Inspirational Icons to Watch in 2025 Vol-2 December2025

INSPIRATIONAL INDUSTRY INSIGHTS

TO WATCH IN 2026

INDUSTRY INSIGHTS

Traits of Excellence Leading People while Driving Performance

Professor of Business Analytics Aston Business School, Aston University, UK

Leadership with Consistency Sustaining Performance through Discipline and Focus

29988535 ISSN: 2998-8535

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Editorial

Where Influence Meets Intent

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eadership and influence are being redefined by individuals who combine purpose with performance, vision with execution, and ambition with responsibility. This edition of Inspirational Icons to Watch in 2025 is dedicated to spotlighting those rare leaders whose journeys transcend titles and industries, shaping not only organizations but also mindsets, communities, and future possibilities.

The icons featured in this issue represent a new generation of impactdriven leadership. They are not guided solely by market trends or shortterm gains; instead, they operate with clarity of purpose and a long-term view of value creation. Across sectors—from technology and healthcare to finance, manufacturing, education, and social enterprise—these leaders demonstrate that influence today is measured by the ability to inspire change, build trust, and create sustainable outcomes.

What unites these icons is their resilience in the face of complexity. In an era marked by rapid digital transformation, economic uncertainty, and evolving societal expectations, they have shown an exceptional capacity to adapt without losing sight of their core values. Their stories reflect disciplined decision-making, ethical leadership, and the courage to challenge conventional norms. More importantly, they exemplify how leadership can be both human-centered and results-oriented.

-Alaya Brown

This edition also emphasizes the power of authenticity. The leaders we feature do not follow a one-size-fits-all blueprint for success. Instead, they bring their unique perspectives, cultural insights, and lived experiences into the way they lead. By doing so, they create inclusive environments where innovation thrives and people feel empowered to contribute meaningfully. Their influence extends beyond boardrooms and balance sheets, shaping workplace cultures and redefining success for the next generation of professionals.

At Insights Success, we believe that true inspiration lies in action backed by integrity. The icons highlighted in this issue are role models not because of recognition alone, but because of the consistency with which they translate vision into measurable impact. Their journeys offer valuable lessons for aspiring leaders, entrepreneurs, and changemakers seeking to navigate the complexities of a rapidly evolving global landscape.

As you explore this edition, we invite you to look beyond achievements and accolades, and engage with the deeper narratives of perseverance, purpose, and principled leadership. These are the Inspirational Icons to Watch in 2025—leaders who are not just shaping the present, but actively defining the future.

CONTENTS 08

THE SIGNATURE STORY

Professor Victor Chang A Global Force in Business Analytics

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INDUSTRY INSIGHTS

Leadership with Consistency Sustaining Performance through Discipline and Focus

INDUSTRY INSIGHTS

Traits of Excellence Leading People while Driving Performance

Editor-in-Chief

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Alaya Brown

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Marketing Manager Business Development Executives Digital Marketing Manager

Jenny Jordan Reem Almasoud, Sheldon Miller Isabel Barnes

Technical Head

Phil Simon

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Inspirational Icons to Watch in 2025

Professor of Business Analytics

Aston Business School, Aston University, UK

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e are on the verge of a new industrial era characterized by the sheer amount and speed of data. Intelligence is as much a part of this revolution as technology. Nowadays, the world is searching for visionaries who can decipher the intricate language of algorithms and turn it into real economic and social benefits. These leaders are today's digital cartographers, charting the uncharted territories of data science, artificial intelligence (AI), and the Internet of Things (IoT). They strive to create a future in which technological advancement is ethical, safe, and accessible to all.

This crucial role demands a rare and potent combination of deep technical mastery, strategic business insight, and a relentless commitment to institutional change. Professor Victor Chang embodies this ideal, consistently driving the essential work of transforming raw data into sophisticated foresight. He moves with purpose, actively engineering the future of business and technology across the globe. His career is a powerful narrative of interdisciplinary excellence. He does not simply study the future; he is actively building it.

The Visionary at Aston University Professor Chang currently holds a pivotal position at the heart of technological and business synergy. He serves as a Professor of Business Analytics at the esteemed Aston Business School, part of Aston University, UK. He assumed this distinguished role in mid-May, 2022. His work resides within the Operations and Information Management section, a crucial hub for developing modern business strategy. He brings profound, specialized knowledge in AI-oriented data science, continually making significant contributions across multiple disciplines.

Professor Chang’s vision for his current role is both strategic and action oriented. He focuses intensely on translating academic brilliance into real-world impact. He dedicates himself to the vital process of securing funding and forging powerful collaborative projects. These initiatives successfully bridge the gap between academic theory and industry applications. He possesses a proven ability to lead large-scale research, having successfully steered more than four major projects. He has led major projects worth over £3 million and has been involved in international collaborative projects totaling more than £14 million across Europe and Asia. This success demonstrates his exceptional skill in attracting investment and managing complex, high-stakes research agendas.

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Professor Chang is also actively preparing to take research leadership for Aston University.

This future role will further cement his position as a primary force in institutional research leadership.

The Architectural Blueprint of Expertise Professor Chang's academic career reveals a deliberate, strategic pursuit of interdisciplinary knowledge. This foundation supports his comprehensive expertise in business analytics.

His educational journey began with a dual focus at the University of Sydney, Australia.

He achieved both a Bachelor of Engineering (Telecom) and a Bachelor of Science (Physics and Computing) between February 1996 and June 2000. He then refined his focus on technology and learning. Professor Chang completed an MPhil in Engineering, specializing in e-learning, at the Cambridge University Engineering Department. He earned this degree from October 2001 to September 2002.

Recognizing that innovation requires strategic leadership, he pivoted to integrating business acumen with his technical depth. He successfully completed an MBA in Technology Management, studying from September 2002 to January 2004. This combined knowledge forms the unique blend he uses today in Business Analytics. He concluded his formal education with the highest academic honor. He completed his PhD in Computer Science at the University of Southampton.

I believe the true value of AI and the Internet of Things lies in solving critical, realworld problems, from ensuring financial stability to creating life-changing applications in healthcare.

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As a leading authority, I actively work to provide critical security frameworks and strategic guidance in the disruptive fields of Cloud Computing, Cybersecurity, and 6G networks.

He undertook his doctoral work from October 2009 to September 2013. Demonstrating a truly remarkable drive, he concurrently pursued and completed a PGCert in Higher Education from the University of Greenwich, achieving Fellow status. He accomplished both his PhD and the PGCert in just four years, all while managing several major projects simultaneously.

Before committing himself to academia, Professor Chang established a robust professional track record. He showed

exceptional dedication to practical IT standards. He achieved an extraordinary average score of 97% across 27 different IT certifications. This feat proves his hands-on expertise with complex systems. His real-world experience includes a highly impactful role at the NHS (National Health Services). He served as the I&T Service Manager and IT Solutions Director from July 2008 to February 2011.

Engineering Institutional Change and Global Collaboration Professor Chang’s career is not only about personal achievement; it is also about institutional transformation.

Before joining Aston University, he was a Professor of Data Science and Information Systems at Teesside University, UK. In that role, he actively led the key research group focusing on Cybersecurity, Information Systems, and AI. He previously held senior leadership roles internationally.

He served as a Senior Associate Professor at the International Business School Suzhou, part of Xi'an Jiaotong-Liverpool University (XJTLU) in China. During his tenure, he was the Director of both the PhD and MRes programs. He also acted as a very active, contributing member of the Research Institute of Big Data Analytics at XJTLU. Earlier in his academic journey, he made significant contributions as a Senior Lecturer at Leeds Beckett University. He maintains powerful ties to his academic roots. He served as a Visiting Scientist (nonstipendiary) at the University of Southampton from December 2013 to November 2021. He continues to serve as a Visiting Professor (non-stipendiary) at the university, a role he has held since December 2021.

He consistently works to cultivate and strengthen active global research communities. He is the founding conference chair for several major, sponsored international conferences. These impactful platforms include the International Conference on Internet of Things, Big Data and Security (IoTBDS), COMPLEXIS, and the International Conference on Finance, Economics, Manahement and IT Business (FEMIB), which he founded in 2019. He also established Industrial Internet of Things, Big Data and Smart Cities (IIoTBDSC) in 2019 and a new conference, EMCAS in 2025. Stepping down chair roles for IoTBDS and COMPLEXIS in 2024, this allows him to channel his considerable energy into new strategic priorities. Since June 2015, he has actively guided others as an Advisory Board member for various research communities. His expertise is trusted globally, as evidenced by his role as a PhD examiner for more than 10 universities across the world since December 2013.

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Furthermore, he contributes to the professional landscape as the non-stipendiary Secretary for the Analytics Network/Section of the Operational Research Society (ORS), a role he took up in May 2025. He has been a Taskforce member for Data Science Connect, a new ORS division, since July 2025.

The Metrics of Global Influence Professor Chang’s global impact is quantifiable and widely acknowledged. His scholarly productivity is immense, and his work consistently commands attention in the global scientific community. He is a highly accomplished author and editor. He has single-handedly authored three books.

He has also edited two books, all concentrating on Cloud Computing and related technologies. His other works include one book on web development, one on Neo4j, and two influential books focused on the analysis of COVID-19.

He is a sought-after speaker, having delivered an impressive 60 keynotes at international conferences.

The high quality and influence of his research place him among the scientific elite. Clarivate Analytics recognized him as a Highly Cited Researcher in 2021. This honor highlights the profound and lasting influence his publications hold over his peers. He consistently ranks among the Top 2% of Scientists in the world. He earned this distinction in 2019-2025 assessment periods. Based on citation data up to 2025, he achieved 2400th rank out of over 210,000 academics, which is a remarkable achievement. Nationally, his expertise shines brightly. In May 2025, Research.com ranked him as number 82 in Computer Science in the UK. He also received a prestigious Ten-Year Special Service Award from INSTICC for his invaluable contributions to fostering research communities. His career successes culminated in a major public honor in 2024. He was awarded the "Inspirational Individual of the Year 2024" at the UK IT Industry Awards.

He won "Data Leader of the Year 2025 (In-House)" at the British Data Awards, for his contributions and recognition to several domains, particularly healthcare nationally and internationally. He won "Cybersecurity Initiative of the Year 2025", Information Technology Award 2025 from Business Awards UK, recognizing his innovative approaches in developing modern and integrated security solutions. He was awarded an Honorary PhD in Technological Innovation by American Management University for his global contribution and impact. These four major awards celebrate his significant, positive influence on technology, education, and the broader IT community, making a significant impact on the UK and

international communities. He had been nominated by other national awards such as DataiQ and UK IT Awards 2025.

He holds Fellow or certified status from numerous reputable professional institutions and societies, having earned these recognitions since January 2024.These include British Computer Society (BCS), Institute of Engineering and Technology (IET), Royal Society of Arts (RSA), Chartered Association of Business Schools (CABS), Chartered Management Institute (CMI), Institute of Leadership (IoL), Royal Statistical Society (RSS), Institute of Data and Marketing (IDM), ATL, Association for Project Management (APM), Higher Education Academy (HEA) with Advanced HE, ORS, Institute of Analytics (IoA) and Institute of Physics (IoP).

The Innovation Horizon: Data Science for a Better World Professor Chang’s research is defined by its application and its ambition to solve complex, global challenges. He focuses his expertise on utilizing AI, Data/Business Analytics, and the IoT to create systemic improvements across several sectors.

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In healthcare, Professor Chang’s work is life changing. He actively pioneers smart surveillance systems for the workplace. These systems use Deep Neural Networks and cloud computing to manage and analyze data related to diseases like COVID-19. He develops intelligent medical decision support models. These models leverage soft computing and IoT to provide rapid and accurate diagnostic insights. Professor Chang’s published research includes developing specialized models for heart disease detection and using machine learning algorithms to classify Pima Indians diabetes mellitus. Professor Chang designs privacypreserving smart IoT healthcare systems with sophisticated, self-adaptive access control. His applied research extends to active partnerships with NHS trusts, where he translates these frameworks into real clinical environments, enhancing diagnostic accuracy and operational efficiency.

In the financial and business world, Professor Chang provides clear direction in times of digital disruption. He has published influential works that map the impact of blockchain technology on financial services. He investigates how FinTech influences the performance and strategies of commercial banks. Professor Chang successfully applies agent-based models and explainable machine learning to predict bank credit worthiness and analyze credit risk. His research also includes the use of innovative neural network approaches for powerful stock market prediction. His expertise in FinTech applications is further demonstrated through collaborative work with leading financial institutions, applying explainable AI to real-world banking operations and risk management.

Professor Chang’s authority in Cybersecurity and ICT Infrastructure is foundational. He provides critical security frameworks for ensuring the safe adoption of business clouds. He researches the challenges and opportunities presented by open, crowd-sourced cyber threat intelligence.

Professor Chang deeply engages with modern ICT, including cloud, edge, and fog computing, as well as the transition to 5G and 6G networks. He also demonstrated significant outputs in experimenting with 6G with his new federated learning algorithms, making him one of the pioneering scientists in this field. He actively works on digital transformation strategies, technology adoption frameworks, and assessing the overall impacts of these changes. He is instrumental in shaping national and international strategies in these critical areas of security.

My continuous ranking among the Top 2% of scientists and being named a Highly Cited Researcher confirms the profound, lasting influence of my published work on my peers.

smart manufacturing, geo-economics, and developing the critical infrastructure for smart cities. His dedication to sustainability is evident in his earlier work, including the creation of a big data reduction framework designed for value creation in sustainable enterprises.

The Human Element: Building Digital Trust Professor Chang’s most profound impact stems from his unwavering commitment to the human element of technology. His work is guided by a powerful passion for public engagement, promoting digital trust, and ensuring inclusive innovation. He actively shapes policy development and champions ethical practices in the IT community. He deeply invests in developing the next wave of talent in AI and cybersecurity, recognizing that people are the true engine of progress. His vision is fundamentally humanitarian. He works tirelessly to ensure that the rapidly expanding digital future remains strong, secure, and genuinely helpful for everyone.

Professor Chang stands as a definitive "Icon to Watch in 2025". He continues his influential work from his Birmingham base. He is the living embodiment of a leader who successfully merges academic rigor with impactful, practical application, guiding the global digital narrative toward a smarter, more equitable tomorrow. He is not merely an observer of the digital revolution; he is one of its most essential architects.

His wide-ranging research also touches upon applying his core technologies to industry, government, and higher education. He focuses on areas such as social networks,

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December 2025

Leadership with Consistency

SUSTAINING

PERFORMANCE THROUGH

DISCIPLINE AND FOCUS n a world where change is a constant and priorities are a tug-of-war, consistency has become one of the most underrated but invaluable traits of a leader. It is the extraordinary consistency that keeps the performance running over the years while the rest of the factors such as vision and innovation take their turns in inspiring and speeding up the process of change.

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Stability Without Stagnation

Consistency in leadership does not mean inflexibility or being fixed. Rather, it entails a disciplined execution of the strategy, a clear understanding and communication of the priorities, and a combined focus that rallies the organization during arduous times of growth and disruption while still being anchored.

This way of managing maintains the direction of the organization while it is altering the conditions. The staff all the time feel there is stability despite the changing of the strategies, which in turn helps to build trust and loyalty during the times of change.

Consistency is frequently mistaken for rigidity.

Nevertheless, great leaders practice flexibility, and at the same time, they are connected to their basic principles.

Methods might change, but the things that matter most, such as values and goals, will not change.

Building Trust Through Repetition Focus in a World of Distraction Today’s organizations have to deal with an enormous amount of information, projects, and the demands of the outside world, which are always coming up. If leaders are not focused, they may end up spreading the work thin and making the team tired. However, leaders who are consistent will support their team with every situation by continuing to put their attention on the most important things.

Focus is shown by the priority that is given through the making of deliberate choices. The leaders turn down the call of the scenario of chasing after every opportunity and reacting to every signal. They only allow for the strategic goals to be set and the resources to be granted according to that. Focus, in this case, will be the same as compounding interests of performance over time.

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Trust is established by way of continued encounters. Over time, the leaders who are always present, who communicate frequently, and who maintain the standards, gain credibility.

Their deeds are a kind of a proof of the good intentions on the part of the leadership, even when the decisions are tough or the results are unclear.

This trust turns into a very strong performance booster.

Engagement, ownership, and sticking to the end are the main characteristics of the teams that work under the belief that the leadership is solid and reliable even in times of adversity.

Discipline in Execution The discipline of execution is what sustaining performance relies on. The consistent leaders create processes, performance loops, and responsibility frameworks that have a positive effect on the organization's work.

They evaluate the results, correct the deviations quickly, and keep the bar of expectations without reacting excessively. Execution discipline guarantees that the strategy is not left to fortune. It transforms the dream into reality and maintains the organization in sync even when the complexity rises.

rapidly then the company’s internal structure can also be a case of toughness and thus a source of strength.

The teams feel more secure when they have an idea of the leaders’ behavior, of the priorities that will be given protection and the values that will be upheld.

Such predictability has the effect of decreasing tension and speeding up the process of overcoming the difficulties. The ability to overcome hard times is not due to change all the time but is rather the result of unchangeable leadership through tough times.

The Enduring Power of Consistent Leadership

Leading Through Example Modeling is the strongest form of consistency. Leaders who visibly display the expected behaviors—preparation, follow-through, and respect for process—are the ones who set the bar for other employees. Their practice cultivates the organizational climate more effectively than even commands do.

When leaders show consistency and concentration, the whole company acquires those characteristics, which in turn, enhances the performance of the whole team.

Leadership conducted with consistency is not in the limelight. However, it is still a major force because of its cumulative and sometimes invisible effect. The leaders who are consistent through their self-control and determination create places where people understand what is needed, have faith in what is said, and give what is expected.

Consistency is not a synonym of change-free; rather, it is a discipline. Those leaders who choose steady focus and trustworthy execution among their ways build the kind of performance that lasts—hence, turning consistency into one of the most powerful long-term success factors.

Resilience Through Predictability Unstable situations call for guidance and a steady leader acts as a secure harbor. If the outside world is changing

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Traits of Excellence

LEADING

PEOPLE WHILE

DRIVING PERFORMANCE

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t is a common misconception that leadership excellence is a matter of choice between people and performance. In fact, the leaders who are the most successful acknowledge that the way to get great performance that lasts is through dealing with people, not getting rid of them.

The companies that are the best for a long time are those that have great leaders who can motivate, involve, and train people, and keep the results as their top priority. Leadership greatness is the ability to walk the fine line between having human connections and being globally disciplined when executing.

The difference between a great and a mediocre leader is not the fact that he is trying to be efficient at the same time he is being empathetic, but rather the extent of integration between the two sides.

process. It is the case that people's performance is improved by the setting of clear expectations and the maintenance of consistent priorities.

Emotional Intelligence as a Performance Multiplier Emotions are understood by the leaders, both their own and others’, and thus they create a good mood in the company where everyone feels valued and supported. With the help of emotional intelligence, the leaders can successfully manage conflict and stress and build trust, which in turn directly affects productivity.

With the help of active listening and thoughtful replies, emotionally intelligent leaders are creating an environment of psychological safety. Safety in a team fosters innovation, collaboration, and even taking responsibility for the results.

Accountability Without Intimidation

Clarity of Purpose and Direction Clarity is the first step to excellence. Leaders of the highest caliber have a clear vision and are able to convert it into an actionable direction for the people. When workers realize the importance of their tasks and the role they play in achieving the overall goal, the motivation turns out to be intrinsic rather than imposed.

The clear guide has the advantage of lessening doubts, synchronizing efforts, and speeding up the decision-making

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High performance brings about responsibility, but excellence makes it a point to be constructive in this matter.

Great leaders create unambiguous criteria and make sure that people are accountable without making them feel frightened. They direct their thoughts to results, education, and development instead of finger-pointing.

This method fosters the spirit of ownership. If accountability is just and regular, people will be proud of their role in meeting the set standards and going beyond them.

Consistency in Behavior and Decision-Making

Integrity as the Unifying Trait

Consistency has been recognized as one of the best characteristics of a leader. When leaders are consistent in their behaviors and make decisions that are in line with their declared values, they gradually earn the trust of their followers.

Integrity is the common denominator of all great traits.

Leaders who are ethical, candid, and whose decisions are based on principles, gain admiration that is hard to shake off.

The teams are aware of what is going to happen and can redirect their efforts to performance, not to understanding.

The leading by way of consistency decreases resistance and makes it possible for performance to last longer, particularly in sophisticated or stressful settings.

Integrity guarantees that the top is reached without cutting the values down or the trust built over time. The organizations run with integrity not only draw professionals to them but also make loyal turnover and a good reputation part and parcel of their results.

Excellence Through Balance

Empowerment that Unlocks Capability The excellent leaders have faith in their staff. They pass on authority, promote initiative, and provide backing to the decision-making process throughout the organization, especially at the higher levels. Empowerment means a lack of doubt in the ability and an invitation to the persons responsible for the results to take on that role.

The moment people receive empowerment, the performance gets a boost. By letting others lead their own way, the leaders gain a powerful position and develop depth and resilience throughout the organization.

It is not a contradiction that when leaders support people, they also drive performance, but it is a discipline. These types of leaders are the ones who are able to create a culture where people are intrinsically motivated, have been developed to the highest level, and are in sync with the organization’s objectives.

The traits of excellence do not imply a tough choice between people and performance but rather signify raising both together. When leadership connects empathy with execution, trust with accountability, and development with discipline, then excellence is not simply a desired goal, but rather a given.

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