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Exploring global insights on entrepreneurship and innovation

IDEAS IN MOTION FOR A TRANSFORMATIVE FUTURE Innovative Leadership and Global Perspectives

Emerging Markets and Economic Transformation

Strategies for Modern Business Challenges

Leadership insights from Africa to global markets

Focus on Bangladesh's growth and India's digital revolution.

Innovative business strategies from wine marketing to AI mergers.

Dec 2023 | #06

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EDITORIAL A global classroom and nine-month entrepreneurial journey

his was our launch year at Horizon Search, and what a journey it’s been. In nine months, we’ve conducted over 80 interviews. And we’re just getting started.

One of our first interviews was with Dami Lee, an architect-turned-YouTuber now approaching one million subscribers. We've also explored some profound concepts with Sharad Sharma, co-founder of iSPIRT. His 'kernel thinking' approach - viewing life like a digital system – has been eye-opening. By addressing the problem of hundreds of millions being unbanked, there are now more digital transactions in India than in the U.S., China, and South Korea combined. That is staggering. Some of the most exciting innovation is only possible in emerging markets. Each guest, from Dami to Sharad, has been an inspiration. Ironically, this endeavour began as a way to track and scale learning about search funds. Among their many positive attributes is an opportunity to sidestep the gruelling 0 to 1 phase of business development. I see the appeal. But at the same time, I honestly don’t know how else I would have learned all I have these past nine months. The MBA was great, but there’s only so much you can fit in a classroom, and while some of the cases stretched my mind, you often have to be in it to get it. Seeing teammates learn and grow so quickly has been rewarding. We have all challenged and supported each other, collaborating on monthly workshops to upskill, such as search engine optimization and blog writing best practices. A few colleagues who joined us in summer now have entrepreneurial ambitions of their own. Next year, we’ll be taking the show on the road, bringing you stories from around the world. We have some exciting projects in development, so stay tuned. On behalf of the Horizon Search team, I wish you a very happy new year! 2024 will be massive.

David Lovejoy Founder & Chief Content Curator

CONTENTS Change: A 32 Empowering Conversation with Matthew

the Economic 04 Unlocking Potential of Bangladesh

Smedley of Mission Possible

Abdullah Ishak Khan

Matthew Smedley

08 AI Sphere: Asaf Nevo Speaks

Mergers, Acquisitions, and the

Into Marketing and the 34 Insights Global Wine Industry

His Mind

Renee Zhao

Asaf Nevo

Global Inclusion Strategy: 38 AEmpowering Millions with

An Unconventional Approach to Entrepreneurship Through Acquisition

Access to Higher Education in China

Bakari Akil

Rupesh Regmi

for Success: 16 Building Embracing Change and

Stack: Revolutionizing 44 India Digital Infrastructure

Continual Development in Business

Sharad Sharma

Iggy Domagalski

Emerging Markets 48 Tracking Sherif Nessim

22 The Immigrant Advantage Irvin Gomez

Healthcare: The 52 Unburdening Role of Functional Medicine

Art in the Corporate 26 Navigating World

Will Cole

Laura Orlic

Continents and Cultures: 58 Bridging Yvann Karamoko's Vision for

Talent in a Changing 28 Managing World: Leadership, Change, and

Empowering African Leaders

Responsibility

Yvann Karamoko

Mark Cowne

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Unlocking the Economic Potential of Bangladesh A Journey of Lifelong Learning

to various parts of the world to seek knowledge, including Australia, China, Japan, South Korea, and his home country of Bangladesh.

bdullah Ishak Khan is a proud Bangladeshi currently serving as the Deputy Project Director of the Infrastructure Development Project of Japanese Economic Zone (DPJEZ) at Bangladesh Economic Zones Authority, Prime Minister’s Office (BEZA). He also received the renowned MEXT scholarship in 2022 under the Young Leader’s Program. The MEXT scholarship is a prestigious program that promotes mutual understanding and friendly ties between Japan and other countries. He completed an MBA program through this scholarship at Hitotsubashi University Business School in Tokyo, Japan. Mr. Khan is a lifelong learner who has been

Economic Ties Between Japan and Bangladesh

Abdullah Ishak Khan Deputy Project Director Infrastructure Development Project of Japanese Economic Zone

When asked about the considerations he had in mind for selecting his destination for an MBA degree, Abdullah says there were countless reasons why he chose Japan for his MBA. His primary reason being the strong economic connection between Bangladesh and Japan. Japan was not only one of the first countries to recognize the People’s Republic of Bangladesh but also fostered strong economic relations with the country since its independence. Bangladesh is one of Japan's largest recipients

of economic assistance, having received approximately $25 billion in developmental and economic assistance since 1972. As of 2022, the two countries have signed an Agreement on Technical Cooperation, further strengthening their mutual cooperation. Making it possible for Bangladeshi nationals to seek technical training in Japan and Japanese experts to travel to Bangladesh to conduct surveys, among other forms of technical cooperation. Including providing equipment, machinery, and materials to Bangladesh for better infrastructure development. So, the decision for Mr. Khan to travel to Japan for his MBA was an easy choice as he saw it as an opportunity to explore the potential of building government-to-government economic zones between the two countries. Abdullah’s previous experience working with a Japanese apparel retailer, Uniqlo, in Dhaka, Bangladesh, also influenced the decision. In his close interaction with the Japanese during this job, he was impressed by their extreme dedication to hard work and ethics when it comes to their job. So he

jumped on the MEXT opportunity to learn more about the third largest economy in the world and the people who got it there.

The Rising Economy of Bangladesh Upon returning from Japan, Abdullah started working at the Bangladesh Economic Zones Authority (BEZA) at the Prime Minister’s Office, specifically as the Deputy Project Director of the Infrastructure Development Project of Japanese Economic Zone (DPJEZ). Within this governmentto-government assigned role, his primary task is to create economic zones throughout Bangladesh to cater to international investors who want to invest in the country’s economy. These investments go into various infrastructure development programs for electricity, water, roads, gas, security, etc. Although BEZA is open to investors worldwide, including Canada, the USA, and the United Kingdom, Abdullah’s job is to ensure that Bangladesh’s Economic Zone is always ready for Japanese investments to come in and seamlessly assimilate into the relevant economic zone projects.

“We all know the quality and efficiency of the Japanese. It originates from a culture of discipline. I believe the moment we get disciplined in our personal lives is when we begin to replicate similar behavior in the workplace.” >>>

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“Bangladesh and its 170 million Bangladeshis are ready for change. BEZA is open to investors around the world. We have investors from Germany, the United Kingdom, Canada, the USA, Australia, and even all the way from South American countries. ” Bangladesh is one of the fastestgrowing economies in the world, with an astonishing GDP growth rate of 7.2% in 2022, post-global pandemic. According to Mr. Khan, a couple of reasons make his country an excellent place for foreign investments. One of the major reasons is the large human capital available in Bangladesh. Out of the 170 million population of the country, 65.6 percent comes under the working age. This abundance of human resources plays a big role in attracting investors from different countries. Another reason is Bangladesh’s superior road, waterways, and train systems, which are better than most other countries in the South Asian region. The infrastructure and the human capital potential encourage international investors to set up

manufacturing plants in the country. The prime geographic location of Bangladesh also comes into play as it is close to two of the world’s major economies, China and India.

Economic Zones in Bangladesh According to Abdullah, BEZA is currently working on six different categories of economic zones. First are the public and private partnership (PPP) economic zones established by local or foreign organizations. Second, non-resident Bangladeshis or foreign investors, business organizations, or groups establish private economic zones. Third, the government economic zones are established and owned by the government of Bangladesh. Fourth, the special economic zones are established privately or by public-private partnership through government initiatives to establish a specialized industry or commercial organization. Fifth, the governmentto-government economic zones (G2G) developed between the government of Bangladesh and other governments like Japan. Sixth are called economic zones, which are established in collaboration with government authorities and organizations.

An example of the G2G economic zone is the Bangladesh Special Economic Zone, which is jointly developed by the governments of Japan and Bangladesh, with over 1000 acres of land in Bangladesh’s Araihazar, Narayanganj. The development plans in Narayanganj include constructing a gas line from Haripur to Narayanganj, canals to avoid waterlogging, and a 230kV substation, among other construction plans. BEZA expects an investment of $1.5 billion from Japanese companies like Lion Corp, Onoda, and Nikka Chemical in this particular economic zone. At the same time, twenty-two other companies have also expressed interest in investing. They also expect the employment of over 100,000 Bangladeshi workers in this particular zone.

Incentives for Investors in Bangladesh’s Economy Mr. Khan also pointed out the many incentives and cuts the Bangladesh government provides for foreign investors. The Bangladesh Investment Development Authority (BIDA) offers major incentives, including corporate income tax (CIT) exemptions, import duty exemptions, and accelerated depreciation

zones. The goal is to create industries within these zones that will contribute upwards of $40 billion in additional exports and generate 10 million jobs for Bangladeshis by 2041.

allowances. Abdullah also mentions that Bangladesh’s Capital Repatriation Act allows full repatriation of investments and dividends for all foreign investors who choose to invest in Bangladesh, allowing for greater investor confidence in the region.

“The 170 million population of Bangladesh offers 170 million chances for you to form a connection here in our country. For any government, organization, or investor looking to invest in Bangladesh, remember that you will have the support of each one of our 170 million people.”

All six economic zone categories offer significant incentives to their investors, from bonded warehouse facilities and tax havens to one-stop-service-center facilities and no stamp duties. For instance, huge tax incentives exist for importing cars and using economic zones within Bangladesh. These incentives allow for more economic zones to be created and a higher inflow of investments into the country. Abdullah mentions that an economic zone can be built from scratch within 3-4 years with such incentives. For example, such a process with the Japanese government would begin with handing over a few hundred acres of land to their government. The Japanese government would then hand over the land to different Japanese industry investors, who will set up their manufacturing facilities in the area and begin production as soon as construction is completed.

The government of Bangladesh also aims to become a developed nation by 2041, with a critical focus on three areas: increasing GDP contribution from different industries, raising income per capita from the current $2,600 to $12,000, and reducing poverty levels. Infrastructure development projects near completion, such as an underwater tunnel in the Chittagong region, new airports, and a nuclear power plant to mitigate the energy crisis, will also play a key role in achieving this target. On the other hand, Bangladesh is committed to achieving the United Nations’ 17 sustainable development goals (SDGs) as well, including but not limited to clean water and sanitation, zero hunger, gender equality, and more. Abdullah Ishak Khan believes that the key player in achieving all these future goals is the country's human capital.

The Promising Future of Bangladesh Abdullah Ishak Khan shares that BEZA’s future targets include establishing one hundred special economic zones in Bangladesh by 2030. Ninety-seven of these have already been approved and established, with 68 government economic zones and 29 private economic 7

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Mergers, Acquisitions, and the AI Sphere:

Asaf Nevo Speaks His Mind Asaf Nevo Chief Business Officer Coach-AI

“

Entrepreneurship is a disease, and I’m definitely infected,” says Asaf Nevo, a 39-year-old entrepreneur specializing in building and selling companies. With previous experience as a Chief Executive Officer (CEO), Chief Business Officer (CBO), and Head of Revenue for various companies, Nevo is a successful leader who has helped many companies grow in revenue before they sell for profit. Nevo says he’s the happiest when working on team growth, investor relationships, finance planning, and especially when working on mergers and acquisitions (M&A) for companies. 8

"As I’ve said before, (entrepreneurship), it’s a disease, and I am definitely infected. Entrepreneurship is so overly glamorized, but people should really understand it's incredibly difficult and not for everyone."

Entrepreneurship and Beyond Asaf Nevo started his entrepreneurial

boundaries for companies working with AI. Nevo passionately advocates using AI for good purposes and working on finding an answer to all ethical concerns raised by the exponential growth of AI technologies worldwide.

journey in Haifa, Israel, and launched his first business with two other partners. It was a pub Nevo successfully built from scratch that he ran for 8 years before moving on to the next venture. In 2014, a company he co-founded called Pico (a data-driven sports fan marketing platform) was chosen to participate in the Startup Bootcamp Israel 2014 acceleration program. The startup was then picked up by DreamIt Ventures in the US to participate in a rigorous 14-week program for success. Soon after, Pico expanded to the European market with the help of a program called EurpoeanPieoneers in Berlin, Germany.

“One of the companies I’m working with is still in stealth mode, but I can tell you we’re building a system that helps with community control of the usage of AI for good. It’s about ensuring AI is being used for good and not being leveraged for unethical purposes.”

“Building a company is super hard. Anyone who tells you otherwise is a liar. I don’t know any entrepreneur who sleeps well at night. Everyone is concerned about what’s going to happen tomorrow. That’s the entrepreneurial life. It’s a rollercoaster ride, a hard journey, and it’s not for everyone.”

Nevo asserts the collateral damage of the fast growth of any technology can sometimes result in its misuse. He mentions that before the AI space blew up, tech companies were dealing with data, and regulations around data took a long time to be enforced for companies. He iterates that the pace of growth for AI technology is 50,000 times faster than what happened with technologies using data. He insists that companies in this space must collectively work to establish some community boundaries around what AI can and cannot be used for. > > >

After 8 years of founding Pico and serving as its CEO, Nevo made the decision to sell it to Infront, a leading European fintech company. During this acquisition process, Nevo served as the Head of Revenue at Infront Lab for a brief period to effectively hand over the company and ensure a smooth transition for all stakeholders involved.

Building a Safer AI Environment By early 2023, Nevo had moved on to serve as the Chief Business Officer at Coach AI (now Korro), a marketleading human-centric AI engine that uses AI, computer vision technology, and behavioral science to provide remote healthcare for children through virtual clinics. Nevo’s time at Coach AI was short but impactful. These days, you’ll find him back in his metaphorical entrepreneurial workshop, supporting new entrepreneurship projects and consulting for other startups. He’s also thinking of ways to use his extensive experience in the AI space to develop a system that helps establish ethical 9

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hard to change with data and projections. Startups, on the other hand, are more open to community, advice, and mentorship.

He insists community involvement is the solution to curbing the use of AI for unethical practices. Nevo is convinced that problems like the Cambridge Analytica Crisis involving issues with data privacy could have been avoided if the tech community had been more active in reporting data breaches and misuse. He insists that the solution would be much faster and smoother to implement if people from the tech community, who have all the knowledge required to solve it, got involved instead of waiting for regulatory bodies to develop the right regulations surrounding AI.

However, he believes both business types can benefit from building their story right. Nevo believes the key to success for any business is understanding your business completely. A good way to check if you’re setting up your business right is to ask yourself whether you know your market, business logic, and unit economics. Things will always be chaotic in a business environment, but as long as you know where you stand with your business and

Mergers and Acquisitions (M&A) and PostMerger-Integration Nevo previously worked on companies from scratch and built them up to be big enough companies to sell them. He’s recently switched that up and is now focusing on smaller businesses. He says his end goal is no longer to build a huge company. It’s now shifted to doing something small and then moving on. It ends up being a faster and smoother process because small companies don’t follow traditional hierarchies or have much of a bureaucratic culture. In Nevo’s experience, startups are the hardest businesses to set up. Everyone thinks startups are about building a model, selling, and exiting with a lot of cash, but that rarely happens. He says the backbone of a successful merger is the process after the merger, also called postmerger integration (PMI), which focuses on change management. Usually, when a bigger company acquires a smaller business, it’s tough for the big organization to integrate with the infrastructure of a small startup. He observes that it’s an emotionally draining process, and that’s why most CEOs don’t survive mergers and leave. For companies looking to merge with smaller companies or sell to a bigger company, Nevo’s advice is to have as few moving pieces as possible. The fewer the stakeholders, the easier the merger. One way you can do that is to eliminate the fundraising process and get your company funded independently. Save fundraising for your company’s growth, not for starting up. Nevo promises it will save you a lot of trouble when you’re merging with another company.

Advice for Startups and Small Businesses

have a good head on your shoulders as a business owner, you can manage any crisis that comes your way.

Asaf Nevo has extensive experience working with both tech startups and, more recently, traditional small businesses. He says the difference is mostly in the mindset of the small business owner and the founder of a new startup. The small business owner’s mentality is

For business owners, Asaf Nevo advises to always try and look at the glass as half-full. Stay positive, try to do new things every day, and listen actively when people talk. You never know when inspiration may strike. 10

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An Unconventional Approach to Entrepreneurship Through Acquisition

"I came across the idea of buying a company and thought of it as outlandish and ridiculously audacious. If I was going to pursue it, I needed to connect with people who were teaching, knew, and practiced the subject."

akari's Graves Hall Capital recently closed two major deals: acquiring NYPCorp, a burlap bag manufacturer, in collaboration with a private equity firm and purchasing an educational technology company in a separate deal with a family office. Yet, these accomplishments only scratch the surface of his journey in the world of private equity. When Bakari faced financial constraints leading to his departure from Morehouse College, he was convinced that alternative paths could lead to a successful career. He turned to self-education and invested time in reading numerous finance books. He sought to comprehend wealth-building, his primary strategy, and an avenue he believed to be his sole option. 12

Unconventional Access to Business Education Degree Encountering Tim Bogard, the founder of Search Fund Accelerator, via YouTube, Bakari soon discovered that he was teaching a course at Columbia Business School, located within walking distance from his residence. Unfazed by his non-student status, he seized the opportunity, boldly attending the class for free, transcending the barriers of school membership. The course taught him the intricacies of deal structuring, financing and the confidence to navigate the complex world of acquisitions. He viewed it as a mission essential for elevating his earning potential and lifestyle. Preparing to commence his career, Bakari sought inspiration from

Bakari Akil Founder & Owner Graves Hall Capital

stories of individuals who charted their paths using entrepreneurship through acquisition.

"Few books talk about individuals entrepreneurially. The most popular and wellknown, such as Cash McCall and Why Should White Guys Have All the Fun, were published decades before." Even with a decent amount of information from Columbia, Bakari had an insatiable hunger for success. He thought there might be a crucial piece missing in his understanding of the process. Driven by this quest, he embarked on a cross-country journey, attending David Dayson's course at Stanford Business School.

Bakari delved into the pursuit of acquiring a company by engaging with business brokers and investment bankers. Concurrently, he sought to enhance his acquisition skills, scheduling office hours with a professor at Harvard Business School. Armed with newfound business acumen, he fearlessly leveraged Harvard's i-lab premises as a strategic setting for meetings with potential clients.

Starting his entrepreneurial journey, Bakari gleaned invaluable lessons. Reflecting on his previous experiences, Bakari recognized that he had absorbed all necessary information much earlier. A prestigious education or a specific age did not determine the success of entrepreneurship. Also, the ETA curriculum is not proprietary—it's in the books and accessible to anyone willing to learn.

"You can only get into the i-lab at Harvard if you have an ID. I just followed somebody in as if I was a student there waiting for a person. We ultimately ended up meeting."

In business deals, every individual is unique. Deals are influenced by distinct dynamics that require tailored approaches. Case studies can offer valuable insights on what to avoid or pursue. However, the ultimate solution is to identify a specific deal and launch a fundraising. >>>

Understanding Your Position as an Entrepreneur

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"You don't have to wait until you're in your 30s or when you have an MBA or other pedigree that people feel are prerequisites."

What Do Investors Want? Bakari shattered preconceptions about investors' requirements. Initially, he believed he needed to present a convincing image to business owners, utilizing every available resource to prove his legitimacy. This mindset led to an approach where he tried excessively hard during meetings with potential business partners. "I would come down the big winding stairs from the Yale Club in a nice suit, and I'd shake their hand. After all of the pageantry they only cared about, 'Am I going to give them a good value for their business'?" He learned that the main focus for entrepreneurs should be ethics, trust, and honesty. These principles serve as currencies in the realms of private equity, entrepreneurship, and search funds. Investors are primarily interested in whether you can organize a transaction that aligns with the desired value for their business.

New Experience: Evidence that Leaders in Every Industry Must Face Challenges Now, Bakari is on an exciting journey visiting different places in the world. He is set to explore 12 countries in 12 months with Remote Year—a company streamlining logistics for remote workers. From to South Africa, Greece, Spain, and Turkey, he now ventures into India, offering an exploration of diverse cultures beyond the superficial. "Landing in Africa was magical,

to know of my roots and where we came from as Black people in America. In Athens, I stood on a rock that Paul stood on and gave a known speech in Acts. I'm in Istanbul, Israel's down the street, and it creates a unique feeling." Contrary to common belief, global travel isn't just a vacation; it requires meticulous organization and priority setting, to make good use of every opportunity in a new country. NomadNoir, his online show, employs a unique approach to content creation, offering a deep dive into understanding each country. Navigating the realm of an influencer and content creator for the first time, he grapples with the challenges of captivating an audience while also building a presence. Balancing ethical storytelling with engaging content poses a unique challenge. He strives to maintain the audience's interest while providing ethical and enjoyable content.

The Impact of AI in Business "I avoided ChatGPT. Slowly, I've been starting to take statements to it and say, 'Hey, what do you think about this?'. It helps you discover your blind spots." 14

ChatGPT's self-evaluation capability proves to be invaluable in communication and efficiency in the business world. As the AI landscape continues to evolve, Bakari foresees opportunities to integrate it into his pursuits. Clear messaging ensures thoughts are communicated as intended.

Conclusions While relishing his global adventures, Bakari Akil concurrently imparts his knowledge to MBA candidates at Cornell's business school and beyond. At 34, he believes he is at the optimal age for exploration. Recognizing his prime years, he finds fulfillment in being impactful but envisions more potential for contribution. "I am at a great age to be traveling the world. Nobody's going to say, 'Oh my God! Look at this old man finally getting on a plane." Bakari's message for entrepreneurs worldwide is clear. They should start early, seek knowledge relentlessly, focus on value creation, and not be bound by traditional norms. His story is proof that limitless possibilities unfold when one combines passion, knowledge, and commitment to personal and professional growth.

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Building for Success:

Embracing Change and Continual Development in Business

"When I would interview people, 100 percent of the time when I would ask 'why would you want to work at Tundra versus all the other places you can work at?' One of the reasons was always 100 percent of the time, 'I love what you do in the community, and I want to be a part of that.' We didn't do it for that reason, we did it because it was the right thing to do, but it had all of these wonderful benefits,"

Iggy Domagalski CEO at Wajax 16

was happening to me at the time, but looking back, it was the most fortunate experience and that was getting pushed into roles that I was not ready for," he said.

here is one lesson Iggy Domagalski consistently repeats to his teenage twins: "It's okay to change your mind if you get new information."

Domagalski's own life as a successful entrepreneur demonstrates that it is not only okay but important to welcome change.

"When you buy an existing company, you just have so much of a higher chance of not ending up in bankruptcy."

"I'm very open to changing my mind if I get new and better information. That's why when I'm making larger decisions, I'll consult a whole bunch of people and try to get a whole bunch of different views on it," he said.

After five years of working for different companies in diverse roles, Domagalski's mentor, Mike, asked him if he would be interested in exploring something new on the West Coast of Canada. As someone who is always ready to welcome change, Domagalski was on board right away.

Domagalski is the president and CEO of Wajax, Canada's longest-standing industrial products and services provider. The company has been running for 165 years, which is nine years older than Canada itself, and has over 30,000 customers.

This was the first time he was introduced to the idea of buying businesses and starting a search fund. Mike particularly focused on B2B industrial businesses, an area he had zero expertise in at the time. Still, he was ready to welcome change and decided to invest in this new opportunity.

A few years back, Domagalski’s career wasn't even close to where it is now. In 2002, he received a Bachelor's degree in Finance and Accounting from the University of Manitoba. Naturally, after graduation, he found himself working in the same field.

"There is knowledge that you need to have, like specific to that industry, so that you can serve the customers and just not make too many silly decisions, but when I had an opportunity to work at all those different departments, all companies have HR, all companies have some degree of training, all companies have a finance group, all companies do

Domagalski’s first experience working for Investors Group allowed him to grow and succeed in a number of different roles. He spent some time on the trading floor, in sales, training operations and in a few other positions, which allowed him to get a good grip of the business landscape.

sales," Domagalski said.

"It didn't seem like a fortunate experience when it

"It was actually quite similar and that didn't occur

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to me until after I was in this industrial realm for quite some time." In Domagalski's path to acquire businesses, he's also launched close to a dozen startups. That's one thing he would rather never do again as most of them didn't work out. This isn't a unique failure. In fact, around 90 percent of all startups are bound to fail. Roughly 10 percent of them don't even make it past their first year. One of the primary distinctions between launching a company from the ground up and acquiring an existing one lies in the probability of ending up bankrupt. "When you buy an existing company, you just have so much of a higher chance of not ending up in bankruptcy," Domagalski said. "Going back and you know, if I could do it all again, myself, I would do less startups. I would not have done those startups. I would have instead used that capital and bought more existing businesses and just built those better and stronger and bigger."

Building relationships as a leader Domagalski takes pride in asking for help. It's how he managed to make some of the best decisions in his career. "I had a really, really great mentor. He was 20 years my senior. He had done a lot of stuff and seen a lot of things, and he was really able to coach me along to help me become successful," he said.

"I could never point the finger back at them and say, "Hey, you gave me bad advice."

"We had a great management team at all the companies that we worked in together, but he was like my main guy, and still is today." According to 2022 statistics, only around 37 percent of professionals have a mentor. Another study reveals that over 80 percent of CEOs believe that investing in personal development, and in their ability to welcome change, has helped them avoid blunders in their organizations.

"They're so smart, these are some of the most incredible leaders I've ever met, they're super supportive of me and then I have access to them whenever I want," he said. "I feel pretty lucky that I've kind of had this one main mentor my whole life, he's still there, and I get to access him and all these other ones now too."

Domagalski's previous mentor soon retired, but he found a few more at Wajax. The company has a board of 10 people who are the backbone of its decisionmaking process.

He doesn't need them for every single decision that

needs to be made for the company, but their guidance assists him in making the five or six large and critical ones during the year.

That's all the information that they have, so they just give me the best information that they can based on that limited data set," Domagalski said.

The question that then comes into the minds of some is, who takes accountability?

"I could never point the finger back at them and say, 'Hey, you gave me bad advice'."

Domagalski believes that ultimately, the decision is his, so the accountability belongs to him as well.

In fact, he takes it more as a different perspective than advice.

When he sought advice from people, it was usually on a 20 to 30-minute phone call, which is not long enough to paint an exact picture of the situation he'd be in.

"I want to hear, have they had to make this decision in the past themselves? What decision did they make, but more importantly, what are the things that they considered when making the decision?" Domagalski said.

"I try to download as much of the context as I can to whoever I'm asking, but that's all they're getting.

"For me, understanding their thought patterns and

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Business depends on the community for further growth

what questions to ask is almost more important than what they did or didn't do." Domagalksi is also a part of the Business Council of Canada, which consists of a group of Canadian CEOs who help each other in different capacities. Unlike a peer group, people in this council don't share their personal struggles, but it is still a great place to network with successful entrepreneurs.

One of Domagalski's key principles is ensuring that the companies he acquires do not suffer any drastic and uncomfortable changes. "We're not the company that goes in and slashes and lays people off. We think that the people that are there need to be there, and so that's often a really comforting thing for the seller," he said.

"I've made relationships with a bunch of folks in that group. I've probably got about 10 or 15 people who run companies that are far bigger than mine, that are further on in their careers than me and I've been ultra, ultra-successful," Domagalski said.

Wajax has a leadership team of 40 people. Instead of laying people off, Domagalski spends a good amount of time and money into developing the existing employees.

"I know they're super busy, so I'll kind of wait until I got a couple of questions that I really want to ask them and just get on the phone for 15 minutes and pepper them with questions and let them get on with their day."

This could take the shape of group coaching, weekly courses or other programs that allow them to develop their skills and perspectives in a way that would help them do their job more efficiently.

Apart from these mentorship opportunities, Domagalksi has also taken advantage of one-on-one coaching throughout his career.

"There are these wonderful, super talented leaders, they just lack a little bit of external perspective, so we pay for them to go outside and get it," Domagalski said.

the survey) prioritized training as a critical strategy for growing their business.

According to a study by the Association for Talent Development (ATD), companies that invested in training their staff experienced a 24 percent higher profit margin than those that didn't.

"They might leave if they don't get that change so I think the cost is higher if somebody leaves the company, whereas now you can change some roles. Yeah, there's a little bit of kerfuffle, but the person didn't leave," he said.

Internally, he brings back a strategy that he greatly benefited from during his time with Investors Group, which is rotating people into different positions.

"You can still ask them questions about their old role, whereas if they leave the company completely, that's more of a problem and more of a cost."

"I love moving people around like that, giving them completely different perspectives. Later in their career, as they become more senior leaders, they've seen all the pieces of the business, not just one little silo."

In addition to investing in the skills development of his company's employees, Domagalski also believes in giving back to the community. He currently sits on the board of the Kids Cancer Care Foundation and supports a number of different community initiatives.

Wajax also offers technical skills training for employees who are not keen on taking up any managerial role in the future but would benefit from amping up their technical skills.

Two of the largest partnerships with Wajax include Food Banks Canada and the Canadian Cancer Society.

While a lot of money is put into such initiatives, Domagalski doesn't consider it a sacrifice in terms of cost.

"The number of applicants and roles, the quality of applicants and roles increased and we were able to hire better, our team was more engaged, our customers liked it, it was just probably one of the best investments that we ever made."

A survey conducted by the Business Development Bank of Canada reveals that 85 percent of the country's most successful entrepreneurs (who participated in

References The advantages of Training your employees. BDC. ca. (2023, June 20). https://www.bdc.ca/ en/articles-tools/employees/manage/whytraining-employees-good-for-your-bottomline# Howarth, J. (2023, March 16). Startup failure rate statistics (2023). Exploding Topics. https:// explodingtopics.com/blog/startup-failurestats Investment in employees in key to business success. University of North Georgia. (n.d.). https:// ung.edu/continuing-education/news-andmedia/investment-in-employees.php Personal development statistics in 2022: Everything you need to know. DreamMaker. (2022a, April 19). https://dreammaker.co.uk/blog/ personal-development-statistics/ Personal development statistics in 2022: Everything you need to know. DreamMaker. (2022b, April 19). https://dreammaker.co.uk/blog/ personal-development-statistics/

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The Immigrant Advantage

Irvin Gómez Founder & Managing Partner Due North Family Enterprises

Immigrants as Visionaries: Valiant Pursuit of Progress

ntrepreneurs and immigrants share a striking parallel in their journeys—both are driven by a vision of a better future, often embarking on paths filled with uncertainty, challenges, and new environments. Just as an entrepreneur navigates the uncharted waters of business, many in the MexicanAmerican community embark on a transformative voyage in search of opportunities and brighter horizons.

Irvin Gómez embodies this spirit of resilience and aspiration, resonating deeply with the experiences of many Mexican-Americans who have made the US their home. At the tender age of 10, he, alongside his family, ventured to the US with hopes of a promising future. “Without knowing the language, without any form of structure, my parents decided to bring my brother and I in search of a better life, but they didn't really know what that better life meant. They just wanted us to go to school and get an education,” he said in an interview with Horizon Search.

Similar to Walker Deibel, another guest with a winning mindset interviewed by Horizon Search, Gómez was introduced to a life-changing opportunity by a classmate of his — entrepreneurship through acquisition.

Gómez’s parents mean everything to him. In fact, it’s the values and winning mindset that they instilled in him that pushed him to always aim high. “My parents instilled that mindset in me. This mindset of being incredibly grateful for the opportunities that we’re given, but also, at the same time, try to maximize as much as you can, and get as much as you can from those opportunities.”

From that very summer, Gómez made it =his goal to become a search fund entrepreneur. He finally launched his search in July of last year as the founder and managing partner of Due North Family Enterprises.

Gómez did exactly that. He completed his MBA at the fourthbest business school in the world, Harvard Business School, but that wasn’t enough. Gómez’s winning mindset pushed him to aim even higher.

“As I thought about searching, as I thought about what came next, as I thought about becoming a young CEO, it came from the same mindset of, 'hey, I didn't come this far to settle for a job where I know that I'll do well, and I know that in 10 [to] 15 years, I'll be a partner.’ That's not the type of role that is gonna get me going. That's not the type of willingness to win, and we’re not going to feel that willingness to win every day,” Gómez said.

The mindset of a winner is the mindset of a leader Between the first and second year of his MBA, in 2021, Gómez took on an internship during the summer as a consultant for Boston Consulting Group (BCG), a global consulting firm with over $11 billion in annual revenue. Prior to this, he worked as a senior analyst as part of State Street’s internal consulting team, and a sales strategy and operations manager for Catalant Technologies.

“In a search fund, and what I imagine during when I'm operating a business, that willingness to win is something that you come in with every day. That's how I know that that I'm in the right role, if I have that desire to continue to win, just because that desire has been the fuel since 2002 when I got to the

Though these were top consulting firms that many dream of working in, it was not Gómez's cup of tea.

US.” While many hold fears of immigrants taking up their jobs, a 2022 study reveals that they act more as “job creators” than “job takers” and play a vital role in the growth of the US economy.

“I realized that the things that really matter to me in a job came down to autonomy and responsibility and willingness to win, and as I thought about the consulting role, it didn't really provide me that,” Gómez said.

In fact, data from 2017 shows that immigrants are more likely to become entrepreneurs, as compared to their USborn counterparts, and over 40 percent of Fortune 500 companies were founded by immigrants or their children. In 2021, these companies brought $7.2 trillion in revenue to the US economy, which is greater than the GDP of likely to become entrepreneurs, as compared to their USborn counterparts, and over 40 percent of Fortune 500 companies were founded by immigrants or their children. In 2021, these companies brought $7.2 trillion in revenue to the US economy, which is greater than the GDP of many developed countries, including Japan, Germany and the UK. >>>

“Things that I love are selling, building teams and having the ball in my hand. That led me to realize that those are all the things that come with a CEO.” This left him with a few different options. The first was going to a general management program and then taking up a leadership position, but Gómez didn’t want to wait for over 15 years for this role. Another option would be to start his own business, but he didn’t feel too confident with that either.

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Gómez is trying to be really careful about submitting Letters of Intent (LOI), and as a result, hasn’t submitted one yet.

One of the major reasons he feels so passionate about it is because he went through a similar program back in high school. "My brother and I got incredibly lucky to make it this far and one of the few things that we can do to show gratitude is to do the same thing that other folks were doing for us 10 years ago," Gómez said.

“I want alignment from my biggest investors before submitting an LOI. Because I rely so much on the interpersonal relationship with the business owner, I want to make sure that before I spend more time building that relationship and digging into the business, I have an alignment for my investors so that I could optimize for close,” he said.

This sense of gratitude also guides his journey as a search fund entrepreneur. While others are looking into buying multiple small businesses, Gómez’s search fund, Due North Family Enterprises, is currently only interested in buying one single business in the Midwest. The primary reason for this is being able to live in close proximity to his family, whom he feels indebted to.

Gómez knows very well what it feels like to be an outsider, but instead of dwelling on it in self-pity, he uses that, coupled with his previous experience in sales, to his advantage.

According to a 2017 study of around 4,000 people in the Netherlands, people with a more positive relationship with their parents have a more positive work orientation (involvement and interest in the company’s overall success) and a stronger work ethic.

Reflecting on a year of being a search fund entrepreneur

“I think during my search, that has really paid off and has been really to my benefit, where I am able to make owners feel really comfortable with me even though I am 30 years their junior and I'm able to match their energy, mirror them to some extent and I think the reason why I'm able to mirror that is because as an immigrant, I had to blend in, I had to camouflage a little bit in order to not be seen as an outsider,” he said.

Being a search fund entrepreneur also comes with the winning mindset of always being on the lookout for a business to buy. “I think, for me, I've gotten to know the Chicago and Milwaukee markets pretty pretty well to the point where I can walk around and if I see a little service truck, or some business sign, I kind of know whether I've emailed them or not,” he said.

His first-generation immigrant struggles also inspired him to become a mentor to others. 2023 marks his sixth year volunteering with Minds Matter, an educational access program that focuses on empowering under-resourced youth from the Boston suburbs to navigate the college process, including getting into Ivy League universities.

After a year of being a search fund entrepreneur, Gómez is now better able to differentiate between good and great businesses. In general, he believes that the better the business he acquires, the happier he and investors will be in the end.

"I would encourage everyone to search and to bet on themselves to do this because the pitch does resonate. They see the energy that I bring to the table, and the energy reminds them of the energy they had when they started their business," Gómez said. "Overall, in the past year, I think I'm a better searcher and I've also become a much more confident searcher and also a lot more confident in my ability to operate."

References Ali, S. (2023, September 6). Better than starting your own company. Horizon Search. https:// www.horizonsearch.co/post/better-thanstarting-your-own-company Azoulay, P., Jones, B. F., Kim, J. D., & Miranda, J. (2022). Immigration and entrepreneurship in the United States. American Economic Review: Insights, 4(1), 71–88. https://doi. org/10.1257/aeri.20200588 Leenders, M. V., Buunk, A. P., & Henkens, K. (2017). The role of the relationship with parents with respect to work orientation and work ethic. The Journal of General Psychology, 144(1), 16–34. https://doi.org/10.1080/0022130 9.2016.1258386 New American fortune 500 in 2022: The largest American companies and their immigrant roots. Immigration in America, explained through data visualization. (2022, June 9). https://data.americanimmigrationcouncil. org/en/fortune500-2022/?_ gl=1%2Ad0r5uw%2A_ Papadopoulos, A. (2023, August 29). Best business schools in the world for 2023. CEOWORLD magazine. https://ceoworld.biz/2023/01/04/ best-business-schools-in-the-worldfor-2023/ Passel, J. S. (2019, June 12). Mexicans decline to less than half the U.S. unauthorized immigrant population for the first time. Pew Research Center. https://www.pewresearch.org/ short-reads/2019/06/12/us-unauthorizedimmigrant-population-2017/

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Navigating Art in the Corporate World Laura Orlic Founder and CEO Artivist Company

magine going to a museum with a vast collection of art, and you get a prompt on an app from your phone that reads, “How do you feel about this?” “What topics are on your mind?” and more as you go through the museum. Now imagine that based on these responses, the app prepares a personalised visit for you by “We are not entering presenting artwork based on the domain of art your chosen responses. Due to history. We are this, you’ll be given a different helping it make more art experience that helps you impact and become see stories and art in a way that thoroughly interests you. more relevant in This is the vision of Laura people's lives.” Orlic, the founder and CEO of Artivist, whose dream is to connect people with art.

Artistic Roots and Early Life Just like an artist who starts with a blank canvas, the story of Laura Orlic is one with a clear vision and a whirlwind of possibilities. Her story is full of transformations, as she blended the hues of corporate experiences and her love for art; Laura’s journey to becoming the CEO of Artivist 26

requires innovative brushstrokes. Coming from Croatia, Laura was born into a family of artists; her father was a sculptor, and her mother was a painter. Her older brother is also a painter and a restorer. Unlike other children her age, who grew up playing in playgrounds and parks, Laura grew up in museums, galleries, churches, and art studios; she had an overload of exposure to art. She took up classical ballet as her art form and began spending a lot of time in the theatre. With an overwhelming exposure to art from such a young age, there came a time when Laura lost interest in it and began studying economics.

Corporate Journey and Rediscovery of Art Entering the world of economics, she discovered she liked the field of organisational development management. She became the first person in her family of artists to work for a for-profit company, the biggest bank in Croatia. She had abundant growth opportunities and thoroughly enjoyed her work. However, she promised herself that when she entered her forties, she would leave the corporate world and work on projects that made her soul happy.

“I was always helping women grow, and this is something I love and enjoy doing, and I will for sure be doing it for the rest of my days.”

When the bank gave her the opportunity to go international, she decided to go abroad to Torino, Italy, where she joined leadership development at UniCredit. The goal was to foster a corporate community with over five thousand top employees. In this situation, art swept back into Laura’s life as the company started incorporating it into their projects. While art had a profound impact on Laura again, it didn’t do the same for her friends, who said they could not understand or enjoy it. As her experience became more beautiful and inspiring, she knew she wanted her friends to be able to enjoy it as well. “I have to do something to help others connect more with art.”

The Birth of Artivist In 2020, when she finally left banking, she decided to bring her idea of connecting people with art to life. She wanted to develop the idea of creating personalised museum visits for people-powered by storytelling; this became the birth of Artivist. Laura grew up in museums and had a corporate background, so she believed she was the right person to bring this vision to reality. Her focus is more on the experience of the visitor and how to industrialise it. The storytelling aspect pushed Laura towards her activist endeavour. The personal stories and circumstances of people were vital; this was also useful to her when she started people developing at an individual, team and organisational level. Laura was working with the Head of Central and Eastern Europe HR, Carlo Vivaldi; together, they began to address the challenge of preparing potential candidates for management board positions with international experience. To do this, they created a process where CEOs would meet quarterly and interact with a group of potential successors. This allowed candidates to showcase their strengths and

unique qualities in a low-pressure environment, leading to more informed CEO decisions when choosing future leaders.

A Fusion of Art and Innovation The positive outcomes of this initiative include the fast movement of talent between countries and the strengthening of the succession pipeline. The transfer of experiences among individuals moving between different markets contributed significantly to their growth, and years later, many of these individuals have become CEOs or deputy CEOs in their respective countries. Laura aspires to continue working for several museums every year. Her passion is to transform the role of museums by using her organisational development skills to engage in the community. She wants to create campaigns for co-creating new stories with citizens. She also wants people to free themselves from classroomstyle representations of art history; her solution is a channel that will launch in two months. Along with her passion for art, she has also been working in the field of gender balance and helping women grow and find fulfilment in their careers. She is working on a project for senior women in Italy. From her experience growing up, she noticed that women working alongside men in the workforce were expected; however, in some other parts of the world, like Italy, it wasn’t that common. Laura Orlic’s is one of pushing boundaries and rediscovering our passions. Her fusion of art, corporate strategy, and innovative thinking inspires all those who want to think outside of traditional industries. Her journey demonstrates that we can accomplish our goals by combining our love for art and unwavering determination.

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Managing Talent in a Changing World:

Leadership,

Mark Cowne CEO, Co-founder Kruger Cowne Ltd

Career Trajectory

fter completing his secondary education, Mark's interest in advertising kindled. So much so that he attended the Portsmouth College of Art to reaffirm his dream of becoming a graphic designer. But the imposter syndrome soon kicked in and made him come to the sad realization that he could never be the best. Concealed in this new stumbling block was an opportunity—managing people. He found it effortless to communicate his intended message to the people around him. The natural followers he made from those around him spotlighted his leadership. This saw him pivot to management in the formative years of his career.

At the peak of his career, the opportunity to move to South Africa presented itself. Consortium Advertising was hiring for a position in South Africa, and having spent the past decade in the UK, it seemed like the right time for a change of scenery. His work in South Africa afforded him the privilege of working with Scania Trucks, among other global 'blue-chip' brands. With the branding and leadership knowledge he had that far, it only seemed fair to explore a new challenge: entrepreneurship. Two decades later, he is now a proud co-owner of Kruger Cowne Ltd., an industry-leading icon management firm with 25 years’ experience working with global brands, including Sir Bob Geldof, Cher, Bear Grylls, Elle MacPherson, and John Simpson to name a few.

What Makes a Good Leader...DNA? The leaders Mark represents validated his assertion that leadership in most cases is innate, as you have all heard of natural-born leaders. But he was stupefied by the pattern of challenging experiences he noticed in most leaders during their formative years. They were a band of misfits whose experience of hardship carved a unique perception of life.

"I look at a lot of the people I represent, and I think what put them in that position and inevitably, somehow or another, something didn't quite fit in their life earlier."

, Change, and Responsibility Mark’s parents' work demanded too much from them, robbing them of time he wished they had. Left with nothing but the resolve to make the most of himself, Mark joined the Army Cadet Force. With a newfound sense of camaraderie, he became a stronger communicator and so did the influence he had on his peers. Research demonstrates that leadership comes more naturally to people who faced the inevitable choice of confronting a difficulty or tragedy in their early years (Gloria et al., 2022). With a rocky start and the drive to return one’s situation to some kind of normalcy, grows the mindset that sets leaders apart as problem-solvers and pioneers. For Mark, having the leadership trait means,

Who is Iconic? Mark dissents from pop culture's meaning of iconic, where any famous person fits the description. He reminds us of when being an icon meant leading in one’s craft emphatically. Whether it was sports, modelling, or music, being labelled an icon was a validation of one’s immense efforts. But central to the designation of iconic people is peer review. It means representing people in your field. Icons command their peers’ respect, so much

"Having the ability to visualize and communicate something in ways which others can understand and can follow, and being able to measure and, if necessary, redirect their efforts as situations change." Whether it was a wildlife rescue program in Africa or setting up a fundraiser for earthquake victims in Turkey, leadership came naturally to Mark. Along with it also came the appreciation for partners and the satisfaction of helping others that drew him to mentorships. Despite that, he believes you must have a deeper connection with your prodigies.

“It could be Elle MacPherson, iconic as a model; Bob Geldof, iconic for leadership; Richard Branson, iconic for entrepreneurialism. Or it could be Ernie the milkman, the iconic leader of the milking people because he's iconic as what he does. So that's the definition of who represents the iconic.”

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so that they validate exemplary performance by crowning them the best in their class. “You could say that somebody like Churchill was an iconic politician. He certainly wasn't a celebrity, but he was iconic.” Kruger Cowne Ltd. has been in the business of managing global brands for the past two decades. Mark considers each client’s brand, an individual product with dynamic advertising needs. But as the relationship between the brands and their customers evolves, Mark’s team constantly aligns the advertising message to fit the target audience.

Leading Icons In advertising, as it is in life, you represent a brand or icon in your own right. You are under the constant strain of advertising your talents, skills, products or self in ways that would earn you favor at work, in business or among friends. But leaders shoulder the greatest burden

when those in their team fail to live up to the hype.

“...Kruger Crowne Ltd. mustn't take on more talent than they can manage on a one-to-one basis.” To bridge the gap between business expectations and leadership outcomes, Mark iterates that one must hire only those they can manage in person. With a similar model in Kruger Cowne, the company maintains a manageable number of clients and employees. “Inevitably, there's a 3–6-month induction period before recruits can start to understand how they can genuinely apply their skill sets to the business that they've then found themselves in.” Being conscious of opportunities is essential in business, but not more than it is to have the tools to utilize them. Forbes defines a successful startup founder as one who has the

people skills to match the evolving business landscape (Riani, 2022). But with experience comes the ability to channel leadership and business knowledge into redirecting talent to areas where they could be more productive. South Africa was home for Mark and his family. The thought of losing the extensive business connections that it had taken him 20 years to establish made the move to England a challenging decision. But as you all know, with big risk often comes an even greater reward. “I was talking to Gina about the work she was doing with John Simpson outside the BBC, and I realized all the people who were putting him out for bookings had no clue as to what his actual brand values were.” Along with working on his brotherin-law's brand identity came the realization of how mismatched his brand was. Faced with the opportunity to help his brother-inlaw secure brand-correct bookings,

his advertising knowledge kicked in. His brother-in-law referred a few of his colleagues at the BBC, putting a spotlight on Mark and Gina as new players in England’s talent management industry. Mark’s knowledge of advertising had secured their business’ entry into a niche market they were set to dominate. With more referrals, they faced a new challenge, that of representing ‘difficult’ brands, most notably Bob Geldof. His earlier radical calls to action cemented a peculiar perception of himself and the causes he supported. It was not until Mark connected with Bob on a personal level that they were certain of the misalignments that affected his brand. Years later, Bob Geldof had one of the most iconic brands in the lobbyist and philanthropic space. Together with Mark, Bob had successfully drawn support toward numerous wildlife initiatives and charities. At the pinnacle of their work, their lobbying efforts afforded them the

audience of Former US President George W. Bush.

References Gloria, N. I., Zeaghe, K. Y., Tutu, N. O.,

Conclusion

Mbe, M., & Ermeco, S. A.

As is often the case in natural leaders, the only upside to a brush with challenges in the formative years is the resilience, strong communication, and decision-making skills it yields. But more than that, it is the professional skills and experience one gathers that position them to grab opportunities in business or work. For that reason, extensive experience affords one the foresight to grab emerging opportunities. For Mark, that foresight culminated in making the best decision for his family. Entrepreneurship affords him time with family and the freedom to travel and take up racing. Whether it is contesting for the Porsche GT3 Cup or clocking a new personal best on the Nürburgring, the journey has been rewarding. But it all starts with building a personal brand strong enough to influence those around you.

(2022). The Nexus between Childhood Trauma and the Emergence of Leadership. Open Journal of Leadership, 11(4), 335-355. Petrarca, E. (2023, March 30). Product branding takes a deadpan turn, starring “the.” The Wall Street Journal. https:// www.wsj.com/articles/ product-branding-deadpan5b0eda24 Riani, A. (2022, April 25). The Most Important Skill for Startup Founders. Forbes. https:// www.forbes.com/sites/ abdoriani/2022/04/25/ the-most-importantskill-for-startupfounders/?sh=507c1bb62af3

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Empowering Change:

A Conversation with Matthew Smedley of Mission Possible Matthew Smedley Executive Director & CEO Mission Possible

don’t know if I could make it, to be quite honest.” Smedley soon realized that poverty was anything but a choice and decided

Understanding the Complexity of Poverty

atthew Smedley didn’t grow up thinking he would be working with a charity organization, much less running it himself. He grew up in a rural part of British Columbia and was privileged enough to never come in direct contact with poverty, addiction, or physical disabilities. He says he didn’t really understand poverty growing up and placed the blame for the situation on the people going through it. He used to believe that poverty was a choice for people who didn’t work hard enough or made grave mistakes in their lives. As he grew older, he realized that this myth was not true for anyone in life, especially for those struggling with poverty.

to dedicate his life to helping those who needed it the most.

“The underprivileged community is full of incredible people who have endured some incredible hardships in life, and their resilience is inspirational.”

Bridging Gaps in Society With Mission Possible

The challenges of breaking the cycle of poverty are incredibly hard, says Matt. He says the first thing one needs to solve this complex problem is to develop a desire to understand it. Matthew was first exposed to the dire poverty in urban areas when he moved to Vancouver. For him, it was a big learning opportunity as it completely changed his understanding of intergenerational poverty, addiction, disability, and individuals experiencing such circumstances. It greatly impacted him, so in an attempt to understand the problems on-ground, he began volunteering for the impoverished community in downtown Vancouver.

Matt Smedley is the founder, Executive Director, and CEO of Mission Possible (MP). It began as a faith-based humanitarian agency in 1992 but soon evolved into a community economic development agency operating in the Downtown Eastside of Vancouver. The main goal of Mission Possible is to support individuals struggling with poverty, disability, and addiction and help them get to a sustainable livelihood. They provide transitional work experience and community to people facing barriers to employment so they can enter the workforce.

Volunteering for the community changed the course of Matt’s life. He believes connecting with a struggling community has the power to change an individual, and that’s what happened to him. Matt spent a lot of time getting to know the community, hearing their stories, and developing a deeper understanding of what life is like for them and how they got to where they are. He often found himself thinking, “If I was in that situation, I

The organization offers different services and social enterprises for the underprivileged. Their Employment Readiness Program (ERP) offers skills training, employment support, and work experience so they can transition into permanent employment. Their MP Maintenance program provides employment training and short-term employment in property maintenance tasks such as graffiti removal, 32

painting, and window washing. MP Neighbours is another social enterprise under Mission Possible, offering safety services like outreach, referrals, and needle pick-ups throughout Vancouver. Finally, Mission Possible’s Power Breakfast is a weekend meal service for those Downtown Eastside community members who wish to build connections with MP before joining their Employment Readiness Program.

Growing Problems of the Community Matt believes gentrification is the most pressing problem the Downtown Eastside community faces. Gentrification happens slowly and over time, resulting in the poor urban population of an area being pushed out. When wealthier people move into an area, it improves housing and attracts new business, but it also displaces the current inhabitants in the process.

putting in money to create affordable housing will actually burden the economy less than keeping those struggling with poverty unhoused. He reflects that fiscally, it costs the government more in emergency services, community support programs, and healthcare costs for the homeless than building adequate housing. He believes if the general public was more aware of this, they could really help bring about a powerful systemic change in the lives of those stricken with poverty by electing officials who are committed to the cause of caring for all citizens while reducing overall government spending.

“Gentrification is creating more challenges for low-income individuals. A large number of individuals experiencing poverty live in the Downtown Eastside because it's one of the places where you can find low-cost housing. There are thousands of rooms in century-old hotels here that are run down and in despair but turned into housing for these individuals. It’s not ideal, but it’s all they have.”

“You can explore opportunities for engagement. You can volunteer. Get to know them and hear their stories. Begin by building relationships with the community. Gain first-hand knowledge of the situation. All of this is powerful enough to equip you with the right tools for long-term impact on their lives.”

The general shifts in our economy, such as rising housing prices, are the most tough on those struggling with poverty. There are also many other problems, like inadequate healthcare and a total lack of mental healthcare, which leads people to self-medicate through drug abuse. The current housing crisis in Canada is also directly responsible for the increasing number of the homeless population. Matt believes it will take some real political will to resolve the housing problem for those with no-to-low income.

On an individual level, Matt believes the best thing you can do for the underprivileged community is to try to understand the complexities of poverty, the trauma experienced by those going through it, and ways to rehabilitate them into a sustainable livelihood. That is one of the first steps you can take toward shifting the stigma, stereotypes, and misunderstandings surrounding impoverished communities. You can stop thinking it's their fault or that they’re lazy and begin to approach the subject with some openness and understanding.

How You Can Get Involved On a collective level, Matt tells us that the government 33

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Insights Into Marketing and the Global Wine Industry

enee Zhao works in the wine and spirits industry. Her modus operandi is holding trade fairs where she can connect with suppliers and buyers of wine and spirits products. She’s currently collaborating with Messe Dusseldorf in Shanghai, a German trade organizer that orchestrates global trade fairs spanning medical and healthcare, metal, lifestyle and beauty, printing, machinery, and various other sectors. In her current project, Renee’s in charge of holding wine and spirits trade fairs around Asia Pacific regions such as Japan, India, Singapore, Hong Kong, and Shanghai, among others. From stumbling into marketing at a job fair right out of college, to falling in love with the dynamic nature of marketing, to now working at the director level and achieving global success on a daily basis. Renee Zhao’s journey is a masterclass in marketing. If you’re gearing towards becoming a global marketer, there’s a lot you can learn from Renee’s professional journey and insights into international marketing.

Renee Zhao Director of Marketing & Communications ProWine Asia

on their unique market needs. According to her, the secret to successful marketing is not spending millions to create grandiose marketing campaigns. Instead, it’s to do the smart thing and spend some time on the ground, interacting with your customers and understanding the unique needs of your target audience.

How to conduct research when entering a new market or region? "I think it's very important to the marketer to go to the market, go to the region and to talk to the people there. For example, of course, you need to meet with a customer, right? If you want to know more information about the market, you need to talk to the customer."

What does it take to be a global marketer? Renee is a Chinese global marketer currently living in Shanghai with her family. Her job demands her to travel a lot within the Asia Pacific region to understand each country’s market, meet up with customers and vendors, and conduct on-ground research before holding trade shows in each area depending 34

Renee believes a combination of smart online and on-ground research goes into bringing any product into a new market or region, including wine and spirits. When asked what kind of research goes into the wine trade in different countries and regions, Renee had a lot of insights to share that can be applied to any product being promoted globally. Research is key for Renee. She says you must conduct online research to assess market potential before entering a new market. Also, to find out how the market operates when it comes to your product. In her case, she conducts specific research on the wine and spirits market in each country she goes to. From the names of the major suppliers to the amount of consumption and the latest trends in consumer behavior. For example, before going on her latest trip to Singapore, she conducted a thorough trend analysis of wine and spirits in the country. She found out that the overall wine sales in Singapore reached 15.5 million liters in the past 4 years.

Increasing at a compound annual growth rate (CAGR) of 5.9% from 2018 to 2022. She found that Sake was the highest in growth, with a CAGR of 25.4%, followed closely by sparkling wine. She also found that wine is projected to increase to 18 million liters by 2026, with a 3.1% annual increase between 2023 and 2026. However, Renee is of the opinion that the most powerful research is always conducted on the ground. Once she gets to a country, she visits local establishments, talks to customers, and collaborates with distributors to gain insight into consumer preferences and market dynamics. Take, for instance, her latest trip to Singapore. She went

to different bars and restaurants to see a list of wines and spirits they offered on their menu, the new products in the field, and the price they charge for each of these. She also interacted with regular customers to understand what kind of wines they were interested in getting more regularly. So, a combination of detailed online research and physical interaction with local customers has helped Renee develop a sure-shot way of penetrating the wine industry in new markets and countries. For Renee, to succeed in the wine trade, you must clearly understand the market dynamics and your consumer preferences. This takes a lot of extensive research, from evaluating wine and spirits volumes, market potential, and growth prospects in a specific region to pricing trends, competitor analysis, and cultural understanding of each region you are dealing with.

Importance of Understanding the Needs of Your Target Customers Renee thinks understanding target customers' needs is crucial in marketing because it allows businesses to tailor their products, services, and marketing campaigns to meet customer preferences and provide real value. Another essential aspect is understanding consumer psychology, which is vital in marketing. It helps determine consumers' decisions, form emotional connections with brands, and respond to various marketing stimuli. Utilizing consumer psychology insights can lead to more effective marketing campaigns. Renee iterates that a customer’s choices, personal preferences, and brand loyalty are deeply affected by the emotions a specific brand triggers in their psychology. This is why branding and product differentiation is essential. Packaging and visual appeal might seem like minor details to the untrained eye, but that’s one of the most important things when it 35

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Distinguishing Marketing Trends between Different Cultures

comes to picking a product, especially something as fancy as wine. Simply put, if it looks good, people will buy it. If it tastes good, people will stick with it.

Renee believes local culture has a significant impact on the wine trade. It shapes not only the types of wine people gravitate towards but also the marketing strategies and the selection offered for sale. One illustrative success story is that of Penfolds, an Australian Wine Label owned by Treasury Wine Estates Ltd. In China, Penfolds is known as 奔富 (Ben Fu), meaning 'running towards wealth,' a name that resonates deeply with cultural values and has significantly contributed to its popularity. Understanding such cultural nuances enables wine businesses to curate their offerings, devise impactful marketing, and meet the tastes and anticipations of their target demographics.

Distinguishing Marketing Trends Between Western and Asian Markets As a global marketer, Renee has observed that most Western countries might be slower-paced when it comes to marketing. She thinks this is due to the difference in market dynamics, cultural factors, and maybe even population density. In her experience, Asian markets are more dynamic, change more rapidly, and innovate more commonly. Over the years Renee Zhao has observed that cultural differences significantly affect marketing strategies by influencing product preferences, messaging, and consumer behaviors. Adapting marketing efforts to align with local cultures is essential for success. She highlights the significance of understanding a target market's culture by explaining how it impacts product preferences and consumer behaviors. Adapting marketing strategies to respect and align with local cultures is crucial for success.

The culture of a particular area significantly affects the wine trade, with specific considerations like consumer behavior, marketing strategy, and product selection. To be a successful global wine marketer, one must understand how cultural values and traditions influence consumer choices and wine preferences. One might have to adapt different marketing campaigns and strategies in different regions to align with local customs and priorities while 36

market with limited resources is to know your consumers, collaborate with influencers, and leverage word-of-mouth strategies. She believes these new-age approaches can help establish branding and gain traction before investing in more extensive marketing campaigns.

respecting cultural sensitivities. Matching the cultural tastes and expectations of the target market is also crucial. For example, the latest market trends suggest that Japanese people love natural wines, and their orange wine consumption is the highest in Asia Pacific countries. However, red wine is the most preferred beverage in China. So consumer preferences change with geography, and as a global marketer, you must constantly be aware of such changes.

Startups that don’t have investor backing can benefit by collaborating with authentic influencers and bloggers with a genuine and loyal fan base. These influencers can help promote new brands, especially when operating on a limited budget. Not only will this strategy help with brand awareness, but these influencers’ social media reach can bring untouched consumers that you would otherwise have no access to.

Advice for New Businesses and Startups Renee Zhao's valuable advice for startups entering the

“I really think in this era, marketing really depends on the impact of these influencers […] they can really give you some advice or can help you to promote your brand in their territory and to reach out to the customer. You never have a chance to connect."

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A Global Inclusion Strategy:

Empowering Millions Higher Education in C Rupesh Regmi Co-founder WiseAdmit

engineering, humanities, business studies, or only Chinese or Korean language.

The Birth of a Business Idea At only 17 years old, Rupesh embarked on his undergraduate journey. In the third year, he realized a shift from Aerospace Engineering, as he was more compelled to help students from Nepal explore better education opportunities in China.

ight after high school, Rupesh desired to pursue aeronautical engineering. It was not available in his home country, Nepal, forcing him to apply to universities in the US. He only got an opportunity for computer science. Surprisingly, China's Nanjing University of Aerospace and Aeronautics, a highly ranked institution for Aerospace Engineering globally, had a vacant position for him.

"The tuition fee was 90 percent less than in the US. It was a no-brainer for me." Now, Rupesh Regmi is the co-founder of WiseAdmit, a firm offering access to quality and affordable higher education in China. Students from underprivileged communities can study bachelor's or master's degrees in different fields including art, medicine,

He envisioned the untapped potential of capable individuals back home in Nepal who might not be aware of the available opportunities. Facilitating the process could make a significant difference in empowering these individuals, and addressing the typical challenges poor people face with accessing higher education in the region. In South Asia, including Nepal, and sub-Saharan Africa, the majority of

s with Access to China

poor young people face significant barriers to higher education, while their wealthier counterparts are 3 to 5 times more likely to obtain university degrees (Ilie & Rose, 2018). Despite the urgency, Rupesh couldn't initiate the process right away. Recognizing the need for adequate entrepreneurship knowledge and connections with universities, he knew he had to first gather the necessary resources to make a meaningful impact. Upon finishing his bachelor's, he pursued and completed a master's program before venturing into a Ph.D. in Management Science and Engineering. Concurrently, he was working two jobs at the university. In the course of his Ph.D., Rupesh strongly desired more exposure. With a friend working as a researcher at a university in Busan, South Korea, he delighted at the idea of pursuing an exchange program at the institution.

He set out on a new adventure to Korea for his doctoral visit from 2018 to 2019. Korea offered a distinctly bustling experience dgespite its two-hour proximity to China by flight. He encountered a new culture and language, while still pursuing Chinese and Mandarin. There were enticing opportunities and personal interests awaiting exploration, but he ended up devoting the majority of his time to work in the laboratory.

In Pursuit of Entrepreneurial Knowledge In January 2020, he finally got a one-month holiday. He saw it as a chance to return to Nepal shortly to visit his family. Unfortunately, COVID-19 disrupted his schedule. Nepal immediately initiated an early lockdown to buy time to prepare a response to the pandemic (Pandey

et al., 2022). Reflecting on it now, it served as inspiration for him to forge connections and bridge the gap between Eastern and Western education.

"I decided that, 'I have learned everything from the East. I now want to experience the West as well." Shortly after, his wife was going to the University of British Columbia (UBC) for accounting studies. Rupesh seized the opportunity and relocated to Vancouver. His primary occupation in the city was networking. He fortuitously encountered a mentor who was immediately fascinated by his entrepreneurial idea, and invited him to UBC's Entrepreneurship Program for a formal presentation. Ultimately, he secured acceptance. The program doubled as a

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startup incubation center. Its 12week curriculum was attended by individuals at various entrepreneurship stages—whether considering entry or aiming to commercialize existing solutions. Its primary focus was to impart skills in different entrepreneurial strategies such as customer discovery and presentation. "I got the chance to talk to a lot of mentors, and meet industry leaders from different dimensions."

Formation of WiseAdmit: Affordable Higher Education in China Armed with entrepreneurship insights and a strong conviction in the transformative power of education from his experience, Rupesh identified specific pain points

to tackle. One significant issue was the millions of capable students globally unable to access quality education at reputable universities due to financial constraints. There was also a notable lack of awareness in underserved regions, such as South Asia and sub-Saharan Africa, of the opportunities in top-tier faculties and premium student experiences abroad. Rupesh aspired to serve as a bridge, raising awareness and empowering students to realize their full potential. After years of envisioning, he, eventually, established WiseAdmit with the mission of making education readily available. Utilizing the global connection facilitated by advanced technology, the company's vision is to provide an opportunity to access world-class education to as many capable young people.

"Education should not be a privilege. It's a fundamental human right. In the West, education is expensive because everything is expensive over there."

WiseAdmit Changing the Lives of Young People One of the individuals benefiting from WiseAdmit is Rupesh's cousin. Hailing from a rural area in the far west of Nepal, attending a reputable university in the U.S. was not a viable option, considering the financial constraints of her family. Seeing this, Rupesh advised her to pursue a bachelor's degree in China. She decided to major in Electronics and Automation and, upon

pursuit of higher education in China to two notable perspectives in life. Firstly, it involves acquiring mastery in specific domains. In his own experience, obtaining two engineering degrees equipped him with proficient problem-solving skills to navigate the current business world. "Another is the student experience. My goodness! I had the greatest time of my life during my four years of college in China. I wish I could go back." The crucial aspect of networking and the opportunity to establish meaningful connections is highly undervalued in most places. Rupesh emphasizes the importance of university life to the valuable relationships he cultivated. Notably, individuals who were in the same classes as him in China now hold positions at prominent global companies such as Airbus and Boeing. completion, got a job in a Chineseinvested hydropower company in Nepal. Notably, she has now gained admission to Tsinghua University, a prestigious institution in China often regarded as an equivalent of Harvard. "She hasn't even graduated, and she's got 20-plus job offerings. In a matter of six years, her life has completely changed." In another case, WiseAdmit recently set a solid footing in Kinshasa, Democratic Republic of Congo (DRC). The higher education in the country is of notably poor quality. The University of Kinshasa which holds the top position within the country, for instance, is ranked 2,855th in the global 2023 ratings (EduRank, 2023). After Rupesh engaged with several students, he helped them secure an invaluable opportunity to

attend highly esteemed Chinese universities. Each of them received a full tuition fee waiver for their first year. "Their parents were super delighted. I can't wait to see the transformation the four years' experience will bring into them."

Why Study in China? China provides world-class education, offering students a distinct advantage. It is renowned for its extensive scholarship offerings to international students, ensuring that higher education in the country remains highly cost-effective. The scholarships cover tuition fees and accommodation, and sometimes even include stipends to cater for other expenses. In addition, Rupesh relates the 41

Western Universities Are Great, but Not Affordable Chinese universities are steadily advancing toward top positions. The ranking system originated from the Western region, explaining why they have traditionally led the way. However, universities in the East are actively working to comprehend and navigate the intricacies of these >>> systems.

"If you look at the subject-wise ranking of the universities we partner with, the research output rivals any Western university. Whether we like it or not, the future of STEM education is slowly tilting towards the East."

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Universities in the East are leading the forefront in cutting-edge research and technological advancements that significantly benefit humankind. Rupesh mentions key players such as Jiangnan University in Wuxi, Nanjing University of Aeronautics and Astronautics, Wuhan University, China Pharmaceutical University, and China University of Mining and Technology. In 2022, China's number of world-class universities increased. Seven new institutions among the existing 140 were selected to receive special funding to support teaching and research in specific subjects. The offer also positioned them to compete with major global universities (Sharma, 2022).

Facing a Factor Typical of Any Organization - Challenges Despite these advances in China, WiseAdmit still encounters challenges. It is competing with the allure of Western universities. Many students are primarily familiar with higher education in the U.S., Canada, the UK, and Australia, with the last three ranking below the global average university student satisfaction this year (Mitchell, 2023). "They find themselves rushing from class to the parttime job and back to class. Independently developing a market also poses another major obstacle for WiseAdmit. It requires proactive efforts to raise awareness that top-notch education and valuable industry experience can be obtained in China, and can serve as a stepping stone for future opportunities in Canada, the U.S., the UK, and Australia. Rupesh acknowledges the emotional roller coaster that comes with being involved in any startup including in tech. To him, problem-solving is instinctive. He leverages the skills honed during his studies daily at WiseAdmit. He takes advantage of social media and student success stories to showcase the achievements of current students in China to build up credibility.

What's Cooking at WiseAdmit? Rupesh plans to return to Nepal. He capitalizes on its proximity to China and the substantial Chinese investment in Nepalese industries like airlines, hydropower, and tourism. He aims to leverage the good relationship Nepal has with China for the benefit of education. 42

Rupesh advocates for the concept of students going to China, transferring knowledge, and bringing back technology to Nepal. An increasing number of Chinese scholars studying Nepalese affairs reflects China's heightened interest in enhancing its relationship with Nepal (Sharma, 2018).

"It is an exciting time for Nepal. A lot of tech companies are booming. Entrepreneurs are ditching outsourcing tech services and coming up with their products. This is a great sign!" However, in the southern region, the two Indian states bordering Nepal are presently the poorest in India, a concern that Rupesh is actively addressing. Despite challenges, his unwavering focus remains on the goal and mission that education should transcend politics and economics. Limited financial resources prevent higher education institutions in South Asia from collaborating. Despite the increasing student enrollment, their counterparts in Europe and East Asia continue to grow in synergy (World Bank, 2023).

What to Expect: A Global Education Milestone WiseAdmit's objective stands to understand students' pain points while embracing local cultures. Rupesh invites students to explore opportunities on WiseAdmit's website, which fosters language learning and cultural exchange. "If anyone wants to understand more about China, you can quickly assess yourselves on our website within three minutes, and find the best-fit programs and scholarships. Feel free to send me a message." Through inclusivity, technology, and cultural exchange, WiseAdmit offers education access to millions of children from economically disadvantaged backgrounds. Recognizing the direct link between literacy and poverty, the initiative not only empowers individuals to achieve financial stability but also addresses the broader societal implications. Communities with increased access to quality studies witness lower crime rates, improved overall health, and heightened civic involvement.

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India Stack:

Revolutionizing Digital Infrastructure

"How do we create the benefits of digital identity where the agency is with the citizen, if it changes the balance of power in favor of the citizen, not in the favor of the state?"

Sharad Sharma Co-Founder iSPIRT Foundation

Life as a Digital System: The Kernel Thinking Approach

Cultural Insight through Kernel Eyes Sharad uses kernel eyes to help him analyze culture and language. To him, experiencing different cultures prompts self-reflection and helps us gain a deeper understanding of the human experience. This ability to navigate various cultures can also help individuals to engage in helpful dialogues about all the similarities that connect people across diverse backgrounds.

Imagine for a moment that life is like a computer system, with the choices we make and our problems similar to the software applications. As we interact with the mere surface of our devices, there is always a deeper layer hidden from view, the operating system or the digital infrastructure. Similar to life, the depth of our experiences is not dependent on just the outward applications but also the digital infrastructure beneath. This refers to ‘kernel thinking,’ encouraging us to look beyond the surface to analyze life better.

The Birth of iSPIRT His kernel thinking helped him start up iSPIRT as well. A non-profit organization that focuses on technology-based entrepreneurship. When he looks at India, he sees issues that could be solved for the betterment of the country. However, solving these problems requires us to look beyond the surface, and they need to be fixed at an operating system level. To him, India has been trying to fix their problems at an app level, instead of an OS level, because of this, they are not able to reach the root issue.

"The modern-day entrepreneur is somebody who wants to dent or ding the universe and make money by dinging the universe."

A Visionary's Journey This mentality is what visionary Sharad Sharma uses to see the world. Sharad Sharma is the co-founder of the Indian Software Product Industry Table (iSPIRT). His background is one full of entrepreneurship and working with technology companies like Cisco, Yahoo, Veritas, AT&T, Lucent, and Bell Labs. Sharad’s journey is one of growth, and is being highlighted by his use of technology to inspire citizens and bring upon change not only to India but also the world.

"By decoupling the two roles, we were able to foster more innovation. We could have specialized players... we were able to create specialized startups that came up who could deal with the collection part, the permission collection part of this." > > >

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identity permissions from the data. This is so even if the policies change, the infrastructure will remain strong. Sharad goes on to highlight the significance of trust and societal agreements in the technological systems. By looking at digital identity, the Indian supreme court played an important role in clarifying that privacy is a fundamental right, and that digital identity systems need to be accepted in line with democratic values.

Fostering Collaboration for Innovation In order for Sharad to solve these problems in an innovative way, he needed to take a team approach. While he did have start-up and corporate experience, he had to co-op people that came from a policy background. Sharad created an ecosystem for his team, almost like a playground, where many innovative thinkers and policymakers can come together.

In order to talk about India’s digital transformation, India Stack, which is a digital infrastructure system that has redefined how people, money, and information flow in the digital age. Sharad notes the parallels between India Stack and blockchain technology are immutability, programmability,

Vision of a 'Product Nation' One of Sharad’s goals is to turn India into a “product nation.” Essentially where low-value parts of industries become dominant players in areas that make a lot of profit. Sharad notes that in the business world, there are only a few companies that make the most profit. While India provides great services, it doesn't get real profits. Hence, his organization iSPIRT is dedicated to sitting India up onto the world stage. Sharad outlines a vision for India to shift towards higher-value segments of the economy, which will lead to more profits and global influence.

Starting Points for Improvement In terms of areas that can use improvements, Sharad explains that payments are a good place to start. For instance, instead of using Mastercard or Visa, they are emphasizing the importance of thinking from first principles and imagining the system from the ground up. For the Indian payment system (UPI), they separated roles of collecting payments permissions and holding the money, which allows for more innovation and startups. Sharad also believes this can apply to AI and creating responsible AIs. Sharad argues that technology should be value-based and that this can have a grave impact on how we view it.

Digital Identity and Democratic Values In terms of implications of this mindset, Sharad discusses the concept of digital identity within India’s technological landscape. The goal is to create a system that empowers citizens rather than just focusing on giving power to corporations. In order to achieve this, they designed a flexible and restrictive technological infrastructure that separates the digital

and zero-knowledge proofs. In terms of looking ahead, India Stack also aims to launch a digital infrastructure that facilitates AI collaborations to help with healthcare and telecom infrastructure. To Sharad, reimagining the healthcare system in India is a top priority, which further demonstrates Sharad’s commitment to India’s societal transformation.

around the world.

The success that comes from India Stack and its initiatives like UPI are multifaceted. Success is notdeprived by how many citizens can be reached but also by relying on a thriving private sector apps that serve and interact with citizens.

Further Insights on Data Governance: A SUERF Policy Note Complementing the discussion on digital infrastructure and privacy, it's valuable to reference a SUERF Policy Note titled "The design of a data governance system," co-authored by Siddharth Tiwari, Sharad Sharma, Siddharth Shetty, and Frank Packer. This report, part of the esteemed European Money and Finance Forum's publications, delves into crucial aspects of data governance, proposing a system that restores control of data to its original creators - the consumers. It highlights the necessity for a consent-based system that is granular, auditable, and secure, drawing on the experience of India's Data Empowerment Protection Architecture (DEPA) to demonstrate these principles in action.

iSPIRT serves as a platform for people to contribute to society and create positive change without the primary motivation being profit. Many of iSPIRT's volunteers work part-time while having other jobs, and some other young volunteers go from full-time volunteering at iSPIRT to becoming successful entrepreneurs, applying the skills they've learned to tackle real-world problems. Sharad Sharma’s journey from entrepreneur in the tech industry to becoming the co-founder of iSPIRT

Restoring Data Control: The proposed data governance system focuses on restoring control to data subjects regarding the collection, processing, and sharing of their data. It emphasizes consent prior to data use by service providers, aiming for a consent system that is open, revocable, granular, auditable, and secure.

Experience with DEPA: India's Data Empowerment Protection Architecture (DEPA) is an example of such a system in action. It demonstrates that a consent-based system can operate at scale with low transaction costs, significantly enhancing trust and widespread adoption.

This policy note underscores the importance of effective data governance and consumer empowerment, resonating with Sharad Sharma's vision and contributions in the field. It's a compelling example of how policy and technology can converge to revolutionize data management and protection.

reflects his dedication to India’s transformation on the global scale. His efforts with India Stack and UPI emphasize reaching more citizens but also creating a thriving private sector. Sharad’s story is an inspiration to those who are looking for innovative solutions to complex challenges, in India but also

Further Reading: Tiwari, S., Sharma, S., Shetty, S., & Packer, F. (2022). The design of a data governance system. SUERF Policy Notes, No. 284. The European Money and Finance Forum. https://www.suerf.org/ policynotes/50981/the-design-of-a-data-governancesystem

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Tracking Emerging Markets

orn and raised in Egypt, Sherif's curiosity and passion for technology and building led him on a path to electrical engineering. His career diverted from the “hard-core" technical roles to product sales and operations. He started his career as a presales engineer at Orascom Technology Solutions, a leader in the country’s voice and data enterprise solutions. In that time, his education and experience afforded him a profound understanding of products and their workings. However, he noticed most users only utilized fractions of what was a product's intended purpose and he became interested in improving their experiences. Thus, as he engaged with customers, he also got a glimpse of the business aspects of operations. He later moved from the enterprise technology sector to a carrier and telecom business joining Orascom Telecom’s VAS subsidiary ArpuPlus. He played a pivotal role in setting up networking infrastructure and launching different mobile value added services with more than 40 mobile carriers in the Middle East, Africa, and Asian regions (From Morocco in the

"Most of the populations were unbanked so it was easier to convince them to open an account from the convenience of their mobile devices because they never had access to traditional brick and mortar banking."

Sherif Nessim Founder, Managing Partner Jedar Capital

west all the way to Pakistan and Bangladesh). Part of his role was finding the right partners to launch different services with mobile carriers. He started to engage with startups, small mobile service providers, and multinationals such as Sony and Warner Music Group—they used Orascom's infrastructure as the launchpad for their 'mobilevalue-added-services' that included mobile wallets & digital payment, communication, and content-based services. Charged with developing the same connection with clients, he fostered a more profound relationship with startups. He made it a personal obligation to transfer the best practices he observed at large multinationals. Thus, as a result, he supported them in their scaling efforts and fostering operational efficiencies. With over 15 years at ArpuPlus, a prominent mobile digital service

developer spanning Africa, Italy, the Middle East, Pakistan, and Bangladesh, Sherif skillfully managed operations, products, and services. Eventually, he ascended to the role of Commercial Director. In this position, Sherif observed that startups in the global digital finance sector often experienced rapid growth in their early years. This trend piqued his interest in the long-term prospects of the startup world, drawing him towards Venture Capital (VC). In 2020, and after 23 years in telecom and technology, he decided to move from being a technology operator to a technology investor, he moved to New York where he founded Jedar Capital to start realizing his mission of supporting founders and entrepreneurs in emerging markets like Africa and Southeast Asia.“Emerging Markets are Pretty Much the Same” First-hand experiences with the cultures of Asia, Africa, and the Middle East led him to observe that, 49

despite their many differences, the emerging markets in these regions share similar challenges when viewed from a problem-solving perspective. They hardly had traditional infrastructure such as fixed phones at home. Thus, the beliefs around brick-and-mortar models ran deep, especially among the older, more conservative populations which met digital transformation with undue resistance. But a new wave of change was approaching. Telecommunications technology such as GSM and mobile devices were bridging the gap fast, enabling users access to digital content and services. Demographically, the young population, those below 30 years, were most dominant in the MENA, SSA, and Asian regions. They additionally had access to smart devices, fostering a rapid adoption of most Telco products. Thus, most of the emerging markets have

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witnessed a transition from a general lack of access to traditional infrastructure to better receptiveness of modern technological offerings. The changing digital landscape and lack of existing infrastructure spirited new openings in digital communication sectors. So, FinTechs that did their research and rushed into the markets found untouched billion-dollar industries. "M‑Pesa has become almost ubiquitous in some of its current markets. Penetration rates are as high as 90 percent of the GSM network [Global System for Mobile Communications] in countries such as Kenya."(Cooke et al., 2022) Among the successful fintech businesses is M-Pesa, a venture launched in the Kenyan market to offer payment and banking solutions. It grew to become Sub-Saharan Africa's leading "mobile money" platform, serving over 50 million users.

Navigating Venture Capital "VC is a private-equity funding model for startups and early-stage emerging companies if they have growth potential. VC funds help acquire ownership stakes to finance operations and R&D and investors could also offer technical assistance, their expertise, and contacts to accelerate growth (Baldridge, 2023)." Learning about startups and venture capital made the idea of investing more palatable. He mapped out the potential disruptors that could transform technology-driven sectors. But from the long list he compiled, he was torn between multiple industries. Thus, based on his limited experience, it only felt logical to embark on doing his due diligence before making a high-risk investment decision.

"I had long been a technology operator, I wanted to be a technology investor." The knowledge Sherif accumulated piqued his interest in business. Having spent decades in technology development, he was always drawn to the idea of "technology investment." Using the industry approach he honed in VC, he identified numerous opportunities within emerging tech industries across Africa, the Middle East, and Pakistan. Intent on broadening his understanding beyond what was presented on paper, Sherif aimed to expand his network across these emerging markets. Leveraging the extensive connections he had made at Orascom, he pinpointed the key players in the startup scene. When his tenure at Orascom came to an end in 2020, the pivot to fulltime investor felt long overdue. He understood the fundamentals of VC funds, but he lacked the confidence 50

of an adept capitalist. Therefore, in 2015, he joined A15, a Cairo-based tech fund, as an LP rather than rushing to a solo venture.

What is Syndicating? "A syndicate is a group that shares the costs and rewards of investing in startups, on a deal-to-deal basis and according to their contribution (Nanda & Rhodes‐Kropf, 2018)." With his acumen, learning the process of syndicating bolstered the confidence he had to start his company. He was sold on the idea of rallying international support behind his company’s ventures. Thus, in 2021, after he moved to New York, he took the leap of faith and founded Jedar Capital, fulfilling his ambition of becoming a "fulltime tech investor." Despite that, Sherif also joined the GoingVC (GVC) program, an investment apprentice program based in San Francisco that had a similar model, and became an alumnus 5 months later. Being a lifelong learner, he noticed

that the average investor had neither the time, expertise nor resources to do their due diligence. But Jedar Capital was an opportunity to channel his vast network and affinity for gathering data into providing customers with valuable insights. Thus, he felt he could inform them symmetrically without putting them through the hassle of constantly scanning the horizon for emerging companies and sectors.

infrastructure in Africa represents a promising frontier. However, as they navigate these opportunities, VCs must be attuned to regional nuances, ensuring cultural sensitivity while expanding their reach. For those contemplating their next investment move, Jedar Capital offers connections to founders in burgeoning sectors. Additionally, Sherif Nessim's LinkedIn provides a wealth of insights, reflecting his extensive experience in investment and operations.

Thanks to the invaluable insights and connections provided by Jedar Capital during the syndication period, Sherif's confidence in the fund grew. This led to securing enough private contributions for the firm to broaden its portfolio across various industries and regions. As a result, the company now has investments in over 18 startups spanning Egypt, Kenya, Nigeria, Côte d'Ivoire, South Africa, Pakistan, and the broader MENA regions.

References Baldridge, R. (2023, August 2). Understanding Venture Capital. Forbes. https://www.forbes.com/ advisor/investing/venture-capital/ Cooke, M., D’Silva, V., & Gathinji, C. (2022, June

Conclusion

29). Driven by purpose: 15 years of M‑PESA’s

From engineering to business and sales, Sherif's journey has honed his vision of the vast potential within emerging markets, particularly in Africa. With the introduction of the Continental Free Trade Agreements, sectors like Trade and Agriculture are poised for significant growth. Yet, Sherif recognizes that sectoral expansion often triggers cascading needs, such as the development of suitable financial and communication infrastructures. To him, as a venture capitalist, the evolving digital financial services and trade

www.mckinsey.com/industries/financial-

evolution. McKinsey & Company. https:// services/our-insights/driven-by-purpose-15years-of-m-pesas-evolution Nanda, R., & Rhodes‐Kropf, M. (2018, October). Coordination frictions in venture capital syndicates. Harvard Business School. https://www.hbs.edu/ris/Publication%20 Files/17-089_88478c15-6d30-49bb-902ed65bd6643ba1.pdf

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Unburdening Healthcare:

The Role of Functional Medicine Will Cole Functional Medicine

Online functional medicine doctor restores hope

here's always that one heartwarming encounter that brings a smile to your face. For Dr. Will Cole, a leading online functional medicine doctor, it was the couple who flew in for an initial consultation earlier in his career. The patient’s husband clutched the handles of her wheelchair, much like he clung to the remnants of hope left for their shared future, as they entered Cole's office for the first time. She was there, but not really, as she suffered from severe brain fog, and cognitive issues and struggled to walk on her two feet. “We ran labs, we did a full health history, we spent about an hour [to an] hour and a half initially just on health history, and running labs for multiple data points and getting objective data on what's going on in her case and amongst many other things, she had mould toxicity, she had very very low

Practitioner at Cole Natural Health Centers

cholesterol…,” said Cole. Conventional doctors gave her medicine that significantly lowered her cholesterol levels. While Cole admits that these types of medicine have their place of use, he also believes that she was over-medicated and that “it was not the most effective option causing her the least amount of side effects.” The brain contains the highest amount of cholesterol in the human body and is itself close to 60 percent fat. A deficiency of this type of fat could impair brain function, which is what happened in this patient’s case.

"In many ways, we feel like clinical Sherlock Holmes." Cole spent a month coordinating 52

with her prescribing doctor virtually and figuring out the upstream issues driving chronic inflammation in her body, which was a product of mould toxicity. “I saw her online, months later, as we were monitoring, and just slowly evolving, like her health was coming alive,” Cole said. Soon, she was able to walk with a cane — Although that wasn’t what left a lasting imprint on Cole's heart. It was her one comment that reminded him why he chose to embark on this journey. Not long after, she didn’t need her cane anymore. “She had increased energy. She had come to life literally, [it] was just so stark contrast between who I met and who I was seeing online a month later,” Cole explained in excitement, looking forward to relaying the particular comment that made this entire experience so memorable. “She said: ‘I was planning my funeral when I met you, now I'm planning

some things that you're going to have to go to your local doctor to do, and we do a lot of group telehealth calls with their local doctor to collaborate with them."

vacations with my family,’” Cole finally let it out. “That's what makes me think of wow, like, that's what's at stake for so many people. They think, 'This is my Latin life, I'm just getting older, this is who I am,' and they identify with their chronic health problems. I think it's when you think of how short life is, even for the longest living of us, and looking at the quality of life that's lost with these chronic health issues, it makes you want to do better.”

What is a functional medical doctor? The goal of functional medicine practitioners is to identify the root cause of diseases and address them there and then. They may, for example, identify inflammation as the root cause of a patient's heart disease or diabetes.

This isn’t a unique story. Functional medicine has increased the quality of life for thousands of people at the very least, which is why Cole started one of the first functional medicine telehealth clinics in the world over 13 years ago.

"In many ways, we feel like clinical Sherlock Holmes," Cole said. Let's take the example of cancer. When a conventional doctor notices abnormal cells from a bone marrow biopsy, the patient would receive a diagnosis of myelodysplastic syndrome (MDS), and the doctor would then monitor their condition until it worsens. That’s when the patient would undergo chemotherapy treatment.

A national study of 36 million working-age people with private insurance claims reveals that within the first three months of the pandemic, telemedicine encounters increased by over 700 percent.

If a functional medicine doctor were to spot the same abnormality in the cells, he would focus on guiding the patient to help her body heal itself. The doctor would make specific recommendations that would support the patient’s immune system and remove any obstacles preventing the body from succeeding in its journey to healing.

This, however, had no impact on Cole's clinic since he already practiced functional medicine online years before the pandemic. "If anything, it just grew the clinic because more people knew 'oh, this was an option,' because they were forced to realize that a lot of things could be done differently, not just healthcare," he said. "Obviously, we're not replacing someone's primary care physician. You can't telehealth physical exams; there are

At the very least, functional medicine doctors would try to prevent the disease from getting worse and delay the 53

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need for chemotherapy for many years.

to reclaim their health," Cole said.

Despite the highlighted differences, it is important to note that functional medicine practitioners do not diagnose or treat diseases. They don't replace conventional medical doctors. Rather, they work alongside medical doctors to help patients reach optimal health.

His passion, however, extends far beyond the clinic's walls. Several years ago, he was a pioneer in the dissemination of extensive online content about functional medicine. He has also authored several bestsellers, including Ketotarian, Gut Feelings, The Inflammation Spectrum, and Intuitive Fasting.

Instead of prescribing medicine, they use nutritional therapy, herbs, supplements, stress management

Cole also hosts a podcast called The Art of Being Well, where he discusses similar topics with guests

techniques and lifestyle changes to promote optimal health.

who are equally passionate about functional medicine.

Cole has a background in both. He is a Functional Medicine Practitioner, Doctor of Natural Medicine and Doctor of Chiropractic, but has also received training in biological sciences as well as conventional medical diagnosis and treatment.

With his wealth of expertise, it comes as no shock to learn that he earned recognition as one of the top 50 doctors in the United States who specialize in functional and integrative medicine.

"It's kind of my passion is to figure out what's the upstream causation or drivers, the pieces to their health puzzle, and then give them tools to overcome their health problems and

Is functional medicine legit? One challenge patients encounter when seeking access to functional

medicine is not the proximity of clinics, as many now provide functional medicine online. Rather, it's the doubts and uncertainties surrounding the legitimacy of functional medicine. "I think the people that are constantly warring with each other are on the wrong side of history, that we're seeing people improve, we're seeing labs improve, we're seeing quality of lives improve, because of that, their cost of disease goes down. That's a positive thing. This should

not be controversial," Cole said.

There is also a constant fear of functional medicine taking over the jobs of conventional doctors. It is not a substitute for regular doctors, but it is based on evidence and should be used in conjunction with other medical doctors. "Like many things in our world, [it] has devolved into this sort of toxic tribalism where it's us versus them and like, we're better, they're less

than. It's this God complex. It's this constant other-ism when it comes to the way that we do health care, or politics or social media or diets or whatever we're talking about," said Cole. "There's a time in place for the amazing, positive advancements of modern medicine. We have cuttingedge technology in acute emergency care, and life-saving surgeries, wonderful, but when you're talking about the plight and burden of chronic health problems, which is what's plaguing a lot of people [...] they're largely overcome edible, improvable, manageable supportable, healable with conservative lifestyle, data-driven but lifestyle tools."

"That should be the litmus test, that should be the criteria in which we vet what we're doing, but yet, that's oftentimes not asked. It's not the most effective option. It costs the person a lot of money, it costs the country a lot of money when it comes to economic burden and the burden of paying for these chronic diseases and disease management, and they have a lot of potential side effects and look at the loss of quality of life as well." Cole believes that these challenges could be addressed with more education and awareness about what functional medicine is really about and knowing that it serves as no threat to conventional medicine.

The model being used in the current healthcare system is more focused on diagnosing diseases and then matching it with the corresponding medication, which Cole calls a "pharmaceutical matching game."

"There's enough of people to help; we should come together to want to serve people and realize we're not going to be for everybody, but there's enough people for us to help," he said.

"It should be both and not either or, but we just ask the question in functional medicine, 'What is your most effective option that causes you the least amount of side effects?" he said.

‘Clinical Sherlock Holmes’ investigates chronic pain cycle in a troubled healthcare system

Functional medicine centres are starting to become more prevalent, as chronic non-communicable diseases now account for 70% of healthcare costs. Such diseases require personalized care and a multicomponent therapeutic system rather than a one-size-fits-all approach, which is what functional medicine doctors do best. "Right now, the system is burdened, it's unsustainable, and economists will tell you that, medical doctors that are in the mainstream system will tell you it's unsustainable, we have to do something different to see something different, and I feel like there's pockets of change happening that realize this," Cole said. Between 2020 and 2021, the Institute for Functional Medicine (IFM) had more than 18,000 registrations for its training programs. Many hospitals and medical institutions, like the Cleveland Clinic, have also opened their own functional medicine centres. Researchers are also currently actively exploring what is called an epigenetic genetic mismatch, which explains how a majority of our genetics haven't changed in 10,000+

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References Bland, J. S. (2022). Functional Medicine Past, Present, and Future. Integrative Medicine: A Clinician's Journal, 21(2), 22-26. https:// www.ncbi.nlm.nih.gov/pmc/articles/ PMC9173848/ Chang, C. Y., Ke, D. S., & Chen, J. Y. (2009). Essential fatty acids and human brain. Acta neurological Taiwanica, 18(4), 231–241. Godfrey, K. M., Lillycrop, K. A., Burdge, G. C., Gluckman, P. D., & Hanson, M. A. (2007). Epigenetic Mechanisms and the Mismatch Concept of the Developmental Origins of Health and Disease. Pediatric Research, 61(7), 5-10. https://doi.org/10.1203/ pdr.0b013e318045bedb Institute For Functional Medicine (2021). Functional Medicine: A Clinical Model to Address Chronic Disease and Promote Well-Being. https://functionalmedicine.widen.net/s/ pkcvf2wzlj/ifm_functional_medicine_ descriptive_paper Institute For Functional Medicine (2022). The Institute for Functional Medicine Releases 2020-2021 Annual Report, Highlighting Impact of Critically Important MissionDriven Work. https://www.ifm.org/ news-insights/ifms-2020-2021-annual-

years, while the rest of the world has.

report/#:~:text=Demand%20for%20

"It's triggering genetic predispositions that have always been there for 10,000 plus years but are being triggered, being awoken because of this evolutionary mismatch," Cole said. Genetic predispositions refer to inherited genetic traits or characteristics that increase a person's chances of developing a particular condition or disease.

practitioners%20to%20nearly%201%2C800.

functional%20medicine%20is,certified%20

Jupiter Concierge Family Practice (2021). Functional vs. Conventional Medicine: What’s the difference? https://www. jupiterfamilypractice.com/functionalmedicine-vs-conventional-medicine/

That's what functional medicine doctors aim to address.

Shaver, J. (2022). The State of Telehealth Before and

"We have to look at foods and their impact on microbiome, we have to look at environmental toxins that we were not exposed to just a few generations ago, we have to look at biotoxins that were always there, but are being just stressing in an already stressed out system, like chronic Lyme disease, other bacterial, viral issues [...] these things, as I said earlier, are largely healable, reversible overcomeable. So if that's the case, why would we want to settle for anything less?"

After the COVID-19 Pandemic. Primary Care, 49(4), 517-530. https://doi.org/10.1016/j. pop.2022.04.002 Van Vliet P. (2012). Cholesterol and late-life cognitive decline. Journal of Alzheimer's disease: JAD, 30 Suppl 2, S147–S162. https://doi.org/10.3233/ JAD-2011-111028

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Bridging Continents and Cultures:

Yvann Karamoko's Vision for Empowering African Leaders

Yvann Karamoko CEO and Executive Coach Be&Do

Twenty-one years ago, Yvann's life took a significant turn when his father secured a diplomat position at the United Nations (UN). At the tender age of ten, Yvann and his family bid farewell to the Ivory Coast and embarked on a transformative journey to the United States. The shift marked a profound change in every aspect of their lives, exposing them to a world vastly different from what they had known culturally and environmentally.

"I call Ivory Coast the most beautiful country in the world. I am very biased, and that's okay." Now, Yvann Karamoko is the executive coach and CEO of Be&Do, a firm deals with talent and leadership development. He works with organizations and individual executive leaders on the coaching side. His leadership consultancy dream was ignited while he was growing up. As a diplomat's son, Yvann's upbringing was immersed in the realm of politics. He was privy to diplomacy, foreign relations, and matters extending beyond the scope of what conventional news reports disclosed. Contemplating the African continent, Yvann Karamoko's curiosity was 58

"I would ask him 'Okay, so how much money would you estimate that the country or the government makes per day? What activities are leading?'" His father, while unable to provide all the answers, offered informed guesses based on the knowledge he had access to. Yvann, driven by a desire to understand, embarked on further research. His exploration led him to a crucial revelation: Africa is endowed with abundant renewable and non-renewable natural resources (Takeuchi & Aginam, 2011).

A Leadership Problem in Africa: The Mindset Towards Public Service

sparked by the stark contrast in development levels. His inquisitive nature led him to consistently seek answers from his father, delving into the puzzle of why countries in Europe, such as the United States, were thriving while Africa faced challenges. The European GDP was more than ten times the size of Africa's (Statistics Explained, n.d.)

This closure challenged the prevailing narrative of scarcity, prompting Yvann to embark on a deeper exploration. He unveiled two critical elements that were divergent: mindset and a deficiency in effective leadership. His perspective on Africa as a continent extended to his views on any developing nation. Yvann became anchored in the recognition that, despite the abundance of resources, a transformative shift in mindset and the presence of effective leadership were essential components often missing in the developmental equation.

"When you look at countries like the United States, Canada, France, or any European nation, people in the public service had careers and were pillars in the community. They then chose to serve in political office and add value to make society better."

Is It a Matter of Not Having Resources or Opportunity? Yvann grappled with the question of whether the root cause lay in Africa's perceived lack of resources or the absence of ample opportunities. He carried with him a profound understanding of his people— a hardworking and brilliant lot eager to progress. Yet, despite this inherent potential, every attempt to advance seemed to encounter obstacles, leaving him in a perpetual state of confusion.

On the other hand, in the Ivory Coast and Africa in general, many people had a mindset focused on gaining power for their benefit. This way of thinking came from the belief that there weren't enough opportunities available on the continent. As a result, 59

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"The large part of what I do with individuals is holding them accountable to the things they said they would do."

individuals prioritize their gain by seeking influential positions. While it's natural to desire improvement for oneself and one's family, a challenge arises when this pursuit results in the leaders' families gaining advantages over the entire country. The imbalance in the distribution of benefits becomes a significant issue in this process.

In the spirit of filling gaps in society, Yvann sought expert knowledge at Oral Roberts University. Pursuing a doctorate in Strategic Leadership, the program entails a thorough examination of the research aspects of

Fraud, embezzlement, and other forms of corruption are significant issues that deprive Africans of crucial funding for essential sectors such as healthcare, agriculture, education, and infrastructure (Ndikumana, 2012). The blame fell on the balance of power worldwide. Africa was always a passive recipient. Yvann's new mission was to transform Africa to actively participate on the global stage. He envisioned a scenario where Africa's metaphorical "cups" not only become full but overflow, representing a two-way exchange. "For the longest time, Africa and developing countries have probably survived on crumbs."

A Journey of a Thousand Miles... At sixteen, Yvann kicked off his entrepreneurial career. He identified money-making opportunities despite the limited resources. He spotted a gap in the market and seized the chance to start a social media management company. The unique venture allowed him to skip the traditional job route and consult as a social media manager. Those who brought him on board thought he had an innate grasp of the pulse of the times. Yet, Yvann was stumbling his way through. Luckily enough, he successfully acquired clients and ran his social media management venture. At the core of his work was a profound passion for helping his clients succeed. He recognized that assisting others in their victories also contributed to his sense of fulfillment and success. leadership. Aligned with his passion, the course explores existing knowledge and identifies a gap between theory and practical application that often remains unfilled.

Turning Passion Into Venture Driven by the goal of helping others achieve success, Yvann established Be&Do, a coaching program for leaders. He tailored coaching programs to individual definitions of winning and aspiring authority. His approach involved identifying goals, leveraging research and data, and combining expertise and experience to guide in reaching full potential.

This academic journey serves dual purposes. It aids him in discovering his passion for leadership. It also highlights areas where additional research and insights could propel the discipline forward. While serving clients, Yvann has identified the unique contributions he wants to make to the field through his dissertation.

"Some people are great at doing it by themselves. But unless there's the accountability piece, most of the things they want to do don't end up happening."

At Be&Do, his approach involves combining theoretical learning with practical experiences to foster meaningful progress. He aligns academic studies with personal and other exceptional leaders' and companies' experiences.

Crucial Leadership Philosophies

The approach of checks and balances prevents

As Yvann continues with his career progression, he makes further discoveries. His perspective of leadership goes beyond simply moving in a particular direction but also encompasses the shared struggle and determination to achieve something meaningful and worthwhile.

individuals or groups from accumulating excessive control or power. It prioritizes the interests of cities, regions, or countries over the personal needs of leaders. Africa's development is dependent on a strong network of ethical, entrepreneurial leaders who are willing to commit their energy and passion to serve their communities (The Catalyst, 2017).

This unique view necessitates self-leadership. The consistency with which a leader follows through on their commitments shows their ability to adhere to set goals, objectives, and desired habits, a measure of effective leadership.

Yvann suggests leaders ask themselves this fundamental question: "Would you follow yourself?". This shift in focus moves beyond traditional leadership qualities like charisma and results delivery. > > > 61

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Instead, it centers on the experience of those following the leader, reevaluating leadership effectiveness on the satisfaction of those being led.

In a recent development, Africa is emerging as a competitor on the global stage, achieving a position that was previously deemed unattainable. This transformation is attributed to Africa harnessing its abundant resources and the inherent brilliance of its people.

A good leader promotes the inherent profound value within everyone. The unique gifts, talents, ideas, and creativity that individuals possess are not just for personal enjoyment but are meant to be shared with the world. It's through this sharing that one contributes to the greater good. The expression and exchange of unique qualities emphasize a collective benefit.

Africa has often performed poorly in global economic competitiveness due to fragmented markets that hinder efficiency. However, the AfCFTA (African Continental Free Trade Area) serves as a platform to make it a single market, and to propel the continent into higher realms of production (Sidiropoulos, 2022).

Leadership Development Vision in AfricaBridging the Gap

The Ivory Coast, specifically, achieved notable development in the Global Competitiveness Report by the World Economic Forum. Securing a place among the 140 most competitive nations worldwide, it holds the title of the world's largest producer and exporter of cocoa, cashew nuts, and cola (LULUCF, 2018).

Having spent 21 years in the United States, Yvann reflects that the operational methods witnessed in Western countries can be replicated in Africa. He is passionate about solving issues by actively seeking to fill gaps in society.

Similarly, the African continent is currently experiencing a thriving wave of technology and innovation. Visionary leaders and organizations are pooling resources and fostering collaboration to elevate businesses, empower entrepreneurs, and enhance the operational capacity of organizations.

In Africa, the central focus lies in bridging the leadership gap, not only within the marketplace but also across organizations, and various sectors. The overarching goal is to enhance leadership capabilities and effectiveness in diverse settings, contributing to holistic development and progress.

"One of the organizations that is doing it very well is Smart Africa. They are bringing businesses, organizations, and governments to show up and compete on the global stage."

Contemplating the path forward, Yvann ponders on the essence of adding value and empowering leaders to contribute solutions that extend beyond the borders of Africa. His concern lies in fostering a global perspective that serves humanity at large, transcending geographical boundaries, and making a meaningful impact on a broader scale.

In any industry, the competition for market share drives even the smallest player to find creative ways to enhance their offerings and gain a competitive edge. Africa incorporating this perpetual push for improvement benefits the entire world, fostering overall growth and

Ushering in a New Era: The Undiscovered Potential Within Africa 62

raising the standard for quality and innovation.

References

Are You Living a Valuable Life as a Leader?

LULUCF. (2018). Ivory Coast winning back its forests. Land Use Land Use Change and Forestry (LULUCF) Country Profile: Ivory Coast. https://

"One of the things that motivates me is, 'Give everything and die empty.'"

www.climate-chance.org/wp-content/ uploads/2019/03/en_fp17-utcatf-cote-divoire_ def.pdf

To Yvann, the essence of a fulfilling life lies in the various ways one gives. Be it through financial support, personal investment, time, or any other form of contribution, the enduring value of a life dedicated to enriching the lives of others creates a meaningful legacy that extends beyond personal boundaries.

Ndikumana, L. (2012, September 10). Africa Bled by Illicit Cash Outflows - Report. VoA Africa. https:// www.voaafrica.com/a/africa-bled-by-illicitcash-outflows---report/6750772.html Sidiropoulos, E. (2022, February 17). Africa: Aspiring

His concept of finding joy and refreshment through giving is encapsulated in the proverb: 'Those who refresh others find refreshing'. It underscores the idea that the act of sharing what you have with others brings fulfillment and also a profound sense of joy and renewal.

to Greater Global Agency. Carnegie Europe. https://carnegieeurope.eu/2022/02/17/africaaspiring-to-greater-global-agency-pub-86371 Statistics Explained. (n.d.). Statistics explained. https:// ec.europa.eu/eurostat/statistics-explained/ index.php?title=Africa-EU_-_key_statistical_

Yvann's passion is crystal clear, a devotion to empowering leaders to excel and achieve their best work. Whether for organizations or individuals through executive coaching, he helps to elevate growth through different offerings designed to bring forth effective change.

indicators#:~:text=Africa%20saw%20its%20 share%20of,world%20GDP%20stood%20at%20 28.8%20%25. Takeuchi, K., & Aginam, O. (2011). Sustainability challenges and opportunities in Africa. Sustainability Science, 6, 3-5.

In essence, the impact of leadership isn't merely seen; it's felt in the collective heartbeat of a thriving team. Whether in an organization or in politics, proficient leaders become catalysts for enhanced profitability. Moreover, they serve as architects of culture, weaving a tapestry of purpose that binds individuals, fostering a connection that fuels high-performance outcomes.

The Catalyst. (2017). Africa's Hopeful Future: A Look at Tomorrow’s Opportunities and Challenges. George W. Bush Institute, Issue 07. https:// www.bushcenter.org/catalyst/africa/risingleaders

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Thank you for reading! Writing Credit AIMAN RATHORE AYLIA NAQVI GILLIAN CHEPCHIRCHIR MOINDI

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