PUBLISHER'S NOTE
Lady Anita Duckworth-Bradshaw
Powerhouse Global Brand Propagator
Eight years ago, I made a decision—one that would demand courage, stretch my faith, and challenge every limitation placed before me. Powerhouse Global Magazine was not born out of convenience. It was born out of conviction.
A conviction that voices deserve to be heard. That stories carry power. And that impact—not applause—should be the true measure of influence.
What began as a vision—uncertain to many, questioned by some, and unseen by most—has become a global platform that continues to rise, resonate, and redefine what it means to lead with purpose.
This journey has required resilience. There were closed doors. There were delays. There were moments when the vision stood alone. But even in those moments, I understood something deeply:
When a vision is authentic, it does not need permission—it requires persistence.
And behind this journey are people who made a difference—those who believed, those who created, and those who stood firm when it mattered most.
To every contributor who shared their truth— thank you for your courage.
Today, we celebrate eight years not just of publishing, but of disrupting silence, elevating voices, and building legacy.
Powerhouse Global Magazine has become more than pages—it is a movement of leaders, thinkers, speakers, and change-makers who are committed to making their voices count where it truly matters.
To every reader who embraced the message—
To every supporter who saw beyond the present—thank you for your belief.
This milestone belongs to all of us.
But this is not the peak—this is momentum.
The future of Powerhouse Global Magazine is bold. It is global. It is unstoppable. And we are
So as we mark this moment, I leave you with this:
Do not wait to be validated.
Do not dilute your message.
Speak. Rise. Lead.
And above all— Keep your fire burning
With unwavering purpose,
Lady Anita Duckworth-Bradshaw Founder & Visionary Powerhouse Global
Magazine
8 Celebrating The YEARS OF POWER, PURPOSE & GLOBAL IMPACT
THE 8TH ANNIVERSARY OF POWERHOUSE GLOBAL MAGAZINE
In a world where voices compete for attention, only a few rise above the noise to create lasting impact. For eight remarkable years, Powerhouse Global Magazine has done exactly that—amplifying voices, shaping narratives, and building a global community of leaders, visionaries, and change-makers.
This 8th anniversary is not just a celebration of time—it is a celebration of transformation.
Founded with a bold mission to empower individuals to “speak to impact—not to impress,”
Powerhouse Global Magazine
has evolved into more than a publication. It has become a movement. A platform where stories are not just told, but felt. Where experiences are not just shared, but elevated into lessons that inspire global audiences.
Publishing, as an industry, has long been a powerful tool for influence—shaping opinions, culture, and leadership narratives across the world . Powerhouse Global Magazine has embraced this role with distinction, positioning itself as a voice for authenticity, empowerment, and excellence.
A PLATFORM THAT ELEVATES VOICES
Over the years, the magazine has featured an extraordinary collection of global leaders, speakers, entrepreneurs, and advocates. Each edition reflects a tapestry of diverse perspectives—stories of resilience, innovation, courage, and breakthrough.
From boardrooms to grassroots communities, the magazine has consistently spotlighted individuals who are not just succeeding, but creating impact. It has given a voice to
those who dare to challenge the status quo and rewrite the narrative of leadership.
MORE THAN A MAGAZINE—A GLOBAL MOVEMENT
What sets Powerhouse Global Magazine apart is its commitment to purpose-driven storytelling. It is not about headlines—it is about legacy.
Through its features, interviews, and thought leadership pieces, the magazine has inspired thousands across continents. It has connected cultures, bridged gaps, and created a space where empowerment is not just a concept, but a lived experience.
This journey has also extended beyond the pages—into global summits, awards, and collaborative opportunities that bring the community to life.
HONOURING THE JOURNEY
Eight years represent consistency, resilience, and vision. Behind every edition lies dedication, creativity, and an
unwavering belief in the power of voice.
This milestone is a tribute to:
• The visionary leadership behind the brand
• The contributors who have shared their stories
• The readers who continue to be inspired and empowered
Each has played a role in building what Powerhouse Global Magazine stands for today.
LOOKING AHEAD: THE FUTURE IS BRIGHTER
As the magazine steps into its next chapter, the vision is even bigger. The commitment remains clear—to continue raising voices, shaping leaders, and expanding global impact.
The future promises:
• More global collaborations
• More powerful storytelling
• More opportunities for voices to be heard
A CELEBRATION OF IMPACT
The 8th anniversary of Powerhouse Global Magazine is not just a milestone—it is a statement.
A statement that voices matter. Those stories have power. And that when individuals are given a platform, they can transform the world.
Here’s to eight years of excellence—and to many more years of impact, influence, and unstoppable growth.
Lady Anita DuckworthBradshaw Founder: Powerhouse Global Magazine
A TRIBUTE TO OUR CREATIVE FORCE: SHUVO
The Vision Behind the Visuals
Behind every powerful story told in Powerhouse Global Magazine lies a visual language that speaks before a single word is read. At the heart of that creative excellence is our lead designer, Shuvo—a quiet force whose brilliance has shaped the identity of our global brand.
With every cover, every layout, and every detail, he transformed ideas into visual masterpieces that captured the essence of our message—Speak to Impact, not to impress.
What makes Shuvo exceptional is not just his creative skill, but his ability to translate vision into reality—even when that vision was still evolving. He saw what others could not yet see. He believed in what had not yet been fully formed.
A TRIBUTE TO THE ONE WHO SAID YES: ANTHONY C. GRUPPO
The Power of Belief in a
Single
Moment
Every great vision encounters resistance. Every bold dream faces moments of doubt. And sometimes, all it takes is one person—one decisive voice—to change everything.
Design is more than aesthetics; it is emotion, experience, and connection. Shuvo understood this from the very beginning.
Through long nights, tight deadlines, and bold creative challenges, Shuvo remained committed, consistent, and innovative. His work did not just design pages—it built a global presence, a recognizable identity, and a standard of excellence that continues to set us apart.
Today, as we celebrate eight years of impact, we honour the man behind the visuals— the one who gave our voice a powerful visual expression.
Shuvo, your creativity has not just supported this vision—you have helped bring it to life.
At a time when over a hundred individuals hesitated, questioned, or simply could not see the vision of Powerhouse Global Magazine, there was one leader who did.
Anthony C. Gruppo said “yes.” That yes was not just a word—it was a door opening. It was belief in possibility when certainty was absent. It was leadership in its purest form: the ability to recognise potential before it becomes proof.
True leaders do not wait for consensus. They do not require perfect clarity before taking a stand. They see beyond the present moment and invest in what could be.
Anthony’s decision to say yes was a turning point. It validated the vision. It strengthened the resolve. It ignited momentum that would eventually grow into the global platform we celebrate today. In leadership, moments like these often go unnoticed by the world—but their impact echoes for years.
As we mark this milestone, we honour not just a decision, but the courage behind it. The willingness to believe. The readiness to act. The foresight to support a dream that others could not yet comprehend. Anthony, your yes became a catalyst for a movement.
A TRIBUTE TO THE FRIEND WHO BELIEVED
The Power of Listening and Encouragement
Every vision begins with a spark—a fleeting idea that, without support, can easily fade. For Powerhouse Global Magazine, that spark could have remained just a dream if not for one extraordinary friend who did more than listen—they believed.
In a world that often questions or doubts, this friend took the time to hear the idea fully, to see its potential, and to affirm that it was worth pursuing. Sometimes, all a dreamer needs is someone who says, “I see it.
You can do this.” That simple act of encouragement became a cornerstone of the magazine’s journey.
Thank you for your wisdom, your encouragement, and your unwavering belief in the vision. Your support was not just words—it was a gift that inspired action, fueled determination, and helped turn a dream into a global platform that celebrates voices, leadership, and impact.
To that special friend: your listening ear and affirmation made all the difference. You are part of this story, and this milestone is as much yours as it is ours.
OMOZUA AMEZE ISIRAMEN
Advisor | Neuroscience-Based Emotional Mastery, EQ & Leadership Development
CWO Solutions
Country: Luxembourg
Industry: Leadership Development & Organisational Performance (NeuroscienceBased)
Years in Leadership: 18+ years
Omozua Ameze Isiramen is an advisor in neuroscience-based emotional mastery, leadership development, and neuro-agility for leaders, high-stakes roles, and organisations navigating pressure, complexity, and change. Her work sits at the intersection of human behaviour, decision quality, emotional regulation, and performance.
She is known for helping people become more brain-aware, emotionally agile, and internally steady so they can lead, communicate, and make decisions without being quietly driven by stress, fear, or old survival patterns. Her philosophy is simple but powerful: when leaders learn to become the CEO of their brain, they stop operating on autopilot and start leading with far greater clarity, self-connection, and impact.
Omozua’s approach is practical, human, and transformative, anchored in the belief that thriving in an ever-changing world requires not less humanity, but a deeper mastery of it.
PGMAG: What defining moment shaped your leadership journey and the way you lead today?
My defining moment was realising that I had been leading, serving, and achieving without truly stopping to check my direction, my internal drivers, or my connection to myself.
There was a period in my life when I fell ill for months, could not walk properly, and even lost my voice without a clear explanation. That experience forced me to listen in a way I had not before.
To my thoughts. My inner talk. My emotional load. My self-relationship. I had spent so much energy showing up for others that I had not fully recognised what it was costing me internally.
What once felt simple started to feel strained. What once flowed started to feel forced. And that was a turning point. I saw very clearly that selfleadership is not optional. If you are not aware of what is driving you, what you are carrying, and how disconnected you may have become from yourself, that will eventually shape your leadership, your health, your communication, and your impact.
That experience changed everything for me. It taught me that transformation needs fertile space. Real leadership does too.
internally. If I am under strain, if something feels off, if a decision is being distorted by pressure, I want to know that rather than perform certainty.
Respect means never underestimating the human.
Not in myself, not in other people, not in teams. Behind every behaviour there is usually a state, a story, or a need that matters.
Curiosity keeps me open. It stops me from reacting too quickly and helps me ask better questions, especially when the obvious answer is not the real one.
Responsibility is the anchor. I believe leadership begins with taking responsibility for your inner state, your communication, your energy, and the ripple effect you create around you.
To sit with my emotions instead of rushing past them. To stop dismissing inner signals just because I was capable of functioning. To recognise that what looks like strength on the outside can sometimes be selfabandonment on the inside. That taught me something profound: human beings do not sabotage themselves out of nowhere. We do it when we are disconnected from our internal drivers, emotional states, unmet needs, or the patterns running beneath our decisions.
PGMAG: What personal values guide your decisions when the pressure of leadership is high?
Honesty, respect, curiosity, and responsibility.
Honesty means I do not hide from what is true, especially
PGMAG: What is the most difficult decision you have had to make as a leader, and what did it teach you about yourself?
One of the most difficult decisions was learning not to override myself.
It taught me that leadership is not just about leading people or outcomes. It is also about leading your own mind, body, emotions, and meaningmaking process with far more awareness. When you ignore that, things start driving you from underneath. When you understand it, you become far more intentional, grounded, and effective.
PGMAG: How do you ensure your voice and ideas are heard in influential rooms?
I do not chase volume. I build clarity.
For me, being heard in influential rooms starts long before I speak. It starts with self-connection, emotional steadiness, and knowing what I stand for. When your internal state is scattered, your message usually is too. When you are anchored, people feel it.
I also never underestimate communication as an emotional act. People do not only respond to words. They respond to congruence, presence, timing, and the energy behind what is being said.
My goal is not just to speak. It is to make what I say land in a way that moves thinking, deepens awareness, and shifts outcomes.
PGMAG: What daily or weekly disciplines help sustain your leadership performance?
I take my inner ecology seriously.
connection, self- talk, selfperception, self-acceptance, self-reflection, self-love, and self-reliance.
I also pay attention to my personal ecology and regularly assess my personal SWOT with honesty. I do not wait until something breaks to become reflective. I want to understand what is strengthening me, what is draining me, what is distorting my thinking, and what needs care.
I also trust intuition. Not blindly, but respectfully. Intuition often picks up what the conscious mind has not fully articulated yet. For me, sustaining leadership performance is not just about output. It is about keeping the instrument clear.
can create confusion, blurred standards, and emotional drift. Real leadership requires both.
When you understand emotional mastery, you realise that empathy is not softness. It is intelligence. It helps you read what is happening beneath the surface, understand what people need to perform well, and create the kind of psychological safety that allows honesty, accountability, and better thinking.
PGMAG: How do you balance strength and empathy when leading highperforming teams?
For me, the balance comes from being deeply human without becoming unclear. That is where trust is built.
PGMAG: What role does communication play in your ability to influence others?
A central one.
But I do not see communication as a technique. I see it as an expression of internal state.
Meditation and journaling are part of that, but so is how I apply what I call my Human Self Formula: self-esteem, self-confidence, self-enquiry, self-worth, self-value, self-
I do not see strength and empathy as opposites. I see them as partners.
Strength without empathy creates fear, distance, and unnecessary hardening. Empathy without strength
The words matter, of course, but they are only part of the message. People are constantly reading tone, pacing, emotional congruence, and whether you are regulated enough to create clarity rather than confusion.
From an emotional mastery perspective, communication is one of the clearest mirrors of self-leadership. Under pressure, unregulated communication can damage trust, distort decisions, and shut people down. Regulated communication does the opposite. It creates openness, psychological safety, influence, and better outcomes.
That is why communication is never separate from emotional mastery in my work. It is one of its most visible expressions.
PGMAG: How do you intentionally develop the next generation of leaders?
I help them understand that leadership is not just external performance. It is internal architecture.
state shapes their outer leadership. I want to change that.
The next generation of leaders needs more than confidence. They need depth, selfknowledge, communication maturity, and the capacity to stay steady in complexity.
PGMAG: What leadership myth do you strongly disagree with?
That emotions are private and have no place in serious leadership.
That myth has cost people, teams, and organisations far too much.
PGMAG: How do you stay resilient when facing criticism or setbacks?
I stay connected to myself.
That sounds simple, but it is not small. Setbacks can easily trigger old stories, self-doubt, defensiveness, or the urge to prove. Brain awareness helps me notice when that is happening so I do not confuse activation with truth.
I want emerging leaders to build self-awareness, emotional agility, and brain awareness early, because these are the capacities that shape how they handle pressure, people, conflict, change, and responsibility over time.
Too many people rise because of technical ability and then struggle because they were never taught how their inner
Emotions are already present in every decision, every conflict, every meeting, every hiring choice, every resignation, every moment of trust or disengagement. Pretending otherwise does not make leadership stronger. It makes it less intelligent.
Another myth I disagree with is that composure means feeling nothing. Real composure is not emotional numbness. It is the ability to feel, interpret, and regulate what is happening without letting it run the show.
I reflect, regulate, and then decide what the moment is actually asking of me.
I also come back to my values, my self-talk, and the ripple effect I want to create. Resilience, for me, is not hardening. It is staying open, clear, and internally anchored enough to keep growing without losing yourself.
PGMAG: What legacy do you hope your leadership will leave behind?
I want to help build a world where people do not have to disconnect from themselves to succeed.
If my work helps leaders think
more clearly, communicate more consciously, create more psychological safety, and lead without being silently driven by fear, overload, or selfabandonment, that matters deeply to me.
My hope is that my leadership leaves people more aware, more human, more emotionally agile, and more capable of thriving in both their professional and personal lives. That is the kind of legacy that ripples.
PGMAG: What advice would you give to emerging female leaders aspiring to global influence?
Do not build a powerful external life on top of a neglected internal one.
Learn how your mind works. Learn what drives you. Learn what triggers you. Learn how you speak to yourself when pressure rises. Learn what your body tells you before your behaviour changes. That is not self-indulgence. That is leadership preparation.
Never underestimate your human essence, your intuition, or the ripple effect of your state on others.
And do not confuse constant holding with strength. Real influence is not built on suppression. It is built on selfconnection, emotional mastery, clarity, and the courage to lead as a whole human being.
LinkedIn: https://www.linkedin. com/in/omozuaisiramen/ Website: https://www.omozua. com/
ROSS SWAN
Founder: Effective Self Leadership
Co-founder: Soul Inspired Leadership
Country: Australia
Industry: Coaching/ Personal Development Years in Leadership:40+
PGMAG: What defining moment shaped your leadership journey and the way you lead today?
Not one thing stands out as defining. I have had many lessons over the years. All of which gave me another step in my growth journey. Some of them have felt big at the time but upon reflection they are just another chapter to my book of life learning.
PGMAG: What personal values guide your decisions when the pressure of leadership is high?
Firstly, I have always stayed true to my inner self. Maintaining a balanced, open and pragmatic view also helps.
PGMAG: What is the most difficult decision you have had to make as a leader, and what did it teach you about yourself?
I once had a challenging cash flow issue in my business, and during that time, I was asked by an organisation to do some work for them. My head said yes, as it sounded great, but my intuition said no. It was hard to walk away from. That decision haunted me for a few months until my bank account improved. It was vindicated
several months later with the business having issues that would have caused me some grief. It taught me to always listen to my inner voice. It reconfirmed that my intuition is always there to protect me, my head not so much.
PGMAG: How do you ensure your voice and ideas are heard in influential rooms?
By making sure my voice and ideas have a positive impact. By always doing this, your influence will grow.
PGMAG: What daily or weekly disciplines help sustain your leadership performance?
The discipline of exercise helps me greatly. I still run 25+ks per week with other exercises thrown in. The other important discipline is to reflect daily on my impact for that day. That usually comes with some quite meditation time.
PGMAG: How do you balance strength and empathy when leading highperforming teams?
You have to stick to what needs to be done and what needs to be said. The key is to do everything constructively. It’s mainly all focussed on your communication. That is, by asking constructive inquisitive questions and giving sincere constructive feedback.
then required so people can see what’s needed. Without it, confusion reigns. Thirdly, people need to ‘want to do’ what you are trying to achieve. So, you need to answer the, ‘what’s in it for me’, before people are truly influenced.
PGMAG: How do you intentionally develop the next generation of leaders?
I like your that question includes the word ‘intentionally’. What I say now applies to both organisations and individuals alike. That is, it can be a corporate strategy as well is a strategy for an individual to develop someone, only the context changes. The key is for the strategy to be personalised for each person, one size doesn’t fit all.
expectations and goals.
• Continue to give constructive feedback and reward their progress.
• Above all allow them to fail and fail again, as long as they continue to learn.
PGMAG: What leadership myth do you strongly disagree with?
• Identify people that fit your criteria.
PGMAG: What role does communication play in your ability to influence others?
Effective communication is everything when influencing others. Firstly, trust needs to be there, without it, nothing really happens. Clarity is
• Look for applicable training programs that reflect their progress.
• Create some challenging opportunities to help them grow.
• Create a continuous learning mindset with them
• Continue to mentor and coach them throughout.
• Be inclusive, set clear
I guess the most obvious one is ‘Good leaders are born, not made’. Admittedly some are born with extra help by what they were taught by their parents etc., but at the end of the day, what makes a good leader is the true desire to be a good leader. By desire, I don’t mean just desire it and it will happen. I mean truly desiring it, where it becomes a major focus. I have coached many a manager to be a good leader when they were initially lacking a good deal of the skills needed. Some of my assignments were classified as ‘Remedial coaching” abd yet we turned quite a few into good leaders.
It’s their perseverance and discipline, driven by that desire, that gets them where they need to be. To be it simply, if you have the discipline to
continually and effectively do the things that good leaders do, then you will get there.
PGMAG: How do you stay resilient when facing criticism or setbacks?
Your resilience is driven by your belief in self. If your firmly believe in yourself and what you need to do, it will drive you to keep going. Of course, you need to be adaptable as well, but your persistence is fuelled by that belief in your inner self.
PGMAG: What legacy do you hope your leadership will leave behind?
There are a few things that come to mind that come from
my many years of coaching, and now, from the book I am currently writing.
Like how I helped empower many capable minds to become unstuck, make better choices, and reclaim leadership of their lives.
But, at the end of the day, if people give a sincere appreciative smile when they hear my name mentioned. That’s the legacy I would be proud of..
PGMAG: What advice would you give to emerging female leaders aspiring to global influence?
The same advice I would give
to all emerging leaders, stay true to your inner self, and be the leader that you want to be.
Believe in yourself and have that drive your discipline to stay true to the authentic you.
KAUSAR ABDULAI
Founder & Executive Director AfriRise Women & Youth Initiative CIC
Country: United Kingdom
Industry: Social Impact, Community Development, Women & Youth Empowerment
Years in Leadership: 8+ Years
Kausar Abdulai is a community leader, social entrepreneur, and advocate for economic empowerment whose work focuses on creating pathways for women and young people to access opportunities, build confidence, and develop leadership capacity. As the Founder and Executive Director of AfriRise Women & Youth Initiative CIC, she leads programmes that support skills development, mentorship, and community engagement across the UK and beyond.
Kausar is passionate about bridging communities, fostering inclusive leadership, and ensuring that underrepresented voices have access to influential spaces where decisions are made. Her work brings together organisations, volunteers, and community leaders to create environments where individuals can grow, connect, and contribute meaningfully to society.
Through her leadership, she continues to champion collaboration, empowerment, and the belief that when people are given the right support and opportunities, they can transform their lives and communities.
PGMAG: What defining moment shaped your leadership journey and the way you lead today?
One of the defining moments in my leadership journey was recognising how many talented women and young people lacked access to opportunities simply because they were not in the right rooms or networks. Seeing this gap pushed me to create platforms where people could build confidence, connect with others, and access meaningful opportunities.
That experience shaped my leadership philosophy: leadership is not about personal
success, but about creating pathways for others to rise. I lead with the intention of opening doors, amplifying voices, and building spaces where individuals feel empowered to step into their potential.
PGMAG: What personal values guide your decisions when the pressure of leadership is high?
Integrity, purpose, and service guide my decisions during challenging moments. Leadership can bring pressure and complex decisions, but staying grounded in your values ensures that your choices remain aligned with your mission.
I also believe in leading with compassion and fairness. When decisions affect people’s lives and opportunities, it is important to remain thoughtful, transparent, and accountable.
to opportunities that do not align with the organisation’s long-term vision. Early in my leadership journey, I realised that not every opportunity is the right opportunity.
That experience taught me the importance of strategic focus and trusting my instincts. Leadership requires clarity, discipline, and the courage to prioritise long-term impact over short-term gains.
PGMAG: How do you ensure your voice and ideas are heard in influential rooms?
weekly disciplines help sustain your leadership performance?
Reflection, planning, and continuous learning are essential disciplines in my leadership routine. I prioritise time to reflect on progress, evaluate priorities, and ensure that my work remains aligned with my mission.
I also make time to engage with my community and network, because leadership is not something done in isolation—it thrives through connection and collaboration.
PGMAG: What is the most difficult decision you have had to make as a leader, and what did it teach you about yourself?
One of the most difficult decisions leaders often face is learning when to say no
Preparation and confidence are key. I ensure that I enter rooms with clarity about the value I bring and the perspective I represent. I also believe that influence comes from consistency—when you speak with authenticity, insight, and purpose, people begin to recognise and respect your voice.
Equally important is listening. Effective leaders understand that influence grows when you genuinely engage with others and contribute meaningfully to conversations.
PGMAG: What daily or
PGMAG: How do you balance strength and empathy when leading highperforming teams?
Strength and empathy are not opposites; they complement each other. Strong leadership provides clarity, direction, and accountability, while empathy ensures that people feel valued and supported.
When people feel heard and respected, they perform at their best. I strive to create an environment where high expectations are balanced with understanding and encouragement.
PGMAG: What role does communication play in your ability to influence others?
Communication is at the heart of leadership. It is not only about speaking clearly but also about inspiring trust and alignment.
Effective communication allows leaders to share vision, motivate teams, and build relationships across diverse communities. When people understand the purpose behind what you are doing, they are more likely to engage and contribute.
PGMAG: How do you intentionally develop the next generation of leaders?
Mentorship, exposure, and opportunity are key. I intentionally create spaces where young people and emerging leaders can gain experience, build confidence, and develop their skills.
PGMAG: What leadership myth do you strongly disagree with?
One leadership myth I strongly disagree with is the idea that leaders must have all the answers.
In reality, great leadership is about collaboration, curiosity, and the willingness to learn from others. The most effective leaders are those who surround themselves with diverse perspectives and remain open to growth.
PGMAG: How do you stay resilient when facing criticism or setbacks?
behind stronger communities, empowered women and young people, and sustainable platforms that continue to create opportunities for others long into the future.
If people can say that my work helped them believe in their potential and access opportunities they might not otherwise have had, then I will consider that a meaningful legacy.
PGMAG: What advice would you give to emerging female leaders aspiring to global influence?
Through initiatives such as volunteer programmes, community events, and leadership engagement, I aim to ensure that the next generation has the tools and networks they need to thrive.
Resilience comes from staying connected to your purpose. When your work is rooted in meaningful impact, challenges become opportunities for learning rather than obstacles. I also remind myself that leadership journeys are rarely linear. Growth often comes through navigating difficulties with patience, reflection, and determination.
PGMAG: What legacy do you hope your leadership will leave behind?
I hope my leadership will leave
Believe in the value of your voice and the perspective you bring. Too often women underestimate the impact they can have.
Seek out environments that encourage growth, surround yourself with people who support your vision, and remain committed to continuous learning.
Leadership is not defined by titles but by the impact you create. When you lead with purpose, authenticity, and courage, your influence naturally expands beyond borders.
SHERRY ANN DIXON
CEO
Sherry Dixon Consultancy and Women on the Crossroads
Country: UK and The Caribbean
Industry: Leadership Development & Transformational Coaching
I work at the intersection of leadership development, personal transformation, and communication—using my experience in media, coaching, and speaking to empower individuals, particularly women, to step into their voice, their confidence, and their global influence.”
Years in Leadership: 40
Dr. Sherry Ann Dixon is an award-winning transformational life coach, journalist, motivational speaker, and consultant dedicated to empowering individuals - especially women - to live with purpose, confidence, and authenticity. With a career spanning international media, leadership, and community engagement, she has interviewed global icons, spoken at prestigious institutions, and received over 30 awards for her impact and service.
Through her “Refine Your Life” brand, Dr. Dixon delivers coaching, corporate training, and inspirational content that encourages personal growth, resilience, and self-belief. Known for her warm yet powerful presence, she blends real-life experience with practical guidance to inspire lasting transformation. Passionate about building supportive communities, she continues to uplift and connect women across the Caribbean, the UK, and beyond.
PGMAG: What defining moment shaped your leadership journey and the way you lead today?
One of the most defining moments in my leadership journey was having the privilege of interviewing Dr. Maya Angelou and Nelson Mandela. These were not just interviews, they were encounters with greatness, humility, and purpose in its purest form.
Dr. Angelou taught me the power of presence, grace, and using your voice with intention. Nelson Mandela showed me that true leadership
is rooted in resilience, forgiveness, and service beyond self.
Those moments reshaped how I lead today with compassion, courage, and a deep understanding that leadership is not about position, but about impact, integrity, and the lives we uplift along the way.
difficult decision you have had to make as a leader, and what did it teach you about yourself?
PGMAG: What personal values guide your decisions when the pressure of leadership is high?
When the pressure rises, I don’t reach for control, I return to my core values: truth, courage, and service. Truth keeps me aligned with authenticity, even when the room is uncomfortable. Courage allows me to make decisions that are right, not just convenient. And service reminds me that leadership is never about me, it’s about those I am entrusted to lead.
One of the most challenging moments in my leadership journey was having to let go of someone I had personally hired at Pride Magazine. It was a decision that weighed heavily on my heart, because I had poured belief, time, and encouragement into their growth.
But leadership calls you to truth. And in that moment, I had to accept that keeping them in the role was no longer serving them, the team, or the vision.
To ensure my voice and ideas are heard in influential rooms, I begin with clarity. I always know the outcome I want. That clarity anchors me, even in the presence of strong personalities or differing opinions.
At the same time, I lead with empathy. I listen carefully, respect other perspectives, and create space for dialogue. But empathy does not mean dilution. I remain grounded in my message and confident in the value I bring.
High-pressure moments don’t define me - they refine me. They call me back to my values, and that is where my strongest leadership decisions are made.
PGMAG: What is the most
What I learned about myself is that I lead with deep empathy, but I also have the strength to make difficult decisions when necessary. I learned that compassion does not mean avoiding hard choices. It means making them with dignity, respect, and grace.
PGMAG: How do you ensure your voice and ideas are heard in influential rooms?
I have learned that being heard is not about speaking the loudest, it is about speaking with intention, conviction, and purpose. When you are clear, prepared, and authentic, your voice naturally finds its place in any room.
PGMAG: What daily or weekly disciplines help sustain your leadership performance?
I don’t lead my life by a strict routine. I lead by energy. I listen to what each project, each moment, and each responsibility is asking of me.
Some days require deep focus,
others require creativity, and some simply call for stillness and reflection. What I do consistently is protect my peace, nurture my mindset, and stay connected to my purpose.
I have learned that leadership is not sustained by doing the same thing every day. I is sustained by showing up with intention, awareness, and the right energy for what is needed.
PGMAG: How do you balance strength and empathy when leading highperforming teams?
Balancing strength and empathy begin with clarity - I am always focused on the outcome I want to achieve. That vision guides my decisions and sets the standard for the team.
Strength allows me to set expectations, maintain direction, and ensure accountability. Empathy allows me to understand the individuals behind the performance - their challenges, motivations, and perspectives.
I have learned that highperforming teams thrive when both are present. Strength without empathy can feel rigid, and empathy without strength can lose direction. The balance lies in being firm in vision, yet flexible in approach—leading people with understanding while keeping everyone aligned to a shared goal.
PGMAG: What role does communication play in your ability to influence others?
Communication is one of my most powerful tools as a leader. It allows me to articulate vision, align people, and inspire action.
But true communication goes beyond words - it is about
presence, tone, and intention. I listen as much as I speak, because influence comes from understanding, not just expression.
When communication is clear, consistent, and authentic, it creates trust and once trust is established, influence follows naturally.
PGMAG: How do you intentionally develop the next generation of leaders?
For me, developing the next generation of leaders is deeply personal. It is about planting seeds that will grow long after I have left the room.
I pour into people - through mentoring, through conversation, through simply believing in them before they fully believe in themselves. I give them space to rise, but also the guidance to grow.
PGMAG: What leadership myth do you strongly disagree with?
One leadership myth I strongly disagree with is the idea that you have to be aggressive or intimidating to be effective. I do not believe in leading through fear, nor do I accept bullying behaviour disguised as strength.
Bringing negative energy into a room to diminish others is not leadership, it is insecurity. True leadership uplifts, it empowers, and it creates space for others to thrive.
it. Reflection is important. I believe there is always something to learn when feedback is given with intention and respect.
I am open to criticism that is constructive and purposeful, because growth requires self-awareness. However, I also recognise the difference between feedback that builds and comments that are designed to diminish. I do not internalise negativity meant to make me feel small.
I believe you can be firm, decisive, and highly effective without losing your humanity. Strength is not about how loudly you dominate a room - it is about how confidently you lead with integrity, respect, and purpose.
Resilience, for me, comes from staying grounded in who I am, learning what I can, and moving forward with clarity, confidence, and purpose.
And most importantly, I encourage them to find their own voice. Because the world does not need more copies, it needs courageous, authentic leaders who are willing to stand in their truth and lead with heart.
PGMAG: How do you stay resilient when facing criticism or setbacks?
When I face criticism or setbacks, I take a moment to step back and re-examine the project as I presented
PGMAG: What legacy do you hope your leadership will leave behind?
The legacy I hope to leave behind is one of empowerment, integrity, and transformation. I want to be remembered as a leader who did not just achieve, but uplifted - someone who opened doors, created opportunities, who sent the elevator back down for others coming up behind me and that I inspired others to believe in
their own potential.
For me, legacy is not about titles or accolades - t is about impact. It is about the lives I have touched, the confidence I have helped to build, and the leaders I have helped to shape.
If those who come after me lead with purpose, courage, and authenticity, then I will know my work has truly mattered.
PGMAG: What advice would you give to emerging female leaders aspiring to global influence?
My advice to emerging female leaders aspiring to global influence is this: know who you are and stand firmly in it. Your authenticity is your greatest power. It is what will set you apart in any room, anywhere in the world.
Invest in your growth, refine your voice, and never underestimate the value of preparation. But equally important, build meaningful relationships. Global influence is not achieved alone; it is built through connection, collaboration, and community.
And finally, do not shrink to fit spaces that were not designed with you in mind. Walk in with confidence, claim your seat, and let your presence speak before you even say a word.
INDERJIT SINGH
A Leader Par Excellence
PGMAG: What defining moment shaped your leadership journey and the way you lead today?
A key turning point in my aviation leadership journey came during a major operational crisis, while being at the helm of a busy international airport involving a wide-body aircraft. Successfully managing the situation with my team, I transformed my leadership approach from focusing mainly on procedures and efficiency to leading people effectively under pressure. I realized that standard operating procedures are just the foundation, not the limit of leadership.
PGMAG: What personal values guide your decisions when the pressure of leadership is high?
My decisions under high leadership pressure are guided by a strong value system centred on purpose, integrity, and team-first thinking. I believe serving the larger cause always outweighs self-interest, which brings clarity in chaotic situations. In crises, these values act as an internal compass—helping me avoid reactive, short-term decisions and focus instead on ethical, sustainable outcomes. I rely on empathy, accountability, courage, and consistency to lead effectively, while building trust and fostering teamwork. This value-driven approach enables me to remain balanced, decisive, and credible under pressure.
PGMAG: What is the most difficult decision you have had to make as a leader, and what did it teach you about yourself?
One of the toughest decisions I made was terminating a well-liked, long-tenured employee due to sustained low performance despite repeated support. It was difficult because of our rapport, but I recognized the impact on team productivity and morale. I based my decision on clear performance data, not personal sentiment, while ensuring empathy and respect throughout. This experience reinforced my belief that leadership requires making tough, objective decisions for the larger good - an approach
strengthened by my training in Emotional Intelligence (EI) while pursuing my advanced management courses at Henley Business School, Oxfordshire, UK.
PGMAG: How do you ensure your voice and ideas are heard in influential rooms?
I ensure my voice is heard by focusing on solutions rather than just highlighting problems. I come prepared with practical, well-thoughtout ideas that add value to the discussion. My credibility is built through consistent action and domain expertise, shaped by my engineering background, management education, and hands-on experience in aviation infrastructure development and operations. I believe in clear, confident communication and backing my views with facts and outcomes. By emphasizing safety, efficiency, and accountability, and leading with a servant leadership mindset, I’m able to contribute meaningfully and be heard in influential forums.
sustain your leadership performance?
I sustain leadership performance through consistent daily and weekly disciplines that manage energy, focus, and clarity. Daily, I start with goal setting and planning, prioritize top tasks during peak energy, practice mindfulness, take regular micro-breaks, and reflect on accomplishments. I also focus on active listening and meaningful communication. Weekly, I block time for strategic thinking, review team performance, plan the week ahead, connect proactively with team members, and intentionally unplug to recharge and reduce burnout. These routines shift me from reactive to proactive leadership and maintain long-term effectiveness.
PGMAG: How do you balance strength and empathy when leading highperforming teams?
ensuring psychological safety and providing the resources for resilience. I empower autonomy, encourage reporting of errors as learning opportunities, and maintain transparent communication through one-on-ones. By coaching rather than commanding, investing in team development, and fostering a “win together” mindset, I build trust and sustain performance. My leadership blends accountability with care, ensuring strength and empathy reinforce - not conflict witheach other.
PGMAG: What role does communication play in your ability to influence others?
PGMAG: What daily or weekly disciplines help
Leading high-performing teams in high-stakes aviation business requires balancing operational rigor with empathy. I set clear, ambitious goals that stretch capabilities while
To me, communication is the foundation and at the very core of influence - it enables me to align others with goals, build trust, and foster collaboration. Influence doesn’t come from authority alone; it comes from listening with respect, speaking with purpose, and uniting people around shared objectives. Clear, consistent, and honest communication establishes credibility, reduces misunderstandings, and inspires confidence. By combining logic with empathy and
adapting to diverse audiences, I can persuade effectively. In essence, when people feel heard, valued, and guided with integrity, real influence and collective action follow.
PGMAG:How do you intentionally develop the next generation of leaders?
I view leadership development as essential to operational resilience amid rapid aviation growth. I strongly advocate proactive “high-potential” talent identification and focused interviews, expanding beyond traditional roles, and structured year-long programs with mentorship and rotations across functions. Future leaders tackle real challenges, gain exposure to AI, data analytics, and crisis planning, and build stakeholder management skills. Reverse mentoring bridges generational gaps, while emotional intelligence is emphasized. Strong succession planning ensures continuity, creating a pipeline of adaptable, visionary airport leaders for the future.
That’s an intriguing question. I challenge the myth that leaders must have all the answers and consider it outdated and harmful. I further believe that this mindset discourages delegation, suppresses creativity, and limits team engagement, as employees become passive and hesitant to share ideas. Effective leadership, I trust, involves leveraging collective intelligence and fostering confidence. I also reject the idea that leaders are born rather than made, reiterating that leadership is developed through experience and rooted in influence and respect, not formal authority.
PGMAG: How do you stay resilient when facing criticism or setbacks?
goals help regain momentum. Building a support system and prioritizing well-being further strengthens my resilience, enables me to adapt, grow, and emerge stronger from challenges.
PGMAG: What legacy do you hope your leadership will leave behind?
PGMAG: What leadership myth do you strongly disagree with?
I do so by adopting a growth mindset, managing emotions, and taking constructive action. It means viewing setbacks as learning opportunities, separating self-worth from work, and reframing criticism positively. Emotional control – by pausing, acknowledging feelings, and practicing selfcompassion are the enabling key factors. Focusing on controllable actions, seeking clarity, and setting small
I believe a meaningful leadership legacy is not defined by awards or results, but by the impact on people and culture. My goal is to empower individuals, build confident and self-sufficient teams, and cultivate future leaders rather than followers. I strive to create an environment of trust, inclusivity, and psychological safety where people can grow and innovate. Ultimately, I hope to be remembered as a leader who cared, inspired, and left both people and the organization stronger. If I were to summarize my legacy in one sentence, it would be: "He was a leader who cared, empowered, and inspired and made us better"
PGMAG: What advice would you give to emerging female leaders aspiring to
global influence?
To emerging female leaders aspiring to global influence, I would advise them to own their seat at the table with confidence, leading with expertise and authenticity. Step beyond comfort zones and let results speak louder than bias. Develop a global mindset through cultural awareness and strategic vision, while taking ownership of your career by embracing calculated risks and building strong networks of mentors and sponsors. Lead with empathy and emotional intelligence, communicate assertively, and create a lasting impact by mentoring others and driving inclusive, sustainable progress.
PGMAG: If you had to choose one defining influence, what has shaped you into the person you are today?
something to think about. If I had to choose one significant influence, it would be my perception of being a “global citizen”. I was born in international waters while my parents were travelling from UK to Africa for my father’s maiden appointment with the British government. Over the years, that unique beginning shaped my identity in how I see the world. It made me look beyond borders and think in terms of a larger, interconnected community. As I have grown and worked across different regions, this mindset has only strengthened. I don’t see myself confined to one place, nation or territory, but rather as someone who belongs everywhere and contributes to a broader global landscape.
KNOW INDERJIT
What a perceptive question. You’ve certainly given me
Inderjit is a distinguished aviation leader and global airport consultant with extensive experience across SAARC, the Middle East, Africa, and South America,
including projects under ICAO, a specialized UN agency. He served as CEO of IGI Airport, Delhi, and chaired its hypersensitive security committee. He has also held senior positions at Dubai Aerospace Enterprise and URS Corporation, USA. Academically accomplished, he trained at Oxford and UC Berkeley and holds a PhD in International Diplomacy. A recipient of numerous awards globally, he has also been honoured as an impact leader and influencer by Powerhouse Global Magazine, UK. He is actively engaged in writing for trade journals, and in serving as a resource person and visiting faculty at leading institutions of higher learning.
ALISON WOODING
Co-founder & Managing Partner
The Whole Partnership
Country: UK
Industry: Leadership, Consulting & Consulting
Years in Leadership: 30
Alison Wooding - is a loving disruptor of ‘business as usual’ and Marketing and Business Development leader. Professional life began in a Software start-up, then McCann Relationship Marketing and Microsoft UK. A decade of consulting followed whilst training in systemic coaching, consciousness practices and embodied, field-based intelligence. She has 30 years’ experience delivering strategy, brands, communications campaigns, media storytelling, product/service innovation and multi-stakeholder projects. As Communications team Lead for the EARTHwise AI game, the founder said, “nurturing teams is your superpower!”
Alison is a co-founder and Managing Partner of The Whole Partnership and co-pioneer of the GenerativeWork conscious business approach. She supports people with innovation, development and transition, honing potential and translating ideas into words, images and media. Through understanding of working across a range of sectors (including Technology, Education, Business Services & Charities) and in start-ups, SMEs and multinationals, Alison enables purposeful action at the evolving edge of business.
https://www.linkedin.com/in/alisonwooding/
PGMAG: What defining moment shaped
your leadership journey and the way you lead today?
I remember standing on stage about to give a presentation to Marketing Group. With slides, words and data all there in front of me, I started to experience a shift into expanded awareness. I was literally feeling the spirit of the words, and the choice as to whether I’d go with what I’d prepared, or let go… I stepped forwards and words flowed through me, imparting an essential message of far greater value than in my slide deck! This had happened in personal meditation, but in that moment, I knew it was fully needed in the sphere of work too. I’ve drawn on that larger Intelligence to guide me ever since.
PGMAG: What personal values guide your decisions when the pressure of leadership is high?
Discernment and Caring are two values that most guide my decisions. The capacity of discernment allows me to cut through complexity, confusion and distortion – get in touch with the essence of things. Rather like a sharp sword of clear seeing, it enables me to use energy, time and resources wisely. Alongside this, I exercise empathy and compassion, seeking to speak and act with sensitivity and humanity, especially in difficult circumstances.
Pressure is often alleviated when I remind myself that our psychological state affects time and is relative. A meaningful pause – even a few seconds –can be a helpful way of resetting and re-clarifying what’s really needed.
More broadly, I look for the Beauty, Truth and Goodness inherent in us all. I believe that Life brings us the people and events that offer opportunities for healing, transformation and illumination, even in the most painful circumstances.
A few years ago, I had to leave a project and wonderful team that I was building. Seeing the decision through was hard, as both my heart and head continued to object, giving convincing reasons. I was supporting a project I loved and believed in, but the funding just didn’t come. Being deeply invested and committed to the vision, it was painful to pull out and cause an impact on those involved. But I knew I had to feel that discomfort and leave in a positive way – to be free to leave and go on to be paid my worth. It taught me to trust when things cannot be, and grow in clarity and inner strength.
unconscious, especially people who are attached to a desired outcome or more forthright. I like to invite everyone’s participation, being in service by helping quieter voices to be heard. Idea sharing can be intense or playful, but certain words and insights drop into the room with tremendous energetic charge – I aim to ensure they are named and noted for further reflection and collective consideration.
PGMAG: What daily or weekly disciplines help sustain your leadership performance?
PGMAG: What is the most difficult decision you have had to make as a leader, and what did it teach you about yourself?
PGMAG: How do you ensure your voice and ideas are heard in influential rooms?
By deeply listening and sensing into the space, to discover what really needs to be acknowledged and spoken. Conversations have subtle flows and undercurrents, like movements in music. I am prompted when to bring in my voice – especially when attuning to the highest good as a meeting outcome. We all watch human dynamics play out, both conscious and
Daily, I take time outside in morning sunlight (or in the rain!) supporting my body’s rhythms and self-regulation. I spend time in present-moment awareness appreciating plants, the pond, and insect, bird and animal visitors! I also practice breathing, grounding and sitting in meditation before starting my workday. Martial arts sessions after work are also vital for cultivating self-discipline and balance, discharging tension and exploring physical and mental limits. Weekly, I have a ‘looking ahead’ and a ‘wrap-up’ time to note learning and assess
progress. With the help of digital tools, I’m becoming efficient at organising and managing tasks with others, which frees up lots of energy and time for co-creating and supporting people.
PGMAG: How do you balance strength and empathy when leading highperforming teams?
A wonderful systemic constellations teacher once shared the wisdom that, “It takes a trustworthy No, for a reliable Yes!” Using my discernment, as described earlier, brings strength and clarity with a ‘No’ or ‘Yes’ in responding to team members. Empathy has a rightness when there are strong boundaries too.
This balance involves a quality of both heart and mind-centred attention with the courage to act decisively. There’s an openness to weighing up facts and truths whilst enabling benefits across many nested levels - the team, organisation, customers, stakeholders and all the way through to the ecosystem and planet.
that I couldn’t be in integrity inside an individualistic, aggressive corporate culture. For me, our human experience in work is as precious as the deliverables. I’m always interested in the extraordinary qualities that people bring to roles and in the collective intelligence we’re capable of generating together.
attractors to the potential audience. Communication is about vibration and creating wave signals that connect to memory and identity. As my opening story shows, there’s a wider field of connection available and we can use our whole self intelligences - of feeling, intuition and sensing, as well as thinking.
The main reason I stepped off a ‘safe’ career path was realising
PGMAG: What role does communication play in your ability to influence others?
Naturally, it’s vital. My first degree was in Modern Languages, and I loved tuning into the cadence, tone and rhythm of regional differences in a language. I learned as much through musicality and sound, as grammar, syntax and vocabulary! Later I learned about life phenomenon as language, which is true of nature, as much as the human world. Resonance and frequency connect to emotion and encode shared fields of experience.
When I work with colleagues, we explore resonance and let words and image reverberate as we craft images and words. We use ‘embodied representation’ to test brand elements, phrases and visuals as energetic
PGMAG: How do you intentionally develop the next generation of leaders?
I spent many years mentoring young founders of SMEs in my early career, and then a decade coaching at the Leadership Academy created by the American Express Foundation for rising stars in the 3rd sector. Today, we widen accessibility to under 30s, as part of our vision to support the next generation make a meaningful impact using systemic intelligence to navigate the challenges of an unstable, regenerating world.
PGMAG: What leadership myth do you strongly disagree with?
The idea that Leadership is a solitary, or lonely journey. Setting oneself apart from, or above others is a construct of mind and act of separation.
I don’t see leadership as happening in isolation. Rather, we exist in communities that share and exchange value in acts of interdependence. Leadership is an invitation to be an enabling, connecting presence in an organisation. We can see what is inhibiting the many flows –communications, resources, etc – and tend to the resilience and health of our system not only within its boundaries, but in its many relationships with other systems.
PGMAG: How do you stay resilient when facing criticism or setbacks?
I ask myself ‘what truth is being shown to me here?’ and consider where I’ve been operating with a blind spot or unconsciously projecting a belief, or role onto someone. I check for ‘right judgment’, in the other person and my own knowing. My ‘inner critic’ used to hijack me before, but I’m consciously kinder to myself now, so I don’t amplify criticism so much. I also don’t give away my authority or power of truth. I see setbacks as an aspect of universal timing and source of learning – if something can’t happen, I wait and
watch patiently. I stay open to seeing what is needed instead, guided by life as to when it’s right to let go. Resilience relates to our emotional and mental responsiveness, and consciously not making things personal, when often they’re revealing important, hidden data about a situation or work system.
PGMAG: What legacy do you hope your leadership will leave behind?
the connective fabric of reality. I see organisations transforming and becoming vessels for a new era – with conscious leaders building foundations for a healthier, more peaceful future world.
PGMAG: What advice would you give to emerging female leaders aspiring to global influence?
I hope it will be a legacy of kindness and sensitive intelligence. I hope I’m touching the souls of colleagues, partners and customers through embodied presence, as much as through words and actions. I’ve been blessed to walk a path that allows me to combine consciousness with business and work in a soulful way. It allows Love to be an integral aspect of organisational activities, upholding respect for Life - in all its expressions, as well as the human sphere. I hope I will have passed on the value of working with wholeness and the sacred dimension of life. Selfawareness and our inner work allows us to embody divine qualities of leadership that shift
Connect, connect, connect! Our capacity for deep connection is at the heart of our humanity. We hold innate knowing about Life’s coherence and social cohesion - born of belonging, inclusion and diversity – in our bones! I treasure the young poet, Awa Ndiaye’s extraordinary poem “In Our Bones”.
We have the power to nurture new beginnings and to hospice endings. The healthy female leader overturns cultural norms. In place of competition and division, she amplifies the skills and talents of others.
She trusts in abundance over scarcity, chooses love over fear, and sees interrelatedness. Our feminine knowing seeks ‘power with’, so let’s cultivate collaboration and comm-union.
DR ROSELYN MAJEK JP
FRSA, is the CEO and Founder at Renixgi Academy LRCS | DRMINCDRCCG| BAMECB
Country: UK
Industry: Leadership, Consulting & Consulting Years in Leadership: 30
She is a Serial Advisory Board Member, an International Serial Awards Winner, BMEs Civic and Faith Groups Leader In Diaspora for (43 years overseas) and 31 years in the UK.
She is a Principal Clinician, Social Work Advisor, Professional Nurse Advocate, Principal Educator and Researcher, Chief Cultural and Spiritual Advocate and Healthcare Chaplain.
Dr Roselyn is an Entrepreneur, SDGs Advisor, Sustainable Communities Development Experts and a Service Provider to Children and Families, Mental Health & Learning Disability Expert Advocate.
She provides Education, Training, CPDs, Leadership, Capacity Building, Mentorship and Coaching support to CEOs, Directors, Executives and Graduates.
Dr Roselyn is a Mckenzie Friend of Family and supports Youth, Women, Students, Patients and Entrepreneurs at Court & Tribunals. She is a certified Independent Mediator, Professional Nurse Advocate.
Universities Leadership Program.
*School Governorship & Governance Member.
*Natwest&WiseTop100Entrepreneur.
*Hon. Award Healthcare & Faith-Based Initiatives Leadership-US.
*British Nigerian Healthcare Leadership & Best Consultancy Awards.
*Nationwide Bus Business Start-Up Mentorship Support to New and Existing Business Owners in the UK.
*Local Election Candidate 2002
Awards and Achievements-1995-2026:
*Fellow@Royal Society of Arts.
*UN Women Digital Representative & Participant, *CommunityActionNetworkMemberUK for Regeneration & Sustainable Communities Development
*Partnership with GLAs, Schools, Colleges and
PGMAG: What defining moment shaped your leadership journey and the way you lead today?
January 1995 was a defining and historical moment that shapes my leadership journey; the discovery of my unique, ethical and multi-dimensional leadership styles. I was commissioned by the Southwark NHS Trust
Board to start a Boroughwide Public Health and Health Promotion Awareness Programmes for the "Hardto-Reach"Communities in Diaspora. The Journey opens nationwide and global doors, access to multi-stakeholders leaderships and insights to the paradoxical challenges of BMEs in the UK and overseas. I was trained and certified as a communities, social entrepreneurship and faith groups leader. This gave me the platform to operate as an "Interdisciplinary Practitioner", with access to resources and capabilities to engage with diverse and multi-stakeholders agencies in UK (i.e., governmental agencies, parliamentarians, health, social care, education forums, housing, schoolsearly years, primary schools, colleges, universities, private sectors, charities and faith communities).
consistency, holistic emotional intelligence, grounded, confidence, reliable, trustworthiness, respect, kindness, empathy, adaptable, clear, concise, effective communication, active listening skills and decentralised decisions making approaches.
PGMAG: What is the most difficult decision you have had to make as a leader, and what did it teach you about yourself?
The situation- advocacy supports integration into strategies.
nature.
I was able to convince myself and colleagues that advocacy is the core of our work and we must be willing to protect, safeguard and speak up for our clients as part of the service provision. It later earned me a fellowship to study for a masters level advocacy and supervisor course sponsored by the NHS England and NHS Improvement to support health and social care managers in the UK.
Task - I learnt along the journey to "be the voice for the voiceless" - providing advocacy support to women, girls, men - international and home students, migrant workers, nurses, social workers, teaching workforce and entrepreneurs.
PGMAG: How do you ensure your voice and ideas are heard in influential rooms?
PGMAG: What personal values guide your decisions when the pressure of leadership is high?
My leadership values regardless of the situation remains unwavering, which include: Integrity, originality,
*Action - We started providing advocacy support, information and advice and attended tribunals, courts as "McKenzie Friend for Family", and unions investigation meetings.
*Results - Though it was a very difficult decision as the group leader "to advocate or not to do so," due to its persecutory
Resilience and Capabilities: Systems Thinking, Strategically Transform and bring positive situational changes through the integration of sustainable strategies into corporate policies and practices cuts across sectors. This helps to facilitate multi-stakeholders engagement, conduct action based research innovation that transforms lives for all the stakeholders.
PGMAG: What daily or weekly disciplines help sustain your leadership
performance?
1. My morning and night rituals - mindfulness and prayers.
2. Prioritize my health and wellbeing.
3. Plan the day.
4. Time management.
5. Strategies and Inclusive Practice.
6. Accountability Reflective Analysis.
7. Checks and Balance.
8. Gratefulness and Thanksgiving.
PGMAG: How do you balance strength and empathy when leading highperforming teams?
Balancing Strengths and Empathy: Honesty, Analysis and Skills Audits to ensure people are assigned roles that fits into their competences. Use effective communication for clarity, empathy, honesty, psychological support and positive feedback. Provide access to training, CPDs to improve confidence, consistency and competences not perfectionism. Encourages my team to compliment and not compete with each other. "We are our brothers' keepers."
PGMAG: What role does communication play in your ability to influence others?
Communication is used in my leadership roles for clarity, engagement, effective listening and clarity that helps build team and multi-stakeholders trusts (board members, to trustees, staff, volunteers, internships, students on placement and mentees and coaches.
The leadership myth of 'leaders have all the answers' is what destroys talents, builds and facilitates hostile organisational culture. It helps to destabilise wealth growth and sustainability. I encourage people to ask questions, be free to express their opinions, suggestions, and advise in line with organisation visions. This is how wealth of knowledge, skills and expertise are discovered across sectors.
PGMAG: How do you intentionally develop the next generation of leaders?
Development of future leaders involves :
1. Transparency
2. Genuine appreciation
3. Engagement
4. Visibility
5. Genuine appreciation, 6. Do and live what I preach, 7. Appreciation, celebration and rewards.
8. Mentorship, coaching and actively holding others hands
9. Showing others how to overcome hurdles holistically.
PGMAG: What leadership myth do you strongly disagree with?
PGMAG: How do you stay resilient when facing criticism or setbacks?
I overcame these obstacles through reading, learning new skills, staying closer to my creator - holistic lifestyles (spiritual intelligence - prayers, mindfulness, exercise and healthy living/forgiveness), doing what I loved doing, remaining focused on the original goals, purpose-driven and remaining on the original visions.
PGMAG: What legacy do you hope your leadership will leave behind?
My legacy now and for eternity:
PROFESSOR OLGA MROZ
HonDArt
Dame of Honour
Professor Olga Mroz is an internationally recognized cultural leader, educator, and advocate for peace whose work bridges art, education, and global diplomacy.
As Director of Al-Khalifa Business School (UK) and Board Director of the London Ballet Theatre (UK), she has developed an interdisciplinary model that uses creativity as a tool for social change.
Her global initiatives span Europe and the Middle East, focusing on education, women’s empowerment, and cultural dialogue. A co-author of international bestsellers and a recipient of multiple global awards, Professor Mroz is widely recognized for transforming art into a language of peace and leadership.
More than 30 years she embodies the spirit of Changemaker by building lasting bridges between cultures, disciplines, and generations through creativity, empathy, and visionary leadership. She wins "Changemaker of the Year" at Influencer Magazine Awards 2026.
I am truly grateful to Powerhouse Global Women Magazine for this meaningful conversation and for the opportunity to share my journey and reflections. It is a privilege to contribute to a platform that inspires and empowers women globally.
Thank you for creating a space where voices can be shared so openly - it truly means a lot
to be part of a community that supports and elevates women worldwide.
PGMAG: What defining moment shaped your leadership journey and the way you lead today?
I believe every leader reaches a moment when it becomes clear: either you take responsibility for something greater, or you remain within your comfort zone.
For me, that moment came with the realization that my decisions affect not only projects, but also people’s lives - and even the development of entire systems.
POWERFUL GLOBAL WOMEN FOUNDATION
SUPPORTING WOMEN AND CHILDREN GLOBALLY (03RD APRIL 2021)
Powerful Global Women Foundation in collaboration Royalty Kids Montessori School present A one day easter retreat for children and teenagers. Theme of the program was: The Total Child. The program includes reason for the season, cinema, POP quiz, music, baking and losts more. Mrs. Josephine, Phillip Itsuokor (Proprietress, Royalty Kids) was present as host. Over 100 children were in attendance during the program.
Powerful Global Women Foundation (Powerhouse Charity) was founded in 20l6 in Nigeria, West Africa, by Lady Anita Duckworth-Bradshaw. The core objective of this organization is to transform the lives of women and children, through various projects centred around the need of the service group.
In 20l6 Lady Anita single handedly fed over 400 children as part of “project feed l000 children globally”, and held an empowerment conference for the women. Through this project, so many women have gone to do great things with the knowledge they gained from the event.
She recently held a life transforming event for women in Lagos, Nigeria as part of International women’s month celebration 20l8. The turnout was very encouraging. She is working towards supporting more families to keep their children and wards in school through” project back-to-school” starting in September 20l8.
We are seeking for global support from individuals and organisations who would love to be a part of this service to humanity.
To support us, please visit: www.powerhouseglobalwomen.com or email womanthepowerhouse@gmail.com or powerhouseglobalmag@gmail.com
CHARITY PROJECT: As part of our Global Annual commitment, we were able to successfully complete project feed the children 2019 mission. Over 150 children were fed at this year’s event. Powerful Women Global Foundation (PGWF ) is a charity set up by Lady Anita Duckworth-Bradshaw in 2016. The service users are women and children. To support PGWF, please email womanthepowerhouse@gmail.com
