Most Influential Business Leaders in America | Eoin Harrington | Exeleon Magazine by Exeleon Magazine

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Danny Johananoff's Journey with ADDVISOR I N - F O C US

Betsy Phillips: At the Heart of Real Estate

Unlocking Business Success

Eoin Harrington

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CONTENTS

12 EOIN HARRINGTON

CONTENTS

24 BETSY PHILLIPS

CONTENTS

42 MIKE WELCH

COVER STORY

Rethinking Retail EOIN HARRINGTON Founder & CEO MINE

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COVER STORY

One of the striking factors that diﬀerentiates leaders from each other is their ability to in luence. Often held in a negative connotation, having in luence as a leader conveys one's ability to drive people's actions towards an aligned goal.

Powerful in luence enables leaders to achieve eﬀective results, as opposed to coercion. A high level of trust and a high level of competence accompanies one's level of in luence.

A person of in luence is someone who people believe in and trust to guide them in the right direction in order to attain the desired results.

Eoin Harrington is an example of one such in luential leader who believes that true leadership is not about control but about fostering an environment where everyone can thrive and bring forth their best ideas.

Harrington is the Founder and CEO of MINE, a company transforming the world of physical retail. Over the last few years, MINE has been quietly building a network of over 1200 physical furniture showrooms across the US, showcasing designer curated assortments of home furniture and furnishings. These showrooms are open 7 days a week for anyone looking to buy a piece of furniture or discover design inspiration. Rapid growth of this nature was made possible by partnering with the largest public home builders, transforming their model homes into shoppable experiences, and allowing visitors to purchase the products they see on MINE. 14

Tri Pointe Homes Plan 2 at Highview Damian Tsutsumida of Tsutsumida Pictures for Tri Pointe Homes®

Pulte Homes Continental at Aster Mill - Expression Collection Professional design by Pulte Interiors

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Tri Pointe Homes Plan 2 at Highview Damian Tsutsumida of Tsutsumida Pictures for Tri Pointe Homes®

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Pulte Homes Continental at Aster Mill - Expression Collection Professional design by Pulte Interiors

COVER STORY

Spearheaded by Harrington, the former SVP of Innovation at Restoration Hardware, MINE is on a mission to make great interior design aﬀordable and accessible to everyone.

Fittingly, Eoin Harrington features on the Cover of Exeleon's In luential Business Leaders in America. In this Cover Feature, we look into his journey, how MINE is disrupting the traditional furniture retail industry, and his vision going forward.

THE REALIZATION During his time working at Restoration Hardware, Harrington realized two things about the furniture retail industry.

First, furniture is a highly considered purchase (a complex buying decision with a high degree of inancial and/or emotional risk) that people prefer to buy in-person. He explains, “Having the chance to

see, touch, and experience products in a real-life setting is critical to making a good decision.”

Second, furnishing an entire room or home can be extremely overwhelming. There are many important measures to take both literally and iguratively. Without guidance on how to create a cohesive and curated look, it can be challenging to design a space that truly re lects one's personal style and supports the life you want to live. E X E L E O N M AG A Z I N E

Harrington has had an entrepreneurial mindset from a very early age. He recalls that his first business venture (back in Ireland) was a lawn mowing service: “When I was around 10 years old, I wanted to make some extra pocket money, so I went door to door with a gas-powered lawn mower offering to mow the lawns of neighbors' homes.” Considering it was a time-consuming task, Harrington convinced some of his friends to bring their family lawn mowers and join the effort.

Seed Sown Early A

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Soon, he had gathered an entire crew of young, ambitious lawn mowers. “We made enough pocket money to get all the sweets and candy we wanted.” He jokingly adds, “When I think back now, I can't believe we were entrusted to handle machinery like that!” This early experience sowed the seeds for his future ventures, instilling in him the principles of leadership, leading by example and working together to achieve more.

Pulte Homes Rome at Horizon at Deerlake Ranch Professional design by Pulte Interiors

Pulte Homes Continental at Aster Mill - Expression Collection Professional design by Pulte Interiors

Continental at A Profe

Pulte Homes Rome at Horizon at Deerlake Ranch Professional design by Pulte Interiors

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Changing the Face of Traditional Furniture Retail.

Pulte Homes Venice at Horizon at Deerlake Ranch Professional design by Pulte Interiors

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COVER STORY

ENTER MINE Harrington partnered with industry leaders like Stephane Nguyen, Sandra Stangl, and Bennett Hauser to create the MINE platform. A oneof-a-kind platform that oﬀers the tangible bene its of physical stores without the associated overhead costs. “We wanted to oﬀer a means to have all the bene its of a physical store network without the overhead costs of buildout, rent, inventory, personnel, and marketing,” he explains. By partnering with major home builders and turning their model homes into furniture showrooms, MINE was able to avoid these costs and pass the savings on to the customers – in the form of exceptional products and hightouch services to help them create a beautiful home. Today, MINE is disrupting the traditional furniture retail industry by working with multiple furniture vendors and home builders across the US.

Most importantly, Harrington emphasizes that having a broad range of styles and price points is key to resonating with a diverse base of customers. “In some communities, we have up to 16 model homes that will range from Contemporary and Classic to Mid Century Modern and Scandinavian.” STEERING THE MARKET

At the heart of any disruption, there lies a delicate challenge – getting the market to embrace and adopt new behaviors. Harrington mentions, “We have to 20

inform customers that there are furniture showrooms in their neighborhood that are open 7 days a week and ready to support their furniture and design needs.”

MINE has created one of the most convenient ways to discover design inspiration and acquire home furnishing products. However, as with any new business that is predicated on a new consumer behavior, “we continually challenge ourselves to ind the most cost eﬀective and ef icient ways to get the message out there.” Nevertheless, with a remarkable Net Promoter Score of 90/100, MINE's performance highlights the successful adoption and satisfaction among customers upon discovery.

Taking a page out of his book, he advises leaders and entrepreneurs to believe in their vision. “Every industry, no matter how traditional, has room for innovation. Disrupting a long-standing system requires resilience, agility, and a strong commitment to bring your vision to stakeholders and potential partners with clarity, passion, and conviction.” BEING CONNECTED

Talking about his day-to-day role at the company, Harrington asserts “I try to remain as connected as possible to the foundational elements of our operation.”

According to him, the farther away you are from your customers, the more you will be out of touch with the business. On a daily basis, he is also heavily involved in strategic decision making, key partnership developments, and protecting the integrity of the company's vision.

For Harrington, being an in luential leader narrows down to leading by example, understanding the importance of empathy, and empowering the team. As the CEO of MINE, he has integrated these principles by ensuring open communication, providing ample opportunities for growth, and consistently challenging both himself and his team to push the boundaries. EMPOWERING DESIGNERS

Going forward, MINE is building the world's largest network of “RealLife Retail Showrooms” that will make the discovery of furniture far easier, cost-eﬀective, and seamless than it is today.

Moreover, in a bid to expand its network of showrooms at rapid scale, MINE will extend its proprietary technology to designers across the U.S., turning suitable projects into shoppable experiences, enabling those designers to grow their brand, win more business and generate additional revenue for both them and their clients.

Harrington concludes, “Designers will have access to the entire technology platform we have built to run their business including a live multi-vendor product marketplace, project management tools, smart loor plans, shopping lists, and dynamic mood-boards, enabling design projects to be completed in ⅓ the time.

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s p i l l i te sy Ph

At the Heart of Real Estate

the world of real estate, Betsy Phillips stands out as a remarkable woman who is rede ining success through empathy, compassion, and a deep understanding of her clients' needs. With a background shaped by personal challenges, she has honed her listening skills and advocacy abilities. Betsy's journey, from overcoming dyslexia to navigating the complexities of raising children with learning diﬀerences, has given her unique problem-solving skills.

Her journey, fueled by compassion and a commitment to serving others, is inspirational. Herein, this exclusive interview, Betsy Phillips shares her journey, philosophy, and mission going forward.

What according to you makes for a successful woman realtor? How have you integrated the same thought into your real estate journey? A successful woman Realtor needs to be able to fully understand not only her clients' current and future housing needs, but also their equally as important emotional situation. This requires the ability to listen actively, act compassionately, and provide viable solutions. My own experiences have given me these skills. I faced many challenges early on as a child with dyslexia. I learned to navigate school by using my listening skills and by speaking up to advocate for myself. I would seek help from teachers and others, and I was able to graduate with a BA in American Studies, while never inishing a novel. Audio books had not come into being yet.

Then, as a mother of three children who all have learning diﬀerences, one with Autism Spectrum Disorder, I used my evolving problem-solving skills to get them the services they needed. I was determined to help my children through their early years.

But I also had inspiration. My father was an entrepreneur and built his business on strong relationships where he always put his team and customers irst. I learned from the best. As an agent today, I use the skills that I developed throughout my life to connect with and serve my clients. I hear their problems and help guide them through manageable actions, alleviating their concerns.

What prompted your interest and subsequently your foray into the real estate space?

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I often say that my life's journey has provided me with the skills and expertise needed to run a successful real estate business that is both pro itable and embodies my core values.

I married very young and quickly discovered that my husband was a master carpenter and master gardener. We bought our irst condo before we were even married, but then he needed a yard for gardening. We tried to sell our condo, but with interest rates at 17% this became impossible. We discovered that we could rent our unit, cover our expenses and depreciate the property. We became landlords, and our journey began.

Throughout the years we moved several times, building homes, renovating houses, and owning various rental properties. I now have a son who is a professional carpenter and a daughter who is an interior architect.

As a Seniors Real Estate Specialist, talk to us about how you're helping seniors transition out of their homes.

Unfortunately, my husband and I divorced, and years later he was diagnosed with Alzheimer's. I quickly became personally involved with caring for a senior who needed to transition out of his current home and into a community. My children and I navigated the entire system including his medical diagnosis, the guardianship process and then ultimately the management of his estate. He died of COVID in 2020. The experience made me instantly passionate about helping others 26

through this dif icult life-changing transition. It was frightening, stressful, and all-consuming. Most of us are not at all prepared to face the time in life when we can no longer care for ourselves. There are so many misconceptions and a great deal of information that is sales and pro it driven. Consumers are left to fend for themselves and are often taken advantage of or misguided during a time of crisis.

Hence, I became a Certi ied Senior Housing Professional. I studied and continue to study the best practices and have now devoted the rest of my life to advocating for, educating, and empowering seniors and their families through the emotional and physical demands of late life transitions.

I truly care about my clients, and I get deep satisfaction from helping them through this dif icult time in their lives. Maybe I have gone from being a full-time problem solver for myself, as a dyslexic student, and for my kids, to doing the same for seniors.

What are some of the emotional and logistical challenges that you face when it comes to providing seniors with housing solutions? There are many challenges that seniors face as they begin to contemplate transitioning into alternative housing. As we age, leaving a legacy and maintaining control becomes increasingly more important. Emotionally, we catalog the years of our lives and begin to try to make sense of their meaning. Our homes are a physical representation of that, compounding the emotional trauma of selling the home and parting

with many of our treasured possessions. Moving often also signals the end of our independence; another emotionally charged step. This is why appropriate listening skills and legacy coaching of a skilled Realtor is so important.

While emotionally and logistically handling the needs of seniors might be cumbersome for some, for me it is easy. Clients may need help with electronic signing or may call several times a day with the same question. But after so many years of juggling my children's emotions primarily on my own, I absolutely do not mind handling whatever my clients bring my way. In fact, I tell them, I answer all calls as long as the call is not one of my kids asking for money.

For me personally, I ind that helping seniors has helped me to reconcile my own legacy. I have found a purpose and a passion that I am hopeful will result in the betterment of others' lives. What does a day in the life of Betsy Phillips look like? How do you ensure work-life balance?

I am an early riser and do my best work in the morning. This is when I write and do any kind of detail work. I am often attending networking and educational events and spend a great deal of time meeting new people and exploring options for my clients. The senior space is ever changing, and we need to keep up with the moving pieces.

As far as work life balance is concerned, my children are grown and I have plenty of time to do what I truly love. While I do spend most

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of my time working, I now have the opportunity to “read” by listening to audio books, which I love. I am also a gym rat and a devoted dog lover. Anyone who knows me certainly knows my dogs, Leo and Kramer.

Finally, talk to us about your vision going forward for your brand and network. As our population ages, both

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healthcare and housing are becoming increasingly more complicated to navigate. In response to this, beginning in January 2024, I will be oﬀering a free educational series called “Strategic Senior Solution Strategies” with monthly panel discussions designed to separate truth from iction on senior related topics. My vision is to create a trustworthy resource with easy access for the ever-growing senior population. I am hopeful that

through my work more seniors will face their housing options with knowledge and less stress.

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Danny Johananoff’s Journey with ADDVISOR

In a world where innovation is driven by personal experiences and the desire to overcome everyday challenges, Danny Johananoﬀ's story is nothing short of inspiring. He is the founder of ADDVISOR - a multi-directional auxiliary sun visor, which attaches to a vehicle's built-in visor with Velcro strap.

Exeleon had the privilege of sitting down with Danny to discuss his journey from personal frustration to innovation and entrepreneurship. We delved into the pain point that fueled his drive to develop an aﬀordable sun glare solution and the hurdles he faced in bringing ADDVISOR into a crowded market.

What according to you makes one a successful leader? How do you integrate the same thought into your leadership? I believe that a prerequisite for being a successful leader is the ability to de ine a clear objective and to wholeheartedly believe in it. 30

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Beyond that, a successful leader envisions a better future and empowers their team to try and achieve it. I irmly believe in assembling a team of experts who are more knowledgeable and experienced in their respective ields than I am. This fosters an innovative and respectful environment.

I closely monitor the activities of each team member, intervening where necessary. I carefully listen and gather ideas and suggestions to make informed decisions. Transparency is paramount, which is why I encourage open communication and value each team member's input. I am committed to providing mentorship and recognizing each team member's strengths, motivating them to bring their best to the table. These principles are integral to my approach and guide me in all my work.

Talk to us about your growing up years. What is your earliest

memory as an entrepreneur that you can remember? At around the age of 10, I discovered “entrepreneurship.” I became the photographer for my class, printing and developing images using a light box and distributing them among my classmates. In 1960, at age 11, I won a prize for an original photo by using slow shutter speed. Remember: at that time there were only analog cameras.

A passion for innovation drove me to collect (hoard!) gadgets and appreciate the ingenuity behind these creations. It was a thrill to purchase and make my small contribution to the people behind these innovations.

I recognized that simple tasks left me uninspired, while challenges ignited my interest. This led me to spend 37 years managing projects in the logistics and transportation sector. That included building and managing chemical tankers and

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introducing new possibilities for transportation of goods from the ex-Soviet Union into western ports after the communist regime collapsed in 1989.

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popular or an easy method of photography, but I like to think that I may have made some impact in this part of the industry.

I found that operating out of strong conviction makes it easier for one to become a leader. What was the pain point that led you to research and innovate an

aﬀordable sun glare solution? The ADDVISOR idea came from my personal frustration with blinding sun glare while driving. My sensitive eyes, coupled with my struggle with glaucoma, made this issue particularly pressing. Existing solutions only partially addressed the problem, leaving side window glare unattended. This jeopardized 31

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both my visibility and safety. The constant maneuvering of the car visor from side to side became increasingly annoying.

I experimented with various methods to block side window glare, but they hindered my ability to roll the window down. This dilemma propelled me to create a solution that tackled front and side window glare simultaneously, leading to the birth of the ADDVISOR. My ultimate goal was to make driving a calmer, safer and more comfortable experience for all. It sure does for me!

What were the challenges you had to face to start ADDVISOR and bring it into this crowded market? The journey to bring The ADDVISOR to market was fraught with challenges.

The irst was in development. It took us over ive years to overcome the signi icant obstacle of developing a near universal solution: designing a product that seamlessly it various car models and diﬀerent drivers. Initial prototypes attached to existing car visors, but after rigorous testing, this approach proved inadequate. The breakthrough came through collaboration with additional engineering experts, when I realized that an independent, standalone visor was the answer.

The next challenge came in manufacturing. There are always decisions to be made when making a “thing,” but I decided long ago that when I put my name on something, I would not compromise on quality. Sourcing high-quality materials and ensuring consistent quality in production and assembly at a viable cost presented further complexities. 32

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Particular challenges arise when launching a unique, new product. People are not actively seeking it, and many who see it do not recognize the innovation at irst glance. The product adoption curve happens when you are trying to spark the “aha moment,” when people realize that you are doing something diﬀerent to create outsized improvements. The ADDVISOR transcends the category of conventional visor extenders, requiring recognition of the diﬀerence from known products. A few luxury cars come with two visors, but the feature is not well known enough for broad recognition.

My partner, Greg Tucker, had experience in these last two areas. Together, with unwavering dedication, perseverance, and a focus on The ADDVISOR's lifechanging value, we are overcoming these challenges.

Talk to us about the company's “Two Direction Sun Protection™" promise. How is it disrupting the market? Our "Two Direction Sun Protection™" promise addresses a critical gap in the market. While conventional visors address sun glare from the front, they overlook side window glare. The ADDVISOR revolutionizes this approach by oﬀering a comprehensive solution that covers both the front and side windows simultaneously. This innovative leap ensures heightened driver safety and comfort. Our promise is to rede ine sun glare reduction, setting a new standard for driving visibility. W W W. E X E L E O N M AG A Z I N E . C O M

We also found that adding The ADDVISOR to the passenger side of a vehicle is helpful in protecting passengers, as well.

Looking ahead, what are you most excited about with ADDVISOR? What is your vision going forward?

The prospect of The ADDVISOR profoundly impacting drivers worldwide excites me immensely. I envision The ADDVISOR becoming as indispensable as seat belts – available in every car instead of a luxury for the few. As we re ine our patented product and broaden our reach, my vision is to eradicate sun glare-related accidents; there are almost 9,000 every year in the US.

My strategies for realizing this vision include evolving our technology, forging new partnerships and nurturing an innovative culture. I am resolute in my belief that The ADDVISOR will

bring about positive change, contributing to safer roads for all.

At SmartAdditions, The ADDVISOR's parent company, we are working on other new products. Our vision is to look at the daily problems people face and devise new and better solutions by seeing them from a diﬀerent perspective. We want to build smart, elegant, and eﬀective additions to people's lives and wellbeing. My journey with The ADDVISOR encapsulates a passion for innovation, a commitment to addressing real-world challenges and an unwavering dedication to enhancing the driving experience for everyone.

Unlocking Business Success

THE TRANSFORMATIVE POWER OF MENTORSHIP IN AMERICA

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M Mentoring - it's more than just guidance; it's a strategic advantage leveraged by approximately 92% of Fortune 500 companies. Recently, the 2023 Mentoring Impact Report unveiled an 8% climb in mentorship amidst global economic turbulence. But why this surge? The telltale numbers speak louder than words.

Companies embracing mentorship programs not only expanded their workforce by 4% but also turned the table on the average 33% decrease faced by others. The icing on the cake? The robust relationships galvanized by mentorship resulted in a staggering 110% yearly pro it hike. Clearly, mentoring isn't merely an add-on - it's a vehicle for transformative business growth. WHAT ABOUT SMALL BUSINESSES?

Data published by the U.S. Small Business Administration has shown that 70% of small businesses that receive mentoring survive for over ive years. This is double the rate enjoyed by non-mentored organizations. What's more, around 88% of business owners that opt for mentorship believe without a doubt that it is valuable.

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one that has ixed strategies for foreseen growth in place.

Often, small businesses with few employees opt for business coaching, which is similar in spirit to mentoring, but which tends to last shorter. Like mentors, business coaches help companies set goals, identify impediments to success, and provide advice on aspects such as leadership. Once these businesses are up and running and staﬀ sizes increase, long-term mentorship (lasting an average of three years) enables both executives and entry-level staﬀ alike to expand their networks, hone business and leadership skills, and identify blocks to progress. MENTORING AND MOTIVATION

The Great Resignation and Quiet Quitting are two post-pandemic phenomena whose eﬀect can be ameliorated through mentoring. Anthony Klotz, an associate professor of management at Texas A&M University, coined the term “The Great Resignation” to describe the result of employees having remained in jobs they were unhappy with because of troubled times. His idea isn't just an attractive prediction; it is backed by data obtained by the US Bureau of Labor Statistics, which has found that between April 2021 and April 2022, around 71.6 people quit their jobs. That amounts to a whopping 3.98 million people leaving their jobs every month! Quiet quitting,

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meanwhile, involves workers striking to the strict con ines of their job descriptions, often as a means of dealing with unhappiness and stress in their jobs. In many ways, quiet quitting can be seen as a precursor to resignation.

Mentoring can help reduce both phenomena, by serving to motivate employees, highlight the value of lifelong learning, and encouraging employees to help others. In fact, statistics show that 89% of mentees say they will go on to mentor others in the future. IN SEARCH OF CONNECTION

Building a sense of connection is vital for businesses wishing to stand the test of time and attract top talent. Research by Springtide has found that around 83% of Gen Z workers seek the kind of learning and growth that result from mentorship. However, only 38% currently have a mentor.

Indeed, the power of mentorship to build close relationships cannot be overstated. Mentors who share impactful stories, experiences, and advice instantly create the vital sense of support, friendship, and camaraderie that younger generations of workers seek. A study by the American Society for Training and Development found that mentees have higher job satisfaction and are more committed to their employers. BRIDGING GAPS

Modern-day companies are prioritizing diversity and inclusion than ever before and once again, there are powerful reasons for doing so. Businesses in the top quartile for 38

ethnic diversity enjoy at 36% higher likelihood of inancial outperformance and diverse companies earn a 2.5 times higher cash low. These teams make better decisions and are more productive—and mentorship can play a vital role in retaining a diverse workforce. One study by the Harvard Business Review, for instance, found that mentoring programs improve the representation of women and minorities in leadership positions. INCREASED NETWORKING OPPORTUNITIES

Mentors often have access to a large, established network; one that those starting in businesses would love to access. Research by the National Bureau of Economic Research shows that mentorship provides mentees with networks and resources they would not have otherwise possessed. The same body of research found that entrepreneurs who took part in mentorship programs were more likely to connect with target customers and partners and obtain access to important industry events.

In trying economic times, mentorship has proven to be an impactful strategy for businesses wishing to succeed. Mentorship provides the support and connection that new employees need and is motivational for both mentors and mentees. It also enables mentees to access networks that can prove useful, not only for themselves, but also for the businesses they represent. Mentorship is an important step in creating a diverse, inclusive team—one that boosts the presence of women and minorities in leadership positions and sets a business apart from its less savvy competitors. E X E L E O N M AG A Z I N E

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Mike Welch T

his summer, like every holiday period, I took a pause from work to spend time with family. After a busy and challenging year, it was an opportunity to take stock of what really matters to me. Have I achieved what I wanted in my business? And is that the achievement I truly wanted?

The critical balance between work and personal lives is notoriously dif icult for those with an entrepreneurial mindset. The same qualities that help us succeed in business – agile thinking, restlessness, thirst for new ideas and inspiration, drive, and competitiveness – also prevent us from prioritizing our health, our family, and our personal time over our businesses.

Whatever stage you are at in your entrepreneurial journey, whether you are just starting out or working hard to maintain momentum after a decade or two on the business 42

The personal pitfalls of business success, and how to avoid them

frontline, it's not easy. The pressure to get on top and stay on top, and to keep up or even lead the social media hustle, is intense. Economic demands mean that many of us are having to work more and harder to achieve the results we need.

I have come to understand, in time, that if your success can be marked purely on the growth of your business, or businesses, at the expense of your personal growth, of your family and of your physical and mental health, that is not success at all. I know other leaders and entrepreneurs have come to the same conclusion, albeit sometimes after decades at the top.

When leaving his job as British Prime Minister in 2010 Gordon Brown said in his resignation speech: “And as I leave the second most important job I could ever hold, I cherish even more the irst – as a husband and father.” I couldn't agree more with his

sentiment, and it was echoed again in the resignation statement of Ben Wallace, UK Defense Secretary when he spoke about sleeping with three phones by his bed. He said, “While I am proud to have worked with so many amazing people and helped contribute to protecting this great country, the cost of putting that ahead of my family is something I am very sad about.” Balancing the pros and cons of being a successful leader but not the partner, parent, or person you may want to be is now the subject of numerous books, courses, and podcasts.

Gone are the days when business coaching and professional self-help books were stuck in the unloved corner of the bookshop. Simon Sinek's best-selling books like Start with the Why, Hoﬀman Institute courses, and various leadership podcasts are now ubiquitous, with people from all walks of life and all professions seeing their value. E X E L E O N M AG A Z I N E

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There is a clear need to recognize and resolve our needs and issues because addressing them is essential for sustainable success.

The younger generation of public igures has caught on to this quickly – Justin Bieber and Katy Perry have both attended Hoﬀman Institute courses – and are showing the rest of us the way.

Despite this epiphany, that our mental health and our lives deserve our attention as much as our professional lives do, if not more, many entrepreneurs still face mental health obstacles. According to the US National Institute of Mental Health, 49% of entrepreneurs are dealing with mental health issues, with burnout, stress, anxiety and isolation from friends and family cited as the main reasons behind those issues. I have put together some thoughts on my own struggle to balance between being a successful business leader and a present father and husband, whilst worrying about missed business opportunities that might not come along again. Here is what I have learnt: Ÿ Do follow Simon Sinek's advice and think about your personal “why” as well as the “why” behind your business and work to understand that these should not be mutually exclusive. Ÿ Set clear boundaries and enforce them – vacation/weekends are work-free, planning activity spikes that do not coincide with family holidays, delegating and ful illing family commitments. Try to hold yourself accountable to these boundaries or get your family or your mentor to hold you accountable instead. Ÿ Be consistent: families, and especially young children, need a consistent and reliable parent, but so do many other personal commitments you may have or 44

want to have. You must make sure you are there for the soccer practice you signed up for in the same way you would make sure you attend an important client meeting. Ÿ Make small signi icant changes in your routine to protect yourself. Small changes like meditating, running, or listening to a relaxing podcast between your last business meeting and getting home to the family can help you switch modes and be fully present with your family, with your partner or just with yourself. Ÿ Say no to opportunities that are either too small to drive pro it or too unwieldy to work for you, even if it pains you as an entrepreneur used to grasping every straw. Making you a calmer, more ful illed human being irst and a businessperson second is the route to achieving your professional AND your personal goals, instead of giving up one for the other. Ÿ Seeking mentorship and mental health support – admitting that you need support and advice is not a weakness, any more so than going to the dentist when you have a toothache, it is just common sense. Doing it early will mean preventing deeper problems in the future.

As a inal thought, I wanted to share a piece of advice from Rabbi Jonathan Sacks, an international religious leader and philosopher who wrote about the deeper meaning of life: “Follow your passion. Nothing — not wealth, success, accolades, or fame — justi ies spending a lifetime doing things you don't enjoy.”

About the Author E X E L E O N M AG A Z I N E

Mike Welch is the President and CEO of Tirebuyer.com. At just 16 years old, he launched his own tire business with a £500 grant from The Prince's Trust. He later sold his business to Kwik Fit, where he became the group's inaugural Head of E-Commerce, leading up to Ford's £1bn acquisition. In 2001, Mike founded Blackcircles.com, the world's irst click-to- it tire retailer, which

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was acquired by Michelin Plc for £50m in 2015. In recognition of his contributions to business and charity, Mike was honored with an OBE from the Queen in 2016. He also serves as the Founder and Chairman of The Welch Trust, established in 2015, dedicated to supporting children and young people.

Co-Founder & CEO MPOWER

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Emmanuel Smadja

Empowering Students Across the Globe

he world of entrepreneurship has witnessed countless success stories, each driven by unique visions and compelling motivations.

Emmanuel Smadja's story as the Co-Founder and CEO of MPOWER Financing is no exception.

An accidental entrepreneur, Emmanuel's journey has been de ined by resilience, compassion, and a fervent desire to empower international students pursuing higher education abroad. Alongside co-founder Mike Davis, Smadja has built MPOWER Financing, a revolutionary inancial solution for international students.

In this exclusive interview, Emmanuel Smadja shares what led to the start of MPOWER, his vision for the company, and much more W W W. E X E L E O N M AG A Z I N E . C O M

In your experience, what are some of the essential qualities a successful CEO should possess? I think the job requires several skills, some of which might seem contradictory. First, there's a need for undying optimism, bordering on delusion. Startups face ups-and-downs, and CEOs need to guide their team through good times and tough times alike. This requires an ability to see the light at the end of the tunnel, to embrace challenges, and turn these into opportunities. At the same time, there's a need for constant hunger and dissatisfaction with the status quo; the company can always do better and grow faster.

Separately, CEOs need to be able to articulate an inspiring vision, and share that vision constantly with prospective employees, shareholders, partners, and their board. This aspect is essential to the CEO's job of “Chief Resource Of icer”, meaning ensuring the

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company has the funding and people talent needed to drive results. Now, beyond the optimism and evangelism a CEO actually needs to be a good manager of the executive team and needs to be able to absorb massive amounts of data in order to stay grounded in the reality of the business. Short of these qualities, the CEO would remain more of a igurehead, president, or evangelist for the company.

What inspired you and your co-founder, Mike Davis, to start MPOWER Financing?

I am an “accidental entrepreneur” in that I was happily on the partner path at the consulting irm McKinsey & Co and never really intended to become an entrepreneur. I was driven to found MPOWER due to my own personal experience as an international student, and a “lightbulb moment” I had about a decade ago.

My experience mirrors that of MPOWER students. I moved to the U.S. as an international student from France to study engineering at the University of Virginia. During my time there, I struggled to pay for my education -- eventually earning enough money by tutoring math, physics, computer science, French, and refereeing indoor soccer. But it always bugged me that it was dif icult for international students to inance their education abroad.

I later completed an MBA from INSEAD and worked at McKinsey, where I focused on global inancial inclusion.

Then, about 10 years ago, a student reached out to me for support, it was really an eye-opening moment for me. He was the irst in his family to go to college, had just 3 semesters left to graduate, and was going to drop out for only a small amount of money. After speaking with him I sent him the funds, but I felt pulled in to solve this problem on a larger scale. That's what motivated me to co-found MPOWER Financing.

When looking for a co-founder, I reached out to my INSEAD classmate Mike Davis. Mike is a serial entrepreneur, who was running three successful startups from an of ice in Manhattan before he decided to pursue his MBA. His family led the Iranian revolution and Mike grew up on welfare in Indiana. But he was a sharp student and graduated Purdue University at age 19. To call him an overachiever is an understatement.

As the CEO, what are some of the key challenges that

you have faced while building and growing MPOWER Financing, and how have you overcome them? 2020 was a perfect storm for us. Covid created challenges for international students trying to come into North America or head home, while the past U.S. administration was eﬀectively waging war on immigrants. Our team turned into a hotline helping students. Via partnerships, we started oﬀering temporary housing for students stuck in North America, health insurance that would cover Covid, and immigration guidance.

Covid also represented an opportunity for MPOWER. Our credit data had been phenomenal for the irst 6 years of our existence, but some loan capital providers objected that we'd never seen a inancial shock. Well, March-June 2020 provided just that, and what the data allowed us to show is that MPOWER students performed exceptionally well relative to U.S. private student lenders and other consumer loan providers during inancial shocks. In short, not only did we have better credit performance than the market generally, but the performance was also far less volatile during market shocks. This was a critical proof point for our business and yet another arrow in our quiver as we raised over $150 million in equity and venture debt in 2021.

MPOWER Financing works with over 400 top universities across the U.S. and Canada. How do you establish and maintain these partnerships, and what bene its do they bring to the students and universities involved? The American and Canadian higher education institutions that host MPOWER students bene it both directly and indirectly from the no-cosigner loan model that enables a larger number and diversity of aspiring students to study abroad, while also allowing universities to prosper and internationalize.

MPOWER students come from over 160 countries, and about 80% are from the Global South. Over 90% of our students say that an MPOWER loan was imperative to their ability to complete their education. As a result, MPOWER loans have not only helped to ful ill these students' educational dreams, but our inancing has enabled these institutions to diversify their international student body and to meet their diversity, equity, and inclusion goals -- not to mention their inancial and enrollment goals.

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International students contribute in immeasurable ways to the internationalization and global appeal of American and Canadian campuses. Their presence and perspectives are especially valuable to those domestic students who might not have the opportunity to study or travel abroad, and for whom international students oﬀer a window into other worlds and cultures. Increasing access to international students who want to study in the U.S. or Canada is therefore bene icial to both those students and their domestic peers.

supporting the MPOWER team as we contribute to the important mission of making higher education and socioeconomic mobility accessible to the millions of international students in North America.

The recent $150 million inance deal with Goldman Sachs is a signi icant milestone for MPOWER Financing. How do you plan to utilize this funding to further support and expand your services for international students?

The funding will be used to expand MPOWER's rapidly growing portfolio of student loans issued to international and DACA students across the U.S. and Canada. Both countries saw record levels of international enrolment in 2022 and look poised to exceed this in 2023. Our partnerships with leading inancial services irms like Goldman Sachs, Deutsche Bank, and others ensures that more deserving students than ever are able to ful ill their educational dreams.

In May, we announced that MPOWER raised a $150 million dollar warehouse inancing facility with Goldman Sachs. We are thrilled that Goldman Sachs is

Higher education is key to socioeconomic mobility but, unfortunately, millions of students struggle to get into or

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Looking ahead, what is your vision for MPOWER? What are you most excited about?

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through school due to inancial constraints. At MPOWER Financing, our mission is to break down the inancial barriers to education.

It is overwhelming, but incredibly satisfying, to see your mission come to fruition and to help support the educational dreams of so many promising students from around the world. In feedback from our students, the word that stands out is “dream.” Almost daily, our students tell us that MPOWER makes their dreams come true by enabling their educational pursuits. This is what I ind most exciting about my job and about working at MPOWER. As one MPOWER student recently wrote, “Many brilliant students can see their dreams of studying abroad become a reality thanks to [MPOWER's] support.”

MPOWER graduates are contributing signi icantly to the economy and civil society: they're advocating for causes, co-founding companies, registering patents, and serving as elected of icials. As our world grapples with wars, climate change, and the challenges of an aging population, we're honored to have a small part to play in alleviating some of these challenges and fostering a more diverse, equitable world where the brightest minds are able to reach their full potential..

Our long-term vision is to be a one-stop shop for the global diaspora: this includes educational loans, but also a host of other products and services that students and migrants need to set themselves up for success in their adopted countries. 50

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Compassion to Activism A C O N V E R S AT I O N W I T H M A N N A DA B H O L KA R

ith an unwavering commitment to social change, Manna Dabholkar has dedicated her life to advocating for the rights of the marginalized and giving voice to the voiceless.

Manna's passion for social justice can be traced back to her upbringing. Raised by a father who served as a public servant, she witnessed irsthand the transformative power of compassion and assistance. Her father's tireless eﬀorts to aid impoverished, homeless, and malnourished children in the most perilous slums of India deeply in luenced her worldview. It instilled in her an indomitable spirit to speak out against injustice and stand up for the vulnerable.

As an activist, humanitarian, conscious leader, and social entrepreneur, Manna has dedicated her skills and expertise to empowering communities, challenging systemic inequalities, and promoting human dignity. Through her role as the CEO of GIFT 52

Global Initiative, she has spearheaded initiatives that address critical issues such as poverty, education, gender equality, and access to healthcare.

Today, we have the privilege to delve deeper into Manna Dabholkar's inspiring journey, her invaluable insights on human rights, and the transformative work she continues to champion. Join us as we explore the life and vision of this trailblazing activist.

As an activist, humanitarian, conscious leader, and social entrepreneur, what is your idea of giving back? Why do you think people should give more?

My idea of giving back is empowerment, empowering others to do better for themselves, for their families and for society in general. 'Give a man a ish and he will eat for a day. Teach a man how to ish and you feed him for a lifetime.’ As a former therapist and life coach I believe that the answer to the

debate on whether altruism is an integral part of human nature, written in our genes, or that generosity is a product derived from the civilizing in luence of culture and religion in human society may come from neuroscience. Contemporary social neuroscience research shows that altruism is associated with a speci ic pattern of brain activity. These studies indicate that the cerebral cortex, the area of the brain responsible for our most advanced cognitive functions, is involved in altruistic behavior. Studies also show that when people donated to charity, either inancially or through volunteering, the mesolimbic system, the portion of the brain responsible for feelings of reward, was triggered. The brain releases feel-good chemicals, spurring you to perform more kind acts—something psychologists call helper's high.

Dr. David Hawkins did some 267,000 experiments, he created a Scale of Consciousness. If you haven't read his book Power vs Force, it is a must read. Dr. Hawkins

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measured human consciousness and puts forward a very simple science-based path to understanding your brain's psychology and its Physiology and using it to reach your personal goals and desires.

Imagine you are looking at a staircase with 1000 steps. Now the bottom steps 1-200 are feelings of hate, anger, sadness, and pessimism. From about 700-1000 are feelings such as love, appreciation, happiness, and optimism. And there's a whole bunch of frequencies (i.e., feelings) that fall in between. What Dr. Hawkins observed which is of major signi icance here is that the brain's physiology also changes dramatically at consciousness level 200, which is the level where the quality of life starts changes, this is expressed by the emergence of concern for the welfare, survival, and happiness of others rather than just for the personal self.

The bene its of transcending that scale is clearly correlated to happiness and when our state of mind is happy, ful illed, content and satis ied, there is nothing in this world that cannot be ours. Materialistic values may stem from early insecurities and are linked to lower life satisfaction. People who transcend that scale of consciousness and thereby attract opportunities and abundance understand one basic truth about human beings. Human brains are wired to give, help, and empower. When we help, it puts us at the top on that scale and your positive empowered state of mind can only attract abundance. Talk to us about your growing up

years. Being the daughter of a public servant who dedicated his life towards making a social change, how much has that in luenced your perspective and values? My journey, a conscious decision to commit my life to public service started well before I landed in the United States as an immigrant 12 years ago. Born and raised by parents who were lifelong public servants - Papa was in politics, a lawmaker advocating for the

poorest neighborhoods and slums in India and Mom was a homemaker supporting his aspirations and crazy ideas to create a better world.

While other kids were out playing and making friends, we were accompanying my Papa on his election rallies, holding his hand, and walking through some of the most dangerous slums of India. The people who lived in these slums had no food on their tables, no running water, no sanitation, or electricity E X E L E O N M AG A Z I N E

but they welcomed us with open arms. I would see him sit on dirty loors and eat with these families. Children in shabby old clothes with snot running down their noses, greasy dirty ingers would hug him. As a child I cringed that he didn't mind the unhygienic conditions around him, often spending hours in these places.

Years later I found myself standing in a small, cold, congested dirty brothel, as it poured outside, trying to rescue those little babies to safety from their traf ickers. I couldn't turn my back on so many others who are still living in environments that make them easy targets of the darker underbelly of our society. My journey is a lifelong commitment to speaking up against injustice and giving a voice to the vulnerable children, women & men and sharing their stories of perseverance and success. In many ways, my life has come full circle. Today, I ind myself following in my W W W. E X E L E O N M AG A Z I N E . C O M

Papa's footsteps, loving every minute of this journey.

Prevention and Empowerment are two keywords behind the GIFT Global Initiative. Can you please talk about the emphasis your organization has continued to place on these two impactful keywords? GIFT Global Initiative is a global diplomacy foundation that uses Social Impact Entertainment to

empower children and families from some of the poorest places on our planet in Asia, Africa, South, Central and North America.

In my 15 years of working in areas that are underserved, povertystricken, drug infested, controlled by cartels, aﬀected by violence, abuse and exploitation, I recognized the stark absence of eﬀorts geared towards prevention. It became clear I must make it a priority to educate governments, individuals, and 55

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corporations about mindful sustainable charity, bringing a hand up, not a handout.

GIFT was founded to protect families and their children by preventing situations that lead to exploitation of these people. Prevent is a big word for us at GIFT. I never understood why anyone must go through a traumatic episode to get the help they deserve. We must be proactive with humanitarian aid and mindful with the nature of aid we provide to people in need. Transitional aid such as free food, free blankets, free shelter, free medical, etc. is great but only for so long. That's not what GIFT is about. Our goal is to uplift these children, strengthen their family unit so it can provide and protect their own and do not have to rely on outside entities for simple necessities in life. Our goal is to bring them a hand up in life, not a handout.

We do so by 1) identifying areas that require support 2) implementing programs that are preventive in nature and scope such as Education for All, Sports for Solar, Renewable Energy, Clean Water Initiative, Medical Fund, Mobile Clinics, Pop Up Schools, and more.

What has been this journey like for you over the years? What would you change if you were to start again?

The best way to not feel hopeless is to get up and do something. I learnt that early on from my father who has always advocated for people who were marginalized by systematic oppression or stuck in the generational cycle of poverty. It 56

was a learning curve with many ups and downs.

Creating and running a Non-Pro it is no diﬀerent from creating and running a For-Pro it business. On top of that, humanitarian work can be very exhausting. It is easy to lose sight when there are so many who need help. Knowing and understanding your end goal(s) can help you avoid getting sucked into the sinkhole of depression. You need to have strong boundaries, know what you're ighting for and what you stand for, so you remain focused and driven to keep pushing without getting overwhelmed by the demands. Clear vision will help you go beyond the realm of fuzzy.

We work with families who have no food on their table for days and most of them use water from a nearby gutter. They don't have toilets, electricity, cable, internet and all the simple pleasures of life. We work with children who are abandoned by their families because they are HIV positive or have cancer or such other medical condition that the family either doesn't understand or does not have the funds to treat or both. We serve children who are at risk of being sex traf icked at the tender age of 4 and 5. What is our end goal?

What keeps us going is the clarity of our vision for these families and their children. We are not in this just to provide transitional aid. Our goal is Uplifting these people, to Improve their inancial condition, not to keep them poor, to bring them a Hand up in Life and Not a Handout. Our goal is to educate the world about mindful sustainable giving. We are motivated to keep

ighting by the success stories we get to share with you all.

More and more companies are getting involved and creating social impact initiatives to contribute to global causes. What according to you is attributing to this change? I believe that Human brains are wired to give, help, and empower. When we help, it puts us at the top and our positive empowered state of mind can only attract abundance. That applies to individuals and corporations.

A study from Accenture in 2020 says that Companies with a social impact initiative are more pro itable than the ones who are only in the business of making pro its for themselves. According to Forbes, a whopping 73% of Millennials are willing to spend more on a product if the brand is environmentally sustainable. According to the same source, nearly 2/3rds of Gen Z consumers have already stopped buying from brands that aren't aligned with their values. And 40% would consider doing so again. The customers are transcending and so should your business. 65% of Americans, including 76% of millennials, will research whether a company's social claims are true. If you're not being straight with people, they're going to ind out.

According to a 2017 Cone Communications study, 63% of Americans want businesses to advance the cause of social and environmental change – regardless of whether the government takes a role. According to the same study, 87% of Americans are more likely

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them to reach their full potential. Addressing one barrier alone is a band aid. Barriers stack up on one another and feel insurmountable.

As you know there isn't a better way to inspire children and create positive role models than to get them engaged in sport. In Africa, Latin America, and Asia, we are tapping into the local love for Soccer and creating a semi-yearly tournament. At the end of the tournament, all participants will receive Solar Lanterns instead of trophies thereby bringing solar lights to their homes in the settlement/slums. We estimate that some $520 million will be saved by consumers by switching from kerosene or biomass fuel to solar energy.

to make a purchase from a brand that promotes a cause they care about. Tom's shoes is a great example of leading with a social cause. Started in 2006 with $500000 by its owner Blake Mycoskie. He sold all his assets to start Tom's and ran with the mission Buy a Shoe, Give a shoe. In 2013, 7 years after it was founded Tom's shoes was worth $625 million in revenue and Mycoskie was worth $300 million. You can build tremendous value for your brand, expand your customer base, increase your existing customer loyalty by simply rebranding yourself as a Socially Conscious Entrepreneur who cares about the general wellbeing of the society around you.

Finally, what does the future look like for GIFT Global? What

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programs or schemes are you most excited about in the coming months? GIFT Global Initiative has adopted the Sports for Solar Energy Initiative that aims at providing Portable Solar Lights and Trees to Plant to households in Africa, Asia, Mexico, and USA, giving families access to low-cost portable solar energy. Our clean energy initiative will expand access to low-cost, durable solar tops, solar jars, and solar lanterns to low-income communities. Solar Power is Education Power.

In addition, carbon emissions will be reduced considerably. To deliver these clean energy products, we rely on our strong network of volunteers, non-pro it partners funded by GIFT and the For-Pro it sector to provide the cash and technology in lux needed for a project of this scale. We hope other futuristic companies, governments and individuals will consider partnering with GIFT to bring Solar Lights to communities like the one in Soweto in South Africa. If interested in our Solar Initiative, they can email us at Kim@GGIUSA.org.

The population we serve faces complex barriers to accessing ladders of opportunity. Those same barriers are what keep them oﬀ teams, out of leagues, and unable to access programs that could support 57

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