Most Transformational Business Leaders | Krista Ripma | Exeleon Magazine

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5 Steps to Create a GameChanging Vision Statement — and Bring It to Life I N - F O C US

Aaron Wolfe: Interview with the Co-founder of SagePoint Capital Partner

Navigating Change A C O N V E R S AT I O N W IT H E NT R E P R E N E U R L I O N S H I R DA N

Krista Ripma

Transform ational BUSINESS LEADERS OF THE YEAR

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CONTENTS

12 KRISTA RIPMA

CONTENTS

40 HARRIET HADFIELD

CONTENTS

46 ADAM GANT

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COVER STORY

REDEFINING

Marketing WITH

Authenticity Krista Ripma Founder & CEO | Authentic Audience

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My number one piece of advice for a compelling brand story: make me feel something.

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COVER STORY

In

an era where consumers are more discerning and socially conscious than ever before, the traditional methods of backhand marketing and empty promises no longer suf ice. The modern consumer seeks more than just products or services; they seek a meaningful connection with the brands they support, they seek authenticity.

Authentic brands are not afraid to showcase their true selves. They embrace their unique stories, values, and idiosyncrasies, understanding that imperfections are part of any genuine identity.

Authenticity is not about presenting an idealized image; it's about showing the world who you truly are. This vulnerability creates an emotional bond with consumers, who can relate to the struggles, aspirations, and values of the brand.

Krista Ripma is an example of one such leader who has leveraged the power of authenticity to empower brands across the globe. As the CEO and Founder of Authentic Audience, Krista enables brands to tell their honest stories that allows them to build trust and loyalty.

Fittingly, Krista Ripma features on the Cover of Exeleon Magazine's Most Transformational Leaders of the Year.

Herein, we look into her journey, her vision, and her ideas related to authenticity.

THE NATURAL LEADER Krista's earliest memory as a leader W W W. E X E L E O N M AG A Z I N E . C O M

dates back to her childhood, where she exhibited her natural ability to rally people together. From her role as an enforcer of rules during sibling playtime to orchestrating daring escapades, her natural qualities as a leader were evident right from a young age.

She recalls one such unforgettable incident at the age of 7, “I convinced my sister to create a diversion, so I could drag a chair across the room to reach the phone, dial my dad's number, and persuade my parents to rescue all the kids from the babysitter and bring them back to a wedding in Ireland.”

As Krista grew older, her early lair for leadership continued to manifest in various forms throughout her life. She was the anchor of the morning news show in middle and high school. During college, she held various leadership positions in her sorority, choreographed the winning performance of the annual Lip Jam competition, and was even the producer of the school TV station.

She shares, “The truth is, I've been producing, directing, coordinating, choreographing, planning, strategizing, and leading the charge for as long as I can remember.”

Today, as a recognized leader and entrepreneur, Krista has leveraged her early leadership experiences to impact the lives of countless people. As a business owner, she is committed to creating a strong culture and community and continues to work with mentors and coaches to ensure consistent growth. “I love being a leader and I love being an entrepreneur and I am grateful every day I get to do this work.”

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As a leader, my mission is to remind people that our uniqueness is our superpower, and the more we can lean into self-love and self-acceptance the easier it is to step into service and selfpromotion.

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COVER STORY

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COVER STORY

OPTIMAL CLIENT EXPERIENCE Authentic Audience is a boutique digital marketing agency that was started by Krista along with her husband to ill a visible gap in marketing – authenticity.

The company is dedicated to brands that foster the best in selfcare, self-love, and self-expression.

Krista mentions, “By combining compelling content, dedicated analytics, and authentic storytelling, together we navigate your business and create outstanding campaigns and brands that speak to the rawness of your dreams and connect you with the people whose lives you seek to touch.”

At Authentic Audience, the team is dedicated to creating the best possible experience for the clients.

They create a personalized experience offering custom dashboards, regular communication, and transparency in strategy sharing.

Moreover, Krista has built a culture that believes in building strong relationships, one that makes them stand out from other advertising and marketing agencies.

AUTHENTICITY WINS

After a decade of dedicated to building million-plus Instagram followings for clients, tripling online brand awareness, and coaching countless business owners, Krista con idently believes: authenticity wins.

She explains, “It means people 18

THE POWER OF

Storytelling Krista's journey into the marketing space was fueled by her fascination with storytelling. “My love for reading and writing led me to an obsession with making people feel deeply through visual storytelling,” she mentions.

Growing up, she wrote for the school paper, studied communications and ilm in college, and in her twenties, landed her dream job working for a network executive, wherein she was tasked with the role of reading dozens of scripts daily.

According to Krista, the role of storytelling in marketing is crucial. She believes that great marketing equals great storytelling, and to craft a compelling brand story, it must make the audience feel something.

Over the years, her innate understanding of authentic storytelling in marketing has enabled her to tell riveting, honest, and thought-provoking stories that capture the audience's attention immediately.

Krista understands that authentic storytelling connects with the audience on a profound level, as it mirrors human experience in all its complexity. It thrives on honesty, transparency, and a deep understanding of the subject matter.

She advises brands to answer the following questions in all their marketing efforts: Who are you? What do you do? Why does it matter? What is in it for me?

follow people. They buy from those they trust. Self-love, self-trust, and self-promotion matter when it comes to scaling your business and creating an intentional company culture.”

“It means honoring what is real for you right now and building from that place. This is the most

authentic way to share and monetize your gifts,” she adds.

As the Founder and CEO of Authentic Audience, Krista plays a pivotal role in the day-to-day operations of the company. Her schedule includes a blend of meetings with her team, strategy and coaching calls with clients, E X E L E O N M AG A Z I N E

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EXELEON

Shorts One Book Entrepreneurs must read – The War of Art - Stephen Pressfield / Vibrate Higher Daily - Lalah Delia One Productivity Tool / App that you use – Notion.

One Movie / Show / Podcast to recommend – Movie: Baraka / Show: Nathan For You / Podcast: The Authentic

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Audience Podcast — we just hit 250K downloads!

One Marketing Advice that you Follow – If content is king, consistency is queen.

One Quote that Motivates you the most – Escape competition through authenticity - Naval Ravikant

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COVER STORY

NURTURING AUTHENTIC VOICES Looking ahead, Krista envisions Authentic Audience to evolve into a collective of creatives amplifying authentic voices through paid advertising and comprehensive digital launches.

The goal is to become the one-stop shop for artists, creatives, and entrepreneurs seeking to grow their businesses authentically.

Krista's passion lies in empowering individuals to embrace and monetize their unique gifts. She elaborates, “As a leader in this space, my mission is to remind people that our uniqueness is our superpower, and the more we can lean into self-love and self-acceptance, the easier it is to step into service and selfpromotion.”

In addition to agency services, Krista plans to continue offering annual Body Mind Business Retreats, a monthly membership in her Witchy Business Collective, personalized business coaching, and mentorship. sales calls for new leads, podcast interviews, and group coaching calls she leads in her Witchy Business collective.

“I am excited to continue to provide people with the tools and services clients need to build their dream businesses and lives,' she concludes.

However, her journey into motherhood has introduced a new dimension to her work-life balance, teaching her to appreciate the productivity that can be achieved during a 2.5hour afternoon nap window. “As I often remind my clients, your business is only as healthy as you are.”

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IN– FOCUS

Danny Johananoff’s Journey with ADDVISOR

In

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.

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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.

In my present photography endeavors, I've noticed that many other photographers are joining my reviving of blurred and abstract style of image capturing. It is not a W W W. E X E L E O N M AG A Z I N E . C O M

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 25

IN– FOCUS

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.

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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.

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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.

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5 STEPS TO CREATE A

— AND BRING IT TO LIFE

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A world-class company vision statement — one that inspires the hearts and minds of all stakeholders — can distinguish extraordinary companies from ordinary ones. Here are five critical steps to creating the type of company vision that elevates an organization and changes lives.

STEP 1. SHOOT FOR THE MOON Company leaders often create a vision statement that feels achievable. But a truly great vision — one that makes people want to work at your company every day — is both ambitious and meaningful. It tackles a worthy problem that is bigger than your company itself. Examples include:

Ÿ In 1994, Interface's late CEO Ray Anderson read The Ecology of Commerce by Paul Hawken. Anderson called it a “spear-in-thechest moment,” as the leader of a highly extractive carpet-manufacturing company.

What Anderson and his team did next exempli ies the difference between a mediocre corporate vision and a gamechanging one: rather than simply launching a new sustainability initiative or department, they aimed to entirely eliminate all negative impacts of their company and inspire their entire industry to do the same.

Ÿ When Biggby Coffee co-CEOs Bob Fish and Mike McFall crafted their vision, they set the W W W. E X E L E O N M AG A Z I N E . C O M

goal of supporting every single employee in leading a life they love, which later extended to engaging their coffee suppliers, too.

Ÿ Oklahoma-based First United Bank set a bold vision to elevate 10 million lives through love and impact by 2030.

STEP 2. TRULY UNDERSTAND THE ISSUES Bringing a game-changing vision to life requires company leadership to have a multidimensional understanding of the issues at the heart of their vision, which requires the perspectives of company stakeholders and topical experts. Examples include: Ÿ When Interface embarked on their sustainability journey, they created a “dream team” of environmental experts — including the author of the book that irst inspired their CEO. This team educated Interface leadership on the primary issues of sustainability and was intimately involved in developing implementation plans for the organization for years.

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Ÿ When Bob Fish wanted to explore direct-trade relationships with Biggby Coffee's farmers, he visited one of his coffee suppliers to understand their needs irst-hand. He and his wife Michelle now personally visit every coffee farm they plan to establish direct-trade relationships with to ensure they understand the key issues through their initiative One Big Island In Space.

Ÿ First United Bank embarked on a two-year listening tour with local business owners, government of icials, nonpro it leaders, employees, and customers from the communities they sought to impact, which helped identify solutions that each community actually needed when it came to elevating their lives.

STEP 3. MAKE IT MEASURABLE

To ensure your vision doesn't fall lat, you must create speci ic metrics to measure progress.

Examples include:

Ÿ Interface created Mission Zero, which set the aspirational goal of reaching zero carbon emissions as a company by 2020. Once achieved, they set their next ambitious vision through the Climate Take Back program.

Ÿ Biggby Coffee set two goals: 1) Have 90% of their team respond with a score of 9 or 10 on a 10point scale when asked, “Is Biggby Coffee supporting you in living a life that you love?” 2) Procure 50% of their coffee from direct-trade farmer relationships by the end of this year and 100% of coffee from direct-trade relationships by the end of 2028.

Ÿ Private equity giant KKR has an ambitious vision centered on employee ownership and has the goal of transitioning 100 portfolio companies to employee ownership by 2030.

STEP 4. ALIGN YOUR TEAM

It's imperative to build team alignment around successful implementation. Employees must have clear direction around how their role relates to the vision and feel they have the necessary knowledge and opportunity to contribute to progress. Examples 32

include:

Ÿ All Biggby Coffee corporate employees and franchise owners are enrolled in an internal program called LifeLab. They're paired with a coach and led through customized curriculum to help them build a plan for leading a life they love.

Ÿ Charter Next Generation holds quarterly ownership meetings to work toward its larger vision of generating collective wealth through successful employee ownership for their more than 1,700 employees around the country.

Everyone on staff is invited to review fully transparent inancial performance, cultural performance measured by the Gallup Q12 survey, and progress toward their growth targets.

They're then invited to provide suggestions to help the company achieve its inal goal.

STEP 5. COMMUNICATE PROGRESS

The organization must regularly communicate how much progress has been made and how much still needs to happen to reach their inal goal. This shows all stakeholders that the company's vision is a priority and is constantly in motion. Examples include: Ÿ Interface has weekly sustainability meetings, factory-level awards, staff-wide summits, immersive deep dives, and day-to-day metrics regarding waste and energy used on whiteboards at all of their factories.

Ÿ First United Bank developed Key Purpose Indicators to track progress on their four main company values and the impact of their community initiatives, which is regularly shared with staff.

Each of the companies mentioned has either already or is well on their way to achieving something extraordinary. With meaningful and ambitious goals, a nuanced understanding of their key issues, metrics for progress, team alignment, and consistent communication, they're bringing their gamechanging visions to life, bolstering company performance, and changing lives in the process. all focused on making business better for all.

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ABOUT THE

The Co-Founder of Stakeholder Business, Meghan French Dunbar's work has touched the lives of nearly 1 million people worldwide. To date, she has launched five successful brands, including the first nationally distributed print magazine in the U.S. focusing on impact-driven business, Conscious Company Magazine, and the largest event in North America for purposedriven women leaders.

She's a sought-after speaker on women's leadership and the future of business, writes for leading business outlets like Inc. Magazine and Business Chief Magazine, and leads executive workshops and retreats for leaders of major brands like Leonard Green, Charter Next Generation, and Onyx Renewables —all focused on making business better for all.

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Navigating Change

↘ A Conversation

with Entrepreneur Lion Shirdan

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ion Shirdan is a leader whose transformative approach to leadership and business stems from a wealth of diverse experiences. From overcoming personal health challenges to fostering growth in a multicultural environment, his journey is one of resilience, innovation, and social responsibility. As the driving force behind UPRISE Management and UPRISE Media, Shirdan integrates transformation into his leadership by committing to ethical success that aligns business growth with a positive societal impact.

UPRISE Management stands out in the marketing space through personalized strategies, growth hacking, and a commitment to client narratives. The company ensures client satisfaction through tailored success metrics, innovative methodologies, and a transparent, collaborative creative process.

Read this exclusive interview with this transformational leader, wherein Lion shares his journey, his struggles, and his vision.

What according to you makes one transformational? How do you integrate the same thought into your leadership?

Transformational leadership, in my view, hinges on impactful change that both alters and improves the current state. My own experiences—ranging from a multicultural upbringing to overcoming serious health challenges—have shaped my approach to embodying the change I wish to inspire. This involves harnessing diverse perspectives to spur innovation and applying the resilience and empathy learned from personal adversity to navigate the challenges of business leadership.

In leading UPRISE Management and UPRISE Media, I integrate transformation by aligning business growth with social responsibility. Our mission W W W. E X E L E O N M AG A Z I N E . C O M

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extends beyond creating effective marketing strategies; it's about fostering narratives that encourage sustainable practices and making a positive impact on society. This commitment to ethical success de ines my leadership and drives our company ethos, ensuring we not only thrive in business but also contribute to a better world.

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

My earliest memory that lickers with the spark of leadership and entrepreneurship dates back to my teenage years. I recall organizing community events in my neighborhood, where I took charge, not just out of a sense of responsibility, but from a genuine desire to bring people together for a common cause.

This was more than just youthful exuberance; it was a budding testament to my innate ability to see the bigger picture and act as a catalyst for collective effort.

During these formative years, I also embarked on small business ventures—whether it was trading collectibles or setting up a makeshift stand to sell handcrafted goods. Each endeavor was a building block in my understanding of business and leadership. I learned the importance of listening to my peers and clients, the art of negotiation, and the value of trust and authenticity in all dealings.

These early forays into leadership and entrepreneurship were less about pro it and more about the drive to create, to lead, and to effect change. They laid the groundwork for what would become a lifelong pursuit of transforming visions into tangible realities, setting the stage for my future endeavors in the vast arena of global business.

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What makes UPRISE Management stand out in the crowded marketing space? How does the company ensure optimal client satisfaction?

From personal struggles to steering companies to billion-dollar acquisitions, what has the journey been like for Lion Shirdan over the last two decades and more?

UPRISE Management distinguishes itself in the saturated marketing landscape through a combination of innovative strategies, a relentless pursuit of growth hacking, and a deep commitment to the individual narratives of our clients. Our ethos is not just to be seen but to resonate, not just to market but to engage deeply and meaningfully with the audience.

Personally, the battle with a life-threatening cancer was a crucible that tested my limits and reshaped my outlook on life and business.

Emerging victorious from that ight imparted a new sense of purpose and a renewed vigor to approach my professional endeavors with a perspective that values time, health, and the impact we have on those around us and the environment.

At the heart of UPRISE Management's standout quality is our bespoke approach. We don't believe in one-size- its-all solutions; instead, we tailor our strategies to align perfectly with the unique voice and goals of each client. This is underpinned by our forward-thinking methodology—leveraging cutting-edge tools and data analytics to stay ahead of market trends and consumer behaviors, ensuring that our campaigns are not just current but predictive and trendsetting.

Furthermore, our team's diverse expertise across various sectors brings a wealth of knowledge and a multifaceted perspective to our campaigns. This diversity enables us to crosspollinate ideas from different industries, leading to innovative and out-of-the-box marketing strategies that break through the noise.

To ensure optimal client satisfaction, UPRISE Management upholds a rigorous process of constant communication and feedback loops with our clients. We believe in transparency, allowing clients to be as involved as they wish to be in the creative process. Our success metrics are tailored to client objectives, whether it's scaling up brand presence, driving conversions, or increasing engagement. We are committed to delivering measurable results, not just promises.

In essence, UPRISE Management isn't just a marketing agency; it's a growth partner that thrives on creating lasting impact through strategic innovation, tailored storytelling, and an unwavering dedication to our clients' success.

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Professionally, my journey began with an innate passion for entrepreneurship and innovation.

From the early days of establishing Shirdan Enterprises to the strategic inception of UPRISE Management and UPRISE Media, each venture has been a step forward in a continuous quest for excellence and transformation within the business landscape. The transition from direct sales to energy and then to marketing and public relations re lects an evolutionary approach to business, always looking for new challenges and opportunities to make a signi icant impact.

Steering companies towards billion-dollar acquisitions was not just about inancial success but also about creating entities that are valuable, sustainable, and ready for the future. It involved understanding the global market, anticipating consumer trends, and being fearless in the pursuit of what many might see as impossible.

Each milestone has brought with it lessons in leadership, the importance of a strong team, and the realization that a company's greatest asset is its people and the culture it fosters. In the end, the journey has been about more than just business growth; it has been about fostering a legacy of innovation, resilience, and a commitment to making a difference in the world through my professional and philanthropic efforts. It's a narrative that continues to unfold, with each chapter driven by a desire to lead, inspire, and transform.

Looking at this journey, what would you do differently if you were to start again?

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Firstly, I would place an even greater emphasis on work-life balance from the beginning. My bout with cancer was a stark reminder that health is irreplaceable, and while ambition is critical, it should not come at the expense of well-being. I would encourage my younger self to invest more time in personal health and relationships, ensuring that success is not just a professional statistic but a holistic measure.

Secondly, I would embrace failure with more openness. Early in my career, setbacks could seem daunting, but over time, I've come to appreciate them as invaluable learning opportunities. Starting again, I would take more risks and lean into the lessons that each failure teaches, using them as steppingstones rather than stumbling blocks.

Additionally, I would focus on the power of mentorship both as a mentor and a mentee. The guidance of experienced professionals can be incredibly bene icial, and providing support to the next generation is equally rewarding.

Fostering these relationships earlier on could have accelerated my growth and expanded my perspective.

I would also prioritize sustainability and social impact from the outset. While these have become central to my mission over time, embedding these principles into the DNA of every venture from day one would amplify the positive impact my businesses could have had from the very start.

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

Looking forward, my vision for UPRISE is to continue pushing the boundaries of what's possible in marketing and public relations. We aim to be the nexus point where innovation, creativity, and strategic business intelligence converge to rede ine industry standards and drive unprecedented growth for our clients.

↘

I envision UPRISE becoming a beacon for sustainability in the marketing sector, leading by example to show how businesses can achieve phenomenal success while positively impacting the planet and society. We plan to deepen our commitment to green marketing, helping brands that share this vision to amplify their message and extend their reach.

In essence, the future of UPRISE is a canvas for innovation, social responsibility, and growth. I look forward to leading the charge, fostering a culture of excellence, and seeing how our team and our work can continue to make a signi icant, positive impact on the world.

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Art The

of

Freedom H A R R I E T

With over 15 years of experience in the beauty industry, Harriet Had ield—better known as Harry—has established herself as a leading igure among creative freelancers. As a celebrity makeup artist, she has adorned the faces of renowned personalities and worked with prestigious brands and persevered beyond her own struggles.

Distancing herself from the cliché d starving artist narrative, Harry has taken on the role of a mentor and

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H A D F I E L D

business strategist, guiding freelancers through the intricacies of entrepreneurship with her 'Freelance with Freedom' platform.

Her insights and strategies have not only helped her own business thrive, hitting iveigure months and building an online coaching business to six igures during a global pandemic, but have also empowered others to scale their businesses and increase their bookings signi icantly.

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What according to you makes one transformational? How do you integrate the same thought into your leadership?

A leader is transformational when they own who they are con idently. For example, I have Tourette's and OCD. I own this and manage it and I am not afraid to meet those needs for myself. This is key to having success. I also am honest with my clients and model what I teach to them by asking for what I would like as a business owner. This modeling is so key.

Talk to us about your growing up years.

What prompted your interest and subsequently your foray into the makeup and beauty space?

I wanted to become a makeup artist at a young age. I would practice on friends and family new styles or techniques and was interested since a young age. This soon became my profession, and I was good at it. I scaled to becoming a make-up artist for large celebrities as well. It all started from an honest young passion.

As a business and mindset coach, what is your approach when it comes to helping creative freelancers ind their brand and market?

much more. Just knowing the industry is key to being successful and pro itable.

Then we also work on embodying that expert status. We want to make sure all our clients' mindsets are clear, something that doesn't hold them back from their full potential.

What according to you are some of the biggest misconceptions when it comes to freelancing?

I think the starving artist narrative. People hear freelancer and think it means you will be poor. I am passionate about creatives and freelancers knowing that's not true.

This has become my mission.

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

I am excited to continue to reach people through my YouTube channel @harrymakesitup. I am also excited to continue to scale my programs Freelance with freedom and Industry Icon. I want to see more freelancers have the success that they can.

I want them to be educated on the industry. We learn a lot about the industry, how to pitch yourself, negotiations and so

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Canadian Real Estate Investor and Entrepreneur Adam Gant Shares Insights on his New Book

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ADAM GANT has emerged as a leader in the movement to solve the global housing affordability crisis.

Based in Victoria, British Columbia, he has traveled the world in search of the data, business models and innovative initiatives that would point the way to real solutions in North America.

In Canada, the U.S. and beyond, he is known as a leading thinker on issues related to the housing inance system. His approach considers how central bank strategies, immigration policy and market trends interact to raise costs and limit supply. His insights and ideas provide a roadmap for policy makers, economists and academics who seek ways to improve affordability and accessibility for individuals and families.

Adam Gant serves as an advisor to several real estate groups, including Vancouver-based REAfe Advisory, which provides solutions to real estate businesses that want to explore new ways to streamline operations, increase revenues and manage acquisition, inance, capital structuring and sourcing funding.

Apart from his career experience as a real estate investment professional, Adam Gant is also an author, most famous for the novel he co-authored with Patricia Nicholson, A House Shared. Recently Adam discussed the signi icance, meaning and impact of this extraordinary book.

Q: A House Shared has been described as a must-read for anyone seeking a deeper understanding of the modern housing

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crisis. Many are surprised to learn that it's not a dry academic report, but a novel. What inspired you to choose this format?

Adam Gant: As someone who has researched the housing crisis for decades, I am very aware that some of the best ideas never make it beyond academic journals or faculty symposia.

Sometimes the debate occurs in a con ined space, almost a bubble, with economists, professors and of icials talking only with each other. It's almost an abstract exercise, and as a result some of the best solutions never see the light of day.

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I resolved to do something different — take the idea of “shared equity,” a concept that has been re ined over the years, but in this case rather than a dry textbook, we made the concept the centerpiece of a lively story, an adventure. A House Shared has all of those elements — interesting characters of great depth, an enjoyable narrative, and a message. That message isn't subtle. It's not cloaked in symbols, allegories, or metaphors; it's directly conveyed across the arc of the story. In that sense, the plot is similar to a parable; and that's because the underlying message is so powerful.

Q: How does the story unfold?

Adam Gant: The setting is a place we can immediately recognize. It's a place where families are forced to make a change and move from their home due to inancial reasons, and ind that affordable housing is out of reach, and experience irst-hand what it's like when fewer and fewer buyers compete for the best properties. It's a place near the breaking point, illustrating people in crisis — individuals and families caught in a housing affordability crunch.

From the irst line, the focus is on the struggle of one family, whose comfortable lifestyle is based on well-paying jobs in the software industry. When misfortune strikes, their tenuous hold on this life begins to slip away.

Suddenly they ind themselves ighting for survival — and ighting against market forces that make eviction seem inevitable, and a precarious position without a place to move into being a real possibility.

In the end, their way forward is shared equity.

It's a concept I began to explore more seriously in the wake of the 2008-09 inancial crisis.

After years of studying mortgages and markets in a variety of countries, from Asia to Eastern Europe. I could see more clearly what works and what doesn't in a wide range of communities and cultures. This macro inancial concept is woven throughout A House Shared.

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And although I don't want to spoil the ending, the idea of shared equity has a real impact on the direction of their lives. And I believe it is eye opening from the reader's perspective as well.

This is exactly what Patricia and I intended: to spread awareness, to ignite thought, to motivate action, and to ind ways to apply shared equity on a large scale, to transform every downward metric that we see in regard to housing into hopeful optimism.

Q: So it's a fun novel, but also a serious call to action.

Adam Gant: Yes, it's a great read for the beach or airplane, but when the reader puts down A House Shared, we don't want the irst thought to be, “that was entertaining” and then forgot about the real reason for the book. We seek to generate critical thinking and inspire critically needed action. And by that we mean working in the local real estate markets, in communities, and at every level.

If you are a inancial professional, there is a lot you can contribute to this movement in time and talent. If you are a government of icial, an academic or an economist, there is de initely an impact you can have. But the same is true if you're not involved in inance and real estate at all and just want to improve the world around you.

You don't need to be an investor or economics professor to know that we're in a housing crisis, not just in Canada but in other markets in the US too. Home prices have skyrocketed, families cannot ind starter homes, and countless individuals have no home at all.

In A House Shared, there is a happy outcome, but that's not always true in the real world. Our task now is to create a brighter future for the millions who desperately need it.

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n o r Aa olfe W A

aron Wolfe is an entrepreneurial imagineer, inspiring and empowering owners of small and mid-cap private companies to achieve success and reach for their dreams.

As co-founder of Toronto-based SagePoint Capital Partners, he provides guidance through strategies, solutions and frameworks that promote strategic growth initiatives and business plan execution. Rather than focusing on de ined industries or set transaction structures, he seeks to back credible entrepreneurs looking to unlock outsized returns.

Recently he shared his perspectives on business, leadership, and the strategic vision behind his own remarkable success.

Q: Your business model is innovative and unique. You're not simply a traditional

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investor or consultant. As you have described it, you align yourself with companies without needing a management role or board seat. How does that work in practice?

Aaron Wolfe: My perspective on industries, companies and trends is panoramic. I view opportunities through a wide lens, taking in the full vibrancy of the business landscape. There are countless professionals who are good at getting into the weeds, and I respect that. Every business needs people at the top paying attention to the numbers, the key data that can tell its own story of where the company is headed.

But every company also needs a big-picture leader or advisor — typically more than one, actually. The founder tends to be this person, someone whose dream led to the creation of the company, and on whose leadership skills

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the business wholly depends. But founders and owners can't do it all.

They're looking for someone with a similar outlook to partner with. A partner who understands the realities of business inside and out. A partner who has an intuitive feel for opportunities, and the right temperament to balance risks and rewards. This is what I enjoy doing, and this is the premise upon which SagePoint was created. SagePoint is more than an investor, coach or consultant cheering on the management team. We're strategic partners who add real value to smaller, emerging companies, helping them capture market share and grow into major players in their sectors.

Q: Can you describe the background of SagePoint and what led you to this point?

Aaron Wolfe: I began to re ine the concept of entrepreneurial empowerment as a student at the Richard Ivey School of Business at Western University in London, Ontario. There, I gained much more than a solid academic background and rigorous technical training. I studied business success from every angle — what made certain companies more successful than others, and what type of leader was the driving force behind these successes. My early conclusion was that success was highly correlated to the leadership and vision guiding the company.

Since graduating, I have spent my time in Canadian and international capital markets, with stints on the private capital and public equities sides, as well in sell-side and buy-side capacities. I have worked with a number of businesses across a wide range of industries and throughout these experiences, I have reaf irmed by business school conclusion that success is tied to the strength and character of the leadership.

Justin, my partner at SagePoint, has had similar but complementary experiences. Collectively,

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we've been involved in transactions that span the gambit of the capital markets and have built trusted relationships across the capital markets ecosystem: other capital providers, legal advisors and inancial agents.

SagePoint Capital Partners was established with a vision of partnering with the founders and leaders of small-to-mid-cap private and public businesses looking to unlock outsized returns and realize their business dreams.

Q: How does SagePoint help a business unlock outsized returns?

Aaron Wolfe: There is no secret formula or one-size- its-all approach. Our role changes with every leader and business we work with.

Our role and engagement is dictated by the situation: sometimes we provide the processes and horsepower to complete acquisitions; other times we are active in helping to explain and assess different capital funding options and the tradeoffs between private equity investment or corporate credit alternatives; and in others it is about preparing a management team and its Board to go public.

All along the way, it is about listening and asking questions to help test and re ine the entrepreneurial vision.

Q: What are the most fun or exciting transactions to work on?

Aaron Wolfe: We are all about variety and trying to maximize outcomes for entrepreneurs and the stakeholders involved in the business.

The most exciting part of our job has nothing to do with the speci ics of a transaction; it is all about the look in an entrepreneurs eyes, and the sound and in lexion in their voice, when they achieve a signi icant business milestone they thought unachievable, or that they have been working tirelessly to overcome. When our partners are excited, we're excited, and when we're excited, we're typically having fun.

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