Most Inspirational Business Leaders to Watch in 2026

December 2025 The

rtune Leader MOST INSPIRATIONAL Business

TO WATCH IN

2026

ROB Pupelis Leading AAI & Spectros Into A New Era Of Progress

W

elcome to The Fortune Leader's Special Edi on “Most Inspira onal Business Leaders to Watch in 2026.” In this landmark issue, we are proud to present on our cover Mr. Rob Pupelis, CEO of AAI & Spectros, a visionary leader whose work is redefining the future of precision technology and purpose-driven innova on.

Rob Pupelis is not merely crea ng advanced products he is reshaping en re sectors. His journey began with a powerful insight: in life-cri cal environments, technology must be as dependable and responsive as the professionals who rely on it. This belief laid the founda on for AAI & Spectros, a company built on innova on, accessibility, and unwavering ethical standards. Despite financial and structural challenges in the early years, Pupelis demonstrated excep onal resilience, reimagining the company's model and se ng it on a bold trajectory toward industry leadership.

Today, he leads with clarity, empathy, and a steadfast commitment to meaningful progress. Under his direc on, AAI & Spectros con nues to push technological boundaries through purposeful innova on. A defining example is the advancement of the T-Stat system, which is rapidly emerging as a global benchmark in cri cal-care decision support. This breakthrough reflects Pupelis's mission to deliver technology that not only performs with precision but also improves outcomes for those who need it most.

Beyond his impact on technology, Pupelis is deeply commi ed to people. He champions a workplace culture rooted in trust, con nuous learning, and shared purpose one where every team member plays a vital role in the company's mission. His leadership reflects a balance of vision and humanity, inspiring teams to reach higher and innovate with inten on.

Rob Pupelis stands among 2025's most inspira onal business leaders shaping a future where innova on genuinely serves society. This special edi on celebrates him and the many visionaries who remind us that true success is not only about building businesses, but about building las ng impact for genera ons to come. ward Scott Ed Editor-in-Chief The Fortune Leader

EDITORIAL TEAM Editor-in-chief Sco Edward Sales & Marke ng Manager Lily Hayler Business Development Manager Lauren Green, Millie Butler, Rosie Jonas Business Development Execu ve Victoria Ma hews, Ashley Tucker Art and Design Director Paul Brown Research Analyst Robert Smith

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Contents

10

Cover Story

ROB Pupelis

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O 18

Dejan Stancer

26

Hedley Lewis

30

Dan Yogev Kaznelson

Articles Articles

24

How AI Revolu onizes Banking For Smarter Solu ons

COVER STORY

ROB Pupelis Leading AAI & Spectros into a New Era of Progress

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Most Inspirational Business Leaders to Watch in 2026

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hen Rob Pupelis founded AAI & Spectros, he wasn't simply launching another technology company he was igniting a movement. A movement to modernize critical industries, elevate standards, and ensure that the tools people depend on in high-stakes environments are as reliable as the individuals who use them. Rob's journey, shaped by resilience, reinvention, and a relentless commitment to meaningful innovation, has made him one of the most compelling leaders redefining how precision technology supports realworld decisions.

A Vision Born from Opportunity, Frustration, and Purpose The inception of AAI & Spectros traces back to a singular insight: advanced technology existed, but it was not always accessible, integrated, or designed with the user in mind.

Rob saw a gap; one that was costing industries time, efficiency; and, in some cases, lesser surgical outcomes.

What inspired him was not a single moment of revelation but a combination of experiences that illuminated the profound impact even incremental improvements could have. He understood that when design, usability, and reliability intersect, the results ripple through entire ecosystems of care, safety, and performance.

This understanding became the blueprint for AAI & Spectros. Rob envisioned a platform that merged innovation with integrity, precision with practicality. From day one, the mission was clear: to elevate industry standards not through noise or novelty, but through purpose-driven technology that empowers those on the frontlines.

Faced with mounting pressure, Rob made the most difficult yet defining decision of his career: to reinvent the company before the market forced his hand. He shifted from service provision to innovation and product development, pivoting AAI & Spectros toward a future anchored not in systems resistant to change, but in technologies capable of driving it.

This reinvention transformed the organization and indeed Rob himself. It taught him that resilience is not endurance alone but evolution. It set the tone for everything AAI & Spectros would become.

Leadership with Clarity and Courage Today, Rob leads with a philosophy that blends strength with empathy, ambition with humanity. His style is rooted in clarity of vision, transparent communication, and a profound respect for people.

He believes that individuals perform best when they feel seen, supported, challenged, and genuinely connected. For him, camaraderie is not a workplace luxury but an essential ingredient for innovation. AAI & Spectros is fast-paced, high-performing, and unapologetically purposeful but it is also a place where people laugh, grow, and build real bonds.

Under his guidance, the culture has become a hybrid of accountability and compassion, excellence, and joy. Rob often says that the true measure of leadership isn't what a company accomplishes it is who the people within it become along the way.

A Defining Achievement

The Early Years: Reinvention as a Strategy for Survival Like many founders, Rob did not take a linear path. AAI & Spectros began as a services-based company offering an alternative to traditional outpatient surgeries better equipment, better environments, and drastically lower costs.

Logically, it was the future. Practically, it was a battlefield.

Despite superior outcomes, managed care providers and insurance companies denied claims with frustrating consistency. The financial strain became suffocating.

Bankruptcy loomed. It was, in many ways, the crucible that forged the company's philosophy.

Among the company's many milestones, Rob considers the redevelopment of the T-Stat system the most meaningful achievement. What began as a straightforward improvement project evolved into a mission to redefine how physiological data is monitored in critical environments.

By strengthening its design, refining its capabilities, and aligning it with the real needs of medical and field professionals, the team transformed T-Stat from an instrument into an indispensable platform for better decision-making.

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CEO, AAI & Spectros

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Today, it is widely regarded as a potential global standard of care technology capable not only of capturing data but of shaping outcomes. For Rob, the true reward lies not in market dominance but in the lives T-Stat changes each and every day.

Driving Innovation Through Purpose, Not TrendChasing Innovation at AAI & Spectros isn't a buzzword it's a discipline. Rob ensures the company remains ahead of the curve by fostering a culture where curiosity meets strategy.

Rather than chasing the latest technological trends, the company focuses on understanding what truly matters: customer needs, emerging risks, scientific advancement, and internal creativity. Some of the company's best ideas have come from team members questioning assumptions or challenging outdated practices. Leadership keeps the company lean, agile, and ready to evolve not in reaction to change but in anticipation of it.

Inspiring Teams Through Trust, Instinct, and Intention Rob motivates not through pressure or perks, but through connection and clarity. He communicates vision with conviction and helps each team member see their role in achieving it.

beyond environmental responsibility; it encompasses the durability of products, the well-being of employees, and the long-term trust of partners and communities.

Maintaining Focus and Harmony Through Intentional Living Despite the demands of leadership, Rob views balance not as perfection but as rhythm. Focus comes from purpose.

Resilience comes from intentional routines physical movement, meaningful relationships, restorative downtime, and quiet reflection.

He prioritizes what matters, delegates with trust, and protects the clarity needed to lead decisively. In his world, harmony is achieved not by doing less, but by doing what matters most with presence and conviction.

The Next Five Years: Scaling Impact, Not Just Size Looking ahead, Rob envisions a future where AAI & Spectros expands with intention. The next five years will center on deepening impact through smarter technology, ethical growth, and breakthrough innovation.

Key initiatives include: •

T-Stat 3.0: a next-generation system with dramatically reduced hardware, advanced virtual capabilities, intelligent software, and a significantly lower carbon footprint.

He trusts his instincts when hiring, often identifying leaders whose potential far exceeds their résumés. Many of AAI & Spectros' most influential contributors were handpicked, nurtured, and elevated long before others recognized their abilities. As a leader, he removes barriers, ensures resources, celebrates effort, and never hesitates to roll up his sleeves. His example rooted in integrity, accountability, and humility sets the tone.

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Next-generation Aquecool: designed to accelerate healing, reduce complications, and elevate patient outcomes.

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Expanded R&D: deeper integration of advanced technologies and AI-driven insights.

Technology and Sustainability: Twin Pillars of the Future

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Leadership development: building an organization known as much for the leaders it develops as the technologies it creates.

At AAI & Spectros technology and sustainability aren't optional they are the foundation of the future they are building. The companies are deeply invested in modernizing legacy systems, advancing AI-powered decision support, and designing products that anticipate tomorrow's needs. Their approach to sustainability extends

For this CEO, success is measured in lives impacted, standards elevated, and the people who grow alongside the mission.

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A Message to Future Leaders Rob offers aspiring leaders a powerful perspective: leadership is simple, but not easy. It is a series of deliberate, values-driven choices made consistently over time.

“Be brave enough to care deeply,” he advises, “and disciplined enough to act on it.”

He encourages future leaders to stay curious, surround themselves with challengers not cheerleaders and protect their integrity above all else. Markets shift. Technologies evolve. Trends fade. But values endure. For Rob, leadership is ultimately about legacy not the kind written in headlines, but the kind written in its people.

“Success isn't just what you build,” he says. “It's who we help build along the way.”

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DEJAN ŠTANCER Global Diplomacy Through Business: A Visionary Conversation with Dejan Štancer, President of the Global Chamber of Business Leaders

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ou have played a significant role in shaping international business diplomacy through the Global Chamber of Business Leaders. What inspired you to establish the organization?

The Global Chamber of Business Leaders was born out of a simple but powerful realisation: the world was entering an age where political diplomacy alone was no longer enough. Economic influence, ethical leadership, and cross-border cooperation had become the true engines of stability. I founded GCBL because I believed that business leaders—when connected, principled and committed to cooperation—could become one of the strongest diplomatic forces of the 21st century.

What inspired me was the need to create a platform where integrity would be stronger than division, where ideas would travel faster than conflict, and where global leaders could shape prosperity not by competing for advantage, but by building bridges. Today, I see that vision becoming reality.

What mission or core purpose continues to drive the Global Chamber of Business Leaders today?

Our mission is unwavering: to transform global leadership into a force for cooperation, responsibility, and sustainable progress.

GCBL exists to connect influential leaders, to foster ethical decision-making, and to support initiatives that advance global peace, economic resilience, and responsible innovation.

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Through our programs, our Global Trends Magazine, and our Global Coalition for Cooperation and Peace, we are building a community that chooses collaboration over chaos and principles over profit.

Our recently obtained special consultative status with the United Nations further strengthens our mandate: to contribute directly and constructively to shaping global policy and sustainable development.

In your role as President of the Global Chamber of Business Leaders, how do you guide and oversee the organisation's daily functioning and decision-making?

As President of the Global Chamber of Business Leaders, I lead the organisation with a clear philosophy: global influence must be grounded in ethical governance, strategic clarity, and the strength of collective intelligence.

GCBL is a complex, international structure—uniting leaders, institutions, diplomats, and innovators across continents. My role is to ensure coherence, direction, and integrity in everything we do. I oversee daily functioning through a combination of structured governance and empowered leadership. We have a strong executive framework, but our decision-making remains inclusive, transparent, and deeply aligned with our core mission.

societies, climate-linked disruptions, and the rapid acceleration of AI. But with these challenges come opportunities to rethink value creation, to innovate responsibly, and to build partnerships that cross traditional boundaries.

Those who embrace ethical AI, sustainable practices, and international cooperation will not only survive—they will lead. Those who continue to act in isolation will struggle in a world where interdependence has become the new reality.

In short: the winners of 2025 will be those who understand that the future is no longer built alone.

Your leadership approach is often described as visionary and collaborative. What core values or philosophies guide your decision-making and leadership style?

My leadership is grounded in five principles: Integrity, because leadership without ethics is simply power without purpose.

Cooperation, because no major challenge today can be solved by one nation, one company, or one individual.

Clarity, because people follow a leader who knows where he is going.

Courage, because progress rarely comes from comfort.

Every strategic decision we take—from global partnerships to UN engagement, from the work of our Global Coalition for Cooperation and Peace to the editorial line of Global Trends Magazine—is guided by one central question: Does this advance cooperation, stability, and responsible global progress?

Responsibility, because influence means nothing without accountability.

I believe that a leader's task is not to centralise power but to build an ecosystem where excellent people can excel. At GCBL, I ensure that our teams operate with discipline, that our processes reflect the highest standards of accountability, and that our actions always honour the trust placed in us by global partners.

Looking ahead, what initiatives or strategic goals are you most focused on advancing through the Global Chamber of Business Leaders in the coming years?

Our strategic priorities are ambitious, and intentionally so.

We are expanding GCBL's global network to strengthen economic diplomacy across all regions. We are deepening our work within the United Nations system, ensuring that the voice of responsible business leadership is present where global policy is shaped.

In short, my responsibility is to safeguard the vision, uphold the standards, and ensure that GCBL remains one of the world's most respected platforms for global business diplomacy.

In your view, what key challenges and opportunities will global businesses face in 2025?

2025 will be a decisive year—one where global businesses face both unprecedented risks and historic opportunities.

The challenges are clear: geopolitical uncertainty, polarized

I believe a leader's true strength lies not in raising his voice, but in raising the voices of others. Vision creates direction, cooperation delivers results.

The Global Coalition for Cooperation and Peace will remain central to our agenda—because peace is not an ideal, it is a strategy.

We are also growing Global Trends Magazine into a global thought-leadership platform that challenges old narratives and introduces bold ideas for the future.

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Our goal is simple: to ensure that business leaders are not only participants in global change, but architects of it.

What advice would you give to future entrepreneurs and leaders aspiring to make a global impact?

First, build your character before you build your company.

Integrity opens doors that money never will.

Second, think globally from day one. The world is interconnected, and opportunities rarely stay within national borders.

Third, surround yourself with people who challenge you, not those who agree with you. Innovation lives in diversity.

President of the Global Chamber of Business Leaders

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And finally: never forget that leadership is not measured by how high you climb, but by how many people rise because of you.

If you aspire to change the world, begin by changing the way you show up in it—every day, with courage, humility, and purpose.

AI How

Revolutionizes Banking For Smarter Solutions

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he banking sector has experienced significant changes in recent years, largely due to the swift progress in artificial intelligence (AI).

AI is fundamentally altering the operations of financial institutions by offering more intelligent solutions that boost efficiency, enhance customer experiences, and refine decision-making processes. This digital transformation is redefining various aspects, from everyday tasks to intricate financial services, resulting in a more agile, responsive, and customerfocused banking environment.

One of the key advancements brought by artificial intelligence in the banking sector is automation. Conventional banking activities, including transaction processing, identity verification, and customer support, typically demand considerable manual intervention. AI-driven solutions can streamline these operations, minimizing human error and expediting workflows. For instance, AI chatbots have become prevalent in customer service, allowing financial institutions to offer round-the-clock assistance.

These chatbots are capable of addressing various inquiries, such as checking account balances and aiding in loan applications, thereby enabling human representatives to concentrate on more intricate issues.

AI is revolutionizing the methods by which banks evaluate risk and determine lending decisions. Historically, banks have depended on fixed credit scores to assess loan applicants. In contrast, AI technologies can process extensive data from diverse sources, including transaction records, social media interactions, and market dynamics, to deliver a more comprehensive and precise understanding of a borrower’s financial status.

This capability enables banks to create tailored loan offerings and make better-informed lending choices, thereby minimizing the likelihood of defaults and enhancing credit accessibility for marginalized groups.

AI is also significantly impacting the fields of fraud detection and cybersecurity. Through the use of AI algorithms, it is possible to monitor transactions continuously for any irregular patterns and to identify potential fraudulent activities in real-time. By examining historical data and learning from previous occurrences, AI systems enhance their ability to detect and prevent fraud, thereby increasing the security of banking for both financial institutions and their clients.

Furthermore, artificial intelligence is empowering financial institutions to provide personalized services. By utilizing machine learning algorithms, banks are able to assess customer behavior and preferences, allowing them to present customized products, including personalized investment advice and savings strategies. These insights driven by AI improve customer satisfaction, resulting in a more cohesive and pertinent banking experience.

In summary, artificial intelligence is transforming the banking sector by improving operational efficiency, bolstering security measures, and facilitating more tailored financial services. As this technology advances, it is anticipated to further reshape the industry, providing more intelligent solutions for banks and their clientele.

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DAN YOGEV D

Kaznelson

an Yogev Kaznelson is a visionary leader in the aviation industry, currently driving digital and operational innovation at EL AL. With a background in IT and project management, he has built a career around leveraging technology to transform complex systems and enhance efficiency. His leadership style emphasizes collaboration, inclusivity, and empowering teams to co-create impactful solutions. Under his guidance, EL AL has embraced digitalization, AI-driven tools, and customer-centric innovations to stay competitive in a rapidly evolving market. Widely respected for bridging technology and people, Dan continues to shape the future of aviation with strategic foresight and a passion for meaningful impact.

Here are the key highlights from the interview: Can you share the story of your professional journey and what inspired you to pursue a career in the aviation industry?

My career has been driven by a passion for technology, problem-solving, and operational excellence. I began in project management and IT, where I discovered how digital solutions can transform complex environments. Aviation stood out because it's a truly complex industry with multiple interconnected systems, where every day is different and no two days are the same. It's an environment that constantly demands flexibility and the ability to react quickly to change, which aligns perfectly with my interest in strategic thinking and innovation. The opportunity to apply technology to create meaningful impact across people and operations inspired me to dedicate my career to this dynamic field.

How did your early experiences shape your leadership style and vision for driving innovation at EL AL? Early in my career, I realized that successful leadership is about listening as much as directing. Working in project

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management and IT taught me to understand people's perspectives, involve them in shaping solutions, and harness their potential. I also developed a habit of asking key questions for every initiative: What value does this bring? How will it benefit the organization? At EL AL, this approach drives inclusive innovation, where employees are active participants in valuable projects. I maintain an open mind, encouraging everyone to share new ideas, because those closest to the work often have the best insights. By building strong partnerships across teams and fostering open dialogue, I've learned that sustainable innovation emerges when people feel empowered, engaged, and part of the journey.

What drew you specifically to focus on aviation and airline management, and how has your role evolved over time?

Aviation drew me because it's a highly complex, dynamic industry where multiple systems interact, and no two days are ever the same. It challenges you to react quickly to change and make decisions that ripple across the entire organization. I initially focused on IT and digital projects, but over time my role has evolved to overseeing broader operational and digital strategies, integrating technology and processes. Several projects have also improved the employee experience, which in turn has had a positive impact on the passenger experience. Today, I work to enhance efficiency and ensure EL AL remains innovative, agile, and future-ready.

How has EL AL adapted its services to meet the evolving expectations of travelers and the changing dynamics of the aviation industry?

EL AL has embraced innovation, digitalization, and AIdriven solutions to meet the evolving expectations of passengers. We have introduced new services and selfservice options that make the travel experience more convenient, flexible, and personalized. At the same time, we

continuously improve operational processes, enabling smarter decision-making and more efficient day-to-day operations. Passengers now receive real-time updates and enhanced support, reflecting our commitment to seamless, technology-enabled experiences. By combining these elements, EL AL stays agile, innovative, and ahead in a competitive aviation landscape.

What were the most significant challenges you faced in leading within such a highly competitive and regulated industry, and how did you overcome them?

One of the greatest challenges in aviation is leading transformation in a highly regulated and competitive environment. Regulatory requirements, complex systems, and naturally cautious mindsets often make change difficult.

I overcame this by learning from leading companies in the industry, drawing insights from colleagues at other airlines, and approaching problems with creative, out-of-the-box thinking. At the same time, I emphasized collaboration, building strong partnerships across departments, and fostering open dialogue, ensuring that every change was understood, embraced, and delivered clear value. This approach has proven essential in driving successful innovation in a complex environment.

How do you ensure EL AL remains competitive and relevant in a fast-changing global aviation landscape?

To stay competitive, EL AL focuses on continuous innovation, operational excellence, and customer-centric solutions. We invest in digital tools, AI-driven systems, and self-service platforms that enhance efficiency and improve the passenger experience. At the same time, we nurture a culture of collaboration, learning, and agility, ensuring that new ideas are tested, refined, and implemented effectively.

By combining strategic technology adoption with strong operational practices, EL AL remains adaptive, resilient, and positioned to lead in a rapidly evolving global aviation market.

What advice would you give to young professionals who aspire to build a career in aviation and airline management?

For young professionals aspiring to a career in aviation, I would advise them to remain curious, embrace challenges, and think boldly. Seek opportunities to learn and make a meaningful contribution by addressing problems, and take lessons from both successes and setbacks while maintaining adaptability in a fast-paced industry. Cultivate relationships and surround yourself with individuals who challenge you and help you achieve your full potential. Above all, strive to

make a tangible impact—through innovation, collaboration, practical engagement, and persistence in bringing ideas to fruition.

How do you see the aviation industry evolving over the next 5–10 years, and what role do you envision EL AL playing in shaping that future?

The aviation industry will continue to experience strong growth over the next decade, driven by rising passenger demand and global connectivity. Digitalization will play a central role, with intelligent, data-driven systems, AI, selfservice solutions, and flexible platforms transforming how airlines operate and anticipate passenger needs. EL AL has already initiated its digital transformation, and as an Israeli company in the “Startup Nation,” we are committed to adopting emerging technologies and becoming a fully digital airline. Our focus is on delivering efficient, seamless, and personalized experiences, while leading the next generation of innovation and shaping the future of aviation.

How would you like your leadership and contribution to the aviation sector to be remembered?

I hope to be remembered as a leader who bridged technology and people, turning innovative ideas into meaningful impact. My goal has always been to improve operational processes, enhance experiences, and empower teams to perform at their best. I want my contribution to reflect a commitment to innovation, collaboration, and practical results, leaving a legacy that not only advanced EL AL but also helped shape the broader aviation industry for the better.

Is there anything specific you would like to highlight about EL AL's journey, achievements, or impact that you feel would inspire our readers?

EL AL's journey in recent years demonstrates the power of vision, innovation, and perseverance. Following the challenges of COVID, EL AL rebuilt itself as a newgeneration airline, redefining how we operate and serve our passengers. Projects I have led—such as EFF, Trip Trade, ACC and many more—have showcased how strategic technology adoption can transform operations and drive efficiency, with several receiving international recognition and awards. Beyond these achievements, EL AL has consistently maintained 5-star customer service ratings across multiple years, a testament to our dedication to excellence. Together, these milestones highlight what is possible when technology, people, and strategy align, and I hope they serve as inspiration for others to embrace innovation and create meaningful impact in their own industries.

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HEDLEY LEWIS CEO, Leading CHOC with Compassion and Purpose

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edley Lewis, the Chief Executive Officer of CHOC Childhood Cancer Foundation South Africa, is a compassionate and visionary leader dedicated to improving the lives of children battling cancer and lifethreatening blood disorders. With a strong background in leadership and social impact, Hedley has been instrumental in expanding CHOC's national reach and enhancing its support programs. His commitment to community service and child welfare drives his mission to ensure that no family faces the cancer journey alone. Under his guidance, CHOC continues to deliver holistic care and advocacy with empathy and excellence.

Here are the key highlights from the interview: Brief the inception story of your organization? What inspired you to establish and follow the mission and vision of CHOC? Inception Story CHOC was founded in 1979 by a small group of dedicated parents whose children were undergoing cancer treatment.

Faced with the overwhelming emotional, financial, and logistical challenges of navigating childhood cancer, they came together to create a support system that would ease the burden for other families. What began as a grassroots initiative has since grown into a nationally recognized organization, offering comprehensive care and advocacy for children with cancer and life-threatening blood disorders.

CHOC is a registered and internationally recognized NonProfit Organisation (NPO), providing holistic support to children and teenagers with cancer and life-threatening blood disorders, as well as their families. Our services span the country, reaching both urban and rural communities across South Africa.

CHOC serves the childhood cancer community in South Africa; however, CHOC's reach goes much further. We reach out to communities and serve individuals by offering a range of services. Through Childhood Cancer International, CHOC supports our sister organisations in the Sub-Saharan African countries by building capacity and sharing information.

•

CHOC Programmes include accommodation, transport to and from treatment centres, Financial Transport Assistance, and Awareness Training and Education

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Programme on the Siluan Early Warning Signs of Childhood Cancer.

Emotional Support (both professional and nonprofessional) for children, teenagers and their families through their cancer journey as well as palliative, endof-life care and bereavement support.

Patient Support for patients and families, including essential CHOC Carebags, nutritional food support, and bereavement services.

Professional Emotional Support (Psychosocial Support Services) CHOC provides psychosocial support to children, teenagers, and their families to help them cope with the numerous new demands on the family and to provide relevant information to assist them.

CHOC employs a team of social and social auxiliary workers who provide full-time psychosocial support in the Paediatric Oncology Units, from diagnosis to the end of treatment or end-of-life care, where we also offer bereavement and grief support.

Emotional Support (Parental and Family Support) Trained volunteers provide comprehensive emotional support to children, teenagers, and their families. We offer support groups for survivors, as well as a ParentSupporting-Parent Programme, which provides support to parents whose children have been newly diagnosed with cancer through group discussions, and during parent tea's at the Paediatric Oncology Units.

The psychosocial team provide support to parents and families through bereavement and grief counselling. Every year at the end of November, Remembrance Services are held nationwide. During the Remembrance Services, CHOC remembers the children and teenagers who bravely fought and sadly lost their lives. It is a chance for us to stand together with the families and doctors and pay tribute to these children and teenagers.

CHOC Education Programme The iPad Learning Programme, facilitated by iSchoolAfrica, commenced in May 2024 with CHOC Childhood Cancer Foundation SA. This initiative supports paediatric oncology patients by ensuring their education continues

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despite the challenges posed by cancer treatment and prolonged hospital stays. The programme brings iPads loaded with engaging content directly to children and teenagers undergoing cancer treatment. The goals include reducing anxiety, minimising learning loss, and assisting with various therapies. Comprehensive training is provided to hospital school teachers and teacher consultants to integrate the technology effectively into the children and teenagers' routines and educational plans.

Vision & Mission Vision: All children and teens with cancer or lifethreatening blood disorders have comprehensive access to care and support.

Mission: Supporting children and teenagers with cancer and life-threatening blood disorders, and their families; improving early detection and augmenting effective treatment.

What This Means to Families For the children, teenagers and families we serve, CHOC's mission and vision translate into hope, dignity, and practical support during one of life's most difficult journeys. The organisation stands as a lifeline ensuring that no child faces cancer alone and no parent is left without guidance.

Since transitioning from the corporate world to the nonprofit sector, I've found deep purpose in lending my voice to children whose own voices are often faint or unheard. CHOC's impact supporting over 1,700 children annually, delivering thousands of bed nights, and offering psychosocial care to families nationwide, showed me the power of compassion in action. It became clear that I wanted to be part of an organization where, I can assist in reshaping the landscape of Paediatric Oncology in South Africa by empowering communities, strengthening healthcare partnerships, and ensuring that childhood cancer is met with expertise, empathy, and unwavering support.

Q2. What were some of the most significant challenges you faced during the early stages, and how did you navigate them as a leader?

When I transitioned from the corporate world into the nonprofit sector, I knew I was stepping into something far more personal and purpose-led But that shift came with its own set of challenges.

One of the first hurdles was adapting to a resource-limited environment. In corporate settings, you often have access to tools, teams, and budgets. In the non-profit world especially in healthcare, you learn to do more with less. It required a complete shift in mindset and leadership style.

Then came the emotional weight. Working with children and teenagers who have been diagnosed with cancer and

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their families is profoundly humbling. You're not just managing programmes; you're walking alongside people in their most vulnerable moments. That demands compassion, resilience, and a kind of leadership that listens more than it speaks.

Funding was, and still is, a constant challenge. Sustaining programmes such as accommodation, transport, nutritional support, and psychosocial care requires continuous advocacy, donor trust-building, and demonstrating tangible impact. However, having a strong, supportive team and board is absolutely vital to achieving CHOC's mission. I'm deeply grateful for the collaboration, dedication, and shared vision that carry us through every challenge we face. It's through this united effort that we continue to make a meaningful impact in the lives of children with cancer and their families.

Raising awareness in underserved communities also remains a significant challenge. Early detection saves lives, yet stigma and misinformation persist. That is why advocacy and education have become central to CHOC's mission.

Through it all, I've leaned on purpose, empathy, and collaboration. I've worked closely with paediatric oncologists, government departments, volunteers, and donors, because leadership in this space is not about standing alone, it's about standing together.

If I've learned anything, it's this: resilience is not just about bouncing back, it's about staying grounded in your mission even when the road gets tough. That's what keeps me and CHOC moving forward.

In today's rapidly evolving business world, what core values and leadership traits do you believe are most important for long-term success?

Childhood cancer advocacy isn't just a healthcare issue; it's a human rights issue. The next generation of African leaders must be bold enough to challenge broken systems, compassionate enough to walk with families, and visionary enough to build a future where no child is left behind.

True leadership in this space must begin with compassion.

Every decision affects real lives, children determined to survive and families navigating grief and uncertainty.

Compassion builds trust, and trust builds resilience.

Leaders must also be a voice for the voiceless. Across Africa, too many children and teenagers are diagnosed too late due to stigma and lack of awareness. We must influence policy, engage media, and fight for equity.

strategic execution, allow CHOC to sustain and grow its services. Our staff and volunteers gain immense personal and professional fulfilment from the work they do, witnessing the resilience of adolescents, the gratitude of families, and the tangible difference their efforts make in the lives of others. This work cultivates a deep sense of purpose, compassion, and unity across the organisation.

At the heart of this cohesive and mission-driven culture as the CEO, my leadership brings together diverse teams under a shared vision of excellence, compassion, and accountability. I ensure that every part of CHOC from governance and fundraising to frontline support is aligned and working collaboratively. My ability to inspire, connect, and lead with integrity has been instrumental in building a united organisation where every team member feels valued, supported, and driven by the cause.

Beyond treatment, we must build systems of holistic support that empower families. At CHOC, we provide accommodation, nutritious meals, transport, and psychosocial care. These are not luxuries; they are lifelines.

Collaboration is essential. We work hand-in-hand with paediatric oncologists, nurses, social workers, government, and NGOs. Our partnerships with SAPHO and the Tumour Registry are examples of how collective effort creates systemic change.

Together, CHOC's people form a powerful force for good, one that not only uplifts children and teenagers with cancer and their families but also strengthens the broader healthcare and non-profit landscape in South Africa.

Building on this foundation, I believe the following leadership qualities are essential: • Authenticity: Great leaders are grounded in who they are, lead with integrity, and are not afraid to show vulnerability.

• Empathy and compassion: Emotional intelligence is non-negotiable. Understanding your team and community builds trust and resilience.

• Visionary thinking: Leaders must inspire others toward a better future, anticipating change and embracing innovation.

• Adaptability: The world is fast-changing. Leaders must be agile, open to feedback, and committed to lifelong learning.

• Collaboration and influence: Leadership today is about building coalitions and empowering others, not controlling them.

• Resilience: Setbacks will come, but true leaders remain steady, model perseverance, and inspire others to do the same.

• Strategic communication: Clear, transparent, and inspiring communication aligns people with purpose and drives culture and impact.

Finally, leaders must remain resilient and purpose driven.

The work is tough, funding is limited, and the emotional toll is heavy. But the mission is too important to abandon.

At CHOC, we stay focused on the children, we adapt, we grow, and we keep showing up.

To the next generation of leaders: lead with heart, build with vision, and never forget who you're doing it for.

In your opinion, what are the key qualities required for a successful leader in today's business environment?

Leadership, particularly in the non-profit healthcare sector, is impossible without a strong and passionate team. At CHOC Childhood Cancer Foundation SA, our regional teams, social workers, and volunteers, work near paediatric oncology units across the country, ensuring that families receive consistent, practical, and emotional support during the most challenging times of their lives.

This frontline presence is backed by a robust finance and governance framework, along with a dedicated HR function that empowers staff to focus on what matters most while supporting children, teenagers and their families. With systems in place to ensure compliance, transparency, and operational efficiency, our teams can channel their energy into care, advocacy, and impact.

Strong fundraising programmes, driven by empathy and

What advice would you offer to the next generation of entrepreneurs and leaders across Africa?

My advice is simple but profound: lead with empathy. In our field, compassion isn't a luxury, it's a necessity. Every child we serve is more than a diagnosis; every caregiver is more than a support system. They are the heartbeat of our mission.

Build systems that wrap around the family holistically medically, emotionally, logistically, and socially. At CHOC,

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we've seen how something as simple as a warm bed, a meal, a transport voucher, or a listening ear can transform a family's experience.

Embrace innovation from data-driven treatment plans to mobile health tools but ensure that technology serves humanity and reaches even the most remote communities.

Above all, embrace collaboration. At CHOC Childhood Cancer Foundation SA, partnership is not just a strategy, it's a lifeline. We actively engage with a wide network of stakeholders including government departments, public and private hospitals, NGOs, corporates, and community organisations. These relationships are foundational to our mission of supporting children with cancer and their families. These alliances are deeply meaningful. They reflect a shared commitment to dignity, hope, and healing.

Every stakeholder plays a role in the journey of a child or teenager who has been diagnosed with cancer, and CHOC is proud to be the thread that weaves these efforts together To young African leaders: be bold, be kind, and be relentless. The children of this continent deserve nothing less.

I've had the privilege of surrounding myself with an exceptional team, and I truly believe I work alongside some of the most dedicated and compassionate individuals.

Together, we are not just colleagues—we are a united force making a meaningful difference in the lives of children with cancer. I'm deeply honoured to work with people who bring heart, purpose, and unwavering commitment to everything they do.

What do you see as the most impactful trends or transformations shaping your industry in 2025 and beyond?

The childhood cancer field is undergoing profound transformation, driven by innovation, collaboration, and equity.

We are at a turning point. In high-income countries, survival rates for childhood cancer exceed 80%, while in many parts of Africa, survival is just 20%. This disparity is unacceptable—it is a call to action.

Global initiatives such as the WHO Global Initiative for Childhood Cancer (CureAll framework) are working to raise survival rates to 60% by 2030. For CHOC, this means deepening our involvement in public health, advocacy, and grassroots awareness.

Families affected by childhood cancer face immense psychological, emotional, financial, and logistical challenges. Many experiences strain due to travel distances to treatment centres, lack of nearby accommodation, out-ofpocket expenses, and disruptions to family life. The burden

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is shared not only by patients, but also by parents, siblings, and caregivers. As reflected in the global campaign #WeAllLiveIt, when a child is diagnosed with cancer, the entire family embarks on the journey together. But medicine alone is not enough. Healing requires wraparound support, beds near hospitals, nutritious meals, transport assistance, and psychosocial care. CHOC's integrated model is designed to provide this, and it is increasingly being recognised as best practice worldwide.

Collaboration is another key driver. Governments, NGOs, hospitals, and the private sector are working together like never before. CHOC's partnerships help shape national policy and strengthen healthcare systems from the ground up. The Department of Health, NCR, CHOC, SAAPHO, and WHO commend the dedication of healthcare professionals, support organisations, and members of the public who offer vital care and compassion to children with cancer. The NCR remains committed to ensuring accurate data collection and analysis to inform decision-making and improve outcomes.

Finally, the voices of survivors are reshaping the conversation. Their stories guide how we design programmes and ensure long-term healing.

The future of childhood cancer care will be more connected, compassionate, and equitable and CHOC is determined to help lead that transformation.

Brief us about your future roadmap.

Our future roadmap is focused on both strengthening and innovating: • Enhancing existing programmes to further reduce treatment abandonment rates.

• Expanding awareness campaigns, across South Africa, ensuring no environment is overlooked, to educate communities on the early warning signs of childhood cancer.

• Innovating support models, leveraging digital tools, expanding accommodation and nutritional programmes, and strengthening psychosocial services.

• Building stronger collaborations with government, hospitals, and NGOs to unify efforts under paediatric oncology units.

• Empowering survivors and families to share their voices, guiding us in creating more relevant and compassionate programmes.

Our vision for the future is clear: a South Africa where no child faces cancer alone, where early detection is the norm, and where every family receives the support they need to stay strong and hopeful.