“How We Approached the launch of Africa Wellness Congress”
CHRISTINA WEIDINGER
“You Can’t Technology,Stop but You Can Shape it”
THE ETHOS THAT DREW ME TO THE LUŠTICA BAY PROJECT
Expect Several Real Game-Changers in E-Mobility”
Welcome to another fabulous edition of Trailblazing Magazine/The Woman Edition, which is proudly an assembly of 10 women from all over the world!
Ten stories of 10 other incredible women that were once little girls with big dreams and aspirations too. And they did it! They have worked hard, endured, contributed to various sectors and made all the difference. We are here to recognize these contributions with compassion and love.
This edition takes you from Albania to Montenegro, Austria, Dubai, Morocco and so on and so forth! What an amazing Trip!
Enjoy every page of this issue to learn and get inspired from the best business models, and why not, put them into practice!
Be sure to keep up with every edition of Trailblazing Magazine/The Woman Edition, and our official social media accounts for updates!
To share your story, write to me as usual at: rudina.hoxha@jphospitaliy.eu
Jose Pinto • Co-Founder
Founder
Love, Rudina
employee4you.com/en/
“How
We Approached the launch of Africa Wellness Congress”
By Rudina Hoxha
Christine Eskandar
Christine Eskandar, International Business Development in aesthetics, beauty, and wellness sectors, stands behind the first pan-African B2B event for the wellness sector which will be held on October 13-14, 2025 at the prestigious Es Saadi Marrakech Resort in Marrakech, Morocco, organized by HAB France.
Trailblazing Magazine/The Women Edition interviewed Christine on the event which aims to bring together investors, hotel and spa professionals, wellness experts, and policymakers to discuss and foster the growth of Africa’s wellness industry, with a program featuring keynote speeches, panel discussions, and networking opportunities.
“We partnered with African main players to put their wellness culture and knowhow forward,” Christine Eskandar said.
She also discusses over the various aspects of your work and industry while highlighted the new concept of self-care. For few years, Longevity has reined the world of Wellness, it still does I think, but it is starting to wear out. Today, Self Care is a trend that springs out of a need,” she said.
According to her, the definition of self-care is “live wellness yourself before you offer it to others,” a topic to be explored during the next edition of Medi Wellness Congress in Geneva where the main theme will be: Reset, Recharge, Regrow: The Science of Modern Wellness.
Full interview follows:
Posing with Mr. Iztok Altbauer, former president of Slovenian Spas Association.
Can you walk us through your role in international business development within the aesthetics, beauty, and wellness sectors? What does a typical work day look like for you?
I have been working for 10 years now in international B2B event organization in the beauty, wellness, and aesthetic sector. My role can be summarized as Networking Facilitator, we create a favorable environment where professionals can connect, network, and share their know-how, all in an intimiste atmosphere and through living a memorable experience.
My typical day is rich with meetings and phone calls, which I don’t mind at all because this values the human contact.
What are the key factors you focus on when expanding a brand into new international markets, especially in such a competitive space?
My utmost priority would be to make the brand master its investment when expanding internationally. In highly marketed international events, the focus is on quantity and not quality: how big the booth is, how many staff we mobilize, how much marketing expenses we incur to be more visible, and so on and so forth…. At our events, it is never about numbers, it is about the quality of the contact that we introduce. We deleted the booth idea and converted the showcasing to a presentation table, we ask the brand to bring one banner, few brochures, few goodies, and that’s it. The humans behind the brand will make sure
that the right message is conveyed to the right people.
How do you tailor your strategies when working with different regions, considering cultural, regulatory, and consumer behavior differences? How do you identify the most promising international markets for a new product or brand in beauty and wellness?
If I could have one word to summarize our strategy since the launch of our business, this word would be ADAPTABILITY, and this is the key when you work with a variety of cultures. It is us who need to adapt, not the other way round. The other thing to keep in mind when spotting a potential market is that you need to give rather than take, you need to celebrate the culture of this
market and work to make it shine brighter at an international level. This is how we approached the launch of Africa Wellness Congress, the first pan-African B2B event for the wellness sector. We partnered with African main players to put their wellness culture and knowhow forward.
Identifying new markets demands dedicating a considerable part of your time to active reading, active listening, and active observation. Following the political and economic development in different areas in the world and regularly connecting with the key players help us understanding the signs to plan an event in that area.
What are your main goals when entering new markets, and how do you measure the success of those initiatives?
With Ms. Petula Elzenaar (L) ambassador of Medi Wellness Congress and Ms. İpek Gediklioglu, former junior project manager
When we choose new markets to create new events, we want the latter to respond to real need, because the need is what creates the demand. Copying what already exists can work once, maybe twice, but that’s it. Innovation based on concrete market demand has a 99% chance of working.
To measure the success, in addition to the classic scientific KPIs of how many exhibitors, how many visitors, year-to-year growth percentage, etc…, we tend also to measure some aspects that can hardly be measured by science: The looks on the attendees faces when they are listening to an expert giving an interesting conference, the laughters that we hear during coffee breaks and at the dinner table when the attendees share a humorous anecdote, the sparkle in the clients’ eyes when they tell us about how many times they went to huge events at the same time of other participants, but that they haven’t really met or had a real conversation before they were at our event… It is things like these incidents that make me say, Christine, you managed to have a great event.
Can you give an example of a market where you successfully expanded a brand in beauty, aesthetics, or wellness? What were the key steps involved?
In the late 2010s, just before COVID, Asia was the dream continent to all European brands, especially in aesthetic medicine. We held 4 match-making events in different countries in Asia and for a few clients, it was the beginning of a long journey of export to Asia.
The steps are really simple, and they all concern knowing the local market needs. We go in touch with leading distributors
from key markets in Asia (Singapore, Malaysia, Japan, Thailand, Vietnam, Indonesia, etc…) and asked them what type of products they are looking for to complete what already exists in their markets, and with their input, we went looking for brands matching their needs, and bingo, it worked.
What are some of the new events on the way?
We launched earlier this year Africa Wellness Congress which you readers got to know thanks to the press release you published, and it is taking place in few weeks. I believe we will wait a year or two for this event to be consolidated before we launch another one in a different market. Of course, we have the 5th edition of Medi Wellness Congress taking place in Geneva on April 27th & 28th that we are working on as well.
What are some of the most significant trends you’re seeing in the beauty and wellness industries globally? How do these trends influence your business development strategies?
For few years, Longevity has reined the world of Wellness, it still does I think, but it is starting to wear out. Today, Self Care is a trend that springs out of a need. In our fast-paced world, even the people working in wellness do not live the real sense of wellness: they have chronic stress, spend hours behind the screens, good nutrition drops off their priority list, become sedentary, all because they work a lot to bring wellness to others. But remember the safety measures during flights: in case of emergency, you put your oxygen mask first, and then you go help others put it, and that is exactly the definition of self-care, live wellness yourself before you offer it to others.
We are exploring this topic during the next edition of Medi Wellness Congress in Geneva where the main theme will be: Reset, Recharge, Regrow: The Science of Modern Wellness.
How important is innovation in the product offerings for the beauty, wellness, and aesthetics markets when targeting new international regions?
Extremely important. When I talk with distributors and ask them what they are looking for to add to their portfolio, the first response is unanimous: Something New! The hard mission to get more info about that, but I’ll leave that to another talk �� In today’s world where in a click of a button we can buy a product coming from the other part of world, there is absolutely no interest in introducing similar products in the market, any market. Innovation can be in the formulation, the packaging, the marketing, the pricing, the after-sales service, the targeted customer, but it needs to be there to have a sustainable success.
How do you stay up-to-date with the constantly evolving regulations around ingredients, labeling, and product testing in different countries?
Our best allies in that regard are the different trade associations and federations who often have legal staff that can provide easy-to-read executive summaries of the new regulations being adopted mainly in Europe but also abroad.
How do you feel working with women and for the women?
It is very fulfilling to live this women power and empowerment, and we are lucky and privileged as in some countries, women unfortunately still live under oppression and cannot pursue the path they wish for themselves. As for working for women, I dream of a more inclusive world where all genders feel worthy of what beauty and wellness can provide, and I also dream of even a more inclusive world where all social classes are worthy of beauty and wellness can offer.
With Ms. Vladi KOVANIC, founder of Forum HOTel&SPA in Paris and congress program director of Medi Wellness Congress
By Rudina HOXHA
Los Naranjos Golf Club’s
Emma García The Golf Management Program - So Much More Than Study Golf Management in a Classroom
The Digital Marketing and Sales Manager, Emma Garcia at Los Naranjos Golf Club in Spain underlines in this interview with Trailblazing Magazine/The Women Edition that the Golf Management Program embodies a special combination of theory and practice. And this is not all….
“Students don’t just study golf management in a classroom — they also experience real situations at a golf club. Another key point is that the teachers are active professionals, so they bring real knowledge and experiences from their daily work,” Garcia says.
She also stated that the Program guarantees the students the possibility to work on golf courses which can be regarded among the best in Spain.
Initially Emma, who is working for more than 20 years in this position, had golf a hobby, but soon she embraced it as a passion. Today she has a message for the women who love golf. “It takes discipline, confidence, and resilience. Sometimes women face extra challenges, but with dedication and a strong mindset, we can succeed,” she says.
Los Naranjos belongs to a select group of golf courses on the Costa del Sol, designed by world famous golf architect Robert Trent Jones and was built at a time when suitable land was still available. The course quickly caught world fame thanks to its championship layout and design, during the hosting of the World Cup, Spanish Open and other important competitions.
Full interview below:
What can you say about your background in golf? How did you get involved?
I started playing golf when I was quite young in Brighton during student interchange trip. Over the years, it became a hobby and it turned into a real passion when I studied in the university. That passion eventually led me to work in golf and develop a professional career in the industry.
Can you share with us some of those experiences that help prepare you for your career at Los Naranjos Golf Club, one of the best golf clubs in Spain?
I have worked in different areas of golf, from organizing events and tournaments to working closely with members and guests. These experiences taught me about teamwork, communication, and the importance of service quality. All of this prepared me to contribute at a high level at Los Naranjos Golf Club.
Let’s dive into the Golf Management Program that you are engaged in. What do you think makes this Program so special? What are some of the main highlights of this Program and what are its advantages in comparison with other similar programs?
What makes this Program special is the combination of theory and practice. Students don’t just study golf management in a classroom — they also experience real situations at a golf club. Another key point is that the teachers are active professionals, so they bring real knowledge and experiences from their daily work. On top of that, the golf courses where we work can be considered among the best in Spain, which makes the Program even more valuable compared with others.
What are some practical steps that this Program offers effectively to keep the students’ interest high in golf?
The Program gives students the chance to participate in events, internships, and projects where they feel involved. This hands-on approach keeps their motivation high because they see how their studies connect to real golf operations.
How has your time on this Program impacted your professional career, and do you feel that you’ve achieved positive change during your tenure?
It has been a very positive experience for me as a professor. Teaching in this Program has allowed me to share my knowledge while also learning from
students and colleagues. I have expanded my professional network, strengthened my skills as an educator, and gained a deeper understanding of golf management from different perspectives. I truly feel that I have achieved positive change during my time in the Program.
What is one piece of advice you would offer to students who love golf but aren’t sure there’s a place for them in the Program?
I would tell them not to be afraid. Golf has many different career paths — from
coaching to management, marketing, or event organization. If you love the game and the golf industry, there is always a place for you!
As a woman, what does it take to be a successful golf industry professional?
It takes discipline, confidence, and resilience. Sometimes women face extra challenges, but with dedication and a strong mindset, we can succeed. I also think it’s important to inspire other women to join and enjoy golf industry roles.
ADRIJANA HUSIC
Marketing is All About Being You
Adrijana Husic, award-winning marketing expert, CIM-certified professional, and founder of CS Cassiopeia sat with TRAILBLAZING MAGAZINE/The Women Edition to share her journey in the immense world of marketing and communication.
With over 20 years of experience in branding, communications, and business growth across industries, she underlines that her early work experience was key to her career as it gave to her “a deep respect for strategic thinking and long-term vision in communication.” After working in key positions, she created a communication studio focused on consulting, mentorship and creative industries. “We work on brand strategy, content, and visibility, but we also develop original educational products like colouring books and memory games inspired by Montenegrin heritage. In these projects, communication becomes culture,” she says.
In the new digital era, for Adrijana, it is important how “we show up in this era of rapid evolution” while “authenticity is your sharpest tool.”
Full interview follows:
Dear Adrijana, how did you enter the world of marketing and communication? What do you remember from the early times? Back in high school, I started working quite early as part of a youth organisation. I began as a volunteer and gradually progressed into leadership roles, eventually directing programmes and managing people. Communication came into my life quite organically; at first, I was just the one who wrote the announcements or talked to the media when needed. But I realised I actually enjoyed and intuitively understood it over time.
That led me to head the first Public Relations Centre of its kind in Montenegro – a pivotal role that solidified my interest in the field. While my foundation was originally in corporate communications, my later experience in large-scale corporate environments like Uniqa Insurance, Telenor Montenegro (now One Montenegro), and Portonovi brought me into the marketing world. From there, it became my primary focus.
The early days were very different. We were working in a pre-social media world, where everything moved much slower. What felt “fast” back then would seem almost static today. But that period gave me something valuable: a deep respect for strategic thinking and long-term vision in communication.
As a woman, did you face any challenges? If so, can you share them with us?
I personally didn’t face many challenges early in my career, perhaps because I started in the NGO sector, where equality, inclusion, and empowerment were part of the ethos. I was fortunate to work in
“We’re entering a new phase now: focusing more on digital innovation, product development, and storytelling formats that connect culture, education, and business. We want to scale, but we want to grow meaningfully.”
environments where I felt seen and supported. But what I did witness, even then, were the challenges that many women around me were facing: lack of visibility, limited access to leadership roles, or simply not being taken seriously enough.
Over time, especially as I moved up the corporate ladder, I became increasingly aware of how structural and societal barriers affect women’s professional journeys - sometimes subtly, sometimes blatantly. Just because we may not experience those barriers directly doesn’t mean they don’t exist. My NGO foundation gave me the empathy and lens to notice those patterns. My corporate experience helped me to see how persistent and complex they can be.
Especially in our region, women often face more pressure, more scrutiny, and higher expectations to prove themselves. That’s why support, representation, and solidarity matter so much. We all have a role to play
in making space for women to be heard, recognised, and to thrive - on their own terms.
Three words to describe CS Cassiopeia. How has this brand evolved through time? Is your company in a phase of further development and innovation?
CS Cassiopeia was born from a desire to communicate with meaning. The name itself, Cassiopeia - she whose words excel, captures what we strive for: words that inspire action, build trust and leave a lasting impression. From the very beginning, I wanted to create a space where strategy and storytelling meet, where emotion and insight go hand in hand.
It’s both a consulting studio and a creative workshop. We work on brand strategy, content, and visibility, but we also develop original educational products like colouring books and memory games inspired by Montenegrin heritage. In these projects, communication becomes culture.
One of my greatest passions is branding, especially when it comes to shaping and supporting the identity of my own country, Montenegro. I truly believe that nations, just like companies, deserve to be communicated with care, purpose, and clarity. Whether we’re working in tourism, real estate, education, or social impact, I always seek to infuse storytelling with emotional relevance and strategic direction.
Another core pillar of what we do is mentoring - supporting people and brands to grow. I find great joy in helping others find their voice, refine their vision, and build something that lasts. For us, innovation isn’t just about what’s new - it’s about staying true to our values while evolving with purpose.
We’re entering a new phase now: focusing more on digital innovation, product development, and storytelling formats that connect culture, education, and business. We want to scale, but we want to grow meaningfully.
How is CS Cassiopeia adapting to the demands of the new digital era?
Do you find it difficult to communicate in these times of digital revolution?
I wouldn’t say it’s difficult, but it is certainly challenging. And that’s a good thing.
Challenges have a way of bringing out the best in us, but only if we approach them with intention. At CS Cassiopeia, we embrace change as a constant and believe that the most
important thing is how we show up in this era of rapid evolution.
Technology, digital platforms, and now AI are advancing quickly. But we’re advancing too -learning, testing, staying curious. We’re not chasing every new trend blindly; instead, we stay focused on what truly matters: understanding people, communicating with purpose, and staying grounded in values. In a world of noise, authenticity is your sharpest tool.
The digital era rewards those who are clear, consistent, and courageous. For us, that means combining strategy with emotion, data with insight, and being brave enough to tell stories that
are real. We’ve found that when you’re intentional - when your message is rooted in meaning, digital becomes a powerful ally, not a threat.
Can you detail out some of your projects you are carrying out to improve the customer experience?
One of the most significant chapters in my career was my work with Portonovi, where I led marketing and communications at a pivotal moment of growth. We weren’t just building a resort -we were shaping a destination. The goal was always bigger than real estate or luxury hospitality; it was about creating a place that resonates emotionally, culturally, and aesthetically with people. Today, Portonovi is not only recognised within Montenegro but internationally as a symbol of elegance, authenticity, and modern Mediterranean living. That kind of perception doesn’t happen by chance - it results from careful brand building, meaningful storytelling, and deep strategic positioning.
On the other end of the spectrum, but still guided by the same principles, I’ve created a line of educational products like colouring books and memory games rooted in Montenegrin identity. These are not just toys; they’re designed with the end user in mind - whether it’s a child discovering national heritage, a tourist
bringing home something meaningful, or a parent looking for thoughtful gifts. It’s the same question at the heart of both types of projects: how does this make someone feel? When we centre the experience (whether digital, physical, or emotional)we build real connections. And that’s where brand loyalty truly begins.
Based on your 25 years of work experience, what are the qualities one needs to have as a marketing manager?
Marketing begins with communication, and good communication is simple, purposeful, and honest. You have to know how to speak so people listen. And what’s even more important: how to listen so your message truly lands.
Then comes strategic thinking. A marketing manager must be able to see the big picture, connect the dots between data and creativity, and make decisions not just for today but with the long game in mind. Trends come and go, but strategy keeps you grounded.
Adaptability is also key. We work in an everchanging environment. New platforms, new behaviours, new tools - if you’re not open to learning and evolving, you risk becoming irrelevant.
And finally, authenticity. People respond to what’s real. Whether you’re leading a team, crafting a campaign, or building a brand, being genuine is your greatest asset. Marketing is not just about selling; it’s about connection. Connection requires you to show up as yourself.
Marketing and communication are very important when it comes to boosting a brand’s reputation. How does CS Cassiopeia work in this regard?
We always start with a strategic foundation
- values, tone, and positioning. Everything starts with understanding the true essence of the brand - what it stands for and where it wants to go. We help our clients articulate their essence - because only when you’re clear about your identity can you communicate it with purpose.
From there, we define the tone, values, and direction. We ask: Who are we doing this for? What kind of relationship do we want to build with them? And how do we want to be remembered?
It’s never just about being seen - it’s about being seen for the right reasons.
What growth plans does the company have in the coming years?
We’re always cooking something. Sometimes, we know exactly what’s in the recipe, and sometimes, inspiration leads the way.
Right now, that means more original products that blend creativity, education, and cultural storytelling. It means developing new formats - digital, print, live experiencesthat connect people with ideas that matter. It also means working with clients who share our values and want to create an impact beyond the bottom line.
We’re not chasing scale just for the sake of it. We want meaningful growth - projects that challenge us, partnerships that energise us, and outcomes that make a difference.
PERSONAL NOTE
What does your typical day of work look like? What is the first thing you do? Are you a coffee or tea kind of person?
I love a structured day - even when I rest. But in marketing and communication, you never know what’s coming. So, I plan like a strategist and adapt like a jazz musician. First thing? Coffee and quiet.
How do you beat stress in a competitive marketing and communications environment?
Do we ever really beat stress – or just find ways to dance around it? For me, it’s rarely about one big technique. Sometimes, it’s doing absolutely nothing. Other times, it’s going to a concert, booking a trip, or just spending time with people who inspire me and make me feel better – family, friends, or a spontaneous coffee with someone who makes me laugh. That’s my way of resetting the system.
How do you manage to stay so fresh and well-groomed all the time? Where do you find the source of inspiration and motivation to move on?
Thank you, but it’s really about being true to myself. I try to do the things that feel good and right for me, not just what’s expected. Travel helps a lot – it brings me back to myself. Reading, too. And I’ve developed my own little techniques over the years –routines I return to when I need balance. It’s not about being perfect but about feeling aligned.
What are you reading now? How important is reading to stay updated all the time in your field?
I’d love to say I read as much as I used to, but the truth is – life moves fast. These days, most of my reading is linked to the field I work in. I start my mornings with industry blogs, LinkedIn insights, and course material – I’m currently in my final year of CIM’s Level 7 marketing certification, so there’s no shortage of reading there.
Still, I try to carve out time for books that feed a different part of me – I’m slowly working my way through Atomic Habits Reading helps me stay inspired and connected to ideas that matter.
A unique message for all young professionals in the marketing industry:
It’s okay to doubt yourself. It’s okay to wake up and wonder, “Why on earth did I choose this path?” The truth is – this field isn’t just about chasing innovation or launching the next big thing. It’s about being persistent The small, repetitive actions – the unseen effort, the quiet adjustments – actually move the needle. Keep showing up, stay curious, support others, and let your own voice evolve along the way. That’s how real progress happens.
CHRISTINA WEIDINGER
“You Can’t Stop Technology, but You Can Shape it”
“What inspires me most is the speed at which our world is changing. I realized early on that companies don’t just need good products or services anymore –they need the ability to act quickly and adapt radically,” says Christina Weidinger, Founder of Employee4U, entrepreneur and a recruiting architect, in her interview with Trailblazing Magazine/The Women Edition.
The Austrian serial entrepreneur is fond of working smart on new business ideas that guarantee sustainability. When she realized that the world of business has ushered in a completely new era – the era of machines and Artificial Intelligence, she took quick actions. “I’ve always been passionate about technology and innovation, but I understood that entrepreneurs can’t just watch from the sidelines. We need to grasp trends quickly, identify opportunities, and have the courage to rethink business models radically,” she stated in this interview.
A key moment for me was the publishing industry. It was a great business – until
A big turning point came with the pandemic. Like many entrepreneurs, I saw projects suddenly put on hold. I spent almost a year in Dubai – a hotspot for visionaries and founders – and immersed myself in Artificial Intelligence and social media.
By Rudina Hoxha
people’s habits shifted dramatically. Today, people spend an average of six hours a day on social media. That’s a reality you need to recognize and use as an entrepreneur.
According to Weidinger, AI will carry out many tasks for the humans “but human skills like creativity, empathy, values, and the ability to think in complex ways will remain irreplaceable.”
“That realization led me to where I am today – with Employee4U in recruiting, and as a consultant in sales and AI architecture helping companies prepare for the future,” she emphasizes.
Read her full interview to learn the “ins and outs” of an entrepreneur who faces every situation in an unpredictable world like in today’s.
Full interview below:
Can you walk us through your journey as an entrepreneur? How did it all begin?
My entrepreneurial journey began in 2008 –very traditionally, with just a laptop and an idea at the kitchen table. Out of that came Diabla Media Verlag, where we launched magazines such as Succeed, the European Business Newspaper, Der Unternehmer, Austrian Airlines’ in-flight magazine Skylines, and the Vienna City Guide. Within just two years, it had grown into a mid-sized company with around six million euros in annual revenue – a wild ride from zero to one hundred.
Shortly afterwards, I founded the Sustainable Entrepreneurship Award (SEA) – an international initiative recognizing companies that tackled the big challenges of our time with innovative and economically viable business models.
Building on this, I launched Future4you, a consulting agency for sustainable business models, with the SEA at its core. Around the same time, I co-edited the book Sustainable Entrepreneurship – Business Success through Sustainability (Springer Verlag) with Dr. Franz Fischler (former EU Commissioner) and Prof. René Schmidpeter (renowned sustainability expert). The book became a
standard reference at leading universities and brought me to global stages –including Harvard and the House of Lords.
After these intense years with publishing, the SEA, consulting and the book, I realized that the media world was changing rapidly. The traditional publishing model no longer had a future. I closed the publishing house in an orderly way, sold Future4you, and took a deliberate break to make space for new inspiration.
A big turning point came with the pandemic. Like many entrepreneurs, I saw projects suddenly put on hold. I spent
almost a year in Dubai – a hotspot for visionaries and founders – and immersed myself in Artificial Intelligence and social media.
This eventually led to Employee4U: a company that combines my deep understanding of employers and employees with modern AI to not only find talent but retain its long-term. In parallel, I also work as a consultant in sales, strategy, and AI architecture – because for me, one thing is clear: you can’t stop technology, but you can shape how it’s used.
What inspired you to get involved in such diverse industries as the founder of Employee4U?
What inspires me most is the speed at which our world is changing. I realized early on that companies don’t just need good products or services anymore – they need the ability to act quickly and adapt radically.
At the same time, the shortage of skilled workers defines our era. While AI takes over many tasks, completely new requirements emerge: networked thinking, digital competence, the ability to handle speed and thrive in dynamic environments. These profiles determine whether companies remain future-proof.
With Employee4U, I built a company that doesn’t just react to these changes, but actively shapes them: we combine deep market knowledge with AI-driven methods to find the people who make the real difference.
And in my role as a consultant, I help companies align their sales and strategy to not only survive but thrive in this fastchanging environment.
Was there a pivotal moment or decision that shaped the direction of your entrepreneurial career?
Absolutely. For me, it was the realization that we are at the beginning of a completely new era – the era of machines and Artificial Intelligence. I’ve always been passionate about technology and innovation, but I understood that entrepreneurs can’t just watch from the sidelines. We need to grasp trends quickly, identify opportunities, and have the courage to rethink business models radically.
A key moment for me was the publishing industry. It was a great business – until people’s habits shifted dramatically. Today, people spend an average of six hours a day on social media. That’s a reality you need to recognize and use as an entrepreneur.
This taught me a central truth: you can’t stop technology, but you can shape it. AI will take over many tasks, but human skills like creativity, empathy, values, and the ability to think in complex ways will remain irreplaceable. That realization led me to where I am today – with Employee4U in recruiting, and as a consultant in sales and AI architecture helping companies prepare for the future.
How do you decide whether to start a new venture or support an existing one?
For me, the deciding factor has always been whether a business model is truly futureproof. With publishing, it became clear that it wasn’t, so I let go. With Future4you, the timing was right to sell and take a personal break.
When I started Employee4U, my goal was very clear: to create a model that works even in times of crisis, is globally scalable, and can be run from anywhere with just a laptop and a phone. It’s built on partnerships at eye level, not traditional employees – but independent experts working together across borders.
And alongside this, I support companies directly as a consultant in strategy and sales, helping them integrate AI in ways that deliver real value.
What unique challenges and opportunities have you encountered in the industries you’ve embraced – and how do you stay innovative across multiple industries?
Looking back, every industry had its own opportunities and challenges, but three themes run like a thread through my journey:
• Sales – my passion from the very beginning.
• Sustainable Entrepreneurship – my compass and DNA.
• Artificial Intelligence – the most exciting topic of our time.
From these, Employee4U was born: a company where I bring together everything I’ve learned to help clients find and retain the right people.
And in parallel, I work as a consultant, helping companies build structures, sharpen their sales strategy, and use AI in ways that make them not only more efficient, but truly future-ready.
How do you balance long-term vision with solving short-term client problems?
Today, no business model can be set in
stone for the next ten years. Technology evolves too fast. The true superpower is adaptation: recognizing trends early and translating them into action quickly.
That’s exactly how we work at Employee4U
– we constantly adjust when the market demands new approaches. And in my consulting, I help companies do the same: solve immediate problems, but always within structures that stay flexible and future-proof.
What common mistakes do you see founders make when scaling their businesses?
Three mistakes stand out:
• Not building structures and processes that grow with the company.
• Hiring too fast – or the wrong people.
• Losing focus by chasing too many things at once.
At Employee4U, we address these challenges head-on by bringing in the right talent with the right mindset. And in my consulting, I help companies scale strategically: with clear processes, a strong sales foundation, and smart integration of AI.
How important is brand storytelling and positioning in building a sustainable company?
Extremely important – but only if built on the right foundation. My approach is simple: you must know your customer’s biggest problem better than they do, and solve it. Only then does storytelling and positioning have real power.
That’s the principle I use in my consulting work, where I help companies align their
sales and strategy with this core question. And with Employee4U, we apply the same principle in recruiting – it’s never just about a job ad, but the story behind it.
How do you attract and retain top talent across different sectors? What qualities do you look for in your team members?
I no longer work with traditional employees. Instead, I collaborate with partners at eye level – absolute experts in their fields, who think entrepreneurially and take responsibility.
This philosophy also shapes Employee4U: we don’t just fill positions, we find the people who are both technically strong and culturally the right fit. In my consulting, I encourage companies to adopt this mindset within their own teams.
How do you handle failure, both personally and within your teams?
Failure is inevitable – and often the biggest driver of progress. The key is not whether mistakes happen, but how you respond.
For me, it’s about taking responsibility and reflecting: What can we learn, and how do we avoid repeating it? Very often, that process sparks innovation.
That’s how I see it in both Employee4U and my consulting work: mistakes are not setbacks, but starting points for new ideas.
Are there any upcoming trends or shifts you’re particularly excited about or investing in?
“Today, no business model can be set in stone for the next ten years. Technology evolves too fast. The true superpower is adaptation: recognizing trends early and translating them into action quickly.”
• Artificial Intelligence – the biggest gamechanger of our time.
• New Work – location-independent, networked collaboration.
• New skill profiles – creativity, adaptability, networked thinking.
At Employee4U, we help clients find talent for this future. In my consulting, I work with companies to design strategies that make AI and new work models truly productive.
How do you measure impact — financially, socially, or creatively?
For me, impact has three dimensions:
• Financial – a business must be economically sound.
• Social – creating opportunities, connecting people, enabling careers.
• Innovative – bringing new impulses into the market.
At Employee4U, impact means placing the right people who stay long-term. In my consulting work, it means helping companies boost their sales and strategic power with AI – and seeing measurable improvements in their market position.
What’s the best advice you’ve ever received as an entrepreneur?
The best advice I ever got was: “If you don’t like the heat, get out of the kitchen.”
Entrepreneurship means responsibility, pressure, and sometimes resistance. For me, this phrase is a reminder that you need to embrace the “heat” – maybe even enjoy it –if you want to succeed as an entrepreneur.
How do you personally define success today — and has that definition evolved over time?
In the past, I defined success mainly by numbers – revenue, growth, reach. And I still enjoy financial success; I love the feeling of being an entrepreneur, and I couldn’t imagine life without it.
But my definition of success has expanded. Today, it also means freedom – being able to work from anywhere, with partners at eye level. It means creating impact –connecting companies and people to grow together. And it means setting impulses with ideas that reach beyond the present.
What do you want your entrepreneurial legacy to be?
Honestly, I don’t believe in “legacy” in the traditional sense. In eternity, we are no more than the flap of a butterfly’s wings.
What matters to me is doing what I do with joy and passion – and inspiring others to live courageously, believe in themselves, and sometimes do things differently.
If something remains, I’d prefer it to be a smile rather than a statue. Statues gather dust – but a thought that sparks courage or laughter lasts much longer.
And if through my work I can also help make the world a little better, then that would mean the most. Innovation gives us the chance to create solutions that protect our planet and reduce exploitation. In the end, we have only one Earth – and the responsibility to treat it with care.
ANA ZLOKOVIC
THE ETHOS THAT DREW ME TO THE LUŠTICA BAY PROJECT
ABy Rudina HOXHA
na Zlokovic, Sales Director at Luštica Bay, Montenegro’s largest luxury mixed-use project with annual sales exceeding €140 million, comes in the September issue of Trailblazing Magazine/The Women Edition to shed light on this spectacular project in the region and how she is overseeing the product development, team performance, and market positioning.
“I believe my market knowledge is a key asset. My personal interest in architecture, heritage, and urban planning has also been important in shaping our product offering here,” Ana says about her striking skills.
She also admits that “a significant part of our success at Luštica Bay has been our ability to continuously monitor market demand and design trends, allowing us to proactively shape new product types that cater directly to our buyers’ evolving needs.”
Upon completion, Luštica Bay will be a true coastal town, home to more than 6,000 residents in over 3,000 apartments and 300 luxury sea-view villas, and seven hotels, including the renowned The Chedi Luštica Bay.
To learn more about this outstanding and dynamic Mediterranean destination, read the full interview with Ms. Ana Zlokovic.
“We owe an enormous amount to the vision of Orascom Development Holding - a leader in developing selfsustaining destinations with a vibrant, tightknit community - and its founder, Samih Sawiris.”
Full interview below:
Ana, can you tell us about your career journey and how you ended up in this role as a Sales Director for a luxury development like Luštica Bay?
My career in premium real estate started over 2 decades ago, primarily introducing Montenegro’s most prestigious developments to international audience.
I formerly spent over a decade running a brokerage company, acting as a one-stop-shop advisor for clients, guiding them through every step of the buying process including market trends, legal frameworks, planning, design, and renovation.
Now, as Sales Director at Luštica Bay, Montenegro’s largest luxury mixed-use project with annual sales exceeding €140 million, I oversee our product development, team performance, and market positioning.
Ultimately, I am committed to creating long-term value for the buyers, through sustainable growth and communityfocused approach. This very ethos is what drew me to the Luštica Bay project.
What unique skills or experiences do you bring to the luxury resort industry that have contributed to your success?
I believe my market knowledge is a key asset. Montenegro often surprises first-time visitors who compare it to other Mediterranean destinations. The country has a unique character and a
wealth of untapped potential, but it’s vital one knows how to present both in a way that isn’t hollow or hyperbolic.
My personal interest in architecture, heritage, and urban planning has also been important in shaping our product offering here. A significant part of our success at Luštica Bay has been our ability to continuously monitor market demand and design trends, allowing us to proactively shape new product types that cater directly to our buyers’ evolving needs.
How do you define the sales strategy for Luštica bay, and what differentiates it from standard resort sales strategies?
We owe an enormous amount to the vision of Orascom Development Holding - a leader in developing selfsustaining destinations with a vibrant, tight-knit community - and its founder, Samih Sawiris.
From the moment he first saw the land here, the plan was always to create a fully integrated town. Not just a hotel complex or holiday resort, but impactful place with real purpose. While we are very much focused on our annual results, it is our commitment to Orascom’s masterplan that ultimately differentiates Luštica Bay.
This has seen us develop the destination so far through four planned neighbourhoods, each with its own atmosphere, dynamics, and role in shaping a completely new town in the making. That breadth gives a potential buyer more choice, freedom, and flexibility.
Our first neighbourhood is Marina Village, the waterfront heart of Luštica Bay. Centred around a 115-berth marina, and now in its final stage of completion, this flagship neighbourhood is a tribute to Mediterranean living. The second is Centrale - the town’s urban hub with a year-round energy and the recently launched Heights residential collection. Then there’s The Peaks - a residential masterpiece, centred around Montenegro’s only Gary Player 18-hole golf course. And finally we have Horizon, a private sanctuary in every sense, rooted in heritage and elevated by panoramic views.
Upon completion, Luštica Bay will be a true coastal town, home to more than 6,000 residents in over 3,000 apartments and 300 luxury sea-view villas, and seven
hotels, including the renowned The Chedi Luštica Bay. That said, with the destination’s green and blue signature, golf course, five beaches, vibrant events calendar and premium amenities, Luštica Bay is already a dynamic Mediterranean destination.
With a project of this scale, I think you have to bring a passion for continuous learning, adopting new sales tools, improving processes, and testing different approaches to stay at the forefront of the industry. Values of fairness, honesty, and building lasting trust are key to all of this, and I think these values have really contributed to our success here – and these pillars should work both externally towards the buyers, as well as internally, in building a confident team that believes in the project’s vision.
“While we are very much focused on our annual results, it is our commitment to Orascom’s masterplan that ultimately differentiates Luštica Bay.”
How was this summer for Luštica bay? And what are its plans for the second semester of 2025?
Busy, as usual! Especially as we continue to see the summer season stretch into the autumn weeks. I really believe this summer has been one of our most golden, with a highlight being the start of Montenegro’s first golf operations. Since the course’s first three holes and The Club House opened in May, both have quickly become a favorite gathering spot for seasoned pros and interested beginners.
Beyond that, we’ve significantly invested in our community and destination events. We’ve run a packed programme of starlit concerts, art exhibitions, local food tours, kids’ sports camps, open-air cinema nights, and shows from world-renowned performers like the cultural icon Zdravko Čolić and the magician Drummond Money-Coutts (DMC).
Looking ahead, there is still plenty to come this year. We are already planning and preparing for 2026, with a renewed focus on Western markets and the continued launch of our most premium products. This includes a selection of new golf villas and townhouses at The Peaks, which is set to become one of
the world’s most coveted golf communities. The townhouses are placed in a prime position overlooking the fifth hole, with an abundance of views beautifully contrasted by an absence of neighbours.
How do you balance short-term revenue goals with long-term brand positioning and sustainability in a luxury development?
Orascom Development Holding is a different kind of investor in this regard, committed to goals that stretch over decades. Their long-term vision drives our development approach, allowing us to focus on
organically building a community rather than seeking quick returns.
The key to our future is taking full care of the surroundings we’re developing in. This means using the latest environmentally friendly technologies, staying innovative, and respecting the locale. You can see this in our architecture which is modern, yet representative of the area’s heritage and Mediterranean style. Nothing feels artificial or inauthentic. This is what makes Luštica Bay feel like a community and not a standard resort and what we believe our buyers from around the globe continue to recognize.
What is your approach to understanding the preferences and behaviors of luxury travelers and investors? To what extent has the golf course and other special services impacted the repeating clients?
We conduct careful and intentional segmentation, and our community’s feedback forms a strong foundation for how we approach our products, placemaking, and our lifestyle and hospitality offerings.
While each investor and individual is different, a common desire is to feel a true sense of belonging. This is why we work so hard on developing a community from the ground up. Our approach is to give homeowners the ownership to co-author the story of this town, creating a genuine twoway conversation where everyone has the opportunity to create the life they want here.
To achieve this, you need activities and experiences available year-round. The golf course strongly contributes to that, hence why we’ve made such a significant investment into the course and The Peaks neighborhood in which it sits. For us, the golf course is a game-changer for the country and the region as a whole. It brings a new activity, community, and industry to life here that will positively impact our homeowner offering, our destination’s attraction, and an investor’s returns.
How do you cater to the unique needs of high-net-worth individuals in the sales process?
With attention and dedication to each individual contact. Both a successful sale, and an instance where a client decides not to purchase, provide us with invaluable feedback that shapes our future actions.
This has helped us observe a clear shift in high-net-worth preferences. The focus is moving away from purely high-end specifications towards more unique, authentic, and local experiences. People are primarily seeking a better use of their time and more quality moments with their family. This must be reflected in our overall offering and in our sales process.
It’s why our approach is to ‘shout quietly’ about what we are doing here. Privacy, safety, natural beauty, a diverse lifestyle, and a healthy investment are a given. What people feel from our brand and communications is that this is a truly special proposition that they cannot get anywhere else. This requires a humble confidence on our part, showing people what their life could be like here, rather than simply telling them.
How do you stay on top of trends in the luxury market and integrate those insights into your sales strategies?
Our approach is a combination of everything I’ve mentioned: a deep market knowledge, a commitment to learning and innovation, and an unwavering focus on understanding our community’s desires. This is what will ensure we achieve our aim of becoming the prime destination on the Adriatic.
LOURDES S. PAYÁN
“What drives me is not titles or positions, but the conviction that excellence, trust, and authenticity always leave a mark”
Based in Madrid, Spain, Lourdes S. Payán, a professional strategic consultant of over 25 years of experience in communication, business development, and institutional events, is the Head of Faro de Alejandría International Foundation, an International Foundation of Art, Culture, and Science.
In this interview, Lourdes shares with our readers her takeaways from over two decades of unstoppable work between different sectors where she has served with her brilliant recommendations.
According to her, “Success has no gender: it has humanity.”
“I am, above all, a woman who believes that true success is not measured by what you achieve for yourself, but by what you inspire, build, and share with others. That is where I find meaning, and that is who I am.”
For Lourdes, life is a journey of values and leaving a mark is all what
matters.
Full interview follows:
Before answering your questions, allow me to say this: my career has never been a straight line, but rather a 360-degree journey. From humanitarian aid to business, from communication to politics, every step has shaped the way I understand people, leadership, and impact. What drives me
is not titles or positions, but the conviction that excellence, trust, and authenticity always leave a mark.
What industries do you specialize in and why?
I have worked in different sectors: in the wine industry, in the business sector, in tourism, also as a broker and later as a consultant for the European Parliament. To reach those stages, I had to prepare myself intensely, as I came from a very different world: humanitarian aid, which was undoubtedly the most transformative experience of my life.
After that path, I had the opportunity to create my own company, where I wanted to bring together everything I had learned over the years. It was my way of integrating knowledge from such diverse sectors and translating it into a new concept of services: not material luxury, but what I call existential luxury or experiential luxury experiences that transform and bring meaning.
My stage at the European Parliament was also a challenge: I came from a world of values and tangible realities, and I encountered the complexity of politics, which requires a different set of rules. That tension reaffirmed what I have always sought: an authentic world or as the Italians say, verità.
Can you walk us through your process of planning a high-impact event?
A high-impact event is born from the constant pursuit of perfection and a global vision. I am a perfectionist: I seek coherence, aesthetics, and emotion. Preparation is long, complex, and always requires a strong team. But not a team “behind me” — a team by my side. Only then does excellence stop being a goal and become the starting point.
What’s one client success story you’re most proud of?
The most memorable successes were not always the most expensive or highprofile. I have designed experiences for prestigious brands and also intimate journeys where people rediscovered themselves. What makes me proudest is when a client tells me that a project changed the way they felt, related, or lived. That means the event transcended its moment and became a living memory.
How do you measure the long-term impact of your recommendations?
True impact is measured over time. When, years later, a client still refers to that project as a turning point; when recommendations don’t stay in a report but become part of their culture; when you see your footprint endure in how they grow and communicate.
That intangible legacy is the proof that the work was truly worthwhile.
How do you stay updated and continuously improve in your field?
With four verbs that guide my practice: observe, listen, adapt, and analyze. I observe trends, data, and behaviors; I listen to clients, teams, and audiences; I adapt quickly to new technologies and contexts; and I analyze what has been learned to turn it into decisions and processes. This path allows me to move forward constantly, refining every detail and getting closer to the excellence I seek.
How do you balance creativity with discipline in strategic execution?
Creativity is the engine; discipline is the steering wheel. A brilliant idea without structure fades; a structure without imagination dries out. I combine both by setting clear processes that allow room for dreaming but also ensure delivery. It is a dance: creativity sets the rhythm, discipline ensures we reach the destination.
What’s your approach to developing a long-term strategy for a business?
With roots and wings. First, by deeply understanding the organization’s identity. Then, by building strong networks of trust, because nothing lasting is achieved without solid human relationships. From there, I project forward with vision, flexibility, and authenticity. A strategy that doesn’t breathe or evolve is destined to fail.
To what extent, has the fact of being a woman influenced your success? Being a woman created barriers,
especially in negotiations where I was defending my clients’ interests. At those negotiation tables, there were usually no women. But just as I found wonderful women in the environments where I worked, I also met men who knew how to recognize authenticity and personal capability. I never left aside advisory and consultancy work, until I took up the baton that today honors me: serving as General Director of the Foundation I currently lead. Thanks to those relationships of mutual respect and trust, we achieved great goals. Because success has no gender: it has humanity.
In the end, success is built on both triumphs and mistakes, but above all on never losing sight of the horizon — a horizon where generosity and gratitude always have a place. Because that is where you truly get to know people.
Today, I feel very honored to be leading the Faro de Alejandría International Foundation, an International Foundation of Art, Culture, and Science. For me, it is the seal of my career: the opportunity to give greater purpose to the contacts, friendships, and relationships I have cared for over the years, and which today walk together toward a shared future.
“I am, above all, a woman who believes that true success is not measured by what you achieve for yourself, but by what you inspire, build, and share with others. That is where I find meaning, and that is who I am.”
Thank you for your trust, dear Rudina. It is a privilege to be part of Trailblazing Magazine / The Women Edition.
‘‘I adapt quickly to new technologies and contexts; and I analyze what has been learned to turn it into decisions and processes. This path allows me to move forward constantly, refining every detail and getting closer to the excellence I seek’’
Lola Mugoša: “We SeveralExpect Real GameChangers E-Mobility”in
LAN1 Hotspots GmbH’s Business Development, Lola Mugoša, develops, tests and installs new IT solutions. LAN1 is an internationally operating company based in Germany that specializes in installing customized IT networks and solutions in hospitality, healthcare and many other sectors.
In this interview, she gets to know us about the latest developments and trends in the IT networks and solutions in hospitality, healthcare and many other sectors as well as the accompanying challenges.
“In the next three to five years, we expect several real game-changers in e-mobility. Vehicle-toGrid (V2G) will transform EVs into active parts of the energy system, allowing hotels or hospitals to feed power back into the grid or use stored energy during peak times,” she says adding “ AIdriven charging management will optimize load
distribution in real time, ensuring efficiency, cost control, and user comfort.”
Full interview below:
Can you describe your role as business development at LAN1 Hotspots GmbH? What are your main objectives?
LAN1 is an internationally operating company based in Germany that specializes in installing customized IT networks and solutions in hospitality, healthcare and many other sectors.
A particular focus is also on TVManagement, Digital Signage, Guest-Wifi and E-Mobility solutions.
My role as Business Development Manager comprises the development, testing and installation of new IT solutions. A relationship management with future customers and acquisition of new partnerships throughout Europe. With my ten years’ experience working with the hospitality industry, I have also assumed the role of being the hospitality expert at LAN1.
What are the key challenges you face when developing e-mobility solutions specifically for hospitality and healthcare?
While the hotel Wifi systems have been recognized as a very important part of the guest experience, e-mobility is often associated with significant installation costs and uncertain returns. This is despite the fact that there is a clear need and opportunity for e-mobility charging stations at hotels given the increase in electrically motorized cars.
Another key challenge is the fact that the loading station market has been very fragmented and there are many different types of charging unites very often linked to a particular brand of car. We have developed a system that can provide the software solution of e-mobility to a wide variety of different loading stations.
Another challenge is the administrative costs and effort to the hotel as well as guest information on the status of loading.
We have managed to reduce some of this reluctance not only by connecting to the
hotels Property Management Systems (PMS) which reduces the administrative costs significantly but also combining e-mobility software within the TV-Management solution.
This for instance enhances a guest experience and give the guest an opportunity to view the load status of their car on the TV in the hotel room. Finally, the sometimes-complex billing systems have been streamlined through LAN1 possibility of providing the electricity and billing directly.
How do you collaborate with other departments (e.g., engineering, marketing, operations) to deliver integrated solutions?
My direct contact with the customer and the verification of the customers’ needs are conveyed to our internal departments to modify our software if needed. And that is certainly an important part of my role. Interpreting guest needs and ensuring customized product modifications that fulfill and exceed customers’ expectations.
What unique needs do the hospitality sector in particular have when it comes to adopting e-mobility solutions from LAN1 Hotspots GmbH?
Of course, other than in a domestic situation you are likely to have every day different people using the equipment. So, the instructions and the systems need to be very user friendly. This is also the case for many of our other systems that we install such as the Wifi infrastructure. In terms of e-mobility one of the challenges is how many parking spots are equipped with loading stations and how easily could this loading stations be added to. It is very frustrating for guests arriving with an electric car and no charging stations are available. This can be solved by requesting a charging station in the hotel booking and if more charging stations should be required LAN1 is able to prepare the hotels power infrastructure that additional stations could be installed quickly.
How do you ensure that your e-mobility solutions are tailored to meet the specific requirements of both industries (e.g., guest experience in hospitality, patient care in healthcare)?
The needs of those types of clients are indeed quite different. For hotel guests
charging overnight is essential and an everincreasing part of the guests’ experience. It is “front of house”.
In a hospital situation the charging stations are “back of house”. That means there need to be charging stations for ambulances and for mostly smaller cars to visit patients. The number of this loading stations are defined by the needs of the hospital. But the charging units need to be very fast charging so that all vehicles are ready at a moment’s notice.
Can you tell us about the latest trends in e-mobility that are gaining traction within hospitality and healthcare?
As in the construction industry most industries are embracing ESG and Green Technologies. Therefore, most hospitality brands have got very clear strategies to utilize green energy and have an environmental balance score card. Hospitals are as well focusing on using green energies and having an environmentally neutral building setup. These are the latest trends and they will gain in significance in the future.
“Not only e-mobility but all the systems that we provide for the hospitality industry were not very important aspects a few years ago but now they have become absolutely critical aspects of the guest experience.”
However, no company can deliver this alone. Partnerships are essential – bringing together tech providers, utilities, local authorities, and operators. Only through collaboration can we accelerate adoption and ensure true interoperability across networks and industries.”
What advice would you give to a hospitality or healthcare business owner who is considering adopting e-mobility solutions but is unsure where to start?
What are some of the technological innovations you see as game-changers for these industries in the next 3-5 years? What role do partnerships with other tech companies or stakeholders play in accelerating the integration of e-mobility into these industries?
In the next three to five years, we expect several real game-changers in e-mobility. Vehicle-to-Grid (V2G) will transform EVs into active parts of the energy system, allowing hotels or hospitals to feed power back into the grid or use stored energy during peak times. AI-driven charging management will optimize load distribution in real time, ensuring efficiency, cost control, and user comfort. And seamless payment and roaming solutions will create the frictionless charging experience that guests and patients increasingly expect.
I think the most important aspect is to understand and quantify the current demand and estimate future demand. Any company doing such an installation should be able to not only provide hardware, flexible cabling and installation solutions but also a software simplifying the administrative efforts and optimizing the guest experience. It should be a company that can tailor solutions to the needs. For today but more importantly for tomorrow.
What is the most rewarding aspect of working in business development for e-mobility solutions in these industries?
Not only e-mobility but all the systems that we provide for the hospitality industry were not very important aspects a few years ago but now they have become absolutely critical aspects of the guest experience. To see that and the contribution made to the overall hospitality product is very rewarding. In terms of healthcare the systems we provide and install have to be of utmost reliability and to see systems that work hand in glove with the other systems in the health care outlets is a great experience.
The art of becoming together – the journey of discovering and bonding through artby Kela and Ema
Art as a self-discovery process is a powerful and deeply personal journey. Such self-discovery process through art requires vulnerability, yet this vulnerability can be healing, because it allows unspoken feelings to be released.
How did each of you first discover your love for painting? Who started painting first, and how did the other follow?
EMA: We both had art as a part of our entire lives, whether that was physically creating or admiring the ability of art to connect and portray something important. I started creating at early age, not understanding the real power of art, the way it reflects upon our lives and our realities. In the beginning, I created instinctually, until through my mother and her teaching me values and compassion, we discussed and grew together, and I learned to create with a purpose- discovering myself, others and the world around us, sometimes expressing on canvas what I couldn’t express in words.
breakout and after the earthquake. My inner world was shaken after this first experience with painting.
KELA: I always admired Ema’s art and how she was evolving over the years. Deep inside I felt that art was always with me but I never dared to try painting., I always engaged in different forms of art, such as handcrafting, theatre or poetry when I was young. However, one day, as I was watching Ema painting, I felt I really wanted to try painting on a canvas and dive deep into the joy of colors. Ema encouraged me telling me that one doesn’t need special talent to paint, just paint using your feelings. So, as I started mixing the colors, I dived into the feeling of enjoyment and with some of her help, I started painting a tree, a flower, a house and I just couldn’t stop! This was just before the COVID
Was art a shared passion in your family from the beginning, or did it develop later?
It was. We were both into art and its many forms for our entire lives, whether that was music, painting, illustration, literature or visiting museums, we both were invested in different methods of creation and culture until we both started creating our art.
Can you describe the moment you realized painting was something you both wanted to pursue seriously?
EMA: For me it was my whole life, I could not imagine living without being close to it.
Ever since I was painting it was part of my introduction as a person, my way of living. And we decided to make the big decision of me continuing my schooling and career in the art field, because while others fear to get into the creative industry, it is one of the most important culturally and historically, helping create long term change and impact.
I have also discovered how art carries the power to move hearts where arguments cannot. I discovered how art has the ability to humanize struggle, and how art also
builds solidarity. Art as activism is more than a message- it is a movement of imagination, as it shows not only the reality as it is, but the reality as it could be.
KELA: Only when I started painting, I realized how through art, the hidden self finds a voice, and the silent self larns to speak. It was fulfilling and empowering at the same time. For me, it’s about the process and following intuition, and exploring parts of yourself that you didn’t know you had. I do not paint just to put colors on a canvas, its a deeply personal and mindful process,
feeling a sense of freedom to explore my emotions, my thoughts in a way that words sometimes cannot capture. The act in itself is calming and meditative, it slows me down and helps me focus on the present moment, and it reminds me to appreciate small details in life. Very often I hear that art is an escape from the reality and yourself, but it is not for me, for me it is a return to it.
How does being mother and daughter influence the way you create art together? Do you ever paint on the same canvas, or do you prefer separate projects?
EMA: We do separate projects since we have developed different styles and working methods, for example, I’ll be more methodical and detail oriented, while my mother focuses a lot on instinctual feeling and creating impulsively. Although we paint in separate styles, we enjoy the process together since its a moment of connecting together into a deeper level. It helps us create our safe space of expression, and it gives us a special joy in being together.
What strengths do you each bring to the partnership?
We both appreciate each-other’s art. We encourage each other to go out of our comfort zone and explore our insecurities by trying and experimenting and not resisting to the feeling of not possible or too complicated. While we do have more specific strengths, this is something that we have both agreed is the most necessary in developing our art and ourselves as people, so we consistently remind each other to take risks, to have fun and to create in a good mood.
Have you ever disagreed artistically, and how do you resolve this situation ?
EMA: Yes, we have, especially for my paintings since I am a bit more stubborn in changing and taking risks, which can spark friendly arguments that my mother always wins at the end. While I trust her intuition and her artistic eye, I am also flawed and scared to take risks, so she strengthens me by challenging me. We still like to discuss and reflect on the pieces of arts and explore new themes or different painters. For us, art is a sacred meeting place
KELA: I often feel insecure when I create, because creating is also about being imperfect and appreciating the mistakes or the imperfect details, however Ema often disagrees with me by supporting and encouraging and reassuring me that imperfection is beautiful and I should just accept my creative process as it is, and that by always practicing and trying over and over again, I can always enjoy and learn to appreciate the efforts made. This partnership gives me a sense of accomplishment because even when the outcome is imperfect, the process feels valuable because it’s authentic. I see my child’s spirit emerging and these moments are so special and personal.
Have you exhibited your work together? What was that experience like?
We have yet to do that, as we are still planning to do so, but we think it’ll be an interesting mix, as our styles are very different, but somehow always end up having similar bases.
How do you market your art—online, galleries, word of mouth?
We are both active on social media and engaging in art events whenever there is an opportunity. We think social media is becoming a very good tool to reach a wide range of people, and also serves as a good reference point for others who want to see our works, the way we have developed overtime and our current projects. Social media helps share art as a normal and dayto-day part of life, so its not just for galleries or prestigious events, but accessible and easily
reachable. We always want to promote art as something for everyone, something that can connect us all over, from all ages, locations and level of experience in art. We have exhibited also in small social spaces, other outreaching small towns that are not Tirana and have taken part in group exhibitions.
While these have been vulnerable and personal works, it has helped build deeper relationships with others, meet new
fascinating people who have an interest in art, whether that is personal or professional, and promote our works and our journeys. Art reveals a side of ourselves and people that usually we don’t see, like humor, imagination and sensitivity, that is often hidden in their busy, daily lives. Everyone deserves a space to be themselves.
Which painting or exhibition are you most proud of, individually and as a duo?
For us, every exhibition is a chance of personal expression in that moment, reflecting ourselves at the time, so they all have their unique and memorable moments. Some personal exhibitions have been focused a lot on our journeys in our humble beginnings, filled with people congratulating us, knowing a special part of us and creating those bonds. Other group exhibitions, for example, have offered chances to connect on their topics, what makes us similar and different to other artists and our shared motivations. We have experienced a special pleasure donating and fundraising using our art for good causes such as for children with disabilities, women’s rights and LGBTQ+ rights, giving us a chance to give back to the community and support human rights causes here in Albania.
KELA: I recall my first exhibition filled with deep emotions, because it was just after the COVID pandemic and many people visited it and enjoyed a chance to go out. However I was also everyday in a state of panic because I wasn’t sure how my art was going to be perceived and accepted by others. My recent exhibition titled “Thresholds of Light” was a special one because Ema was the curator and I enjoyed working together a lot to prepare it.
EMA: For me, my personal exhibitions have had a lot of mixed emotions, because of my different stages of life, growing as a teenager and as an artist. However my last individual exhibition titled “Observations” , while smaller and more personal, was also very enjoyable as I was in a better emotional state and was supported a lot by my friends and family who were there for the entire first day. That has always been my motivation for things in life, human connections, and that is why my smaller exhibitions, whether group exhibitions or smaller venues, have been very special to my heart, as they have been a chance for me to meet a lot of new people.
How has painting together shaped your mother–daughter bond outside the studio?
It has helped us learn more about each other and appreciate our relationship more and more. Art has helped us evolve over the years too, exploring our emotions together artistically, as creativity often invites us to explore our imagination and abstract thought, creating better memories together, and finding joy and playfulness despite growing over the years as it creates less serious times together, having fun despite what’s going on in our lives. It reinforces our identities, appreciating each other and supporting how we evolve also separately from each other, learning to support what stays the same and what changes.
What lessons about art—or life—have you learned from each other?
EMA: I have learned from her that art can be powerful and that everything I do has to have a purpose that can influence hearts and minds of the public. While this seems simple enough, its not. It takes
years, changes, and growth to learn how to create with a purpose, how to focus on details not just for enjoyment, but for creating a positive impact. However, she has encouraged me a lot to also enjoy it. When one takes art full on as a part of their career, one must not forget that it is also about having fun, as childish as that must sound, pleasure and enjoyment from the process of creation is what makes a painting great.
Do you see painting as a family legacy to pass on to future generations?
We haven’t really thought about that, but what we’ve learned so far is that art is important in nurturing our spirits, hearts, behavior and values in day-to-day life, and consuming art, whether that is ones own creation, others works, learning about art history, this all can help teach us different perspectives in life. Art has always been part of humanity and future generations, and especially current generations, should appreciate its value because it stands for something greater than we realize, it stands for our collective values, our hopes, dreams and passions.
By Rudina Hoxha
TALA ALNOUNOU:
“To Me, Influence is about Creating Pathways for the Next Generation Especially Young Women”
Tala Alnounou is one of the Top 100 Asia’s Women Power Leaders 2023 as well as the Head of Marketing for MENA at LWK + PARTNERS
Tala, a dynamic design professional, art enthusiast, and versatile storyteller, is also a Dubai Business Women Council Member. She is all-sided. It all started for her from being an architect and designer. Later she slid into academia (teaching and curating projects) and then marketing and research. Nowadays she combines all these experiences.
“Creativity is no longer just about producing visuals or campaigns it is about connecting insights with strategy, culture with business outcomes, and people with opportunities,” Tala told Trailblazing Magazine/The Women Edition
Through this interview, she shares with us her 14-year prolific and colorful journey by embracing shifts in industries, technologies, and audience expectations while staying grounded in purpose.
Full interview follows:
Dear Tala, thank you for being part of Trailblazing Magazine/The Women Edition! Let’s start from the latest! You were featured in Inc. Arabia’s Women of Influence 2025 alongside 30 inspiring women shaping the future of business
and leadership across the region. What does that mean for you?
Being included in Women of Influence 2025 is both humbling and affirming. For me, it is not only a personal milestone but also a recognition of the collective journey we, as women in this region, are undertaking. I see it as validation that the work I’ve been doing whether in marketing, research, or thought leadership has relevance beyond company walls. It contributes to shaping regional narratives around creativity, strategy, and leadership.
What makes this recognition meaningful is that it goes beyond celebrating titles or achievements; it highlights the impact we have on others. To me, influence is about creating pathways for the next generation especially young women to see themselves as leaders, innovators, and storytellers in their own right.
How would you describe your creative journey of 14+ years so far?
My journey has been dynamic and multidisciplinary. I started in architecture and design, where creativity was tangible, tactile, and often solitary. Over time, my work expanded into academia, where I discovered the power of knowledge-sharing and mentorship. Teaching and curating projects gave me an appreciation for how ideas grow stronger when shared.
Today, in marketing and research, I combine all of these experiences. Creativity is no longer just about producing visuals or campaigns it is about connecting insights with strategy, culture with business outcomes, and people with opportunities. The last 14+ years have taught me to be adaptable: to embrace shifts in industries, technologies, and audience expectations while staying grounded in purpose.
What mediums or forms of expression do you gravitate towards most—and why?
I gravitate toward two main forms: storytelling and research Storytelling allows me to humanize ideas and make them accessible, whether through visual design, campaigns, or thought pieces. Research, on the other hand, gives my work depth and credibility. I believe the strongest creative expressions sit at the intersection of these two where emotion meets evidence.
Can you walk us through your creative process—from initial idea to finished piece?
Every project begins with curiosity I start by asking questions and observing context what is the cultural, social, or business
backdrop? Once I have clarity, I dive into research looking for patterns and insights that will anchor the project in reality.
From there, I move into ideation, experimenting with narratives, formats, and concepts until I find one that resonates with both authenticity and purpose. Execution is about discipline ensuring that every detail aligns with the core idea while staying open to iteration. Finally, I always circle back to impact: did the project connect with its audience? Did it drive the change or conversation we wanted?
How do you balance personal expression with audience engagement in your work?
I see this as a dialogue. Personal expression is what makes the work authentic, but
audience engagement is what makes it relevant. The balance lies in staying true to your values while considering what the audience needs to hear, see, or feel. For me, it is never about diluting identity it is about creating bridges.
How does research influence your design and storytelling projects? How do you determine when your research is “enough” to begin creating?
Research is my compass. In both marketing and design, it ensures that creativity isn’t just beautiful, but purposeful. I rely on it to identify opportunities, anticipate challenges, and validate ideas. I usually know research is “enough” when patterns emerge when insights stop being data points and start
becoming a story. That’s the moment when I can confidently shift from analysis to creation.
What role does storytelling play in your design or art practice? Are there specific themes or stories you find yourself revisiting in your work?
Storytelling is the thread that ties everything together. Whether I’m curating a campaign, leading a talk, or writing, I always see myself as a storyteller. I often revisit themes like memory, identity, and future-making, because they transcend industries and resonate deeply with people. Storytelling has the power to humanize even the most technical or abstract topics and that’s where its magic lies.
How do you handle the responsibility of representation in art and design?
Representation is one of the most meaningful parts of my role. When you are visible in leadership, especially as a woman in this region, you don’t just speak for yourself you represent many others who aspire to similar paths. I take that responsibility seriously by ensuring that my work includes diverse voices, cultural authenticity, and a conscious effort to challenge stereotypes. It is not about tokenism; it is about creating genuine inclusion with respect and humility.
Who or what are your biggest sources of inspiration right now? What do you hope people take away from your work?
I’m inspired by the intersection of tradition and innovation how our region is reclaiming heritage while shaping global futures. Watching Saudi Arabia, the UAE, and the wider Middle East invest in creative economies, cultural narratives, and
future-ready industries inspires me to see marketing and design not just as business tools, but as cultural forces.
On a personal level, I’m also inspired by women leaders who embody resilience and creativity. Their presence constantly reminds me that leadership is not about authority it is about influence and service and genuinely my heart dance when I see them shine and I love to learn from them.
What’s one project or idea you haven’t done yet but dream of bringing to life?
I dream of creating a regional platform that unites research, storytelling, and design into one ecosystem something that captures the richness of Middle Eastern culture and positions it globally as a source of innovation, not just tradition. This could be a think tank, a digital archive, or an annual program that brings together creatives, strategists, and academics. It’s a project that would combine everything I believe in: research, creativity, and purpose-driven impact.
Practical Wisdom and Cross-Cultural Learning: Reflections from Goldwind through the IMPM Lens
By Dr. Elona Gjebrea*
Participating in the International Masters Program for Managers (IMPM) has been one of the most transformative experiences of my professional life. As Executive Director of the Albanian Center for Population and Development (ACPD), an accredited member of the International Planned Parenthood Federation (IPPF), I was supported by IPPF to join and benefit from this unique learning journey.
The IMPM is a global executive program designed for experienced leaders who seek to evolve their management and leadership practices. It is a joint initiative of leading institutions including Lancaster University (UK), McGill (Canada), IIM Bangalore (India),
Yokohama National University (Japan), and FGV EBAPE (Brazil). An important component of the program is the opportunity for crosscultural learning and peer exchanges.
One of the most impactful moments was my visit to Goldwind, a global wind energy leader based in China. What impressed me most was how the company integrates cutting-edge technology with deeply rooted values. Goldwind’s leadership emphasized long-term thinking—not only in financial terms but in relation to environmental sustainability, community impact, and intergenerational responsibility.
Their approach to leadership, grounded in shared purpose, ethical decision-making, and collective achievement, stood in
contrast to the more individualistic Western models I was familiar with. The integration of traditional Chinese values—such as harmony and humility—into modern strategy was particularly inspiring.
This experience reshaped my understanding of leadership as stewardship rather than control.
I am deeply grateful to the IMPM and IPPF for offering a learning opportunity that is as reflective as it is global.
* Executive Director of the Albanian Center for Population and Development (ACPD)
With a Chimono dress at Yokohoma University, Japan module
At Bangalore University, India (worldy mindset)
With colleagues of IMPM cycle, Tokio Visit at Gold Wind, Beijing, China
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