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Louisa Clarke Director, One Feather Coaching & Consultancy
Mar Benavent Mas Founder and CEO, Loved Brands
SENIOR DIRECTOR - MERCHANDISING OPERATIONS, ALTERNATIVE INVENTORY MODELS, NORDSTROM
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Afew years ago, a CEO joked that running a business today feels like changing tires while the car is still moving. Fast forward to 2025, and that analogy feels more real than ever. The pace of change is relentless; technology is evolving, consumer expectations are shifting, and market dynamics are rewriting the rules as we speak.
Take artificial intelligence, for example. AI is no longer just a buzzword; it’s reshaping how businesses operate. From automating tasks to making smarter decisions, it’s a gamechanger. But here’s the catch. Success isn’t about letting AI take over. It’s about leaders who know how to blend human creativity with AI efficiency. The companies that figure this out will lead the pack.
Then there’s sustainability. It’s no longer a nice-to-have; it’s a business necessity. Consumers and investors are paying attention, expecting companies
to be responsible, ethical, and transparent. Leaders who embed sustainability into their strategy - from ethical sourcing to circular business models - won’t just do good for the planet; they’ll build stronger brands and customer loyalty.
Retail, in particular, is in the middle of a transformation. Alternative inventory models -
like recommerce, rental, and resale - are redefining how people shop, especially in the fashion industry. Leaders like Shaye Anderson, Senior Director at Nordstrom, are proving that sustainability and innovation can go hand in hand. With over two decades of experience, she’s showing the industry that embracing change isn’t just necessaryit’s an opportunity.
More than anything, 2025 will belong to leaders who can thrive in uncertainty. Business isn’t about having all the answers - it’s about being ready to adapt, learn, and lead with confidence.
In this issue of CXO Outlook Magazine, we dive into the trends shaping the business world and feature inspiring leaders like Shaye Anderson, who are paving the way forward. The future is happening now—are you ready to be a part of it?
Enjoy Reading.
Sarath Shyam
10 COVER STORY
SENIOR DIRECTOR -
Anderson
MERCHANDISING
OPERATIONS, ALTERNATIVE INVENTORY MODELS, NORDSTROM
Janielle Bertrand, Senior Vice President Marketing, Nvision360 Crafting Meaningful Stories, Connecting with Purpose 18
Mar Benavent Mas, Founder and CEO of Loved Brands Beyond Branding: From Transactions to Interactions
Dr Sabine Dembkowski, Managing Partner of Better Boards The effective Board
Bridging the Leadership Skills Gap in Facilities Management
Louisa Clarke, Director at One Feather Coaching & Consultancy
42
A Quiet Impact: How I Learned About Silent Mentorship
Diana Monterrubio, Procurement Global Strategic Director, Teleperformance
Cyber Insurance Secrets: Why IT Security Audits Are Non-Negotiable for CEOs
Elizabeth Wu, President and CEO of Cybersecurity Auditing Technologies LLC
Want to Sell or find Investor for your Business?
SENIOR DIRECTOR - MERCHANDISING OPERATIONS, ALTERNATIVE INVENTORY MODELS, NORDSTROM
Shaye Anderson is Senior Director Business Strategy & Operations at Nordstrom. She is a senior retail professional with over twenty years of experience leading world class customer centered retail experiences. Her specialties include retail innovation, high-end luxury fashion, strategic planning, change management and business operations. She was named as one of the Top 50 Women Leaders of Seattle for 2024 (Women We Admire).
Recently, in an exclusive interview with CXO Outlook Magazine, Shaye shared her professional trajectory, insights on diversity and inclusion in retail, the secret mantra behind her success, her favorite quote, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Hi Shaye. What inspired you to pursue a career in the fashion and retail industry, and how have you navigated the evolution of the sector over the past two decades?
Having grown up in a small town in Hawaii, I did not have access to the typical fashion influences that might be present in other parts of the country or larger cities. However, I was surrounded by strong female influences, particularly my mother, who possessed a great sense of personal style and applied it to her professional career—a career I deeply admired as a young girl. This early exposure provided me with an understanding of how fashion and business could intersect.
Initially, I considered attending an art school to study fashion merchandising; however, I opted for a university education to pursue a soccer scholarship. After college, I applied to Nordstrom—a company renowned for fostering talent and supporting career development— where a friend was interning. I swiftly secured a position in their sales and management development program, marking the beginning of my nearly two-decade career in the industry.
Like many industries, retail has undergone tremendous changes over my career, and I have been fortunate enough to capitalize on much of that change from a career journey perspective. In navigating some of the challenges it can bring, I have learned during times of uncertainty or evolution to maintain a clear perspective on the bigger picture and on one’s role within that. I have always understood that while our industry may not be solving the deeply complex challenges of the world, we are in the people business. Our goal is simple: to make people feel good and look their best. Our business success is certainly defined by achieving the targeted metrics we set out for, but
Social media will be one of if not the most disruptive spaces for change in fashion and retail (and likely the world) in the next 5-10 years, as it has been, but I see this exploding in growth while also becoming more mainstream
first and foremost, it begins with ensuring we have successfully put a smile on a customer’s face as they leave our store with their new favorite purchase, or knowing we had some small hand in helping to build their confidence when they interview for their first job. These feel like simple things, but they matter, and it’s what keeps me grounded in the most turbulent times.
What aspects of your current role bring you the most joy and fulfillment?
In my current role of SR Director Merchandising Strategy and Operations, I lead a team of Senior Managers. My team gives me so much fulfillment, especially watching them succeed. This is going to be a breakout year for many leaders on my team, and nothing brings me more joy to see people that have worked so hard achieve what they’ve set their minds to.
How do you see the retail landscape evolving over the next 5-10 years, and what opportunities or challenges do you think this will present for retailers?
Social media will be one of if not the most disruptive spaces for change in fashion and retail (and likely the world) in the next 5-10 years, as it has been, but I see this exploding in growth while also becoming more mainstream. I expect we’ll see a focus on user generated content, live streams and a hyper focus on personalization.
Social media is the only place where the brand of those jeans you’ve been dreaming about can have a voice, your friend can have a voice, and a stranger from another country can have a voice–in the palm of your hand…and as the retailer that you want to buy those jeans from, you must have a voice somewhere in the mix as well, or at least a seat at that table.
I expect this will present retailers with both opportunities and challenges, but the good news is, the groundwork is laid, we’ve been here awhile now, and if we’ve all been listening and paying attention, it’s just about continuously showing up and committing to meet the customer where they want to be.
What are your thoughts on diversity and inclusion in your field? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
Diversity and inclusion are paramount in our industry. As a retailer, we adopt a customercentric approach to everything we do, which involves continually considering the diverse customer base we serve and addressing their needs through our products, services, and experiences. We achieve this by persistently striving to develop and support a workforce that mirrors the diverse needs of our customers, including feeling empowered to express their views, and understanding that their opinions are valued and influential. Inviting both customers and employees to participate in decisionmaking processes has been an effective strategy I have been fortunate to have utilized to verify and solidify our proposed paths overtime. The insights gained from these sessions have always been profoundly impactful.
You were recently recognized as one of the Top 50 Women Leaders of Seattle for 2024. Our readers would love to know the secret mantra behind your success. Thank you, I am very honored to have been recognized, particularly amongst so many
Inviting both customers and employees to participate in decision-making processes has been an effective strategy I have been fortunate to have utilized to verify and solidify our proposed paths overtime
admirable women that are so accomplished in their respective fields.
I’m not sure I have a secret mantra to my success exactly, but I will say that I have always been a very curious person and a believer that anything is possible with the right
mindset. I also grew up playing team sports, so I think this combination has gifted me with the ability to always prioritize ensuring I have a very clear vision for where I’m going that feels both lofty, but inspiring and meaningful – and one that most importantly attracts a
team that wants to take this journey with me. It’s so important as leaders that we inspire people, that we create a vision that brings out the best in people, that connects vision with purpose, and something that allows us to cheer on one another as we go through the inevitable peaks and valleys that make it all worthwhile in the end.
Is there a particular person you are grateful for who helped get you to where you are?
Personally, my parents. They both are not only incredible parents and set within me a strong work ethic, empathic heart, but they also encouraged and supported my dreams and I’m eternally grateful.
Professionally, I am grateful for my mentor and now friend Shea Jensen. Shea is now currently the President of Urban Outfitters. Prior to that, she was my leader, and we worked together for many years. Shea exemplifies courageous leadership, and she truly represents what it means to support and uplift women as one advances in their career. I will forever be grateful that our paths crossed.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I firmly believe that the effort one invests is reflected in the outcomes. I am striving to be more mindful of where I direct my focus and energy, making adjustments when I find myself engaged in activities that do not align with the energy I wish to attract or need. To maintain resilience
To maintain resilience and health, it is essential to make deliberate choices about what benefits us and what does not, as we lack the capacity to sustain both simultaneously
and health, it is essential to make deliberate choices about what benefits us and what does not, as we lack the capacity to sustain both simultaneously.
To be candid, my team often drives much of the motivation. However, if you were to ask them about my role in motivating them, they might say that I consistently maintain a belief in finding a way forward.
What is your favorite quote?
“Actually, life is beautiful, and you have time” – Unknown
Where do you see yourself in the next 5 years?
In the next 5 years I expect to spend more time focused on mentorship and business development.
What advice would you give to retailers looking to drive innovation and growth in the current market?
The advice I would give: If innovation and growth in the current market is your ambition – first start with asking yourself a few questions. Take inventory on where you are today…get clear on:
1.) Customer led – What direction is your customer pointing you? Where’s your greatest opportunity to serve them?
2.) Innovation or Foundation? – Do you need to innovate, or do you need to invest in improving on your foundation?
3.) Is your goal big enough? – Growth mind set and innovation mindset, often requires a place of discomfort to operate successfully, consideration: raise your goal.
4.) Is your vision clear? Does the new hire think so?
Janielle Bertrand, Senior Vice President Marketing, Nvision360
Hi Janielle. What inspired you to pursue a career in marketing?
My initial interest in marketing started unexpectedly. The original game plan was to be a physical therapist, but like life, that path was interrupted when I got a nontraditional introduction to the “craft” and found my true passion lay not in performing the therapies, but in communicating their benefits. I discovered a deep fulfillment in crafting messages that
highlighted the positive impact of the treatments and innovations. I thrived in connecting with likeminded people, shaping brand narratives, and driving engagement in a way that truly excited me.
How did you get your start in this industry?
While living in LA and working as a Physical Therapist, I was approached by a couple who
Janielle Bertrand is a seasoned marketing executive, skilled designer, and visionary thinker with over three decades of experience in transforming companies through strategic and creative solutions. Since the late 90’s, she has steered major corporate rebrands and integrated cutting-edge sales enablement strategies that have fundamentally boosted market presence and revenue. Having spent over 25 years at one of the largest global event companies, she made a shift to Nvision360 in 2024. She brings with her a conscious leadership style and high-level management approach to devise strategic solutions across a broad spectrum of marketing and commercial initiatives for the growing organization.
Recently, in an exclusive interview with CXO Outlook Magazine, Janielle shared her professional trajectory, insights on diversity and inclusion in the marketing landscape, the secret sauce behind her success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
A profound sense of purpose and the opportunity to drive real transformation within a company I believe in
Gender equality is certainly important to me; therefore, I strive to maintain a balanced and broad outlook on inclusivity
wanted to take their nutrition company to the next level, and to thi S day, I still have no idea why they chose me �� . I signed on to the task with no official training, but an intense belief in the brand and an inherent knack for storytelling that drew in audiences and changed business outcomes. If I had only known, then what an adventure it would turn into… The company did get to the next level and beyond and I was living my authentic self in the career I never knew I always wanted. Fast forward to 1999 when I joined a fastgrowing production company in Las Vegas. I wore many hats in the small organization but truly felt alive wearing the marketing one. Throughout my 25 years with what is now one of the largest event production organizations in the world, I gained an enormous amount of experience in various marketing roles and titles that proved invaluable in my quest to transform organizations.
What do you love the most about your current role?
A profound sense of purpose and the opportunity to drive real transformation within a company I believe in. After experiencing extreme burnout in a large corporate environment, where the focus was often on capturing market share, I am energized by the opportunity to return to my marketing roots. Today I channel my creativity and strategic thinking into making a significant impact! The challenge of working with limited resources but boundless purpose is incredibly fulfilling. It allows me freedom to craft meaningful targeted strategies. Seeing the tangible results of these efforts is immensely rewarding.
How do you approach the ever-changing landscape of digital marketing and emerging technologies such as AI?
I approach the ever-changing landscape of digital marketing and emerging technologies like AI with a fresh outlook and open eyes. Embracing change rather than resisting it allows me to stay ahead of the curve and harness new tools effectively. I continuously seek new insights and understanding of these technologies while integrating them into our strategies for additional enhancements to drive growth. I actively seek new talent whose skills can fast track me on the latest options ensuring we stay at the forefront of innovation. I view these advancements as opportunities to evolve our approaches and create more impactful, data-driven marketing initiatives. This proactive approach helps me leverage the latest trends to achieve our goals and maintain a competitive edge.
Gender equality is certainly important to me; therefore, I strive to maintain a balanced and broad outlook on inclusivity. It is crucial to go beyond simply ensuring representation and focus on fostering a genuine sense of belonging. These are two distinct but interrelated goals: inclusivity involves creating spaces where all voices are heard and valued, while belonging ensures that everyone feels truly integrated and supported. By supporting both, we can build more equitable environments where people not only have equal opportunities but feel authentically connected and engaged.
Do you think there is a gender bias in your industry?
Yes, gender bias still exists in our industry. Although, I’ve witnessed significant progress over the past 30 years. One of the challenges we face is overcoming the belief of women that there are too few seats at the table, we need to empower each other to find the seats that do exist. I've been in situations where was included, but didn't feel a true sense of belonging, even among other women leaders and peers. The struggle for gender equality is difficult enough on its own, and it's crucial that we avoid letting the perception of limited opportunities undermine our collective efforts. Instead, we should focus on expanding the bench, supporting one another, and creating an environment where everyone feels truly valued and integrated.
You were recently recognized as one of The Top 50 Women Leaders of Nevada for 2024. Our readers would love to know the secret mantra behind your success. The secret mantra behind my success really depends on how success is defined. If it’s about reaching a certain level or title, that’s not where my focus lies. For me, success in leadership is not being in charge, it is driven by a deep sense of purpose and creating meaningful impact for others. My number one guiding principle is empathy. I believe in fully engaging with people by using all five senses: seeing them for who they are, hearing and listening to their needs, taking time to savor the journey, touching on what matters, and helping them experience the rewarding fruits of their labor. Building lasting connections at every level of an organization and fostering a supportive
Building lasting connections at every level of an organization and fostering a supportive environment where everyone feels valued is where I find true success
environment where everyone feels valued is where I find true success.
Is there a particular person you are grateful for who helped get you to where you are?
There are so many people and experiences across decades that it's hard to narrow it down to just one or even five. I’m grateful for a myriad of experiences and the individuals I’ve encountered along the way. Even those notso-great moments, as they taught me valuable lessons about actions and behaviors I want to avoid. I’ve been fortunate to work with some incredible marketing leaders and colleagues, both men and women, who have shaped my journey. While it might sound mundane, I owe a tremendous amount to my husband and two sons. Their unwavering support and daily encouragement has been like having a full-time cheering squad providing me the confidence to take risks and push forward in my career.
What does the term "authentic leadership" mean to you?
"Authentic leadership" is right there in the definition of the words themselves. Authenticity is about being genuine and true to oneself, and leadership is about guiding and inspiring others. I’m able to spot leaders who are merely "bosses", those in it for themselves. Leaders in power might be able to maintain a facade for a while, but eventually, their lack of authenticity will reveal itself. Leading with authenticity means being transparent and committed to more than just personal gain or immediate success. It involves dedicating oneself to fostering a positive culture and guiding your team toward their greatest outcome.
Instead of focusing on a specific endpoint, I’m committed to staying adaptable and open to new possibilities as they arise, allowing my journey to evolve organically
What are some of your passions outside of work? What do you like to do in your time off?
My passion and joy are my family! As a working mom for the past 25 years, I’ve made it a priority to have uninterrupted quality time with my sons. Now that they are older and need me less, I’ve had to enforce boundaries so that I disconnect from work. To recharge, I love going on long hikes into areas with no cell service— it’s incredibly refreshing and invigorates my creativity. I also enjoy spontaneous activities like taking unplanned drives with my husband, just seeing where the road takes us. Nature and the mountains are my sanctuary; they offer a perfect escape and a chance to truly unwind.
What is your biggest goal? Where do you see yourself in 5 years from now?
In this next chapter of my life I am embracing a new approach, I don’t limit myself to a fixed vision of where I see myself at a certain period. I’ve learned that sticking to rigid plans or predefined goals can sometimes keep me in the same spot for too long and blind me to unplanned opportunities. My biggest goal now is to keep pursuing what I love, working for a company that values and supports my
passions, and driving successful outcomes with enthusiasm and purpose. Instead of focusing on a specific endpoint, I’m committed to staying adaptable and open to new possibilities as they arise, allowing my journey to evolve organically.
What advice would you give to somebody who is considering entering the field of marketing or has just entered the field?
My advice for someone entering the field of marketing is to find a mentor/ coach who recognizes their talent rather than just their experience. A good leader will give someone time to gain experience, but a great leader will see the potential and help drive them forward in innovative ways. Choose teams that value ideas from all levels of experience and, more importantly, foster an environment where each voice is heard. One of my biggest rules in marketing is to always "listen"—if you’re on a team where this isn’t happening, seek out a different team where you can contribute. Remember, we enter marketing to create impactful moments and memories, and the team you align with can either nurture or stifle that creative drive. If you can, select products, companies, and brands that you genuinely believe in. Belief is a powerful force in driving marketing success.
Mar Benavent Mas, Founder and CEO of Loved Brands
In a world overflowing with distractions and competing priorities, the ability for brands to forge authentic relationships with their audience has become more crucial than ever. As the Founder and Brand Strategist of Loved Brands, a creative marketing agency specialising in wellness and lifestyle brands, I've witnessed firsthand the transformative power of connecting brands with consumers in a way that resonates with their core values and aspirations.
My journey in the world of branding began over a decade ago in Valencia, Spain. Fueled by a passion for creativity and a deep understanding of human psychology, I embarked on a path that would lead me to empower countless businesses to thrive through the power of meaningful connections. Witnessing a world often focused on transactions and short-term gains, I felt a burning
desire to create something different, something to fight against boredom and unfulfillment. This led me to found Loved Brands, a creative marketing agency dedicated to redefining how brands connect with their audiences. Driven by a passion for forging lasting, meaningful relationships, our agency has quickly become a trusted partner for brands seeking to make a genuine impact in today's competitive marketplace.
At Loved Brands, we understand that today's consumers are seeking more than just products and services; they crave experiences and relationships that enrich their lives. They want to feel understood and valued. This profound shift in consumer behaviour has been the driving force behind our unique approach, one that combines the art of storytelling with the science of neuromarketing.
Mar Benavent Mas is the Founder and CEO of Loved Brands, a creative marketing agency renowned for empowering wellness and lifestyle brands to thrive in competitive markets. With over a decade of experience in branding and marketing, Mar has transformed brand narratives for a diverse range of clients, enabling them to build authentic connections with their audiences. Driven by a passion for creativity and a deep understanding of human psychology, Mar's vision is to redefine the intersection of marketing and meaningful connections, driving sustained success for her clients and leaving a lasting impact on the world.
By leveraging the principles of neuromarketing, we gain a deeper understanding of the emotional triggers that influence purchasing decisions
We believe that understanding the consumer journey is paramount. Today, consumers are not merely passive recipients of marketing messages; they are active participants in a dynamic and evolving narrative. They seek brands that align with their values, aspirations, and lifestyles. By investing time and effort in understanding their target audience, not just demographics but also psychographics—their interests, emotions, and motivations—brands can create authentic narratives that truly engage consumers.
Purpose-driven branding lies at the heart of our philosophy. In an oversaturated marketplace, brands with a clear mission and values stand out from the crowd. They evoke an emotional response that fosters loyalty and advocacy. At
Loved Brands, we guide our clients on a journey of self-discovery, helping them identify their core purpose and weave it into every aspect of their brand identity. This not only helps them attract the right customers but also empowers them to make a positive impact on the world.
Neuroscientific insights have proven to be a game-changer in our approach. By leveraging the principles of neuromarketing, we gain a deeper understanding of the emotional triggers that influence purchasing decisions. We help brands craft compelling stories that resonate on a subconscious level, creating a lasting impression that transcends traditional marketing efforts.
Of course, none of this would be possible without the power of digital media. Today's
digital landscape offers unprecedented opportunities for brands to engage with consumers on various platforms. From social media to email marketing, we empower our clients to tailor their communication, fostering genuine interaction and building thriving communities around their brands. We believe that followers can become passionate brand advocates, amplifying brand messages far beyond traditional marketing efforts.
The rise of AI and automation presents new challenges for brands striving to maintain authenticity. In an era where messages can be generated in seconds, the human touch is more vital than ever. As brands, it is our responsibility to be transparent and honest in our communication, ensuring that every interaction fosters trust and builds genuine connections. By embracing their uniqueness and injecting genuine emotion into their communications, brands not only stand out in a crowded market
but also form meaningful connections that resonate with their audiences.
In today's noisy world, consumers are bombarded with countless marketing messages. Cutting through the clutter requires more than clever advertising. It demands a genuine connection— one built on trust, shared values, and a deep understanding of customer needs and desires. By prioritising authenticity and embracing purpose-driven branding, how are you creating loyal followings that go beyond mere transactions? This is the essence of what we strive for at Loved Brands—helping businesses forge relationships that last a lifetime.
As Loved Brands continues to grow and evolve, we're thrilled to announce our recent expansion to Monaco. This strategic move allows us to deepen our presence in key European markets while still operating from our London headquarters. Offering our exclusive services to the world's most prestigious brands,
In an era where messages can be generated in seconds, the human touch is more vital than ever
Our mission is to empower one million lifestyle brands to thrive through meaningful connections, driving remarkable growth and impact
Monaco aligns perfectly with our vision of empowering businesses to achieve remarkable growth and impact.
I believe that every business transaction has the potential to add value to customers' lives and communities. That's why at Loved Brands, we are focused on being more than just a marketing agency; we are catalysts for positive change. Our mission is to empower one million lifestyle brands to thrive through meaningful connections, driving remarkable growth and impact. We're not just helping brands be seen; we're helping them be truly loved.
The road ahead is filled with exciting possibilities. We envision a world where brands thrive by fostering genuine connections that go beyond transactions. The narrative of connection—a story that bridges the gap between brands and consumers—will shape the success of companies in ways we can only begin to imagine.
Dr Sabine Dembkowski, Managing Partner of Better Boards
An appointment to a board is often perceived as the crowning achievement of a distinguished executive career, particularly if the organisation is listed on the stock exchange or backed by a well-respected Private Equity firm. Once appointed, many Directors realise how challenging it is to be impactful in the boardroom. Feedback is scarce, and the reports delivered as part of a board evaluation often only confirm what they already know but not necessarily what they dared to discuss with their fellow board members.
To have a personal impact in a boardroom, one must understand the levers they can pull to be effective and contribute to overall effectiveness and performance. But what are they?
We reviewed the academic literature and interviewed board members, Company Secretaries, and Investment Managers. The research resulted in the 7-Hallmarks model of effective boards.
It is worth taking a closer look at the hallmarks. Each hallmark is a lever a Director and the collective group can pull to become more effective and increase the board's performance.
Recent research shows that rather than identifying what is not working, focusing on what is working is far more effective. Effective Directors are highly aware of their own and their fellow Directors' strengths. More than that, they understand how to leverage these strengths in the boardroom. Do you understand your strengths in the context of the board you serve? Do you know your fellow board members well enough to appreciate their distinctive strengths?
The gender discussion has overshadowed thinking about board composition in recent years. However, the questions are more complex.
Dr Sabine Dembkowski is the Founder and Managing Partner of Better Boards www.betterboards.com in London, an accredited Board Reviewer, and hosts The Better Boards podcast series. Sabine and her team have created an innovative board evaluation platform that NASDAQ-, FTSE-, DAX-, and ATX-listed organisations, as well as PE-backed firms and private and public organisations, use to improve the effectiveness and performance of their board. Her research has been published internationally.
To have a personal impact in a boardroom, one must understand the levers they can pull to be effective and contribute to overall effectiveness and performance
Our research identified that it is crucial to look beyond “the labels” and understand the presence and the development status of knowhow areas and behaviours of individuals in a group setting. Are the know-how areas and behaviours in a group setting aligned with the strategy? Are they what the organisation really needs at this point in time?
The vision for an organisation is one of the most hotly debated topics on any Board. It is more than challenging at present to align on a vision in the boardroom as external circumstances change quicker than ever before, and what has been taken for granted is shaken and questioned. As the vision determines the goals and focus, it is crucial to be clear. However, we see that this is not necessarily the case in many boardrooms. Is your board clear and aligned on the vision for the organisation?
The transition from an Executive to a NonExecutive career is not easy; for some, it can take years to fully adjust to their role on a board. We find that the greater the pressure on an organisation and operational performance, the more likely the lines between executives and non-executives get blurred and conflicts arise. Clarity of roles and responsibilities is a vital hallmark of any effective Board. Do all Directors on your board understand their role? Or do they step more often than they should into Executive territory?
The 7-Hallmarks of Effective Boards
© Dr Sabine Dembkowski, Better Boards, London.
Regular time-outs, where board members can connect and deepen relationships, leave the daily work behind, and reflect on how they work together, are the hallmarks for which there is the greatest evidence in the academic literature
The organisation of the work is in the remit of the Company Secretarial team and is determined by how well they, the Chair and CEO, work together. Although the Company Secretary profession is nowhere more advanced than in the United Kingdom, it is never perfect. There are always issues that deserve attention and can be improved. Do you understand what specifically can be improved on the structure and organisation of the work of the board?
Effective boards and their members understand how to resolve conflicts within the board and between the board and the Executive team. Is your board a safe space to talk openly about emerging issues that may result in larger conflicts? Do you understand how you can contribute to resolving
conflicts? Does your board understand how to resolve conflicts?
Regular time-outs, where board members can connect and deepen relationships, leave the daily work behind, and reflect on how they work together, are the hallmarks for which there is the greatest evidence in the academic literature. There is a strong and clear link between the time taken to reflect on how a board works together and its effectiveness. Although there is clear evidence, few boards take the time to reflect on how they work together in our fast-paced world. Does your board take time to reflect on how it works together?
The 7-Hallmarks of Effective Boards highlight the levers every Director and the collective can pull to improve the effectiveness and performance of their Board.
Louisa Clarke, Director at One Feather Coaching & Consultancy
Facilities Management (FM) plays a crucial role in ensuring the smooth operation of workplaces and built environments. It encompasses a broad range of services, from maintaining buildings and ensuring safety, to managing utilities, cleaning, and security. FM professionals are responsible for creating safe, efficient, and comfortable environments where businesses can thrive. Without effective workplace and facilities management, organisations would struggle to deliver core services, maintain compliance, and provide the essential support systems that enable day-to-day operations.
“Workplace and Facilities Management (FM) is one of the most accessible and diverse industries, offering a pathway to success for people from all walks of life”.
Despite the industry’s essential nature, FM often allows individuals to advance with minimal formal qualifications, which presents unique challenges in leadership development.
Many who start “on the tools” can climb the leadership ladder to the top.
It’s an industry I’m proud to be a part of, but we face a critical challenge: too many people reach senior levels without the leadership skills required to thrive, and this presents significant risks to both organisations and the people within them.
The ability to enter FM without formal qualifications is one of its strengths—allowing for hard work, commitment, and expertise to open doors.
But as you transition from technical roles into management and leadership positions,
Louisa is an award-winning leader with over 18 years of experience in the Facilities Management industry. Having transitioned from the Royal Air Force, she has built a successful career in FM, rising to the role of Managing Director before founding her own coaching practice, One Feather. Louisa specialises in leadership development, coaching, and creating purpose-driven leaders across the FM sector. She is also a proud member of the Government Veterans Advisory Board and Chair of the IWFM Veterans in FM network, where she continues to shape industry standards and support veterans in their professional transitions.
Despite the industry’s essential nature, FM often allows individuals to advance with minimal formal qualifications, which presents unique challenges in leadership development
the skills required are drastically different. Managing a team, developing a vision, and navigating complex organisational dynamics require a skillset that doesn’t come naturally to everyone, and unfortunately, the industry has not consistently ensured those stepping into leadership are prepared for this transition.
The consequences of poor leadership behaviours are well-documented and cannot be understated.
Poor leadership doesn’t just impact day-to-day operations; it can create toxic work environments, lead to higher turnover rates, stifle innovation, and reduce employee engagement. The ripple effects can be costly: poor decisions, lack of direction, and decreased productivity all affect the bottom line.
Moreover, when leaders fail to prioritise communication, emotional intelligence, and inclusivity, it not only damages their teams but also creates an organisational culture that struggles to retain and attract top talent. In an industry that relies heavily on human capital and frontline service delivery, this can be disastrous.
So, how did we end up in this situation? The FM industry, with its wide-ranging entry points and rapid growth, has historically placed more emphasis on technical skills than on leadership development. While this is understandable given the operational nature of the work, it has led to an imbalance. Individuals who excel in technical roles are often promoted based on competence in their current position, rather than their potential to lead effectively. Without
Poor leadership doesn’t just impact day-to-day operations; it can create toxic work environments, lead to higher turnover rates, stifle innovation, and reduce employee engagement
the right support, they are thrust into leadership roles without the tools they need to succeed.
As a result, we see managers struggling not because they lack work ethic or knowledge, but because they haven’t been trained in essential leadership skills—strategic thinking, conflict resolution, coaching, and team building.
A recent report by the Chartered Management Institute (CMI), Management Transformed, identified a critical skills gap in leadership across industries, FM included. The report highlights that over 80% of managers believe they face a significant skills gap, particularly in leadership, strategic thinking, and people management.
Even more concerning, over half of managers in the UK have not received any formal leadership or management training.
This underscores the need for structured and continuous leadership development programs to ensure managers are equipped to succeed in their roles.
So, what can we do to address this? Leaders, HR executives, and business owners must recognise that filling leadership positions with technically competent individuals is only half the battle.
To ensure that managers are ready to lead effectively, we need to be more intentional about leadership development at every stage of an employee’s career journey.
Here’s what needs to happen:
1. Early Identification of Leadership Potential: From the moment someone shows interest or potential in leadership, organisations
must start offering targeted development opportunities. This could be through mentoring, leadership shadowing, or even formal training programs that focus on soft skills like communication and empathy.
2. Structured Leadership Development Programs: Organisations need to design and implement leadership programs that focus on building core leadership competencies, not just technical skills. These programs should be mandatory for anyone moving from a technical/ operational role to a managerial role, ensuring they are fully prepared for the challenges ahead.
3. Ongoing Training and Support: Leadership is not a one-time skill set; it requires continuous learning. HR and L&D teams must ensure leaders receive ongoing training in areas such as conflict resolution, diversity and inclusion, and emotional intelligence. Regular leadership assessments and 360-degree feedback can help leaders understand where they need to grow.
4. Accountability at the Top: Executive teams and business owners must set the tone by prioritising leadership development and holding managers accountable for their behaviours. They must also model the leadership skills they wish to see within their organisations, promoting a culture of growth and development.
5. Incorporating Leadership KPIs: Success metrics for managers should not just be based on operational outcomes but also on their ability to lead effectively. This can include staff retention rates, employee engagement scores, and team
To ensure that managers are ready to lead effectively, we need to be more intentional about leadership development at every stage of an employee’s career journey
performance metrics, which can provide a fuller picture of a leader’s impact.
6. Creating a Leadership Pipeline: Organisations need to invest in creating a pipeline of future leaders. This involves not only formal leadership training but also creating pathways for high-potential employees to move into leadership roles over time, rather than being rushed into positions without adequate preparation.
7. Creating a Culture of Coaching and Mentoring: Senior leaders should be encouraged to coach and mentor emerging leaders. This creates a cycle of continuous learning and improvement within the organisation. Leaders who have been through the journey themselves can provide invaluable insights to those just starting out.
If the FM industry is to thrive, we must bridge the leadership skills gap. It’s not enough for managers to simply know the technical side of the business—they need to inspire, engage, and lead their teams to success. The future of FM depends on our ability to recognise leadership as a skill that requires just as much development as any technical expertise.
In an ever-changing world, where employee well-being, innovation, and adaptability are more critical than ever, developing skilled, empathetic, and forward-thinking leaders is no longer a “nice-to-have”—it’s an absolute necessity. Leadership is a journey, and as an industry, we must invest in making sure every manager is equipped to lead it.
Elizabeth Wu, President and CEO of Cybersecurity Auditing Technologies LLC
As cyberattacks and data breaches continue to escalate, the stakes for businesses rise in tandem. While insurance is commonly used to mitigate losses from accidents or theft, many companies still view cyber insurance as optional. This perception persists despite the increasing reality that cyber threats can severely disrupt operations, compromise sensitive data, and cause significant financial damage. Just as auto insurance is mandatory to protect against driving risks, cyber insurance should be considered essential for safeguarding a business's data assets. However, obtaining cyber insurance is only part of the solution. To ensure that their coverage is both effective and affordable, CEOs must prioritize regular IT security audits.
One of the most frustrating challenges for CEOs is being denied cyber insurance or being offered coverage with prohibitively high premiums and deductibles. These scenarios often arise because insurers perceive the business as high risk. This perception can be due to outdated security measures, unclear data protection protocols, or an incomplete understanding of the company's IT infrastructure. The problem is that these assessments by insurers often do not correlate with the actual protection of the company's data. Instead, they rely on generalized criteria or arbitrary scoring. Without a professional IT security audit, businesses may unknowingly
Elizabeth Wu, President and CEO of Cybersecurity Auditing Technologies LLC, is a practical visionary leader with over 25 years of IT Auditing experience. She has witnessed firsthand the transformative power of IT Security Auditing in driving change. CAT’s proprietary auditing methodology is essential for companies seeking to enhance security, stability, or optimize cyber insurance. Elizabeth’s approach ensures businesses are not only secure but also financially shielded by delivering immediate performance impact through comprehensive IT audit reports and remediation activities. Her leadership has solidified CAT as a crucial partner for organizations aligning their IT strategies with business goals, fostering both protection and growth.
Without a professional IT security audit, businesses may unknowingly face unfavorable insurance terms, leaving them vulnerable to both cyber threats and inadequate coverage
Just as a home inspection can lead to necessary repairs that enhance the property’s value and reduce insurance costs, an IT security audit can lead to improvements that strengthen the organization’s security posture and reduce insurance premiums
face unfavorable insurance terms, leaving them vulnerable to both cyber threats and inadequate coverage.
Another significant barrier to obtaining adequate cyber insurance is the complexity of the application process. The questions on these applications are often convoluted and lengthy, requiring a deep understanding of IT and cybersecurity. This complexity makes it difficult for insurance brokers to explain and sell these policies effectively. As a result, many businesses either avoid purchasing cyber insurance altogether or end up with inadequate coverage. Even when policies are issued, they frequently come with vague terms and insufficient coverage, leading to disputes and prolonged litigation over who is responsible for breach remediation. This complexity has deterred many businesses from adopting cyber insurance, contrary to the expectations of reinsurance companies when these policies were introduced over 30 years ago.
An IT security audit is a thorough examination of a company’s IT infrastructure, policies, and procedures, guided by established IT Audit Control Standards such as those from the Center for Internet Security. Through this process, an IT Auditor can clearly identify gaps in both the structure and effectiveness of an organization’s security measures. Understanding these gaps allows the IT Auditor
to provide actionable recommendations for improvement. For CEOs, the value of an IT security audit extends far beyond simply enhancing cybersecurity—it is the key to securing better cyber insurance coverage and creating a stable, secure, and safer work environment that protects critical data from cyberattacks.
To better understand the importance of an IT security audit, consider the parallels with home and health insurance. Before purchasing a home, a thorough inspection is conducted to identify any structural issues, electrical problems, or other potential risks. Similarly, before obtaining health insurance, a medical examination may be required to assess the individual's health status. These inspections are designed to uncover risks that could lead to higher insurance claims. In the same way, an IT security audit serves as an inspection of an organization’s digital infrastructure. It uncovers the vulnerabilities that could lead to costly cyber incidents. Just as a home inspection can lead to necessary repairs that enhance the property’s value and reduce insurance costs, an IT security audit can lead to improvements that strengthen the organization’s security posture and reduce insurance premiums.
1. Identifying
The primary purpose of an IT security audit is to discover what constitutes a vulnerable risk
to the organization. These risks are not just potential entry points for cyberattacks; they also represent financial risks to the insurance carrier. An audit provides a clear, objective view of the organization’s security posture, highlighting areas that need improvement. By addressing these vulnerabilities, CEOs can present a stronger case to insurers, demonstrating that their business is a lower risk and thereby qualifying for better coverage and lower premiums.
Aligning Insurance with
Cyber insurance is not a one-sizefits-all solution. The coverage needed by a small business differs significantly from that required by a large enterprise. An IT security audit helps CEOs align their cyber insurance with the specific needs and size of their business. By understanding the unique risks faced by the organization, the audit ensures that the insurance policy is tailored to provide the necessary protection without unnecessary costs.
3. Enhancing Operational Efficiency: One of the lesser-known benefits of an IT security audit is its potential to improve operational efficiency. The audit process involves a thorough discovery of the entire network, mapping out and continuously measuring the security status. The resulting report is different from a typical security assessment because it includes actionable information. When the identified vulnerabilities are remediated, the organization not only becomes more secure but also more efficient. Improved workflows, reduced downtime, and enhanced productivity
Cybersecurity is not a one-time effort; it is an ongoing process that requires continuous attention
are just some of the operational benefits that can be realized.
Cybersecurity is not a one-time effort; it is an ongoing process that requires continuous attention. Threats evolve, new vulnerabilities emerge, and businesses grow and change over time. This is why IT security audits should not be seen as a one-time event but rather as part of a continuous monitoring strategy. By regularly conducting audits and updating security measures, CEOs can ensure that their businesses
remain protected and that their insurance coverage continues to reflect their current risk profile.
For CEOs, the message is clear: IT security audits are non-negotiable. They are the key to understanding and mitigating the risks that could lead to cyber insurance denials or high premiums. By investing in regular IT audits, businesses can enhance their security, align their insurance coverage with their needs, and ultimately stay financially shielded from the growing threat of cyberattacks.
Diana Monterrubio, Procurement Global Strategic Director, Teleperformance
In the early days of my career in technology, I attended one of my first major conferences.
It was an event where I found myself surrounded by a sea of seasoned professionals, predominantly older men with careers that towered over my own, and yet, I had to negotiate with them. The industry I had chosen was, and still is, largely male-dominated, and I couldn’t shake the feeling of being an outsider—a young woman trying to find her place in a world that didn’t always seem to have a place for me.
After weeks of preparation, I ventured into the workshops, eager to learn as much as I could about an industry that I had fallen in love with. By the end of the day, I was exhausted, my mind swirling with new ideas and information. But there was still a cocktail hour at 5 PM, and I decided to attend, even though I felt like I was running on fumes.
As I entered the room, I noticed a familiar face—a woman I had seen earlier in one of the
conferences. She smiled and introduced me to the group she was with, a mix of professionals deep in conversation. After a while, I was introduced to a woman who couldn’t have been more than 50, radiating warmth and confidence. She introduced herself as the CIO of a multinational company. Instantly, I felt a connection with her. I smiled, trying to mask the overwhelming mix of emotions running through me, and asked, "Did I hear correctly, a female CIO?" She smiled back and confirmed, "Yes."
A silence settled over the circle of women around us. I believe we all felt the weight of that moment, the unspoken recognition of what it meant. But no one said anything; we just smiled. And then, breaking that silence, to my own surprise, I found myself asking, "Can I give you a hug?"
It took me a moment to process her silence. I wasn’t usually someone who expressed affection so openly, especially not in professional settings,
Diana Monterrubio is a strategic leader passionate about equality, Tech Sourcing, and the power of writing to drive change. With over a decade of experience in business intelligence and procurement, she thrives on challenging the status quo and promoting equity in the corporate world. Her work is where she focuses on fostering collaboration and building innovative strategies. She is dedicated to creating opportunities for growth and inclusion, always striving to make a positive impact on both the business and the people it serves.
I’ve grown into my role as the Global Director of IT Procurement at Teleperformance, and my mindset has evolved and matured
Watching her, I was reminded of myself—of the nerves I felt at my first conference, the hours of reading I did to ensure I wouldn’t feel out of place
but in that moment, I felt an undeniable need to embrace her. I wanted to thank her for paving the way, for being courageous, for being the only female CIO at such a significant event. My heart pounded as I waited for her response. For a moment, I panicked, thinking I had overstepped. No one spoke; I felt the embarrassment rising within me. But then, she met my gaze, and to my relief, she smiled, seemingly surprised by my request. It took her a moment, but she softly replied, "Yes." And then, she gave me a truly great embrace, one that I’ll never forget.
Years have passed since that day—a global pandemic reshaped our world, and my perspective along with it. I’ve grown into my role as the Global Director of IT Procurement at Teleperformance, and my mindset has evolved and matured. But that feeling, that need to connect, to acknowledge the trailblazers who came before me, has only intensified. She may not have realized it, but she inspired me, and in that moment, she gave me hope.
Five years later, at another conference, I found myself in a similar situation, but this time, the roles were reversed. A young woman approached a good friend of mine, bursting with energy and confidence. She knew her industry inside and out, clearly well-prepared for the interactions that lay
ahead. Watching her, I was reminded of myself— of the nerves I felt at my first conference, the hours of reading I did to ensure I wouldn’t feel out of place.
I joined the conversation, and my friend introduced us. When she asked what I did, and I told her about my job, I immediately found her expression familiar. It was a feeling I don’t think I’ll ever be able to fully put into words, but there it was—the unspoken language between two women who know all too well the challenges of reaching the positions they hold.
And then, with a big smile, she asked me, "Can I give you a hug?"
It took me a moment to reply, not because I didn’t want to hug her, but because at that moment, I was overwhelmed with a deep sense of humility and honor. Here was a young woman, standing where I once stood, seeing in me what I had seen in that CIO years before. I wanted to thank her for recognizing me, for understanding the silent struggles we both knew too well, for being brave enough to ask. I wanted to say so much; I was deeply honored. I took a long breath; no one spoke. I was almost moved to tears. Though there was so much I wanted to say, the only thing I managed to get out, almost as a whisper, before we hugged, was a soft “Yes.”
