Editorial Note
The Faces of Monaco’s Business Future
AsMonacocontinuestocementitsreputationasaglobalhubforinnovation,luxury,
and entrepreneurial excellence, the business landscape here is evolving at an unprecedentedpace.Ourfeature,Monaco’sTop10MostInspiringBusinessLeaders toWatchin2025,seekstocelebratethevisionarieswhoarenotonlydrivingeconomicgrowth butalsoredefiningleadershipinadynamicandcompetitiveenvironment.
Selecting these remarkable individuals was no small task. Each leader highlighted in this edition exemplifies the traits that define modern business success: strategic foresight, resilience, innovation, and an unwavering commitment to excellence. From pioneering venturesinfinance,technology,andluxurysectorstospearheadingsustainableandsocially responsible initiatives, these leaders are shaping Monaco’s present and future, influencing bothlocalandinternationalmarkets.
What makes this list particularly compelling is the diversity of thought, approach, and industry representation. While some have transformed traditional sectors with disruptive strategies,othershavechampionedemergingmarketsandinnovativebusinessmodels.Their stories underscore a central truth: success today is as much about adaptability, ethical stewardship, and vision as it is about financial performance. Each profile in this feature provides insight into the mindset, challenges, and milestones that have propelled these leaderstoprominence.
Beyond business acumen, these individuals exemplify the spirit of mentorship, collaboration,andcommunityengagement.Theyarebuildingenterprisesthatnotonlythrive economically but also create meaningful societal impact an increasingly essential benchmarkforleadershipinthe21stcentury.Theirachievementsremindusthatinspiration is often drawn from those who embrace risk, lead with purpose, and persist in the face of adversity.
As readers, we invite you to explore the journeys, philosophies, and accomplishments of Monaco’smostinspiringbusinessfigures.Theirnarrativesofferbothablueprintforaspiring leaders and a testament to the extraordinary potential within Monaco’s vibrant business ecosystem. In recognizing their contributions, we celebrate innovation, resilience, and the enduringpowerofvisionaryleadership.
Here’stoafutureshapedbyambition,ingenuity,andtherelentlesspursuitofexcellence— qualitiesthatdefineMonaco’sTop10BusinessLeadersof2025.
18.
26.
Cesare Canevese
Steering Dietsmann towards the Future with Vision, Innovation, and Humanity
T H E S T O R I E S W I T H I N
Anders Kurtén
Leading an Extraordinary Fraser Team Worldwide Dedicated to Turning Clients' Dreams into Reality
Federica Maiorano
Transforming the Maritime Tech Landscape with Innovation and Dedication
32. A F1™ Sporting Events Connoisseur –Sonia Irvine Delivering Unrivalled, Tailor-Made Experiences for Both Business and Leisure Clients Worldwide
I N D U S T R Y I N S I G H T S
Beyond the Boardroom : The Making of a Modern Business Leader
Servant Leaders, Stronger Teams: Why Humility Drives Results
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Featuring
Monaco's Top 10 Most Inspiring Business Leaders to Watch in 2025
Company
Alexandre Lombard CEO OPUS AERO opusaero.com
Anders Kurten CEO Fraser Yachts fraseryachts.com
Bermond Bermond CEO Do a do a.mc
Cesare Canevese CEO Dietsmann dietsmann.com
Federica Maiorano CEO Oceanis Tech GMBH oceanis.io
Francesco Grosoli CEO CMB Monaco cmb.mc
Raffaello Cairoli Founder and CEO
Robert Calcagno CEO
Monaco Interna onal Investment Forum (MIIF) mcinvestmen orum.com
Ins tut océanographique, Fonda on Albert Ier, Prince de Monaco oceano.org
Rudolf Schulz CEO LongWing Energy lwg.lu
Descrip on
Alexandre's visionary approach focuses on driving technological advancement, op mizing opera ons, and fostering sustainable growth, posi oning the company as a trusted partner in the global avia on sector.
Anders drives Fraser’s mission to deliver excep onal service, bespoke solu ons, and world-class yach ng experiences.
Bermond has guided Do a in delivering excep onal proper es that blend innova on, quality, and exclusivity
Known for his results-oriented approach and commitment to opera onal excellence, Cesare con nues to strengthen Dietsmann’s reputa on as a trusted partner in energy infrastructure and industrial services.
Federica leads Oceanis Tech in delivering cu ng-edge solu ons that drive opera onal efficiency and sustainable impact.
With extensive exper se in wealth management, banking strategy, and financial services leadership, Francesco drives CMB Monaco’s mission to provide innova ve, client-centric financial solu ons.
Raffaello has established MIIF as a trusted hub for fostering strategic partnerships and facilita ng high-value investment opportuni es.
Robert leads ini a ves that promote sustainable ocean stewardship and raise global awareness about marine ecosystems.
Rudolf drives LongWing Energy’s mission to deliver clean, efficient, and sustainable energy solu ons to clients worldwide.
Sonia Irvine Founder
Amber Lounge amberlounge.com and Irvine Consultancy irvineconsultancy.com
Sonia combines strategic insight, innova ve solu ons, and a people-centered approach to drive performance and foster sustainable growth.
T
Kurtén CEO Fraser Yachts
Anders
ANDERS KURTÉN
Leading an Extraordinary Fraser Team Worldwide Dedicated to Turning Clients' Dreams into Reality
Anders Kurtén has charted his own course through theyachtingbusiness.BeforejoiningFraserYachts as ,Kurténled Chief Executive Officer Baltic Yachts in Finland toitsstrategicturnaround,transformingitintothe well-renownedandmuchsought-afterbrandoftoday
"My two-and-a-half decades of management, sales, marketing, and product development experience spanning marine and luxury sectors are foundational to me achieving even greater success alongside Fraser's proven, consistent, and motivated team of dedicated professionals, together,"he shares.
AndersspokeinanexclusiveinterviewwithTheCIOWorld abouthismagnificentjourneysofarandplansahead.
Anders,canyousharetheoriginstoryofyourprofessional journey—what inspired you to step into the world of business?
Ineversetoutwithaclearplantoworkinyachtingorevenin business, but life has a way of charting its own course. I startedinITduringtheearlydaysoftheinternet,workingfor startups in Finland and NewYork. But I couldn't see myself doingthatfordecades.Mypassionforboatsledmetowooden boatbuilding school, where I spent a few years as a boat carpenter—averyhands-on,humblingexperience.In2005,I was asked to run a small company building performance cruising sailboats, which pulled me back into the business world. That experience, combined with nearly a decade in powerboat manufacturing, laid the foundation for what followed. In 2019, I was fortunate to lead the strategic and financial turnaround of BalticYachts, introducing me to the superyachtsector.Joining asCEOin2023feels FraserYachts like a natural culmination of that journey — combining my business background, technical understanding, and lifelong passionforthesea.
Joining Fraser as a CEO in 2023 felt like a natural culmination of my journey — combining my business background, technical understanding, and lifelong passion for the sea.
Monaco is a place known for excellence and innovation. What does it mean to you to be recognized as one of Monaco'sMostInspiringBusinessLeaders?
BeingrecognizedasoneofMonaco'smostinspiringbusiness leadersisbothahumblingandmeaningfulmilestoneforme. Monaco is my adopted professional home, as well as the heartbeat of the superyacht industry It's where countless Fraserlistingspassthrougheveryyear,andtheMonacoYacht Show takes place every September. From my office overlookingthelegendaryLaRascassecorneroftheFormula 1circuit,I'mremindeddailythatMonacoiswhereambition meets precision — qualities that define both the Principality andtheyachtingworld.
AsCEOofFraser,headquarteredhereinMonaco,Ihavethe privilege of leading an extraordinary team dedicated to turningourclients'dreamsintoreality,whetherthat'sthrough yachtsales,charter,management,ornewconstruction.
To be recognized alongside other leaders shaping Monaco's businesslandscapeisanhonour—butmoreimportantly,it'sa reflectionoftheincredibleworkdonebytheFraserteam
worldwide. This recognition fuels our commitment to keep setting the benchmark for excellence in yachting in Monaco andabroad.
Howwouldyoudescribeyourleadershipphilosophy,and howhasitevolvedthroughoutyourcareer?
My leadership philosophy is rooted in being approachable, pragmatic,andfocused.Ibelieveinthevalueofclear,honest communication — whether it's with colleagues in Monaco, Fort Lauderdale, or any of our 21 offices worldwide. I've always subscribed to the idea of "management by walking around," making myself visible and available, even if today thatoftenmeansdoingitvirtually
My role is to set a clear direction for Fraser, which means being the world's number one superyacht services company, and then surround myself with people who are the absolute best at what they do. One of the most important lessons I've learnedistheartofprioritization.
You can't be everywhere, fix everything, or answer every question—andthat'sokay Whatmattersisfocusingonwhat truly moves the business forward, empowering your teams, and making sure they know they can come to you openly, anytime.
What are the core values that guide your business decisions and interactions with your team, clients, and community?
Forme,itallstartswithtrust.Inanindustryascomplexand personal as superyachts, trust is everything and it's something you earn through integrity, expertise, and
consistency.AtFraser,we'renotheretobethebiggest;we're heretobethebest.Thatmeansdeliveringworld-classservice, buildinglong-termrelationships,andconsistentlyprioritizing theclient'sneeds.
Discretion, reliability, and a deep understanding of each client's unique vision guide every decision we make Internally, I encourage the same values — open, honest communication,andasharedcommitmenttoexcellence.
Every leader faces setbacks. Can you tell us about a pivotalchallengeyouencounteredandhowyouturnedit intoanopportunity?
In 2019, when I joined Baltic Yachts, the company faced variouschallengesthatnecessitatedacompletestrategicand financialturnaround.Togetherwithmymanagementteamat thetime,wechartedanewcoursewithafewresoluteactions.
Aftercarefulanalysis,weconcludedthatthefocusneededto be on four main areas: the sales process, increasing operational efficiencies, controlling fixed costs, and clarifying the company's positioning within the niche marketplaceofcustomperformancecarboncompositesailing superyachts.Weredesignedthesalesprocessfromtheground up and established stricter parameters for pricing potential projects.
To increase operational efficiencies, we undertook a significant expansion of the waterfront primary production facility,enablingtheentireproductionteamtooperateunder oneroof.Costcontrolwasacontinuousfocusarea,whichwas primarily addressed through internal communications and repeatedefforts.
I'm excited about building on what Fraser does best — delivering world-class service, while continuing to innovate and lead the industry forward.
Finally, for positioning, we chose to focus on sustainable technologies, which quickly became one of the main differentiating factors. As testament to the success of the above program, we managed to turn the company around to achievesolidprofitabilitywithinthefirst18months.
Innovationiskeytostayingahead.Whatstrategiesdoyou use to ensure your business remains agile and futureready?
Staying ahead in this industry requires a willingness to embrace innovation without losing sight of what makes us successful. At Fraser, we're fortunate to have 78 years of expertisetobuildon,butwedon'ttakethatforgranted.
Ourin-housebusinessintelligenceteamgivesus—andour clients—real-timeaccesstomarketdata,pricingtrends,and technical insights, ensuring we can make informed, timely decisions. We continuously monitor market conditions and buyer behavior, so we can adapt our approach swiftly when needed, whether it's repositioning a yacht or refining a sales strategy.
Having the backing of MarineMax, a strong and long-term owner, also provides us with the stability to invest in technology, talent, and new opportunities in emerging markets. Ultimately, our ability to stay future-ready comes down to our people their knowledge, passion, and commitment to excellence. That's how we keep Fraser First andForemost.
Whatroledoessustainabilityorsocialresponsibilityplay in yourbusiness approach, especially within the Monaco context?
Sustainabilityisnolongerachoice—it'sanessentialpartof doing business. Fraser was the first brokerage to adopt the
Water Revolution Foundation's Yacht Environmental Transparency Index (YETI), giving us real, data-driven insightsintotheenvironmentalperformanceofyachtsunder ourmanagement.
This allows us to guide owners on reducing their environmental footprint, both during refits and during the buyingprocessforabrokerageyacht,fromimprovingenergy efficiencytoadoptingcleanertechnologies.
Our in-house FUTURE initiative also drives sustainability across our global offices, from working with eco-conscious supplierstoprovidingcaptainsandownerswithour'Guideto Going Green ' We're proud to represent innovative, sustainability-focused yachts like ArtExplorer and Anjelif, whichsetnewstandardsforeco-consciousdesign.
At Fraser, we believe sustainability strengthens, rather than compromises, the luxury experience — and as the industry evolves,we'recommittedtobeingpartofthesolution.Atthis stage, we are well-positioned to provide our customers with the best possible advice on any aspect of sustainability, whetherrelatedtonewbuilds,brokerage,charter,oranasset youalreadyown.
How do you foster a culture of growth and resilience withinyourorganization?
It all starts with people. In an industry where every yacht, client,andtransactionisunique,thetrueconstant—andour greatestasset—istheexceptionalteamwe'vebuilt.I'mproud to work alongside individuals with diverse expertise, from shipping to luxury fashion, reflecting the global and highly personalized nature of our business We create an environment where diversity is celebrated and where open, honest communication is encouraged at all levels – in 25 differentlanguages!
Resilience comes from trust — trust in each other, in our processes, and in our shared goal to be the best superyacht serviceproviderintheworld.Ourmissionhasneverbeento be the biggest, but to be the best. For us, growth isn't just measured in numbers; it's reflected in the strength of our relationships,evolvingwiththemarket,andempoweringour people to deliver the finest service in yachting.With all that beingsaid,asabyproductoftheabove,wehavebecomeone ofthelargestcompaniesinourchosenniche.
Looking ahead, what exciting goals or projects are you mostpassionateaboutpursuingin2025andbeyond?
I'm excited about building on what Fraser does best — delivering world-class service, while continuing to innovate and lead the industry forward. We'll remain focused on emerging markets and leverage technology, such as our Central Intelligence Department, to stay agile and futureready We're expanding our use of theYacht Environmental Transparency Index (YETI) to evaluate and implement sustainability practices across our fleet. One example highlighting this approach is Project Master Originally an offshore rescue vessel, Project Master is being transformed into a 2,801 GT masterpiece, designed to access even the world's most remote destinations with minimal environmental impact This extraordinary conversion embodies the future of yachting, blending cutting-edge engineering,comfort,andsustainabilitywithglobalcruising capabilities. It's these kinds of ambitious, forward-thinking projectsthatkeepmepassionateaboutwhatwedo.
Finally, what advice would you offer to aspiring leaders andentrepreneurswhoaimtocreateameaningfulimpact intoday'sdynamicworld?
My advice to aspiring leaders is simple: be humble, work hard,andembracetheunexpected.Earlyinmycareer,Isaw successasastraightladderupward,butIquicklylearnedit's moreofazigzag.Andthat'sagoodthing.Thetwistsandturns —fromtechstartupstowoodenboatbuildingtosuperyachts —havegivenmeamuchbroaderperspective.
Don'tobsessoverclimbingquickly;focusonbuildingasolid foundation of diverse experience. During the first decade of your career, don't focus on compensation or career advancement as the yardstick, because remember that for musicians, artists, or athletes to become proficient at their chosen endeavours, it is generally considered that 10.000 hours of focused practice is the minimum required for true mastery This, I find, is also true for traditional business careers.
Thus, the more you understand — whether it's marketing, production,technology,orfinance—themoreeffectiveand well-rounded a leader you'll become. Finally, be adaptable. Thingsrarelygoexactlytoplan,butifyoustaycurious,keep learning,andsurroundyourselfwithgreatpeople,you'lloften findtheoutcomeisevenbetterthanyouimagined.
Beyond the Boardroom
TheMakingofa
MODERNBUSINESS LEADER
Business leadership is no longer just about the boardroomtacticsorthequarterlyprofits.Theworld needsmorethananumericalgeniustothrive;itneeds a desire to make a difference, a global perspective, and emotionalintelligence.Theriseofthemodernbusinessleader representsasignificantshiftinleadershipthinkingcompared to traditional leadership styles This new approach is dynamic,responsible,andpurposedriven.
A combination of global drivers with a high rate of technological change, heightening stakeholder attention, climateissues,andchangingemployeewishesisleadingthis change. Consequently, the modern business leader has to be morethanaprofit-driver;theyhavetoinspire,innovate,and becomebuildersoflong-termvalue.
FromCommandtoConnection
The ancient model of leadership was underpinned by authority and control. Leaders served as decision-makers, who many times were remote, direct, and concerned about operational performance. Conversely, the modern business leaderiscollaborative,transparent,andsincere.
Emotional intelligence has become a non-negotiable asset. Chief executives such as Satya Nadella of Microsoft have changed the way corporations address company culture by focusing on humility and empathy, confirming that connection fosters stronger teams and improved results. Authenticityisnomerebuzzwordbutabusinessstrategythat spursbothemployeeandconsumertrustandloyalty.
TechnologyasaLeadershipImperative
Digital transformation cannot be treated as an upgrade of back-office operations but as a key strategy. The modern business leader should be technology-conscious and innovation-oriented, have a practical understanding of how technologiessuchasAI,cloudcomputing,anddataanalysis influencecompetitiveedge.
TaketheexampleofMaryBarra,whohasguidedtheGeneral MotorsthroughatransformationtoEV Hervisionillustrates that having a tech-forward mindset is not only essential to survival but also to leading within the industry. Modern leaders need to be comfortable with the language of innovationtobeabletoseedisruptionsbeforetheyhappen.
StakeholderCapitalismOverShareholderPrimacy
During several decades, companies were guided by a shareholder-first approach Today, however, the modern business leader must balance shareholder value with employee, customer, community, and environmental interests. This transformation into stakeholder capitalism signifies an emerging recognition of the need to ensure that businesssuccessissustainable,ethical,andinclusive.
Businesses such as Unilever and Patagonia have been quite comfortablewiththismodel-provingthatgoodandwellneed not be mutually exclusive Employee well-being, sustainability, and DEI (diversity, equity, and inclusion) are no longer viewed as one-time compliance items, but smart choicestomakebusiness-enhancinginvestments.
GlobalMindset,LocalSensitivity
Leadership in the global society needs cultural and geopolitical understanding.Amodern business leader is one
who will have to negotiate across different markets, handle differentculturalteams,andbeabletoperformwithagraspof thelocallaws,localcultures,localconsumerhabits,etc.
The example of Indra Nooyi, the former CEO of PepsiCo, demonstratessuchanapproachtoprovidethecompanywitha global perspective and deal with ethnic leadership. Being aware of the global trends and the local realities enables modern leaders to create more robust, flexible organizations thatsurviveinanycontext.
CrisisLeadership:ADefiningCompetency
Moderntimesputleaderstothetestasneverbefore.Whether it is pandemics and economic fluctuations, social justice protests and climate activities, the capacity to lead through uncertainty is a defining feature of the modern business leader
The important features are agility and empathy. Amid COVID-19, leaders with transparent communication were mentally healthy and managed to change operations fast. Theynotonlywithstoodthestormbutemergedstrongerthan before. Crisis management is no longer a subset of business continuity;itinvolvestrustbuilding,maintainingmorale,and rapidinnovation.
TheEvolvingMetricsofLeadership
Financialperformanceusedtobealmostthesolecriterionof leadership. The scorecard today has ESG (Environmental, Social, and Governance) indicators, employee engagement, innovationpipelines,andbrandtrust.
The modern business leader is subject to a wider range of expectations and frequently defined by their capacity to generatemeasurableeconomicaswellassocietalvalue.This trendisalsobeingseeninleadershipdevelopmentprograms, which focus more on soft skills, resilience, and ethical decision-makingalongwithstrategicthinking.
Conclusion
Thecontemporarybusinessenvironmentisdynamic,volatile, and continuously changing- and so is the position of the individuals who are in charge of it. The modern business leader is no longer a strategist in the hidden places but a visible and value-driven visionary influence of the future. Modernleadersarereshapingthedefinitionofsuccesswitha toolbox that comprises emotional acumen, digital savvy, culturalsensitivity,andsocialconscience.
Servant Leaders, Stronger Teams
WhyHUMILITYDRIVES RESULTS
Thereisasignificant,yetsilent,changeinleadershipin modern workplaces. The times when dominance, dictation, and top-down management were regarded as the most effective ways to achieve outcomes are over. Rather, organizations are increasingly adopting a more humanistic approach to servant leadership, with humility, empathy,andthedevelopmentofothersatitscenter
Theseleadersemphasizepeopleoverpower.Theyareactive listeners, entitle others, and lead as they also truly mean to serve the team. Humility forms the core of this type of
leadership, as it involves an ability to accept the limitations, recognizethevaluableopinionsofothermenofthought,and stayopentonewprocesses.Humilityisnotasignofaweak person when executed properly; on the contrary, it leads to more effective co-operation, innovation, and long-term success.
TheHumbleFoundationofServantLeadership
Servant leadership, deep down, inverts the power relationship. Robert Greenleaf, the inventor of the term, in
1970,emphasizedthemajorobjectiveoftheservant-leaderas to develop the individuals they lead to make them grow'healthier,wiser,freer,moreself-aware'.Thiscultureimplies the distribution of power, the promotion of growth, and prioritizingothersoverself.
Oneofthemostnotablequalitiesoftheseleadersishumility thatcanbeexpressedthroughself-awareness,appreciationof others,andreceptivitytofeedback.
Engagement,Resilience,andPsychologicalSafety
In addition to creativity, serving leadership offers an even better work engagement, well-being, and resilience. Studies of project-based organizations reveal that these leaders enhance institutional support and resilience among the employees, two factors involved in ensuring long-term engagement In another research within the hospitality industry, the leadership was found to facilitate a good work culture at the workplace and decrease burnout. Servant leadershipenhancesemployeehappinessandfostersasense of organizational justice through trust, fairness, and commitmentwithintheleadershipframework.
Thiscanbedemonstratedbyatextbookexample:Amanager hadflexiblehourswithoneofhisworkers,whoinformedhim about a family dilemma at home. Instead of criticizing, this compassion kept the talent on board with the team until it produced the most successful product launch. This is an example of how servant leaders, demonstrating active listening, empathy, and flexibility, establish a psychological safety,whichleadstoretentionandhighperformance.
Psychologicalsafetyisapredictivevariableofteamsuccess, innovation, and learning that is based on a belief that individual will not be punished when raising their voices. Servantleadersfosterthisthroughanexampleofopennessto acknowledgingerrors,fosteringfrankfeedback,andavoiding blame, creating cultures where high-performing teams can thrive.
BoundaryConditionsandLeversforHumbleLeadership
Although the argument on humility is strong, it cannot be appliedineverysituationtobeofhelp.Morerecently,ametaanalysisofover200studiesrevealedthatleaderhumilityhasa powerful impact on team and follower performance However,thiseffectdoesnotnecessarilyextendtotheleader's performanceinotherrolesortotheoverallperformanceofthe organization.
Leader competence and integrity are two of the factors that influence the effectiveness of humility. Humble behavior
perceived as being anything but authentic: when one acts humbly, that is motivated by weaknesses, rather than actual conscientiousness, the behavior can work against itself Humbleleaderswhohaveperceivedintegrityaremorelikely tocreatepositiveconsequences.Similarly,theeffectsofhumble leadership can be moderated by task interdependence: the positivity of humble leadership on voice climate and innovationmaydecreaseinhigh-interdependenceteams.
PracticalImplicationsforOrganizations
Incorporating servant leadership and humility into organizationalculturedemandsintentionalfocus:
• Leadership Development: Practice humility by active training, engaging in self-reflection exercises, and mentoring initiatives-- asking leaders to learn to teach theiremployeesandprizethestrengthsofothers.
• Foster Psychological Safety: Trust and openness are builtbyencouragingleaderstoshowweakness,listening attentively,andreactingpositivelytomistakes.
• Measure Impact: Measure the effectiveness of leadership efforts by tracking results of engagement, turnover,innovationmeasurements,andteamunity
• Leverage Where It Counts: Implement leaders where creativity, resilience, or psychological safety is a key aspect, and also ensure the leaders can show expertise and integrity, as knowledgeable leaders will have the maximumimpact.
Conclusion
The facts are simple: more decisive, innovative, and strong teams are trained by servant leaders who are based on humility.Theyenableengagement,retention,andinnovation in an empowered way with psychological safety and fundamentalrespectforpeople.Nevertheless,humilityneeds tobeauthenticandsupportedbycompetence,anditsvirtues maybesituationspecific.Organizationsthatdevelopthiskind ofleadershipandhandittocapable,character-drivenleaders. Through prioritizing service and perceiving leadership as servingratherthancommanding,andcaringaboutothersand the ego, these leaders create the path to sustainable success, bothpersonalandinstitutional.
A F1™ Sporting Events Connoisseur –
Sia Irvine
Delivering Unrivalled, Tailor-Made Experiences for Both Business and Leisure Clients Worldwide
Itwasasunnysummerin1964inCountyDown,Northern Ireland,where wasbornbeforeherbrother, SoniaIrvine Eddie, who was born a year later She never knew then thatbothoftheirprofessionaltrackswouldleadthemintothe sameprofession–F1™motorsports.
Yet, today, a resident of the Principality of Monaco and recognized for being one of the topmost inspiring business leaders,Sonia,asthe Founderof and AmberLounge Irvine Consultancy SARL, has been a radiant beacon of self-made leadershipsuccessformula.
While Sonia, a professional physiotherapist with over 25 years’experienceinF1™,originallycreatedAmberLounge with the vision of offering a private, peerless haven for drivers, sponsors, and celebrities to enjoy themselves away fromfocusofmediaattention,thebrandwassoldin2020.Her focusisnowonIrvineConsultancy,whichcoversallaspects of lifestyle, hospitality, and sponsorship across sporting and privateevents.
Let’s hear it from Sonia in an exclusive interview with The CIOWorld.
Can you share the origin story of your professional journey—what inspired you to step into the world of business?
I began my professional journey as a physiotherapist for the National Health Service while simultaneously running my own private sports injury clinic. In 1996, I transitioned into the world of Formula 1™, working as a physiotherapist for my brother, Eddie Irvine, and the Scuderia Ferrari Formula 1™Team.
By2000,Ifoundmyselfdrawntothecommercialandevents sideofthesport.Itwasduringthisperiodthattheconceptfor AmberLoungewasborn—Irecognizedagapinthemarket for a truly VIP nightlife experience tailored to the F1™ fraternity,elitesponsors,andtheirguests
Overthepasttwodecades,I’vepouredmyheartintodelivering unforgettable weekends for our guests, curating what became the most desirable luxury events around the Grand Prix calendar My vision was always to give F1™ drivers, celebrities, models, and VIP clients a chic, high-energy environment where they could connect and celebrate the glamour of the sport. These experiences evolved into fullscale luxury offerings — from race-viewing hospitality and fashion shows to world-renowned after-parties, complete with accommodations and transfers, all wrapped into a seamlessthree-nightprogram.
One of my proudest achievements is launching the Amber Lounge Charity Fashion Show in 2006 under the high patronage of HSH Prince Albert II. Since its inception, the event has raised over USD 6 million for incredible causes, including the Special Olympics, Sir Jackie Stewart’s Race AgainstDementiaFoundation,theEltonJohnAIDSFoundation,andtheNelsonMandelaChildren’sFund.
Amber Lounge grew to become a global phenomenon, staging events in iconic destinations such as Monaco, Barcelona, Valencia, Austin, Delhi, Shanghai, Singapore, MexicoCity,andAbuDhabi.Idevelopedthebrandintowhat wasthenrecognizedasthemosticonicGrandPrixexperience —wherefashion,finedining,charity,raceviewing,andelite hospitality converge to create the ultimate F1™ lifestyle offering.
Sonia Irvine Founder
Success is not only about recognition. It is about creating something you’re proud of, making a difference to people, and staying true to yourself through it all. “ “
In 2020, I sold the Amber Lounge brand and stepped back fromacommercialday-to-daylifetodevotemoretimetomy children.However,Imissedthefast-pacedlifeof30+yearsin the world of F1™, so I launched a new venture, Irvine Consultancy Throughthiscompany,mymissionistodesign bespokelifestyleandhospitalityexperiences—fromprivate celebrations to luxury race viewing and corporate incentive weekends — both within motorsport and beyond. Irvine Consultancy continues my commitment to delivering unrivalled, tailor-made experiences for both business and leisureclientsworldwide.
Monaco is a place known for excellence and innovation. What does it mean to you to be recognized as one of Monaco’sMostInspiringBusinessLeaders?
I don’t often stop to reflect on what success means, I simply focusondoingwhatIdotothebestofmyabilities.If,inthe process, I’ve made people happy, then I feel I’ve achieved whatIsetouttodo.
WhenIdotakeamomenttoconsiderit,truesuccessforme lies in raising my two daughters Teaching them to be independent, to believe in themselves, to know they can achieveanythingtheysettheirmindstoaslongastheywork hardandstaycommitted.Butaboveall,Iwantthemtogrow uptobekind,respectful,andgenuinecitizens.
IfIcaninstillthosevaluesinthem,thenI’vealreadyachieved thegreatestsuccessIcouldeverhopefor
Howwouldyoudescribeyourleadershipphilosophy,and howhasitevolvedthroughoutyourcareer?
Myleadershipphilosophyhasalwaysbeenrootedinleading by example, staying hands-on, and treating every team member with respect, no matter their role. To this day, I remain hands-on and involved in the day-to-day operations, which gives me a deep appreciation for the effort and detail thatgointoeverysuccessfulproject.
I’ve learned the importance of trusting others, empowering peopletotakeownership,andcreatinganenvironmentwhere creativity, accountability, and collaboration thrive. I believe in surrounding myself with passionate, capable individuals and giving them the space and confidence to shine, while remainingavailableforguidance,support,andcleardecision making.
Ultimately, I lead with intuition and resilience. Whether managing high-pressure events or navigating major transi-
tions, I’ve found that staying calm, grounded, and human is key.
Leadership,tome,isnotaboutcontrol;it’saboutinspiringa shared vision and helping people feel valued, motivated to bringtheirbestandsupporteddayandnightwhenneeded.
What are the core values that guide your business decisions and interactions with your team, clients, and community?
The core values that guide me and have consistently shaped mybusinessdecisionsareintegrity,authenticity,excellence, andtheapproachthatnothingistoomuchtrouble.Ibelievein doing what’s right, even when it’s not the easiest or most profitableway.WhetherI’mdealingwithclients,partners,or teammembers,transparencyandtrustareessential.Ibelieve people respond to realness, whether it is in how I lead, the experienceswecreate,orhowwetreatothers.Ineverwantto losethatpersonal,humantouch,nomatterhowbigthebrand orstage.
Excellenceisaconstantdriver I’vealwaysbeencommittedto deliveringthehigheststandardpossible,notjustinthedetails ofanevent,butinthelastingimpressionitleaves;that’swhere trueimpactlies.Andfinally,empathy,Itrytoleadandmake decisions by considering the people behind the process. Whether it’s my team or our clients, understanding their needs,pressures,andperspectivesiswhathelpsbuildstrong, lasting relationships. These values have helped me build businesses that people trust and experiences that leave a lastingimpact.
Every leader faces setbacks. Can you tell us about a pivotalchallengeyouencounteredandhowyouturnedit intoanopportunity?
I find this difficult to answer, as in life, there are always challenges, both personally and professionally. However, I have never allowed myself to dwell on setbacks. I’ve never thought I couldn't do something or achieve something, as I believethereisasolutiontoeveryproblemandthatobstacles areoftenopportunitiesindisguise,fromwhichlessonscanbe learnedorsignsthatadifferentpathmaybeneeded.
Mylifehasconsistentlypresentedchallenges.Ifailedmy11plus exams, but instead of letting that define me, I used it as motivation to push harder at school. I was told I was not intelligentenoughtogetintophysiotherapyschool,soIfound anotherwaybymovingtoEngland,pursuingmystudies,and ultimately graduating with Distinction. Later, I became the
only female physiotherapist in Formula 1™ at the time, whichhaditschallenges.
Tome,lifewillalwaysbeachallenge,andsetbacksarenever deadends.Ibelieveinperseverance,inhavinganinnerbelief in yourself and focusing on what you can achieve and then doingit.ThismindsethasshapedeverythingIhavedone.
Innovationiskeytostayingahead.Whatstrategiesdoyou use to ensure your business remains agile and futureready?
InnovationhasalwaysbeenattheheartofwhatIdo,whether launching Amber Lounge at a time when there was no VIP nightlifeinF1™,ornowwithIrvineConsultancy,wherethe focusisoncreatingbespokeexperiences.
Listening closely to clients and industry shifts. The most valuable insights often come from being on the ground, having real conversations, and observing how expectations areevolving.
Beingwillingtoadaptiscrucial.Ihavelearnedthatflexibility is often more valuable than perfection.Whetherit's embracing new concepts, rethinking a format, or changing a plan mid-event,Iensuretheteamisempoweredtorespondquickly andcreatively.
Ultimately, people want meaningful connections and unforgettablemoments.Byfocusingonhowwemakepeople feel,notjustwhatwedeliver,westayaheadofthecurveinan increasingly experience-driven world. Innovation, to me, isn’taboutchasingtrends;itisaboutanticipatingneedsbefore they’re voiced and creating experiences people didn’t even knowtheywerelookingfor.
How do you foster a culture of growth and resilience withinyourorganization?
Fostering a culture of growth and resilience starts with creating an environment where people feel trusted, valued, andempoweredtotakeinitiative.Isethighstandardsbecause Ibelievethatdeliveringanexceptionalexperiencerequiresa team-widecommitmenttoexcellence.
Naturally,thiscancreatepressure,butthatiswhereleadership matters most. My role is to support the team in consistently meetingthosehighstandards,offeringguidance,encouragement, and constructive feedback to help them continuously improve.
For me, this is when real growth happens. Resilience comes from experience, but it also comes from a strong mindset. I strive to lead by example, remaining calm under pressure, nevergivingup,andfindingsolutionstotheissuesthatarise. Inthefast-pacedworldofluxuryeventsandmotorsport,plans shift constantly. However, if the team feels supported, aligned, and confident in their roles, they always rise to the occasion.
Looking ahead, what exciting goals or projects are you mostpassionateaboutpursuingin2025andbeyond?
Looking ahead to 2025 and beyond, I’m passionate about continuing to evolve Irvine Consultancy. We are already developingour2026projectsthatblendhigh-endhospitality with purpose-driven moments and experiences, from exclusive private gatherings in unique locations to curated incentiveweekendsthatgobeyond.
Finally, what advice would you offer to aspiring leaders andentrepreneurswhoaimtocreateameaningfulimpact intoday’sdynamicworld?
My advice to aspiring leaders and entrepreneurs is to stay grounded in their values and lead with purpose. In today’s fast-moving world, it is easy to get caught up in trends, comparison, and pressure, but real impact comes from authenticity,consistency,andaclearsenseofpurpose.
Surround yourself with people who challenge you, support you, and bring different perspectives to the table. No one buildsanythingmeaningfulalone.Also,neverunderestimate thepowerofkindness,especiallyinindustriesbuiltontrust, suchaseventsandhospitality,ashowyoumakepeoplefeelis oftenwhattheyrememberthemost.
Success is not only about recognition. It's about creating something you’re proud of, making a difference in people's lives,andstayingtruetoyourselfthroughoutitall.
