CXO Outlook – Magazine – January 2024 – Most Inspiring Business Leaders 2024 by Connecta Innovation

GLOBAL EDITION

JANUARY 2024

INSIGHTS. IDEAS. INSPIRATIONS

MOST INSPIRING

BUSINESS LEADER 2024

Dr. Raphael Ribeiro-Pinaud CEO & Chairman, Antharis Therapeutics

FEATURING INSIDE Andrea Zanon Co-Founder, Confidente

Dr. Arthur Cassidy

TV Media Psychologist, Personality Expert & Broadcaster

Daniela (Dani) Herrera MOST INSPIRING

BUSINESS WOMEN 2024

Kathy May-Martin Managing Broker, Coldwell Banker

MARK

DE&I Consultant, Speaker, and Trainer, Kay & Black, Talent Management

Paul Connelly

Former CISO, Technical Advisor, Educator, & Board Member

Steve Blakeman Founder & CEO, Influenza

BROUSSARD PRESIDENT & CEO OF SAMI

DRAFTING A UNIQUE PATH TO OPERATIONAL EXCELLENCE

CXO OUTLOOK January 2024

January 2024

Vol - 5

Issue - 1

Managing Editor Sarath Shyam Creative Consultants Charlie Jameson Louis Bernard

Branding & Marketing Partnerships Jennifer Anderson Anna Elza Monica Davis Stephen Donnell Jessica Edword Susan Miller

Consultant Editors Dr. John Andrews Naomi Wilson Emma James Stanly Lui Andrew Scott Steve Hope Sabrina Samson Keith Alexander Editorial Enquiry admin@cxooutlook.com

Partnerships Enquiry admin@cxooutlook.com

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CXO Outlook is a digital magazine published by Connecta Innovation Private Limited. All rights reserved. The opinions expressed in the content and pictures provided are those of the authors. They do not purport to reflect the opinions or views of the Connecta Innovation Private Limited or any of its members and we do not assume any responsibility. The publisher does not assume any responsibility for the advertisements, its content, pictures, and all representation of warranties made in such advertisements are those of the advertisers and not of the publisher. CXO Outlook is a Free Subscription digital magazine strictly not for sale and has to be strictly for internal private use only. Publisher does not assume any responsibility arising out of anyone printing copy of this digital magazine in any format and in any country and all matters related to that. CXO OUTLOOK January 2024

LETTER FROM THE EDITOR

Embracing Change, Inspiring Leadership: The Story of 2024

s the winds of change steer the course of leadership into uncharted territories, we find ourselves in an ever-evolving landscape of global business. The latest issue of CXO Outlook Magazine provides a panoramic view of the trends shaping business leadership worldwide in 2024, giving us a glimpse of what's to come. In this era of rapid technological advancements and unprecedented challenges, the role of effective leadership has never been more crucial. Leaders are not just captains of their respective ships; they are navigators, charting courses through uncertain waters, balancing innovation with stability, and inspiring teams to achieve greatness. They are the ones who guide us through the ever-shifting landscape of contemporary leadership. This special edition of the magazine shines a spotlight on the Most Inspiring Business Leader and Most Inspiring Business Woman of 2024. These individuals embody exceptional leadership,

and their stories illuminate the qualities that set them apart, from resilience and innovation to empathy and unwavering commitment. It's a celebration of those who not only lead but inspire positive transformations within their organizations and beyond. The cover story of this issue features Mark Broussard, the President and CEO of SAMI, Strategic Asset Management Inc. Broussard's journey is a compelling narrative of leadership, merging an extraordinary engineering

acumen with a decade of invaluable experience in aerospace and petrochemical industries. His story reflects the convergence of technical brilliance and seasoned industry wisdom, a beacon for aspiring leaders navigating their own paths. In this issue, you'll find a tapestry of opinions and insights from industry leaders and experts, providing a5 comprehensive overview of the latest trends in business and technology. It's a curated guide for those seeking to understand, adapt, and thrive in the ever-shifting landscape of contemporary leadership. We invite you to explore, learn, and draw inspiration from the narratives of leadership excellence in the pages that follow. As the world transforms, so does the essence of leadership, and CXO Outlook Magazine remains your trusted companion on this insightful journey. Enjoy Reading.

Sarath Shyam CXO OUTLOOK January 2024

CONTENTS S T N E T N O C

COVER STORY

MARK BROUSSARD PRESIDENT & CEO OF SAMI

DRAFTING A UNIQUE PATH TO OPERATIONAL EXCELLENCE

CXO OUTLOOK January 2024

Kathy May-Martin Managing Broker, Coldwell Banker

Building Dreams, One Home at a Time

30 Dr. Raphael Ribeiro-Pinaud CEO & Chairman, Antharis Therapeutics

Driving Transformative Impact in the Biopharmaceutical Industry

CXO OUTLOOK January 2024

IN MY VIEW

An Understanding of Mind and Brain Dr. Arthur Cassidy, TV Media Psychologist, Personality Expert & Broadcaster

CONTENTS

Driving Change & Making an Impact in the Media World

LEADER'S INSIGHTS

Steve Blakeman, Founder & CEO, Influenza & Award-Winning Author

38 Committed to Helping Organizations in their Intentional Inclusion Journeys & Elevating Historically Excluded Talent Daniela (Dani) Herrera, DE&I Consultant, Speaker, and Trainer, Kay & Black, Talent Management

CXO OUTLOOK January 2024

Benefits of a CISO on the Board

EXPERT OPINION

Paul Connelly, Former CISO, Technical Advisor, Educator, & Board Member

Entrepreneurship in Times of Geopolitical and Economic Crises Andrea Zanon, Co-Founder, Confidente

CXO OUTLOOK January 2024

COVER STORY

MARK BROUSSARD 11

PRESIDENT & CEO OF SAMI

DRAFTING A UNIQUE PATH TO OPERATIONAL EXCELLENCE

CXO OUTLOOK January 2024

n the dynamic realm of operational management consulting, where strategic thinking meets cultural transformation, Mark Broussard stands as a beacon of leadership at the helm of SAMI, Strategic Asset Management Inc. As the President and CEO, his journey is a testament to the fusion of an extraordinary engineering mind with a decade of invaluable experience in aerospace and petrochemical industries. Mark’s career trajectory began with a deep dive into the intricate worlds of aerospace and petrochemicals. With a Bachelor of Science in Mechanical Engineering from

SABIC Ibn Sina Project Team

CXO OUTLOOK January 2024

the University of Southwestern Louisiana and post-graduate studies in Business Administration at Louisiana State University, he laid the foundation for what would become a remarkable career. His near decade tenure in the aerospace industry shaped his understanding of asset reliability throughout its life cycle. Mark’s analytical approach and proactive discipline in aerospace maintenance and reliability became a cornerstone for his future endeavors. Little did he know that this experience would lay the groundwork for a transformative approach to operational excellence.

Transitioning to the petrochemical industry, Mark encountered a stark contrast. Reflecting on his early experiences, Mark shares, “The early formative years in the industry were crucial in establishing the foundation for my career. I have always been involved with the maintenance and reliability discipline. The aerospace and petrochemical industries provided significantly different perspectives, teaching me both ends of the maintenance and reliability spectrum.” Despite the challenges, this phase became a crucible for learning. It revealed the incorrect methods prevalent in managing maintenance and reliability. This contrast not only fueled Mark’s intuition for a “better way” but also imparted a profound understanding of organizational culture dynamics.

In 2002, Mark joined SAMI, a decision that marked the beginning of his journey toward becoming an internationally recognized figure in operational management consulting. For two decades, he has steered SAMI to the forefront, offering breakthrough solutions for sustainable cultural transformation and elevated economic performance across industries such as oil and gas, mining, metals, power generation, and petrochemicals. Mark’s strategic and engaging leadership style is a product of his deep experience in international consulting operations, operational excellence, operations and maintenance management, asset reliability optimization, organizational excellence, operational readiness, knowledge

Mark’s strategic and engaging leadership style is a product of his deep experience in international consulting operations, operational excellence, operations and maintenance management, asset reliability optimization, organizational excellence, operational readiness, knowledge and technology transfer, global restructuring, and rapid growth management

CXO OUTLOOK January 2024

Performance Culture Through Ascend Method

In the intricate landscape of business consultancy, SAMI, under the stewardship of Mark Broussard, unfolds a multilayered approach to guide businesses towards sustainable cultural transformation and elevated economic performance and technology transfer, global restructuring, and rapid growth management. Strategic and Tactical Prowess for Sustainable Transformation In the intricate landscape of business consultancy, SAMI, under the stewardship of Mark Broussard, unfolds a multi-layered approach to guide businesses towards sustainable cultural transformation and elevated economic performance. At the strategic level, SAMI employs models that transcend conventional

CXO OUTLOOK January 2024

understanding, delving into realms that lead to enhanced income and earnings. These models serve as a compass for client leadership, unraveling the intricacies of functional improvement. Equally pivotal is the recognition that organizational culture is the compass dictating performance levels. SAMI champions the concept that sustainable transformation necessitates a shift in organizational culture. On the tactical front, SAMI’s approach revolves around two pivotal components— coaching and governance. Sustainable cultural

change is not a one-time event but a journey, and coaching becomes the vehicle for embedding behaviors supporting operational execution over extended periods. Leadership plays a central role, with SAMI advocating the establishment of a robust governance structure. This structure serves as a guiding force, steering improvement efforts and creating forums that reinforce accountability and discipline within the organization. A crucial internal strategy, often unnoticed by clients, involves deploying SAMI consultants capable of modeling and coaching the behaviors crucial for successful transformation. While technical qualifications are imperative, SAMI

emphasizes the paramount importance of effective communication, facilitation, training, coaching, and behavior modeling across the organization. This unseen force ensures that the transformative journey is not just technically sound but also human-centric and culturally attuned. Mark Broussard shares, “For brevity, I’ll limit the explanation to a few points on two levels; strategic and tactical. The SAMI approach to achieving sustainable cultural change is focused on embedding the proper behaviors that support operational execution of functional processes through extended periods of coaching.”

Middle East Region Team Celebration CXO OUTLOOK January 2024

In the labyrinth of sustainable cultural transformation, SAMI’s strategic and tactical prowess forms an invisible thread, weaving through organizations, guiding them toward elevated economic performance and a culture that stands resilient in the face of change.

Pioneering Transformations Across Continents Since its inception in 1996, SAMI has not only embraced change, but has been at the forefront of catalyzing transformative journeys for its clients. The evolution of SAMI into a leading operational management consulting firm is underscored by a series of impactful success stories that traverse internal refinement, scale, and regional validation. “In the early 2000s, our journey with Shell was pivotal. It allowed us to refine our tools and methods while producing

outstanding results,” reflects Mark Broussard, SAMI’s CEO. The project, focusing on an Operational Strategic Plan for maintenance and reliability, resulted in a substantial increase in asset reliability, translating into hundreds of thousands of additional barrels of production volume. “It was a defining moment where our commitment to excellence took tangible form.” Following the success with Shell, SAMI’s capabilities were put to the test on a global stage with SASOL in South Africa. “The SASOL project showcased that our model, methods, and tools are not bound by geography,” Mark shares. Focused on maintenance work management for a workforce of 4000+, the initiative yielded a remarkable 2X productivity improvement coupled with enhanced asset reliability. “It wasn’t just about solving problems; it was about scaling success and leaving a lasting impact.”

Adulmajeed (ME Regional Manager) & Mark Supporting OPEXksa

CXO OUTLOOK January 2024

Since its inception in 1996, SAMI has not only embraced change but has been at the forefront of catalyzing transformative journeys for its clients

With success in North America and Africa, SAMI ventured into the Middle East, collaborating with SHARQ (Eastern Petrochemical Company), a SABIC affiliate. “Our work with SHARQ was about overcoming regional challenges and validating that our approach is universally applicable,” notes Mark. Despite complexities, SAMI exceeded economic and behavioral metrics within 12 months of the planned 15-month transformation project. “It was a testament to our adaptability and commitment to shaping organizational cultures.” “These engagements represent the heart of SAMI’s legacy—transformations that endure,” says Mark Broussard. Carefully selected for their impact on SAMI’s evolution, these case studies continue to deliver returns greater than 15:1 over a 3-year period. “It’s not just about numbers; it’s about creating a legacy of success that stands the test of time.” SAMI’s Performance Culture™: Transforming Aspirations into Operational Excellence At the core of SAMI’s transformative approach lies the Performance Culture™ model—an aspirational state of continuous improvement that has become synonymous with operational excellence. Mark Broussard, SAMI’s CEO, shares insights into how this model has contributed to the success of the organizations they work with. “The Performance Culture™ is a beacon of continuous improvement—an aspirational state that not every organization achieves,” notes Mark. It represents a landscape where all functional processes operate in harmony, synchronized and optimized. The key to achieving this state lies in embedding the proper behaviors within the organizational culture, where staff actively seek to identify, understand, and close gaps.

CXO OUTLOOK January 2024

Mark explains that many enterprises begin their Performance Culture journey by selecting a single underperforming function, whether it’s Asset Healthcare, Production, Supply Chain, or Safety. A diagnostic phase follows, identifying gaps and the economic value they represent. The transformation kicks off by optimizing business processes, managing systems, and defining the required behaviors. SAMI consultants play a pivotal role, employing templates of best practices tailored to each client’s unique aspirations and destination.

Performance Culture Pyramid

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“Not every organization has the same aspirations or destination,” says Mark. SAMI’s templates are flexible, acknowledging the uniqueness of each client. The heavy lifting of organizational culture change begins with training and behavioral coaching. Individuals must grasp the personal benefits and the collective intent to optimize the entire organization. After achieving success in a singular function, organizations often progress to interfacing functions to “balance” performance and

At the core of SAMI’s transformative approach lies the Performance Culture™ model—an aspirational state of continuous improvement that has become synonymous with operational excellence

eliminate constraints to sustainability. Mark emphasizes that the Performance Culture journey is lengthy, designed with successive stages of improvement. Each stage allows for the celebration of significant performance advances before moving on to the next opportunity for transformation. Mark acknowledges that sustainable organizational culture transformation is the key to maximizing performance potential. Visionary leaders recognize the potential returns of such initiatives. However, they also realize that their individual behaviors must change to expect a different result. “The visionary leaders maintain the effort over longer horizons and reap the rewards,” Mark adds. SAMI’s Adaptive Resilience in Shifting Tides In the dynamic currents of the business world, SAMI has demonstrated a resilient approach to adapt to the ebb and flow of global economics and technological advancements. SAMI’s business, like many others, experiences fluctuations with global economic conditions.

Mark elucidates, “Our business is not totally dependent on one industry vertical, and we typically see cycles of business volume through different industries during difficult periods.” Recognizing the potential challenges, SAMI has proactively adjusted fixed costs to reflect economic conditions and business volumes. Despite the inevitable variations, no drastic changes have been required, showcasing SAMI’s adaptability and proactive financial management. In an era dominated by technological advancements, SAMI stands out for its discerning approach. Mark emphatically asserts, “SAMI is not a waggoneer!” The company does not chase the latest trends for the sake of sales. Instead, SAMI maintains a philosophy grounded in the belief that automating or digitizing a poor process and data yields only a faster but still suboptimal outcome. “We believe there is limited ‘technology’ that can replace ‘the right person, doing the right thing, at the right time,’” Mark emphasizes. While SAMI may be perceived as “old school” in its commitment to proven methodologies, it has consistently delivered

CXO OUTLOOK January 2024

desired results. Incremental and cost-effective technology upgrades have been pursued judiciously, ensuring that each advancement is justified by tangible returns. This balanced approach aligns with SAMI’s commitment to delivering value without succumbing to the allure of technology for technology’s sake. Looking ahead, Mark acknowledges the potential impact of Artificial Intelligence (AI) on core business processes. “AI may present some opportunities to improve some aspects of our clients’ core business processes,” he notes. The evaluation of how and where to apply AI in SAMI’s solutions reflects a thoughtful and strategic approach to technological integration. Internally, SAMI adopts a pragmatic stance, avoiding the allure of being early adopters. Technology upgrades are undertaken incrementally, ensuring a careful assessment of returns on investment. This approach, while not flashy, underscores SAMI’s commitment to leveraging technology where it adds value, aligning with the company’s core philosophy. SAMI’s Operational Excellence In the landscape of operational excellence, SAMI distinguishes itself through a symphony of unique value propositions, each playing a crucial role in setting the firm apart from others. SAMI’s Unique Value Propositions (UVP): The Performance Culture Pyramid: Mark emphasizes the significance of this globally recognized model, stating, “It’s a holistic representation of functional best practices, standing at the forefront of industry leaders’ approach to operational excellence.”

CXO OUTLOOK January 2024

The Ascend TM Engagement Methodology: Mark highlights this proprietary, phased approach for identifying and addressing performance gaps, proven to result in consistent alignment for attaining organizational cultural transformation. “It provides the structure for effective change management through extended behavioral coaching,” he adds. The APEXTM Tool: Described as a one-of-a-kind proprietary tool, Mark notes its ability to measure individual and functional behaviors, identify barriers to sustainability, and provide evidence of organizational cultural maturity. The tool is a cornerstone in evaluating barriers and focusing transformation resources. The People: SAMI’s team of internationally respected subject matter experts stands out. Mark underlines, “Our team primarily consists of experienced industry veterans on their second career pursuing their passion for asset management.” Mark’s personal journey with SAMI started in 2002 as a contract Project Manager on the Shell engagement, joining the direct team in 2003. “We refined the original Asset Healthcare model for the first decade of SAMI,” he reflects. Mark played a pivotal role in leading the development of additional models, collaborating on content since 2006. The concept of the Performance Culture, developed jointly with SAMI founder Brad Peterson in 2012, became a defining element. Mark shares, “We defined the organizing principle, developed the supporting elements, and introduced the concept to the industry through extensive speaking at conferences, symposiums, and global forums.” This collaborative effort

tapped into the intellectual capital of many, showcasing that SAMI’s excellence is a result of a collective effort. Mark’s role has evolved to reinforce these elements with the operations team and introduce them to regional partners. He emphasizes, “We apply the concept of Performance Culture to our own company, and just like our clients, we are on the journey.” Navigating challenges is an inevitable part of leadership, and it seems SAMI, under your leadership, has faced them with resilience and strategic adaptability. Let’s explore how SAMI addressed some of these challenges:

In the dynamic currents of the business world, SAMI has demonstrated a resilient approach to adapt to the ebb and flow of global economics and technological advancements

Leading Through Challenges Since taking on the role of President & CEO in 2015, Mark Broussard has encountered and navigated several challenges, showcasing SAMI’s adaptive resilience and strategic acumen. The sudden loss of Brad Peterson posed a significant personal and business challenge. Reflecting on this difficult time, Mark shares, “The visionary and inspirational voice that mentored me was no longer. This devastating event was difficult for me personally, for the SAMI team, and for the business.” The void left by Brad’s absence, particularly in Sales & Marketing leadership, required a strategic response. In response to the void left by Brad’s passing, SAMI underwent a strategic change in regional development. Abandoning the singular salesperson approach, the company implemented a partnering model. This model involved establishing agreements with reputable firms in targeted regions, developing them to provide sales, marketing, and operational resources to deliver SAMI business. Mark notes, “The results to date have been encouraging and robust enough to continue our growth aspirations.”

CXO OUTLOOK January 2024

An ongoing challenge for boutique consulting firms, including SAMI, is the perception of the value add of management consultants. Mark recognizes the negative sentiment fostered by various factors, including consulting fatigue and failed engagements. To overcome this, SAMI has chosen to live and model its core values, with a particular emphasis on integrity. Mark explains, “We must consistently ‘Do what we say we will do’ to build our client’s trust through modeling this value and earn the right to secure more business.” Looking forward, an upcoming challenge is the wave of retiring consultants, a situation many boutique consulting firms are facing. SAMI is actively addressing this challenge by planning for leadership succession. Mark acknowledges that recruiting younger talent for asset management-focused roles can be challenging but expresses confidence that asset management can be taught, and consulting talent can emerge from various disciplines. In the face of these challenges, SAMI’s adaptive strategies and commitment to core values have proven instrumental in navigating complex landscapes. Stay tuned for the next segment, where Mark shares insights into SAMI’s future aspirations and the evolving landscape of operational management. Shaping SAMI’s Future: A Vision of Regional Excellence Mark Broussard envisions a future for SAMI brimming with opportunities, with a strategic theme for the next five years: Regional Excellence. As SAMI’s CEO, he outlines the goals and initiatives that will propel the company forward in the coming years. The central theme for SAMI’s future revolves around Regional Excellence. From a sales and

CXO OUTLOOK January 2024

marketing perspective, this entails onboarding new regional partners, maturing existing regions, and maintaining legacy regions. Mark emphasizes the importance of coaching partners on the “SAMI Way” and adapting engagement methods to the unique cultural nuances of each region. The operational side of the business presents immense opportunities. Engaging new networks of regional consultants and immersing them in SAMI methods is a significant endeavor. Simultaneously, refining content for every stage of the Performance Culture Pyramid, leading clients on tailored journeys, and delivering on promised economic value are formidable challenges. Integrating new technologies, refining quality control methods, and maintaining a focus on safety in all engagements are also key objectives. The growth and opportunities generated by SAMI’s initiatives naturally lead to a focus on leadership development. Mark underscores the importance of finding and selecting the right leaders for SAMI’s next generation. This includes identifying individuals who can navigate the complexities of Regional Excellence and uphold SAMI’s standards globally. The theme of Regional Excellence aligns with the longer-term vision developed by Brad Peterson and implemented by Mark: “The sun never sets on SAMI.” This vision encapsulates the idea of ongoing operations around the globe continuously. As SAMI expands its reach and impact, the goal is to have a lasting presence in various regions, creating a global tapestry of excellence. SAMI’s future, under Mark’s leadership, is marked by continuous growth, adaptability, and a commitment to excellence. The focus on Regional Excellence serves as a strategic guide for the company, navigating diverse cultural landscapes and unlocking opportunities on a global scale.

CXO OUTLOOK January 2024

IN MY VIEW

An Understanding of Mind and Brain Dr. Arthur Cassidy, TV Media Psychologist, Personality Expert & Broadcaster

O 24

ne of the most intriguing issues in our world today is how natural science makes sense out of what we understand by the human Mind. Is it related in some way to the soul or is soul a qualitatively different entity we cannot observe? How do we understand our thought processes sensations and perceptions and how does the Amygdala store and process or emotions? Highly complex

questions that brain scientists, neuro psychiatrists and neuropsychologists are still researching in universities around the world. How does three pounds mass of grey matter that is my brain give rise to the felt experiences of our sensations and thoughts? This gives rise to the mind-brain problem. The world of global research into brain science have still a plethora of salient questions that we must endeavour to find a consensus on.

Dr. Arthur Cassidy is a well-known TV personality expert who comes from Northern Ireland, a former university academic with a major psychological interest in Celebrities both here in the UK and in the USA. As a mental health expert and celebrity psychologist, Dr Arthur has made a dynamic and energetic impact to contemporary television programmes by bringing a fresh insight into evidence based psychological aspects of a wide range of topics on human behaviour seen in today’s terrestrial channels. His psychological expertise and warm personality are constantly sought after by television executives, researchers and producers for high profile reality shows and serious documentaries.

CXO OUTLOOK January 2024

The world of global research into brain science have still a plethora of salient questions that we must endeavour to find a consensus on

CXO OUTLOOK January 2024

So, what does the layperson understand by the concept of mind? I’m not sure to what they are referring to and why. In our woke society we are imbued with the latest craze and distortions of the English language, but Wernicke’s area of the brain has to process it in all its disarray. Our visual perception is processed at the rear of the brain in the occipital cortex and our emotions and feelings are continually processed within the association cortex and hippocampus which also deals with memory long and short term. We speak of mindfulness, and mindful eating, also mindful exercise, yet we know very little of what it really means. We speak of something we take for granted. something we can’t see or hear it working, but its only by faith we know it exists. Have you seen your brain? Perhaps if in some sort of previous brain trauma, perhaps in a CAT scan. Rarely do we hear the brain being discussed at a dinner party or on holiday or at the office desk. When I was a doctoral candidate at Queens University in Belfast many years ago, my research proposal had to be worked at for almost a whole year to impress the academic selectors if I had the scientific aptitude to carry out a four-year study of identity processes and personality in the teenage brain. Today we frequently refer to one’s personality as to their mindset, inferring that we are about to make inferences about their state of mind or personality attributes. In fact, we evaluate people without any shred of

CXO OUTLOOK January 2024

Today we frequently refer to one’s personality as to their mindset, inferring that we are about to make inferences about their state of mind or personality attributes

scientific evidence as to the facts of the matter in relation to their personality or self-concept. We ask about the relationship between Mind and consciousness. What is it? It’s only the cognitive revolution in psychological science can adequately answer that, utilizing artificial intelligence, cybernetics and information theory. The computational theory of mind I taught in British universities as an academic posits the fact that the nervous system is an information processing system. It works by translating changes in the body and the environment into a language of neural impulses that represent the animal- environment relationship. At the philosophic level, Renee Descarte (1641) in his famous theory of dualism argued that matter and mind are two wholly separate substances. The main property of matter is that it has a spatial extension which the mind does not. The main property and function of the mind is the capacity to think …its substance defined by its function. In the context of contemporary scholarship in psychological science, we have as scholars in psychology science, a deeper awareness of how our human cognitions really function and work in various circumstances of our daily lives. Here’s a few contemporary examples of how the human mind or better all, brain functions and processes all our thoughts feelings sensations emotions and much more daily. In my mental health work, I often deal with emotional pain after a divorce, or some other tragedy perhaps a tragic road accident or untimely loss by suicide. Most therapists and both Clinical or Health psychologists or even Psychotherapists will ask you what do you wish to get out of the process? Nearly all my clients mention emotions in their answers. They have

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deep rooted emotional experiences they wish to get rid off. Far from making these all go away; in our work we have to help the individual make sense out of them and change their perceptions of them in relation to their own psychological functioning. We show them how to pay attention to them, seeing them for just what they are, emotions, nothing more. Emotions are your brain’s attempt to explain and attach meaning to what’s going on in your body and in your domestic situation and life in general. This works at the biological level in your brain’s hippocampus and amygdala, but also how these interact with your environment. Let me show you what you must never do with emotions. Remember they are not facts, but emotions which are felt, experienced and usually associated in your life with a range of negative emotional responses like anger, frustration, joy, aggression and so on. Emotions vary widely in their content, some minor, others devastating and very

Emotions are your brain’s attempt to explain and attach meaning to what’s going on in your body and in your domestic situation and life in general

CXO OUTLOOK January 2024

intense. It’s your brain trying to make sense out of your intimate world. Never push away any emotion but ride the storm by building up your emotional resilience. Pushing them away only creates more complex emotional problems. You can take control of your emotions by engaging in some form of mindfulness with the body scan and deep muscle relaxation. It’s about “living in the moment”, so let your mind wander, feel the autumn leaves being crushed under your feet as your dog walks along sniffing and using his or her scent trail absorbing all sensations. Allow any feelings of stress or health anxiety to go along with you and be aware how they leave your consciousness bringing you back to the leaves and sounds of crushing, the squirrels darting up a tree and the sound of the water dribbling over the river stones and moss. We tend to fear emotions as if they will stop us from breathing. But remember they are like the clouds above us. When you rise and see clouds, then expect rain and showers, but later in the day the sun comes out and we concentrate on outdoor activity or retail therapy. In mindfulness, we learn to come off the daily “autopilot” and focus just on the moment. Try it. Time does not permit me to write copiously about other psychological topics, but as an ex British academic psychologist, scholar, and health practitioner, the joy I experience is in serving humanity in charitable work since I left academia some fifteen years ago. In my hometown of Portadown, in the outstanding natural beauty of Co Armagh in Northern Ireland, I have been serving voluntarily the general public who come as GP referrals

seeking help through their brokenness and trauma, to my Psychological Health & Wellbeing centre at Yellow Ribbon. There is immense joy in seeing brokenness restored and self-harmers or suicidal individuals being completely restored. In parallel with my mental health work, I trained in London as a TV presenter with ITV’s Moscow Correspondent Mark Webster who was my mentor. In addition, I was mentored for my new career in television by Birmingham’s own Marverine Cole, now a seasonal newsreader on ITV’s Good Morning Britain, besides more intense training with Pete Walter. To my credit I have been a psychological personality expert analyzing celebrity personalities on Love Island, Strictly Come Dancing, I’m A Celebrity, and also bringing my psychological expertise in analyzing the personality motives and traits of world leaders like Vlad Putin, Boris Johnson, Donald Trump and many others. Over the past twelve and more years I have appeared on a host of interviews with BBC, ITV, BBC World Service, RTE, The Trisha Goddard show, GB news and many more. See www. doctorarthurcassidy.com. I’m available as a corporate speaker internationally for discussing narcissistic personalities in the business world, the boardroom, together with dangerous personalities and how they can destroy a business. Outside my charitable work, I spend a large part of my time working on Celebrities Mental health and relationship difficulties. Someone asked me what I desire the most… Time to keep on serving humanity and those in a fallen broken world.

CXO OUTLOOK January 2024

MOST INSPIRING

BUSINESS LEADER 2024

Dr. Raphael Ribeiro-Pinaud CEO & CHAIRMAN, ANTHARIS THERAPEUTICS

DRIVING TRANSFORMATIVE IMPACT IN THE BIOPHARMACEUTICAL INDUSTRY 30

rom developing transformative therapies for patients suffering from unmet medical needs to pioneering cutting-edge technologies that will improve patient outcomes and ultimately save lives, business leaders and entrepreneurs are raising the standards of healthcare through technology and innovation. What truly makes these path-breaking and passionate entrepreneurs unique are their undying perseverance, grit, and a never-give up-attitude to defy all the odds and relentlessly pursue their vision and pioneer it into success. Avidly exhibiting such traits, one such inspiring business leader who is not only making strides in the entrepreneurial world but also

CXO OUTLOOK January 2024

impeccably contributing to the evolution of the biotech and biopharma industries is Dr. Raphael Ribeiro-Pinaud, CEO and Chairman at Antharis Therapeutics. Dr. Ribeiro-Pinaud is a seasoned biotech executive with unique multi-disciplinary expertise at the intersection of science, regulatory affairs, finance, and business management, which is applied to the biotech and biopharma spaces. Prior to founding Antharis, he was the founder, President and CEO at GB, an in-vitro diagnostics company with offices in the USA and Brazil. Under his leadership, the company became the first GMPcertified facility in Latin America authorized to develop, locally produce and commercialize immunochemical diagnostic kits for the human

Dr. Raphael Ribeiro-Pinaud CEO & CHAIRMAN,

ANTHARIS THERAPEUTICS

CXO OUTLOOK January 2024

health, agrivet and food safety markets. He was also a partner of Leste Global Investments, where he ran an eventdriven portfolio of global biotech/ pharma equities and derivatives for the company’s hedge fund. In addition, at Leste he also managed venture capital and private equity investments in the healthcare space. Prior to moving into financial markets and business management, he was an academic scientist and Professor, as well as an invited expert for multiple governmental agencies in the USA and abroad. The Inception Story Founded in 2020, Antharis Therapeutics is the brainchild of Dr. Ribeiro-Pinaud. Notably, there were two key factors behind the launch of Antharis. Firstly, Dr. Ribeiro-Pinaud was driven by the belief

Dr. Ribeiro-Pinaud is a seasoned biotech executive with unique multi-disciplinary expertise at the intersection of science, regulatory affairs, finance, and business management, which is applied to the biotech/biopharma space

CXO OUTLOOK January 2024

that Antharis could lead scientific advancements and leverage state-of-the-art technologies to bridge the gap between developing innovative therapies and efficiently bringing them to market to benefit patients in need. Secondly, the launch was a strategic response to the trend of major pharmaceutical corporations acquiring smaller biotech companies to streamline their access to groundbreaking therapies. Recognizing the efficiency, focus, and agility of smaller companies, Dr. Ribeiro-Pinaud aimed to establish a company that exploits these advantages while incorporating cutting-edge science in developing a strategic portfolio of leading biotherapeutics. Antharis Therapeutics: Aiming to Transform the Lives of Patients Through Cutting-Edge Therapies Antharis Therapeutics is a biopharmaceutical company developing new treatments for unmet medical needs, in particular multiple types of cancer, by harnessing and unleashing the power of the immune system. The company utilizes cuttingedge science to develop therapeutic monoclonal antibodies and antibody-drug conjugates to provide solutions for patients suffering from diseases for which there are currently no satisfactory treatments. Moreover, the company’s paradigmshifting approach to science holds unique promise to change the status quo for the development and use of targeted immunotherapies to fight diseases more successfully than ever before. Advanced & Comprehensive MultiDisciplinary Workflow Antharis Therapeutics uses an advanced and comprehensive multi-disciplinary workflow to maximize success in obtaining therapeutically effective monoclonal antibodies for multiple

diseases of interest. Dr. Ribeiro-Pinaud states that their strategy encompasses various innovative approaches, including nucleotide-based immunization methods, as well as B-cell cloning and hybridoma technologies, aiming to develop high-affinity monoclonal antibodies against specific target proteins of interest in a more efficient manner. He also indicates that the company is increasingly using AI-based technologies in their antibody humanization efforts to further enhance Antharis’ capabilities. Importantly, Antharis Therapeutics has an exceptional team of highly qualified scientists with complementary skills across multiple scientific domains that are essential to the seamless integration of this array of methodologies into a coherent and productive workflow. This has been the core of Antharis Therapeutics’ success in building the highly unique and prolific portfolio of products that it possesses today. Spearheading Successful M&As In 2022, Dr. Ribeiro-Pinaud led the successful M&A of Antharis and Cassyni Biopharma in one of the year’s largest pre-clinical private transactions in the USA. Cassyni Biopharma, headquartered in San Diego, was dedicated to developing monoclonal antibodies for infectious diseases and various inflammatory disorders. While Antharis initially focused on oncological and neurological diseases, Dr. Ribeiro-Pinaud’s interest in expanding towards new markets with robust potential has been constant, especially those where he felt their science could be transformational in creating therapies. Cassyni's portfolio aligned with this expanded vision and presented an intriguing collection of antibodies in the early development stages. “The strategic acquisition of Cassyni in mid-2022 facilitated

CXO OUTLOOK January 2024

Dr. Ribeiro-Pinaud obtained a Ph.D. degree in Neuroscience (OHSU; USA), carried out PostDoctoral training in Bioengineering/Proteomics (Duke; USA), earned an MBA in Economics and Strategic Business Management (FGV; Brazil), and is a graduate of the Finance Leadership program (Harvard; USA) 34

Antharis’ rapid entry into inflammatory and infectious disease domains and enabled us to obtain assets at an early enough stage for optimal integration into our scientific workflow”, asserts Dr. Ribeiro-Pinaud. However, the main obstacle in the way of Cassyni’s acquisition was Antharis’ insufficient capitalization at that particular stage. To overcome this hurdle, Dr. Ribeiro-Pinaud anticipated his plans, successfully executed Antharis’ robust series A financing round, and paired it with Cassyni’s acquisition. Under Dr. Ribeiro-Pinaud’s leadership, despite facing hurdles joining these two processes, the issues were ultimately

CXO OUTLOOK January 2024

solved, the acquisition was successful, and the portfolios of both companies were seamlessly integrated, officially propelling Antharis Therapeutics into new disease domains. Adding Another Feather in the Cap In mid-2023, Dr. Ribeiro-Pinaud also led Antharis through the successful acquisition of Galileo Biotech, a move that brought GMP capacity, cost savings, enhanced productivity, in-vitro diagnostics capabilities, and further strategic advantages, facilitating Antharis’ path to become a clinical company in the very near future.

Dr. Ribeiro-Pinaud, while discussing Antharis’ rapid growth after its latest acquisition, shares, “Over the past 1.5 years, since the completion of our series A financing, Antharis experienced substantial growth, surpassing a twofold expansion in its asset portfolio and further propelling its advanced assets towards the clinic. Despite initially positioning Antharis as a preclinical company, our notable progress to date has prompted us to reconsider our original strategy and transition it into a clinical company.”

The Role of Venture Capital & Private Equity in the Healthcare & Biotech Sectors Drawing from his extensive experience gained in asset management, in particular venture capital and private equity, Dr. Ribeiro-Pinaud reveals that these financial instruments serve as crucial catalysts for early-stage startups and established companies alike, providing the necessary funding to advance research, develop groundbreaking therapies, and ultimately bring transformative products to the market. This is because, in

CXO OUTLOOK January 2024

healthcare, where research and development are capital-intensive, venture capital and private equity investments become essential lifelines, enabling the translation of scientific discoveries into concrete solutions. Furthermore, these investment vehicles bring strategic guidance, industry expertise, and network access, fostering an ecosystem where promising ideas can flourish and contribute to the advancement of these sectors.

A Diverse Educational Journey Dr. Ribeiro-Pinaud obtained a Ph.D. degree in Neuroscience (OHSU; USA), carried out PostDoctoral training in Bioengineering/Proteomics (Duke; USA), earned an MBA in Economics and Strategic Business Management (FGV; Brazil), and is a graduate of the Finance Leadership program (Harvard; USA). Dr. Ribeiro-Pinaud feels that his extensive and diverse academic background provided him with critical theoretical and practical experiences required to maximize performance in biotechnology endeavors. The foundation in science equipped him with a deep understanding of biology and scientific processes and intricacies, enabling him to lead and navigate the complexities of biotechnological advancements. Simultaneously, the MBA provided him with a tactical business perspective crucial for effective strategic planning, decision-making,

CXO OUTLOOK January 2024

optimization of resource allocations, as well as risk management and mitigation. He believes this diverse educational journey uniquely positioned him to integrate scientific expertise with business acumen, facilitating the translation of innovative research into tangible successes within the dynamic landscape of biotechnology. Words of Wisdom Dr. Ribeiro-Pinaud advises individuals aspiring to navigate multiple domains in their careers to embrace a multi-disciplinary mindset. He suggests aspirants seek educational opportunities that both deepen and broaden their knowledge base beyond their primary field of expertise. Similarly, developing a strong network of professionals and advisors from diverse backgrounds is highly beneficial as this can foster valuable collaborative opportunities and mutual learning. Furthermore, being open to embracing challenging projects that enable the application and integration of one’s skills across diverse domains is equally important. The Road Ahead Moving forward, Antharis Therapeutics plans to advance its most promising assets into the clinic and aspires to expand even further its already extensive biotherapeutics portfolio, explore novel applications for these medications to address a broader gamut of disorders and bring them to the market to benefit patients globally.

CXO OUTLOOK January 2024

LEADER’S INSIGHTS

Committed to Helping Organizations in their Intentional Inclusion Journeys & Elevating Historically Excluded Talent Daniela (Dani) Herrera, DE&I Consultant, Speaker, and Trainer, Kay & Black, Talent Management

Brief us about your background and areas of interest. I’m Daniela (Dani) Herrera. I’m an awardwinning Talent and DEI Consultant, Trainer, Speaker, and Coach with 17+ years of experience in Recruitment, Talent Operations, Leadership, and DEI. I’m also one of the Founding Partners at Allies in Recruiting - a volunteer-led organization that supports recruiters and TA professionals on their DEI journeys- and a member of the NASA panel of DEI Professionals. Among many other things, I’m radically committed to

helping organizations become more Intentionally Inclusive and supporting Historically Excluded Candidates in their career journeys. I’ve been privileged to have my experience and POV published in Forbes, Business Insider, Inc. Magazine, Refinery 29, and BBC, and I have had the honor to speak at local and international conferences like SXSW, Disrupt HR, Hacking HR, Decisions Conference, Lesbians Who Tech, Women Tech Global, and many others! I started my career in Talent Acquisition and Leadership back home, in Buenos Aires,

For me, Diversity, Equity, and Inclusion are both the core mission that drives me and my work, as well as the core values I look to embed in all my clients’ work and systems

CXO OUTLOOK January 2024

Daniela (Dani) Herrera is a bilingual, certified, awardwinning Latina Immigrant. She's a Talent and DEI Consultant, Speaker, and Trainer with 17+ years of global experience in Talent Operations, Recruitment, Leadership, and DEI. Among other things, Dani is also one of the CoFounders at "Allies in Recruiting," a Career Coach, and a Content Creator. Dani is radically and unapologetically committed to helping organizations analyze and deconstruct biased and inequitable systems. She works (very!) intentionally to nurture cultures that attract and retain talent from historically excluded communities, designs processes that minimize biases, and builds strategies that foster inclusion, equity, and equity. Recently, in an exclusive interview with CXO Outlook Magazine, Daniela shared her professional background, what Diversity, Equity, and Inclusion means to her, some of the effective ways in which leaders can be trained to prioritize DE&I within their departments and teams, the one lesson she learned that’s unique to being a woman leader, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.

CXO OUTLOOK January 2024

Argentina. Back then, I didn’t know that DEI was a career I could pursue. Still, I was already determined to work with Historically Excluded Talent and improve and update the ways companies approach sourcing, interviewing, and hiring. Daniela, can you tell us what Diversity, Equity, and Inclusion means to you? For me, Diversity, Equity, and Inclusion are both the core mission that drives me and my work, as well as the core values I look to embed in all my clients’ work and systems. DEI is not a passion or a side project; it is my purpose. What are some effective ways leaders can be trained to prioritize DE&I within their departments and teams? First and foremost, we need to help Leaders and Executives understand that DEI is not a “nice to have” or something we do to stay “on trend” but an absolute must for their organizations and their future in business. If companies want to grow, attract and retain talent, remain relevant, and stay ahead of their competition, deeply embedding equity, inclusion, and accessibility in their business is truly imperative. To get started, I strongly recommend assessing their Leadership’s understanding of DEI and how it impacts their employees and businesses so a proper training and accountability plan can be implemented. This assessment will also shine a light on what systems, programs, processes,

CXO OUTLOOK January 2024

and platforms might need to be updated, revamped, or re-designed completely with a DEI lens. I don’t recommend jumping into training sessions without any other accountability plans in place, as they tend to be ineffective. Whatever training, accountability, and revamping plan the company decides to move forward with, it has to be a comprehensive, all-encompassing, equitable, and accessible plan that can be updated and altered as needed. For example, if a company decides they need to train their Leaders on how to hire talent more inclusively, I’d recommend also deconstructing their hiring practices so they can identify and embed inclusion and accessibility into the process, train

the entire recruitment and hiring teams, and plan for an ongoing and long-lasting training and process revision and redesign. How have you navigated advocating for Diversity, Equity, and Inclusion with employees who don’t understand its importance? Whenever I work with someone who doesn’t fully see the value of DEI, I try to understand why they’re reticent and where those feelings are coming from. Sometimes, we learn that the pushback is coming from a place of misinformation, miseducation, or lack of understanding of what DEI really is. In those cases, one of the most impactful things we

Whenever I work with someone who doesn’t fully see the value of DEI, I try to understand why they’re reticent and where those feelings are coming from

CXO OUTLOOK January 2024

Not having diverse voices is genuinely doing a disservice to your teams, your company, your future, and the product you’re trying to build

CXO OUTLOOK January 2024

can do is help that individual see how DEI programs, systems, and processes genuinely benefit everyone in the organization, themselves included! For example, an employee might be feeling apathetic toward DEI initiatives. Still, after a deep and meaningful conversation, we learn they’ve been struggling with getting promoted or getting the salary raise they deserve. In those cases, we can show the employee how pay parity and pay equity systems will elevate everyone in the company, including them! Once an employee can see themselves positively reflected on what we’re trying to accomplish, they’re often a bit more open to engage and embrace DEI. What are the three expectations you have for a diverse and inclusive workspace? First and foremost, I expect the C-level team and the HR team to be fully onboard and ready to listen, accept, and fund the DEI Expert’s opinions, suggestions, and plans. Unfortunately, without their support, very little will be accomplished, and systematic issues won’t be addressed. To start working towards a more inclusive workspace, I want to see them fully committed to embedding equity, accessibility, and inclusion in everything they do every single step of the way! DEI is not “another department” or a “nice to have”, DEI is an improved way of doing business. Without this level of commitment, we’d just be engaging in performative actions, which can cause more harm than good. Second, I expect organizations to really listen to their employees and their needs. No meaningful and long-lasting change can be achieved without understanding where the

issues are and how they’ve been impacting their previous and current workforce. Third, I expect the company to own its mistakes and fully embrace accountability measures that will help everyone on the team thrive and grow, even if the process can be a bit hurtful at times! After all, it’s not easy to deconstruct, dismantle, and re-design centuries of biased, inequitable, stereotypical, inaccessible, and un-inclusive practices, systems, and policies. How important is it to have diverse perspectives and experiences at the table when making business decisions? Extremely important! We know, with certainty, that diverse, inclusive, and equitable companies do more and better business, attract more clients and potential employees, do better financially, and create better and more creative products and solutions. Not having diverse voices is genuinely doing a disservice to your teams, your company, your future, and the product you’re trying to build. How do you unplug and step away from work? I read a lot (a lot!), play video games, walk my dog, and do touristy things around New York. I also find comfort in sharing safe spaces with my community. Working in a historically male-dominated industry, what has been your journey breaking down barriers and stepping into leadership roles? I approach my work and craft with genuine interest, compassion, empathy, and intentionality. I’m always learning, studying something new,

CXO OUTLOOK January 2024

What is the one lesson learned that’s unique to being a woman leader? Unfortunately, I learned that many people see boundaries as a “punishment” instead of an act of self-care and respect for the other person’s time, self, identity, or community. Where do you see yourself in the next 5 years? I see myself supporting even more companies in their Intentional Inclusion journeys and elevating even more Historically Excluded Talent.

and challenging my beliefs. I’m always open to doing things differently and listening to what my peers need or say. However, I don’t make space for stereotypes or biased opinions of my work or myself. I don’t make space for discrimination towards the Historically Excluded Communities I elevate, and I’m very vocal about those boundaries. With that said, this approach to work and leadership didn’t come naturally to me. It’s still an ongoing practice I exercise every day.

CXO OUTLOOK January 2024

For companies exploring a diversity strategy for the first time, what advice do you have to drive a diversity-first mindset? First and foremost, for those companies that are just getting started in this journey, I recommend finding their “why?”. Understanding why they want to do better is key to embracing change. Implementing cohesive, all-encompassing, and long-lasting Diversity, Equity, Inclusion, Accessibility, and Justice systems go hand-inhand with change management practices, and we simply can’t do that if we don’t understand what drives us. Second, I can’t recommend “listening to your teams and employees” enough. Sometimes, HR and C-Level teams have misguided ideas of what’s happening and how the company has shifted or needs to change. And third, don’t try to do it all on your own! Enlist a team of DEI Professionals to guide you through the process, so we can ensure that you don’t lose sight of your “why” and that your current and future employees feel included and welcomed in the most accessible and equitable manner possible.

Want to Sell or find Investor for your Business? 45

DigitalCXO FirstOUTLOOK Magazine August 2024 2021 January

MOST INSPIRING

BUSINESS WOMEN 2024

Kathy May-Martin MANAGING BROKER, COLDWELL BANKER

BUILDING DREAMS, ONE HOME AT A TIME 46

n the world of real estate, there are leaders, and then there is Kathy MayMartin – an award-winning powerhouse whose journey is a testament to passion, dedication, and a relentless pursuit of excellence. The Essential Guide to Buying and Selling Homes stands as a beacon of Kathy's expertise, a best-seller that echoes her profound impact on the industry. As a global luxury agent, she has consistently ranked among the top one percent of Coldwell Banker’s brokers nationwide, an accolade that only scratches the surface of her accomplishments. "My journey in real estate has been more of a labor of love than a job because I love what I do," Kathy shares. Her decision to enter the world of real estate was driven

CXO OUTLOOK January 2024

by a desire to balance a thriving career with motherhood. It was an opportunity to cultivate a business, fulfill dreams, and embrace the joy of continuous learning. With over 30 years of expertise, Kathy reflects on pivotal moments that shaped her illustrious career. In the third year, the fruits of hard work and dedication began to blossom, prompting a realization that growth required strategic delegation. The decision to hire support staff marked a turning point, propelling her business to new heights. The landscape of her journey wasn't without challenges. The aftermath of the 9/11 events brought a temporary lull in the phone's ringing, prompting Kathy and her team to focus on restoring local consumer confidence. The

Kathy May-Martin MANAGING BROKER, COLDWELL BANKER

CXO OUTLOOK January 2024

As a global luxury agent, Kathy May-Martin has consistently ranked among the top one percent of Coldwell Banker’s brokers nationwide, an accolade that only scratches the surface of her accomplishments

CXO OUTLOOK January 2024

economic downturn became a crucible that refined her business acumen. From prudent spending to unwavering customer satisfaction and maintaining high morale within the team, Kathy's resilience transformed adversity into opportunity. "I'm thankful for some of the adversities; it made us all the better in business even though I wouldn’t want to relearn those lessons again," Kathy reflects. A Constant Force in East Tennessee Based in the East Tennessee Area, Kathy's reputation as a driven professional with extensive market knowledge extends far beyond property transactions. Her commitment to clients and agents alike has solidified her as a constant force in the region. Colleagues know that calling on Kathy means tapping into a wealth of expertise capable of navigating any challenge. Despite her stellar career, Kathy remains deeply invested in the communities she serves. Actively participating on numerous boards and committees, she exemplifies the belief that success in real estate goes handin-hand with giving back. Her book, ranking as the #1 Best Seller for Real Estate Sales on Amazon, underscores her commitment to sharing knowledge and empowering others in the industry. In every word spoken and every deal closed, Kathy May-Martin embodies the essence of an inspiring women leader in real estate. Her journey, marked by resilience and a commitment to excellence, continues to shape the industry and inspire those fortunate enough to work alongside her. As the sun sets on each property she sells, it rises on the dreams she has helped make a reality.

Consumer-Centric Approach Kathy May-Martin's journey to the Top 1% of Coldwell Banker's 95,000 agents nationwide is nothing short of remarkable. Talking about her achievement, Kathy humbly acknowledges the honor while emphasizing that her focus was never on maintaining a numerical ranking. Instead, her unwavering dedication to the consumer has been the guiding principle. She says, “In my business if you don't have a customer, you are unemployed. So constantly prospecting for business when you are at the top is just as important as when you are just beginning.” Maintaining a competitive edge in the dynamic real estate industry requires a unique blend of passion and adaptability. For Kathy, the key lies in genuinely loving what she does. By staying attuned to market trends, exercising good time management, and embracing change with precision timing, Kathy navigates the industry's ebb and flow. “Being creative and loving what you do and taking time to recalibrate helps to maintain a healthy and happy work environment and home life, no matter the market condition,” she adds. Dedication to Customer Satisfaction Kathy's commitment to customer satisfaction is not just commendable; it's a cornerstone of her success. Negotiation and finding solutions play a pivotal role. Her philosophy revolves around thorough follow-through and exceeding expectations. Always available, truthful, and honest, Kathy treats her clients like immediate family, adhering to the principle of "never overpromising but always over-delivering."

CXO OUTLOOK January 2024

In the ever-evolving real estate landscape, Kathy shares a memorable success story highlighting her negotiation skills. Faced with a market impacted by interest rates, Kathy successfully orchestrated a deal that showcased her strategic thinking. A seller, anxious to sell and aware of the correct market price, faced a challenge with potential buyers hesitating due to interest rates. In a stroke of brilliance, Kathy proposed an Owner Finance opportunity,

CXO OUTLOOK January 2024

creating a win-win situation. Buyers secured a short-term Owner Finance Loan, making the property affordable until their current home sold. Meanwhile, the seller could proceed with their plans, utilizing the proceeds to purchase another home. Staying Ahead in the Tech Game Navigating the ever-evolving real estate landscape requires not only expertise in the

Kathy's commitment to customer satisfaction is not just commendable; it's a cornerstone of her success

traditional aspects of the industry but also a keen understanding of technology's role. Acknowledging the imperative nature of staying current with technology, Kathy emphasizes, “Constant reading, training and studying new technologies are some of the most daunting aspects of our business. It ensures that we are in business not just for today but in the everchanging future.” In today's digital age, an online presence is non-negotiable. Kathy underscores the importance of maintaining an up-to-date and user-friendly website, considering it a must in the real estate business. Being a member of multiple MLS systems and engaging with numerous home sites and international offerings is vital for exposure. This approach ensures that potential clients not only find the right property but also connect with a knowledgeable agent who can turn their homeownership dreams into reality. Overcoming Challenges: A Single Mom in Real Estate Kathy's journey in real estate wasn't without significant challenges. Being a single mom in an industry notorious for its unpredictable

CXO OUTLOOK January 2024

income presented its share of obstacles. The business doesn't guarantee a steady paycheck, and Kathy had to manage her career with meticulous attention to every detail. This included motivating herself to work even on

CXO OUTLOOK January 2024

challenging days and micro-managing expenses to ensure financial stability. Embracing the adversities in her life, Kathy found strength in overcoming these challenges. She shares, “I have embraced my adversities

in life and always sought to find a positive outcome, and they made me a better version of myself and a better businesswoman.” Kathy's commitment to staying at the forefront of technological advancements, coupled with her ability to overcome personal and professional challenges, cements her status not just as a top-tier real estate professional but as a trailblazer in a dynamic and demanding field.

In today's digital age, an online presence is non-negotiable. Kathy underscores the importance of maintaining an up-todate and user-friendly website, considering it a must in the real estate business

Balancing Dedication and Industry Awareness Honesty forms the cornerstone of Kathy's approach. She emphasizes treating every customer with equal integrity, recognizing the pivotal role trust plays in the real estate realm. Kathy pinpoints, "Be honest, treat every customer the same." Continuous learning stands out as a recurring theme in Kathy's journey. The commitment to reading and staying informed about industry trends is not just beneficial but essential for success. Kathy advocates for a mindset of continuous evolution, learning from the past while striving to better oneself every day. Reflecting on past experiences is a key lesson for Kathy. The ability to evolve daily, adapting to the ever-changing dynamics of the real estate industry, has been a significant factor in her success. She shares, "Learn from the past, evolve every day." Beyond the professional realm, Kathy emphasizes the importance of community investment. Paying it forward and reinvesting in the communities where one lives and works is not just a business strategy but a principle that contributes to personal

CXO OUTLOOK January 2024

Balancing dedication to clients and staying updated on industry trends is no small feat. Kathy attributes her success in this area to effective time management and a well-trained support team

CXO OUTLOOK January 2024

and professional growth. Kathy believes in a holistic approach to success, stating, "Invest in the communities you live and work in and pay it forward. It will come back tenfold." Balancing dedication to clients and staying updated on industry trends is no small feat. Kathy attributes her success in this area to effective time management and a well-trained support team. Delegating responsibilities ensures she can excel in all aspects of her career and personal life. In providing support to her clients, Kathy adopts a proactive approach. Returning calls promptly, effective listening and logical communication are her tools for navigating challenges and achieving favorable outcomes. In Kathy's words, "Always return calls in a timely fashion, listen effectively, and communicate with logic to ensure we all get to the favorable outcome that we set out for." As Kathy reflects on her extensive career, her advice to aspiring real estate professionals is grounded in authenticity and empathy. She urges them to be patient, persistent, and committed to learning every day. Diligence in work ethic, treating people with respect, and community involvement are not just professional guidelines but principles that contribute to a fulfilling and successful career. In Kathy's philosophy, "Pay it forward," it has the potential to return tenfold in both personal and professional realms.

CXO OUTLOOK January 2024

LEADER’S INSIGHTS

Driving Change & Making an Impact in the Media World Steve Blakeman, Founder & CEO, Influenza & Award-Winning Author

56 Steve, please tell us a bit about your background and areas of interest. I have worked in advertising, media and communications for over 35 years now initially in the UK and then in Asia for a decade. Over the years

I developed an interest in writing about the industry and then ultimately into fiction writing which led to two books being published. My areas of interest have always been driven by technology and more recently how that manifests itself in social media.

My areas of interest have always been driven by technology and more recently how that manifests itself in social media

CXO OUTLOOK January 2024

57 Steve Blakeman is Founder & CEO at Influenza. Prior to his current role, Steve was the Global Media lead for Nestle at Mindshare and was CEO for OMD in Asia for 4 years based in Singapore. He was named by LinkedIn as one of their top voices in 2018, 2017, 2016 and 2015. He also won 'Agency Publisher of the Year’ and has worked with Johnson & Johnson, Unilever, Coca Cola and many others. He is the author of How to be a Top 10 Writer on LinkedIn and Billy Bullsh!t Talks Business. He was recognized by Media Week for their ’30 Under 30’ people to watch in the industry in 1995 and Drum Magazine’s ‘Rising Star’ nomination for 3 consecutive years. He has also been a regular judge at award events such as the Cannes Media Lions, AME’s, EFFIE’s, Festival of Media, Cristal and Spikes. Recently, in an exclusive interview with CXO Outlook Magazine, Steve shared his professional background, the top 3 skills every future-ready leader must possess, the secret sauce behind his success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.

CXO OUTLOOK January 2024

I want to put something back into the industry that treated me so well and that’s why I have been exploring non-executive roles and teaching gigs

With more than 308k+ Followers on LinkedIn, our readers would love to know how do you tailor your content to your audience? Also, do you feel a sense of responsibility towards your followers? The content I curate for LinkedIn is primarily on topics which I personally have an interest in. Thankfully my followers also appear to have similar interests. I also write with a level of playfulness that I think makes the content more accessible. Are there any hobbies or interests that helped you develop your writing skills? I just like to write. I always have done. And so, I am constantly writing something, whether it be an article and opinion piece or a

CXO OUTLOOK January 2024

tweet. As the author Stephen King once said, writers write. You are also the author of 2 bestselling books, 'How to be a Top 10 Writer on LinkedIn' and ‘Billy Bullsh!t Talks Business’. What was the inspiration behind writing these books and what was the most challenging part for you as a writer? Both books are very different. How to be a Top 10 Writer on LinkedIn is more or less a selfhelp guide on how to increase your following on LinkedIn. Through my own experiences on how to gain a following of over 300,000 followers I share hints and tips on how anyone can achieve the same. Billy is a comedy business book

focused on a character who only ever speaks in idioms and jargon o run that up your flagpole and see how it waves in the wind! What does literary success look like to you? I don’t measure success in terms of sales, even though both books have been successful. I am more interested in people’s reactions to the books. On Amazon, both books have 5-star ratings and the comments I have received for them are glowing and that for me is far more fulfilling. How do you unplug and step away from work? I used to do a lot of running and cycling but after a heart attack 2 years ago I have had to dial back on those activities. So, more recently, I have started painting. I’m not very good at it but I enjoy it immensely and it gives me time to switch on and focus on being creative. In your opinion, which are the top 3 skills that every future-ready leader must possess? To me that’s an easy one to answer. Be authentic, be flexible and be inclusive. You have been a recipient of numerous prestigious awards and accolades over the years. What is the secret sauce behind your success? The secret to winning awards is focus. When I became CEO of OMD in Asia they had won less than 50 awards in the previous 3 years and yet they prided themselves on being the most creative media agency but that clearly wasn’t being reflected in award wins. So, I

made a conscious decision to focus on awards, showcasing our best work in a stylized manner and turning it into a competition amongst our 20+ offices in Asia Pacific. The result? In the next 3 years we won over 500 awards. Can you name a person who has had a tremendous impact on you as a leader? Maybe someone who has been a mentor to you? Why and how did this person impact your life? My CEO in APAC was Barry Cupples and when I first joined, he asked me what I personally wanted to achieve, and I said I wanted to win the Cannes Lions Media Agency of the Year. He said that we could make that happen if we worked closely together and we set a deadline of winning it within 5 years. It only took us 3 years. What is your biggest goal? Where do you see yourself in 5 years from now? I think I achieved way more than I ever expected to when I first embarked on my career journey, so I don’t really have any more personal goals as I have already exceeded them. That said, I want to put something back into the industry that treated me so well and that’s why I have been exploring nonexecutive roles and teaching gigs. What advice would you give to someone going into a leadership position for the first time? Autocratic leadership doesn’t work anymore, your leadership needs to be collaborative, inclusive and respectful if you want your team to give their best.

CXO OUTLOOK January 2024

EXPERT OPINION

Entrepreneurship in Times of Geopolitical and Economic Crises Andrea Zanon, Co-Founder, Confidente

s we emerge from the COVID-19 pandemic that began in early 2020, concerns are growing about how geopolitical conflicts in Ukraine and the Middle East, specifically in Palestine and Israel, might impact economic growth and entrepreneurship. It's important to recognize that many crises, whether they are geopolitical, health-related, financial, or natural disasters, are often beyond the control of entrepreneurs. However, the actions and decisions made during and before a crisis can determine whether a business survives or faces a costly closure. Undoubtedly, these are challenging times for entrepreneurs, innovators, and risk-takers across all sectors. The cost of capital is expected to remain high; market volatility will be influenced by conflicts in Ukraine and the Middle East, climate disruptions will disrupt supply chains, and tensions between China and the West will

CXO OUTLOOK January 2024

affect trade, supplies, and business continuity. All of these challenges compound the day-today difficulties faced by early-stage businesses. Drawing lessons from the pandemic, entrepreneurs have demonstrated resilience and adaptability through digitalization and decentralization. They have repurposed their ventures and expertise to adjust to global "lockdowns" and provide relevant services to people at home. Similarly, in the current uncertain market, entrepreneurs play a crucial role in helping economies and consumers navigate crises by generating innovations for service delivery and promoting alternative ways of working and consuming. Consider how food, entertainment, and sports consumption have shifted toward tech-driven subscription services. Entrepreneurs will play a leading role in scaling new technology offerings, particularly in leisure, entertainment, and recreation. This is

With 25 years of entrepreneurship, operations, sustainability and technology experience, Andrea brings a hands-on approach to partnering with investors, corporate boards, management, to create accelerated returns, resilient investment, and market leadership. Andrea Specializes in Resilience, Investment Promotion, and Women Entrepreneurship. Andrea was the Risk Management Coordinator for the World Bank in the Middle East for 8 years. Andrea continues to advise International Financial Institutions, and entrepreneurs on clean tech, sustainability, impact investments. Andrea is a Science and Foreign Policy Graduate from 61 Georgetown University and has a bachelor’s degree in philosophy and Foreign Languages from Bologna University.

The biggest challenge when considering business closure is the "sunk cost fallacy," which leads to sticking with an unviable business plan when the costs clearly outweigh the benefits

CXO OUTLOOK January 2024

During a crisis, there is an opportunity to overhaul everything, from your business model to service delivery and staff

an area where the affluent world is spending at least $600 billion less per year since the pandemic, as they rely more on stay-at-home tech-driven services. While there will be gains, there will also be pain. Some entrepreneurs may have to pivot

CXO OUTLOOK January 2024

or close their ventures, facing the stigma of business failure or restructuring. For individual entrepreneurs, dealing with a crisis carries a personal psychological cost, but closing operations may be the smartest move if the cost of survival and recovery is

prohibitively high. The biggest challenge when considering business closure is the "sunk cost fallacy," which leads to sticking with an unviable business plan when the costs clearly outweigh the benefits. As Angela Duckworth suggests in her book "Grit," success comes from sticking to the right things, not just anything. The Climate Crisis and Opportunities Regardless of geopolitical tensions in Central Asia and the Middle East, the primary risk driver of our time is global climate change. It is projected to cost global economies 10-14% of GDP by 2030, unless rapid decarbonization and resilient investment decision-making are in place (as per Swiss Re). Therefore, entrepreneurs, regardless of their political views, should consider both climate risk and the tremendous clean-tech and green growth industrial revolution, which already attracts $2 trillion in investments per year and is expected to double by 2025. Turning a Crisis into an Opportunity The best entrepreneurs will leverage a crisis to their advantage. During a crisis, there is an opportunity to overhaul everything, from your business model to service delivery and staff. Seek ways to automate, outsource, and delegate, resulting in cost savings and empowering your team. While it's never easy to let people go, survival often necessitates identifying indispensable personnel and automating tasks to reduce operational costs. For example, some restaurants have transitioned to using QR codes and apps for orders, significantly boosting their margins.

No matter the challenges, committed entrepreneurs will adapt, restructure, and thrive. They will do so by eliminating staff and practices that no longer work in unstable market conditions where service delivery is digitized, and decentralized solutions and finance are the norm. Surviving entrepreneurs will be those who can make tough decisions independently and tolerate the stress. Key Actions to Take During a crisis, surrounding yourself with positive, strong-minded individuals can help you focus on solutions and celebrate each accomplishment on the path to success. Building partnerships with people who possess skills you lack, and who are ethical and energetic, is essential. Establish a routine to stay motivated and use your time efficiently, making sure to set aside time for self-care, exercise, or meditation. Refresh your body and mind, analyze your business, and invest in further education through reading, training, and listening to podcasts. Most importantly, rest when needed. Finally, reboot your business to adapt to the evolving business landscape. Final Thought In conclusion, the entrepreneurial journey during times of crisis presents both challenges and opportunities. Entrepreneurs who can adapt, make tough decisions, and embrace change will not only survive but thrive in an everchanging business landscape. Collaboration, ethical practices, and a focus on sustainability are likely to be key factors in the success of businesses in the future.

CXO OUTLOOK January 2024

EXPERT OPINION

Benefits of a CISO on the Board Paul Connelly, Former CISO, Technical Advisor, Educator, & Board Member

ndependent Director seats are carefully filled to provide corporate boards with broad expertise across critical areas. Most boards include CEOs, CFOs, and other executives who are informed on cybersecurity, but have no direct experience. The “State of Cyber Awareness in the Board Room Report” by NightDragon and Diligent showed 88% of the companies in the S&P 500 have no directors with true cybersecurity expertise. Here are two reasons companies should change that status quo: (1) recent regulatory actions in the U.S. by the SEC and the New York State Department of Financial Services are putting board oversight of cybersecurity squarely in the spotlight, and (2) boards that have the deep expertise of a CISO can help their companies make cybersecurity, technology, and data enablers of business growth while their competition is held back by fear, uncertainty, and doubt.

CXO OUTLOOK January 2024

Boards have a fiduciary responsibility to oversee management’s handling of risk. In the high-stakes, complex, and rapidly changing world of cybersecurity, there is a substantial difference in knowledge between a director with high-level understanding and one who has run a cybersecurity program. Benefits from a director with CISO expertise include: Been-there-done-that: These directors have firsthand operational knowledge of cybersecurity that provides deep understanding and insight on one of the most challenging areas boards face today. Deep understanding of technology: Being a successful CISO mandates understanding technology and being involved in strategy, implementation, and operation. Most CISOs grew up within IT.

Paul Connelly built the first cybersecurity programs at two of the world’s highest risk organizations – the White House and HCA Healthcare (one of the largest healthcare providers in the U.S.). He led those programs for a combined 28 years in CISO roles, and in-between, he spent six years building a cybersecurity consulting practice at PricewaterhouseCoopers. He is broadly experienced – C-level leader at a Fortune 100 company, partner at a big four public accounting firm, and senior civilian at a DoD agency at the White House supporting three U.S. presidents. Paul is also a developer of people, with thirty-four team members selected for CISO positions, and by now serving as a cybersecurity educator.

In the high-stakes, complex, and rapidly changing world of cybersecurity, there is a substantial difference in knowledge between a director with high-level understanding and one who has run a cybersecurity program

CXO OUTLOOK January 2024

Directors with CISO expertise can bridge today’s communication gap between the board, business leaders, and the organization's cybersecurity and IT programs

Crisis response: These directors have received the 3:00 AM calls, been through countless real and exercise events, and know how to calmly respond to crises.

Communication: Directors with CISO expertise can bridge today’s communication gap between the board, business leaders, and the organization's cybersecurity and IT programs. Credibility: Directors with CISO expertise provide a unique perspective on cybersecurity and technology to help the board provide credible oversight. Future proofing: Directors with a CISO background are on top of dynamic technology and data evolutions and disruptors. Diverse thinking: Directors with a CISO background have risen through different ranks than most board members, and bring a technology savvy, connection with younger generations, and innovator’s mindset. The Modern CISO role requires being in front of leadership, the workforce, and stakeholders in many other valuable areas for a board of directors:

CXO OUTLOOK January 2024

Business strategy and operations Budgeting and fiscal management Privacy and data governance Risk management Regulatory compliance Ethics Company culture Geo-political risk Diversity, equity, and inclusion Development and retention of highperforming individuals and teams Diligence and implementation of M&A initiatives In addition to this breadth of skills and experience, successful CISOs have three valuable board skills – ability to collaborate with business leaders to forge joint goals, courage to speak up on key issues, and ability to engage in “collegial dissent.” Flip the script! Forward-thinking boards that add the deep cybersecurity and technology expertise of a CISO are going to help position their companies to maximize their advantage from technology, data, and partnerships – flipping the script from fear and hesitation to opportunity and advantage.

CXO OUTLOOK January 2024