Hementionsthatoneofthethingsthatmadehimsuccessful,whichalsohappenstobeakey valueofQuintiq,isthefreedomtopursuewhatyoubelievetobetherightsolution,without continuouslyaskingforpermission.Ashesays, “It might go wrong, but you need to keep moving forward.” ThisstrategyhasproventoworkwellforRob.
AsforhisroleasaCEO,Robrightlypointsout “One of the most exciting things about being CEO is being able to dream about the future.”
Upnext,Robworkedinemergency services,wherehedevelopedsoftware tohelpemergencyservicedepartments todispatchtherightambulancesand therightpolicevehicles. “It was basically an assignment puzzle.” Rob followedupthatpositionbyjoining Quintiqwherehiscareerhasexpanded overthepast15years.
TalkingabouthisjourneyatQuintiq, Robmentions, “It has been very interesting watching the expansion of the diversity of markets and I enjoy meeting with companies around the globe and working towards solving their puzzles and helping them achieve their goals.” Robhasarmedhimself withthevision,strategyand managementteamtoleadQuintiqasit continuestogrowinanever-changing market.
Don’twaitforsomeoneelse’s permission
Roblikestoimparthisphilosophyof askingforforgivenessinsteadoffor permissionwhenfacedwithchallenges anddifficultdecisions. “What that
I think for me, the most important trait a leader must have is honesty. But I also think it is important for a leader to have an unrelenting drive to make their company the best.
really means to me is that you must take initiative. Do what you feel is right.”
Hementionsthatoneofthethingsthat madehimsuccessful,whichalso happenstobeakeyvalueofQuintiq, isthefreedomtopursuewhatyou believetobetherightsolution,without continuouslyaskingforpermission.As hesays, “It might go wrong, but you need to keep moving forward.” This strategyhasproventoworkwellfor Rob.
BeingtheCEOofagrowingcompanyinanever-changing industryisachallengethatRobrelishes.Robfeelsthat whatmakeshimuniqueandsuccessfulinhiscurrentroleis hiswide-arrayofinterestsandhisinnatecuriosity.Many CEOsonlyfocusononeortwoindustries.Becauseofthe flexibilityofQuintiq’ssoftwareandthediversityofits clientbase,Robhastheopportunitytomeetwith companiesacrossawidespectrumofindustries. “In a month, I can have meetings with a steel company talking about hot charging, a protein processing company focusing on demand forecasting and carcass optimization, an airline for crew planning, an oil refinery for pipeline scheduling or a retailer trying to optimize their back haul opportunities,” hepointsout, “And I can say with confidence that Quintiq is the tool to solve all of their puzzles, no matter the complexities.”
thatoneofthemostpressingchallengesforaCEOis “Balancing innovation, empowerment and risk taking, with growth targets and regulatory requirements and reporting.
“I have a core belief that taking risks, along with making some mistakes is necessary for innovation so I prioritize keeping this all in balance.”
ChangeisGood!
Thereisoftenanaturaltendencyamongpeopletothinkof changeasbad.Tothecontrary,Robthinksofchangeas somethinggood,meaningchangelikeanewmarket,anew organizationalstructure,orasenseofnewleadership.“Of course too much is too much, but generally change is good.”
“There is no planning puzzle we can’t solve, no business operation we can’t optimize.”
Learningaboutdifferentindustries,whatmakeseach companyunique,andthespecificsoftheirplanning puzzles,nevergetsoldforRob. “I guess it is that same curiosity that made me investigate my dad’s computer when I was eight and has defined my direction ever since,” he adds.
Overthelast20yearsofQuintiq’sexistence,therehasbeen asignificantchangeintermsofdemandandrising individualismofconsumers,whichRobexplainsas “…they want more of their product at their convenience and in their specifications.” Thishasputasignificantstrainon companiestobemoreagile,reactive,andtohavealarger setofSKUs,whileatthesametimereducingcosts.For Quintiq,theprevalenceofchangehasbeennothingless thangreat.“We have not been challenged by the change in consumer behavior. We have actually embraced that. This change that has happened over the last 20 years is precisely what our software is designed to address.”
Theroadahead
“I think we are on a path, I would say, to become the number one supply chain planning and optimization brand in the world. We set that as a goal and I see the momentum carrying through in 2018,” Robmentions.Today,the marketisever-changingandcomplex,andQuintiqisready totakeonthechallenge.Inthecomingyears,withthe burgeoningsupportfromitsparentcompany,Dassault Systèmes,Quintiqisslatedtoexpandintounexplored marketareas,therebyacceleratingtheadoptionofits uniquetechnologyintothosemarkets.Robenvisions Quintiq,inthenextthreeyears,tobecomethelargest companyfocusedonsupplychainplanningand optimization.
Advicetobuddingandemergingentrepreneurs
“I would say that if you’re convinced of your idea and your ability to deliver, then go and do it independent of what anyone might say otherwise. There will always be people in the way that will tell you not to do it and that it won’t work. Do listen carefully to everyone, but if you’re convinced, don’t be dissuaded and move boldly forward,” Rob concludes.
Tocombatthisproblem,IRIlaunchedthePersonalization Suite,agame-changingcapabilitythatenablescompaniesto targettheirmarketingandpromotionsonamoregranular, personalizedlevel.TheSuite’sthreecoresolutionsare layeredontopofIRI’sunparalleledtroveofdataassetsand canoptimizetheeffectivenessofadvertisingspendonsales byupto70percent.“The answer is personalization,”Appel told Insights Success. “At IRI, we are helping companies reach the people who are most interested in their messaging and most likely to buy their products,” saidAppel.
“IRI’s expansive Partner Ecosystem is one of our greatest assets,” Appelsays. “We are differentiated by our state-ofthe-art technology and capabilities, powered by industry
Andrew Appel President & CEO
partnerships with companies like Adobe, comScore, Experian, GfK and Kantar Shopcom, and our unparalleled trove of data assets, harvested in collaboration with several of the world’s top retailers, including Ahold USA and Delhaize America, The Kroger Co., Rite Aid, and Walgreens Boots Alliance.”
IRIdescribesitselfasa“re-startup”inthat,despiteits35yearhistory,itisbothtechnologicallyadvancedandnimble. Maintainingthatmomentumacrossaglobalorganization takesstrongleadership,and,Appelbelieves,aleaderwho encouragesforwardthinking,setsthepaceforcontinuous innovation,andleadsbyexample.“At IRI, we have consistently pushed the boundaries of data science and explored new frontiers, but keeping up that momentum and drive to compete with our own best work can be challenging,” Appelsays. “It would be easy to rest on our laurels, but I try to model the high energy, flexibility and
As IRI’s President and CEO, my goal is to ensure that our organization remains relentlessly relevant to our clients by leveraging the best and the brightest minds and the most advanced technologies to not only detail how consumer behavior has changed, but also predict how it will change in the future
market awareness that companies focused on innovation need to succeed.”
PositioningIRIforContinuedSuccess
Inthemidstofhistoricchangesinconsumers’buying behaviors,drivenbyanexplosionoftechnologyandnew mediaformats,oneofthemostacuteissuesthatIRI’s clientsfaceistheimpactofmarketingcampaigns. Confidentthattheshifttowardpersonalizedmarketingis keyforCPGandOTChealthcarecompanies,Appelattests that “as the dynamic marketing environment continues to evolve, IRI will carry on leading the charge toward 1:1 personalized marketing with unmatched data, proprietary algorithms, leading technology and groundbreaking solutions.” Intheyearstocome,Appelandhisteamwill continuetoprovideclientswitharoadmaptonavigatethe changingconsumerlandscape,andtheCompanywill continuetopushboundariesintheinsightsandanalysis spacetohelptheirclientsachievegrowth.
IRI
Arnold Donald: The Leader who Grabbed Hold of an Opportunity and Spearheaded towards Success
FollowinghisroleastheChairmanofMerisantCompany, ArnoldservedastheCEOofthe Juvenile Diabetes Research Foundation andthenthe Executive Leadership Council inWashingtonD.C.Nevertoshyawayfrom responsibilities,thepassionatebusinessmanservedasthe memberofmultipleboards,bothfor-profitandnon-profit organizations.Arnoldprioritizedhispassiontopursuea
careerinbusinessearlyon,leadinghimtoscale unimaginableheightsinhiscorporatecareer.Hementions “...I believe we really enjoy what we’re doing when one follows their dreams.”
“I’m honored that Micky has entrusted me with the company that he and his father built over several decades. It is a lot of fun to work with such passionate employees who take the responsibility of delivering a great vacation very seriously,”Arnoldasserts.OneofArnold’spassion revolvesaroundexploringanddiscoveringtheworldand meetingnewpeopleandgainingnewperspectives,one whichheisabletodoinhisroleastheCEOofCarnival Corporation.Thecompanycreatesgreatvacation experiencesfortheirguests,whichwouldbeetchedforever intheirminds- “is there any better business than that?”
“I’m a firm believer that you will never have all the answers, but if you ask the right questions to your customers, in our case our guests, and of your employees, and truly listen, then the answers will reveal themselves”
— Arnold Donald CEO
Carnival Corporation
vacationsatanexceptionalvalue, everysingleday.Thecompanyboasts aportfolioof9globalcruisebrands plusasocialimpactbrand,including well-known,iconiccruiselinesin NorthAmerica– Carnival Cruise Line, Cunard, Holland America Line, Princess Cruises and Seabourn. Together,Carnivals’globalbrands operateafleetofmorethan100ships, visitingover700portsaroundthe worldandareprovidingnearly12 millionguestsannuallywith extraordinarycruisevacations.
ItisArnold’sprofessionalgoaltodo everythinginhisabilitytohelpits dedicatedemployeesexceedthe guests’expectationsandprovidethem withthebestvacationsintheworld. Arnoldclaims, “If we can continue to do that, our employees will be successful, our guests will be highly satisfied and want to cruise more often, and we will entice more travelers to try cruising for the first time, which will help drive our ongoing performance.”
Arnoldadvisesaspiringentrepreneurs togoafterwhattheyarepassionate aboutinlifeandneverbeafraidto dreambig.Hecontinues, “Challenges will come throughout your career, but
if you are doing something you love, you will have the strength and resolve to overcome issues – and you will have more fun along the way!”
Arnoldhasinstilledacultureof innovationacrosstheorganizationby collaboratingtogether,learningfrom eachother,andtakingadvantageofthe strongdiversityofthinkingacrossthe company. “Our ability to continue to drive innovation with our employees will be the key to staying competitive, growing the business and taking a larger share of the overall vacation market,” Arnoldconcludes.
NewformaprovidesProjectCenterand ProjectCloudforConstruction software.AccordingtoPhilp, “Our software eases collaboration and simplifies the organization, distribution and access of critical project information (e.g. emails, RFIs and submittals, etc.) while maintaining a full audit trail.” Thecompany integratesinformationfromdesign, construction,andowner’steamsand providesmarkupandreviewtools, whichhelpinsavingtimewhile mitigatingrisk.Thesoftware differentiatesitselffromeveryother solutioninthemarketplaceby connectingprojectinformationsilos, indexingdatawhereitresidesand managingemail;thismitigatesrisk, promotesbestpractices,maximizes profitability,andenhancesthe reputationofthecustomer
Speakingaboutthechallenges,Philp mentions, “…there is an incredible amount of data available today to digest, and it is coming at an incredibly fast pace. It is a challenge today to sort through that information to determine what is relevant to the business.”
ForanyCEO,hementions, perseveranceisofutmostimportance. Itisimportanttostaymotivated,even whilefacingobstacles,distractionsand negativepeople.Followingthat,is havingacan-doattitude. “Your attitude will affect others and encourage them as well.” Thethird keyvalueisbeinghonestwithyourself andothersaroundyou. “Decide what you’re good at, and let others handle the parts they’re good at.” Andfinally, itisimportanttohaveavisionforthe endgame. “The end game is what you’re trying to accomplish in your career and for the company at the time. Know what you want that vision to be and be confident in it.”
Newformawillalsobecreatinga globalsupportorganizationwith commonservicelevelagreements acrossalllocations;aswellassending moreofitsemployeestooverseas locationsandhavingtheoverseas employeestospendtimeinAmerica. Thiswillhelpthemunderstandthe needsofitsclientsbetteranddevelopa globalorganizationthatsolvesclient problems.Toconclude,Philpmentions “Finally, our account management group will better understand the indepth global operations of our customers’current businesses and future plans, and will grow with them globally.”
Don’tQuit!
I would tell new entrepreneurs that failing doesn’t mean you’re a failure. Things rarely go right the first time. I would also tell them to get an experienced mentor at the outset. Find someone who has experience taking ideas from concept to commercialization, and not someone who only focuses on sales, marketing, finance or some combination of these areas. You want someone who can help you from start to finish. Finally, I’d like to tell them, “Don’t quit!”
“Fate loves the fearless,”isDeepak’sfavoritequoteandit hasservedhimwellinmomentsofself-doubt,especiallyin theearlystagesofxtLyticsHeissupremelyfortunatetobe surroundedbyacompetent,devotedandcohesiveteamin bothbusinessandsoftwaredevelopment.
Hesays, “It’s the people in our organization that meet the ultimate challenge of disrupting industries and unseating incumbents one day at a time. My goal is to make xtLytics the analytics company of choice for healthcare, life sciences, insurance and marketing and possibly also other industries into which we’re currently considering expanding.”
DeliveringFastandUncompromisingServices
xtLyticscurrentlyofferspredictiveanalyticsforthe healthcare, life sciences andinsuranceindustries,all poweredbymodern,machinelearningalgorithms.Someof thecompany’snoteworthyclientsareColumbiaUniversity, PromiusPharma,Novartis,andTuftsMedicalCenter
AccordingtoDeepak,agoodCEOshouldhave vision and pragmatism. Abilitytolookbeyondthe ‘second bounce of the ball’,intothefuturethat pushesthefrontiersofhumaningenuityand through pragmatism reverse-engineerhiswayto thepresentandthentransformthatvisionintoa concreteproduct.Deepakbelievesthathumility andsensitivityarecriticalforasuccessful calibrationofthesetwoelements.
“The most pressing challenge is time, also known in our world as ‘shelf life’. The half-life of tech products is getting exponentially shorter. Few companies and CEOs fail because of a lack of funding or incompetent teams, but many do because they can’t deliver the promised future fast enough. This is especially true in our industry where Big Data makes the future constantly available and yet cannot be converted into insights fast enough. I’m proud to say that we’ve been able to meet this challenge better than many larger, better-funded competitors,” he says.
ManagementisPartArtandPartScience
We help you gain profitable insights from your healthcare and insurance data using our proprietary AI models.
Hesays, “Whenever you’re bogged down by mind-numbing pressure, doubts and fears, get out of your head! Let space seep in between your thoughts! Sounds simple but it’s harder than it sounds. Reach out to friends, children, and people whose paths you wouldn’t necessarily cross as part of your routine. Listen to a violin concerto. I find that these things can change your thought process in unexpected ways
to build that much-needed sensitivity. It’s that sensitivity that makes you aware of subtle, yet imminent changes, fostering new trends and opening up new markets. That’s how innovative companies are born.”
Deepakempowershisteammembersandexpectsthemto takefullownershipoftheendproductwhilereminding themthat, ‘There are no passengers on this ship. We’re all crew!’
Deepak Mittal Founder & CEO xtLytics LLC
Dr. Michael Bertini
An Innovation-Driven Entrepreneur Bringing Value to the Customers
Inatechnologycompany,itiseasytobebiasedtowardsthe technologyyourteamsunderstandandwithwhichtheyare comfortable.Michaeladvises, “Don’t lose track of the customer; make decisions based on what they need, not what you are comfortable with”. Hefocusesongettinga broadscopeofresponsesandfeedbackbyreachingoutto bothexistingandpotentialcustomers.Simply put, customer-driveninnovationalwaysworks.
Asanentrepreneur,Michaelbelievesinidentifyingand siezingtheopportunitiespresentintheeveryenvironment. “Lead, innovate, motivate, compete, be compassionate, thrive on winning, integrate, avoid bias, don’t take no as an answer unless it makes sense… and remember that it’s trash until its cash,” headds.
Michaeliscertainthathisventureswillexpandtoatleast twicetheirsizeintermsof turnover, client base, etc. – need to be a bit more specific what is doubling here inthe comingyears.
Thiswillentailasignificantincreaseinhiring, transformationandinvestment,aswellasincessant innovation.Michaelasserts, “I see myself as a change agent for our organization and our thousands of customers. I enjoy watching our employees and clients grow as a result of our solutions and practices.”
Atthesametime,shealsoattendedthe University of Wisconsin andin1999, sheearnedherMaster’sDegreein Communication,whereshecompleted herthesisresearchon “The Complex Identities of Women Married to Professional Drivers,” whichshows howmuchpassionateshewas.
Finally,in2007,theWomenIn TruckingAssociationwasformedwith asimplemission; to increase the percentage of women employed in the trucking industry, address obstacles that might keep women from succeeding, and to celebrate the success of its members.Onceitwas started,therehasn’tbeenasingle momentoflookingback.
Tocelebratethecompany’ssuccessandhonorfemaleprofessionaldrivers,WIThasits annual “Salute to Women Behind the Wheel,” inMarch.Italsohasa “Distinguished Woman in Logistics” awardaswellasan “Influential Woman in Trucking” award. Theyshowcaseadifferentwomaneachmonthfortheir“MemberoftheMonth” program.
BeingtheCEOofanonprofitassociation,themostimportantcharacteristic Ellenbelievesshecanhaveis to listen.Shefeelslisteningtohermembers tounderstandhowtobetterservethemandhelpthemtobeas successfulaspossibleinthetruckingindustryisofvitalimportance.
Themostimportantvaluethathasstayedwithheralltheseyearsis herintegrity. “When I started Women In Trucking Association I had to prove that I would use our member’s dues in a responsible way to advance our mission. Our financial and other information is very transparent, as we have nothing to hide. Our members deserve to know how their money is spent,” sheexplains.
BeingtheChangeofWomenEmpowerment
In2012,WITwasrecognizedbytheWhiteHouse forbeinga “Transportation Innovator Champion of Change.” In2015,thefirmlauncheditsfirst conferenceandwelcomed350attendeestoits Accelerate! Conference and Expo.Thisyear, Ellenexpectsover500registeredwomenandmen toattenditseventtolearnhowtoadvancediversity intheircompanies.
AphysicsgraduatewhopursuedMBAinFinancefrom WashingtonUniversity,Ganeshinitiallyservedatalegal andfinancedepartmentinIndia.Hefollowedthatupby joiningSahajanadMedicalTechnologies(SMT)backin 2010;andwithintwoyears,hewentontobecometheCFO ofthecompany.Sixmonthslater,hishardworkand perseverancefurthercrownedhimastheCEOofthe company.Ganeshsaid,“I have always been a highly passionate person. Even during the most difficult times I
never lost my passion, focus or drive. My personal and professional goal syncs well and I want to make SMT a global medical device player; manufacturing high quality products at an affordable price”
Ganeshclaims, “Being open to new ideas, persuasive and showing humility have helped us remove many roadblocks.” Empoweringemployees tomaketheirowndecisions,hasmade asignificantimpact,andresultedin surginggrowthofthecompany He furtheradds,ensuringthatthe companyworksasateam,and celebratingeachother’ssuccesscreates anenvironmentwhereemployeesare motivatedtoovercomeanychallenges thrownatthem.Asaleader,weneedto ensurefasterdecisionmakingand buildacapableteamwhocantake responsibilitytomarchahead.Ganesh
“Power’s not given to you, you have to take it.”-BeyoncéKnowlesCarter How
Can Women Overcome their Problems?
“Make the most of yourself by fanning the tiny, inner sparks of possibility into flames of achievement,”saidGoldaMeir
Nobodyelsecanhelpawomantoovercomethoseboundariesthattheyhavecreatedthemselves,neithermannoranother woman.Itisthemwhothemselvescanbreakthroughthat.Themostimportantthingthatawomancandotoruleover thoseproblemsisstopnaggingabouttheproblemandstartthinkingabouttheproblemandthenfindasolution.Firstly, thethinkingshouldbechanged.AssaidbythegeniusAlbertEinstein,“No problem can be solved with the same level of consciousness that created it.”
“The difference between successful people and others is how long they spend time feeling sorry for themselves,” asserts Barbara Corcoran.
GARY OLSON
An IP Broadcast Designer Destined to be a Recognized Industry Leader
When asked if it can be done; always answer “YES” and always get it done— don’t get caught! ‘‘ ‘‘
Buildinganycompanyisthesameasbuildinga team,anditsCEOisaleader,visionary,coachand dealmaker.AgoodCEOunderstandstheirown strengthsandsurroundsthemselveswithstrongcompetent peoplewhocancollaborateandworktogether What differentiatesthecompanyfromeveryothercompany? Doesthecompanyneedtoraisecapital?That’stheCEO! TheCEOhasthevision,andsetsthemoralcompassaswell asthebusinesscompass.MeetGaryOlsonwhoadvocates thattheCEOmakesortearsdownthecompany,and believes “I don’t need to know everything; I just need to know who to call!” PrincipalofGHOGroup an independent consulting firm that specializes in planning and designing media production facilities for broadcast and cable companies, corporations, educational institutions, and cultural organizations—Garyisathoughtleader, industryexpert,publishedauthorandactivepractitionerin IPbasedbroadcastdesign.
Whileonemayimaginefromwhomhe drawshisinspiration,Garyproudly saysit’sfromhisfather. “My father was a small business man. When business was good he would complain how busy he was. When business was bad, he’d complain how bad it was. I once asked “I understand when business is bad, but how can you complain when business is good.” His response was “You will understand when you have your own business!,” Garyrecalls.
Garysayshedidnotchoosethispath, ratheritchosehim!Therewere thoughtsthathewouldcontinueinthe familybusinessuntilonedaythe phonerang.Garywasaskedtojoinan innovativeprogramintheNYCity highschoolsystem,establishinga videoproductionclass,teachingand runningthestudio. “At the end of the school year the phone rang again –and, the phone continued to ring and I kept saying yes. Each call was a new challenge and typically something innovative that had not yet been done,” headds.
Whenaskedtoadvisethebudding entrepreneurs,Garyreplies, “Entrepreneurship is doing everything that needs to be done to be successful. Behaving like an executive when there’s no real business is a recipe for failure. Not all entrepreneurs make good CEO’s. Know your own strengths—maybe the right thing to do is hire one.”
Nothing in the world can take the place of persistence. Talent will not; nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent. The slogan ‘press on’has solved and always will solve the problems of the human race, — CalvinCoolidge.
AChuckYeagerquotenicelysumsupGlenn’sapproachto lifeandleadership; “You do what you can for as long as you can, and when you finally can’t, you do the next best thing. You back up but you don’t give up.”
“What we try to do every day is get a little better at understanding the problems our customers have and what would help them be more effective. So we will change along with our customers in ways that matter to them. We do try to anticipate obstacles coming down the road, so we can put solutions in place before our customers need them. But it’s always looking at the horizon from our customer’s perspective,” Glennconcludes.
Keith Flynn: A Visionary Who Set Out to Fill the Technological Voids
A successful CEO should position his or her team to thrive in their roles within the organization
Havingworkedintheindustry formorethanadecade,itbecameapparenttoKeithFlynn thatthereweresignificantgapsbetweenindustryneedsand theavailableservices.Heusedthisopportunitytojumpinto themarketwith RtDUET and RtEMIS tofillthevoidfor real-timedowntimeandenergymanagementsolutions. Thus,RtTechSoftwarewasbornin2011. “The prospect of spearheading a new venture with the birth of RtTech Software was one that I jumped all over. It has been hectic at times, but it has been one incredible journey,” Keith states.
Leadingaglobalfirmofhisown,KeithbelieveseveryCEO needstobeabletofullytrusthisteam.IfaCEOhashisor herhandsintoomanypots,sotospeak,thentheywill undoubtedlyburnthemselvesout.Besides,youhiredyour teamforareason,sotrustthemtodotheirjobsandoffer supportasneeded. “This became apparent to me when I would scratch off my action items to bring up during our meetings, and the team would have covered all of these
topics even before I had the chance to speak. In several occasions, I was the one taking notes at the end. A successful CEO should position his or her team to thrive in their roles within the organization,” headds.
“We have seen a shift in the industry toward IIoT and we have grabbed our surfboards and are riding the wave. IIoT can narrow the gap between the ‘big guy’and the ‘little guy’by providing the same quality of analytic services, but at a fraction of the cost. On top of creating a more competitive manufacturing landscape, we are now able to connect more assets for data collection than before. With more data at hand, clients are able to make increasingly informed business decisions to improve their production and energy efficiency,” Keithsharesonthefutureof industry.
Ramesh Hariharan: The Scientist Harvesting a Dream for a Billion People
Weoftenhearofcuttingedgetechnologysuccesses inthewest.Itishoweverraretofindacompany outofIndiathatcanpushtheenvelopeinthewest whilealsomakinganimpactonthebillionsinIndia.Indeed,it israretocapturethesightofsomeonewhodarestodreamof cuttingedgescienceandofprovidinghopetotheworldofa billionpeoplearoundhim.OnesuchvisionaryisDr.Ramesh Hariharan,aformercomputerscientistandbioinformatician who worked as a professor at the Indian Institute of Science (IISc) before teaming up with his colleagues to change the wayuniversitiesoperateinIndia,forever.
TheHumbleBeginningsofaRevolution
While pursuing his PhD thesis at New York University, Dr Hariharan designed new algorithms for processing large numbers of character sequences, e.g., those in the human genome. He then returned to India to the Indian Institute of Science with the goal of building a research program that wouldcombinelargescalecomputingandbiology Thisearly workandacollaborationwiththreeotherdynamicandlikemindedcolleaguesthenledtoahistoricchapterforallIndian universitiesasthisgroupconvincedIISctoallowthemtosetup a business enterprise, Strand Life Sciences. This was a historic event – the very first time that a public university in Indiaalloweditsfacultytospinoffacompanyandholdequity in that company Since then the team at Strand has grown to morethan200strongandthealgorithmsandtoolsithasbuilt have played a role in numerous research discoveries. Over 20,000publicationsinliteraturecitethesetools.
TheRealRevolution
TherealrevolutionbeganwhenDr.Hariharanandtheteamat Strand took their successful record of enabling scientific discoveriesandstartedusingthesametoolsforthebetterment of human health. India, a country of a billion people, has a huge burden of genetic disease Roughly 1 in a 100 individuals suffers on account of a serious genetic mutation. Such individuals often go from pillar to post to obtain a diagnosis,whichoftenremainselusiveforyearsordecadesat end.Theadventoflargescalegenomicsequencinginthewest offeredsuchpatientsawaytoshortenthisdiagnosticodyssey However,thecostsofgenomesequencingandthehandlingof the large amounts of data generated remained very high, in fact prohibitive for most Indian patients. This is where the team at Strand came in. With its extensive experience in algorithmsandtoolsforprocessinggenomesequencesandits strong expertise in molecular biology, Strand was able to optimizethisprocessinmultiplewaysandofferadiagnosisto alargefractionofthepatientsatafractionofthecostsinthe west.
Dr Hariharan and the team at Strand continue to optimize these processes further and also build the next generation of cutting-edge products that will help understand the basis for each individual’s cancer, help determine personalized treatment,aswellashelptracktheefficacyofthistreatment vianon-invasiveblooddrawsasopposedtoinvasivebiopsies. Over the next several years, these methods can be key in reducingtherapidlyrisingmortalityandmorbidityofcancer inIndia.
Ramesh Hariharan CEO Strand Life Sciences
“Impacting Lives through Precision Medicine”
India’sBeaconofHope
Dr Hariharan has been recognized with some of the highest honorsamonginnovatorsaroundtheworld.Hewasawarded the Dewang Mehta Award for Innovation in Information TechnologybytheGovernmentofIndiain2002forcreating India’s first handheld computer device, the Simputer, one of sevenindividualsinthecountrychosenforthishonor Hewas featured in the MIT Technology review’s ’Top 100 Young Innovators’ list in 2002 and became a fellow of both the IndianAcademyofScienceandtheIndianNationalAcademy ofEngineering.
ABookThatCapturesthisFascinatingExperience
Dr. Hariharan’s experience of using computational algorithms to benefit patients, and in particular, the experience of scouring a patient’s genome to determine the mutation at the heart of the problem, has been captured in a booktitled“GenomicQuirks.”ThisbookispublishedbyIISc Press and uses a sampling of Strand’s patient referrals to illustratetheintense,freneticactivitythatgoesintoproviding a patient with a diagnosis, which Dr. Hariharan calls the genomicswarroom.Anexcerptfromhisbook..
In this genomics war room, molecular biologists in lab coats or their robot equivalents, scurry around transferring samples from one receptacle to another. In this process, genomic molecules are extracted from the patient’s sample, chopped into small fragments and subjected to a multitude of manipulations. Eventually, the genome sequence comes out, butratherindirectly–intheformofmillionstobillionsoftiny fragment sequences that amount to gigabytes of data. Highperformance computers then piece these fragments back together, like a jigsaw puzzle. A comparison between this assembled jigsaw and that for a normal person yields a long list of variants, i.e., characters that are likely suspects. Computers then scour vast amounts of biomedical literature for information that helps zoom-in on the most relevant of these suspects, typically a handful in number Finally, trained geneticists rack their brains to identify the ones that hold a cluetothepatient’scondition.Ifallgoeswell,oneortwoclear candidates emerge and are reported back to the doctor. But thingsdon’talwaysgowell…
TheJourneyHasJustBegun
Strandwasbuiltonasolidfoundationledbytheguidanceof its earlier CEO and co-founder, Dr Vijay Chandru, and Dr Hariharan, as well as the energy of its more than 200 employees. Building on the strengths of its interdisciplinary team of scientists, bioinformaticians, and medical professionals,Strandcontinuestoexpanditssuiteoftoolsand productsforresearchaswellasformedicalimpact.Strand’s listofcustomersandpartnersincludesleadingacademiclabs, instrument companies, diagnostic companies, and pharmaceuticalcompanies.Strand’sfootprintoflaboratories inIndiaisgrowingtocoverafargreatergeographicalspread as Strand’s image as the most scientifically trustworthy and reliablecompanycontinuestostrengthen.
Afterservingindifferentgovernment agenciesandgainingabroad understandingofthepublicsectorin Mexico,hetransitionedtoPetróleos Mexicanos(PEMEX)— the Mexican National Oil Company and the eighth largest oil company in the world ServingastheDeputyDirectorfor ProcurementStrategy,Salvador developedinnovativeprocurement strategies,whichhelpedthecompany saveoverabilliondollarsin2016.For suchreasons,inMay2017,Salvador
PPIbeganitsoperationsin1994as IntegratedTradeSystemsinHouston, Texas.Mostofthetechnologyrequired bythePEMEXGroupisnotproduced inMexico,therebycreatingagreat dependenceonimportedgoodsand services.PPIwasincorporatedtobe moreefficientandcompetitiveby providingcomprehensivesupplychain management.Itslocationintheworld’s oil&gascapitalhashelpedPPIto developovertwohundredlong-term partnershipagreementssinceits inceptionandtohavecontractual relationshipswithover1,700suppliers intheoil&gasindustry.PPI’s flexibilityandadaptabilityhave allowedittocontinuegeneratingvalue forthePEMEXGroup,aswellasthe degreeofmaturityofthebusiness model,whichrestsonfivemainpillars: Connecting supply chain process with the demand, Management of the relationship with stakeholders, Management of supply chain, Support to the procurement operations, and Management of the business
AttemptingtoGenerateBetter Conditions
Salvadorbelievespublicserviceand attemptingtogeneratebetter conditionsinMexicohavealwaysbeen hisvocation. “After the oil crisis, I was fortunate to be part of a highly qualified group selected to help PEMEX navigate the crisis and become more efficient, productive, and profitable. Working for PEMEX, and later as CEO in one of its affiliates, made me realize the enormous
My goal is to contribute to the creation of opportunities for economic development ‘‘ ‘‘
contribution companies, public or private, can make in a country by creating jobs, paying taxes, developing high quality products and services; and overall, generating opportunities for economic development. This experience helped me decide to pursue an executive career in the oil and gas sector and to make my contribution from this industry,” Salvadoraffirms. Whenaskedaboutthekeyvaluesthat helpedhimtraveltheleadershiproad innovativelyandsuccessfully,Salvador said,resultsorientation,leadership, commitment,persistence,andhard wordarethekeyvaluesthathelped himovercometheroadblocks.
“The first challenge I faced to save the company, was switching the staff’s frame of mind and mindset by generating a positive work environment and getting everyone on board towards the objective. I planned a strategic envisioning retreat for all the staff where everyone’s ideas were listened to and included in our new business plan,” Salvadorsays.For him,adoptingthisparticipatory approachwasessentialtobringthe teamtogetherandgeneratingasenseof ownership.Hisapproachborefruitfor PPIasitmadeaverypositiveimpact ontheworkenvironmentnoticeably increasingproductivity
“I expect PPI will grow in the same direction, providing international procurement solutions not only to PEMEX and its subsidiaries, but also to other companies. First, through PEMEX’s strategic partnerships, and later directly to multiple companies operating in Mexico. Afterwards, we will work to expand our services to the entire energy sector, not only oil and gas, providing international procurement solutions to companies such as the National Electricity Company.”
A Born Leader Driving Growth with Insight and Experience Steve Cowan:
Aleaderisexpectedtobealotofthings.Moreoften
thannot,heistheepitomeofalltheexpectations thateveryoneelsecannotbe,heldaccountable oftenbythesamepeople.Humanexpectationsarenotfair andneitheristheunduepressurethataccompaniesitas baggage.However,somepeopleareborntoturn expectationsintoopportunitiesandthepressureinto unparalleledfervor.Suchleadersnavigatetheseaof expectationssuccessfullytosailtheboatoflifetowardsthe boundlesshorizonofaperfectfuture.Attheendofalong andhardworkingday,thesepeoplearecherishedand valuednomatterwhat.Theseleadersaretreasured regardlessofwhetheranyoneontheirteamrealizeswhat liesaheadinthebigblueocean– because they know they can always count on someone to lead
Eugene Cheng is Partner & Creative Lead at HighSpark a company that provides presentation design services and consultancy to Fortune 500 companies. He also mentors for a video production company: MotionSauce
StevejoinedCCHS,aleadingproviderofwarranty,repair, andmaintenanceservices,withmorethantwodecadesof leadershipexperience,includinghismostrecentrolesas PresidentofAffinionGroupandCEOofCustomer EngagementSolutions,abusinessunitofAffinion. During histimeatAffinion,Stevesuccessfullyopenednew geographiesandlaunchednewproductsandlinesof businessintheU.Sandabroad.
Aquotethatperfectlyresonateswiththecharacteristicsof thisleadingCEOis,“If you want to be great and successful,
Thinking about the leadership challenges I've faced over the years, determination, optimism and authenticity are core values that always seem to resonate and serve me well
choose people who are great and successful and walk side by side with them.”-RalphWaldoEmerson.
Foundedin1978,CCHSisresponsibleforestablishing someoftheindustry’sbest-knownhomewarrantyand maintenancebrands,including TotalProtect Home Warranty and HMS Home Warranty.CCHSdevelopsandmaintains meaningfulpartnershipsacrossavarietyofindustries includingfinancial,retail,insurance,realestateandutilities. Thecompanyalsomarketsdirect-to-consumer,withtheend
Steve Upshaw CEO
goalbeingtoofferhomemanagementsolutionsthat empowerhomeownersandgivethempeaceofmind.When talkingaboutthecompany’sstrategicgoals,Stevenoted, “We want to meet and exceed our consumer’s needs with laser-like focus on value and experience.”
ConsideringSteve’spreviousexperiences,hewasanideal fitfortheCEOpositionatCCHS.Workinginconsumer servicessincetheageofsixteen,Stevegarneredthepassion toseeksolutionsthatmeetcustomers’needswhileworking tomakethemfeelgoodabouttheexperience.Yearslater,he sawthepotentialtodriveCCHSforwardandtransformthe morethan35-year-oldcompanywith“greatbones”and extraordinarygrowthpotentialintosomethingreallyspecial intheindustry. Whiletalkingabouttheidealqualitiesthat atransformationalCEOshouldpossess,Stevesaid,“I believe having the clarity of vision or purpose is most important. One must be absolutely clear about what they want to achieve, and why, in order to successfully steer and rally an organization.”
AdvicetothePotentialEntrepreneurs
Stevesuggeststhatambitiousandrisingentrepreneursask someofthequestionsthatheaskshimselfincluding,“Are you passionate about your idea or venture? I mean, absolutely obsessed with the belief in yourself and the ability to turn your passion into a reality.” Steve encouragespotentialleaderstobethoroughintheirselfevaluationandrelyonfriends,family,andadvisorswho demonstrateanabilitytoprovidetheunvarnishedtruth. Andhesaid,“Ultimately, I love encouraging bold risktakers to follow their dreams.”
TakingStepstoAchieveaNewVision
Whileinthemidstofanorganizational,digitalandcultural evolution,Steveandhisteamareexcitedabouttheshort andlong-termfuture.Heisleadingthecompanytoworkon acorporatere-brandingstrategytoreflectamore contemporary,tech-forwardorganizationwithabroadened vision.Healsoanticipatesinnovationinthecompany’s serviceofferingsandexpansionofitsdistributionchannels, aswellastransformationincustomerengagementasCCHS aggressivelyleveragestechnologyandimplementsa paradigmshiftinthewaytheydelivervaluetotheir networkofexpertserviceprofessionals.Steveconcluded theconversationaboutthecompany’splansbystating, “We’ll execute our bold agenda by leaning into our highperformance culture efforts and building strong associate engagement.”
Cross Country Home Services
Vincent Forster Co-founder & CEO Versantis
An Award-winning Visionary Saving Millions of Lives
Atthepeakofhiscareer,Vincentisabouttoachievewhat healwayspromoted—linkingentrepreneurialtoscientific mindsetstotranslatethefruitofacademicresearchtothe market.Hebelievesthistranslationischallengingand requiresasolidandversatilesetofskills. “I don’t think anyone is born entrepreneur or CEO and I truly believe that with the right balance of commitment, motivation, and perseverance, everyone can build and grow a successful venture,” Vincentasserts.
Threeyearsback,Vincentseizedthisopportunitymotivated bytheperspectivetosavethelivesofpatientswithliver deficiencies.Hewasknowinglytakingalargestepoutside ofhiscomfortzoneandit’snotsomethingheregretstoday, notforasecond.Hesays, “The daily problem-solving and the constant learning are getting me out of bed every morning!”
Vincentisastrongbelieverof ’time is money.’ Thisnaïve sayingisespeciallytrueinBiotechnologywherecapital needisextremelyhighandproductsmustnavigatethrough time-consumingregulatoryhurdlestoreachmarketing approvalandenjoywhatremainsfromtheirpatents protectionperiod. “This puts biotech executives under pressure to be creative every step of the way in order to design a lean, condensed, and cost-efficient development strategy. Executive teams of small biotech startups must be able to plan proactively and juggle between different fields with external partners to successfully climb every step on the way to success. This is exactly what we have fostered at Versantis from the start; we have successfully built a trusted network of collaborators, together achieved milestones in a timely fashion, and now with two Orphan Drug Designations granted to our lead product, we can plan on a lean clinical development,” Vincentadds.
FosteringNewIdeasandDrivingtheDevelopment
LastMarch,VersantissuccessfullyraisedaSeriesAof $4.5mwithoutstandingpartnerssuchasRedalpineVenture CapitalandHealthequity.Butraisingmoneyisonlythe beginning,nowVersantis’teamisontheclocktoadvance itsleadproducttothefirst-in-humanclinicaltrial. Simultaneously,Versantiscontinuouslyfostersnewideas anddrivesthedevelopmentofitsfollow-onproductsVS-02 andTS-01,withwhichVersantiswillstandoutasan innovationalleaderinhepatology.Itspipelineembracesall stagesofhepaticencephalopathyandaimsatincreasingthe lifeexpectancyandqualityofthesepatientswhichhave beensofarneglectedbythedrugdevelopmentindustry. Vincentaims, “…in 5 years from now, these patients will be diagnosed, saved, and supported with our products.”
