tag your book with the keyword “business lessons about failure,” the book will be served as a search result to

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1,200 people every month—and not just people, book buyers who are actively searching for a book like yours!

Steven Adjei is an entrepreneur, healthcare consultant, author, and poet. When he released his book, Pay The Price, others had recommended he simply publish a business book and try to get it into bookstores, like everyone else.

Steven had some innovative ideas in his book, including stories about ethics in entrepreneurship, passion and pain entrepreneurs encounter in their journey, plus motivational poetry woven in and a companion playlist available for free access.

When we helped Steven publish and launch his book, we tested the market, searching for keyword phrases that would put his book in front of the right readers, keyword phrases that included “business” and “entrepreneurship,” yes, but also “ethics,” “passion,” “pain.” You can test the market of your book, ahead of time, by seeing what your ideal readers are searching for in online bookstores.

The second mistake most authors make is not having a clear way for the reader to become their customer, which I refer to as an “untested customer journey.”

In the book world, by default, the readers who purchase a book are customers of the bookstore.

Amazon, Barnes and Noble, and any independent bookstore will happily accept the payment and customer information from a book buyer and never release that information to the author of that book.

For many authors, though, being able to contact those readers is the best way to grow an author brand

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and base of fans. Whether you would like those readers to become clients for your back-end products and services or simply continue buying the books you release every year, it's so much easier for an author to grow when they have a tried-and-true customer journey from one book into the bigger business.

When Dr. Terry Pease published and launched her book, Love, Dignity, & Parkinson's, we helped her include a companion workbook and journal that a reader could access for free by scanning a QR code. Now, every person who scans that QR code and provides their email address, Dr. Pease is able to reach out to and offer additional coaching to, inside her business.

The third mistake most authors make is actually in the writing part of the process, especially because

most of us were never taught how to structure a book and write 40,000+ words that transition smoothly from chapter to chapter in a compelling narrative arc.

For many authors, writing a book is a little like dumping information onto a page and hoping the reader can follow. I call this an “untested concept.” The author has accumulated a lot of ideas, experiences, and stories, but putting them all in one book does not always make for a great reader experience.

When Dr. John Martin irst wrote his book, Psychology Con idential, he wanted to provide the reader with a collection of funny, poignant, touching stories from his career as a psychologist and professor. Many of his patients and students had had clarifying moments by learning psychological principles, and he

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wanted to create a story-telling version of that experience. To his credit, Dr. John had many, many stories that he could draw on. And where our book coaching team helped was to curate those stories and craft a compelling structure that guided the reader through a series of experiences, chapter-bychapter. Dr. John's book is a fantastic read, in itself, and he is frequently requested to campuses and events to tell more of his stories to students, faculty, and folks interested in how psychology informs life.

So, those three together, if you can test your market, customer journey, and content, will help any writer develop a book that will sell, grow your business, and create a lasting impression for your readers.

How is Paper Raven Books helping authors gain visibility, market their book, and most importantly, ind customers?

At Paper Raven Books, we help our authors to self-publish professionally. Our team of book coaches, editors, designers, formatters, marketers, and project managers work with authors, oneon-one, to write, publish, launch, and market their books. Our authors are truly self-published, which enables them to retain the creative vision, legal rights, and pro its from the books.

And we bring our 8 years of experience and best practices, so that we can help the author get the most of their book. We help to make sure the book ful ills the author's intention to serve a speci ic type of reader, who could then work with the author in a deeper way. We help to create a customer journey, so

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that those readers can easily become a client or customer of the author.

We help to optimize the book for visibility on the Amazon platform, so that even people who are discovering the book for the irst time are eager to buy the book and leave a review, which builds the foundation for the books' long-term sales. We help our authors get on to podcasts and other peoples' platforms, so they can spread the word about their book, 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?

I am involved in architecting each piece of our customers' journeys, from the ads they see for our company, to being invited to a workshop, speaking with one of our sales reps, and then choosing a package that its their publishing needs.

I meet with a few clients each week, I host an all-client meeting once a week, and I meet with each department, to make sure they have what they need to serve our clients to the best of their abilities.

What do you think is the future for the publishing industry?

What role do you think modern technology will be playing?

I believe that direct-to-consumer sales is the future for most authors and readers.

and instantly, easily drop those eBooks to our e-reading device?

That would massively disrupt Amazon's hold on the book market.

At the same time, I believe that many readers will still want to go to bookstores, not necessarily to purchase speci ic books, but for that experience of browsing through bookshelves and discovering something new, surrounded by the smell of paper, the sound of an espresso machine, and the buzz of being around other book lovers.

Right now, bookstores simply sell books. I wonder what it could look like to be a member of a bookstore, able to browse and while enjoying beverages, as much as you wanted.

And when you ind something you like, scan a code and have it delivered to your device or your door at the same hour. Something like that could be very possible with open-source e-readers, audiobook apps, and print-on-demand.

Not to mention NFTS, Web 3.0, and all of the technology that's allowing peer-to-peer exchanges. Much of that has yet to be proven in the broader marketplace, but there's a lot of excitement about what's possible with new and emerging versions of books and bookstores.

So, yes, I'm excited about the future for authors, readers, publishers, and bookstores—it's a whole industry, illed with people who love books.

Right now, we buy eBooks through Amazon because so many of us have Kindles. What if we were able to buy eBooks from any website

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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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PR in the Age of AI Why Human Storytelling Still Wins in a Data-Driven World

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rti icial intelligence has reshaped public relations, offering tools that analyze audience behavior, predict trends, and generate content at scale. But while AI can process data faster than any human, it lacks the authenticity and emotional depth that make stories resonate.

PR professionals now face a fundamental question: How can AI-driven insights be balanced with the trust-building human touch? The answer lies in using AI as a tool—not a replacement—ensuring that technology informs storytelling without stripping away the emotional elements that truly connect with people.

THE POWER OF DATA, THE NEED FOR EMOTION AI excels at gathering and interpreting data, providing PR teams with a clearer understanding of audience preferences. It can analyze sentiment, track engagement, and identify patterns that would take humans weeks to uncover. This enables more targeted messaging, ensuring that stories reach the right people at the right time.

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But data alone doesn't create compelling narratives.

The ability to weave facts into stories that stir emotion, inspire action, and build relationships is something only humans can do effectively. AI can suggest themes based on past engagement, but it can't grasp the subtleties of human experience the way a skilled storyteller can.

WHEN CREATIVITY MEETS COMPUTATION The most effective PR campaigns combine AI's analytical power with human creativity.

AI can help identify which stories are likely to resonate—but it takes a human to craft a message that feels authentic and emotionally relevant.

Think of AI-driven personalization in marketing: it customizes content, but it's the humor, empathy, and relatability—the human touch—that makes a campaign memorable. A well-told story does more than inform; it creates connection. Without that connection, even the most data-driven strategy falls lat.

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AUTHENTICITY IS STILL THE ULTIMATE CURRENCY Authenticity remains the foundation of trust in PR. Audiences can tell when a message feels robotic or overly polished. AIgenerated content, while ef icient, often lacks the natural imperfections and emotional layers that make human storytelling compelling.

Smart PR professionals understand this. They use AI to gather insights but rely on intuition and empathy to shape stories that resonate. AI should enhance, not replace, the storyteller's voice.

THE ETHICS BEHIND THE ALGORITHM Ethical considerations are critical when using AI in storytelling.

Transparency matters. Audiences should know when AI has been involved in content creation.

Moreover, organizations must ensure that AI-generated narratives do not distort facts or manipulate emotions.

Data privacy is another concern. AI

relies on vast datasets—often including personal information—to generate insights. PR professionals must handle this data responsibly.

Trust, once broken, is dif icult to restore.

PERSONALIZATION WITHOUT INTRUSION AI gives PR pros the ability to personalize messaging based on behavior, preferences, and demographics. This kind of customization makes communication more relevant—but it must be handled with care.

A message that feels too targeted can back ire, making audiences feel watched rather than engaged. The key is to strike a balance: personalization should enhance the experience, not compromise trust or comfort.

styles, and future innovations will only sharpen that skill. But no matter how advanced AI becomes, it cannot replace the nuance, emotion, and authenticity that human storytellers bring to the table.

The role of PR professionals is shifting. They must now master the art of blending AI insights with emotional intelligence to deliver messages that not only reach audiences—but move them. The core of PR will always be storytelling, and great stories are told by humans.

THE BOTTOM LINE: TRUST IS HUMAN

LOOKING AHEAD: AI AS A PARTNER, NOT A REPLACEMENT

For PR professionals, the takeaway is clear: AI is a powerful ally—but not a substitute for human creativity and connection. The most successful strategies will use AI to support and re ine storytelling, not to automate it.

AI will continue to evolve, offering increasingly powerful tools for PR professionals. Generative AI can already mimic human writing

Trust is built through genuine stories, shared authentically—and that's something only humans can deliver.

ABOUT THE AUTHOR Ronn Torossian is the Founder & Chairman of 5W Public Relations, one of the largest independently owned PR irms in the United States. Since founding 5WPR in 2003, he has led the company's growth and vision, with the agency earning accolades including being named a Top 50 Global PR Agency by PRovoke Media, a top three NYC PR agency by O'Dwyers, one of Inc. Magazine's Best Workplaces, and receiving multiple American Business Awards, including a Stevie Award for PR Agency of the Year.

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Rethinking Financial Inclusion Building Systems Worth Joining

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he phrase “ inancial inclusion” is everywhere—but what does it mean?

At its core, the term suggests bringing the unbanked and underserved into existing systems. But these systems were never designed for their needs. Often, they re lect the priorities of legacy inancial institutions or tech platforms built in and for the Global North. Inclusion, when framed this way, becomes assimilation—folding people into architectures that may not meet their needs, respect their realities, or allow them to build on top of them.

FINTECH'S SHIFT—AND ITS BLIND SPOTS Fintech has transformed dramatically.

We've moved from brick-and-mortar banks to embedded inance, where payments, lending, and insurance are stitched seamlessly into apps and platforms. But amidst this evolution, a critical question remains overlooked: who

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actually has access to the infrastructure needed to participate, innovate, or bene it?

For billions, the answer is: almost no one.

Access to reliable internet, digital identity, affordable transaction networks, and interoperable wallets is still uneven and constrained. And this digital divide pushes people further away from the services that creates new opportunities for economic self determination, autonomy and growth.

TRUST ISN'T GRANTED—IT'S EARNED Many inancial institutions and platforms ask for trust. But trust cannot be demanded; it must be earned through transparent, reciprocal relationships.

People trust systems that respect their agency, that are accountable, and that offer tools to shape—not just use—the system.

Building trust means enabling participation at every layer. That includes

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giving people and communities the freedom to build their own inancial tools, not just access prede ined services.

WHY INTEROPERABILITY MATTERS We are constantly out of sync.

Technology advances rapidly—but the purpose of that technology often lags behind. Too many solutions are “innovative” without being inclusive, ef icient without being empowering.

To correct this, we need to invest in open, interoperable inancial infrastructure—rails that anyone can build on, regardless of geography or venture capital pedigree. A startup in the Global South should have the same access to payment systems, digital wallets, and monetization tools as

one in Silicon Valley.

This isn't just fair—it's essential for global resilience. The solutions to our most pressing challenges will come from everywhere, not just the usual tech hubs.

INCLUSION SHOULD MEAN OPPORTUNITY, NOT COMPLIANCE True inancial inclusion is not about inserting people into broken systems. It's about creating an open market for better systems, better ideas, and more diverse innovation.

Inclusion should mean expansion of opportunity, not passive compliance with existing models.

We need infrastructure that does more than scale—it must empower. That includes web

monetization technologies that let creators earn directly; open protocols like the Interledger Protocol (ILP) that connect payment networks across borders; and digital identity systems that work for people with little or no formal documentation.

CONCLUSION: BUILDING SYSTEMS WORTH TRUSTING Financial inclusion needs a reboot. Not as a charitable addon, but as a design principle. We must build ecosystems that are open by default, participatory by design, and global in scope.

Inclusion is not the inish line. It's the starting point for a more equitable, innovative, and sustainable digital economy.

ABOUT THE AUTHOR Chris Lawrence is the Head Chief Program Of icer at Interledger Foundation, where he guides programs using open web technology to expand global access to inancial services. He has 20 years of nonpro it experience and previously cofounded Loup consultancy, and built professional networks at Mozilla chis is passionate about making technology more fair and accessible, and is open to connecting with others working to build a more inclusive digital world.

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