EXELEON SPOTLIGHT
LEADERSHIP BEING. NOT LEADERSHIP DOING.
EXELEON LISTS EFFECTIVE LEADERSHIP STYLES FOR WOMEN IN BUSINESS
In this edition of Exeleon Magazine, we delve into the essence of what truly defines transformational leadership. Our focus is not merely on the success achieved by these leaders but on the profound impact they have on their industries, their teams, and the broader community
At the heart of transformational leadership lies the ability to inspire and motivate. Leaders like Dr. Amol Soin, featured on our cover, exemplify this quality. They are catalysts for change, fostering environments where creativity and innovation thrive. They challenge the status quo and push boundaries, turning obstacles into opportunities for growth and learning.
These leaders also possess an intrinsic ability to connect with people. They build trust and loyalty through authentic engagement, demonstrating empathy and a genuine concern for the wellbeing of others. This human-centric approach is pivotal in their ability to drive change and achieve sustainable results.
Within these pages, you will find a series of compelling stories, insightful interviews, and expert analyses focusing on a diverse group of business leaders and entrepreneurs. Each profile delves into the strategies that have set these individuals apart and examines the impact of their work on their companies and society at large.
Exeleon Magazine
Embracing Excellence
600 N Broad St 5 Middletown, DE 19709, United States +1 302-907-9110
Editor-in-Chief –
Art Director –
Managing Editor -
Naomi Lam
Matt Reis
Creative Director –Daryl Yeung
Adam Waring
Project Manager –
Marketing Manager –
Customer Relationship –
Business Development –
Richard Dann Sofia Brown
Natasha Green
Matt Hale, Josh Wilder, Anish Miller
For any advertising related information, please contact info@exeleonmagazine.com.
Submissions as well as contributions to the magazine are welcome.
Take a moment and let us know about our magazine; whether it be about the design or a possible mistake, we would appreciate any feedback from your end. You can reach out to daryl@exeleonmagazine.com.
BornandraisedinDayton,Ohio,Dr. AmolSoin'sjourneyintothemedical ieldbeganaftercompletinghigh schoolinBeavercreek.Heembarked onachallengingbutrewardingpathat theUniversityofAkron,wherehewas partofacombined6-yearBS/MD medicalschoolprogram.
Hisearlyyearsweremarkedbya strongworkethicandakeeninterest inresearch,leadinghimtopublishthe book"CuringAmerica:ALookInside America'sFailingHealthCareSystem” whenhewas19.Thisworkhighlighted theplightofthe40millionAmericans (1997)withouthealthinsurance, despitethecountry'svasteconomic resources.
Dr.Soin'smedicaltrainingcontinuedat RushUniversityinChicago,wherehe specializedinanesthesiologyand furtherhonedhisresearchskills, particularlyinpainmanagement.His residencywasfollowedbyafellowship attheClevelandClinic,oneofthe UnitedStates'mostprestigiouspain managementdepartments.Here,Dr. Soinmasteredadvancedpain managementtechniquesand contributedtothe ieldthrough researchandpublications
Overtheyears,Dr.Soinhasdeveloped numeroustechnologies–drugsaswell asmedicaldevices.Mostrecently,in 2022,hesoldSoinTherapeuticstoa publiclytradedcompanyonNASDAQ for$30million.“Itwassupercool becausewhenweclosedthedealthey announceditontimessquareinNYC ontheNASDAQbuilding,”herecalls.
Withavisiontoaddresstheopioid crisisinMontgomeryCounty,Dr.Soin foundedtwocompanies:Soin NeuroscienceandSoinBioScience, biotechstartupsdedicatedto developingnon-opioidsolutionsfor painmanagement.
Witnessingthestaggeringstatisticsof addictionandoverdosedeaths,Dr. Soinrealizedtheurgentneedfor alternativepainmanagement solutions."Istarteditafterrealizing peoplearedyingofopioidoverdoses becausewedon'thavegreat alternativestotreatpainwithout addiction,"here lects.Hismissionwas clear:todevelopbetter,non-addictive waystotreatpain.
Thecompany'snotableachievements includethedevelopmentofanovel typeofspinalcordstimulator(Soin Neuroscience)andagelpatch(Soin BioScience),bothinnovative approachestopainrelief.Thespinal cordstimulatorusescustomized electricalsignalstoblockpainsignals inthespinalcord,whilethegelpatch offersaconvenientandeffective methodfordeliveringpainmedication.
Dr.Soin'sworkhasnotonly contributedtotheadvancementof painmanagementbutalsoprovided hopeforcountlessindividuals sufferingfromchronicpain.
Dr.Soin'scommitmenttohismission isfurtherillustratedbyhispersonal clinicalexperiences.Onesuch experienceinvolvesTyrone,aformer collegeathletefromSouthwestOhio. Tyronesufferedfromaseverenerve disorderthatresultedin excruciatinglegpain,tothepoint wherehecouldn'teventouchhisleg. Afterenduringthispainfor20years, TyroneturnedtoDr.Soinforhelp.
UnderDr.Soin'scare,Tyrone receivedtreatmentwithSoin Neuroscience'snoveland experimentalspinalcordstimulator, whichdeliversacomplexwaveform toblockpainsignals.Theresults werenothingshortofmiraculous. "Wedeliveredourproprietary complexwaveformandhispain droppedto0,"Dr.Soinrecounts.The momentTyronecouldtouchhisleg forthe irsttimeinyearswas profoundlymoving,withhiswife breakingdownintearsoverthe phone.Thisstory,amongothers, underscorestheprofoundimpact thatDr.Soin'sworkcanhaveorhas hadonindividuals'lives.Thisshort YouTubelinkshowsTyrone’sand othersstoryofpaindroppingto0 withthisnewdevice:ClickHere.
Talkingabouthiswork,innovations, andaccomplishments,he passionatelymentions“Thekeyisto alwaysputthepatient'sexperience irst.Ifyouspendallyourtimeand effortsfocusingonthat,thenyouare boundtodowell.”
InventedbyDrAmolSoinandDr EricSchepis,SoinNeuroscience's newspinalcordstimulatorisa marvelinthe ieldofpain management.Itoperatesthrougha surgicallyinsertedleadplaced directlyonthespinalcord, equippedwithmultipleelectrodes thattransmitelectricalsignalsto blockpainsignals.Thisprocess, knownasneuromodulation,alters the iringofpainsignals,offering patientssigni icantrelief.
Whattrulydistinguishesthisdevice isitsapproachtosignaling. Traditionalspinalcordstimulators emitbasicsignals,akintoblipsor beeps.Incontrast,Soin Neurosciencehaspioneeredtheuse ofcomplexelectricalsignals,akinto deliveringharmonioussymphonies tothenerves.Thisinnovative approachwasinspiredbythe realizationthatcertainsounds, muchlikemusicalcompositions, aremorepleasingthanothers.By convertingspinalcordstimulation signalsintoaformofnoise,the teamatSoinNeurosciencehasbeen abletoidentifyanddeliversignals thatarenotonlyeffectivebutalso moreagreeabletothepatient
Oneofthemostgroundbreaking aspectsofthistechnologyistheuse ofafrequencyofenergythatechoes througheveryatomintheuniverse, knownasthe"primordialsoundof theuniverse."Thisfrequency, believedtobesigni icantinthe creationevent,hasshown remarkableresultsinmakingpain virtuallydisappearwhenappliedto thespinalcord.
Dr.Soinhassharedinsightsinto thistechnologythroughaconcise two-minutevideoonYouTube, whichprovidesahelpfuloverview ofhowthespinalcordstimulator worksandtheprinciplesbehindits success:YouTubeVideo:Spinal CordStimulator
Byharnessingcomplexelectrical signalsandcraftingcustomized tunedsignalsspeci icanduniqueto eachpatient,SoinNeuroscienceis notonlyadvancingthe ieldofpain managementbutalsoofferinghope tocountlessindividualssuffering fromchronicpain.
Inadditiontothespinalcord stimulator,SoinBioSciencehas developedthe"gelpatch,"aunique painreliefsolutionthatapplieslike agelanddriesclearandfunctions likeapainpatch.Unliketraditional topicalmedications,thegelpatchis water-resistantandcan continuouslydelivermedicationfor 6-8hours.Itsinnovative formulationallowsfortargeted application,makingitidealfor treatingavarietyofpains,including jointpain,arthritis,andbackpain.
TheseproductsdemonstrateSoin BioScience'scommitmentto developingnon-opioidpainrelief optionsthatarebotheffectiveand patientfriendly.Byfocusingon personalizedtreatmentand innovativedeliverymethods,the companyismakingsigni icant stridesinimprovingthequalityof lifeforthosesufferingfromchronic pain.
Dr.AmolSoinisacutelyawareof thehurdlesfacedbythebiotech industry,particularlyintherealm ofpainmanagementandmedical innovation.Heoutlinesseveralkey challengesthatimpactthe developmentandadoptionofnew medicaltechnologies.
• Price Controls: Heexpresses concernaboutpotentialprice controlsonpharmaceuticals, whichcouldlimitthe inancial upsidefornewinnovations. "Thismayhavedownward pressureoninnovation,"he explains,emphasizingthehigh costsofdevelopmentandthe riskofnotbeingabletorecoup thoseexpenses.
• Regulatory Hurdles: TheFDA approvalprocessisanother signi icantbarrier, characterizedbyitsexpense andtime-consumingnature.Dr. Soinhighlightsthenecessityof rigorousstudiesforpatient safetybutacknowledgesthe challengestheypresentfor gettingproductstomarket
• Complexity of Clinical Trials: Pain,beingasubjective symptom,addsanotherlayerof complexitytoclinicaltrials.Dr. Soinnotestherelianceon patient-reportedoutcomes, whichcanbemorechallenging toquantifyandvalidate comparedtoobjective measures.
• David vs. Goliath: The dominanceoflarge multinationalcorporationsin thebiotechindustrypresentsa dauntingchallengeforstartups likeSoinNeuroscienceandSoin BioSceince.The
• transformationalleaderarticulatesthethreat ofbeingovershadowedorcrushedbythese giants,especiallyiftheirproductsposea disruptivethreat.
• Insurance Companies: Finally,hepointsout thereluctanceofinsurancecompaniesto covernew,potentiallysuperiortreatments duetocostconsiderations.Hecriticizesthe preferenceforcoveringcheaper,narcotic painkillersdespitetheiraddictivenatureand lackofef icacyinaddressingtherootcauseof pain.
Throughhisinsights,Dr.Soinshedslightonthe multifacetedchallengesthatinnovatorsinthe biotechindustryface,emphasizingtheneedfora supportiveecosystemthatfostersinnovationand patient-centricsolutions.
Dr.Soin'scommitmenttoinnovationandpatient careextendsbeyondhisclinicalpractice.Hehas servedinvariousleadershiproles,includingas PresidentoftheAmericanSocietyof InterventionalPainPhysicians,TheOhioSocietyof InterventionalPainPhysiciansandtheState MedicalBoardofOhio.Hiscontributionstothe ieldhavebeenrecognizedthroughmultiple awards,includingbeingnamedoneofAmerica's TopDoctorsinPainManagementandreceivingthe Patient'sChoiceAward(OhioPainClinic).
Today,Dr.Soincontinuestoleadthewayinpain managementasthemedicaldirectoroftheOhio PainClinic.Hisworknotonlyaddressesthe immediateneedsofpatientsbutalsocontributes tothebroadereffortstocombatopioidaddiction andimprovehealthcareaccessibilityintheUnited States.
Talkingabouthisvisiongoingforward,Dr.Soin concludessaying“Iamexcitedtocontinue bringing-innewinnovativetechnologiestothe market.”
Ready to fuel your ambition and receive your dose of inspiration directly to your digital doorstep?
Subscribe to Exeleon Magazine today, and enjoy the following perks:
Access each issue on your preferred digital device anytime, anywhere.
Dive deeper with bonus content, behind-the-scenes interviews, and special features reserved for our esteemed subscribers.
Join a network of likeminded individuals, share your story or interview, and be part of a thriving entrepreneurial community.
Thebusinessenvironmentwas changingbeforeCovid,but thesechangesarenowhappening atwarpspeed.Weareinthethroes ofapivotalmoment,facingthe greatesttransformationinhowwe worksincetheearlydaysofword processingandthedesktop computer(theso-called InformationRevolution).
Partofthistransformationis technology-related,butmostlyit resultsfromthechanging relationshipsbetweenemployees andemployers,combinedwithan unfortunatelackofpeople's leadershipskillsacross managementranks.
Theresulthasbeenincreasedfear, trepidation,anduncertainty aroundwhatitmeanstobea leaderintoday'sconstantly changingworldofbusinessand leadership.
Leadershipisnolongercon inedto theC-suiteoruppermanagement ranks.Leadershipnowincludes managers,supervisors,team leaders, irst-lineleaders,secondlineleaders,andthosehigherin organizations.Italsoincludes entrepreneurs,whetheryoursisa one-personbusinessoragrowing start-up.
Howcanyouovercomethefears anduncertaintyaroundleadership
today?Twoways:
1)Achangedandenhanced mindsetaboutwhatitmeanstobe aleader.
2)Understandingthatleadership ismoreaboutBEINGaleaderthan doingleadershipthings.
Unfortunately,wearenot witnessingtheinculcationofthis thinkingrapidlyenough.Toomany leadersstillwanttoreturntothe pre-pandemicwaysofleadership. Butthepre-pandemicmodelsof leadershipdonotworkwith today'sworkers.Employeeshave changedtheirmindsetsaboutthe roleofworkandtheworkplacein
theirlives.Now,leadersmust enhancetheirmindsetsaswell.
Thereisstilltoomuchemphasison whatleadersshoulddowhenitis moreimportantthatmanagersand leaderslearntoBELEADERS.
Tounderstandthisbetter,let'suse parentingasananalogy."Doing" parentingincludesdrivingchildren toschool,makinglunches, attendingtheirevents,etc.BEINGa parentincludesloving,teaching, motivating,comforting,being supportive,andprovidinga foundationforyourchildren's growth.
AsMikaJ.Cross,aworkplace transformationstrategistand strategicadvisortocorporations andgovernmentagencies,notes, "Leadership is like being the head of the family who sets the emotional thermostat of the home. Providing a reliable sense of security in a world that is constantly changing, much like parenthood, is what being a leader is about in today's workplace"
"Doing"leadershipentailssetting direction,conductingstaff meetings,dealingwithstaff con licts,andconductingannual performancereviews.Beinga leaderinvolvesmentoring, coaching,developingfuture leaders,andbuildingstronger relationshipswithteammembers. Italsomeansleveragingpersonal resilienceandadaptabilityskills.
AsCrosssays,"Being a leader in today's workplace means setting the tone, being calm in the storm, and guiding your team through the unknown with con idence and care.
This is how you embody the values you wish to instill while creating a legacy of empowerment and resilience while getting the job done"
Being a leader requires a mindset shift Youmustbeabletolookinthe mirror and see a con ident, authentic person ready to bring order to ambiguity, relate to all personality types, lean into uncomfortable but necessary conversations, and shoulder the responsibility of making some dif icult and sometimes unpopular decisions.
Leaders,managers,and supervisorsmustbecomepeoplecentricleaderstobuildsustainable businessesandorganizations.So whatshouldorganizationsdoto instilltheseleadershipmindset changesintheirleaders?Onestep istoswitchtheemphasisand relianceonleadershipskills trainingtodevelopingleaders(at alllevelsoftheirorganizations) throughcoachingandmentoring.
Leadershipcoaching,becauseitis ongoingandnotaone-offevent, buildscompetency,capability,and con idence.Italsogivesleaders andmanagersasoundingboardto spitballideasandevaluateoptions beforemakingdecisions.This helpsdrivesustainableand purposefultransformationinthe coachesandtheorganizational culture(whenmultipleleadersare coachedsimultaneously).Research alsoshowsthatleadership coachingpositivelyimpactstalent retention,anissuealmostevery
organizationstruggleswithtoday.
Beingasuccessfulleaderrequires apeople-centricapproachand mindset.ItiswhatIcallHumony Leadership.HumonyisawordI createdcomprisinghuman, humanity,andharmonyto emphasizetheleadingofpeople andtheneedforleaderstocreate workplacesofwellbeingand harmony
AttheheartofHumonyLeadership isthemindsetchangethatyou managethings,projects,processes, policies,andprojects,butyou LEADpeople!Throwoutthe notionthataleader'sroleisto managepeople.Managingpeople isa1980sconstructnotviable today.Noonewakesupinthe morningandsays,"Icannotwaitto bemanagedbymybosstoday" Andcertainly,nooneeverutters,"I lookforwardtobeing micromanagedatworktoday."
Howdoyoubuildworkplacesof wellbeingandharmony?The foundationismutualtrustand respect.Thelackoftrustisa seriousissueinourworkplaces.A globalstudybytheWorkforce Instituterevealedthetop ive factorsin luencingthelackoftrust inbosses:
1.Isnotopenortransparentin communication.
2.Isnotappreciative/doesnot providerecognitionorpraisefora jobwelldone.
3.Doesnotcommunicatewithme enough.
4.Doesnotvaluemypointofview.
5.Doesnotmakewisebusiness decisions.
Thatsamesurveysharedhow employeesbelievemanagerscan earnhigherlevelsoftrust:being dependable(52%),beinghonest (34%),activelylistening(28%), providinghelpfulfeedback(25%), andcaringaboutemployee wellbeing(22%).
Respectandtrustgohand-in-hand. Leadersdonotneedtobe"tough" or"hard-noseddrivers"toproduce outstandingresultsthroughothers. Youcangetagreatdealmore accomplishedbybeingakind, compassionate,caring,and respectfulleader.
Leadersneedtostoptreating employeesasonlyameanstoan
end.Thismindsetcontributesto millionsofpeoplequittingtheir jobsandseekingnewemployment withorganizationsthatvaluethem ashumanbeings(notasassets, resources,orheadcounts).
Therehasbeenafundamental changeinwhatpeoplevalue.Work isnolongerthemostimportant thingthatde inesalargeportionof theworkforce.Workingharderand longerisnolongerworth sacri icinghealth,harmony, personalrelationships,and nonworkresponsibilities.
Peoplewanttobeled,not managed.Theywant(andneed)to becoached,mentored, empowered,unshackledfrom directives,andfreedfrombeing toldhowtoaccomplishtheirwork. Theyalsowanttobegiven opportunitiestogrowtheirskill
setsanddecision-making capabilities.
Leadersneedtoexcelatcoaching andpeopledevelopmentaspectsof leadership.Andtheymuststop micromanagingandstartmicrocoaching.
Yes,fundamentalmanagerialand leadershipskillsremainimportant, justasbasicparentingskillsdo. Butbasicskillsonlygetyousofar, aswilldoingthethingsyouthink leadersshouldbedoing.Tostepup yourleadershipgame,focuson BEINGaleaderinsteadofdoing leadershipstuff.Theperformance ofyouandyourteamwillimprove andyourlegacyasaleaderwill grow
StevenHowardistheaward-winningauthor of22leadership,business,andprofessional developmentbooks.HeistheFounderand CEOofDionLeadership,aleadershipand organizationdevelopmentconsulting irm basedinMichigan.HislatestbookisHumony Leadership:Mindsets,Skills,andBehaviors forBeingaSuccessfulPeople-CentricLeader InawardingthebookaGoldMedal,the Non ictionAuthorsAssociationcalled HumonyLeadership"asigni icantworkwith animportantmission."
Stevenwasnamedoneofthe2023Top200 GlobalBiggestVoicesinLeadershipin recognitionofhisthought-provokingand leading-edgethinkingonleadershipandto the2023CREAListofTopIn luentialLeaders forhisthoughtleadershipandwriting.
Hehastrained,coached,andmentoredover 11.500supervisors,teamleads,managers, andleadersoverthepast30years.
eetLiviuTanase,avisionary entrepreneurandthemind behindZeroBounce,aleaderin emailvalidation,deliverability,and email- inding.
Withapassionforinnovationanda keeneyeforopportunitiesintheB2B techspace,Liviuhasfounded ive companies,eachcontributingtohis reputationasaserialentrepreneur
Asanemailmarketingthoughtleader, Liviu'sinsightsandexpertiseare highlysoughtafter,leadinghimto contributetorenownedpublications suchasInc.andEntrepreneur.His entrepreneurialspiritand contributionstothetechindustry havenotgoneunnoticed,asForbes magazinehonoredhimontheir ForbesNext1000list,celebrating "entrepreneurialheroesrede iningthe Americandream."
Readthisexclusiveinterviewwith LiviuTanaseformoreinsightsintohis
journeyandaboutZeroBounce.
What according to you makes one transformational? How do you integrate the same thought into your leadership?
Youbecometransformationalin businesswhenyoupushforbetter.As Iliketoremindmyself, your strengths aren't your problem; rather, it's your weaknesses.
Whenyou'rewillingtoconquer yourweaknesses,you'llcreate dramaticchangesinyour organizationandinthepeople aroundyou.
Youintegratethatinto yourleadershipby alwaysleadingby example.Ifyousee thatsomeoneis missingthemark, tryto indoutif thecauseis
somethingyoupersonallyneedto improveon.Idon'tthinkyoucanbe transformationalorinnovativeuntil youstartassessingprogressand decidingondirection.It'sso importanttocalibrate.Youdon't wanttoexertyouroperationinthe wrongdirection.
Can you share the story of how you ventured into entrepreneurship, and what motivated you to establish ZeroBounce?
Ican'teverremembernothavingan entrepreneurialheart.Icanrecall seeingmoviesearlyonthat depictedbusinessmen.They traveledaroundandgottobeapart ofexcitingthings.
Also,I'vealwaysbeenfascinatedby technology.Ilovedstayingabreast ofallthingstechandwasalways wonderingabouttechnology's evolutionanditsimpactonthe world.
My irstbusiness?Iwasjustakid.I wassellingcomputers,butitwasan of linebusiness.Then,everyone seemedtohaveinternetaccessand Iwantedtomovewiththetimes.I gotinvolvedintelecommunications andworkedwithsometalented people.Iwasalwayslearningand thinkingaboutwaysinwhichI couldbringmycontributiontothe techspace.
I irstgottheideaforZeroBounce abouteightyearsago.Bythen,Ihad alreadygrownanemailmarketing businessinEuropeandknewthe manyfacetsofemailandwhatgoes intorunningsuccessfulcampaigns. Connectingwithrealpeopleis whereitallbegins–andtodothat, youneedgenuine,validemail
addresses.
Emailcontactsdecayfast–about 23%ofanemaillistdiesyearly. Therewereafewservicesoutthere thatcouldcheckthevalidityof emailaddresses.AlthoughIwas impressedwiththetechnologyof theseplatforms,Icouldn'thelpbut envisionsomealternative approaches.Theideaof improvementisahugedriving forceforme,soIgatheredasmall teamofexpertsandgottowork.
Then,theexcitementofanew venturestartedfeedingmewith energy.Weweregoingtobuildour ownemailvalidationserviceand improvethewaypoor-qualitydata isdetected.Ourgoalwastogive
emailsendersamorereliable mannertoreachtheircustomers.
Congratulations on being a Forbes Next 1000 honoree. How has this recognition impacted your work and your position as a thought leader in the tech space?
BeingaForbes“Next1000” honoreewasarealachievement.I lookatawardsandotherpublic recognitionsasanindicatorthat you'redoingagoodjob,butthe thingIalwaystakefromthemisto tryandworkharder.You'dthink thatitwouldmakemefeellikeit's timetocoast,butitgoesbacktothe desiretobeinnovative.Youwon't getanywhereifyoubecome complacent.
TheForbesawardalsosolidi ied ourhard-earnedtrustwithour audienceandgottheattentionof morebusinesseslookingtoboost theiremailresults.Thatonly motivatedmeandmyteamfurther tocontinuebeingpioneers.
Please highlight some key milestones and achievements of ZeroBounce that you are particularly proud of.
Itwasamilestonetolaunch,which anyonewhohasstartedabusiness cantestify.Throughtheyears,there havebeenafewthingsthatstand outinmymind.Whenwevalidated our irstbillionemailaddresses. Everybillionsincethenisexciting. We'reat24billionnow–three
Itwasthrillingwhenwemadethe Inc.5000listforfourconsecutive yearsinarow.Forbes“Next1000” wasamilestone.Anytimesomeone recognizesyou,it'sareasontobe happy.Butthenumberonesource ofpridecomesfromourcustomer reviews.That'sreallywhatit'sall aboutforus.We'vegotalotof satis iedcustomers–morethan 300,000,includingbrandslike Amazon,Net lix,andSephora.
What advice do you have for businesses looking to optimize their email marketing strategies, considering the dynamic nature of the digital landscape?
Ifyouwanttooptimizeyouremail marketing,youmustbewillingto putinthetimeandeffort.But thankfully,therearesomany aspectsyoucanautomate.For instance,theeasiestwaytoengage yourcustomersrightawayisto sendawelcomeemail.Theseemails tendtoperformwellandhelpyou createanimmediateconnection withyouraudience.
Also,segmentingyouremaillist allowsyoutocreatemorerelevant emailsandincreaseyourclickrates. Theaveragepersonreceivesabout tendozenemailsdaily.So,before yousendanemail,askyourselfif youwouldwanttoopenit.Howwill youstandout?Bymakingsure everyemailspeakstoaspeci ic audienceanditsneeds. Personalizationisamust
Finally,keepaneyeonyour metrics.Ifit'sbeenmorethansix monthssinceyoucheckedyourlist, chancesaremanyofyouremails arebouncing.Anaveragebounce
rateof2%isacceptable,butifit's higher,youremaillistisn'thealthy, andyourcampaignsmaybegoing tospam.Ittakesonlyminutesto removethatinvaliddataandhelp youremailsgettotheinbox.
Onceyoubecomefamiliarwith emailvalidation,lookintoother emailoptimizationtools.For instance,younolongerhaveto wonderwhereyouremailendsup. Youcanuseaninboxtesterto determineifyouremailwilllandin theinbox.Ifyou indoutthatit's goingtospam,youcanmake changessoitcangototheinbox.
What are your future aspirations for ZeroBounce, and how do you envision the company evolving in response to the evolving needs of the market?
Globalemailusagehasseen exponentialgrowth.Morethanhalf ofthepeopleinourworldcurrently useemail.It'sastonishingtome thatwecanallcommunicateso easily.Andwedon'ttakebeinga partoftheemailindustrylightly
Ourultimategoalistocontinue buildingZeroBounceintothebest emailoptimizationplatform.We've madeZeroBounceaplacewhere businessescan indeverything,they needtoaccomplishtheiremail communicationgoals.Therewillbe evenmoreservicesonourplatform, oneofwhichislaunchingsoon.
WiththeproliferationofAI, businesseswilltrytopreserveand strengthentheirhumanconnection withtheiraudiences.The irststep towardthatistobeinpeople's inboxes–andallourtoolswork togethertohelpourcustomers accomplishthatgoal.
ZeroBounceisanawardwinningemailveri ication, deliverability,andemail indingplatformhelping 300,000+customersachieve emailsuccess.
Its99%accurateemail validationserviceremoves obsoleteandriskyemail addressestohelpsenders preventbouncesand maintainagoodreputation. ZeroBounce'semail deliverabilitytoolkit–includinginboxtestingand DMARCmonitoring–further
supportscompaniesintheir questtoreachtheinbox. ActivityData,oneof ZeroBounce'smostpopular features,offerssubscriber activityinsights,allowing marketerstotargettheir mostactiveaudiences.Email FinderisZeroBounce'slatest toolthatprovides professionalswithvalid businessemailaddressesto enhancetheiremail outreachefforts.
ZeroBouncehasvalidated 24+billionemailsand
servescompaniesofallsizes, fromsolobusinessowners toAmazon,Disney,Net lix, andSephora.Theplatform ensuresmilitary-grade securityandisGDPR,SOC2 Type2,ISO-27001-certi ied, andIndiaDPDP-ready
In2022,ZeroBounce foundedEmailDay(April 23),nowaninternational holidayhonoringemail inventorRayTomlinson.
Mostemployershaveitwrong. Theyhiresomeoneandthen immediatelydiveintoscorecards, KPIs,andROI'swithoutmeasuring theeffectivenessoftheinitial onboardingprocess.Offerletters typicallyhavea“90Day Probationary”periodintheletter butwhoistosayifthenew employeeisatotalrockstarora colossaldisaster?The90-day probationaryperiodissoarbitrary Let'sgetthisrightonceandforall andstartwithonboardingandthen moveintoscorecardsandKPIs.
Didyouknowonly12%ofnew hiressurveyedsaidtheir organizationhadagood
The list of Measurables we need to Consider as Employers
Wri en by Molly McGrathonboardingprocess?Thatpresents ahugeopportunityconsidering employeeswhoundergoeffective onboardingare2.6xmorelikelyto besatis iedintheirworkplace.Just 29%ofnewemployeesreported thattheyfeelfullyreadyand supportedtoexcelintheirnewrole.
Thisisexcitingnewsforemployers. Becauseitreallyisthateasyto createanamazingculturewhere rockstaremployeesneverwantto leave.Anintentionalonboarding initiativewillresultinemployees sayingtheyhave'thebestjob.'
Peopleonboardingprogramsare essentialforanybusinessthat wantstoattractandretaintop talent.Intoday'scompetitivejob market,newemployeeshavemore
choicesthanever,andthey'renot afraidtowalkawayfromajobthat doesn'tmeettheirexpectations.
Asuccessfulonboarding90-day programwillensureyouwillknow ifthenewemployeeishittingthe balloutoftheparkorstruggling. Anactiveonboardingprocessgives newemployeesenoughtimeto learnaboutthecompanyculture, theirroles,andresponsibilities,and howtobesuccessful.
1.Culturalimmersion.New employeesneedtofeellikethey're partofsomethingbiggerthan themselves.Theyneedto
understandthecompany'svision, mission,andcorevalues,andhow they itintotheoverallpicture.
2.Successfulintegration.New employeesneedtoknowwhat successlookslikeintheirrole.This meanshavingclearexpectations andgoals,aswellasregular feedbackfromtheirmanager
3.Consistentupkeep.Onboarding doesn'tendafteranewemployee's irstweekormonth.It'sanongoing processofprovidingsupportand guidanceandhelpingthemfeel comfortableandvalued.
Ÿ Startbeforedayone.Sendyour newemployeeawelcomeemail withinformationaboutthe company,theirrole,andwhatto expectontheir irstday.Youcan alsosendthemlinkstorelevant onboardingmaterials,suchas theemployeehandbookandthe companydirectory.
Ÿ Makeagood irstimpression. Ontheir irstday,giveyournew
employeeatouroftheof ice, introducethemtotheirteam members,andsetthemupwith theircomputerandother supplies.
Ÿ Provideclearexpectationsand goals.Meetwithyournew employeesregularlytodiscuss theirprogressandprovide feedback.Helpthemsetgoals forthemselvesanddevelopa planforachievingthem.
Ÿ Offersupportandguidance.Be availabletoansweryournew hire'squestionsandhelpthem troubleshootproblems.Youcan alsoassignthemamentorwho canprovideguidanceand support
Ÿ Createasenseofcommunity. Encourageyournewemployee togetinvolvedincompany eventsandsocialactivities.This willhelpthemfeelmore connectedtothecompanyand itsculture.
Onboardingdoesn'thavetobealot ofwork.Andwhencoupledwith
MollyMcGrathistheFounderandCEOof Hiring&EmpoweringSolutionsandthe authorofAmazon'stop#1BestSeller:‘FixMy Boss:TheSimplePlantoCultivateRespect, RiskCourageousConversations,andIncrease theBottomLine.’
Sheisathoughtleaderwith27yearsof
WeeklyScorecardMetricsthe investmentoftime,attention,and feedbackintoyourpeoplewillpay offinthelongrun.
Wehavetorememberwearehiring humanbeings irstandforemost, andhumanbeingssecondly.Itisthe human“being”stuffthattypically createsa“badhire”oran “underperformingemployee”
Inourexperiencewhenemployees aregivenintentional,consistent timeandfeedback,theyaresetup forcontinualsuccess.Theywantto stretchandgrowbecausetheyare gettingfeedbackinreal-time.Both leadershiptrainingandgeneral employeedevelopmentcanalign underthesameactionplan,tailored toeachrole.
Thus,bygivingyouremployees dedicatedtimeforonboardingfor the1 90daysandthenweekly st Scorecardmetrics,youhelpthem becomeproductivemembersof yourteammorequicklyandreduce theriskofturnover.
experienceintheCEOspace.Sincethelate nineties,Mollyhascoached,consulted,and directedpresidentsandfoundersofnational organizationsandover4,500law irmsin executive-levelleadership,continuous improvement,andteamempowerment initiativestoin iltratenewmarkets,leverage partnerecosystems,andproducepro itability
Inthisexclusiveinterview,wedelveinto thetransformativeworldofconscious leadershipwithCarolinaCaro,CEOand FounderofConsciousLeadershipPartners. Carolinabringsauniqueperspectiveto leadershipdevelopment,focusingon assistingleadersfrommulti-generational backgroundsinsheddingdetrimental generationalconditioningtounlocktheirfull potential.
Withanemphasisonintegrating mindfulnessandontologyintohercoaching practices,Carolinaisdedicatedtofostering environmentsthatencourageself-awareness andproactivebehavioralchanges.Through herinnovativePOCAmodel—Pause,
Observe,Choose,Act—sheaimstoequip leaderswiththetoolsnecessarytomake incrementalyetimpactfulchanges,paving thewayformoredynamicandinclusive workplaces.
Can you please introduce yourself, your business, and your specialization as a coach.
I'mCarolinaCaro,CEOandFounderof ConsciousLeadershipPartners,a irmthatis dedicatedtoconsciousleadership developmentthroughcoaching,training,and speaking.Wespecializeinsupporting leadersfrommulti-generational organizationstounlearnanyunfavorable
GenerationalConditioninginorder toconsciouslydevelopbehaviors thatwillcultivatetheirleadership potential.
GenerationalConditioningincludes beliefs,behaviorsandsomatic experiencesthatareingrainedfrom theirformativeyearsthatin luence howtheyseetheworldandhow theyshowupasleaders.Tocreate future-forwardworkplacesthat leveragethestrengthsofour multigenerationalleaders,weneed toprovidethemwiththetoolsto discernwhichhabitsareserving themandwhichonesarenot.
As a coach, what are some of the biggest challenges that you have faced in your journey?
Therehavebeensomany challengesonthispath!Iwould dividethemupintotwosections, thepersonalchallengesandthen thechallengesofrunninga business.
Thepersonalchallengeshavebeen abouttheinnerworkthatcoaches needtodoonthemselvesto sharpentheirskills.I'vehadso manymentorssharewithmethat yourworkasacoachisonlyas goodashowdeepyou'rewillingto goonyourowndevelopment journey.Thatallowsyoutobemore mindfultomitigateanybiaseswith aclient,avoidthedesireto ixthe otherperson,givethemadviceor evenprojectyour"stuff"ontothem.
I'vehadmyownGenerational Conditioningtounlearnandmost ofthathasrevolvedaroundselfworthandexaminingmyscarcity beliefs(thatthereisn'tenoughlove, money,time,resourcesetc.).
Thebusinessdevelopmentsideis tiedintothepersonalspace becausesuccessisoftenare lection ofourself-worthandbeliefs.And there'salsothechallengeof managingsomanyaspectsofthe business(sales,marketing,admin, operationsetc.)inadditionto actuallycoaching-thatitcanoften beoverwhelming.
Then,there'sbringingonateam andallthenewchallengesthat comewiththat.ButIwouldn'ttrade itforanythingbecausethisismore thanajobforme,it'smycalling.
Can you share a success story or a signi icant achievement in your coaching career?
Iattributemanyofthesuccess storieswhereindividualshave experiencedatransformational shiftintheirperspectiveand behaviorstotheframeworkthatI developedinourpractice.Ispentso manyyearsstudyingdifferent modelsbuttheonethatin luenced methemostweremindfulnessbasedpractices(whichisabout heighteningtheawarenessofour thoughts,feelings,andthe sensationsinourbody)and ontology(whichisthenatureof being).
OurmodeliscalledthePOCAmodel forchange,inspiredbytheSpanish wordfor'small'.Andthisisto underlinethepowerofincremental stepsthatcanhaveabigimpact TheacronymPOCAstandsfor Pause,Observe,ChooseandAct
Whenindividualshavean opportunitytointentionallypause, thisiswhereself-awarenessbegins. Observeiswheretheycanbeginthe discernmentprocessofthe
behaviorsthatmaynotbe supportingthegoalstheywantto achieve.ThatleadstoChoosinga differentbehaviorthatwillbemore alignedwiththeiroutcomeand inallysteppingintoAction.
Onestorythatcomestomindisa leaderthatwascompletely unawareofhowherdefense mechanismsandcopingstrategies werecreatingatoxicwork environment.Whenshestartedto uncovertheseblindspots,her commitmenttochangewas profound.Itwasabigahamoment forhertorealizehowher GenerationalConditioninghadbeen in luencingherleadershipstyle.For her,therewerecontrolling tendenciesthatshehaddeveloped asayoungchildtobeableto managethroughturbulentfamily matters.Thattranslatedinto micromanagementwithherteam whowereveryfrustratedbyher style.
Whenshestarteddoingtheworkto recognizethathercurrent circumstancesdidnotwarrantthe defaultresponsesshewasusedto using,itchangedeverything.She becameamorecompassionateand collaborativeleader.Anditeven helpedhercircumstanceswithher family.It'sstorieslikethatwhich getmeupeverymorning.
How do you measure the impact of your coaching on your clients or teams?
Thecompaniesthathiremeto coachtheirleaderswanttoseean ROIontheinvestmentthattheyare makinginthecoachingprocess. That'swhyit'ssoimportantto workwiththecoachandthe executivesponsorfromthevery
beginningtoclearlyde inewhata successfulengagementlookslike.
Forexample,inthesuccessstoryI shared,wehadidenti iedthatwe wantedtoshiftthe micromanagementtendenciesfora leaderwhowouldbecomemoreof acoachtoherteam.Insteadof givingthema ish,shewouldteach themhowto ish.Andwhenshe steppedintobettersupportingher teammembersthatwaysothatshe didn'thavetojumpintodothe tasksherself,thatwasonemarker ofsuccessfortheengagement
Thereareusually3-5cleartargets thatweaimforinanygiven engagementtode inesuccess.
What advice would you give to other women aspiring to be leaders in the coaching industry?
I'moftenapproachedbypeople whoarethinkingaboutgoingdown thispathandIjustsay,"start!". Don'tspendtoomuchtimeinyour headbecauseyoumighttalk yourselfoutofeventrying.Andby actuallygettinginthering,you allowyourselftheopportunityto
grow,makemistakes,navigatethe challengesanddeterminewhether it'stherightpathforyou.
Iwouldalsosaythatit'simportant tohirehelpsoonerthanlater Havingsupportistheonlywayto growandsometimeswedon't investinourselvesearlyenoughin theprocessbecauseitcanbescary tohireteammembers.Thisisone thingIwouldde initelychangeifI hadtogobackanddoitallover again.Iwouldhiresupportevenon apart-timebasisalmost immediately.
What are your future goals for your business and brand? What is your vision through coaching?
IlookatConsciousLeadership Partnersasamovementthatcanbe aportalforhealingandgrowthso thatcollectivelywecanbebetter leadersandoverallbetterpeople.I haveseenthechangethat individualsandteamexperienceas aresultoftheworkandit's completelytransformative.
I'dloveforourbrandtohavea globalpresenceandforthework wedotobeaccessibletomore peopleandmoreorganizations.We areinastateofgrowthrightnow andIwelcomethepartnershipsand collaborationsthatwillcomefrom beingopentoco-creatingthis visionwithothersbecauseittakes avillage.
Inthedynamiclandscapeofwomeninbusiness,leadershipstylescan makeasigni icantimpact.We'vegatheredinsightsfromeightfemale leaders,includingfoundersandCEOs,tosharethestylesthey'vefound mosteffective.Fromempathyandauthenticitytoteam-focused leadership,thesearethediverseapproachesthathaveresonatedin theirprofessionaljourneys.
OnestylethatI'vefoundtoresonate profoundlywithwomeninthelegal sectorisleadingwithempathyand authenticity.Thisstyleforegrounds theempowermentoffuturefemale leadersbyacknowledgingand addressingtheuniquechallenges theyencounter,particularlyin traditionallymale-dominated ields likelaw
Theef icacyofthisapproachliesin
itsunderlyingethosofsolidarity andguidance.Mentorshipcreatesa supportiveframeworkwherein experiencedwomenleadershelp theupcominggenerationnotjustto excelintheirlegalcareersbutalso to indpassionalongwith equilibriumintheirpersonal lives—aharmonythatisoften consideredfar-fetchedinhighstakesenvironments.
Frommypersonalexperience, havingenteredthelegalprofession whenfemalementorshipwasa rarity,Iunderstandtheimpactsuch leadershipcouldhavehad.Starting alaw irmwhilesevenmonths pregnantcamewithamedleyof challenges,frombattlinginherent
genderbiasestomanagingthe delicateinterplaybetween professionalambitionsand familyresponsibilities.These adversities,thoughstressful, equippedmewithinvaluable insightsandasteelyresolve.
Now,withaplatformofmyown,I choosetoempowerotherwomen bysharingtheinsightslearned irsthand,frommanyyearsoftrial andtribulation.Bybeingthe mentorIonceneeded,Iendeavorto nurtureamoreinclusiveand supportivelegalcommunity.I irmlybelievethatwhenwomen leaderstakeanactiverolein mentoring,theynotonlystrengthen individualcareersbutalso contributetoreshapingthe industry'svaluestowardsamore equitableandsupportiveculture.
Thecoachingapproachto leadershipisaparticularly impactfulleadershipapproachfor womeninbusiness.Itisthe approachIpredominantlyusein myownbusinessandtheapproach Icoachmyexecutiveandmid-level leaderstoadopt.Thecoaching
InmyexperienceleadingandcoowningBonsaiBuilders,a construction irm,I'vediscovered thatacollaborativeleadershipstyle isexceptionallyimpactful, especiallyforwomeninbusiness. Thisapproachhingesonopen communication,sharedobjectives, andcollectiveproblem-solving, whichareallvaluesweprioritizein ourcompany.Forinstance,we makeitapointtoinvolveourteam andclientsindecision-making processes,ensuringeveryonefeels heardandrespected.
Onespeci icexampleofthisin actionwasduringachallenging homerenovationproject.Wefaced unexpectedstructuralissuesthat signi icantlyalteredtheproject's scopeandbudget.Ratherthan makingunilateraldecisions,we heldaseriesofdiscussionswith ourteamandtheclients.Byopenly discussingeachother'sconcerns
approachtoleadershipfocuseson guidinganddevelopingothersto reachtheirfullpotentialrather thansimplydirectingorinstructing themon“how”todoit.Inmy experience,thisapproachcomes morenaturallytowomen,perhaps asaresultofhowwomenareraised inourculture.
Leaderswhoadoptacoaching approachsupporttheirteam memberstoidentifytheir strengths,weaknesses,blindspots, goals,andopportunitiesforgrowth.
andpotentialsolutions,we ultimatelydevisedacreative remodelingplanthatmetthe clients'needswithout compromisingonqualityor escalatingcosts.Thiscollaborative effortnotonlyledtoasuccessful projectoutcomebutalso strengthenedourrelationshipwith theclientandcrew,reinforcingthe trustandrespectthatarecriticalto ourbusiness'reputation.
Whatmakesthisleadershipstyleso effective,inmyopinion,isitsfocus onbuildingandnurturing relationships.Whetherit'swith employees,clients,orpartners, adoptingacollaborativeapproach fostersasenseofbelongingand signi icance.Itdemonstratesa
Thisapproachischaracterizedby activelistening,askingpowerful questions,providingconstructive feedback,andofferingsupportand encouragement
Iamabigbelieverthatwhenwe aredoingourownwork,applying thecoachingapproachto leadershiptohowweareleading ourselves,wewillshowupasour mostevolvedselvesandsupport ourteammemberstodothesame. Thisiswhatworkplacesneednow andinthefuturetothrive.
commitmenttomutualsuccess, ratherthanasingularfocuson personalorimmediatebusiness gains.
Ina ieldlikeconstruction,where projectscanoftenbecomehighstressenvironments,maintaining openlinesofcommunicationand ensuringeveryoneisalignedand committedtoacommongoalcanbe thedifferencebetweenaproject's failureanditssuccess.
Asafemalebusinessleader, investor,anddedicated professional,I'vefoundthat adoptingatransformational leadershipstylehasbeen particularlyimpactfulforwomenin business.Thisapproach emphasizesfosteringasupportive andempoweringenvironment, whereleadersinspireandmotivate theirteammemberstoreachtheir fullpotential.
Byprioritizingopen communication,mentorship,and individualizedattention,
AI
Strategist,Juliety
Anunapologeticleadershipstylecan beincrediblypowerfulforwomenin business.Toooften,womenfeel pressuretosoftentheirapproachor downplaytheirambition.An unapologeticstylemeansowning yourexpertise,advocatingfor
transformationalleadership encouragescollaboration, innovation,andpersonalgrowth withintheorganization.Thisstyle alignswellwiththerelationaland empatheticstrengthsoften associatedwithwomenleaders, enablingthemtocultivatestrong bondswiththeirteammembers anddrivesustainablesuccessin
Amy Tribe, Director, OGLF (Our Good Living Formula)
yourself,andrefusingtoshrinkback to itoutdatedexpectations.
Thisdoesn'tmeanbeing aggressive—it'saboutcon idence andclarity.Whenwomenleaders areunapologeticabouttheirgoals andthevaluetheybring,itcreatesa rippleeffect.Itsetsapowerful exampleforotherwomenand challengesthoseoutdated stereotypesthatcanholdeveryone back.
today'sdynamicbusiness landscape.
Af iliativeLeadershipisthe modern,in luentialleadership
style,particularlyeffectivefor womeninbusiness.Itdemonstrates con idenceandempowermentin femaleleadership.Theshiftto remoteworkhasallowedformore lexibilityinpersonalpresentation andleadership,re lectingchanging mindsetsandadaptationstothe “newnormal”inleadership approaches.
Inmyexperience,leaderswho embraceanaf iliativestylefocuson fosteringasenseofunityamong theirteammembers.Female managerswhoadoptthisstyle prioritizeestablishingemotional connectionswitheachemployee. Thebeliefisthatteammembers whofeelastrongbondwiththeir colleaguesaremoremotivatedto excel.Thisapproachtoemotional connectionisespeciallyresonant forwomen,enablingustobuild moreintimateandcohesiveteams asleaders.
Oneleadershipstylethathas demonstratedsigni icantbene its forwomenwithinourServices companyistheparticipative(or democratic)leadershipstyle.This approachactivelyinvolvesteam membersinthedecision-making process,fosteringasenseof
ownershipandaccountability amongeveryone.
Frommyperspective,whatmakes participativeleadershipespecially effectiveforwomenisitsabilityto createanenvironmentofmutual respectandcollaboration.Itallows fordiverseperspectivestobeheard andvalued,whichiscriticalina ieldasnuancedasmatchmaking, whereunderstandingdifferent viewpointsandemotional dynamicscanmakeallthe differenceinservicedelivery
Thisstyleencourageswomento speakup,sharetheirinsights,and contributetothedirectionof projectsandinitiativescon idently. Bypromotinginclusivityandequal participation,ithashelpedtobreak downtraditionalhierarchieswithin ourcompany,enablingwomento shineasleaders,innovators,and problem-solvers.Theresulthas beenamoredynamic,creative,and cohesiveteamdynamicthatdirectly bene itsourclientsandbolstersthe overallsuccessofourbusiness.
Ateam-focusedwayofleadinghas workedwellformeasawomanin charge.Peoplecompletetheirbest workthroughcooperation,not commands.
Bytrustingworkersfreelywith responsibilities,theirtalentsshine through.Myexperiencealso complementstheirefforts. Problemsgetsolvedsmoothly togetherversusthrough confrontation.
Anopen-doorpolicyinvites empathytowardissues.Iaimto addressconcernsthroughengaged
discussion,notjustordersalone. Thisfostersownershipoverjobs throughparticipation.
Valuingvariedviewscounters biasestryingtodismisswomen leaders'worth.Bycultivating strengthsthroughteamwork, careerssucceedun-tiedtounfair limitsblockingsuccessdueto genderunfairly.Resultsprove steadythroughcooperationbuilt onencouragementandhardwork.
Differentsituationsrequire adjustedstyles.Butanoutwardlookingapproachuni iesskilled,
driventeams,enhancingoptions forallbasedonmutualrespect overimposedmanagementonly Positiveenvironmentslettalents thrivewherediversestrengthsjoin forces.
InarecentstudybyMoengage, titled"TheStateofCrossChannelMarketing2024,"it hasbeenrevealedthatB2Cbrands areincreasinglyfocusingon acquiringnewcustomers,with 57%ofrespondentsconsideringit atopobjectivefor2024.Thisis followedby44.9%whoaimto increasecustomerengagementor loyalty,and40.8%whoare focusedonretainingcurrent customers.
Thereporthighlightsatrend wheremarketersareawareofthe long-termbene itsofcustomer retention,butthemajoritystill prioritizeacquisition.Thisis attributedtochallengesin retainingexistingcustomersdue toineffectivepersonalization, causedbydatasilos,lackofreal-
timeanalytics,andinadequate toolsandmethods.
Customeracquisitionisnotably moreexpensivethanretention, potentiallycostingbetween5to 25timesmore.However,thestudy pointsoutthatincreasing customerretentionratesby5% canboostpro itsby25-95%, showcasingtheuntapped potentialforROIthroughretention strategies.
Emailremainsthemostpopular engagementchannelfor89.6%of B2Cmarketers,followedbysocial media(80.3%),desktopwebsite (67.1%),andmobilewebsite (65%).Despitetheuseofmultiple channels,emailisstillconsidered themosteffectiveforengagement byoverthree-quartersof marketers.
Thereportalsoemphasizesthe growingimportanceofdigital channelssuchasmobileapps, SMS,andmobilepush noti ications.Marketerswho overlookthesechannelsrisk missingouton irst-mover advantages,asthesechannelshave shownpositivecorrelationswith ROI.
TheimpactofAIincross-channel marketinghasbeensigni icant, withover66.61%ofmarketers consideringitimportantorvery important.Topusesinclude contentgeneration,subjectline selection,targeting,andcustomer chatbots.Thestudywarnsthat marketersnotleveragingAIare losingoutontheopportunityto analyzevastamountsofdataand deliverrelevant,engaging experiences.
MoEngage,aninsights-led customerengagementplatform,is trustedbyover1,200global consumerbrands.Theplatform empowersmarketersandproduct ownerswithinsightsinto customerbehavior,enablingthem toengagecustomersacross variouschannels.MoEngageis recognizedasoneofthemost preferredvendorsfor multichannelmarketing,witha strongpresencein35countries.
Inalandmarkdealthat underscoresthetransformative impactofarti icialintelligence (AI)onthelegalsector,San Francisco-basedcustomLLM startupMiragehasbeenacquired byGenAIcompanyHarvey,backed bySequoiaandtheOpenAIstartup fund.Thisacquisitionissetto accelerateHarvey'smissionto reshapethefutureofprofessional servicesthroughappliedresearch inAI.
Thelegalindustryispoisedfora seismicshiftasAI-driventech companieslikeHarveyemergeas formidablecompetitors.Goldman SachspredictsthatgenAIcould replaceupto44%oflegaltasks, whileReutersforecaststhat traditionallaw irmswillface intensecompetitionfromAIpowered irms,compellingthemto eitheradaptorriskobsolescence.
TheintegrationofAIinlegal servicesisexpectedtobringabout signi icantchanges,including:
Ÿ TheintroductionofArti icial IntelligenceasaService (AIaaS)toolsinlaw irms;
Ÿ TheriseofAI irmsas alternativelegalservice providers(ALSP);
Ÿ Areductioninjuniorrolesand adecreaseintimespenton basictasks;
Ÿ Ashiftinbillingfrombillable
hourstovalue-basedpricing;
Ÿ Adisruptionofthetraditional pyramidhierarchyinlegacy irmstructures.
Whilethelegalindustryhas historicallyapproachedAIadoption withcaution,duetoconcernsabout explainabilityandaccountability, theacquisitionofMiragebyHarvey indicatesthatthesechallengesare beingaddressedasAImodels becomemoretransparentand reliable.
Inthisevolvinglandscape,the irms thatwillthrivearethosethatcan adaptbyincorporatingAItools, formingpartnerships,or
developingin-houseexpertise. Legalprofessionals,fromsolo practitionerstoglobal irms,will haveampleopportunitiesto leveragethevalue-addedbene its ofAI.Additionally,therewillbea heightenedemphasisonbuilding human-centricclientrelationships andhighlightingtheunique creative,strategic,andproblemsolvingabilitiesthathumansbring tothelegalprofession.
Ultimately,thisAI-driven transformationcouldresultina win-winsituationforbothlegal companiesandtheirclients,asthe industrymovestowardsamore ef icient,innovative,andclientfocusedfuture.
Accel leads $20m round in Sprinto as it helps businesses build trust through its compliance and risk platform
Businessesarefacing
mountingpressureto prioritizesecurityrisks andensurecompliancewith leadingsecurityandprivacy standards.Non-adherencecan resultinlossofbusiness,hefty regulatory ines,anddamageto reputation.However,despitethe criticalimportanceofthese activities,theystruggletobuilda robust,responsiveriskand complianceprogramduetothe amountofmanualworkinvolved andthelimitedavailabilityof resources.
Helpingbusinessestoaddress
thesechallenges,leading automatedriskandcompliance platformSprintoistoday announcinga$20mfundinground. AccelledtheseriesBfunding roundwithparticipationfrom existinginvestorsElevationCapital andBlumeVentures.Includingthis round,Sprintohasraised$31.8 milliontodate.Sprintowillusethe freshfundsforR&D,withasharp focusonintelligentautomation andAI,andexpandingintonew markets.
Toempowerbusinessesin navigatingriskandcompliance withclarityandcon idence,
Sprintohaspioneeredtechnology rootedinintelligentautomation thateliminatesbarriersto establishingtrust.Theplatform plugsintoacompany'sprocesses tocreateintelligentwork lows usingAI.Bydoingso,Sprintotears downsilosandproducesa connectedviewofassets,risks, controls,andcompliance.This structuredapproachenhances securityprograms,fostering seamlessoperationsandtangible results.
Foundedin2020byGirishRedekar andRaghuveerKancherla,Sprinto markstheirsecond
entrepreneurialendeavor.The companyhasamassedthousands ofcustomersandextendedits reachtomorethan75countries. Theco-foundersobserved irsthandthechallengesofdealingwith compliancewiththeir irstventure Recruiterbox(acquiredin2018). Theyfoundittobetedious, manual,confusing,andcostly. Sprintowasbornoutofthis frustration,designedand engineeredtohelpother companieseliminatebusywork throughintelligentautomation, liberatingthemselvesfrom compliancedrudgeryand reclaimingtimetodobusiness.
Girish Redekar, co-founder and CEO of Sprinto, said:“Companies areincreasinglydependenton thirdandfourthpartiestoprovide mission-criticalservices–from payrollprocessingtomanagedweb hosting.It'sinevitablethatthiswill exposethemtovulnerabilities. Theyaredoingtheirbesttofollow bestpracticesforcybersecurity, butlessthanaquarterofexecs believetheyaremeetingthebar (Bain&Company).Compliance servesasawayofseedinggood securitybehaviorsthathelp maintainsecuritywhileensuring highoperatingstandards,high servicelevels,andrisksunder control.I'veseenhowCEOsare nowincreasinglyengagedinrisk andcompliance-relatedprojects, transitioningfromviewingitsolely asamonitoringandreporting mechanismforregulatorsto recognizingitspotentialasadriver ofgrowth.Trustisthecurrencyof anybusinesstransaction. Removingbarrierstoestablishing
trustcanhyper-acceleratetheGDP growthofB2Bcommerce.Weare committedtobuildingthe technologythatenablesthis mission.”
Sprintocustomer Alessio Panni, Partner and Head of Cloud & Platforms practice at Prometeia commented:"Asaleadingcompany inthe ieldofconsultingservices andsoftwaresolutionsforthe inancialsector,we irmlybelieve securityandcompliancelieatthe veryheartofourSaaSCloud offeringforriskmanagementand wealthmanagement.Sprintoisour trustedsecurityandcompliance platform,enablingusfromthe earlydaystoenhanceprotection forourclient'sassetsandto acceleratethepathtowardssecure growthandcompliancegoals.
TheGovernance,Risk,and Compliance(GRC)marketis undergoingunprecedented changes.Totalspendingreached $54.61billionin2023,andit's expectedtoclimbto$134.86 billionin2030(source:Grandview Research).Withitsautomation irst,intelligent,andadaptiverisk andcomplianceplatform,Sprinto isprimedtosucceed.Thefounding teamandcoreleadershipbring togetherdecadesofcollectiveSaaS experience,drawingfromdiverse backgroundsasformerfounders, investors,andseniormanagement professionalsatcompanieslike IBM,McKinsey,LinkedIn,Tata ConsultancyServices,and BrowserStack.
Shekhar Kirani, Partner at Accel, commented:“Withthe
proliferationofdataacrossdigital platforms,thesecularshifttothe cloud,andthegrowingadoptionof SaaStools,informationsecurityis gainingcentralimportanceinthe enterprise.Everycompanywhethertech-enabledor traditional,largeormid-sized-is increasinglyrequiredtocomply withstandardframeworksand protocols.Sprintoisdoingan incrediblejobofhelping companiesfocusontheircore businessbymakingcompliance low-touch,automated,and ef icient.Withadeep understandingoftheproductanda sharpfocusonexecution,Sprinto hasbeenonararegrowth trajectory.Wearethrilledto partnerwithGirish,Raghuveer, andtheirteamatSprintointheir missiontoensurethatcompliance becomesadriverofgrowthfor businesses,”
"Wearethrilledtodeepenour partnershipwithSprintoasthey continuetodisruptcloudsecurity andcompliance.Girish,Raghu,and theteamhavecreatedasuperior andcomprehensiveproduct, enablinghundredsofcustomersto achievetheircompliance necessities.Sprinto'sreviewsand customerfeedbackareatestament totheproductquality,whichhas enabledthecompanytogrowover twentytimesinahighlycapitalef icientwaysinceweledtheir SeriesAfundraisingin2021." Ravi Adusumalli, Co-managing Partner, Elevation Capital.
