Visionary Entrepreneurs to Follow in 2024 | Clayton Thomas & Dr. Christina Rahm

Embracing Excellence www.exeleonmagazine.com

IN – FOCUS DANNY JOHANANOFF’S JOURNEY WITH ADDVISOR IN – FOCUS IMANI ELLIS: THE DIVERSITY QUEEN

The Visionary Duo Behind The ROOT Brands

Innovating Health

C L AY T O N T H O M AS & D R . C H R I ST I N A R A H M

Visi o nary E N T R E P R E N E U R S T O F O L LO W

Embracing Excellence 600 N Broad St 5 Middletown, DE 19709, United States +1 (302) – 569 – 9387

Editor-in-Chief – Daryl Yeung (Story-Tailor) Art Director – Naomi Lam (Design Ninja) Managing Editor - Matt Reis (Wordster) Creative Director – Adam Waring (Grafista) Contributing Editors – Ian O'Shea, Matt Hale, & John Riggs (Three Musketeers) Content Curator – Cathy G. (Explorer)

Sales Project Manager – Josh Wilder (Cultivator) Marketing Manager – Mike Jackson (Marketeer) Senior BDM – Katherine Price (Sustainer) BDM – Richard Dann (Facilitator)

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.

Copyright © Exeleon Media LLC. All rights reserved. The design, images, and content in this issue should not be reproduced in any manner or by any means, i.e. mechanical, electronic, recording, photocopying, or otherwise, without any permission from Exeleon Media.

CONTENTS

12 CLAYTON THOMAS &

DR. CHRISTINA RAHM

CONTENTS

26 DEAN HALLETT

CONTENTS

38 IMANI ELLIS

12

E X E L E O N M AG A Z I N E

COVER STORY

Innovating Health THE VISIONARY DUO BEHIND THE ROOT BRANDS

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

13

COVER STORY

V

Very rarely do we see entrepreneurs who not only challenge the status quo but also rede ine it. Clayton Thomas and Dr. Christina Rahm, the husband-wife duo behind The ROOT Brands, are exemplary of this rare breed.

Their unique blend of scienti ic acumen, business insight, and a profound commitment to holistic well-being are rede ining the contours of the health and wellness industry.

Fittingly, Clayton Thomas and Dr. Christina Rahm feature on the Cover of Exeleon's Visionary Entrepreneurs to Watch in 2024 issue.

THE GENESIS OF THE ROOT BRANDS The story of RThe ROOT Brands begins with the shared vision of its founders.

Dr. Christina Rahm, armed with an illustrious academic background including a Master's in Science, a doctorate in Psychology, and postdoctoral studies at Harvard and Cornell, brings a wealth of knowledge in biotech, clinical research, and science. Her journey, marked by resilience and innovation, re lects a deep-seated commitment to holistic health and well-being.

Clayton Thomas, with his extensive background in the health and wellness industry, complements this vision. His expertise in detoxi ication, supplement formulation, and business strategy has been pivotal in shaping The ROOT Brands’ unique approach.

Together, they form a synergy that is rare in the world of business and health – a combination of heart, science, and entrepreneurial spirit.

14

E X E L E O N M AG A Z I N E

Dr. Christina Rahm THE HEART OF ROOT

Dr. Rahm's journey is more than a professional success story; it's a narrative of balancing multiple facets of life. For her, ROOT is driven by a philosophy that interweaves the emotional, mental, physical, and spiritual well-being.

She mentions, “We provide positive solutions for people, animals, and our entire world.”

According to her, ROOT enables one to rediscover their inner selves, nurture their minds and hearts, and take care of their physical health. The ROOT Brands empowers individuals to embark on a deeply rewarding journey towards living our best lives and, in doing so, contributing to the well-being of those around us.

This approach is more than a business model; it's a commitment to nurturing the human spirit and body in a holistic, integrated manner.

For Dr. Rahm, being a visionary leader means having the capacity to paint a vivid picture of a better future and effectively share that vision with the team. It involves strategic thinking, a willingness to take wellconsidered risks, and adaptability at the face of change.

As a visionary herself, Dr. Rahm leads by example, sets high standards, and remains committed to the long-term goals, while being open to any necessary adjustments. She continually works on crafting a vision that resonates with her values and long-term goals and makes sure to involve her team in the process.

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

15

16

E X E L E O N M AG A Z I N E

COVER STORY

Clayton Thomas THE MIND BEHIND ROOT Growing up in a veterinary practice, Clayton has always been exposed to the world of health and well-being. He was immersed into these subjects from an early age, wherein at the age of 2 he was seen studying fecal and blood samples, observing parasites and bacteria.

At the age of 25, Clayton had an impactful realization – “I came to a profound understanding that our most signi icant health issues were often not related to what we consumed but rather to what we eliminated from our lives.”

This realization shaped his philosophy, and for the past two decades, Clayton has been committed to understanding and teaching others that addressing the root cause of health problems

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

is the key to everything.

His approach involves simpli ication, focusing on addition by subtraction. He mentions, “I believe that true health, wellness, and performance don't have to be complex, though the solutions that are created might seem so due to marketing strategies. My life experiences have taught me that simplicity and understanding are the key to success in achieving optimal health and well-being.”

As the Co-Founder of The ROOT Brands, his vision is ambitious yet grounded in practicality and research, aiming to revolutionize the health industry from the inside out.

17

COVER STORY THE SYNERGY IN VISION AND INNOVATION The professional and personal dynamics between Christina Rahm and Clayton Thomas have propelled the company to the heights of success.

Talking about her husband and business partner, Dr. Rahm mentions “I worked with my husband before he became my lifelong signi icant other. I have always been amazed by how he perceives marketing and business. He has one of the most brilliant minds on how to market when it comes to anything.”

contributes to the etiology of nearly every chronic degenerative disease.

This understanding of health issues caused by mercury toxicity dates back to research and meta-analyses made in 1950s. However, the medical establishments have largely focused on treating symptoms rather than addressing the underlying problem. Clayton explains, “This approach led to the creation of a medical system heavily reliant on pharmaceuticals for symptom management, generating trillions of dollars in revenue.”

Thus, the key to living a healthy life

THE BALANCING ACT For both Clayton and Christina, balancing their entrepreneurial careers with their personal lives is a daily challenge.

As a mother of four, Dr. Rahm's approach to balance is pragmatic and grounded in reality. She prioritizes her tasks based on importance, sets realistic expectations, and manages her time ef iciently.

“Communication is crucial, both at work and at home, and I make sure to carve out moments for self-care

“ROOT IS DRIVEN BY A PHILOSOPHY THAT INTERWEAVES THE EMOTIONAL, MENTAL, PHYSICAL, AND SPIRITUAL WELL-BEING.”

Over the years, the duos' ability to complement each other's strengths and weaknesses have enabled them to build a powerful team that is committed to a shared vision.

THE ROOT CAUSES

Toxins and chemicals can signi icantly impact our health and can subsequently play a crucial role in the longevity of our well-being.

The impact of toxic heavy metals like mercury, cadmium, arsenic, lead, aluminum, cesium, strontium, gadolinium, among others is particularly concerning. Among these, mercury, lead, and aluminum are identi ied as the three neurotoxic heavy metals, one that 18

narrows down to recognizing the true cause of health issues and removing it from the equation.

There are no quick ixes or bandaid solution, it boils down to resolving the underlying issues. By allowing the body to restore balance and homeostasis, it can heal and regenerate without the continual degradation caused by toxins.

Clayton further elaborates, “There is a biblical reference to longer lifespans in the past, and even in modern science, it is acknowledged that human longevity can reach 130 to 150 years. However, the decline in lifespan is not due to global warming, but primarily because our environment is heavily polluted.”

to stay resilient and focused. It's a constant juggling act, but inding the right balance is a personal journey that involves lexibility and support. I fail a lot but try to be better every day,” she adds.

On the other hand, for Clayton his daily routine revolves around managing organized chaos. He claims, “I have come to appreciate that nothing is ever traditional or adheres to a ixed schedule, and this suits my hyperactive and highly functional personality. Monotony tends to bore me, so being entrepreneurial allows me to constantly shift, adapt, and stay engaged.”

E X E L E O N M AG A Z I N E

Amidst this organized chaos, Clayton makes sure to prioritize family time, self-care, and outdoor activities. “Taking moments for myself, getting my feet dirty, going for walks, or jumping into a body of water allows me to enjoy life and ind moments of peace amid the hustle and bustle,” he adds.

GLOBAL ASPIRATIONS

The future of The ROOT Brands is marked by ambitious plans for global expansion and product innovation. Thomas envisions a world where ROOT's in luence is ubiquitous, "achieving total global domination for our brand," he states. This vision is not just about business growth; it's about making a tangible, positive impact on people's lives.

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

The ROOT Brands, including products from DRC Ventures, includes Rahm Roast, Ella Pure skincare, Merci Dupre Clothiers and Envirem, all which re lects this mission. These products are not just commodities; they are tools for transformation. "They are genuinely groundbreaking," Clayton asserts. The emphasis on non-GMO, organic, vegan, gluten-free, and safe products align with their mission of providing holistic, healthy solutions.

By providing people access to its range of products, both Dr. Rahm and Clayton hope to give each person the requisite tools to lead a healthier life. The company plans to do this by partnering with people and companies in strategically located countries.

For more information, visit therootbrands.com/purelivingroot

Moreover, the company aims to continue its growth across more countries in the coming years. Dr. Rahm asserts, “Our goal has always been to help each person to “Cure the Causes” of issues in their lives, whether that is physical, mental, or inancial issues.”

19

We Embrace Excellence!

Exeleon Magazine features some of the leading players in business and shares their journey of excellence to inspire aspiring leaders across the globe.

SUBSCRIBE

www.exeleonmagazine.com

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.

22

—

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

E X E L E O N M AG A Z I N E

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 23

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.

24

E X E L E O N M AG A Z I N E

Particular challenges arise when launching a unique, new product.

People are not actively seeking it, and many who see it do not recognize the innovation at irst glance. The product adoption curve happens when you are trying to spark the “aha moment,” when people realize that you are doing something different to create outsized improvements. The ADDVISOR transcends the category of conventional visor extenders, requiring recognition of the difference from known products.

A few luxury cars come with two visors, but the feature is not well known enough for broad recognition.

My partner, Greg Tucker, had experience in these last two areas.

Together, with unwavering dedication, perseverance, and a focus on The ADDVISOR's lifechanging value, we are overcoming these challenges.

Talk to us about the company's “Two Direction Sun Protection™" promise. How is it disrupting the market?

Our "Two Direction Sun Protection™" promise addresses a critical gap in the market. While conventional visors address sun glare from the front, they overlook side window glare. The ADDVISOR revolutionizes this approach by offering a comprehensive solution that covers both the front and side windows simultaneously. This innovative leap ensures heightened driver safety and comfort. Our promise is to rede ine sun glare reduction, setting a new standard for driving visibility.

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

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

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

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

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

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

At SmartAdditions, The ADDVISOR's parent company, we are working on other new products.

Our vision is to look at the daily problems people face and devise new and better solutions by seeing them from a different perspective.

We want to build smart, elegant, and effective additions to people's lives and wellbeing.

My journey with The ADDVISOR encapsulates a passion for innovation, a commitment to addressing real-world challenges and an unwavering dedication to enhancing the driving experience for everyone.

25

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

26

E X E L E O N M AG A Z I N E

IN– FOCUS

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

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

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.

27

IN– FOCUS

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.

28

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.

E X E L E O N M AG A Z I N E

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

29

IN– FOCUS

Mike Welch T

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

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

Whatever stage you are at in your entrepreneurial journey, whether you are just starting out or working hard to maintain momentum after a decade or two on the business 32

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

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

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

When leaving his job as British Prime Minister in 2010 Gordon Brown said in his resignation speech: “And as I leave the second most important job I could ever hold, I cherish even more the irst – as a husband and father.”

I couldn't agree more with his

sentiment, and it was echoed again in the resignation statement of Ben Wallace, UK Defense Secretary when he spoke about sleeping with three phones by his bed. He said, “While I am proud to have worked with so many amazing people and helped contribute to protecting this great country, the cost of putting that ahead of my family is something I am very sad about.”

Balancing the pros and cons of being a successful leader but not the partner, parent, or person you may want to be is now the subject of numerous books, courses, and podcasts.

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

E X E L E O N M AG A Z I N E

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

33

IN– FOCUS

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

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

Despite this epiphany, that our mental health and our lives deserve our attention as much as our professional lives do, if not more, many entrepreneurs still face mental health obstacles. According to the US National Institute of Mental Health, 49% of entrepreneurs are dealing with mental health issues, with burnout, stress, anxiety and isolation from friends and family cited as the main reasons behind those issues.

I have put together some thoughts on my own struggle to balance between being a successful business leader and a present father and husband, whilst worrying about missed business opportunities that might not come along again. Here is what I have learnt: Ÿ Do follow Simon Sinek's advice and think about your personal “why” as well as the “why” behind your business and work to understand that these should not be mutually exclusive. Ÿ Set clear boundaries and enforce them – vacation/weekends are work-free, planning activity spikes that do not coincide with family holidays, delegating and ful illing family commitments. Try to hold yourself accountable to these boundaries or get your family or your mentor to hold you accountable instead. Ÿ Be consistent: families, and especially young children, need a consistent and reliable parent, but so do many other personal commitments you may have or 34

want to have. You must make sure you are there for the soccer practice you signed up for in the same way you would make sure you attend an important client meeting. Ÿ Make small signi icant changes in your routine to protect yourself.

Small changes like meditating, running, or listening to a relaxing podcast between your last business meeting and getting home to the family can help you switch modes and be fully present with your family, with your partner or just with yourself. Ÿ Say no to opportunities that are either too small to drive pro it or too unwieldy to work for you, even if it pains you as an entrepreneur used to grasping every straw.

Making you a calmer, more ful illed human being irst and a businessperson second is the route to achieving your professional AND your personal goals, instead of giving up one for the other. Ÿ Seeking mentorship and mental health support – admitting that you need support and advice is not a weakness, any more so than going to the dentist when you have a toothache, it is just common sense.

Doing it early will mean preventing deeper problems in the future.

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

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

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

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

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

35

IN– FOCUS

IMANI EL 38

E X E L E O N M AG A Z I N E

IN– FOCUS

The Diversity Queen

LLIS

I

***

deas without action are useless. For Imani Ellis it has been always about taking actions, instead of dwelling on the idea.

Following her realization of the lack of diversity in talent on stage, Imani chose to take an action instead of being disheartened by it. “It was really one of those, “If you don't see it, build it” moments,” she recalls.

And thus, led to the formation of CultureCon, a conference built for the culture by creatives of color.

In this Exclusive Interview with Exeleon Magazine, Imani Ellis talks about her journey, her beliefs, and more.

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

A good leader knows their team, but a transformational leader understands their team and leads with empathy and humanity. I think it's so important to always carry forward with an authentic W W W. E X E L E O N M AG A Z I N E . C O M

39

IN– FOCUS

curiosity that allows you to stay a student in the process. Leaders are truly in service to their teams and their community, and I think it all starts with genuine curiosity.

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

I did ballet for 14 years beginning at age 3 and ran track throughout high school. I truly believe these experiences played a huge role in developing my work ethic and instilled in me the value of persistence and perseverance. I am someone who doesn't stop when the job gets hard but when it gets done. This mindset has been such a game-changer for me because I am able to put off temporary rewards for the larger (more ful illing) vision.

What was the idea that led to the formation of CultureCon? What is your vision through this endeavor?

Living in New York City, I was attending a number of conferences and started to realize that I was not seeing true diversity in talent on stage that represented the talent I saw all around me. Instead of getting disheartened by it, I was empowered to do something about it. It was really one of those, “If you don't see it, build it” moments. My North Star of purpose is to continue to champion underrepresented voices and create brave and safe space for them. Our team has built something that we did not see in the world and invited our community of creatives to be a part of this brave space that is really illed with people who want to empower each other.

Brief us about your idea of culture. How important is diversity in business in today's work environment?

Culture starts within us and then comes from there— it's a pooled body of experiences that is shaped by history, community, survival, resilience, and creativity.

From there, it bubbles up to the surface of our hearts, collectively brewing within us to aid in helping us feel connected and whole. We are all multifaceted people connected through culture and the diversity of our individual experiences.

40

I can't stress enough how important diversity is in a work environment — besides it being a proven business case for success— diversity is shaping the future, inviting every viewpoint to the table and asking them to be a key contributor to the conversation.

What has the journey been like for Imani Ellis over the years? Looking back, what would you have done differently when starting out?

As I look back, I can truly say my journey has been a beautiful one. There were incredible challenges but with God and my family and friends, I was able to constantly ind a way ro persevere. I've always been someone with laser-vision. Meaning, I could look out into the world and ind a direction. The destination wasn't always super clear, but a general direction was always placed on my heart. If I could go back and change anything— I think it would be to not worry quite as much when I was younger. Life has a way of working out in a beautiful way.

What would be your advice for aspiring and young women leaders and entrepreneurs?

The Creative Collective team relies on three pillars: hustle smarter, building a life, and driving culture. I would encourage aspiring women leaders and entrepreneurs to avoid hustle culture that says they cannot rest and instead lean into hustling smarter. I would also encourage them to build a life that they love, and to constantly audit themselves and their process to see what's working best. Knowing your capabilities and limitations is the irst step to increasing your potential and being an accountable leader.

Finally, what does the future look like for CultureCon and The Creative Collective NYC?

For CultureCon and The Creative Collective NYC I hope that we continue to create brave spaces for creatives of color, so they know this is a place that was intentionally curated just for them. We also want to provide resources that lead to economic freedom, creative liberty, and unprecedented access. For myself, I hope to continue to explore new avenues of ful illment and to never cease being curious about things, after all curiosity keeps you young.

E X E L E O N M AG A Z I N E

About Imani Ellis I

mani Ellis is the Founder of CultureCon and The Creative Collective NYC, a community dedicated to facilitating brave spaces for Black and Brown creatives.

Born in Imani's one-bedroom apartment as a means to foster meaningful connection, TheCCnyc has since parlayed into the fastest-growing community devoted to creatives of color.

TheCCnyc's marquee event is CultureCon, a conference celebrating the impact diverse voices have on culture. Past speakers include Tracee Ellis Ross, Will Smith, Regina King, John Legend, Spike Lee, Lena Waithe, and more. CultureCon is the irst of its kind ideas conference that caters to all aspects of creative and young professional life.

In addition to community events, The Creative Collective NYC provides countless resources and workshops. In the height of the pandemic, The Creative Collective NYC launched CultureCon at Home, a virtual campus that reached over 22,000 creatives in over 131 countries around the world, and Creative Curriculum, a series of digital masterclasses touching on everything from entrepreneurship to navigating the corporate world.

Named a "2021 Breakthrough Creative" by Ebony, and a "Diversity Champion" by Adweek, Imani has been recognized by Forbes as a "Visionary" and "One To Watch"

by Black Enterprise.

Imani graduated from Vanderbilt University with a major in communications and a double minor in German and Film.

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

41

IN– FOCUS

Founder | Arextech

44

E X E L E O N M AG A Z I N E

IN– FOCUS

Simplifying Real Estate Pablo Garnica

F

or Pablo Garnica, real estate was never his area of interest. However, his knack of wanting to solve problems and build things facilitated a long-standing relationship with the real industry.

With the unique vision of bridging the digital gap in the Real Estate investment market, Pablo along with his Co-Founder leveraged blockchain technology to start Arextech, a company that builds real estate investment software for investors aiming to leverage data network effects.

Exeleon interviews this in luential leader from the industry to know more about his journey, vision, and about Arextech.

What, according to you, makes one an in luential leader? How do you integrate the same thought into your leadership?

In my experience, the best and most effective W W W. E X E L E O N M AG A Z I N E . C O M

leaders have motivated people to want to achieve common goals as if they were their own. They are less like enforcers and more like advocates for a bigger purpose. An in luential leader makes people's work's value clear and is eloquent in articulating the mission's goal.

In my mind, there's a difference between being a leader and being in power. Most people have experienced situations where these roles were held by different people in an organisation.

Being in power means that when someone you work with asks "why?" you can get away with "Because I said so". Being a leader is having a better answer.

Talk to us about your growing up years.

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

I've never had a particular interest in real estate, or at least that's what I thought. My interests lay more in solving problems and building things (no pun intended). But I've 45

IN– FOCUS

always been annoyed to hear "that's the way it's always been done" or "that can't be done". These answers were commonplace in almost anything relating to real estate leading up to this venture.

The attractiveness of the real estate problem lies in both the challenge of being part of the next (long overdue) wave of disruption and the potential that lies in solving it.

Its potential is undeniable. There are few things so universal that, one way or another, everyone in the world is a real estate client at some point in their life.

46

What was the idea that led to the formation of Arextech? What was the thought behind the name of the company?

It was more pull than push.

I worked in inance, offering investment advisory and execution for all types of assets, liquid, and alternative. The one thing we didn't provide our clients was direct investments in real estate. My Cofounder, Miguel, and I began discussing options to transact real estate digitally, making it faster, safer, and cheaper. It still baf les us that the average cost of transacting

real estate amounts to 10% of the asset's value under the best circumstances.

We socialised the idea of potentially using blockchain for this purpose, and we started getting more traction than expected, to the point where we received recognition and awards internationally. I had a decision to make and eventually decided to go for it. We have since then adapted our business to address the reality of the digital gap in real estate, focusing on process digitalisation.

The company's name comes from

E X E L E O N M AG A Z I N E

IN– FOCUS

our initial vision of making real estate investing more like current liquid investments. The "A" in AREX comes from the name we gave to the irst formal project we presented to a competition (Aura), and "REX" is an acronym for Real Estate Exchange.

As the Founder, what role do you play in the day-to-day proceedings of the company?

There isn't much difference between founders and nonfounders if you look at the day-today. We each have our responsibilities and strive towards common goals in our respective areas.

As founders, I'd say that we have the extra job of putting it all together and building a narrative that does justice to everyone's work and sets us up to achieve our longterm goal.

What is the process/approach followed by Arextech to ensure optimal client satisfaction?

We obsess about the problem, not our product. We can only satisfy our clients if we are solving a problem.

This isn't a novel approach, as others have expressed this idea before us, but it seems this notion is lost early in digital product companies.

Our approach requires a thorough understanding of the problem and those who suffer it the most. We can systematically ind the right clients and focus on innovating how we drive value instead of innovating for innovation's sake alone.

This is particularly relevant for us because we're pushing for a new

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

and better way of doing things. It's an evangelist sale instead of a discount sale. The value of what is delivered is clear (and already commoditised) in a discount sale, and the critical decision factor is almost entirely down to pricing.

Evangelist sales are more complicated.

Intimate knowledge of the problem real estate investors face is a credential for our clients that turns us into a partner rather than a mere seller. This approach aligns our interests with our clients'.

What has the journey been like for Pablo Garnica over the years?

Looking back, what would you have done differently when starting?

My perception of my story changes over time, even if the facts remain the same. It's probably because some aspects and stages take longer to distil into lessons.

This chapter is relatively recent, so any conclusions speci ic to it will be feeble because it's still unfolding.

However, looking at the broader journey, I can say that I couldn't have planned or designed it. With that in mind, the one thing that I would change is the energy spent on being vexed when things turn out differently than I expected.

More and more, I strive to focus on the process, be satis ied with what I do, and be less concerned about the outcome.

This isn't to say the outcome is irrelevant - it's likely the only thing the world will ever see, which is why it is vital to review your own story and be honest about it to continue to succeed or do better next time. Review your story

periodically, and instead of wondering: "why did this happen/not happen", better think: "how/when will I use this" and "where does this leave my overarching story".

What would be your advice for aspiring and emerging business leaders and entrepreneurs?

At the beginning of this venture, I would think that keeping occupied would lead to things happening. It's not the case.

Make sure that you build processes that work for you and not the other way around. Often, we are our own worst enemy when we burden our present and future selves with busy work.

My advice is to focus on staying productive, not busy.

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

Following these past transformative years, I'm optimistic that the need for a paradigm shift is, at the very least, apparent to key stakeholders.

This, combined with the recent work carried out by Arextech, puts us in a position to be an effective agent of change in real estate investing.

As for me, I strive to continue to work on problems worth solving, not too worried about what that path may look like.

47

w w w. e x e l e o n m a g a z i n e . c o m