Dear Readers,
At Horizon Search, we tirelessly strive to bring you content that not only informs but also provokes thought and engagement. To this end, we’ve introduced some exciting changes to our processes that we believe will significantly enrich the quality and credibility of our content.
One such enhancement is the integration of ChatGPT into our workflow. This advanced tool, developed by OpenAI, aids us in revealing the unknown, broadening our perspectives, and ensuring clarity in our writing. It acts as a collaborative partner, helping us refine ideas and their articulation. However, rest assured, it in no way replaces the intellectual curiosity, rigorous analysis, and creative energy that our team pours into every piece. Even with ChatGPT, the essence of every Horizon Search article remains rooted in exhaustive research and thoughtful writing.
Further enhancing our commitment to accuracy and transparency, we’ve adopted the use of formal citations as per the American Psychological Association (APA) citation style in our articles. As you read through our pieces, you’ll notice in-text citations (such as Smith, 2023) corresponding to full citations at the end. This ensures rightful attribution to sources, allowing you to delve deeper into subjects of interest.
These enhancements reaffirm our unwavering dedication to excellence in journalism. As we evolve, our enduring passion for reading, writing, learning, and thinking continues to fuel our work. We cherish the human effort that breathes life into our content. While we appreciate the efficiency and innovation brought about by AI tools, we consider them as supplements to, not replacements for, our team’s diligence and creativity.
Your trust and participation in our journey spur us on in our constant pursuit of delivering high-quality, impactful content. Thank you for being an integral part of Horizon Search.
Warm Regards,
David Lovejoy Editor and Chief Content Curator Horizon Search
“Management is doing things right; leadership is doing the right things.”
- Peter Drucker
Leadership means many things to many people, varying widely in interpretation and application across context and culture. From ancient tribal leaders to today’s corporate executives, leaders have shaped history and society, forging paths, stirring revolutions, and paving the way for progress. Leadership, in its essence, is an art – it breathes life into visions, nurtures growth, and catalyzes change.
Historically, leadership has often been depicted in the model of the Great Man Theory, with a single, charismatic figure wielding authority and control. However, as society has evolved, so has our understanding of leadership, shifting from hierarchical, autocratic models to more inclusive, transformative paradigms (Burns, 2012, pp. 51-52).
Traditional models of leadership, often categorized as “transactional,” revolve around an exchange process – rewards for compliance and penalties for disobedience. These models hinge on the notion that people are motivated by reward and punishment. They focus on maintaining the status quo, managing performance, and accomplishing established goals. Leaders in such models often position themselves as authoritative figures, setting rules and monitoring their followers’ adherence.
While these models can be effective in achieving short-term goals, they can foster a culture of compliance rather than innovation, limiting opportunities for growth and adaptation.
Transformational Leadership
Leadership perspectives began to evolve in the latter part of the 20th century. Transformational leadership emerged as a fresh paradigm that encourages leaders to in-
spire and motivate followers to exceed their self-interests for the organization’s greater good. Transformational leaders inspire followers to achieve extraordinary outcomes and develop their leadership capacity.
This style of leadership is based on four components: Idealized Influence (the leader as a role model), Inspirational Motivation (the leader as an inspiration), Intellectual Stimulation (the leader encouraging creativity and critical thinking), and Individualized Consideration (the leader as a mentor or coach).
Another leadership style that has gained prominence in recent years is servant leadership. This approach positions the leader as a servant first, prioritizing their team members’ growth, well-being, and success. A servant leader focuses on fulfilling the needs of their followers, fostering a culture of trust, empathy, and collaboration.
While it may seem counterintuitive, this humble approach can yield powerful results, including improved team performance, increased trust, and a healthier organizational culture.
Today’s leadership landscape is significantly more complex, necessitating a blend of styles to effectively navigate the intricate dynamics of modern organizations (Dinh et al., 2014, p. 54). The rapid pace of change, the increasing interdependence of global economies, and the growing demand for socially responsible practices all contribute to an environment where flexible and adaptive leadership is crucial.
As we step into this captivating exploration of leadership, we invite you to re-evaluate
traditional notions and embrace the evolving paradigms. Leadership now requires a balanced mix of the old and new, the conventional and contemporary, and the transactional and transformational. It’s about cultivating an environment where everyone can uniquely lead, contribute, and flourish.
In essence, leadership is evolving from a mere role or title to an inclusive, transformative, and service-oriented practice. As we continue to explore the dimensions of leadership in this section, let’s embrace these emerging paradigms and consider how they can inspire and drive our organizations toward a future marked by collaboration, innovation, and shared success.
Burns, J. M. (2012). The Psychological Matrix of Leadership. In Leadership (pp. 49–80). Open Road Media. Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36–62. https://doi.org/10.1016/j. leaqua.2013.11.005
In the dynamic world of global consulting, adaptability and resilience are not just desirable traits; they are essential. One leader who embodies these qualities is Etienne Bruson, a seasoned professional with an impressive 32-year tenure at Deloitte. His journey, marked by a willingness to embrace change and a deep commitment to teamwork, offers invaluable insights for mid-career professionals and corporate executives navigating the complex business landscape.
Etienne’s career at Deloitte began in the audit practice as a Certified Public Accountant (CPA). However, after four years, he yearned to be part of the transactions rather than merely reviewing them. This led him to transition into tax work, eventually becoming an international tax partner. “I moved into tax,” he recalls, “helping our clients, like Cirque du Soleil, Saputo, and CGI, expand globally.”
Working in international tax allowed Etienne to be exposed to various ways of working around the world; as his clients expanded outside of Canada, he got a deeper understanding of different cultures. With
his involvement with Cirque du Soleil and other arts-related clients, Etienne sincerely appreciated the intersection of business and art. This experience influenced his community work, particularly in the arts sector, as he believes in the power of art to build open, inclusive communities. Indeed, navigating the business world within the arts has been an engaging journey, stimulating both sides of the brain.
Etienne’s journey took an unexpected turn when he was asked to relocate to Vancouver. Despite having no connections there, Etienne saw it as an opportunity to challenge himself and demonstrate his adaptability. “I had built a pretty good business as a young partner in Montreal. So, was I lucky, or can I do it again?” he muses. This move also served as a valuable lesson for his children about the importance of seizing opportunities and the ability to rebuild.
Upon arrival in his new home, Etienne embarked on a leadership journey, leading the tax practice for nearly six years. Unexpectedly to him, the firm offered him the role of managing partner of Deloitte’s BC practice. Initially, he was hesitant, being a “tax guy” now tasked with leading an entire practice, including consulting and other businesses.
However, this challenge sparked the performance anxiety that would significantly influence his leadership style and drove him to work with his partners, fostering a collective vision for their market goals.
After six years of leading the BC practice, during which they experienced significant growth, Etienne wondered if he had the energy required to deliver another 3-year plan. With the advent of COVID-19 and amid the construction of Deloitte Summit, he felt it was time to move on, planning to take on a vice-chair role with no operational responsibilities.
“I had built a pretty good business as a young partner in Montreal. So, was I lucky, or can I do it again?”
Yet, life had another unexpected turn in store for him. He received a call offering him the leadership of the assurance practice, the advisory arm of their audit practice.
Despite being a tax professional and having been out of the accounting world for 26 years, he accepted the challenge. This new role felt like a rebirth, allowing him to ask different questions and connect the team with a common objective. They built a three-year plan to double the practice, and after two years, they’re ahead of that goal.
Reflecting on his 32-year tenure at Deloitte, Etienne imparts some wisdom: “I’m all about the team. Our world is complex, and when I tell our partners, ‘Go,’ they sometimes ask me, ‘How can you be so calm?’ I answer, ‘Because we are together, we will support each other and achieve it together.’” His journey is a testament to his evolution and the transformation of Deloitte from an accounting and tax firm to a global consulting powerhouse. “ Deloitte was not always where it is today, the biggest privately-owned professional services firm in the world,” he proudly states. His nar-
rative underscores that success is not just about reaching the top but also about the journey and the lessons learned along the way. “I never do anything alone. And in my career, the only times I’ve been stressed out is when I hadn’t consulted enough or teamed enough, and then suddenly something happened, and I felt alone, like the weight of the world was on my shoulders. That never happens anymore,” he shares.
Etienne’s approach to leadership is deeply rooted in understanding and empathy. He believes in asking questions and immersing oneself in different cultures and perspectives. “So, to me, that’s important,” he says, “So if I travel, I will buy several books from authors from that region and country. And so you start to immerse yourself, get a deeper perspective of where people can come from in their thinking, which allows you to ask better questions.”
His empathetic leadership style extends to his negotiations, where he strives to understand the other side and build trusting relationships. “I’m a relationship person; I like to drive performance, to drive outcomes, but not at the expense of anything or at the expense of what I think is right, fair, and that’s how I like to operate.”
When asked about the possibility of leaving Deloitte for another company, Etienne’s response reflects his commitment to the firm and belief in its potential impact. “We have a saying, ‘I could only have done it at Deloitte.’ And that applies here…I feel I have the platform to make the impact I want beyond building successful practices.”
Etienne’s journey underscores the importance of empathy, curiosity, and long-term thinking in leadership. His experiences, from planning his client’s affairs in tax to navigating complex negotiations, have shaped his unique approach to leadership and decision-making and provided him with invaluable insights. However, it is not just about reaching the pinnacle of success but also about the experiences and knowledge gained during the process. As he affirms, “In my professional life, the instances where I have succeeded have always been when I have had the support of others. I always rely on teamwork.” This is a potent reminder that success is not a solitary pursuit but a collective effort.
“In my professional life, the instances where I have succeeded have always been when I have had the support of others. I always rely on teamwork.”
“Entrepreneurship is the pursuit of opportunity beyond resources controlled.”
- Howard Stevenson
Great leaders often make for successful entrepreneurs. The shared skills - vision, decisiveness, resilience- are vital in both realms. However, the intriguing aspect is to see how leadership qualities specifically translate into entrepreneurial triumph, facilitating a smooth transition from being a leader to an entrepreneur.
Effective leadership is largely about the capacity to inspire and motivate. Transformative leaders employ a form of leadership that activates and engages followers’ emotions, values, ethics, and standards (Burns, 2012, p. 426). Leaders create a clear and captivating vision, gather their teams behind it, and steer them toward achieving it. Entrepreneurs leverage these same principles. They start with a nascent idea, and the task ahead is to inspire others, including employees, investors, or customers, to believe in their vision.
Decisiveness is a crucial aspect of leadership. The ability to make difficult decisions under pressure, yet remain flexible and open to learning, is paramount. A recent Harvard Business Review article elucidates that top-performing companies possess leadership teams that foster a “compa-
ny-first” culture, think and act across the enterprise, and maintain a relentless focus on reinventing the business (Ryan, 2023). The ability to pivot based on new insights is vital in an entrepreneurial journey, as changing market dynamics often call for quick and informed decision-making.
Resilience is another quality that leaders demonstrate in the face of adversity. They perceive challenges as opportunities for growth and remain committed to achieving their objectives regardless of hurdles. This resilience is an essential asset for entrepreneurs who frequently face uncertainties and must maneuver through failures and setbacks on their path to success.
Lastly, leaders are adept at strategic thinking and planning. They have a keen eye for foreseeing future trends, anticipating changes, and strategically positioning their teams to capitalize on opportunities. This strategic acumen is crucial for entrepreneurs as it allows them to identify market opportunities, predict potential threats, and navigate their venture toward growth and success.
In conclusion, the qualities that define effective leadership - inspiration, decisive-
ness, resilience, and strategic thinking - can be a significant asset for entrepreneurs. Leaders transitioning into entrepreneurship find that these qualities lay a solid foundation for their entrepreneurial journey, enabling them to build successful ventures and create lasting impacts.
Burns, J. M. (2012). Toward a General Theory. In Leadership (pp. 422–442). Open Road Media.
Ryan, T. (2023, June 22). How the best leadership teams navigate uncertain times. Harvard Business Review. https://hbr.org/2023/06/how-thebest-leadership-teams-navigateuncertain-times
When it was established in 2012, the Global Network for Advanced Management (GNAM) was an ambitious undertaking. Formed as a consortium of 21 distinguished global institutions, including Yale University, GNAM sought to connect and foster academic collaboration among top institutions of higher learning worldwide. A decade on, its reach and impact have expanded substantially. Today, GNAM boasts 32 schools, spanning the globe and providing students with unprecedented cross-cultural opportunities. A visionary leader, joining GNAM in 2014 as the Director of Global Initiatives, steered a significant part of this evolution.
Camino de Paz started her journey in higher education at IE Business School, where she found stability but began to feel stagnant after several years. She yearned for growth and needed to transition from merely managing MBA programs to a more strategic role. The state of Spain’s economy and a personal mid-life crisis also factored into her decision.
She then joined Yale, intrigued by the unique opportunity it presented. Yale, offering the chance to lead a global initiative, allowed her to escape the feeling of being ‘trapped’ she had experienced in her previous roles. With its vast reach, her small team operated like a startup, allowing her to exercise her influence and build something from scratch.
Camino faced the daunting task of aligning universities toward a common goal. Anyone who has worked in higher education knows this is difficult to do in a single organization. Multiplied by 32 academic entities scattered across the planet, each steeped in its own traditions and culture, one can begin to imagine the magnitude of this undertaking. However, by identifying what each institution valued and prided itself on, she fostered synergy among them.
Camino’s leadership style evolved as she adapted to the different communication styles and departmental structures across the universities within GNAM. She found her voice and learned to reach her audience effectively through this.
Although Yale’s prestige played a pivotal part in getting buy-in from other schools initially, GNAM runs independently, and its growth strategy has aimed for truly global representation by inviting the best schools
from various regions. Maintaining excellence remained paramount while scaling up, leading to a robust evaluation process for potential members.
As GNAM reaches optimal size, invitations to potential member schools are extended based on a majority vote, underscoring its collaborative ethos.
Now celebrating its first decade, it looks ahead to a future of continued expansion, deepened ties, and increased collaboration in research, teaching, and knowledge exchange. With Camino and her collaborators at the helm, GNAM’s evolution continues, shaping it into a global education powerhouse.
Reflecting on the past decade, GNAM’s journey presents an inspiring tale of innovative leadership, strategic collaboration, and adaptive growth. Camino de Paz’s tenure as Director of Global Initiatives and now Assistant Dean of Global Network Programs embodies this narrative, demonstrating a remarkable ability to unite diverse institutions and cultures towards a shared mission. With its steadily expanding network, GNAM stands as a testament to the transformative power of global academic collaboration. As it steps into its second decade, GNAM, with guidance from forward-thinking leaders like Camino, remains poised to extend its reach and impact further, reinforcing its position as a global leader in higher education.
“THIS WAS THE DREAM JOB. IT WAS LIKE A STARTUP. WE HAD TO BUILD EVERYTHING.”
Elena’s parents disapproved, wanting her to follow in her father’s footsteps as a lawyer. Disagreement over her destiny drove her to leave home soon after turning 19. “Neither of us got our way; I went to school for civil engineering,” Elena says, “I worked at a bar at the same time. You don’t do this in Italy. Leaving home, bartending, and studying engineering because it’s one of the toughest things you can possibly think of.” Elena began falling out of love with engineering around the same time she had a conversation with the soon-to-be husband of one of her best friends.
Her curiosity was piqued as the man, a consultant at Arthur D. Little, began to paint a captivating picture of his work - diverse projects, interactions with various clients, and an ongoing journey of learning and growth. Interested, Elena inquired further about these intriguing ‘consulting’ firms, and in response, he generously penned
down a list of potential employers on a disco napkin, adorning each with a star rating based on his personal preferences. The top-tier firms, such as BCG and McKinsey, received four stars.
Upon graduating, Elena wasted no time in contacting these star-studded organizations. Despite her impressive academic record and full-time work commitments, Elena’s understanding of the corporate recruiting process was minimal. It was an era before email, so she faxed her CV, hoping for an immediate response that never came.
Undeterred, she contacted them, offering to resend her CV, suspecting a technical glitch in the fax transmission. Yet, the silence from the four-star companies remained deafening. Elena then lowered her sights on the three-star firms but met the same result. Elena, however, was not one to be easily defeated. As an engineer seek-
ing to transition to another field, she discovered additional options while searching through the Chamber of Commerce for companies working with German clients. So, instead of sending her CV, she picked up the phone and offered to do an internship.
Her unusual approach seemed to strike a chord with the secretary, who transferred her call to a senior partner at one of the world’s biggest consulting firms at the time - Arthur Andersen. Elena’s sheer enthusiasm and motivation were undeniable, leading to an immediate invitation for an interview. Without time to prepare a CV, she hopped on a bicycle and headed straight to the interview. That led to a second, followed by a thrilling call - she was in - without even submitting a CV.
Her initial experiences in business were intense, akin to drinking from a fire hydrant while strapped to a rocket. But, starting as
“Look, I originally wanted to be a fashion designer.”
one of the firm’s lowest-rated employees, she rapidly learned and improved. She was rated one of their best by the end of her second or third year. Eager for further growth, she decided to pursue an MBA.
Elena’s time at INSEAD, a globally focused business school, was pivotal. She recalls, “INSEAD, it made me. I became a different person. This is really what shaped me, what made a big difference in my life.” Next, she made it into one of those 4-starred firms on the disco napkin.
“In BCG, we were at the very beginning of our cooperation with the United Nations. And we did quite some exciting and experimental projects with them. But, you know, that was the World Food Program.”
The World Food Program is a vital entity, stepping in when lives are threatened by hunger due to circumstances such as tsunamis or civil wars. One of the program’s most significant challenges is the urgency in delivering food supplies, as any delay can cost lives. During Elena’s tenure, she was tasked with reducing response time in these emergencies, a project with immense logistical challenges due to the unpredictability of disasters and, often, the crippling of local infrastructure.
Elena’s team devised a model to enhance delivery time, subsequently executing a global rollout. This involved travelling to remote locations, from Uganda to Zambia, for extensive on-ground training.
Initially, the fruits of their labour weren’t apparent, leading Elena to express her frustration and even contemplate leaving the World Food Program. Yet, years later, she learned that her project was hailed as one of the best executed by the organization. This recognition shed light on her professional immaturity, overlooking the complex nuances of initiating change in a large organization.
Transitioning to real estate development, Elena worked on luxury developments with brands like Four Seasons and Bulgari. Despite her successful career, she questioned her path and faced a personal crisis. With the help of a coach, she confronted the fact that she had been living a life projected onto her by others’ expectations.
Upon realizing that the corporate path was not what she wanted, Elena was left at a crossroads. Despite not knowing her destination, she yearned for a role that provided direct impact and accountability. With this newfound insight, Elena decided to become an entrepreneur.
UBC Sauder BCom student hailing from Vietnam who’s developing a specialization in digital marketing. With an intriguing perspective comparing marketing trends between Vietnam and Canada, she is keen on leveraging cross-cultural insights to shape effective digital strategies.
As the geographical border is getter blurred by the rapid development of technology, global knowledge becomes more and more accessible. And one of Horizon Search’s core values is to bring diverse perspectives to our audience through our digital platforms.
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Delivering global insights and sharing inspiring stories from professionals in different disciplines is a journey with many new opportunities to learn and expand. As a business student, Nhu Quynh is excited to apply her knowledge to the development of Horizon Search and our community while learning from the professionals’ stories. As a global citizen, she hopes to be part of Horizon Search’s journey to blur geographical borders and bring international knowledge to the audience.
...years later, she learned that her project was hailed as one of the best executed by the organization.
“With the development of digital tools and platforms, I am excited to see how these tools will greatly shift how the business world operates.”
Ayusha is a creative professional and recent English Language & Literature graduate from the University of British Columbia. Born in India and raised in the Middle East, she uses a culturally perceptive and empathic approach to her writing and storytelling with the aim of diversifying ways of thought.
Driven by the belief that social media and the internet foster a more connected and authentic society, Ayusha values the cultural insights global leaders bring to business. She promotes intercultural communication as a tool to dismantle barriers and open new opportunities, envisioning a united entrepreneurial platform for social change and inclusive growth.
However, she soon found herself in a predicament – she didn’t have a business idea.
ice cream empire from Florence or Italy, where she knew little about the sector and competition was already fierce, seemed impossible. Driven to find the ideal country to launch her venture, she meticulously crafted a list of macro and microeconomic criteria akin to BCG’s approach. This list was uniquely balanced with her personal preferences, illustrating a blend of strategic and individual decision-making.
In the end, Turkey emerged as the obvious choice. This was back in 2010, when the country was still basking in the afterglow of a booming economy, despite the global financial crisis, and Erdogan’s rule had not yet shown its controversial side. Articles in ‘Il Sole 24 Ore’, the Italian equivalent of the Financial Times, seemed to sing nothing but praises for Turkey’s economy. Add to that the fact that Istanbul alone boasted a population of 18 to 20 million people, more than the entire population of the Netherlands, and it made sense to try and crack the market in this city.
None of the possibilities she explored, like retirement homes and bottled mineral water, appealed to her. Eventually, her love for food guided her path. She dissected the value chain, considering production and distribution and settling on retail for direct consumer exposure. After a structured thinking process, Elena narrowed her options to a bakery, a pasta bar, and...
The reasoning was multi-layered; the initial investment was significantly lower compared to other options, an ice cream shop being around just 40 square meters. Although the equipment was costly, fitting and setting up the shop was relatively cheaper. Furthermore, the gross margin was staggering, around 85%. After all, she was selling sugar, either milk or water and air. This promising business model left sufficient resources for staff salaries, rent, marketing, and profit.
Equipped with a business plan and fueled by her entrepreneurial drive, Elena journeyed to Turkey, balancing her part-time real estate job while investigating the local market and setting up a professional network to aid in launching her venture. However, life threw a curveball when her proposed business partner could not deliver the promised funding, leaving her venture in limbo.
In this precarious situation, Elena discovered her latent networking skills, raising the necessary funds for her venture and its future growth. It was an exhilarating journey, full of unexpected twists and turns, teaching her valuable lessons that she likens to an ‘additional MBA.’
As a young professional, Ayusha appreciates the mentorship in search funds, representing collaboration and shared success. She is dedicated to narrating leaders’ stories, harnessing the power of mentorship, and envisions an empathic society where collaboration and shared triumph redefine the narrative of progress and prosperity.
She toyed with the idea of pasta but quickly realized that ice cream was a treat while pasta was more of a meal. This subtle difference drastically affected the consumers’ willingness to pay. It was more accessible for people to shell out four euros for an ice cream, but ten euros for a quick pasta seemed steep.
Returning to her home in Florence after globetrotting for her education and real estate career, she was adamant about staying put. However, building an
One key learning for her was humility and realizing the uncertainty inherent in the entrepreneurial journey. As opposed to her time at BCG, where forecasts were in known environments, and history was a reliable predictor of future performances, the reality of a startup was a blank canvas, full of potential but devoid of predictability. And from this learning, Elena set forth to navigate the unfamiliar waters of her ice cream venture.
“Through repeated tweaking, fine-tuning, and an unrelenting pursuit of comprehension, I started uncovering the secret recipe for my business model.”
The Turkish landscape started shifting. Once a rich fertile ground for ventures like Elena’s, the economy began to wobble under Erdogan. As a result, the once lucrative margins were getting slimmer, and with
It was an exhilarating journey, full of unexpected twists and turns, teaching her valuable lessons that she likens to an ‘additional MBA.’
“I’m keen to see how businesses incorporate a human-focus in their AI strategies for rapid, data-driven decisions.”
each new shop’s launch, the risk of failure loomed larger. Initially planning to set up 20 to 30 shops before stepping back, she saw the terrain becoming increasingly challenging.
“Eventually, I passed the torch to a local player, whose family-run approach proved instrumental in keeping the business alive and thriving.”
After the sale, she found herself in the throes of endless possibilities. Should she dive back into entrepreneurship, stay in Turkey amid its growing complications as a lecturer for Koç and Sabanci University, where she was teaching entrepreneurship and innovation courses, or return to the corporate world? These dilemmas paralyzed her for a year until she started experimenting, leaning into what she enjoyed and eschewing what she didn’t. That exploratory phase brought her to İTÜ ARI Teknokent, a Turkish incubator and colossal enterprise receiving 10,000 applications per year from startups wanting to participate in their program. This experience allowed her to mentor, guide, and nurture numerous ambitious startups, ranging from IoT to virtual reality, all trying to leave their mark in the complex and vibrant Turkish market. These years, filled with the infancy of blockchain, machine learning and virtual reality, were a whirlwind of excitement and innovation.
expansion. To overcome this, she joined programs to expose these startups to the U.S. market, a pivotal step towards international recognition. Brimming with ambition, fearlessness, and top-notch engineering skills, working with these Turkish startups was incredibly rewarding and inspiring. However, the winds of change kept blowing, and she decided to leave Turkey in 2017.
“My decision coincided with two significant events - meeting my future Turkish husband and relocating back to Italy.”
Back home, she joined H-Farm, an enterprise that married her love for entrepreneurship with her consulting experience. Here, she was immersed in cutting-edge technology, e.g., a very early adoption of GPT. The company’s unique approach, unconstrained by individual sales objectives, resonated with her belief in authenticity and value-driven service.
Thus, the tapestry of her journey, woven with various threads of entrepreneurship, consulting, management, and technology, led her back to Italy. From opening shops to mentoring ambitious startups, her past experiences served as the stepping stones to her present and will undoubtedly shape her future. Yet, even as she journeys forward, she remains firmly grounded in the wisdom of her past, continually embracing the lessons embedded in failures and successes alike.
“Diversity of experience is what makes me what I am today,” she says, “it helps me unpack and understand how to approach new situations.”
tainability and is deeply concerned about the global economy’s dismissive attitude toward specific individuals and communities. She is disturbed by instances such as child labour in cocoa harvesting and the exploitation of workers in cobalt mining for our everyday luxuries. These harsh realities have inspired her to act, aiming to become an independent board member in Italian companies to fight against these inequalities while offering support through her experience in internationalization, innovation, digitalization, and overall strategy. In this quest, Elena also prioritizes her personal life, seeking to ensure she has ample time to devote to her husband. Success, for Elena, is thus a balanced blend of professional achievements, social activism, and nurturing her relationships.
In conclusion, Elena’s entrepreneurial journey is a testament to her resilience, curiosity, and willingness to defy conventions. Furthermore, her story serves as a reminder that success is not just about financial gain but about fulfillment, impact, and continuous growth. As she navigates the ever-evolving business landscape, Elena continues to inspire other aspiring entrepreneurs with her commitment to innovation, social responsibility, and personal growth.
Elena’s story embodies the hero’s journey in its truest form, from overcoming initial challenges, seeking growth, and coming full circle with a richer understanding of herself and the world. Her perseverance, curiosity, and courage to learn and adapt continuously resoundingly demonstrate that one can transform challenges into opportunities for growth. Her odyssey truly embodies the evolution of a business maverick.
But amid the innovation and growth, she felt an unease. The complexity of Turkey’s economy was stunting the startups, entrapping them in a cycle of local growth and distracting them from international
Elena’s work with H-FARM Innovation, now operating as MAIZE, demonstrates her commitment to pioneering projects. From developing a marketplace for beauty professionals to advising startups, Elena brings her wealth of experience to the forefront. She describes the organization as a “Thiel organization,” marked by decentralization, competence-based hierarchy, transparency, trust, and strong community culture. It provides a stimulating environment for her, as she views success not as an individual accomplishment but as a shared victory with her work community. It’s manifested in successful complex projects, satisfied clients, created value, increased revenues or margins, and tangible improvements brought by new solutions, methodologies, or frameworks her team develops and applies.
Beyond her work, Elena values social sus-
She describes the organization as a “Thiel organization,” marked by decentralization, competencebased hierarchy, transparency, trust, and strong community culture.
In the face of adversity, some individuals rise, driven by an inspiring and transformative determination. One such individual, Ching Tien, has dedicated her life to educating girls in rural China. Her journey, marked by personal struggles and societal challenges, is a testament to the power of resilience and the impact of education.
During the Cultural Revolution, Ching’s father was imprisoned when she was just six years old, leaving her to navigate a society where a person’s value was often determined by their family background. This reality was particularly harsh for Ching, who was constantly afraid of questions about her past or her family. She was relocated far from her prestigious school and hometown of bustling Beijing to a rural province to work in a factory for several years.
Despite these challenges, Ching managed to leave Gansu and return to Beijing, a feat she likens to finding a needle in a haystack. However, the struggle didn’t end there. She felt trapped in a society that didn’t value her as an individual, and she yearned for a place where she could live less stifled.
That place turned out to be Canada. Despite the language barrier and the challenges of being a single mother raising two children, Ching found a sense of belonging and respect in her new home. She ran a successful art gallery, which provided for her family and nurtured her adventurous spirit, a trait she believes she inherited from her grandfather.
Ching’s journey took a dramatic turn when she decided to return to China to address a deep-rooted issue: the lack of educational opportunities for girls in rural areas. She was particularly moved by the stories of girls who, like her, faced societal pressures and discrimination simply because of their gender. One such story was of a girl who was given away at birth to another family in a different province. When this girl turned 15, her adoptive mother told her she could no longer attend school because she was a girl. Undeterred, the girl ran away, found her birth parents, and expressed her desire to continue her education. With the help of the woman’s organization, this girl could complete high school and attend a vocational training school. Today, she works in a bank, a far cry from the fate that awaited her otherwise.
Ching founded Educating Girls of Rural China (EGRC), an organization dedicated to providing scholarships for girls in rural China. Through EGRC, she has been able to help many girls overcome societal barriers and pursue their dreams. “I feel people should become themselves,” Ching says. “Education is the key to that. It’s not just about poverty or hardship. It’s about resilience, determination, and the power of education to change lives.”
“These stories are too many,” Ching says. “Every girl has a story. We have another girl in Vancouver attending a conference; she just finished her Ph.D. in electronic engineering at the University of Manitoba. And just two days ago, we were chatting, and she said, ‘When I grew up, I always felt I was extra. And I was always a little bit, you know, afraid my parents would give me away.’”
Ching’s journey from a girl in Gansu to a woman making a difference in rural China is a powerful reminder of the potential within each of us. It’s a story of resilience, overcoming adversity, and the power of education to transform lives. In the words of Malala Yousafzai, a Pakistani activist for female education and the youngest Nobel Prize laureate, “One child, one teacher, one book, one pen can change the world.” Ching’s work embodies this sentiment, proving that with the proper support and opportunities, girls can change their lives and contribute to improving their communities and the world.
Against all odds, Ching Tien overcame personal hardship and societal prejudice in her youth, only to return to rural China with a mission to transform lives through education.
“I grew up without a father,” Ching recalls. “Every door I knocked on was closed. Getting out from Gansu back to Beijing was a huge struggle. It was almost impossible. I almost gave up.”
“Every girl has a story.”Ching Tien Founder Educating Girls of Rural China
IE Business School
Navigating the unpredictable waters of entrepreneurship requires a deep understanding of the mechanisms and causality of change, something in which Professor Sondos Abdelgawad, a researcher in entrepreneurship, excels. Devoted to underrepresented social actors, Sondos provides unique insight into the entrepreneurial community, bridging the gap between theoretical knowledge and practical applications.
Discussing entrepreneurship without considering structural inequities and their impact on entrepreneurial ventures is impossible. Citing a real-life example, Sondos recounts the story of a founder affected by the Muslim ban in the U.S. This entrepreneur’s journey serves as a stark reminder that politically motivated actions can have far-reaching consequences, particularly for underrepresented groups.
Data supports this anecdote: a Harvard Business Review study found that in 2020, less than 3% of venture capital in the U.S. went to women (Bittner & Lau, 2021). These disparities aren’t just statistics; they represent very real barriers for many aspiring entrepreneurs.
Sondos stresses the importance of virtues like patience and forgiveness, particularly in CSR (Corporate Social Responsibility) applications in a world increasingly driven by short-term gains. Her research shows that these virtues can produce lasting benefits.
A study published in the Journal of Business Ethics found that CSR initiatives contribute positively to customers’ loyalty through identification and emotions over the long term (Pérez & Rodríguez del Bosque, 2014). However, a focus on CSR benefits to the bottom line may inadvertently prioritize short-term thinking, leading to detrimental consequences.
The entrepreneurial journey can be pressure-filled. How we respond can make all the difference. Sondos shares a personal experience to illustrate this. When a student doubted her role as a professor, she chose empathy over defensiveness. She encourages others to do the same, emphasizing that practicing mindful responses improves our resilience.
With the rise of digital information, Sondos stresses the importance of discernment. Just as a balanced diet is essential for physical health, varied and high-quality information is crucial for mental well-being.
Sondos commends organizations like the Center for Humane Technology that promote conscious information consumption. She asserts that it’s vital for educational institutions to pivot from simply disseminating information to fostering abilities to process, filter, and digest information effectively.
In a world where quick fixes and shortterm gains are often prioritized, Sondos Abdelgawad reminds us of the importance of a long-term mindset, empathy, and a balanced information diet. As we navigate the complexities of entrepreneurship, she would have us remember these lessons, shifting our focus from quick wins to sustainable success.
Bittner, A., & Lau, B. (2021, September 17). Women-led startups received just 2.3% of VC funding in 2020. Harvard Business Review. https://hbr. org/2021/02/women-led-startupsreceived-just-2-3-of-vc-fundingin-2020
Pérez, A., & Rodríguez del Bosque, I. (2014). An integrative framework to understand how CSR affects customer loyalty through identification, emotions and satisfaction. Journal of Business Ethics, 129(3), 571–584. https://doi.org/10.1007/s10551014-2177-9
“It’s all about mechanisms and causality.”
“Search funds provide a unique platform for entrepreneurs, allowing them to step into established businesses, apply their innovative ideas, and grow in a less risky environment. It’s like buying your way into entrepreneurship, and for many, it’s a path filled with both personal and professional rewards.”
-Marc Andreessen
The landscape of entrepreneurship is in a constant state of flux, continually reinventing itself as new strategies, methods, and options emerge. In recent years, a remarkable trend has gained momentum: entrepreneurs opting for search funds as their pathway to business ownership. This shift suggests an exciting bridge forming between traditional entrepreneurship and acquisition entrepreneurship. This article unpacks the reasons for this evolution and explores the compelling concept of search funds.
Acquisition entrepreneurship offers a significant advantage of instant impact. Instead of investing time in developing business plans and prototypes, entrepreneurs with search funds step into a thriving organization where their decisions have immediate, substantial effects. Moreover, managing an already established business offers a more flexible lifestyle compared to launching a start-up or leading a large corporation (Ruback & Yudkoff, 2017). An excellent example of this is the story of Kevin Taweel and Jim Ellis, who used a search fund to transform a small roadside assistance company into Asurion LLC, a major cell phone insurance provider with 17,000 employees and approximately $9 billion in revenues (Andrews, 2018)
So, why the rising inclination towards search funds among entrepreneurs? The primary driver is the shifting landscape of entrepreneurship, characterized by rapid technological change, fiercer competition, and higher start-up costs. Marc Andreessen, co-founder and partner
of Andreessen Horowitz, stresses that contemporary entrepreneurs need to be more than mere product innovators - they should be primed to undertake the role of a CEO (Harvard Business Review Staff, 2013).
Andreessen’s insights shed light on the intricacies of modern entrepreneurship. He believes that contemporary entrepreneurs must have a versatile skill set that reaches beyond creating innovative products or services. Reflecting on his conversation with HBR’s editor-in-chief, Adi Ignatius, Andreessen emphasized the importance for entrepreneurs to assume diverse roles and oversee multiple aspects of a business.
In this context, search funds provide a strategic edge. They enable entrepreneurs to apply their innovation to an existing company with an established customer base, stable operations, and an experienced workforce. The risk of starting a business from scratch is significantly reduced, and entrepreneurs get to enhance their skills in a real-world business environment before venturing out independently.
One of the critical challenges entrepreneurs face is access to capital. Raising funds can be arduous, particularly for inexperienced entrepreneurs. Here, search funds shine by providing a pool of investors ready to back the entrepreneur’s acquisition quest, offering them necessary
resources to grow their business, thereby increasing their odds of success. However, it’s essential to remember that acquisition is not without risk. Search funds entrepreneurs should be prepared for potential culture clash, employee pushback, or unforeseen financial challenges post-acquisition.
In conclusion, the rising trend of entrepreneurs veering towards search funds is a testament to the evolving dynamics of entrepreneurship. This innovative model allows aspiring entrepreneurs to apply their skills in a more secure environment and access essential capital for acquisition and growth. As entrepreneurship continues to evolve, search funds are likely to play an even more prominent role in shaping the future of business ownership.
Andrews, E. L. (2018, October 15). How CEOS-in-waiting buy the companies they want to run. Stanford Graduate School of Business. https://www.gsb.stanford.edu/ insights/how-ceos-waiting-buycompanies-they-want-run
Harvard Business Review Staff. In search of the next big thing. Harvard Business Review. (2013, May). https://hbr.org/2013/05/in-searchof-the-next-big-thing
Ruback, R. S., & Yudkoff, R. (2017, January). Buying your way into entrepreneurship. Harvard Business Review. https://hbr. org/2017/01/buying-your-wayinto-entrepreneurship
Martine Legault believes in mutual success through leadership. A process engineer by trade and currently a “searcher” through Novastone Capital Advisors, Martine didn’t initially know the specificities of her professional goals – all she knew was that she wanted to run a business with her hands-on approach. Fortunately, she found her professional calling in the search fund space and has been collecting valuable insights on mentorship, rejection, and what it means to be a CEO throughout her journey as an entrepreneur.
“I had a very entrepreneurial family. My parents had their own business. I think that had a really profound impact on me. And then I kind of figured out this is really what I wanted to do. I wanted to run a business, having no idea what was involved, having no idea what that business would be, and then came across a really good opportunity to purchase a business that was essentially in bankruptcy.”
Having successfully acquired, grown, and sold a business, Martine felt ready to leverage her past experience and newly-earned MBA to venture into another enterprise. This desire led her to apply and gain acceptance into the rigorous and prestigious NCA entrepreneurship program, which served as a springboard for her involvement with search funds. A search fund is an investment vehicle through which an entrepreneur raises funds to acquire a small to medium-sized company, which they manage and grow through their leadership before selling (Stanford Graduate School of Business, n.d.). Essentially, it allows individuals lacking in experience but demonstrating the knowledge, drive, and ambition to practice leadership as a CEO. It will enable them to diversify their portfolios, resulting in a more meritocratic leadership system.
Martine found the search fund space surprisingly open and transparent, and some of the more experienced searchers were honest about the problems they encountered and what solutions they implemented. Martine felt supported and had a clear vision of what her life in a decade would look like through these people. And to pass on the scroll of valuable information given to her by others, she does her best to make
“I feel like I came to the community to give back which fuels the process. Everybody has to do their share and take their time to promote it and to reassure some of these new searchers that are coming in.”
Martine’s current focus lies within the distribution and light manufacturing industries. As with any search, she narrows her scope to a specific geographical area, expanding or zooming in based on her success. Martine’s network of brokers has been able to fill her pipeline, but if she’s having trouble finding a good fit, she sends out mass emails for proprietary deals instead of broker deals.
When evaluating acquisition targets, Martine considers financial criteria, business size, profitability, and other logistical aspects. She also considers growth potential and how quickly she can create value for the business, and create efficiencies, while potentially ensuring a seamless transition from incumbent CEO to incoming CEO and, more importantly, transferring business knowledge. According to Martine, sharing business knowledge not only empowers the company but also benefits the next leader.
Given the transparency within the search fund community and Martine’s hands-on leadership style, it’s not surprising that honest collaboration is an essential criterion for her. Which means honesty with oneself is just as important.
In an era characterized by abundant knowledge and accessibility, confidence stems from understanding and expertise, acting as a stamp of legitimacy. One of the most valuable skills to master in business and any other industry is the art of persuasion.
But the rickety bridge of learning that hangs between beginning a practice, and being skilled in it, sways as you tread cautiously, building as you go, and it paradoxically only becomes stronger the more confident your steps become. Such was Martine’s experience with processes such as fundraising and using sales practices on her investors. As with most things, Martine
threw herself into those calls to investors, and it was difficult not to take so much rejection personally. But she later realized that the conditions of her bridge were not necessarily a result of her craftsmanship alone.
“People are kind and willing to help. It made the process a lot easier when I reached out to some other searchers. It is tough because you receive a lot of rejection at the beginning, but you realize that rejection is a part of the process.“
Once she realized she was merely part of an equation, she objectively viewed the challenge it raised and even began liking the practice. She understood that the formula was having confidence and understanding how everything worked.
But that was after she found her sense of belonging in the search fund space. In the beginning, Martine had to be honest with herself. Her initial goal before she realized she wanted to enter the job market, but her professional coach made her do some soul-searching and realize that she really wanted to have a business. Oftentimes it can seem challenging to face the facts of what your soul desires, especially if it’s going to be a new venture for you. But challenges like that are good, and the people who put them in your way act as guiding winds to direct you to the place you’re meant to go. And even after all her successes, Martine was challenged, and learning how to overcome them made her stronger than ever.
The Essence of a CEO
Mutual gain is at the heart of Martine’s philosophy. The biggest lesson she learnt as a CEO was that a business is as good as the loyalty of its employees, the people who choose to spend their time working for it.
“If people don’t want to get up in the morning and they’re not motivated to come and work for you, it will be difficult to achieve Employees can build your business, but they can also, destroy it.
Martine also aims to grow businesses that
will benefit from her leadership style, her experience, and her skills. She also believes in the power of mutual gain, focusing not only on how her work can improve her own life but also all the other players involved: the investors, the company, and the people in her life. Her personal goal is to retire in 10 years and spend more time discovering the world
Martine thinks that search funds might be the future of business. She has faith in the search fund community for putting value on soft skills and focusing on the legacy of the business, rather than just the “dollars and cents.” Overall, Martine feels the search fund model fits well with her personal and entrepreneurship goals and that it might also be a good calling for other entrepreneurs.
“If you have an aspiration to do it, then you should just really go for it because there’s a community out there waiting to support you.”
The search fund space is an innovative way of equalizing the world of leadership through meritocracy. As a “searcher” through Novastone Capital Advisors, Martine Legault has been able to benefit investors and companies with her handson, collaborative leadership, the results of which have also benefited her. While the learning process is never easy, Martine has picked up some valuable lessons about overcoming challenges in pursuit of finding your purpose, giving back, and mutual gains. Martine hopes the future of business is filled with pragmatic, balanced and purpose-driven, rather than merely profit-driven, leaders.
Stanford Graduate School of Business. (n.d.). Search Funds. https://www. gsb.stanford.edu/experience/ about/centers-institutes/ces/research/search-fundszv
Hailing from Vancouver, Trish Higgins embarked on an inspiring journey. From the revered halls of Yale and Harvard, she journeyed to the pulsing heart of Wall Street, ultimately finding proper alignment in establishing her own respected and flourishing company with her husband and brother-in-law: Chenmark. They have made a name for themselves by being innovative and disciplined and championing a team-first approach. As a thought leader in acquisition entrepreneurship and one of Chenmark’s founding members, Trish shares their fascinating perspective on navigating the highly fragmented space. With no definitive path to success, this diverse and turbulent ecosystem is teeming with opportunities waiting to be discovered by those willing to plunge into the fray. Breaking from traditional pathways, the Chenmark team created a holding company encompassing various industries. While not mainstream a decade ago, this innovative approach resonated with the founders, allowing them a first-mover advantage in an increasingly popular space.
“In establishing a holding company, ponder your motivations,” says Trish Higgins. She suggests asking: “Am I truly invested in the intricate workings of a business, or am I more attracted to the investor lifestyle?”
This is vital, as she highlights that “when you’re working with small businesses, even if you’re in a holding company structure, you’re gonna have to get involved and get your hands dirty.”
It’s not about “passive ownership” where one might sit around “thinking capital allocation thoughts all day.” Instead, it’s about ensuring you’re ready to “step in and run it” when facing leadership issues. She advises future entrepreneurs to “make sure you’re getting into it for the right reasons” and to understand the need for patience.
Further, she notes that establishing a holding company “can be slow going.” It begins with “buying one business” and then another, learning how to navigate these operational waters along the way. Higgins concludes, “It pays to be patient in the early days to build up what you want your company to really be and stand for, and not rush into it.”
Despite her remarkable achievements, Trish underscores the need for individuality and creativity in the pursuit of success. She stresses that there is no ‘one size fits all’ approach, and each person must chart their own course, guided by their unique visions and strengths.
“There’s much opportunity in the space, which can be wonderful, but it’s not at a stage where you can just rinse and repeat.”
Every deal is unique, and every venture a new adventure, making the journey as exhilarating as the destination itself.
When asked what advice she would give traditional searchers looking to build their cap table, Trish advocates for investors who bring a rich blend of practical experience and theoretical knowledge to a search fund venture. These seasoned veterans, who have ‘been there’ and ‘done that,’ serve as guiding lights with their wisdom and understanding in the complex journey of a searcher.
Investors like A.J. Wasserstein, equipped with both financial acumen and real-world business experience, exemplify the type she recommends. Yet, Trish also understands that the final choice depends on various aspects, including the founder’s background, personality, and strategy.
For those interested in running a small business, there’s another path worth considering - the Chenmark GVP Program.
Specifically designed to equip ambitious individuals with the necessary skills, this program involves one to three years of progression through three stages, with advancement determined by performance, skill set, and opportunity availability within Chenmark’s network of businesses. Notably, the program values character and attitude above prior experience, focusing on molding effective future CEOs. So, if you’re eager to join an impressive team and are ready to embark on an exciting journey, the Chenmark GVP program might be the perfect fit.
Trish urges those interested in the field to define their path to success. No strategy is set in stone in the vast and varied world of small business acquisitions. Trish challenges everyone to discover an approach that resonates with them and to pursue it courageously.
Trish Higgins’s extraordinary journey is a testament to the power of innovation and determination. Her experiences and insights illuminate the path for budding entrepreneurs and underscore the infinite possibilities for personal success in this dynamic world of business acquisitions.
Chenmark’s blog offers bite-sized wisdomquick to digest yet rich with insight. Perfect for those who value their time but crave substantial knowledge.
https://chenmark.com/weekly-thoughts/
Breaking from traditional pathways, the Chenmark team carved out their niche in an increasingly popular space, proving there’s no ‘one size fits all’ approach in the dynamic world of business acquisitions.
“When you’re working with small businesses, even if you’re in a holding company structure, you’re gonna have to get involved and get your hands dirty.”
“When one door closes, another one opens.”
Lisa Hooey
Managing Partner, Freda Capital
Lisa Hooey embraced a pivotal moment in her professional career when she made the decision to leave Scotiabank Global Banking and Markets after seven years of honing her financial acumen, exiting as Associate Director of Global Loan Syndications, to embark on the path of becoming an acquisition entrepreneur. Drawing on her extensive experiences in the corporate world, including international expansion, driving operational efficiencies, and executing high profile deals in global banking, Lisa was inspired to pursue entrepreneurship through the search fund model. It resonated with her, as it allowed her to leverage her transactional experiences while returning to her operational roots and fulfilling her passion for entrepreneurship.
She launched her fund called Freda Capital—the name an homage to her strong and inspirational grandmother. Lisa is quick to acknowledge the people who provided the crucial guidance she needed in her early days of exploring this path including her mentors, advisors and other search fund entrepreneurs. She learned from them, including how to identify valuable investors who were truly beneficial partners rather than mere sources of capital. By being methodical, she was able to compile a list of ideal investors, some of whom graciously made introductions on her behalf.
Before she formally launched her fundraise, she took the time to cultivate relationships with these investors, understanding their pivotal role as long-term partners in her entrepreneurial journey. One critical lesson she shares is the importance of hustle in the fundraising stage, comparing it to the effort needed in finding a business to buy. A successful fundraise, she emphasizes, requires professionalism, a clear vision, persistent follow-ups, and a compelling pitch.
However, the most crucial part is defining your deep “why,” which is not the financial upside the search fund model can provide but the intrinsic motivation that keeps you going when the going gets tough.
For Lisa, part of her unwavering motivation stems from her resolute dedication to forging a path for more women role models in entrepreneurship and executive positions. As Canada’s first exclusively woman-led traditional search fund, she feels a profound sense of obligation to surpass expectations and demonstrate the immense value that women leaders bring to the table. Her determination to “knock it out of the park”
is fueled by the aspiration to inspire more investors to embrace and support women leaders, fostering a more inclusive and diverse business landscape.
Freda Capital’s growth strategy emphasizes long-term planning and investment in the acquired business. Lisa intends to cultivate a robust company culture that encourages creativity, innovation, and learning from mistakes. Her diverse experiences, including her time as a competitive athlete and server, have bolstered her resilience, discipline, and personable approach – essential skills for effectively leading and inspiring a high-performing team.
When asked what advice she’d give to aspiring female entrepreneurs and investors, Lisa emphasizes the importance of believing in oneself. Acknowledging the common struggles women face, including self-doubt and imposter syndrome, Lisa encourages women to have faith in their own abilities and experiences, urging them to embrace calculated risks. She also emphasizes the value of building a solid network, sharpening one’s skills, and being resilient as critical elements for success.
Lisa highlights the significance of fostering transparent and trusting relationships with potential sellers when considering businesses to acquire. By understanding their motivations for selling and ensuring a genuine need for an operator to assume control, Lisa’s focus on relationship-building proves vital for overcoming acquisition challenges and securing long-term success. Her objective is to achieve a win-win outcome for business owners, leveraging the flexibility her fund provides to preserve their years of hard work and sacrifice while driving sustainable growth that builds upon their legacy.
As she puts it, setbacks are inevitable when you’re reaching for the stars, but they should be embraced as valuable learning opportunities rather than insurmountable roadblocks. In her perspective, each setback encountered along the entrepreneurial path has the potential to fuel personal growth, refine strategies, and ultimately propel one closer to success.
As a trailblazer in the search fund space, Lisa is setting an example for aspiring entrepreneurs who wish to leverage their skills and passions through the search fund model. Her dedication to preserving a legacy, building trust, and fostering sustainable growth will undoubtedly contribute to Freda Capital’s success as she continues her journey to acquire and grow an exceptional business.
In conclusion, Lisa extends an invitation to connect with any business owner looking to transition their business. She asks that Freda Capital be kept in mind and invites potential business partners to reach out to her via LinkedIn. She is a testament to the power of resilience, self-belief, and being open to new opportunities and pathways. Her journey offers valuable insights and advice for aspiring female entrepreneurs and investors looking to break into the industry.
“Your why is not the potential financial upside, but that deep why that’s going to really keep you going when things get hard. That’s something investors really like to hear.”
Before she formally launched her fundraise, she took the time to cultivate relationships with these investors, understanding their pivotal role as longterm partners in her entrepreneurial journey.
FREDACAPITAL.COM
Podcast
Mondays
Cordell Jacks
Regenerative Capital Group
Stephanie Knight
Vitalise Ventures, Kurated.ai
Available on Apple, Google, Spotify, and everywhere you get your podcasts.
Tune in to get 30-minute insights from an array of professionals around the world.
Cordell Jacks’ episode is out now and Stephanie Knight’s is out July 3rd.
“There’s two types of people, people that experience Imposter Syndrome and people who lie about it.”
In our conversation, Cordell shares his wisdom on regenerative value creation and the challenges of building an impact-focused startup.
From McKinsey to founding her own consultancy, Stephanie emphasizes the value of strategic thinking, adaptability, and educating clients to become self-reliant. She also touches on the role of AI in accessing information and the necessity of human touch for actionable insights.
Colin Cox started his career at Electronic Arts at a young age, embracing opportunities and personal growth, leading him to become an influential CEO and executive coach. His unique, people-first leadership style fuels team development and empowerment. He balances strategic intent with fortuitous events and has crafted a career aligning with his innate strengths, demonstrating how fulfillment can be achieved through adaptability and personal development.
Warren Chan, Director of Anacapa Partners, exemplifies a harmonious blend of work-life balance. He champions the importance of mental health, gratitude, curiosity, and mentorship in shaping successful leaders. His investment strategies favor small businesses and the preservation of family legacy, applying lessons from his own family’s history. As an industry-agnostic investor, Warren encourages his search fund entrepreneurs to lead businesses they are passionate about.
Standing at the precipice of a global paradigm shift propelled by digitalization and artificial intelligence (AI), we find the world paradoxically within our grasp yet seemingly distant. Businesses across the spectrum are reaping the benefits of technology, utilizing AI and big data to streamline operations, bolster decision-making, and craft bespoke customer experiences. Evident in Starbucks’ Deep Brew program and IBM’s Watson, AI’s potential spans from personalized customer engagement to aiding doctors in cancer diagnosis and predicting weather patterns.
But this era of transformation transcends the mere adoption of novel tools—it fundamentally reframes our business mindset. AI is on a swift trajectory from being an optional asset to becoming an indispensable cornerstone of entrepreneurial triumph. Take, for instance, ChatGPT, which can quickly generate business plans, prototype ap-
plications, and even undertake substantial coding, accelerating the pace of conversations and innovation.
In the face of this rapid change, one might feel overwhelmed, yet it is within this tumult that our quintessential human strengths rise to prominence. Our power does not lie in outdoing machines in raw computations or competing with animals physically but in our unrivalled capacity to harness diverse perspectives and unite our collective intellect to comprehend the intricacies of our world. This equilibrium between competition and collaboration paves the path to a synergistic coalescence of human creativity and AI’s potential.
As leaders, the onus is on us to foster an environment of adaptability and strategic foresight because it is not in spite of the changes but through them that we will uncover the true power of our collective potential.
Former tour guide in Japan, Vietnam, and Myanmar who pivoted to business school in the pandemic. David graduated one month ago after availing himself of the global network mentioned on page 10.
He launched this platform from a culmination of inspiration leading multinational groups to new destinations for weeks at a time, collaborating with students worldwide, and benefitting from the generous culture of the search fund community.
David aims to inspire and enlighten others through his global dialogues.
INSIDE COVER
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BACK COVER
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