Morethanever,businessesareplacingahighpriorityon diversity,equality,andinclusion(DEI),talkingaboutit inpublic,makingstrategichires,andsettingupmeasures tomonitorprogress.In-depthinterviewsandfocus groupsweheldoverthepastfewmonthsrevealedthat manypeoplearestillhavingtroublemakingspaces whereBlackprofessionalsfeelliketheycanthrive. Managersatthesefirmsarequestioningwhattheyare doingwrongastheyfindthemselveslosingvaluable talentorfailingtoattractit,particularlyatthistimeof post-pandemicjobshift.
Wespokewithoveradozenhigh-achievingBlack executivesemployedbyreputablefirmsinthebanking, technology,e-commerce,professionalservices, consumerpackagedgoods,andotherindustriesto discoverout.Thesefirmsaretryingtofollowbest practices.Then,weheldanumberoffocusgroupswhere 8–10youngBlackemployeesspokeabouttheir professionalexperiences.Wequestionedthe intervieweesaboutwhattheywishedtheiremployersand organizationswouldchangeandwhatguidancethey wouldprovidetheirCEOsregardingDEIinitiatives.
World'sLeaderslatestedition“World’s Most Successful Black Corporate Leaders to Watch in 2022”hascurated alistoftheblackCEOsthathavebeensuccessfulin leadingsomeofthetoporganizationsworkingin industriesasdiverseashealthcaretoconsumergoods. Besidesrescuingbusinessesthathadtheirheadsabove
waterindiverseindustries,theseleadershavecreated spaceforinspirationfortheircommunityintheUSAand theworld.
Thecoverfeatures whoholdstheposition DavidGaddis ofchiefexecutiveofficerandgeneralmanager.Mr. Gadisisinchargeofateamofaround1,200workersand abudgetof$1billionannually.SincejoiningDCWater inMay2018,hehasredefinedtheorganization'smission andprioritizedanewstrategicplan.Thisentails enhancingemployeeandcustomerinvolvement,aswell asadedicationtoperformanceplanningandbusiness processimprovement.
Also,whileyouflipthroughthepages,don'tforgetto readthearticlescreatedbyourin-houseeditorialstaff andindustryexperts.
Oneofthebiggestandmostwellknownwatercompaniesinthe country,DCWater,isledbyDavid L.Gadis,whoholdsthepositionof chiefexecutiveofficerandgeneral manager.Mr.Gadisisinchargeofa teamofaround1,200workersanda budgetof$1billionannually.Since joiningDCWaterinMay2018,he hasredefinedtheorganization's missionandprioritizedanew strategicplan.Thisentailsenhancing employeeandcustomerinvolvement, aswellasadedicationto performanceplanningandbusiness processimprovement.
Inordertoaddressthedualissuesof risingratesanddeteriorating infrastructure,Mr.Gadishasalso establishedaStakeholderAlliance comprisinglocalresidents,business owners,representativesofthechurch community,andothers.Underhis direction,DCWateriscompletinga hugesystemofdeeptunnelsand otherinfrastructurethatitcommitted todevelopingfor$2.7billionin ordertoalmostcompletelyeliminate combinedsewageoverflowstothe PotomacandAnacostiaRiversand RockCreekinthenation'scapital.
Mr.Gadishas20yearsofexpertise inthefield,havingpreviouslyheld
thepositionsofCEOandPresident ofVeoliaWaterIndianapolisaswell asExecutiveVicePresidentofVeolia NorthAmerica.Hewasthefirst AfricanAmericanpresidentandCEO ofthatutility,aswellasthefirst AfricanAmericanCEOtooverseea significantutilityinIndianapolis.
Beforestartinghisprofessional career,DavidGadiswasentirely focusedontheprospectofa basketballcareer.Heputinalotof effortatPikeHighSchoolin Indianapolistoraisehislevelofplay andhelphisteammatessucceed.He hadbeenselectedasTeamMVP,an all-stateplayerbytheAssociated PressandUnitedPressInternational, anAll-AmericanbyStreetandSmith Magazine,andhadreceiveda scholarshiptoplayatSouthern MethodistUniversityafterthree seasonsasastartingguardatPike.
Hereceivedseveralhonours throughouthistimeatSMU, includingFreshmanoftheYear, TeamCaptain,and"Mr.Hustle".The teamparticipatedinthe1983–84 NCAANationalTournamentbefore fallingtotheGeorgetownHoyas. Georgetownwentontowinthetitle, andwereledbyjuniorcentrePatrick Ewing.Davidhadthegoodfortune thatmanyoftheabilitieshe developedonthebasketball court—suchasleadership, responsibility,andpreparation—also appliedwelltothecorporateworld andthewaterindustry
DCWaterwasfoundedin1996asan independentbodyofthedistrict
“Whether it is our customers, our employees, our small business partners, or our broader community, DC Water is committed to delivering equity at every opportunity.”
governmentbytheDistrict GovernmentandtheU.S.federal government.TheDistrictof ColumbiaWaterandSewerAuthority (DCWater)suppliesdrinkingwater, sewagecollection,andsewage treatmentforWashington,DC.It striveshardtomaintainitsposition asapremierwaterutility.The missionistoexceedexpectationsby providinghigh-qualitywaterservices inasafe,environmentallyfriendly, andeffectivemanner Thecompany alsomaintainsmorethan9,000 publicfirehydrantsintheDistrictof Columbia,inadditiontooffering wholesalewastewatertreatment servicestoanumberofnearby municipalitiesinMarylandand Virginia.
DCWaterisstillundertheDC CouncilCommitteeon TransportationandtheEnvironment's watchfuleyetoday,butasan autonomousorganization,theyare farbetterabletomanagetheir financialsituationandrespond rapidlytoemergencies.Withinthe waterindustry,DCWaterhasalong historyofinnovationandleadership. GeneralManagersJerryJohnsonand GeorgeHawkins,amongotherprior Authorityofficials,hadearliersetup DCWaterforsuccessandleadership throughnoteworthyprojectsand initiatives.DCWatercontinuesto serveasarolemodelforutilities aroundtheworld,havingbuiltthe firstthermalhydrolysisfacilityin NorthAmericaandhelpingrestoring theAnacostiaandPotomacRiversin ahistoricmanner
InFavouroftheCustomers David'spriorityasCEOhasbeento addresstheequityrequirementsof
theemployees,customers,and communitiessinceDCWateralready commandedthehigheststatusand reputationinthewatersector Listeningisthefirststepin exceedingcustomerexpectations.He formedandconvenedhisinitial StakeholderAlliancewhileworking forVeoliaIndianapolis.TheAlliance offersaforumforfeedbackfrom clients,thecorporateworld,and otherstakeholders,suchaspartners inthegovernmentandelected officials.
Davidandhisteamhavegoneone stepfartheratDCWater.Inaddition tohavingtheirownStakeholder Alliance,Davidalsoestablishedthe BusinessDiversityandInclusion AdvisoryCounciltosolicitfeedback fromneighborhoodbusinessesand civicorganizationsinorderto communicateDCWater'sDiversity, Inclusion,andEquity(DEI) initiativesandtofosterdiscussionon thesecrucialissues.
Davidthinksthatwhenthingsare goingwell,youshouldstepaside.He hashiredprofessionalswhomanage theeverydayoperationsadmirably andsuccessfully,soheseldomever needstogetengagedinthespecifics. However,Davidbelievesthatitis alsohisdutyasCEOandGeneral Managertostepinwherenecessary toremoveanybarrierstotheir achievement.Hefavoursrewards overpunishments.Hewantsto encouragemanagerstoprovide freedomandsupporttothosethey leadsincehefeelsthatthevast majorityofemployeesworkhardto succeedatahighlevel.Businesses
thatusethestickdegradeemployee trustandruntheriskofestablishinga "revolvingdoor"environmentwhere topperformersleave.
ThefocusplacedbyDCWateron "People,Place,andPay"isalso indicativeofthisstrategy.Nearlyall employeesbasetheirjobhappiness onthesethreeelements.Delivering onthesethreefactorshascontributed significantlytoDavidandthe company'ssuccessinnavigating "TheGreatResignation.”
TheeffortsmadebyDCWaterto increaseeffectivenessandservice deliveryattheAuthoritycenteron technologyandinnovation.Itis constantlylookingfornewmethods toprovidetoolsforitsclientsand informationalsupportservices.
AnessentialcomponentofDC Water'sconsumerengagementforits LeadFreeDCeffortoffersan interactivemapshowinglead informationthatcanbesearchedby addressthroughouttheDistrict. Becauseitputstheinformationinthe handsofthesefamilies,ithasa greaterimpactthanonemight imagine.Theyareeitherreassuredor providedinformationon opportunitiesforcorrectiononce theyevaluatethedatabase'sentryfor theiraddress.Thatisdelivering equitythroughtechnology.
AttheGlobalWaterSummitthis year,DCWater'scutting-edgeEvent ManagementSystem(EMS)earned thetitleof"SmartWaterProjectof theYear".TheEMSservesasa resourcemanagementtool,an incidenttrackingtool,andanearly
warningsystemfornon-routine situations,suchasreal-timeflood andwatertrackingdashboards.The technologyenablesDCWaterto respondtosituationsinvolvingthe watersystemandfloodingmore quicklyandwithlessdamagearound thedistrict.
HighUsageNotificationAlertsare anotherinstanceofhowDCWater usestechnologytotheadvantageof itsconsumers(HUNA).Customers whosignupfortheHUNAservice areinformedwhentheirusage patternssuddenlyalter.HUNA notifiesclientsofincreasedwateruse whentheyencounterproblemslikea brokenpipeoraleakingtoilet,so theymaytakeactionbeforereceiving abigbillinthemail.
Aboilwateralertissomethingthat nowaterutilityeverdesires(BWA). Butinactuality,everyutility encountersthembecausetheyare inescapable.Gettingthewordoutto impactedresidencesassoonas possibleisoneofthekeystothe effectivemanagementofaBWA. Therearetheconventional approaches,suchaspressreleases andphonecallstoprint,radio,and televisionmediasources.DCWater wentonestepfurtherandproduced onlineinteractivemapsthatare triggeredduringanemergency.These mapsallowuserstoentertheir addresstodetermineiftheyliveinan affectedservicezone.
TheSenseofEquityforEveryone Davidisathird-generationwater professional.Hisgrandfatherand fatherbothworkedforthe IndianapolisWaterCompany.Infact, between1932and2000,therewas alwaysaGadisworkingthere.
Asachild,Davidwatchedhisfather comehomefromwork.Heshares, "Onmostdays,hewasdirtyand exhaustedfromalongdayofdigging trenchesorinstallingpipes.Oneday, hecamehomeespeciallyfilthy,andI lookedathimandsaid,"Idon'tever wanttodowhatyoudo.Without missingabeat,helookedatmeand said,"Thenyou'dbettergetan education.”
Davidwasn'tawarehisfatherandhis AfricanAmericanAuthority coworkershadtoreturntohisfamily soiledbecausetheylackedashower orlockerroomfacilitiesuntilyears later.Separatewaterfountainsand entranceswererequired.Thereality remainsthatDavid'sfatherandhis AfricanAmericancoworkerswere subjectedtounjusttreatment. Theywereamongthemost dependableemployeesinthe business.,butwerenevertappedfor managementorleadershippositions, despitetheirgritandoptimism.As farbackasDavidcanremember,he alwayspromisedhimselfthatifhe waseverinapositiontoleadan organization,hewouldmakesure thateverypersonunderhis leadershipwastreatedfairly, regardlessofrace,gender,age,or anyothercriteria.
EquitymattersagreatdealtoDavid, andthat'swhyhehassuchafocuson deliveringequitytoeverypersonthe authoritytouches.Hestates, "Whetheritisourcustomers,our employees,oursmallbusiness partners,orourbroadercommunity, DCWateriscommittedtodelivering equityateveryopportunity.”
AddressingDifficultieswith COVID
Fromanoperationalperspective, Davidandhisteamaddressed COVIDinamultifacetedway.David firsttookactiontohaltservice interruptionsandrestartservicesfor accountsthathadpreviouslybeen suspendedduetonon-payment.He wasawaretheyneededtoguarantee accesstowaterbecausetheCDCand otherhealthexpertskeptstressing howimportantitwastowashhands. Althoughhewasthefirstinthe sectortodothis,hiscolleaguesat waterutilitiesacrossthecountry swiftlytookhislead.
Second,theychangedtheir organizationalstructuretoletas manyworkersworkfromhomeas theycould.TheOracleCloud EnterpriseResourcePlanning(ERP) systemwasdeployedmuchmore quicklyasaresultoftheeffortsmade bytheinformationtechnologyteam, enablingevenmoreworkerstowork remotely.Itwasvitallyessentialfor thecompanytogivefront-line employees,whohadtodotheirjobs inpublicthroughoutthepandemic, regularupdatesonpersonal protectiveequipment(PPE)andthe frequentlychangingguidelinesin reactiontoemergingstrains.These workersshowedbraveryand dedicationtotheauthorityandthe customers,andDavidandhisteam recognizedthemwiththe"FrontLineHeroes"campaign,which sharedtheirmotivationalworkon socialmediawiththepublicandtheir teleworkingcoworkers.That certainlyresonatedstronglywiththe teamsandhasplayedasignificant roleinraisingmoraleandkeeping employeesonboardduringavery tryingperiod.
AccordingtoDavid,DCWater's corporateresponsibilitystrategyis incorporatedthroughitsstrategic plan,Blueprint2.0,andthefive "imperatives"thatthecompanyhas identifiedasbeingmostcriticaltoits successoverthenextfewyears:
Ÿ Healthy,Safe,andWell–Is everyonethatweimpacthealthy, safe,andwell?
Ÿ Reliable–Canwedeliverour agreedservicelevelinanefficient andeffectivemanner?
Ÿ Resilient–Areweabletocope withandrecoverfromdisruption, anticipatingshocksandstressors tomaintainservice?
Ÿ Sustainable–Areweabletomeet
theneedsofthepresentwithout compromisingtheabilityof futuregenerationstomeettheir ownneeds?
Ÿ Equitable–Areweoperatingin anequitablemannertoenableour employees,partners,customers, andcommunitiestoprosper?
So,inthissense,everythingDC Waterdoesandeveryactionittakes shouldbealignedwithand supportingitsstrategyvisionand organizationalimperatives.
David'sgoalsaretotakeDCWater staturetonewheights.Hestates, "Whetherthroughourcommunity forums,ourESGreporting,our equityprograms,orleadingon climateandinfrastructureneeds,DC
Waterisnowpositionedtotakeour reputationforleadershiptoanew levelforanewera."
Davidadvisesaspiringcompany executivestobeactiveandkeepin mindthatchoicescannotbemadein avacuum.Itiscrucialtogather communityfeedbackandprovide everyonethechancetobeheardon water-relatedproblemsthatpertainto them,ashehasdonethroughthe StakeholderAllianceandthe BusinessDiversityandInclusion AdvisoryCouncil.
"On most days, he was dirty and exhausted from a long day of digging trenches or installing pipes. One day, he came home especially filthy, and I looked at him and said, "I don't ever want to do what you do. Without missing a beat, he looked at me and said, "Then you'd better get an education.
AdeshinaAdewumiisan
MB1002021
Entrepreneurthatis dedicatedtoleveragingtechnology toempowersmallretailenterprises inemergingeconomieswith rela ontoAccesstoMarketand Finance.Adeshinapossessesbotha postgraduatediplomain entrepreneurshipfromtheLagos BusinessSchoolandabachelor's degreeinaccoun ngfromBowen University.Hisdedica ontothe SustainableDevelopmentGoals (SDGs)2030,par cularlySDGs1,8, and9,mo vateshim.
HeservedasaPartnerwithAp ve Capital,aUS-based$1million por oliofundcompanycommi ed toassis ngentrepreneursin capacitydevelopmentandfunding acrossAfrica,with7por olio companiesreceivingfunding between2020and2021 Asan experiencedentrepreneur,he recognizesthatcapacity developmentmustmeetthe fundinggapthatexistsinAfrica.
Belowarehighlightsoftheinterview conductedbetweenWorld'sLeaders andAdeshinaAdewumi:
Describewhoyouareasaperson, insideandoutsideofthe workplace.
AdeshinaAdewumiisagoalgetter whohasastrongdesiretodieempty. Attheageof7,Ihadtheopportunity tobeexposedtotheworldof business.Theopportunitycamefrom anecessitytosupportmymotherin herwholesalebusinesswitha massiveretailnetworkacrossRivers State,Nigeria.Bytheageof11,I wasenrolledintheNigerianMilitary SchoolinZaria,andthatchanged everythingformeintermsof leadership,discipline,tenacity, resilience,andserviceforthegreater good,whichIembedaspartofmy personalandworkculturetoday.For everyactionItake,Iaskmyselfwhat valueitaddstome,mypeople,and thewidercommunity.Thishas greatlyshapedmyperceptionofwhat itmeanstoliveoutsideofjustliving, knowingthatlifeismorethanjust me.Today,Iamexcitedtobeleading afast-growingteamcommittedto tacklingglobaleconomicchallenges likefinancialinclusionacross emergingmarkets.TradeLendais indeedoutonamissiontoboost tradeandcommerceforbusinesses
whilechampioningthefinancial inclusiontrain.
Describeyourbackgroundand whatdidyoudobeforeyou started/joinedthecompany?
Ihaveabackgroundinaccountingby study,havingcompletedmy undergraduatestudyinaccounting withadistinctionIwasopportuneto championinnovationwhilelearning operations,strategyandbusiness developmentwithintheStanbic IBTCHoldings(theBankand WealthManagementsubsidiaries) earlyoninmycareerjourney.For thosenotfamiliarwithStanbic IBTC,thisisactuallyamemberof StandardBankGroup,andthatgave meaglobalcultureandmindsetto workwith.StanbicIBTChasalso notablyproducedlotsofalumni leaderswithinNigeriantechstartups likeFlutterwave,Paystack,and today,TradeLenda.Myworkwith ProvilleasthePioneerChief OperatingOfficerunderthe leadershipofBlessingAyemhere openedmetoanewoutlookon innovationandeverydaychallenges. WhileleadingtheProvilleteam,we wereabletomatchAfricantalents globallywithuserscuttingacross Nigeria,Ghana,Kenya,Zimbabwe, Canada,theUnitedStates,and variousEuropeancountries.This
builtmyconfidencetowanttodo more,soin2019IfoundedOne Kiosk,whichlaterbirthedTrade Lenda,wherewehelpmicro,small, andmediumenterprisesavoidmissed opportunitiesandscalethrough timelyaccesstocreditwhile connectingthemtovariousother partnerstogrowtheirsalesand accesstovariousotherfinancial services.Today,wehaveaccessto over240,000MSMEsinNigeria alone.
Tellusabouttheinceptionofthe company.Howdiditallstart?
IpreviouslyfoundedOneKioskin 2019,soweobservedthesoarin users'adoptionofe-commerce channelsduetothepandemic. Supportingover14,000MSMEsat thetimeandseeinggross merchandisevalue(GMV)grow fromjustlessthan$100,000monthly toover$1millionshowedthereal potentialofbasicessential commoditiesandgoodsviaecommerce.However,ascustomer ordersincreased,theseMSMEs struggledtokeepupwiththerising andcorrespondinggrowth.Couldthis bethatMSMEsdonotwanttogrow asfastasopportunitiesallowthem to?Acloserlookandincreased engagementledtotherealizationthat mostbusinesseswereindeedunable accesscredittogrow,evenwhen theyshowedthecapacityorhad invoicesforsomesuppliesthatcould increasetheirrevenuepotential.By 2021,wedecidedtoputallour learningstogetherandformateam withexperiencecuttingacrossthe supplychainvaluechain,retail, credit,andtechnologytomakea difference,andwehaveneverlooked backsincethen.
Whathasmadeyousuccessful? Whatdoyouvalue?
ThecreditspaceishugeinAfrica andacrossemergingmarketswith significantgrowthpotential,so seeingtheeverydayimpactandwins fortheaveragebusinessesthatwe supportisquitesignificantandwhatI callsuccess.Ourtechnology, however,hasgiventheseMSMEsthe opportunitytoliveabetterlife, contributemeaningfullytoeconomic growth,andgoevenfurthertocreate morejobsforthebettermentof society.Allofthiswhilestillbeing sustainable,withnon-performing loansstillunder3%,ishighly commendablewhencomparedto otherplayerswithinthecredit offeringspaceinNigeria.
Whatisthesignificanceof innovativeideasinthecompany?
Oneofourinnovativeideasisdeeply rootedinourcreditscoring framework,whichhelpsusfactor variousmultiplesoutsideofthe financialrequirementsmostcredit companiesuseinevaluatingand underwritingcreditrequestsfrom theirusers.Thishasstoodusout amongotherssofar.
Giveusyouropinionon;do organizationsrelyheavilyon individualheroicsorteam processes?
ForusatTradeLenda,webelievein results,andassuch,it'sablendof bothstructuredandunstructured pathstogettingresults.Every organizationmusthavean unstructuredpaththatallowsfor creativityandinnovationtothriveon acontinuousbasis.Forevery successfulinnovation,processesand
structureswouldthenbeputinplace toensurecontinuityandthedesired outcome.So,Iamasupporterofa blendofindividualheroicsandteam processesatvarioustimes.
Whatareyourresponsibilitiesas theFounder/CEOofthecompany? Whatisthehappiestpartofyour dailyroutine?
Myresponsibilityasafounderand CEOofTradeLendaistoattractthe rightpeopleandresourcestodrive thevisionofthecompanydaily.My jobistogettherightpeopleonmy boat,includingusers,employees, investors,partners,andavarietyof otherstakeholdersrequiredfora successfulbusiness.Thehappiestpart ofmyjobisseeingthecompany delivervaluetoeverystakeholderon adailybasis.Customersandusers havebeensupported,withemployees workinginasafeenvironmentthat helpsthemachievetheirowngoals whilecontributingtothe organizationalgoalanddelivering dividendsofgrowthtoinvestorsand otherpartners.
Whatadvicewouldyougive someonegoingintoaleadership positionforthefirsttime?
Learnandlisten!Everypositionand platformareanotheropportunityto learnandre-learn.Thedaywestop learningisthedaywedie.The resultssuccessfulleadersproduce comefromtheirabilitytolearnfrom andlistentothosetheylead.Youare aleadernotbecauseyouarethebest atdoingaspecificjob,butbecauseit isperceivedthatyouhavetheability tocoordinatemultiplejobsthrough otherstogetthedesiredoutcome. Learnandlisten!
Morethanever,businessesare placingahighpriorityondiversity, equality,andinclusion(DEI),talking aboutitinpublic,makingstrategic hires,andsettingupmeasuresto monitorprogress.In-depth interviewsandfocusgroupsweheld overthepastfewmonthsrevealed thatmanypeoplearestillhaving troublemakingspaceswhereBlack professionalsfeelliketheycan thrive.
Wediscoveredthatstaffmembers experiencemarginalization, underappreciation,andpoor comprehension.Manytimes,while beingawarethattheirorganizations supportDEI,theyconsiderthe initiativestheyhavetaken—likeantibiastrainingortheformationof affinitygroups—tobeinsufficient. Theycomplainedtousabouttheir lackofcapablementorsandcoaches andtheircontinuedinabilityto "presenttheircompleteselvesto work."Noneofthemcouldnamea businessthatwasoperatingethically whenasked.
"Safe,seen,andsupported"arethree pillarsthatreinforceeachother.For
Mthemostimpact,youmustaddress eachofthemsimultaneously.This hasbeenreferredtoascaring leadership.
PeteCarroll,thecoachoftheSeattle Seahawks,isaprimeillustrationof howthesport'stypicallybrutal competitivenesscanbesoftenedto greateffect.Inanewlyreleasedcase studythatMattBreitfelderandIcowrote,wediscoveredthatwhile Carrollcontinuestoholdhisplayers tohighperformancestandards,he activelyworkstomaximizetheir potentialasindividualsinorderto motivateandunleashtheirmaximum potentialasateam.Inapodcast interview,hediscussedhisprior effortsasanNCAAcoach,saying that"simplyput,wehadendeavored toestablishaprogramthatwas centeredonthefundamentalideaof competitionandwas,most significantly,ledbythethoughtof actuallycaringforeverysingle individual."Iwasreallycuriousto findoutwhatwouldoccurifyou gaveeveryoneyourundivided attention.
Carrollsayshisgoalsareto"help everyonereachtheirbest,""celebrate difference,"andfosteranatmosphere where"everyonefeelsafeelingof belonging."NFLrushingback MarshawnLynchjoinedtheteam afteracontentioustimewiththe BuffaloBills,andheadcoachPete Carrollmadehimfeelsecure,seen, andsupportedbypublicly welcominghimtothesquad,getting toknowhimpersonally,andpushing himtoshowhispersonality.(Healso establishedthreerules,whichLynch
gladlyaccepted:safeguardtheteam, refrainfromcomplaining,andbeon time.)
Thisstyleofleadership,when practicedconsistentlyandwith authenticitywithotherdiversity programsandpolicies,cansupport thesuccessofBlackteammembers aswellasallteammembers.Having managerswhoworktocreatea culturewhereeveryonefeels "comfortable,seen,andsupported" providesBlackemployeeswhatthey saytheyneed.
Thisultimatelyaltersmorethan simplythedynamicwithandresults forBlackemployees.Italtersthe organizationalculturetofostereach employee'smaximumpotential.
“Safe, seen, and supported” are three pillars that reinforce each other. For the most impact, you must address each of them simultaneously. This has been referred to as caring leadership.
Leadership,inequalpartsto management,aretwohigh-level competenciesthattoday's cybersecurityprofessionalsmust havetoachievethecriticaldegreeof security,trust,andstability(STS) modernbusinessesrequire.Inthe IntegratedRiskManagementarena, thisisevenmoreimportanttoget right.Althoughtheseskillsare importantforallinformationsystems securityofficers(ISSO)and/orchief informationsecurityofficers(CISO), theymustbepurposefullydeveloped. Thislearningroutefocusesonthe keyobjectiveelements(KOE)by exploringthealignmentof informationsecurityplanswith organizationalstrategy,regulatory systems,andoperationalexcellence, usingindustrystandards, frameworks,andmodelsasaguide.
Withanextensivebackgroundin securitystrategyandprogramdesign, privacy,identitymanagement,and threatmanagement,Clewin McPherson,ChiefInformation SecurityOfficeratExiger,headsup thecompany'sglobalcloudplatform andSaaSoperations,information security,andcyber-riskmanagement programstodeliverbest-in-class businessandclientsolutions.
Today'smostseverecybersecurity threatistheindustry'slackof genuinelytrainedsecurityexperts. Whilethisisimproving,thereare stillalotofwell-intended professionalswhomayhaveattended vendorsponsoredclassesbutwho don'tfullygraspsecurityprinciples andcan'tproperlydeliverrobust securityprograms.
Exigerworkswiththeworld's leadingglobalenterprisesand governmentstomaketheworlda saferplacetodobusinessthrough transformativeriskmanagement technologythataddressessupply chainandotherthird-partyrisk exposures.Itsexpertiseincludes financialcrime,moneylaundering, cybersecurity,ESG,supplychain risk,andotherareas.
AtExiger,theteamiscontinuously focusedontrainingitsprofessionals andstayingcurrentwithevolving industryneeds.Clewinassistsclients indetecting,preventingand mitigatingnewtypologiesof cyberattacksconnectedtosupply chainsandcriticalinfrastructure, oftenemphasizing'thethreatofthe insider'–thisincreasinglymeans real-timemonitoringofthird-party riskandinherentriskfrom complicatedsuppliernetworksisa non-negotiable.Thisexpandingrisk landscapeandsubsequentincreasing volumesofdataiscompoundedby thefactthatmanyenterprisesare adoptingthenew“workfrom anywhere,atanytime,andonany device”paradigm. "We must – as an industry – commit to improving the status quo. This starts with transparency into your vendor and supplier network, and then prioritizing critical relationships," saysClewin.
EvolvingasanITProfessional
Clewinisaconsummatelearner–he evenstartedhiscareerasahigh schoolchemistryandmathteacher beforemovingintoconsultingat Ernst&Young,wherehespentover 10yearsensuringhisclientswere safe,agile,andcompliant.
AtErnst&Young,Clewinfocused onCybersecuritywithinits InformationTechnologyAdvisory Services.Clewinoversawprojects withFortune100bankingand insurancefirmstodesign,develop, anddeploycorporateidentityand accessmanagementservices,thirdpartysecurityriskmanagement programs,andinformationsecurity governanceactivitiesthroughouthis tenure.
ClewindevelopedITandsecurity policies,standards,andproceduresto betteridentify,prioritize,and mitigaterisk,alongwithmetricsto understandtheperformanceofthese securitycontrols.Healsocentralized identitymanagement,account provisioning,andde-provisioningas partoftheseprograms.
"I have not experienced too many barriers other than (maybe) not taking as many personal risks as I could have," says Clewin. Infact,he hasbenefitedfromincredible mentorsandsponsorswhohave helpedhimnavigateanenviably steadycareerpath.
Clewindescribesthreemainreasons forhisgrowthasanITProfessional: Ÿ NetworksMatter.Clewinhasa greatnetworkofprofessionals andmentorswhoaredrivenby excellence,committedtostaying
Striving to be a Niche Player and Household Name in Environmental Consultancy Industry
What if you showed up for work one day only to find that half of your clientele had switched to your rival?
If the thought of revenue declines, acquisition costs, and the year's KPIs on declension has just given you cold sweats, then your disregard to clients' satisfaction, will make you run the danger of a victim. Customers who are satisfied and loyal to a brand are a key growth lever. Business and product decisions are influenced by customer satisfaction. It makes you stand out from the competition. Meet Dr. Emmanuel Lamptey, founder and CEO of Envaserv Research Consult (ERC), as he focuses on providing environmental solutions to clients and ensuring their optimal satisfaction.
InSeptember2011,EnvaservResearch Consult(ERC)acquiredthenecessary legaldocumentationtofunctionasan entity Thenecessityatthetimetohave acomprehensive,multifaceted,andallencompassingenvironmental organisationthatwouldprovide customisedservicesandenvironmental solutionstoclientsintheindustry necessitatedtheestablishmentofERC. Theneedforqualityresearchand accuratedatathatmighthelp customersmakedecisionsabout policiesandplansofenvironmental stewardshipwascrucial,coupledwith anemergingfieldandtheexigencyfor astop-shopenvironmentalsolution serviceprovidersupportedwith cutting-edgeenvironmentallaboratory werethemotivatingdriversforDr LampteyintheformationofEnvaserv ResearchConsult.
Backthen,therentalrequisitionfora pieceofenvironmentalmonitoring equipmentwereonlyavailablebya weekortwotherebydisruptinga plannedusageforfield assessment/researchforprimarydata collection,whichoutcomesfrequently areinformationprecedingorrequired forclients'advisoryservices. Essentially,thelackofstate-of-the-art
Itools/equipment,lengthydurationin theacquisitionofprimary environmentaldataduetononavailabilityofthetoolset/equipment, thelackofall-encompassing environmentalconsultancyfirm, coupledwiththeneedforaccuratedata andinformationforcritical environmentaldecisionslentimpetus totheformationofEnvaservResearch Consult.
EnvaservResearchConsultLtd.isa multifunctionalenvironmental managementconsultancyand laboratorytestingcompanythat providescutting-edgesolutionsand serviceswithhighqualitybespoke productsandresultsontimeandwithin budgetaryrequirementstoclientsin theoilandgas,mining,agriculture, transportation,construction, manufacturing,andtelecommunication industries,andwethuscreateashared valuebeyondcompliance.The companyoffersclient-focusedand environmentallysustainablesolutions toclientsinthepublicandprivate sectors.ThecompanyisaleadingISO certified(ISO9001:2015) environmentalconsultancyandISO accredited(ISO/IEC17025:2017) environmentaltestinglaboratory withinthesub-region.
Itoffersmultidisciplinary,one-stop environmentalservicesinthe followingfields:environmental assessments(suchasESIA,SEA, ESMP,andPER);socialconsultations (suchasRAP,community/stakeholder engagements);marine geophysical/hydrographical surveys/research(suchasSBES, MBES,SSS,andMetocean);marine geotechnicalsurvey/research(suchas vibro-coring);marinesediment characterization(e.g.sedimentgrab, macrobenthicfaunisticanalysis,&
photography);aquaticecological studies(e.g.fisheriessurveys& biodiversitystudies);waterquality& aquaticplumemodeling;airquality& emissiondispersionmodeling;climate impactassessments;geospatial analysis;agricultureresearchandsoil testing;qualitytestingforexported& importedproducts;;petroleumPVT analysis/studies;andfacilityinspection &materialtesting.
Thecompanyprovidestheseservices inanenvironmentthatvalues professionalism,safetyawareness, high-qualityresults,promptservice delivery,withhighethicalstandards andexcellentperformanceculture.
Asthecompany'sfounderandCEO, Dr.Lampteyisprimarilyfocusedon thecompany'soverallgrowth, profitability,andsustainability. Creatingastrong,committed, innovative,andmotivatedworkforce; ensuringthatthecorporate performancecultureisoptimised; givingcustomersatisfactionatop priority;andcreatingstrongmarket penetrationandbuoyancystrategiesare theactivitiesthatensurerealisingthe CEO'sgoals.Additionally,he communicateswithhiscustomersto makesuretheirneedsaremetontime andwithintheirsetbudget.His responsibilitiesasaCEOalsoinclude overseeingregularcorporate operationsandprovisionoftechnical helptokeydepartments.
Dr.Lampteystates,"Ostensibly, the success of the company will inure to my success as an innovative and transformational CEO.”
LeahK.isknownasaself-
starterwiththedemonstrated abilitytoprioritizeandmanage projectsinafast-pacedandchanging environment.Shehasmorethan15 yearsofexpertisepromotingHuman PerformanceImprovementacross diversecorporatesectors, communities,andorganizations.
SheistheFounderofAWoman's WorthChapters,adirectoratLeahK,a finalistfortheWomenInTechAlly awards,awinnerofthe2020MEA AfricaMarketsBestMediaand Graphicsannualawards,andatwotimefinalistfortheStrategicAfrican WomeninLeadership(SAWIL) awards.Leaheffectivelycombinesher 4CsCoachingJourneywithhercurrent practiseasaninfraredsauna practitioner(Celebrate.Connect. Collaborate.Create).
Leahhascreatedanddevelopedanew tool,The4Csforindividualand organisationalchange,asalearning anddevelopmentpractitionerby trainingandexperience.The4Csare designedtofosterorganisationaland individualgrowthwhilealsogiving peopleafoundationforfuture-proofing abilities.
Leahhasanimpressiveresume spanningthewholecontinentofAfrica, whichhasallowedhertocultivateand createastrongdrivetosucceedinthe learningandperformanceprofession acrossmultiplebusinesssectors.Sheis
commendedforusinghervigour, dexterity,fastreflexes,andattentionto developandupholdtheexceptional meetingofherclients'demands.
Leah'sdevelopmentmindset,broad experience,andexceptional professionalqualitiesallcontributeto theadvancementofHPIontheAfrican Continentandproduceaquantifiably favourablereturnontalentthat influencesROI.Leahisthecreatorof LeahKPtyLtd,apartnerofTheArt KartelMedia,andaWoman'sWorth. Hergoalistoworkwiththought leaderstodevelopskillsthatarefutureproofacrossAfricainorderto positivelycontributetoleavinga lastinglegacyforfuturegenerations. Herfundamentalprinciplesreflectthe deliveryofthehighestcalibreof serviceatalltimesbyactively
participatinginherclients'effortsto establishacultureofcontinuous learning.
Leah'smaingoalistoworkwith renownedthoughtleaderstodevelop programmesthatwillhelpusandthose whocomeafterusdevelopskillsthat willmakeusfuture-proof.
Leahiscommendedforhavinga future-focusedperspectiveaswellas forherzeal,agility,andattention.Her growth-orientedperspectiveand extensiveexpertiseinAfricaallowfor creativeapproachestoprojectsfor humanperformanceenhancement insideanyorganisation.Leah'smajor focusisfindinginnovativeandlonglastingstrategiestomaintainagood returnontalentandinvestmentfor organisationsandindividuals.
“I a ended one of LeahK's purpose talks. Without realising it, I le with a whole me purpose. I thought I had a purpose before and there was one for each role in my life, but that a ernoon or all came together into one as much as I am one. Leah's approach to purpose, the connec on with the audience and alignment with the audience's organisa on is amazing, is consistent throughout and reflec ve in the delivery of her four Cs. Point of correc on, the four Cs because I le with my own Cs. And then she is also an amazing and inspira onal person!” -
Advocate Dirontsho Mohale Cprac“Having worked with Leah these last number of years, I con nue to be inspired and touched by her ability to promote people she believes in. Never giving a thought to her own needs, Leah will find ways to grow and enable individuals and companies to be be er versions of themselves. Leah is a strong, focused facilitator who expertly reads the room, and challenges her delegates to stretch themselves with renewed and innova ve thinking. It is always a pleasure to work with Leah and I highly recommend her and value our collabora ons.” -
Judy Ditchfield
“Leah is a genuine & wise human soul. Leah's events are second to none you need to a end one to experience the magic she creates and the energy she brings facilita ng her events. Leah loves what she does and does an excellent job at it (I've a ended a lot of online/in-person events). Leah incorporates her cultural wisdom along with her knowledge on a broad array of topics which make her unique.” -
Nosh Darbari
WStrongblackleaderslikeMalcolmX,MuhammadAli,Martin Luther King Jr., and many others have persisted in demonstrating what it means to be black and proud despite difficulties, obstacles, prejudice, and other issues They continue to empower the community and provide them with the necessary representation via their work and sense of self. Let'sexaminethetopblackCEOsintheUnitedStates.These influential individuals have broken down barriers and establishedrolemodelsforpeopleofcolor
Asignificantgap,accordingtomanyoftheBlackCEOsinour study, existed between their "real" personalities and their "front-stage" personas, or what sociologist Erving Goffman called the "front-stage " The majority of those surveyed admitted to code-switching. Particularly black guys claimed thattheyneededto"soften"theirpersonalitiestoavoidcoming out as furious. Think about Branden, who informed us that despitebeinga6ft1inchtalland180lbBlackman,hemakesit a point to smile, appear joyful, and control his negative emotionsathissizableaccountingfirm.Hesaid,"I'veseenlots ofindividualsyelloractoutinangerorfrustrationatwork,and Idon'tfeellikethatsamegraceextendstosomeonelikeme.
Many respondents revealed to us that they frequently keep their ideas to themselves out of concern that others won't understandorvaluethem,whichisevenmoreconcerningfor firms looking to encourage employees to think creatively. Former marketing manager David, who now has his own consulting business, revealed to us that he formerly fretted over his coworkers' failure to understanding him "It discouragesmefrombeingmyrealselfwhenthereisaworry that [my contribution] would translate into either bewilderment or annoyance, or in the worst circumstances, punishment." In a similar vein, Alex admitted to being "quieter"atworkandpreferringtokeephisheaddownrather takingachanceonanadversereactiontohisideas.
WhatdotheseBlackprofessionals'workplaceslackthatthey need? They simply want to feel secure, acknowledged, and supportedatwork.Webelievethatmanagersandotherleaders canbenefitfromviewingthethreecategoriesasasystemand comprehendingtheintricaciesofeachcategoryfromthepointof-view of DEI, even though we have all heard these phrases beforeinthecontextofDEI.
When asked what the word "Black" stands for, there are many connotations that are unfavorable. People of color and the black community have been misunderstood for a very long time, to the point where they occasionally feel ashamed of their race. The violence, racism, and underrepresentation that Black people experience due of their color is a major source of annoyance.
Sam Wanekeya is a full-stack software engineer with Eight years of experience working as a parttime and full-time software engineer. He is a high-performing technology leader. Technical strategy, corporate architecture, cloud computing, big data, blockchain software development, and machine learning are among his areas of competence.
Samhashadadeepinterestin technologysincehewasachild. Heshares, "My father bought us a computer back in 2005 and allowed us to play an active role in using the computer and also make any repairs whenever any damage occurred." Sam decidedthenthathewantedtopursuea professionthatenabledhimtotinker withcomputersandeventuallyuse thosesametoolstotackleissuesinthe realworld.Heexperimentedalotwith manyprojectswhilehewasastudent atUnitedStatesInternational University-AfricastudyingApplied ComputerTechnology.Beforestarting Kakbima,heworkedonseveral softwaredesignanddevelopment projects.Hehasexperienceworkingon singleprojects,leadingteams,and workinginteams,occasionally collaboratingwithhisco-founder BertrandOmuga.
Belowarehighlightsoftheinterview conductedbetweenWorld'sLeaders andSamWanekeya:
Describewhoyouareasaperson, insideandoutsideoftheworkplace. Iampassionateaboutmyworksimply becauseIlovewhatIdo.Ihavea steadysourceofmotivationthatdrives metoalwaysdomybest.Idocarrythe samezealoutsidetheworkplace, challengingmyselfdailyandlearning newskillsthathavehelpedmetodo betterwork.Forexample,besidesthe obvioussoftwareengineeringskills oneisexpectedtohave,I'vehadto learnalotaboutinsurance.From attendingclassestointeractingwith industryexperts,theteamat Kakbima andpolicyholders,withthegoalof leadingthecompanyintheright directionandhelpingbuildabetter insurancepolicy.Outsideoftheoffice, I'manavidstorywriteronMedium andlovetosharemyknowledgebased onmyexperiencetohelpoutother startupsandsmallbusinessesnotmake thesamemistakesI'vemadeinthe past.Onweekends,youmightfindme
helpingoutdifferentclothingstore ownerswithinourcity'scapitalor exploringhikingtrailsoutsidethecity
Tellusabouttheinceptionofthe company.Howdiditallstart? Kakbimaisthebrainchildof passionatepeoplewithavisiontoreimagineandhelpbuildabetter insurancepolicy.Ihadjustcompleteda previousprojectofdesigningand developingahospitalmanagement systemforafairlynewclinicwith multiplebranchesacrossthecountry andgottolearnalotaboutthegaps thatdoexistbetweeninsurance companies(carriers)andhealthcare facilities(clinics,hospitals,ambulance serviceprovidersetc.)majorityof whichwereaffectingtheuptakeof insurancebyconsumers.Ontheother hand,Bertrand,ontheotherhand,had workedintheinsuranceindustry, understoodthesechallengesonalevel thatallowedhimtobuildacasearound themtoseewhatsolutionshecould comeupwith.Itwasatthispointthat wedecidedtojoinforcesandstarted offbybuildingasolutionforinsurance agentsthusmovingforwardtostartthe company,havingreceivedimmense positivefeedbackandanudgeto commercializethesolution.
Whathasmadeyousuccessful? Whatdoyouvalue?
Passion,consistency,andpatience. Passion,havingazealtohelpout, makingachange,orimproving somethingdoesmakeabigdifference.
Whicharethemajorservicesofthe companyandhowdothecompany togetaheadinthecompetition?
Whatvalue-addedservicesdoesthe companyprovide?
Kakbimaconnectsinsurers, distributionpartners,andcustomersto transformthewayinsuranceisbought, managed,andsold.Thisisdone throughourinsurancemanagementand distributionplatformthatremovesthe barrierstoflexibleproduct developmentanddistributionchannels, helpingmorenewbusinessesget started,expeditegrowthforexisting companies,andincreaseglobal consumercoverage.We'vestayed aheadofourcompetitorsbybringing numerousinsurancepurchaseand managementprocessesintothedigital space.Theplatform'sfeaturescombine CustomerRelationshipManagement (CRM),products(Motorand Motorcyclefullysupported),policy, claimsmanagement,quotation automation,premiumpayments,and muchmoreintoasingle,integrated platform.
Wecurrentlyprovide3othervalueaddedservices.
BusinessProcessOutsourcing(BPO)
-OurBPOwasformulatedtosupport allback-officeprocessingneeds.The Kakbimateammembersworkdirectly withoperationalandunderwritingstaff tominimizetime-consuming administrativeactivities.
Forensic&SecurityAudits-The Kakbimateamoffersanumberofboth proactiveandresponsivesolutionsto directlyaddressanyforensicchallenge thatanorganizationmaywishto undertakeintheirongoingeffortsto mitigateandrespondtopotential compromisesbyadvancedthreats, employee-misconduct,andother similarandrelatedthreats.
InsuranceConsumerEducation–
TheBimwikconsumerawareness platformprovidescomprehensive insuranceeducationandtoolstohelp insuranceeducatorsmanage,measure, andenrichlearningexperiencesonall matter'sinsurance.
Whatarethemostimportantaspects ofacompany'sculture?What principlesdoyoubelieveinandhow doyoubuildthisculture?
Trust,community,andinnovationare themostimportantaspectsofa company'sculture.
Ibelievethatagreatcompanyneedsto haveitsemployeesequippedwith substantialindustryknowledgeabout theircustomersandcompetitors, providehighqualityproducts,and haveclear,achievablegoals.The
companycultureisbuiltbydefining whatagoodcompanycultureis, makingadjustmentstocreateapositive workenvironmentandfinallyhelping theteamachievethesetstandards.
Whatisthesignificanceof innovativeideasinthecompany?
Theyhaveallowedustoprovidebetter productsandservicestoourcustomers, savingyoutimeandmoneyandgiving usacompetitiveadvantageoverother companiesstuckintheirsystems.
Giveusyouropinionon;do organizationsrelyheavilyon individualheroicsorteam processes?
Individualheroics.Thisisthecasein mostpartsoftheworld,andcanbe attributedtotheshiftinstockexchange orcompanyevaluationswhencertain individualswithinthecompaniesmake adifferentmovethatiscontrarytothe norm.Inmostcases,thereisalarge teaminvolved,buttheattributionfor successorfailurealwayslandsonone individual.
Whatareyourresponsibilitiesasthe Principal/CEO/Presidentofthe company?Whatisthehappiestpart
ofyourdailyroutine?
MycoreresponsibilitiesatKakbima are:
Ÿ
Buildingourtwomainproducts (theKakbimainsuranceand Bimwikconsumerawareness platforms),thisinvolves observing/interactingwithusers, writingcode,designingproduct specs)andacquiring users/customers.
Ÿ
Interactingandhelpingtheteam understandourvision,values,and companyculture.
Ÿ Communicatingeffectivelywithall ourstakeholders
Interactingwithourusers/customers, theteam,andgettingfeedbackonthe productswehavebuiltalwaysbrings joytome.Ialwaysfeelasenseof accomplishmentwhenauser'sproblem issolved,especiallywhentheyreach outtoyoutoexplainafeaturethey founduseful,notknowingthatyou werepartoftheteamthatbuiltthe solution.
Whatadvicewouldyougive someonegoingintoaleadership positionforthefirsttime?
Sharerelentlesslywithyourteam.Let themknoweverythingyouknow unlessitisabsolutelyconfidential. Admittothepossibilityofbeing wrong.Thenyouwill,moreoftenthan not,comeupwiththebestanswer
Makemeetingsfuntoanappropriate extent.Beingeffectiveandthoroughin meetingsdoesnotruleouthumorasa lubricanttobringoutthebestinyour teammembers.
Youcan'tbeeveryone'sfriendneither canyoumakeeveryonehappy.Don't gettooclosetoanyofyouremployees, asthatmayleaveyouwithlittleroom todisciplineorevaluatethemproperly
