CXO Magazine – February 2025 – Most Strategic CEO to Follow in 2025 by Connecta Innovation

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LEADING IN 2025: ARE YOU READY FOR WHAT’S NEXT?

Afew years ago, a seasoned CEO once joked, “The only constant in business is change... and my coffee addiction.” Fast forward to 2025, and change isn’t just constant—it’s accelerating at breakneck speed. For today’s CXOs, staying ahead isn’t about reacting to shifts; it’s about anticipating them before they happen.

So, what’s shaping leadership this year?

AI-Driven Leadership is no longer a futuristic concept—it’s here, and it’s transforming the way decisions are made. AI isn’t just crunching numbers; it’s influencing strategy, customer experiences, and even hiring decisions. The best leaders won’t just use AI; they’ll master the art of blending technology with human intelligence. Because while data can predict trends, only humans can inspire trust and lead with empathy.

Then there’s Sustainable Innovation—not just a buzzword, but a business necessity. Consumers, investors, and employees are watching. Companies that integrate sustainability into their DNA—think carbon-neutral supply chains and responsible AI—won’t just do good; they’ll do well.

And of course, Workforce Transformation is rewriting the playbook on talent. Hybrid work, the gig economy, and continuous learning are the new normal. Forward-thinking leaders are investing in people, not just processes. Take Ana Carolina (Carol) Prado, featured in this issue—her work in learning experience platforms is shaping how businesses upskill in real time.

This edition of CXO Magazine celebrates the leaders redefining success. From the Most Strategic CEO to Follow in 2025 to the Most Innovative CIO to Watch, these visionaries are setting the pace for the future.

The question is: Are you ready to lead the change?

Enjoy the read!

Sarath Shyam

ANA CAROLINA (CAROL) PRADO

HEAD DE PRODUTO, KUBO

NAVIGATING THE INTERSECTION OF TECHNOLOGY, INNOVATION, & LEADERSHIP

Kenny S. Kamal, Chief Information Officer, Oxfam International

Bridging Technology and Humanity

LEADERSHIP COACH

Stephen Sunstrom, Chief Executive Officer, Institute for Leadership and Strategic Foresight

Shaping Leaders with the Power of Foresight

Susheel Ladwa, Chief Executive Officer, Onyx Health

Transforming Patient Care Through Innovative, Data-Driven Solutions

18 Moe Mesbah, Executive Managing Director at PEOPLE UK

Taming the New Dinosaur: Turning AI into Your Trusted Ally

32 Eveliene Witjes, Global Head of Human Resources, TiNDLE Foods

Cultivating a Culture of Empowerment & Innovation

62 Dr. Jeffrey Mrizek, Founder and CEO, SmartStart AI

Looking Ahead: Execution Excellence in an Era of Transformation

48 Eric Smuda, Chief Experience Officer, Likewize

Transforming Businesses Through Customer Centric Leadership

COVER STORY

ANA CAROLINA (CAROL) PRADO

HEAD DE PRODUTO, KUBO

NAVIGATING THE INTERSECTION OF TECHNOLOGY, INNOVATION, & LEADERSHIP

Ana Carolina (Carol) Prado is a project, product, process and services manager with 20 years of experience, graduated in Information Science, post-graduated in Project Management, Business, Innovation, and Leadership. She has worked in nationally recognized technology, innovation, and business consulting companies such as Softplan, TOTVS, Falconi, Mastermaq and Nérus. Currently serving as Head of Products at NDD Tech in Brazil, guiding the strategy of Kubo, the LXP (Learning Experience Plataform) in the market traction phase. Her experience in project and process management aligns with Knowledge Management initiatives by identifying the impact of this discipline on organizations' strategic and operational results, leading to her specialization in service project management and consolidating her seniority in the field.

Recently, in an exclusive interview with Digital First Magazine, Ana shared her inspiring professional journey in project management and technology, insights on the importance of digital education in today’s era, significant career milestone, her future plans, words of wisdom, and much more. The following excerpts are taken from the interview.

Hi Ana. What inspired you to pursue a career in project management and technology, and what motivates you to continue in this field?

Technology brings us the possibility of working in different areas of the job market, but also the opportunity to work in partnership with different areas of knowledge, since technology is fundamental for any type of business today. In this way, the technology professional can expand their knowledge and their work by working on different projects, experiencing constant learning. Furthermore, project management allows us to apply techniques and perceive the results within a timeline, allowing us to have a clear view of our impact on a delivery for a company. It is very satisfying to be part of the changes provided through technology projects, as it allows us to continuously develop skills.

It is worth reflecting that when I chose this area, at the end of the 90s, Brazil still

invested little in technology, including in the professional training of people for this area. Therefore, the moment of choosing this career was crucial given the potential offered by it, just as we are seeing happen today with the area of artificial intelligence. I deeply believe that it will be increasingly strategic to choose areas of study and career considering the scenario of increasingly rapid and robust innovations to achieve professional success.

What do you love the most about your current role?

Continuous learning drives and motivates me, without a doubt. The possibility of continuously acquiring new knowledge is fundamental for my career to have meaning and purpose. I started my education in technology and continued to specialize according to market trends. When project management boomed in Brazil in the 2000s, I sought specializations and worked in

The possibility of continuously acquiring new knowledge is fundamental for my career to have meaning and purpose

practice in this area, working in a project office of a large national software company. Those were the golden years of PMBOK. When the area of process management boomed in the 2010s, I once again sought specialization and participated in the wave of the "BPM" theme, even participating in the launch of a product at the multinational software company where I worked (TOTVS). This area also prepared me to assume the leadership of a new structure in the company, the Service Engineering team, which became a reference for the other business units. Still in the 2010s, Brazil began to feel the weight of the lack of investment in technological education, leading to a shortage of people with knowledge in technology, from software development to its implementation. Thus came my opportunity to work in the area of knowledge management and corporate education, bringing all my background in technology/ projects/processes as an important differential to create programs focused on the company's intellectual capital. This is just one example of how continuous learning not only motivated me throughout my career, but also paved the way for all the growth opportunities that I was able to obtain and experience. And so it continues to be. In recent years I have sought specializations in leadership, innovation, knowledge management, educational technologies and, currently, I am also delving into a new area: biotechnology, already thinking about the challenges we will have in the coming decades.

Can you share your insights into the importance of digital education and how it can be used to drive business results?

It's no longer an option for a society to be uneducated in technology. Technology is embedded in every business today, as well

as in various routines that guarantee citizens' access to their rights. Digital education is now a prerequisite for any country, and we clearly see the impact generated in countries that do not invest in education and scientific research. We see an increase in unemployment and hunger, an increase in social problems such as violence. People without learning opportunities are people without employability opportunities, and that is why digital education is fundamental. Furthermore, we are clearly experiencing the impact of the absence of digital education in various countries around the world when we talk about the topic of "fake news". Big techs have total control over the algorithms used in social networks and with this create communication strategies that are not perceived by the vast majority of users, who are totally influenced by the restricted (and often incorrect) information they are consuming. Digital education also brings this awareness about how technology works and allows the user to have a critical look at the content they access daily and thus not be manipulated in "information bubbles". We are living in a decisive moment on this topic and it is up to the whole society to discuss the impact caused by the absence of digital education since early childhood.

How do you stay current with the latest developments and trends in technology and innovation?

Staying constantly updated is a major challenge. Changes are happening faster and faster, and we need to choose specific strategies, as we will never be able to know about everything. I continue to update myself on a daily basis through

People without learning opportunities are people without employability opportunities, and that is why digital education is fundamental

short courses, events in the field (whether inperson or online), participation in local business associations (such as Acate in Santa Catarina), participation in women in technology groups (such as Tech Female Floripa, ShesTech and others), books (still the best source of structured and quality knowledge), news portals and also social media (following quality profiles, especially selecting professionals and companies with good references). Recently, I did an immersion in the topic of "product management", due to my current position as product manager at a national technology company (NDD Tech), focused on developing an innovative digital learning platform (Kubo LXP). I sought courses, books, experts and even benchmarks to deepen my knowledge on the topic.

But as I mentioned, in parallel I monitor macro trends about which I want to specialize in more depth, always observing the business segments with potential in the coming decades. My current challenge is to deepen my knowledge in biology in the future to get an opportunity in the area of biotechnology. But it is a big change

of "basic knowledge", since it is not an area in the comfort zone of technology. And if you still ask me what else I would like to be studying more unfortunately I don't have enough time, I would like to already be doing a postgraduate degree in "Neuroscience and Learning", a field that once again unites my professional pillars: technology, knowledge management and now biology. How about a day with 36 hours?

What do you think are the most significant opportunities and challenges facing women in technology and leadership positions today?

There are two main problems: the challenge of an entire cultural context and the other is the challenge of self-knowledge and female empowerment.

When we talk about the job market and society, we just need to look at history. In Brazil (and in many other countries around the world), women have had to fight for their rights in the last 60/70 years, which includes the very right to work without the authorization of their spouse, which

was only enacted around 1960. Today this seems absurd to us, but it is still a reality in many other countries where the sexist and patriarchal culture still limits the freedom of women. Afghanistan in the 70s was a reasonably developed country in terms of women's freedom and what we see today is exactly the opposite, in an oppressive and violent culture. Therefore, we are talking here about political, religious and social issues that are very complex and that unfortunately do not allow all women, in every corner of the world, to be truly free - that is, they prevent them from having their most basic rights.

When we talk about the challenge of selfknowledge and empowerment, combined with a sexist and patriarchal society, we still have female self-sabotage because we are continually "taught" that we are not enough or competent for the opportunities that exist. And many of us come to believe that we are really not good enough for certain positions or areas. When the field of technology emerged as a graduation option in the United States, the classes were practically half women, half men. But in the middle of this journey we were excluded from these areas. The same occurs in Brazil when we talk about

STEM careers. Most of the university students who opt for exact sciences areas are still men because over the years we have been much more oriented towards care areas, such as health and education. A big fallacy! How many incredible women in history were great scientists, researchers and leaders? Several women have reached the top. Therefore, I understand that there is a lack of self-knowledge about their own potential - from learning to professional practice. But there is also a lack of empowerment through cultures, structures and companies that open opportunities for women to show what they are capable of.

Who has been a significant influence or mentor in your career, and how have they helped shape your professional journey?

I've been fortunate to have great leaders who were also my mentors. And I've also had leaders who taught me what kind of professional I didn't want to be, and that's fundamental!

My first significant leadership experience was with Lídia Maria de Souza, the project office manager where I worked for many years. I was a recent graduate, and despite having worked before, I hadn't yet worked in such a critical area, especially in such a large company. Lídia was extremely intelligent and dedicated, going far beyond the work done by the other managers who were her peers. She was also quite demanding and correct, always striving to deliver her projects and manage operations flawlessly. Lídia saw my potential and shaped me in terms of a vision of excellence, commitment, and responsibility like no other leader has shaped me to this day.

Of course, I had many other leaders for whom I have enormous admiration and who also believed in me professionally. Cléber

Piçarro, Siomara Machado, Leonardo Dicker, Mário Alex Santos, and currently Rafael Sartorel, each in a different company/job opportunity. They all allowed me to learn in different circumstances, developing different and complementary skills and abilities. In addition, I was also fortunate to work with professionals who also influenced me through the partnerships we established, as was the case with Cristiano Romanelli, Angélica Santos, Janize Rodrigues, Isabela Ruegger, Fernanda Silva, and Talita Caetano. Partnership is also an important mentoring mechanism when trust and open dialogue are established, including bringing sincere feedback that doesn't require the power of leadership, but rather the power of relationship.

What has been your most career-defining moment that you are proud of?

In 2014, I undertook a project that redefined me not only as a professional but also as a person. I was challenged to create a technical training program to develop the next generation of consultants at the Belo Horizonte/Minas Gerais business unit of TOTVS. It was a gamble by our management (Siomara Machado) to create a professional standard for the software implementation team. We developed an internship program where the learning period itself was the selection process, developing people identified by their potential and not necessarily by their formal knowledge (the university of origin did not matter, it did not matter if the person had not yet had experience in technology). It was the first edition of the "Basic Academy" project, in which we trained 20 professionals for the job market and hired 15 to work at TOTVS itself.

I'm passionate about my work and dedicate myself diligently to my studies to continue improving, but I've learned to respect my limits and dedicate time to my health

Years later, in 2018, I was hired in a new opportunity to carry out a similar initiative in another Brazilian company, which operates especially in the software sector for public justice (Softplan), where I was able to carry out several knowledge management projects, including the training program for new professionals. We trained 67 people, of all ages and genders, and hired around 85% of the trained professionals in different sectors of the company. It is an initiative that empowers people through knowledge and employability, giving them a unique opportunity for real life change. It is very gratifying to follow the journey of each person who has gone through the program, which has even been nationally recognized as an innovative internship program.

How do you prioritize your well-being and self-care amidst a demanding career?

The secret lies in setting time limits. I'm passionate about my work and dedicate myself diligently to my studies to continue improving, but I've learned to respect my limits and dedicate time to my health. However, this wasn't an easy lesson, as I've always been very demanding of myself (reflecting a bit of the self-sabotage I mentioned about "never feeling enough"). Nevertheless, my body and mind have limits, even if I don't agree with them.

Therefore, I always try to set aside time for physical exercise and personal activities that allow me to rest my mind and body. I currently live in Florianópolis, Santa Catarina, and being close to the beach is an excellent strategy for seeking a better quality of life. So, there's nothing better for self-care than setting aside time to be happy and at peace. Even though my career demands a lot, it's necessary to distribute time wisely and understand that we are a machine that needs to recharge its batteries to continue functioning well.

What are your long-term career aspirations, and how do you see yourself evolving as a leader over the next five years?

I continue to develop my technical and leadership skills daily to be ready for the next opportunity that arises. We need to be prepared, even if there isn't a specific opportunity defined yet. I intend to further my studies in the areas of biology

and neuroscience to enter this market segment, bringing all my technology knowledge as a foundation for connecting with these new areas.

I admire the work of Professor Miguel Nicolelis (the Brazilian neuroscientist responsible for the unforgettable kick at the opening of the 2014 World Cup) and all the movement he has been making so that technology is used for the wellbeing and health of people, working on incredible

Knowledge is fundamental for making choices, including what you understand or do not understand as the best way to lead

projects that are breaking down the barriers of the brain. I also admire several companies that are seeking biotechnological solutions for a more sustainable economy, with a reduction of impacts on the climate and the environment.

I understand that these are fundamental areas for the human future on this planet and also so that we can face critical situations such as hunger and the pandemics that are yet to come.

What advice would you give to women who are looking to transition into leadership positions in technology?

Empowerment and self-awareness.

Seeking formal and informal knowledge about leadership is crucial so that you can apply effective techniques in your daily routine, but also so that you can assess which action is most coherent with each leadership context. Knowledge is fundamental for making choices, including what you understand or do not understand as the best way to lead. I believe that all training that leads us to be more fair, transparent, and relational will always be a starting point for good leadership. And as for informal learning, listen to feedback from your peers and even your friends, but also accept praise and recognize your value. We will all always have something to improve, but we need to be aware of our potential, our achievements, and our value.

Last but not least, I reinforce the "human" factor of the leadership role. We all have vulnerabilities and at various times it is important to acknowledge them. Of course, leadership also requires us to "filter" the message that we will convey to our teams, especially so that they are not demotivated in our moments of questioning or failure, but teams that are built on trust work infinitely better. Therefore, being a human leader will continue to be our greatest differential due to several characteristics: creativity, empathy, and adaptability. We are experiencing the revolution of artificial intelligence and our humanity is exactly what makes our intelligence unique.

Taming the New Dinosaur: Turning AI into Your Trusted Ally

Moe Mesbah is a Senior professional leader with 23+ years of experience in Management, leadership, and HR Former Country Managing Director and Cluster HR Head in American President Lines (a global organisation) led a highly innovative international organisation branch in Egypt & Middle East. His current and previous roles included regional responsibilities and projects in different countries such as Saudi Arabia, Bahrain, Qatar, Libya, Sudan, UAE, Turkey, USA, Germany, Kenya, Lebanon, Jordan, UK, Egypt, Netherlands and Singapore, responsible for the transformation program in Saudi Arabia/Bahrain and the overall country HR strategy included achieving the Saudization program, Leads and executes regional development and training projects and programs in Turkey and Libya, Engaged in the Global HR system and the productivity matrix projects with The Global HR team in Singapore, involved in setting up of local HR shared services to cater to 5 countries in the Middle East, Delivered cloud solutions and managed the change moving from web concept to mobile application strategy.

Mesbah

Executive Managing Director

Moe

In the dynamic landscape of business, innovation often meets resistance. Artificial Intelligence (AI), with its vast potential, is no exception. Despite being hailed as a transformative force, a significant number of businesses and professionals remain hesitant to adopt AI tools. This phenomenon echoes the skepticism that surrounded revolutionary technologies like Google in its early days. The refusal to embrace AI tools reflects a deeper interplay of fear, misunderstanding, and perceived risks, offering a valuable lens to explore the implications of resistance to change.

Case Studies: Resistance in Action

1. The Retail Industry and Chatbots

A major retail chain recently opted against integrating AI-powered chatbots into its customer service operations. The company’s leadership cited concerns about losing the "human touch" and alienating customers. However, competitors who adopted chatbots found that these tools enhanced efficiency, resolved customer queries faster, and even improved customer satisfaction through 24/7 availability. The hesitant retailer, in contrast, struggled to meet customer expectations, leading to lost sales and a tarnished brand reputation.

2. Healthcare Providers and AI

Diagnostics In healthcare, AI-driven diagnostic tools have demonstrated remarkable accuracy, often outperforming human practitioners in identifying conditions like earlystage cancers. Yet, several hospitals resisted adopting these tools, fearing liability issues and questioning their reliability. A hospital in

Europe faced backlash after failing to diagnose a treatable condition that an AI tool could have detected, resulting in a patient’s avoidable decline. Meanwhile, hospitals that embraced AI reported improved patient outcomes and operational efficiencies.

3. The Financial Sector’s Trust Issues

Many financial institutions have hesitated to adopt AI tools for fraud detection and credit scoring due to concerns about transparency and algorithmic biases. A regional bank resisted integrating AI-driven risk assessment tools, sticking to traditional methods. This decision led to higher default rates compared to competitors who implemented AI, benefiting from its predictive accuracy and real-time insights.

Points of View: Why Resistance Persists

Fear of Job

Displacement

One common argument against AI adoption is the fear that it will render human roles obsolete. Employees and managers alike worry that automation

will replace jobs, leading to widespread unemployment. However, history suggests otherwise. For instance, when Google introduced its search engine, it didn’t eliminate librarians; instead, it empowered them to find information more efficiently. Similarly, AI tools are designed to augment human capabilities, not replace them.

Skepticism and Lack of Trust Another

significant barrier is skepticism about the reliability and fairness of AI. Critics often point to high-profile failures of AI, such as biased algorithms or inaccurate predictions, as reasons to steer clear. While these concerns are valid, they highlight the need for better governance and ethical frameworks, not outright rejection of the technology.

Cost and Implementation Challenges Small and medium-sized enterprises (SMEs) often cite the cost of adopting AI tools as a deterrent. The perception that AI implementation is resource-intensive—requiring specialized

One common argument against AI adoption is the fear that it will render human roles obsolete

Businesses that embrace AI today will be better positioned to navigate future challenges, while those that resist risk being left behind

skills, expensive software, and significant time—leads many to delay or avoid adoption altogether. Yet, the availability of scalable, cost-effective AI solutions proves this perception is often misguided.

Historical Parallels: The Google Analogy

The reluctance to adopt AI tools mirrors the early resistance to Google. In the late 1990s and early 2000s, many professionals dismissed Google as a gimmick, clinging to traditional methods of information retrieval. Over time, those who embraced Google’s search engine gained a competitive edge, while the skeptics lagged behind. Today, Google is an indispensable tool, and its doubters are remembered as outliers who failed to recognize a game-changing innovation.

Missing the Bigger Picture

I see the current resistance to AI as history repeating itself. Those who refuse to explore AI tools today resemble the skeptics who dismissed Google years ago. They’re overlooking the transformative potential of AI to streamline processes, unlock new opportunities, and drive growth. Refusing to engage with AI isn’t just a

missed opportunity—it’s a step backward in a world that’s rapidly advancing.

AI tools are not perfect, and their implementation requires careful planning and ethical consideration. However, avoiding them entirely is akin to refusing to board a speeding train. Businesses that embrace AI today will be better positioned to navigate future challenges, while those that resist risk being left behind.

A Call to Action

The reluctance to adopt AI tools highlights a universal truth about innovation: change is hard, and skepticism is natural. Yet, as the past has shown, those who dare to innovate reap the rewards. The stories of retailers, healthcare providers, and financial institutions illustrate the cost of resistance, while the parallels with Google remind us of the transformative power of embracing new technologies.

For businesses and individuals, the choice is clear. By overcoming fear and skepticism, they can harness AI’s potential to drive efficiency, enhance decision-making, and secure a competitive edge. The question isn’t whether AI will shape the future of business— it’s whether you’ll be part of that future or a relic of the past.

Kenny S. Kamal Chief Information Officer, Oxfam International

Bridging Technology and Humanity

Kenny S. Kamal’s journey into IT leadership is one defined by purpose and passion. With decades of experience managing large-scale technology projects in the corporate world, Kenny found himself at a crossroads—seeking work that resonated with his personal values. That’s when Oxfam International came calling, offering him the opportunity to channel his expertise into creating meaningful change on a global scale.

“The shift from enterprise to non-profit wasn’t just a career move—it was a calling,” Kenny reflects. “I wanted to leverage technology not just for efficiency but for empowerment, helping vulnerable communities globally.”

At Oxfam, Kenny’s vision is clear: to build a unified, efficient, and accessible IT ecosystem that amplifies the organisation’s mission. For him, IT isn’t just a back-office function; it’s a force multiplier. “By standardising systems and reducing duplication, we free up resources to tackle inequality and poverty more effectively,” he explains.

Under Kenny’s leadership, Oxfam’s IT strategy has evolved into a powerhouse of innovation. The roadmap is transparent and purpose-driven, ensuring every project supports the organisation’s broader goals. From implementing a grant management system and rolling out an ERP across affiliates to deploying a data lake for transparency and collaboration,

each initiative is designed with one objective: to empower Oxfam to act faster, smarter, and more collaboratively.

“Whether it’s through streamlined data sharing, enabling real-time decision-making, or expanding digital inclusion, our IT strategy is about creating meaningful, mission-aligned outcomes,” Kenny shares.

A Movement for Lasting Change

Oxfam is a global movement dedicated to fighting inequality and injustice. Working in 79 countries alongside thousands of partners, it helps communities build resilience, protect livelihoods, and push for lasting change. More than just providing aid, Oxfam tackles the root causes of poverty—challenging the systems that keep people marginalized. “We’re not just here to help at the moment,” says Kenny. “We’re here to drive real, lasting impact.”

At its core, Oxfam believes in the power of people. Across the world, individuals facing hardship are organizing, speaking out, and demanding change. Oxfam stands with them—amplifying their voices, advocating for fair economies, gender justice, and climate action. Through collaboration and innovation, it continues to push for a future where justice isn’t just an ideal, but a reality.

Leading with Empathy and Simplicity

Leadership in a confederated structure like Oxfam’s is no small feat. It requires navigating a diverse set of priorities and operational contexts across affiliates while staying true to the organisation’s overarching goals. For Kenny, the key to effective leadership lies in listening, empowering, and simplifying.

“Engagement is central to my philosophy,” Kenny explains. He ensures that users, stakeholders,

Under

Kenny’s leadership, Oxfam’s IT strategy has evolved into a powerhouse of innovation

and decision-makers across the confederation have a voice in shaping IT priorities. Regular consultations, workshops, and feedback loops foster a sense of collaboration and shared ownership.

However, leadership is also about balance— acknowledging local realities while maintaining a clear, unified strategy. Kenny’s focus on building trust, simplifying processes, and fostering innovation helps align Oxfam’s IT initiatives with its broader mission. “By removing obstacles and maintaining clarity, I enable teams across the organisation to excel and deliver real-world impact,” he says.

Balancing Innovation with Practicality

At Oxfam, ambition is carefully balanced with pragmatism. Kenny champions scalable, platformbased solutions over fragmented systems to minimise risks, improve governance, and ensure sustainability.

“Our service-backed delivery model for ERP rollouts across affiliates is a great example of how we maximise resources while maintaining local adaptability,” Kenny shares. This model reflects a broader commitment to aligning technological initiatives with strategic priorities while fostering a culture of innovation within Oxfam’s teams.

The impact of this approach is evident in key projects such as the new grant management system. Designed to streamline how Oxfam manages grants globally, the system has improved transparency and accountability, strengthened collaboration between affiliates and donors, and maximised the impact of every grant. “We’re already planning additional phases to enhance the solution further,” Kenny adds.

Oxfam’s innovation extends beyond grants management. The Oxfam Open Data initiative is transforming collaboration with a confederationwide data lake that enables real-time decisionmaking. Coupled with a Managed Security Services

Provider (MSSP), revised HR and finance platforms, and the ongoing ERP rollout, these initiatives are reshaping how Oxfam operates, empowering it to deliver greater impact.

Navigating Complexity with Clarity

For Kenny, one of the greatest challenges of his role is balancing global consistency with local autonomy. Each affiliate has unique priorities and operational contexts, which can lead to complexity. His solution? A shared roadmap that respects local nuances while maintaining alignment with Oxfam’s global goals.

“The ERP rollout through a servicebacked delivery model ensures that affiliates benefit from standardised systems while retaining flexibility,” Kenny explains. Clear communication, stakeholder engagement, and a relentless focus on simplification are central to overcoming these challenges.

Cybersecurity, too, is a growing concern across all sectors, and Oxfam is no exception. Under Kenny’s leadership, Oxfam has adopted

a proactive cybersecurity approach, starting with a major cleanup of its global tenant to improve security posture. The new MSSP enhances Oxfam’s ability to manage threats while ensuring scalability.

“Updated policies on information security and business continuity have been rolled out across the confederation to ensure compliance and resilience,” Kenny notes. By combining robust governance, ongoing training, and scalable security solutions, Oxfam protects sensitive data without slowing down critical operations.

Bridging Global Strategies with Local Realities

Scaling IT frameworks in an organisation as diverse as Oxfam begins with a deep understanding of local contexts. Kenny emphasises the importance of engaging directly with regional teams to capture detailed requirements. “Pilots and phased rollouts, such as the ERP implementation using the service-backed model, are critical to ensuring scalability and adaptability,” he shares.

By combining robust governance, ongoing training, and scalable security solutions, Oxfam protects sensitive data without slowing down critical operations

This approach ensures that IT systems are not only efficient but also responsive to the unique needs of the regions where Oxfam operates. By balancing local realities with global priorities, Kenny’s team ensures alignment without compromising quality.

Technology at Oxfam serves as more than just a tool—it acts as a bridge between the organisation, its partners, and the communities it supports. Platforms like the Oxfam Partnership Platform are enhancing collaboration, enabling seamless data sharing, and facilitating joint decision-making.

“At the community level, we focus on providing digital access and training to ensure that technology empowers rather than excludes,” Kenny explains. By leveraging scalable solutions and building local capacity, Oxfam is driving meaningful impact while fostering inclusivity.

Inclusion is at the heart of Oxfam’s IT strategy. The solutions designed under Kenny’s leadership are lightweight, adaptable, and functional even in low-resource settings. By prioritising training and capacity-building, Oxfam ensures that communities can actively engage with and benefit from technological advancements.

A Legacy of Simplicity, Empowerment, and Impact

For Kenny, innovation flourishes when people feel empowered to experiment and learn. He has cultivated an environment within Oxfam where failure is not feared but embraced as a stepping stone toward progress. “Cross-functional collaboration, ongoing training, and linking innovation to measurable outcomes keep the team motivated and forward-thinking,” he shares.

As Oxfam’s Chief Information Officer, Kenny’s journey has been guided by one critical insight: alignment is everything. “When IT is fully aligned with the mission, it becomes a transformative force,

From the grant management platform and data lake to the ERP rollout and revised HR and finance platforms, Kenny’s initiatives have laid a strong foundation that amplifies Oxfam’s ability to drive change

enabling impact at a scale that would otherwise be impossible,” he reflects.

Kenny’s legacy at Oxfam is rooted in building a culture of simplicity and empowerment. From the grant management platform and data lake to the ERP rollout and revised HR and finance platforms, his initiatives have laid a strong foundation that amplifies Oxfam’s ability to drive change.

“Technology, at its best, is not just about systems but about the people who deliver the services and the lives it helps transform. That’s the legacy I want to leave,” Kenny says with conviction. By ensuring that IT serves as a catalyst for impact, he has set Oxfam on a path toward greater innovation, collaboration, and transformation.

Cultivating a Culture of Empowerment & Innovation

Eveliene Witjes is an entrepreneur and Human Resources Management Specialist with over 20 years of professional experience; of which 16 years in core Human Resource Management roles. She has a proven ability in developing an HR department from ground up and in continuous managing the HR operations of start-up/medium and larger sized companies. She holds a strong command in core HR functions such as Recruitment, Learning & Development, Performance Management, Employee Retention, Payroll, Onboarding and Succession Planning, Policies & Procedures, International Mobility, Health & Safety, Legislation and Legal mediation, Strategic annual planning and budgeting, Annual Taxation and has helped many different types of organizations with their transformation.

Recently, in an exclusive interview with CXO Magazine, Eveliene shared her career trajectory, insights on the role of technology in shaping the future of HR, the secret sauce behind her success, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.

Eveliene Witjes

Global Head of Human Resources, TiNDLE Foods

Hi Eveliene. What inspired you to pursue a career in human resources, and what motivates you to continue driving innovation and excellence in this field?

I started my career from ground up as I originally did not planned to start working in HR, with a bachelor in Journalism and tried to find work in that field first, which was back in time as a fresh graduate very difficult and I had to start in a support admin role, from where I started developing myself and looked for opportunities in different types of organizations. I then started to grow, exploring new roles and within very different organizations, which helped and prepared me a lot with the immense diversity and versatility you need to have as an HR professional, whether its throughout corporate and cultural changes but also strategic wise. I’ve been working with many different people and in very different environments from a very young age, which helped me prepare for the versatility and adaptability in roles and organizations I stepped in to later on in my career.

What role do you believe technology will play in shaping the future of HR, and how are you preparing your organization to leverage these advancements?

My core focus always starts from top level down as the leading and strategy starts at top level and need to seamlessly flow into the reporting roles underneath. Depending on a company’s talent framework needs, as those are undergoing constant change, I’m a big believer in preparing for a leaner workforce or talent pool and stepping away from the traditional talent framework we used to work with for such a long time. In this new era of work which really started to elevate post pandemic, most companies start to think about their culture and work environment, and how their current

The future of technology and HR are very important, as HR is one of the most critical departments working 360 on a variety of responsibilities to support the company’s strategic direction

talent can deliver at their best. In addition to that we have such a variety of software and tools to choose from, which continues to increase and on top of that AI comes more and more familiar to incorporate in your organization. Tools and technology are always important to leverage support and win back your talent’s time to focus on other parts of their role. AI on the other hand I see more as a virtual assistant in a support role to leverage and win time back from as well and it’s incredible all that can be done through AI, if data collection and output is used correctly.

The future of technology and HR are very important, as HR is one of the most critical departments working 360 on a variety of responsibilities to support the company’s strategic direction and business on one side and the other side to support the everyday people and organizational operations. The best way to leverage which tools or technology fits best within the company is to really focus on key priorities & needs; how does it support HR, the business and what is the productivity increase and outcome. For Tindle Foods I’ve implemented a fine suite of tools that support our core needs on a global scale, while we keep room for evaluation and growth as we continue to develop/change our direction as well.

As a woman leader in HR, what challenges have you faced, and how have you overcome them to achieve success in your career?

Throughout my work in different types of organizations and varies roles, I developed a very all-round skill sets within HR and defined it more to an expert in the area of organizational change, restructuring, and expansion across Europe, USA, LATAM, China, APAC for smaller and mid-sized organizations. HR is a very diverse department with different role specialisations. It’s been very challenging to run all these specialisations alone on

Keep exploring in what feels good and what interests you throughout different settings and environments to learn from

an operational level, while setting things up from scratch and staying very closely aligned to the business direction and strategic needs. However, as a company grows, these will start shifting more and creates room for new focus areas while you increase and build an HR team in different countries and regions.

You were recently recognized as one of the Top Pioneering CHROs Making Waves in 2024. Our readers would love to know the secret behind your success.

Always stay open minded, curious, continue to learn or be interested in new things you’ve not done before and that does not have to be something within your work field all the time. The values and learnings we receive in life comes through the direction and decisions we make ourselves. Even the smallest decision or intention can have a major impact you do not have to see immediately, but it will come. On top of that I believe in a healthy balance to keep going, with a strong focus on your mind, body and soul, and staying grounded. And last but not least, do what you love, do what makes you feel good, follow your passion, not because someone tells you so, but because You want to. Success, growth or however we want to describe it by, starts from within. Stay closely aligned to your authentic self.

Do you notice a lack of women in technology? If so, why do you think that’s the case?

Technology used to always be a traditional men’s job, and I definitely see that slowly changing. I don’t think there is a shortage

perse or lack of women in technology; but the decision women are taking for themselves in what type of work they prefer to study for or start working in. DEI has become very important in most organizations, but it took a long time to get where we are today and I see that further developing into a complete equality in the workplace for both men and women, through equal roles and pay, as more regulations are being rolled out on pay transparency as well, which is only the beginning.

Looking back, which women in your life have had the most influence on your career?

I haven’t really had a role model to look up to when it comes to my current career. However, all the life lessons, decisions and direction I surrounded myself with or who crossed my path, I’ve learned from, through good and bad experiences. In my younger years I used to train as an athlete to becoming a professional ballerina, from which I’ve learned a lot, prior to entering the corporate world, through my dance teacher’s, which regards to core values, discipline, dedication, commitment and hard work.

What does the term "authentic leadership" mean to you?

To lead by example, rather than leading in a way someone tells you to or by copying someone else. To lead by example in a way to reflect how you would like to be treated yourself, but also to not be ashamed of making mistakes and admitting those as no one is perfect and we should not thrive for perfection solely. Teamwork, collaboration, innovation

and inspiration to make your teams thrive and go above and beyond, that is an example of (to my opinion) great authentic leadership.

What is your secret behind striking a work-life balance?

Keeping a very strong focus on balancing mind, body, soul. Have a life after work and making sure you take very good care of your own mind, body and soul.

Where do you see yourself in 5 years from now?

Very difficult question, as I don’t believe in planning too much ahead. I’ll still continue to work in HR or HR aligned, probably more on a strategic advisory role to one or multiple companies.

What advice would you give to aspiring women leaders in HR, and what skills or qualities do you believe are essential for success in this field?

Keep exploring in what feels good and what interests you throughout different settings and environments to learn from. But also, to invest in yourself outside of the workplace. Every skill or life lesson you develop is essential at work. Surround yourself with likeminded people but also those who have a very different mindset, and stay open minded, don’t make your conclusions too quick. Lead from you mind and heart, and listen to your gut feelings, those never lie! Some key skills to focus on are: multitasking, punctuality, communication, planning & execution management, emotional intelligence, organizational development, adaptability, versatility, change management, AI for HR.

Stephen Sunstrom Chief Executive Officer, Institute for Leadership and Strategic Foresight

LEADERSHIP COACH

Shaping Leaders with the Power of Foresight

Stephen Sunstrom’s leadership journey began in the United States Air Force, where he dedicated 20 years to service. He enlisted in 1996 and steadily rose through the ranks—from airman basic to master sergeant—taking on critical roles along the way. As a computer programmer, ceremonial guardsman, instructor, military training leader, and human resource manager, he gained a deep understanding of leadership, discipline, and strategy. His service extended to historic moments, including President Ronald Reagan’s state funeral in 2004 and the presidential inauguration of George W. Bush in 2005.

Transitioning from military to corporate leadership, Stephen quickly proved that his

skills were just as valuable in the business world. In 2016, he joined Whataburger as a field organization and talent development manager, where he spent nearly five years refining leadership strategies in a fast-paced corporate environment. His expertise in human capital and organizational development led him to the Institute for Leadership and Strategic Foresight, where he played a crucial role in shaping leadership training programs. His impact was undeniable, and in 2024, he stepped into the role of CEO.

At the Institute for Leadership and Strategic Foresight, Stephen leads initiatives that help organizations strengthen their leadership and transform workplace culture. Based in San

Antonio, the institute hosts three podcasts— Leaders and Futures, Creating Leaders of Character, and So Ya Wanna Be THE Chief— all designed to explore the evolving landscape of leadership.

“We start by conducting a workforce culture assessment,” says Stephen. “We gather employees’ insights on what’s working and identify concerns they may have. By providing this information to organizations, we help leaders take action and plan for the future.” His approach is rooted in real-world complexity, ensuring that leaders see beyond immediate challenges. “Linear thinking is useful for learning concepts,”

he explains, “but the real world isn’t linear. Every decision affects interconnected systems, so leaders must consider second and third-order effects before taking action.”

Beyond his role as CEO, Stephen has dedicated his career to mentoring and educating future leaders. His contributions as an executive coach, curriculum developer, and talent strategist have earned him recognition for leadership and education excellence. His latest book, Leadership in Two Steps: Creating Success Through Impactful Relationships, published in February 2024, distills his leadership insights into practical lessons for professionals at all

Stephen's latest book, Leadership in Two Steps: Creating Success Through Impactful Relationships, published in February 2024, distills his leadership insights into practical lessons for professionals at all levels

levels. “Strong leadership is built on impactful relationships,” he emphasizes. “It’s about uniting people into a cohesive, efficient team.” The book is now available on Amazon and through Barnes and Noble.

Lessons in Trust and Recognition

Throughout his career, Stephen encountered pivotal moments that fundamentally shaped his leadership philosophy. One such moment occurred when a supervisor asked him for feedback on a fellow employee. At the time, Stephen led the department but didn’t have direct supervisory responsibility over everyone. Assuming his insights would be used as general feedback during a performance review, he provided an honest assessment. However, what followed was unexpected— and deeply unsettling.

The employee returned from the meeting visibly upset. The supervisor had relayed Stephen’s feedback but twisted it, making it seem as though Stephen had outright criticized

the employee’s performance. “The boss told me that you don’t think I’m doing a good job,” the employee said. Stephen was stunned. Not only had his words been distorted, but he had also been placed in the role of the antagonist. When he probed further, the employee confirmed, “He said, ‘Steve doesn’t think you are doing a good job and that you are lacking in these areas…’”

That moment solidified an essential leadership principle for Stephen: trust and respect between a leader and their team are non-negotiable. Without them, workplace dynamics crumble. The incident created an environment where employees prioritized self-preservation over collaboration. Instead of working toward shared goals, people began watching their backs, fearing misrepresentation. “I no longer trusted my boss after that,” Stephen reflects. “I didn’t know what he was trying to accomplish, but it was clear he had ulterior motives.”

Another defining moment came from a lack of recognition. Stephen had been excelling in his role, so much so that leadership sought

to retain him by transitioning him to a different department within the organization. However, this seemingly positive move had unintended consequences. Prior to the transfer, Stephen had been slated to receive an award—a necessary stepping stone for promotion. But once the deal to keep him in the organization was finalized, the award was revoked.

When he questioned the decision, the response was blunt: “Since you’re staying, you no longer qualify for the award.” Perplexed, he clarified, “So, if I had moved anywhere else in the Air Force, I would have received the award, but because I did such a good job that you wanted to keep me, I’m now ineligible?” The answer was a simple, unapologetic, “Yes, that’s correct.”

The decision effectively halted his promotion prospects, and at the time, Stephen was understandably frustrated. However, in retrospect, he sees it as a transformative experience. “That situation taught me the importance of recognizing people’s efforts,” he says. “I had always valued recognition, but this made me put extra emphasis on it.” While the award would have been nice, the lesson it imparted proved far more valuable. It reinforced that acknowledgment and appreciation are powerful motivators—something he now prioritizes in his leadership approach.

The Essential Trio—HR, Talent Development, and Operations

Stephen firmly believes that an organization cannot thrive without three critical areas: Human Resources, Talent Development, and Operations. Each plays a unique yet interconnected role. Operations cannot function effectively without people, and HR is responsible for ensuring the right talent is in place, from recruitment to offboarding. Without a solid talent development strategy, leaders

Through years of delivering leadership training and distilling countless lessons, Stephen uncovered a universal truth— leadership, regardless of its complexities, could be simplified into just two steps

risk stagnation, failing to equip their teams with the evolving skills necessary for growth.

One of the most significant shifts in leadership comes as individuals progress through their careers. “You may start out making widgets,” Stephen explains, “but over time, you’re no longer the one making them—you’re teaching others to do it.” That transition requires a completely different skill set. Eventually, leaders move into strategic roles where their focus shifts to optimizing processes and longterm planning. Understanding and embracing these shifts is crucial to effective leadership.

Stephen’s time in the Air Force, particularly in training and development, deepened his leadership insights. Having led teams for years, he was confident in his approach. However, in his new role, he facilitated leadership development discussions with peers, adapting to different personalities in each class while ensuring key learning objectives were met. “That role definitely shaped how I lead today,” he reflects. Over four years, he learned from hundreds of students across various Air Force units. Together, they explored leadership theories, sharing real-world applications and insights.

Two critical takeaways emerged from that experience. The first was the importance of continuous learning. Leadership is not static; methods that work with one team may not be effective with another. “As the saying goes, ‘When the only tool you have is a hammer, everything looks like a nail,’” Stephen notes. Leaders must continually refine their approaches, expanding their toolbox to meet evolving challenges.

The second takeaway was the value of diverse perspectives. Engaging with students from different backgrounds exposed Stephen to alternative ways of thinking. Previously, he viewed leadership concepts through a singular lens—his own experience. But by hearing how others interpreted and applied these concepts, he developed a more nuanced, multidimensional understanding. “Before that role, I saw things one-dimensionally,” he admits. “Afterward, I could step into different perspectives and ask, ‘How would they approach this?’ That ability to consider multiple viewpoints led to better decision-making.”

The Two-Step Leadership Formula

Through years of delivering leadership training and distilling countless lessons, Stephen

uncovered a universal truth—leadership, regardless of its complexities, could be simplified into just two steps. This realization became the foundation of his book, Leadership in Two Steps.

"With over three million websites covering leadership, I knew I had to simplify the concept and remove the mystery surrounding it," Stephen explains. His goal was clear: to make leadership accessible to everyone, whether they were aspiring leaders or seasoned executives in the C-suite. The same two steps are applied at every level.

His book is a candid exploration of leadership successes and failures—because, as he believes, failure is an essential part of leadership growth. "If we haven't failed, we aren't challenging the status quo, and we aren't growing as leaders," he asserts. The entire philosophy behind Leadership in Two Steps is centered on this principle of continuous growth.

A crucial aspect of effective leadership is guiding teams into the future. Leaders must not only recognize the importance of change but also understand when maintaining the status quo is necessary. This requires foresight—the ability to anticipate and prepare for the future

Unlike traditional leadership programs that focus solely on current challenges, Institute for Leadership and Strategic Foresight prioritizes forward-thinking strategies, ensuring leaders are equipped to shape the future rather than simply adapt to it

rather than react to it. Leaders who lack this skill find themselves constantly putting out fires, making decisions based on the past or present rather than shaping the future.

However, those with foresight can anticipate shifts in culture, industry trends, and organizational needs, allowing them to communicate changes with clarity and purpose. "Without foresight, organizations operate in a state of perpetual reaction," Stephen warns. "But with it, they become proactive architects of their own future."

A Future-Focused Leadership Institute

At the Institute for Leadership and Strategic Foresight, foresight isn’t just a concept—it’s embedded into every aspect of leadership development. Unlike traditional leadership programs that focus solely on current challenges, the institute prioritizes forward-thinking strategies, ensuring leaders are equipped to shape the future rather than simply adapt to it.

"We aren’t teaching frameworks that were relevant 40 or 50 years ago. Leadership is evolving, and so should the methodologies we use to develop leaders and organizations," Stephen explains. A prime example of this innovation is the SEATED Model of Conflict Resolution, a method he recently developed to address conflict in a structured, forwardthinking way.

The institute begins its work by helping clients envision the future they want to create. From there, they provide customized guidance, whether through on-site support, leadership courses, coaching, or other strategic solutions tailored to each organization’s unique needs.

Leadership development at the institute follows a comprehensive process. Leaders first

assess their current and future states, analyzing organizational gaps and crafting a roadmap for progress. Throughout this journey, they receive coaching and support designed to refine their critical thinking and help them identify essential skills, tools, frameworks, and technologies.

For organizations that prefer a hands-on approach, the institute facilitates entire strategy sessions. These sessions challenge assumptions, disrupt conventional thinking, and use a variety of foresight tools—including the nine leadership practices of foresight—to shape a desired future. The process doesn’t stop at planning; the institute provides ongoing coaching, guidance, and accountability to ensure these strategies lead to tangible change.

After mapping potential futures, leaders and organizations undergo stress tests to evaluate whether their plans are robust enough to achieve the desired outcomes. By integrating foresight into leadership development, the institute ensures that organizations aren’t just reacting to the future—they are actively designing it.

Leading with Foresight

Effective leadership is, at its core, about people. It’s about recognizing that every individual brings a unique perspective shaped by their experiences, and it’s about fostering meaningful relationships—both within an organization and with its clients. Leaders who prioritize people over processes create workplaces where individuals can grow, innovate, and achieve their fullest potential.

Great leaders don’t just react to change; they anticipate it. They create roadmaps for the future, guiding their teams through uncertainty with clarity and confidence. By understanding the subtle signs of change, they can prepare for

shifts before they happen, ensuring organizations don’t just survive but thrive.

Recently, the Institute for Leadership and Strategic Foresight collaborated with local governments and higher education institutions to apply various foresight frameworks. One notable project involved assisting a university in envisioning its future. The institute analyzed trends in education, student expectations, and career market demands. They examined regulatory changes and emerging industry needs to stress-test different scenarios. As a result, the university implemented hybrid and crossfunctional courses, optimized talent recruitment strategies, and leveraged advanced technology to detect future trends—ensuring their students were prepared for the evolving job market.

A Personal Mission to Transform Leadership

Stephen’s passion for leadership wasn’t born in a boardroom—it was shaped by real-world experiences. Early in his career, he heard countless stories from friends frustrated by ineffective leaders. "They would tell me that as long as they didn’t have to talk to their boss, they were having a good day," he recalls. The disconnect between leaders and their teams was a recurring theme, and it became clear that leadership was a widespread challenge, not just an isolated issue.

As Stephen transitioned into the training and development field, these stories became even more common. He wanted to make a difference—not just by discussing leadership theories but by equipping individuals with practical tools to become better leaders themselves. "I knew I couldn’t change their bosses, but I could help them lead their own teams differently," he explains.

His motivation grew even stronger as his children prepared to enter the workforce. He wanted to ensure they—and future generations— would have leaders who inspired rather than discouraged. This drive led to his book, Leadership in Two Steps, a resource designed to make leadership accessible to all. "Too many people think leadership is unattainable, but I want to show them it’s within reach," he says. His ultimate goal? To replace negativity and victimhood with empowerment and success.

Shaping the Future of Leadership and Foresight

Looking ahead, the Institute for Leadership and Strategic Foresight has ambitious plans. One major goal is expanding its research efforts to address pressing societal challenges. By studying emerging trends and regulatory changes, the institute aims to provide actionable insights that leaders can implement—creating sustainable solutions that outlast fleeting trends.

A key component of this vision is developing future leaders. The institute believes in investing in the next generation, equipping young professionals with leadership and foresight skills early in their careers. "If we start teaching leadership and foresight concepts now, future leaders will have a strong foundation long before they step into executive roles," Stephen emphasizes.

By integrating foresight into daily decisionmaking, the institute hopes to shift leadership from reactive to proactive. Their mission is clear: to prepare today’s leaders to mentor and empower the next generation, ensuring a seamless transfer of knowledge and a more sustainable future for leadership across industries.

Transforming Businesses Through Customer Centric Leadership

Eric Smuda has built a distinguished career based on the belief that taking care of customers to drive organic growth is the most reliable way to help companies succeed. In his various roles, he has focused on translating the voice of the customer into operational improvements, new product and service introductions, and transformational customer experiences that have led to market share, revenue and profitability growth. The list of companies he has worked for as a CX leader or consultant represents some of the most wellknown brands in the world: Hertz, Avis Budget, Hewlett Packard, Walgreens, Duke Energy, Humana, Mattress Firm, and TopGolf, among others. He is currently the Chief Experience Officer (CXO) for Likewize, a device protection company in Dallas, TX.

Recently, in an exclusive interview with CXO Magazine, Eric shared his professional trajectory, insights on the role of customer experience in shaping the future of business, significant career milestones, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.

Eric Smuda Chief Experience Officer, Likewize

Hi Eric. What inspired you to pursue a career in customer experience, and what motivates you to continue driving CX innovation and growth?

My father had a long career in market research, and growing up I used to ask him why he did what he did and why it was so important. And he would tell me that what he did helped determine what customers want and how they want it and that this would determine what products companies would make and try to sell. So I’ve always had this core belief that taking care of customers is the best way to grow a company. And that starts with understanding customer needs, wants and expectations, delivering against those – or hopefully exceeding those – in order to drive repeat purchases and longtime value. We all know that it is far cheaper to keep a customer than to acquire a new one. And then if you believe in the power of referrals – the premise of the Net Promoter movement – your existing customers become your marketing budget by telling their friends and family about your company.

What motivates me to continue driving innovation and growth is that customer expectations are constantly changing. I worked in the rental car industry just as apps were really starting to take off. We used to talk all the time about how the Starbucks app or the Amazon e-commerce experiences were setting customer expectations for our industry. Being better than our rental car competition was not enough because the bar was being raised by companies outside of our industry. These days we have expectations around self-service and 24/7 convenience and availability. There is plenty of data out there that indicates consumers

prefer to solve their own problems and will do less business with you, or even abandon your business, if they can’t self-serve or have to wait too long for service from your company.

What do you love the most about your current role?

Working with people all across the company. As the Chief Experience Officer, you influence everything that touches customers, whether that is communications, our staff, operations, supply chain, customer care, etc. So, you are working collaboratively with people all across the company in every function to ensure we deliver the best customer experience that we can. There is a quote by former minister Halford Luccock that says, “No one can whistle a symphony. It takes a whole orchestra to play it.” And that is what being a CXO is about, getting the entire orchestra to create your customer experience.

Moving

forward,

what role do you believe customer experience will play in shaping the future of business?

Customer experience is the growth engine for your company and always will be. In the last 20 to 30 years, we have created this profession called CX with a cottage industry of tools and platforms and methodologies. But let’s be honest, customer experience goes back to the early days of trading, when the silk and spice traders in Asia would go to India or the Middle East. You found partners and traders that you could trust to do business with, and you learned who not to do business with.

The notion of understanding customer needs and expectations and delivering against those

Leadership to me is about painting a vision of what we want to accomplish or where we want to be and how we are going to get there and then building the right team and enabling them to do their best work to achieve those goals

is not going away. Those who do that better will always win and generate growth. Sure, the technologies and techniques have, and will continue to, change, but this basic premise has existed for thousands of years. So let me repeat, customer experience is and always will be the growth engine of companies.

What is your leadership philosophy and how do you keep team engaged and motivate them?

I try to be an authentic servant leader. Leadership to me is about painting a vision of what we want to accomplish or where we want to be and how we are going to get there and then building the right team and enabling them to do their best work to achieve those goals.

At an individual level, I want to understand what makes a person tick; what interests them, what motivates them, what goals they have. Then it is about balancing and meeting both the business and personal goals.

What has been your most careerdefining moment that you are proud of?

We often see athletes break records or achieve career milestones and get asked to reflect on the achievement. So many of them say something to the effect of “Now is not the time to consider that. I will reflect on that when I am done with the game.” And I feel that way too. And who knows, maybe I haven’t had my defining moment yet, or there is a better one coming.

That said, I’ve done a lot of things that I am proud of. I had my own consulting company that started from scratch, and I’ve led corporate functions in Fortune 100 companies. Most important to me are the relationships that I’ve built along the way and the people I’ve helped or mentored and continue to do so.

How would you describe your leadership style?

Approachable and collaborative. I want my team to know that I have their back, but I also want them to know that I will make the time to listen to them, understand their issues or challenges and help them find solutions or growth. And as a CX leader, you have to be collaborative across the organization. The nature of CX is that you are working across the traditional organizational silos and trying to ensure everyone understands their roles and responsibilities in delivering the customer experience.

What are you doing to ensure you continue to grow and develop as a CX leader?

For me it is about staying on top of new technologies to see how they can be applied to enable the customer experience. And I also pay attention to the experiences that other companies have and who is doing innovative or smart things to deliver a better experience or solve an operational issue. My wife gets frustrated with me when we go out because I can’t not see poor experiences and what a business should be doing differently. And I will admit to getting impatient with that. On the positive side, I have dozens of pictures on my phone from great ideas or experiences that

I want to remember and see if or how I can incorporate them into what I am working on.

What are your passions outside of work?

I have been bitten by the pickleball bug, so that is a passion of mine. It is a great game that combines social interaction, exercise, and the spirit of competition. And it keeps you young and healthy.

Where do you see yourself in the next 5 years?

A tiger doesn’t change its stripes, so I will always be doing something related to customer experience. With persistence, and maybe some luck along the way, we will have driven significant growth for Likewize and be considering our future as a much bigger company.

What advice would you give to organizations looking to drive CX transformation and growth, and what are some common pitfalls to avoid?

1) Start with talking to your customers and customers in your market. Understand what they really want and need. Where are their expectations being met and where are you or your competitors falling short? And continue talking with them. Take them on your journey and ask for their feedback along the way.

2) Have patience. It takes time to drive real and lasting change. Customer perceptions don’t change overnight. I believe it takes at least three experiences for a customer to change their mind or perception about your company and the experience it delivers. If you have a mediocre or poor experience, the first time they experience something better, they

tend to think “maybe I got lucky this time.” The second time they start to think “maybe it wasn’t a coincidence; maybe something is changing here.” And the third time they believe that change has truly happened.

The other thing about patience is what many of us call the “dreaded year two.” It is relatively easy to fix low hanging fruit and make quick changes and see results. But then things stagnate a bit because you have solved the easy things to change or implement. In that figurative “year 2,” you are now working on larger projects, with more cross-functional involvement, and working things that take longer to fix. Some companies get stuck on that plateau and don’t have the patience or discipline to manage through that.

In terms of pitfalls, I will highlight two:

With persistence, and maybe some luck along the way, we will have driven significant growth for Likewize and be considering our future as a much bigger company

The first is to avoid is what I call “scoreboard watching.” Too many companies are focused on their score – their NPS, the OSAT rating, etc. – and reporting that out in their weekly or monthly reports. What is more important is what you are learning from your customers about their needs and expectations and most importantly, what changes you are driving in your business as a result. If you are doing those two things – learning and driving continuous improvement – with diligence, the score will take care of itself.

And the other is being too focused on break/fix and not designing the best customer experience for the future. What I mean by that is you must not only fix the broken areas of today’s experience – some of the low-hanging fruit I talked about earlier – but also thinking on the positive side about what you want your experience to be and designing that instead of just fixing today’s issues.

Susheel Ladwa Chief Executive Officer, Onyx Health

Transforming Patient Care Through Innovative, Data-Driven Solutions CEO

Susheel Ladwa's journey in healthcare technology is fueled by a singular mission: to improve patient care through innovative data solutions. His career began with Wipro, where he built and grew the company's healthcare practice, driving it to $250 million in revenue. From there, Susheel took on roles at EDS and IBM, where he specialized in healthcare cloud solutions. It was during this time that he gained a deep understanding of the industry’s biggest challenge: data interoperability. Recognizing the critical need for a platform to unify fragmented healthcare data, Susheel joined Onyx Health. There, he’s been instrumental in helping healthcare organizations

adopt FHIR standards, enabling seamless data sharing and, ultimately, better patient outcomes. "The key to transforming healthcare is data,” Susheel explains, “and when you connect that data across systems, you unlock the potential for improved care."

Beyond his executive roles, Susheel also chaired AHIP’s IT Workgroup, where he led discussions on how health plans could leverage IT to enhance care. This experience has shaped his work at Onyx, where the company has become a leader in CMS compliance and data interoperability, changing how health plans and providers exchange data for more efficient and effective care delivery.

Susheel’s time at Wipro, IBM, and HP helped define his leadership style. At Wipro, he was responsible for scaling the healthcare practice, which emphasized rapid growth and market adaptation. This taught him the value of building high-impact teams and setting ambitious goals. "It’s about assembling the right team and challenging them to push boundaries," he says.

At HP (formerly EDS), Susheel worked closely with clients on large-scale healthcare transformation projects, focusing on a clientfirst approach. This client-centric mentality, combined with his strategic focus on using technology to solve critical healthcare challenges, particularly in interoperability, continues to drive his work today.

At IBM, where he led the healthcare and life sciences business for cloud applications, Susheel's vision for healthcare data sharing through cloud technology took shape. His time there deepened his commitment to innovation— pushing boundaries, challenging the status quo, and transforming how healthcare can use data to improve patient care. That mindset continues to guide Susheel and the team at Onyx Health as they revolutionize healthcare data interoperability.

On a Mission to Revolutionize Healthcare

Susheel’s transition from large enterprises to entrepreneurship wasn’t just a career shift— it was a response to a pressing challenge he

Susheel’s transition from large enterprises to entrepreneurship wasn’t just a career shift—it was a response to a pressing challenge he had seen firsthand in healthcare: the need for better data management and interoperability

had seen firsthand in healthcare: the need for better data management and interoperability. After working at major companies like Wipro, HP, and IBM, Susheel had a clear view of both the potential and the limitations of healthcare technology within traditional corporate structures. In these roles, he saw how large, established companies, while innovative in some respects, struggled to quickly adapt to the rapidly evolving needs of the healthcare industry.

At IBM, where he focused on healthcare cloud applications, and at HP, where he worked directly with clients on healthcare transformation, Susheel recognized the critical importance of data interoperability for patient care. He knew the industry needed a more flexible, nimble approach—one that could tackle these complex problems head-on. This realization, paired with his experience at a Silicon Valley startup, gave him the confidence to make a bold move. He joined Onyx Health to create impactful solutions for healthcare organizations struggling with fragmented data.

At Onyx, Susheel is free to focus on a singular mission: to improve patient outcomes through seamless data sharing and to help organizations meet CMS interoperability standards. "The healthcare industry is in desperate need of innovation," Susheel says, "and data interoperability is the key to unlocking better care."

His leadership philosophy at Onyx revolves around empowering individuals and fostering a culture of continuous learning, collaboration, and innovation. “The harder the problem, the more fun it is to solve them,” he says with a smile. Susheel drives a 10x mindset, challenging his team to think beyond their comfort

zones and take bold, strategic steps toward transforming healthcare. “Open communication and alignment around our goals are crucial. Everyone on the team understands how they impact our mission,” he adds.

At Onyx Health, the ultimate vision is clear: to make healthcare data accessible, actionable, and available at the right time to empower better decisions. "Our mission is to build the operating system for next-generation healthcare, leveraging FHIR standards to make data interoperable across the entire healthcare value chain,” Susheel explains.

Through OnyxOS, the world’s first FHIRbased operating system for healthcare, Onyx Health is setting a new standard for data accessibility. This platform not only enables seamless data exchange between providers, payers, and patients but also empowers organizations to meet regulatory requirements and improve the overall quality of care. And with a strategic partnership with Microsoft, Onyx Health has the global reach and technological edge necessary to #DISRUPTHEALTHCARE.

Overcoming Healthcare’s Data Challenges

One of the biggest hurdles in healthcare data interoperability is managing the complexity of outdated data formats and legacy systems. Many organizations still rely on systems that aren’t designed for seamless data exchange. Transitioning to FHIR involves overcoming technical, regulatory, and operational challenges—especially for organizations that have been using legacy systems for years.

At Onyx Health, the solution lies in making FHIR adoption as simple as possible. Their platform, OnyxOS, was built with the goal of

integrating seamlessly into existing systems. This makes it easier for healthcare organizations to adopt new standards without overhauling their entire infrastructure. And as regulatory requirements like CMS-9115 and CMS-0057 evolve, OnyxOS includes built-in compliance features to help organizations stay ahead without the need for extensive custom development.

OnyxOS stands apart as the world’s first FHIRbased operating system, designed to provide outof-the-box solutions to tackle interoperability challenges at scale. “Instead of reinventing the wheel, we provide a comprehensive platform that addresses multiple needs all at once,” Susheel explains. This turnkey solution allows healthcare organizations to achieve interoperability quickly, without requiring time-consuming custom builds.

Key differentiators of OnyxOS include:

Pre-Built Business Solutions: OnyxOS comes with ready-to-use solutions like Patient Access, Payer-to-Payer Data Transfer, Prior Authorization, Good Faith Estimates, and a Digital Insurance Card. These features address essential interoperability requirements, helping organizations implement them rapidly and with minimal complexity.

Comprehensive FHIR

Capabilities:

OnyxOS handles data transformations, consent management, and API enablement, providing a complete solution for seamless data exchange across payers, providers, and patients.

Future-Proof Design:

OnyxOS includes built-in updates for compliance with evolving regulations like CMS-9115 and CMS-0057, ensuring that organizations don’t have to continuously redevelop their systems.

Ease of Integration and Scalability: The platform is designed to integrate smoothly with existing healthcare systems, reducing disruption while supporting a wide range of use cases, making it adaptable as the healthcare landscape evolves.

With OnyxOS, healthcare organizations can quickly build a connected, data-driven ecosystem that’s ready for the future.

Onyx Health’s Vision for the Future of Healthcare Data

Looking ahead, Susheel Ladwa has a clear vision for Onyx Health: to lead the way in FHIR-based interoperability and to set a new global standard for healthcare data exchange. "Our mission is simple: we want to make healthcare data accessible, actionable, and available across the entire care continuum," he says. For Susheel, the future of healthcare is a world where providers, payers, and patients have the right information at the right time to make informed decisions and improve health outcomes.

In the next five years, Susheel envisions:

Global Adoption of OnyxOS: Susheel aims for OnyxOS to become the foundational platform for healthcare organizations worldwide, simplifying compliance and enabling seamless, FHIR-enabled interoperability across systems.

Catalyzing Innovation in Patient

Care:

By breaking down barriers to data integration, Onyx Health hopes to help healthcare organizations leverage real-time insights for better care coordination, personalized treatment, and improved patient outcomes.

OnyxOS stands apart as the world’s first FHIRbased operating system, designed to provide outof-the-box solutions to tackle interoperability challenges at scale

Creating a Truly Connected Healthcare

Ecosystem: The goal is to facilitate a data-driven, interoperable ecosystem where information flows securely across the healthcare system, reducing costs, improving efficiencies, and transforming patient experiences.

Through these objectives, Onyx Health is positioning itself to play a key role in shaping the future of healthcare, where data-driven decisions lead to better health outcomes for all.

Leadership Through Simplicity and Impact

Susheel has always believed in the power of concise wisdom. He often draws inspiration from timeless texts like the Bible and the Gita, where the most profound lessons are conveyed in short, impactful passages. “The brain is tuned to comprehend and retain short, impactful text,” Susheel says, emphasizing the clarity that comes from simplicity. This belief in the power of brevity shapes how he leads at Onyx Health,

where clear communication is key to solving complex problems and driving transformation in healthcare.

For Susheel, writing quotes and reflections isn’t just a personal passion—it’s a tool that sharpens his ability to lead. It helps him communicate complex ideas with focus, inspire his team, and keep everyone aligned with Onyx Health’s mission to revolutionize healthcare. “Getting straight to the heart of the message makes the greatest impact,” he says.

His leadership is built on a foundation of core values that guide every decision. Impact is at the heart of everything Susheel does. “Our goal is to change patient outcomes and improve healthcare efficiency,” he explains. Every move at Onyx Health is driven by the vision of making healthcare better for the long term.

Integrity is another cornerstone of his approach. For Susheel, transparency and accountability create the trust needed to navigate the healthcare industry’s toughest challenges. “It’s the trust within our team and with clients that enables us to tackle the hard problems,” he notes.

Above all, Susheel’s leadership is defined by persistence. Healthcare transformation is a marathon, not a sprint, and he’s relentless in pushing Onyx Health toward its mission. "You have to keep going, no matter the obstacles,” he says.

And then there’s innovation. “Healthcare doesn’t stand still, and neither can we,” Susheel believes. By fostering creativity and challenging the status quo, he encourages his team to come up with solutions that push boundaries and improve care. The result is a team always striving to make healthcare more connected and accessible.

Advice for Aspiring Leaders in Healthcare Technology

For those hoping to make a mark in healthcare technology, Susheel offers straightforward advice: focus on impact, work hard, and be relentless. “Healthcare is one of the toughest fields out there,” he says, “and solving big problems takes dedication and perseverance.”

He emphasizes that, above all, the end goal should always be improving patient care. “Every piece of technology should be driven by the question: How does this improve patient outcomes?” Susheel stresses that keeping patients at the heart of your work is the key to making a meaningful difference.

Healthcare challenges are never easy, but Susheel believes the road to solutions is paved with persistence. “Be ready to put in the effort, and keep pushing forward,” he advises. The bigger the challenge, the more important it is to stay relentless in pursuit of a solution.

Adapting to change is another crucial trait. The healthcare landscape is constantly shifting, and leaders must be able to evolve with it. “Embrace change, stay curious, and treat every challenge as a chance to innovate,” Susheel says. For him, adaptability is what keeps you ahead in an ever-evolving industry.

Finally, Susheel believes that leadership in healthcare is about building trust through integrity and collaboration. “Trust is everything in healthcare,” he says. By fostering open, honest communication and working together with your team and clients, you can drive real, meaningful change. In his view, leadership is not just about making decisions—it's about making those decisions with others, in pursuit of a common goal.

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Looking Ahead: Execution Excellence in an Era of Transformation

Dr. Jeffrey Mrizek is a leader in education, public service, and entrepreneurship, serving as Principal of Mrizek Global, LLC and CEO of SmartStart AI. He holds a doctorate in Educational Leadership from Sacramento State, an MBA, and a Psychology degree. His public sector experience includes roles at the California Franchise Tax Board and Community Colleges Chancellor's Office. Dr. Mrizek is active in community service, serving on multiple advisory boards and as past President of the American Society for Public Administration - Sacramento. He authored "The Journey of the Meaning Makers" and enjoys RV living, hiking, and SCUBA diving as a digital nomad.

Dr. Jeffrey Mrizek Founder and CEO, SmartStart AI

The fundamental truth about business success remains unchanged: execution capability is the primary differentiator between market leaders and failed ventures. Having spent decades at the intersection of organizational psychology, educational leadership, and business development, I've observed how this principle holds true even as technology reshapes our operational landscape.

The Strategic Imperative of Execution Excellence

The McKinsey research highlighting the 3x higher shareholder returns for companies with superior execution capabilities takes on new significance in today's digital age. Through my work with governments, nonprofits, and global enterprises, I've seen how this execution premium manifests across both traditional and emerging business models, from manufacturing to metaverse enterprises.

Consider again the Microsoft Azure example, but through a broader lens: their success wasn't just about technical capability or market timing – it represented excellence in what I call "integrated execution intelligence." They combined traditional execution strengths (leveraging existing relationships, ensuring seamless integration) with emerging capabilities in distributed systems and AI-enabled operations.

The Evolution of Execution Framework

Drawing from both the original framework and our emerging understanding of organizational cognition, let's examine how execution excellence is evolving:

Phase 1: Enhanced Execution Diagnostic

The foundational assessment of execution capabilities now must span both traditional and digital dimensions. Decision-making

Decision-making

velocity remains crucial, but we must now consider it within the context of AI-augmented decision support systems and distributed team environment

velocity remains crucial, but we must now consider it within the context of AI-augmented decision support systems and distributed team environment. Through my research in educational psychology, I've observed how organizations can create what I call "cognitive acceleration environments" that enhance rather than replace human judgment.

Resource allocation efficiency takes on new meaning in a tokenized economy. My background in economic development has shown how blockchain and smart contract technologies can create more sophisticated and responsive resource deployment systems while maintaining the essential human oversight that ensures strategic alignment.

Operational excellence now extends into virtual spaces, creating what I term "execution ecosystems" that span physical and digital realms. The most successful organizations I work with have mastered this integration, creating seamless execution environments that mirror the brain's ability to process information across distributed networks.

Phase 2: Integrated Capability Building

The core execution muscles we identified in the original framework must now be strengthened across new dimensions:

Execution playbooks have evolved into what I call "adaptive learning systems" –frameworks that combine traditional best practices with AI-enabled pattern recognition and real-time adaptation. Drawing from educational theory, these systems create structured yet flexible environments for continuous capability development.

Performance management systems now operate in what I term the "cognitive enterprise" model – frameworks that balance traditional metrics with new measures of adaptive capability and distributed team effectiveness. Through my work in organizational psychology, I've seen how these systems can enhance accountability while fostering psychological safety and growth.

Phase 3: Multidimensional Measurement

Our measurement framework must expand to capture execution excellence across all dimensions:

Speed to market now encompasses both physical and digital initiatives, measuring what I call "integrated velocity" – the organization's ability to execute effectively across traditional and emerging channels. The dashboard systems I've helped develop track not just traditional metrics but also measures of learning velocity and adaptation capability.

Resource allocation flexibility must now account for both traditional and tokenized assets, measuring the organization's ability to deploy resources effectively across what I term the "extended execution space" – the full range of physical, digital, and virtual environments where value is created.

The Path Forward: Execution Excellence 2.0

For C-suite executives, the challenge has evolved. The five key strategic actions I outlined in the original framework remain essential but must be enhanced:

First, the honest assessment of execution capabilities must now span both traditional

Through my work in educational leadership, I've seen how organizations can create "integrated learning environments" that enhance execution capability across all dimensions

and emerging dimensions. Organizations need what I call a "cognitive capability audit" – a comprehensive evaluation of execution strength across all operational domains.

Second, strategic investment in execution systems must now encompass both human and digital capabilities. Through my work in educational leadership, I've seen how organizations can create "integrated learning environments" that enhance execution capability across all dimensions.

Third, cultural evolution must support both traditional excellence and digital transformation. The "freedom within framework" principle I've long advocated takes on new meaning in distributed, AI-enabled environments.

The Mrizek Global Approach: Enhanced for the Digital Age

By combining traditional scenario-based learning with immersive digital experiences, we create what I call "cognitive execution laboratories" – spaces where leaders can develop both traditional and emerging execution capabilities. Using gamification practice, our ecosystem of leaders play CEO Showdown,a leadership development

tool that now integrates these expanded dimensions of execution excellence to improve decision making based on proven researchbased frameworks.

The Future of Execution Excellence

The organizations that will thrive tomorrow are those that master both fundamental execution disciplines and emerging capabilities. They will build "integrated execution engines" – GenAI systems that:

Maintain the disciplined execution that has always differentiated market leaders

Leverage emerging technologies to enhance rather than replace human capability

Create learning environments that develop both traditional and digital execution skills

Foster cultures that value both operational excellence and continuous adaptation

While the roadmap for this journey does not guarantee success requires sustained commitment to both operational excellence and organizational evolution. The future belongs to those who can execute consistently across all dimensions of the modern business landscape while maintaining the human element that ultimately drives sustainable success.