CXO Outlook – Magazine – July 2024 – Most Innovative Company to Watch in 2024
INSIGHTS. IDEAS. INSPIRATIONS
MOST INSPIRING COMPLIANCE OFFICER TO WATCH IN 2024
Jeffrey E. Lewis Chief Compliance Officer and Antitrust Compliance Officer at Sinclair, Inc.
MOST INNOVATIVE COMPANY TO WATCH IN 2024
Gonggong
FEATURING INSIDE
Annette Franz Founder and CEO, CX Journey Inc
Brian Jacobs Co-Founder, Crater Lake and Company
David Preston CEO and Co-Founder Realise
Geoffrey M. Roche Director of Workforce Development (North America), Siemens Healthineers
Ivan Palomino Managing Partner, PeopleKult
SAMANTHA SANNELLA
SENIOR
MANAGING DIRECTOR, CUSHMAN & WAKEFIELD
July 2024
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GFinding the Secret Ingredient of Success
reat leadership is the secret sauce for innovative companies— without it, you're just a bland burger. A leader's vision is the recipe everyone needs to follow. It should be clear and inspiring, like a GPS for the company. When everyone knows where they're going, the journey is much more exciting.
Creating a culture of innovation is crucial. Think of it as giving your team a playground where creativity and new ideas are not only allowed but celebrated. And don't fear failure—it's just a stepping stone to success. After all, even the best chefs sometimes burn a dish or two before creating a masterpiece.
This brings us to the latest issue of CXO Outlook, where we spotlight the Most Innovative Company to Watch in 2024 and the Most Inspiring Compliance Officer to Watch in 2024. This edition highlights how you can cook up a recipe for success and innovation that will make your company shine.
Our cover story features Samantha Sannella, Senior Managing Director at Cushman & Wakefield. With 30 years of experience, Samantha offers comprehensive real estate strategies, including design management, workplace strategy, and project management. Her background in architecture,
urban design, interior design, construction, and development provides clients with wellrounded strategies across all phases of the real estate cycle and building types, from residential to retail.
Inside this issue, you’ll find a wealth of insights from top industry experts and thought leaders. They dive into everything from the latest tech trends in fashion to strategies for managing organizational change in today’s fast-paced market. Each article is carefully crafted to give you a deep understanding of the current trends and innovations at the crossroads of business and technology.
We hope you enjoy this edition of CXO Outlook and find it both enlightening and engaging.
Thank you for joining us on this journey to explore and highlight the transformative power of leadership in today’s world.
Enjoy reading!
Sarath Shyam
SAMANTHA SANNELLA
SENIOR MANAGING DIRECTOR, CUSHMAN & WAKEFIELD
MOST INSPIRING COMPLIANCE OFFICER TO WATCH IN 2024
24
Jeffrey E. Lewis
The Linchpin of Compliance and Integrity Chief Compliance Officer and Antitrust Compliance Officer at Sinclair, Inc.
MOST INNOVATIVE COMPANY TO WATCH IN 2024
Gonggong
Revolutionizing Air Purification for a Healthier, Sustainable Future Sunun Lee, Founder and CEO of Gonggong
42
Helping Brands Design a Customer-Centric Culture
Annette Franz, Founder and CEO, CX Journey Inc
Brian Jacobs, Co-Founder at Crater Lake and Company Changes in Advertising
David Preston, CEO and Co-founder of Realise Stop wasting money on events
LEADER'S INSIGHTS
Empowering Collaboration Through Empathy
Geoffrey M. Roche, Director of Workforce Development (North America), Siemens Healthineers
Building High-Performing & Human-Centric Cultures at Work
Ivan Palomino, Managing Partner, PeopleKult
SAMANTHA SANNELLA
SENIOR MANAGING DIRECTOR, CUSHMAN & WAKEFIELD
DRIVING DESIGN EXCELLENCE AND SUSTAINABILITY IN CITIES
Ms. Samantha Sannella offers 30 years of experience in comprehensive real estate strategy including design management, workplace strategy, occupancy planning, project management, scenario development and holistic building/land solutions. Her combined background in architecture, urban design, interior design, construction, development, and project management helps provide clients with strategies that are wellgrounded through all phases of the real estate cycle and across all building types. This includes residential, hospitality, office, manufacturing, education, and retail.
In 2006, Ms. Sannella was named one of the top 10 most inspiring women in Canada and in March 2011, she was named Woman of the Month by Women’s Post Magazine. In 2007, she was honoured by Toronto Metropolitan University for her work within the design community. In 2022, she was named a ‘Woman of Influence’ and in 2024, she was named one of the top women business leaders in Toronto.
As part of her career, Ms. Sannella has been instrumental to organizations through fundraising, public relations, and community involvement. Ms. Sannella is the editor of Ontario Design, a trade publication for professional architects, designers, and contractors and frequently writes for other industry publications. She is a frequent speaker at conferences, workshops and seminars and is passionate about ESG and DEI and teaches audiences about the critical connections between the built environment and the economy, environment, and quality of life.
Recently, in an exclusive interview with CXO Outlook Magazine, Ms. Sannella shared her professional trajectory, insights on the current trends and developments in the real estate sector, personal sources of inspiration, the secret sauce behind her success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Hi Samantha. Can you please provide a brief overview of your background and experience in the real estate sector?
I have been associated with the real estate sector for over 30 years in various capacities – practicing architecture and design with a focus on strategic planning. Early in my career, I decided to specialize in ‘strategic thinking’ as it applies to real estate problems. In essence, this skill set requires determining the right problem to solve – or ‘problem seeking’. This has served me well over my career as I took the road less traveled: consultant, professor, CEO, designer and builder. Through the years, I have had the privilege of working on projects across the world, across all industry sectors and building typologies. Currently, I combine everything I have learned for a more holistic, integrated approach, incorporated with future trends, to align business objectives with real estate solutions.
What do you love the most about your current role?
I have a very entrepreneurial role which gives me the freedom to determine market direction and build business. As well, we work on a variety of challenging problems for clients, which include determining how best to optimize their real estate, how to entice developers and occupiers, how to attract employees and advance company image, where to locate businesses or what type of building they should construct. I love complex problems which allow me to utilize my creative skills – and I have a stellar team of experts which make work a true pleasure.
I love complex problems which allow me to utilize my creative skills – and I have a stellar team of experts which make work a true pleasure
What are some of the current trends and developments you’ve observed in the real estate market recently?
The office market is struggling across the world and many major North American cities have record-high vacancies. Cities that have long commutes and a large high-tech employee sector top the list. Long-term vacancies devalue buildings, contribute to local economic decline and hurt the vibrancies of our cities. Overall, this is a significant problem for all of us. Class A (or better) office buildings are performing better as there is an overall flight to quality. Class B and C are not faring as well, and many are candidates for
repositioning or conversion. However, this is not solely a real estate problem or solution. It takes an integrated, comprehensive solution to solve this issue, project the continued difficulties that we will have and find creative solutions to overcome these challenges. The industrial sector is strong and continues to perform well – partly due to ‘on-shoring’ with lessons learned from supply chain issues during the pandemic. Housing continues to dominate the headlines across North America with affordable housing and the ‘missing middle’ looming large in discussions. Higher interest rates discourage multi-residential development and consumer purchasing so
When you can find happiness in the sunrise, sunset, flowers and bird songsyou can discover light in your heart – and hopefully that light illuminates other people too
there is a slow-down within the last 2 years. This will have a ripple effect for several years as the development cycle is long. Unfortunately, high labour rates coupled with labour shortages and increased construction costs have further exacerbated this issue. We must get creative here – more co-living solutions, coops and advanced manufacturing to drive down construction costs and increase speed to build. Additionally, many cities have zoning regulations that are onerous for developers and slow down housing growth. Ideally, we would practice ‘conscious capitalism’ in our housing industry and begin to examine how we can best solve this issue with a balanced solution.
What key lessons have you learned that contributed to your personal growth and success?
My mother and grandmothers taught me resilience, tenacity and service to others. These characteristics have served me well. Everyone has days where they feel like giving up - but the key to success is to keep trying and focus on the greater good. Personally, I have faced quite a bit of grief in my life. To overcome this, I have had to look for joy in the small things.
When you can find happiness in the sunrise, sunset, flowers and bird songs - you can discover light in your heart – and hopefully that light illuminates other people too.
What are your thoughts on gender equality and inclusion? Do you think there is a gender bias in your industry?
Equality and inclusion are topics near and dear to me. I grew up in the rural south where discrimination (of all types) was embedded culturally for generations. Early on, I observed the effect of this behavior and the trauma it inflicted upon people – therefore, inclusivity became very important to me personally. The real estate industry is in transition, and this is a good thing! At Cushman and Wakefield, we have numerous ERGs to promote inclusion and diversity, as well as a very large and active Women’s Integrated Network (WIN). I have certainly experienced gender bias and earlier in my career –especially in architecture – sexual harassment. However, since joining Cushman and Wakefield 6 years ago, I can honestly say it is the most respectful place I’ve worked. Additionally, we have many women in leadership, including our CEO. There is always room for improvement in
everything we do – and currently I am working on initiatives for indigenous reconciliation and fundraising for youth related DEI programs with 4 different organizations. Personally, I believe we all have a responsibility to ensure the younger generations don’t experience what previous generations endured– whether gender discrimination or discrimination due to colour, ability, preferences, etc. We must all do our part to make the world a better, more inclusive place.
Is there a particular person you are grateful for who helped get you to where you are?
I am very grateful to my mother who was a model of intelligence, grace and kindness and who also had a stellar work ethic. Professionally, I will always be grateful to Steve Parshall, who mentored me early in my career, was my leader at HOK Architects and the co-author of Problem Seeking, with Willie
My overall goal is to grow our consulting services within Cushman and leverage best practices, expertise and data driven research to elevate our offering
Pena. Steve gave me opportunities by throwing me into the deep end of the pool and encouraging me from the sidelines. He believed in my ability and led by example - and influenced more young people than he will ever take credit for. He has integrity, determination and is a great example of a player-coach.
What does the term “authentic leadership” mean to you?
For the longest time, we were taught to separate our work-life and private life – so I held part of myself back. Later in life, I realized that to be an authentic leader, I must bring my ‘whole’ self to the job. Therefore, I am an architect, interior designer, artist, Mom, chef and coach – and a person who has faced enormous grief, loss, love and challenges. All these things contribute to being authentic, becoming empathetic and encouraging people to do their best. The world would be much better if we all saw each other as human ‘beings’, rather than humans ‘doing’.
What are some of your passions outside of work? What do you like to do in your time off?
I am a poet and a painter. I work in both watercolour and acrylic, large and small scale. Most recently, I had my first show, ‘Rabbit Pause’ a collection of large scale works of rabbits as self-portraits. The show included 32 acrylic paintings and 1 enormous 10’ soft sculpture of a rabbit. Each work is accompanied by a poem. A fellow artist, Paola Poletto, collaborated with me by adding commentary on my work and contributing large-scale photographs in response to the art. I would be thrilled to have you view the work on www.rabbitpause.com. Additionally,
my flower garden is very important to me and is often the inspiration behind many of my paintings. I grew up on a farm, so this provides me with a connection to home.
What is your biggest goal? Where do you see yourself in 5 years from now?
First of all, I am very proud of my career and I love my job. It is challenging and rewarding. My overall goal is to grow our consulting services within Cushman and leverage best practices, expertise and data driven research to elevate our offering. It is also important that we acknowledge the power of design to contribute to our economy, preserve our environment and enhance our quality of life. Incorporating this thinking into our real estate solutions can be our competitive advantage. In 5 years: growth, growth, growth!
Personally, I would like to have more art shows and work toward the plan of owning a centre for healing emotional trauma through art – preferably somewhere with a plethora of lavender and butterflies. This would also offer art residencies, classes, and special events. I envision myself teaching writing and painting in to release emotions. Can I do both? I hope so!
What advice would you give to somebody who is considering entering your field or has just entered the field?
Life is short - but seems long and the older you get the faster it goes. That being said, appreciate every small moment as a lesson learned and live with gratitude. Professionally speaking, for those entering the field or are fresh out of school – learn as much as you can, find opportunity in everything and take time to discover your unique perspective. This is not easy; don’t give up!
Helping Brands Design a Customer-Centric Culture
Annette Franz, Founder and CEO, CX Journey Inc
Hi Annette. How did you first get into customer experience, and what inspired you to stay?
I don't really have an exciting story about how I got into CX. It was quite random. I was born and raised on a farm in Ohio. I actually wanted to be a veterinarian. That didn’t play out, but that’s OK. My first opportunity to get into this field came from a newspaper ad that posted a job opening
at J.D. Power and Associates. I love math, and I love writing, which are two basic market research skills. So, I thought I’d give it a try, and I ended up loving the work that we did. A lot of it was focused on analyzing and understanding customer satisfaction and customer loyalty; we definitely didn’t call it customer experience that back then. I really enjoyed working with businesses to help them understand that connection between
With 30+ years in the customer experience profession, Annette Franz, CCXP, founder and CEO of CX Journey Inc., is an internationally recognized customer experience thought leader, coach, keynote speaker, and author of Customer Understanding: Three Ways to Put the "Customer" in Customer Experience (and at the Heart of Your Business) and Built to Win: Designing a Customer-Centric Culture That Drives Value for Your Business [Advantage|ForbesBooks]. She is a Certified Customer Experience Professional (CCXP) and an official member of the Forbes Coaches Council.
Recently, in an exclusive interview with CXO Outlook Magazine, Annette shared her professional trajectory, the mission and vision of CX Journey Inc, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
The mission is all about building winning organizations by helping brands put the “customer” in customer experience
doing things right and doing the right things for customers – and how that translated to success for the business.
What is the mission and vision of CX Journey Inc.? What sets it apart from other market competitors?
The mission is all about building winning organizations by helping brands put the “customer” in customer experience.
Guided by a commitment to customer-centricity and the empowerment of employees, CX Journey Inc. envisions a future where businesses thrive through genuine connections, exceptional experiences, and a culture that fosters both customer delight and employee fulfillment.
What sets me apart from many of my competitors: I focus on culture first. Without that foundation in place, the rest of it is pointless.
In your experience, how can organizations effectively bridge the gap between customer experience (CX), employee experience (EX), and user experience (UX) to create a holistic approach that benefits all stakeholders?
First, there need to be clear definitions of what customer experience and user experience are –and that one is a subset of the other.
Second, there needs to be an awareness that the employee experience drives the customer experience. Without employees, you have no one to design, build, sell, install, implement, or service the product for the customer. No product, no customer needed.
Third, deliberately designing a customercentric culture where everyone puts the customer at the center of the business, where there are no
discussions, decisions, or designs without bringing in the customer voice. A customer-centric culture, by definition, is collaborative. Everyone must be working together, sharing data and insights, to deliver a cohesive experience for customers.
As a customer experience expert, what key performance indicators (KPIs) or metrics do you recommend organizations should track to gauge the effectiveness of their CX, EX, and UX initiatives?
The main KPIs that I advocate for include customer satisfaction, customer effort score, and customer lifetime value. If there was a metric for customer expectations, I’d advocate for that one, too. The metrics ought to be about the customer, and if we haven’t met their expectations, we haven’t succeeded.
How do you see the role of technology, specifically data analytics and AI, in shaping the future of customer experience? Are there any specific tools or platforms that you believe are essential for organizations to adopt?
Technology is a tool that facilitates and supports the experience that customers are having. Given that data is at the heart of designing and delivering a great customer experience, technology plays a critical role in shaping and delivering the customer experience. And AI is already reshaping the experience, including how brands and customers interact, how journeys will be orchestrated, and more. Using AI and automation to streamline processes for employees and to remove repetitive tasks that waste precious time means more time for value-added work and more time for customers!
Using AI and automation to streamline processes for employees and to remove repetitive tasks that waste precious time means more time for value-added work and more time for customers!
There are a lot of different tools that brands need to adopt, e.g., predictive analytics, prescriptive analytics, text analytics, journey orchestration, data prep tools, BI, data visualization tools, etc. The key is that they find a platform that has all or many of these tools integrated into it. It’s time to get away from disparate systems and have one platform that can do it all. This simplifies things for both the employee and the customer.
What is your leadership style, and how do you foster a culture of collaboration and excellence within the team?
I have been told that I am a fair, caring, peoplefirst leader. Advocating for my team has always been a top priority. Those who have worked for me in the past would be happy to do it again. Communication and education are a big part of driving a culture of collaboration and excellence. Taking the time to get to know
One trend that every organization should be implementing is personalizing the customer experience. It’s not just a trend, it’s an expectation
each person as an individual; talking about goals, aspirations, and frustrations; and helping them achieve those goals and overcome those frustrations are important to me as a leader.
Looking back now, what is one thing you wish you knew at the beginning of your career?
I wish I knew… How challenging it would be for a woman in a leadership role. How challenging it would be for a woman to climb the ladder, in general.
I guess I had a sense of it, but reality can be so much more cruel than the perception.
What are your passions outside of work?
Outside of work, I love fitness and the outdoors. I start every morning with a workout. Outside of that, I enjoy hiking, paddleboarding, pickleball, and anything else that gets me out of the house. I also enjoy going to concerts or just listening to live music wherever that may be.
Where do you see yourself in the next 5 years?
I’m not getting any younger, so one of these days I’ll need to start thinking about retirement. But five years from now, I believe I will still be here, doing what I love to do.
What are your tips for delivering great CX with a limited budget?
The crazy thing is that everything a business does is about and for the customer. So, in theory, there should never be a limited budget. But there is because executives would rather spend money on doing things to acquire
customers (e.g., advertising, promotions, discounts, freebies) than what it takes to retain them (e.g., improve the experience).
But there are things that brands can do in the normal course of business that facilitate delivering a great experience. First and foremost, deliberately design a customercentric culture.
Here’s what else you can do:
Listen to customers (there are low/nocost approaches to doing this – voice of the customer isn’t just about surveys)
Map the customer journey and fix some of the low-hanging fruit (you may find some simple, no-cost fixes that can impact the experience)
Hire the right employees (those with the right attitude, love customers, etc.)
Improve the employee experience –make sure they have the tools, training, and resources needed to do their jobs and to serve their customers.
Revisit and fix broken or cumbersome processes.
Take a look at policies and procedures and find and fix inefficiencies.
What is the one trend or approach in CX that every organization should be implementing?
One trend that every organization should be implementing is personalizing the customer experience. It’s not just a trend, it’s an expectation. Customers expect their interactions with your brand to be personalized. Doing so enhances customer engagement, increases conversion rates, improves satisfaction and advocacy, and drives operational efficiencies.
MOST INSPIRING COMPLIANCE OFFICER TO WATCH IN 2024
Jeffrey E. Lewis
CHIEF COMPLIANCE OFFICER AND ANTITRUST COMPLIANCE OFFICER AT SINCLAIR, INC.
THE LINCHPIN OF COMPLIANCE AND INTEGRITY
Jeffrey E. Lewis holds pivotal roles at Sinclair, Inc., a prominent publicly traded company with a vast reach in the media industry. As the Chief Compliance Officer and Antitrust Compliance Officer, Lewis spearheads Sinclair's compliance efforts across various domains, from regulatory and code of conduct compliance to competition and privacy oversight.
Sinclair, a diversified media company and a leading provider of local news and sports, owns, operates and/or provides services to 185 television stations in 86 markets affiliated with all the major broadcast networks; owns Tennis Channel and multicast networks Comet, CHARGE!, TBD, and The Nest; and owns
and provides services to 21 regional sports network brands. Sinclair’s content is delivered via multiple platforms, including over-the-air, multi-channel video program distributors, and the nation’s largest streaming aggregator of local news content, NewsON.
In his capacity as Chief Compliance Officer, Lewis offers strategic direction on implementing compliance with federal regulatory agencies and is an instrumental partner in driving Sinclair's enterprise-wide risk assessment initiative. Directly reporting to the CEO, Lewis keeps a pulse on the company's compliance landscape, providing regular updates to the Board's Audit and Regulatory Committees.
Jeffrey E. Lewis CHIEF COMPLIANCE OFFICER AND ANTITRUST COMPLIANCE OFFICER AT SINCLAIR, INC.
Directly reporting to the CEO, Lewis keeps a pulse on the company's compliance landscape, providing regular updates to the Board's Audit and Regulatory Committees
In his critical role, Lewis helps ensure adherence to antitrust regulations set forth by the U.S. Department of Justice. He also oversees compliance with FCC requirements, demonstrating a commitment to upholding industry standards.
Reflecting on his role, Lewis emphasizes the importance of proactive compliance measures. "I have oversight responsibility for ensuring that Sinclair has processes to comply with applicable regulatory requirements," he states. Lewis adopts a forward-thinking approach, anticipating and mitigating potential risk areas before they escalate.
In collaboration with Sinclair Legal, the Compliance Team, which Lewis oversees, is a strategic partner to internal business units, facilitating a harmonious balance between regulatory requirements and the company's strategic objectives. "We are partners to the business leaders in providing guidance and ensuring that the company appropriately balances the regulatory requirements with Sinclair’s strategic objectives," affirms Lewis.
Navigating Compliance: A Strategic Imperative
In the intricate landscape of regulatory compliance, Lewis stands as a guiding force at Sinclair. His multifaceted role encompasses various spheres, each vital to upholding the company's integrity and ethical standards. Lewis oversees compliance in key areas such as federal communications laws, FCC regulations, antitrust and fair competition laws, and ethical business conduct.
As the designated Compliance Officer under a former FCC consent decree and the Antitrust Compliance Officer under a decree/final judgment
with the U.S. Department of Justice, Lewis ensures adherence to mandated compliance training programs. Collaborating closely with the CFO and a cross-functional senior Risk Committee, Lewis orchestrates Sinclair's Enterprise-wide Risk Management program. The assessment outcomes, which delve into strategic, financial, operational, and competitive risks, are communicated to executive leadership and the Board of Directors.
Lewis's overarching goal is to embed a culture of compliance and integrity within Sinclair's DNA. Teaming up with Legal counterparts, he conducts thorough compliance/regulatory reviews across Sinclair-owned TV broadcast stations. These reviews foster open dialogue, allowing station leadership to address regulatory concerns and ethical considerations.
Through constant communication with Sinclair’s television stations, Lewis ensures direct engagement with station personnel. "It's important to establish contact with the stations and offer guidance in enhancing employee understanding of regulations," he affirms. This approach fosters an environment where employees perceive the Compliance team as a resource rather than mere enforcers. "I am not a 'cop on the beat' but a resource that they can come to with their questions regarding compliance," Lewis asserts, underlining the collaborative nature of his role.
Aligning Compliance with Strategic Vision
In the dynamic realm of regulatory compliance, Lewis emphasizes the importance of synchronization between Sinclair's strategic direction and compliance endeavors. Remaining attuned to corporate developments enables the
As the designated Compliance Officer under an FCC consent decree and the Antitrust Compliance Officer under a decree/ final judgment with the U.S. Department of Justice, Lewis ensures adherence to mandated compliance training programs
compliance team to proactively identify risks and ensure alignment with regulatory requirements.
Lewis maintains regular communication with key stakeholders, including monthly one-on-one meetings with the CEO and providing compliance updates at the CEO's monthly leadership meetings. He participates in the COO leadership team's weekly meetings and periodically engages with group meetings of Station Chief Engineers. Additionally, Lewis regularly reviews the Key Objectives of the company and its corporate leadership team to maintain alignment.
Acknowledging the challenges posed by the evolving media landscape, Lewis highlights the disconnect between media regulators and the marketplace realities. "The media industry is dynamic and constantly evolving," he observes. With the emergence of streaming content and directto-consumer programming, traditional distribution models have undergone significant transformation.
Despite these challenges, Lewis commends Sinclair's adaptability and innovation in remaining relevant in the industry. Initiatives such as the launch of NextGen ATSC 3.0 technology and multicast networks like Comet, CHARGE!, TBD, and The Nest, along with Free ad-supported Streaming TV (Fast channels), underscore Sinclair's commitment to remain at the forefront of technological advancements. Lewis explains, "The ATSC standards are a set of guidelines that determine how digital television signals are transmitted through the air and received by television sets. These standards ensure that different devices and broadcasters are compatible with each other. ATSC 3.0 is a major advancement in television broadcasting technology, which provides better picture and sound quality, advanced features and services, and more flexibility for broadcasters and consumers alike."
Due to the changing preferences of modern viewers, ATSC 3.0 offers a strategic shift towards higher-quality content and interactive experiences. Lewis emphasizes the transformative potential of technologies like NextGen Broadcast ATSC 3.0, foreseeing a revolution in content consumption. Amidst these transformations, his role entails staying abreast of regulatory changes and ensuring that business leaders effectively manage regulatory risks. "My continual challenge is to stay on top of these changes and make sure that risks, especially regulatory risks, are identified and managed by the Business Leadership," Lewis explains.
Safeguarding Integrity
Lewis was instrumental in performing a critical role in helping to develop and implement the company’s Enterprise Risk Management (ERM) program, which was built in collaboration with the CFO and the Risk Committee, to formalize Sinclair’s risk assessment framework.
The genesis of the ERM program involved meticulous research and collaboration. "We methodically developed a program by first interviewing industry peers and reaching out to experts in the ERM arena," Lewis explains. His involvement as a member of the Advisory Board of North Carolina State University’s ERM Initiative further enriched Sinclair's approach to risk management.
Central to the ERM program was the identification of key risks across the enterprise. Internal interviews with business leaders, coupled with established risk ranking criteria, facilitated a comprehensive understanding of Sinclair's risk landscape. Leveraging Governance/Risk/ Compliance (GRC) software tools, the internal
team managed the risk assessment process, presenting the top risks to senior leadership and subsequently to the Board.
The evolution of Sinclair's ERM program is ongoing, with the Compliance team dedicated to enhancing its efficacy continuously. "Throughout the year, the Compliance team continues to enhance the ERM program so that it remains valuable and helpful to the company’s leadership," Lewis affirms.
"Sinclair’s reputation for integrity, coupled with compelling content, is an asset that we protect and nurture," Lewis asserts. Upholding ethics and compliance standards not only reinforce Sinclair's reputation but also underscores its commitment to operating with honesty and integrity in a competitive marketplace.
Compliance efforts align seamlessly with Sinclair's strategic goals, ensuring that its broadcast business operates in the public interest and complies with legal and regulatory requirements. "Our compliance program is also a mechanism that we use to support and protect our FCC broadcast licenses," Lewis emphasizes, underscoring the integral role of compliance in safeguarding Sinclair's operational integrity.
Fostering a Culture of Compliance
At Sinclair, cultivating a culture of compliance extends beyond mere rhetoric—it is a testament to the organization's commitment to integrity and ethical conduct. Lewis plays a pivotal role in ensuring that this commitment permeates every level of the enterprise, fostering a culture where compliance is not just a mandate but a way of doing business.
Lewis emphasizes the importance of support for compliance across the Sinclair enterprise and at the station level. "Part of my role is to
Lewis's ability to understand employee perspectives plays a crucial role in fostering a culture where employees feel empowered to raise compliance issues
be visible," he asserts, highlighting his proactive engagement with internal business leaders and employees to foster a deeper understanding of regulatory requirements and to instill a sense of accountability for compliance.
Leading by example, Sinclair's leadership, including the CEO and the Executive Team, demonstrates an unwavering commitment to honesty, fair dealings, and integrity. "The main quality of a leader is not only to talk the talk but to walk the walk," Lewis emphasizes. This commitment is cascaded throughout the organization, reinforcing the importance of compliance at every level.
Sinclair ensures accessibility and transparency in compliance processes, making it easy for employees to seek guidance or report compliance issues. Whether through direct communication with compliance or legal teams, utilizing the compliance hotline, or emailing the compliance email address, employees are encouraged to voice their concerns and seek assistance.
Lewis's ability to understand employee perspectives plays a crucial role in fostering a culture where employees feel empowered to raise compliance issues. "My ability to listen and have employees feel that their voice is heard when describing a compliance issue is also essential in incorporating a culture of compliance within the company," Lewis affirms, underscoring the importance of employee engagement in Sinclair's compliance journey.
Upholding Integrity with a Commitment to Compliance
At the core of Sinclair's ethos lies a steadfast commitment to operating within the bounds of the law and upholding the highest standards of integrity. Lewis underscores the importance
of ensuring that viewers and regulators alike perceive Sinclair as a company dedicated to legal compliance and ethical conduct.
"In our TV broadcast business, we have a responsibility to serve the needs of the community," Lewis emphasizes, highlighting the company's obligation to operate in the public interest, convenience, or necessity, as outlined by the FCC. Sinclair takes this responsibility seriously, not only out of a legal obligation but also as a moral imperative.
Central to Sinclair's compliance strategy is leveraging technology and data analytics to navigate the increasingly complex regulatory landscape. "Top goals involve the continued increased use of technology and data analytics in our compliance organization," Lewis asserts. Recognizing the pivotal role of technology in detecting vulnerabilities and implementing proactive mitigation processes, Sinclair has invested in sophisticated Governance Risk and Compliance solutions.
Lewis acknowledges the robust support within Sinclair for enhancing compliance efforts, evident in the adoption of advanced compliance tracking tools. "We track inquiries from employees to keep a pulse on areas of concern and to tailor our compliance training accordingly," Lewis explains. By incorporating feedback from employees and past training sessions, Sinclair ensures that compliance training remains practical and relevant.
"Our goal is to enhance compliance training to make it even more practical and relevant," Lewis affirms, emphasizing the importance of aligning training initiatives with employee needs and regulatory requirements. Through continuous improvement and investment in technology, Sinclair remains steadfast in
Through continuous improvement and investment in technology, Sinclair remains steadfast in its commitment to upholding integrity and compliance in every aspect of its operations
its commitment to upholding integrity and compliance in every aspect of its operations.
The Path to Leadership: Lessons Learned
Lewis reflects on his professional journey, acknowledging the pivotal role played by mentors and experiences that shaped his career trajectory. From his early days as a Partner at a technology law firm to serving as an SVP in the Chicago Stock Exchange’s International Business Unit, Lewis's career boasts a diverse array of accomplishments.
His tenure as Senior Vice PresidentCompliance and the Chief Accessibility Officer at AT&T and subsequently as the General Counsel and Chief Compliance Officer for an energy company equipped him with invaluable insights into compliance and regulatory affairs. "Those positions really prepared me for Sinclair," Lewis reflects, highlighting the seamless transition into his role as the first Chief Compliance Officer at Sinclair.
Central to his success has been the unwavering support of his Legal partners, whose expertise and proactive guidance have
been instrumental in navigating the complex regulatory landscape. "My biggest challenge was deep diving into the myriad of federal and FCC regulations," Lewis admits, underscoring the importance of collaboration in addressing regulatory complexities.
Setting the tone for compliance has been a cornerstone of Lewis's leadership philosophy. "Ownership of compliance must be felt in all levels of any business organization," he asserts, emphasizing the importance of instilling a culture of compliance from top to bottom.
Reflecting on his career, Lewis notes the rarity of instances of intentional misconduct, attributing most regulatory miscues to honest mistakes and human error. "I really have had extremely few instances in my career of instances of intentional misconduct," Lewis affirms, highlighting the importance of fostering a culture where employees feel empowered to navigate regulatory challenges with integrity.
Beyond his professional achievements, Lewis considers raising four children with his wife as his most significant accomplishment, underscoring the importance of balance and personal fulfillment amidst career milestones.
Changes in Advertising
Brian Jacobs, Co-Founder at Crater Lake and Company
I’ve spent my whole career in advertising.
As a child, I liked the ads I saw on TV, probably because they allowed me a few more minutes before being bundled off to bed although I prefer my post-rationalised explanation that I was fascinated by their ability to communicate so much so quickly. Back then, many did seem to find advertising interesting. It was said that ‘everyone is an expert in two things: their own job and advertising’.
Ads were a part of popular culture; people knew them and quoted them. Tag lines became part of the language; depending on your era, there are many in the UK who remember ‘You’ve been Tangoed’; ‘I’m a secret lemonade drinker’; Good things come to those who wait; For mash get Smash’; or ‘I’d like to buy the world a Coke’ sung by a scratch choir on a hilltop in Italy.
The fact that the ad industry is changing is hardly surprising; the same could be said of any sector, but once again for whatever reason advertising generates interest, even if these days ‘Isn’t it all on Facebook?’ has replaced being invited to listen to thoughts on the latest Guinness campaign.
Yes, advertising is changing but certain key principles continue to underpin successful campaigns.
Depending on whether you’re an American or a Brit, it was either John Wanamaker or Lord Leverhulme who said: ‘I know half my advertising is wasted, the problem is I don’t know which half’. Given that this remark (whoever said it) is about 100 years old you might be forgiven for thinking we’ve worked out which half, and what to do about it.
Brian Jacobs has worked in the media side of advertising for agencies including Leo Burnett, Carat, and Universal McCann. He’s been responsible for media activity in multiple countries for clients including Procter and Gamble, McDonald’s, Kellogg’s, and Volkswagen. He set up Brian Jacobs and Associates in 2006 and has consulted for companies including Suzuki, the ISBA, Hiscox, Boots, Kantar Media, and a number of media agencies and tech startups. He co-authored (with the late Dr. Simon Broadbent) the standard textbook on media advertising: ‘Spending Advertising Money’. Brian is a Fellow of the IPA (Institute of Practitioners in Advertising).
We are in danger of getting the balance wrong; of focussing on data around the audience over the idea
But we haven’t. Rather, the percentage that doesn’t work has most likely increased. Just why some advertising does work is comparatively easy to explain after the event; producing advertising which is likely to work is quite another thing.
For advertising to do its job, whether that’s persuading people to try something for the first time, selling more to current users, improving a brand’s reputation, or requesting more information, two elements need to come together.
First, there’s the idea. Something that will grab peoples’ attention, inform, amuse, entertain, and be remembered.
Second, there are people. The right people in sufficient numbers need to see it, notice it, and do something as a result.
Getting the right idea in front of the right people, at the right time is easier said than done. It’s a matter of balance – a brilliant idea that nobody sees is useless; equally useless is reaching all the right people with an idea so dull that nobody remembers it.
Planning an ad campaign has always been a matter of judgment over exactitude. We stack the odds using insights generated from data,
mixed with creativity using our expertise and hope the cards fall as they should.
We are in danger of getting the balance wrong; of focussing on data around the audience over the idea.
Originality and creativity have always cut through. Data and statistics have their place but in just the same way that you can give ten people the same ingredients and not all will produce a wonderful dish, so you need magic to create something unique.
Over the last couple of decades, the growth of online media forms over more traditional channels like TV, newspapers, or magazines has been well documented.
Not only have the channels themselves changed, but so too has the way we consume them.
The days of sitting quietly in front of the TV, watching the flickering image on the box in the corner are as we all know long past (if they ever existed beyond the world of fanciful illustrations in magazines, which I doubt).
Today we switch from screen to screen. When ‘watching’ TV, we look at TikTok or YouTube, we search, and we look at WhatsApp. We are aware of commercial messages but modern-day
The online platforms like Facebook, Google, and the rest are very largely funded by advertising. And the advertising they attract is driven there by the data they collect on the audience they deliver
tag lines as memorable as those at the front of this article are hard to come by.
The majority of people these days form their view of the world not from trained journalists, or subject experts but from those they choose to follow online. Yes, sometimes these are trained journalists but often they’re not, they’re just someone with a loud-hailer and a keyboard.
Sometimes they’re not a person at all but an automated response-generator spewing out content from a bot farm controlled by someone somewhere with a particular agenda.
This in itself is deeply concerning (what even is ‘truth’ these days?), but what’s it got to do with advertising?
The answer stems from a loss of confidence in our own judgment.
The online platforms like Facebook, Google, and the rest are very largely funded by advertising. And the advertising they attract is driven there by the data they collect on the audience they deliver.
There is no question that these media forms appeal to a lot of people – they’re largely free to the end user, and they’re useful.
Yes, they attract those intent on causing harm, but then isn’t that a risk with all publicly available content? (Actually, to nothing like the same degree, that’s what Editors are for. But that’s for another day).
The appeal of the online channels to advertisers is rooted in apparent certainty. They ‘know’ that many millions use them; they see how many click on an ad; they monitor the millions of likes generated.
But this is a fake certainty; in fact, it’s not ‘certain’ at all.
Likes and clicks have been shown to have very little to do with business success. No
doubt in part because the millions of likes and clicks are not all human. But human or not they’re quantifiable, (apparently) unarguable; they owe nothing to judgment.
They appear to be facts (they’re numbers after all); and relying on even non-facts is more comfortable to many than having them make a judgment on what is ‘good’ versus what is not.
One of the best creative minds in advertising is Sir John Hegarty. Sir John is also a wine buff – he owns a vineyard. Here’s what he wrote in the last couple of weeks on social media on how he judges his own wine:
“Last month I was talking to our wine-maker Jessica Servet Chardron about the best time to harvest grapes.
The perfect time is when the fruit has acid and sugar in the right proportions (this is called phenolic balance if you’re interested).
Lots of winemakers rely on lab tests to determine when this is. We prefer to trust Jessica’s palette.
Why make a personal, rather than a scienceinformed choice? It allows for serendipity, imperfection, and subjectivity.
You get a wine that’s unique, idiosyncratic: more human.
After all, no-one wants a data-driven wine.
It’s the same in business. Relying on stats, substantiation, and AI is a pursuit for perfection, for “correct”. It’s setting us on course for a world of blandness.
It’s not just illusionary. It’s dull.
Leonard Cohen said it well: “There is a crack in everything, that's how the light gets in.”
As with wine, so with advertising. The more unique, idiosyncratic, and human the more the light will get in.
Stop wasting money on events
David Preston, CEO and Co-founder of Realise
How to get real value from your event marketing
I am passionate about the power of events to drive business and strengthen customer loyalty. Everyone at Realise feels the same.
That is why we go a little nuts when we see companies of all sizes wasting the enormous potential of their events.
I don’t want you to be one of those companies so here are a few thoughts that might help you ensure you don’t fall into that trap.
There is a simple formula we have developed for turning any event into one that gets results. And by results, I mean real business results.
Having the ability to: collect data that aligns to your business objectives,
connect context to attendee data about their actual interests, and create actionable insights that grow your business.
We call it D + C = Ai or Data + Context = Actionable insights (and aren’t you glad it’s not the other AI?!).
Events are a data goldmine. Event technology is constantly improving our ability to amass enormous amounts of data, but data by itself is just a series of ones and zeros. Individual nuggets of unknown value.
Event technology platforms offer options that let you go beyond collecting just the information on a typical business card, but, if that little amount of detail is all your business
David is CEO and Co-founder with COO Richard John of Realise. His work reaches into every part of the event industry – as a strategic service provider and educator, Event Apprenticeship coach, and Elevate Mentoring Board member. His team works with clients in the UK and across Europe, in the Middle East, Australia, and the U.S.A. David was named Most Influential CEO 2023 – UK (Event Registration & Intelligence) by CEO Review and recognized in 2024 by CEO View.
Event technology platforms offer options that let you go beyond collecting just the information on a typical business card, but, if that little amount of detail is all your business needs to succeed, no need for you to read on
needs to succeed, no need for you to read on. Stop spending money on events and go buy targeted lists and provide better sales training.
The real gold in the mine is context. Wrap each attendee’s data with context and you create a powerful combination. One that will have your sales team lining up for leads from your events – and your pipeline filled with real opportunities not just hope.
Let me give you an example.
Saving money vs. enriching attendee data. Even though the leading event tech platforms such as Cvent, Visit by GES, Certain, and Entegy offer tools for collecting context, many event planners are incented to “save” money – choosing to stick with basic registration.
Consider the conversation your salesperson can have with someone after attending one of your events when all they know is: the attendee’s name, company name, job title, etc. plus the event name. Maybe you connected each attendee with the products or services they currently own, who knows?
“Hi, you recently attended our ABC conference, how can we help you take the next step?”
Now consider how that conversation changes when you wrap it with context.
“Hi, so glad you were able to spend time at our ABC conference. I see you attended these three sessions [...] that focused on [...]. Which one had the most value for you? What stood out?
We have a White Paper I’ll forward to you that expands on the session topics.
And during the six product demos, our staff noted you have a couple of upcoming projects these solutions might help you with.
I can coordinate a more in-depth review with your decision-making team. Would that be useful?”
That’s the power of context. It turns a warm follow-up call into a personal conversation based on what the customer is interested in and cares about. Your salesperson is ready with relevant new ideas or resources. Imagine how the prospect or customer feels when they know they have been heard.
The conversation becomes a consultative sale because your event team provided context giving the sales team actionable insights.
It is possible to get this kind of result with your very next event. Simply prioritise a fraction of the budget for the attendee engagement tools available in your event management platform.
Which sessions did each attendee choose?
How long did they stay? (Big difference between staying the full time and leaving a session after the first five minutes.)
What product or services stands did they visit? (Ideally, the event staff have skillfully used the lead capture tool to learn budget, decision-making authority, need, timing.)
What meetings did they have?
That is D + C = Ai. Data plus Context equals Actionable insights.
Powerful.
Now if you share this with your event marketing team and look to them to rethink the event data you have been collecting, you can redefine what you really need to learn from each event investment. You can capitalise on your events by using the power of context.
MOST INNOVATIVE COMPANY
TO WATCH IN 2024
Gonggong
REVOLUTIONIZING AIR
PURIFICATION FOR A HEALTHIER, SUSTAINABLE FUTURE
Imagine stepping outside on a sunny day, only to see a yellow haze hanging in the sky. That's the reality for many, thanks to desertification and the ever-present yellow dust exacerbated by the climate crisis. But it's not just the outdoors that's problematic. Ventilating buildings while trying to keep them energy-efficient and comfortable has become a juggling act, and indoor air quality is paying the price.
Sunun Lee, Founder and CEO of Gonggong, was shocked to discover that existing air purification technologies weren't effective enough to turn polluted air into clean air. Lee strongly believes that creating clean air
sustainably is about more than just technology; it holds deeper meaning and value. "Creating clean air sustainably holds meaning and value beyond just the science," he says. Gonggong stands for universal air purification, aiming for coexistence and mutual prosperity with the community, the environment, partner companies, and our future.
Gonggong's mission? "We strive to provide our customers with easy and convenient health management through sustainable air quality improvement." Their ambitious vision? "To become the most sustainable company on Earth." And their ultimate goal? "To become the world's number one healthcare company through indoor air quality management."
LEE, FOUNDER AND CEO OF GONGGONG
SUNUN
Gonggong's goal is to provide a general-purpose air purification technology that balances design, price, performance, ease of use, and maintenance convenience
One of Gonggong's crown jewels is Swasher, their cutting-edge air purifier. The name Swasher, inspired by "Swirl," "Safe," and "Sustainable," hints at its innovative design. This isn't your typical air purifier. Traditional cyclone dust collection technology merely reduced the rotational radius of the fluid in the conical section. Gonggong took it a step further by using water, creating a quieter and more powerful system. Plus, their unique electrostatic precipitation technology— sans electrostatic plates—can capture particles smaller than ultrafine dust, outperforming even HEPA filters.
So, the next time you step outside and feel the weight of the world in the air you breathe, remember that Gonggong is working to make every breath a bit cleaner. Because at the end of the day, who doesn't want to breathe easy?
Breathing Innovation: The Future of Air Purification
Swasher, a groundbreaking innovation in air purification, promises a refreshing living environment. This revolutionary product, developed through consultations with occupational health and safety experts and thermodynamic energy efficiency experts, represents the pinnacle of sustainable air purification technology. But creating this technology was just the first hurdle. Proving its excellence posed an even greater challenge.
Sunun quickly realized that the issues extended beyond air purification technology. "It turned out that air quality measurement technology also had problems," he explains. Existing measurement technologies weren't
suitable for evaluating water-based air purification systems. They had low measurement accuracy and short sensor lifespans. To tackle these issues, Gonggong conducted extensive research and development with specialized institutions, even publishing papers through their own efforts. Their ambitious goal is to get published in the prestigious journal, Nature.
The difference between cleanroom air purification technology and household air purification technology lies in the number of filters used. Cleanrooms use 30 to 50 or more filters, creating a dust-free environment, while typical household systems use a single filter, resulting in ordinary levels of dust accumulation. However, this cleanroom-level technology is not practical for widespread use due to the
high cost of filters, the labor and time required to replace them, and the social costs associated with producing and disposing of them.
Swasher, on the other hand, uses water as a filter. "We can use clean water, hard water, muddy water, rainwater, and even river water," says Lee. This innovation drastically reduces air purification maintenance costs to zero, aiming to make cleanroom-level air quality accessible worldwide.
Building on their primary technology, double vortex air purification, Gonggong has advanced to a secondary technology known as electrostatic precipitation, integrated into the Swasher S. This technology combines electrostatic dust collection with the double vortex system but replaces the dust collection plate with water. This fusion allows for the purification of significantly larger volumes of air with the same amount of water, regardless of its quality.
Gonggong's goal is to provide a generalpurpose air purification technology that balances design, price, performance, ease of use, and maintenance convenience. With Swasher, they are paving the way for a future where everyone can breathe cleaner, healthier air.
Creating Sustainable Solutions for a Cleaner Future
Traditional disposable filters just don't cut it when it comes to sustainability. To remove a mere 10 grams of fine dust, you need a filter that weighs 10 times that amount—100 grams. This creates a massive waste problem, turning 10 grams of fine dust into 110 grams of waste, including the filter itself. And that waste has to be dealt with, often through incineration, which further exacerbates environmental issues.
Gonggong's mission is clear: to provide customers with an easy and convenient way to obtain clean air and improve their health, without the need to understand complex theories or bear high costs
Sunun highlights this problem: "The efficiency of these filters decreases as air pollution worsens and the volume of air needing purification increases." This means filters have a shorter lifespan in more polluted areas, making it incredibly costly to maintain air quality. For many regions suffering from severe air pollution, traditional air purification becomes a luxury they can't afford.
Hygiene is another major concern with disposable filters. If filters aren't replaced on time, they can start to smell bad, pose fire risks, and even become health hazards. Some products use disinfectants or produce ozone, which can ironically harm the very health they're supposed to protect.
Gonggong's approach with Swasher aims to restore confidence in air purification by making it safer, more affordable, and easier to manage. "Our goal is to offer enhanced accessibility through lower maintenance costs, ease of use, and a commitment to sustainability," says Lee. Despite requiring water, Swasher's lightweight design and sustainable approach make it a game-changer.
The core module of Swasher is versatile and easily scalable, whether for miniaturization, enlargement, or automation. Traditional air purification technologies struggle with automation, but Swasher simplifies it. Much like a water purifier replaces water, Swasher can establish an automated system, offering powerful performance in a compact size and reducing costs. This makes it highly advantageous for large-scale and industrial applications.
Gonggong’s Vision for a Healthier Future
Gonggong's mission is clear: to provide customers with an easy and convenient way to obtain clean air and improve their health, without the need to understand complex theories or bear high costs. To
make this a reality, the company is preparing to integrate IT and AI technologies into their products.
"Through partnerships with large companies, we aim to quickly reach more customers," says Sunun. These collaborations will make it easier for people to discover and use Gonggong's innovative products. Lee also admires YouTube sensation Mark Rober. "I hope for the opportunity to collaborate with him. His innovative approach and engaging content are truly inspiring," he shares. Such a collaboration would enable Gonggong to reach a wider audience and share their passion for cutting-edge technology and sustainable solutions.
Existing Direct Air Capture (DAC) technology comes with significant drawbacks, such as the
waste of liquid and electricity. Gonggong's technology, which excels in reducing liquid and electricity usage, aims to improve not only household air quality but also outdoor air quality. This is a step towards a sustainable future. While hoping for a future where air quality doesn't worsen, Gonggong is also considering large-scale systems that combine dams and natural air purification technology to improve air quality at the city level.
By leveraging the strengths of their technology, Gonggong is committed to making a positive impact on the environment. Their vision extends beyond individual households to encompass entire cities, ensuring that everyone can breathe cleaner, healthier air.
Empowering Collaboration Through Empathy
Geoffrey M. Roche, Director of Workforce Development (North America), Siemens Healthineers
Hi Geoffrey. Please tell us about your background and areas of expertise. I inspire and equip leaders in the Eds and Meds (Education and Healthcare) to come together to solve the most pressing issues such as leadership, education, culture, and workforce transformation. My recipe? As a heart leader, I champion transformative leadership through empathy and strategic innovation. 'Empowering Collaboration Through Empathy' embodies my mission to unite diverse perspectives for ground-breaking solutions. Join me in leading with purpose and heart.
What do you love the most about your current role?
The opportunity to engage and support healthcare systems to build a more sustainable workforce.
As a heart leader, what do you think leaders must do to allow themselves to develop a transformative leadership mindset?
In a world craving genuine connection and purposeful change, I stand as a beacon of transformation. My mission is to lead with heart, blending empathy with innovation to navigate
My mission is to lead with heart, blending empathy with innovation to navigate the challenges of tomorrow
Geoffrey M. Roche is a trusted thought leader and influencer seeking a C-Suite leadership role. He inspires and equips leaders in the Eds and Meds to come together, innovate and solve the most pressing leadership and culture issues so that the workforce is transformed. He is passionate about the intersection of healthcare innovation, Social Determinants of Health (SDOH), digital health, and health equity. He is a firm advocate of developing strategic plans with a DEI lens and interested in organizations that promote a culture of excellence. He has a history of successfully leading transformation initiatives in alignment with an organization’s mission, vision, and values.
Recently, in an exclusive interview with CXO Outlook Magazine, Geoffrey shared his professional trajectory, the three major trends to watch out for in the education and healthcare space, significant career milestones, his favorite quote, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
the challenges of tomorrow. Join me in crafting solutions that not only innovate but resonate deeply within our communities. Let us embed a culture of empathy, resilience, and purposedriven transformation that transcends traditional boundaries. Together, we must create meaningful and authentic relationships, and pave the way for sustainable success.
You are also an Executive Advisor, National Health Care Practice at Core Education. Can you please tell us about this corporation and your role in it?
The systemic challenges facing higher education disproportionately impact nonprofit institutions. As a public benefit corporation, it is not just in Core’s mission to transform nonprofit universities, it’s in our DNA. Core has built a talented staff with significant organizational depth that would be out of reach for nonprofit institutions. My role is serving as a National Healthcare Executive Advisor.
What are the three major trends do you foresee in your industry in the next 12 months?
The trends include continued workforce challenges, disruption from AI, new technologies, and startups, and the constant systemic challenges in the United States with the health insurance system.
What has been your career highlight so far? And conversely, what has been your biggest learning curve or difficulty to overcome?
I have many career highlights but one that comes to mind is achieving my dreams of being asked to speak at national healthcare conferences as
a thought leader and those include HIMSS, Becker’s Healthcare Annual Meeting, ViVE, HLTH, ASU+GSV, among others. The biggest difficulty for me has been dealing with challenging and toxic leaders.
If you could have a one-hour meeting with someone famous who is alive or dead, who would it be and why?
I absolutely aspire to have a one-hour meeting with Former President Barack Obama as he always motivated and inspired me from a leadership standpoint to do and give more in service to others.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I focus on my high intensity cardio workouts as self-care, and I constantly work to motivate the teams I serve alongside through compassionate and heart leadership.
What is your favorite quote?
It is common sense to take a method and try it. If it fails, admit it frankly and try another. But above all, try something. President Franklin D. Roosevelt
Tell us about your future plans. Where do you see yourself in the next 5 years?
I hope to have earned my Doctorate in Leadership and continue to advance my leadership journey.
What advice would you give to anyone starting out on their career in the Eds and Meds industry?
Find a mentor, dream big dreams, focus on impact, and lead others compassionately.
Building High-Performing & Human-Centric Cultures at Work
Ivan Palomino, Managing Partner, PeopleKult
Hi Ivan. Please tell us about your background and areas of interest. I grew up in two amazing places! I was born in Peru, which is known for its warm and caring people. In my teen years, I moved to Switzerland, which highly respects logic and structure. Living in such different places helped me understand and embrace how people think and act, especially when it comes to changing things at work in the context of business transformation.
I’ve always been fascinated by the intricacies of human psychology. This fascination led me to spend nearly 18 years at a Fortune 500 company
in the area of strategy and innovation, where I experienced firsthand the impact of human behavior on organizational transformation. As I observed, the human brain is naturally resistant to change, and when people do not feel aligned with the values of their organization, innovation and progress stagnate.
This experience ignited my quest on how to effectively nudge people towards change. Recognizing that my existing knowledge and experience were insufficient, I embarked on a journey to understand the depths of neuroscience and positive psychology.
Founding PeopleKult was the result of using our framework based on brain science and using technology to amplify change at scale
Ivan Palomino is a recognized expert on Behavioral Sciences applied to Culture Change and Learning. He has worked with more than 100 corporations to build high-performing and humancentric cultures at work. Ivan is the CEO of PeopleKult, the host of the Growth Hacking Culture podcast, and co-author of the book, “The Rough Guide to Awesome Leadership”. Recently, in an exclusive interview with CXO Outlook Magazine, Ivan shared his professional trajectory, what sets PeopleKult apart from other market competitors, the top 3 tips to building human-centric work cultures, the best piece of advice he has ever received, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Founding PeopleKult was the result of using our framework based on brain science and using technology to amplify change at scale.
What sets PeopleKult apart from other market competitors?
There are not many options to effectively tackle the common cultural challenges in corporations. The following 3 challenges are often raised, but not addressed well with traditional solutions:
• Aligning employees’ behaviors to the company values – making them understandable, practical, and sustainable
• Diagnosing the underlying cultural pain points so that organizations can act on the right problems
• Fixing the usual cultural problems: collaboration, agility, connection, innovation, resilience, and accountability
Work Culture is a challenge for many organizations – companies who do not have a healthy work culture:
• Have 10x loss of revenues compared to peers that have a strong organizational culture
• Have a higher cost per employee due to lower productivity
• Have 88% less chance to attract talent prioritizing thriving work cultures
PeopleKult’s operational framework based on Design Thinking allows us to implement solutions that provide high agility, employee centricity, and impact based on data.
Our ‘secret-sauce’ is rooted in scientific rigor:
• Brain-based behavior change: PeopleKult leverages the intricacies of neuroscience to nudge individuals towards desired cultural norms.
• Data-driven solutions: Assumptions are cast aside as PeopleKult employs data and technology to identify and address real-world problems.
• Impact measurement: PeopleKult quantifies the impact of the interventions, providing tangible evidence of their success.
How would you define behavioral design? Why is it so important today?
Behavioral design applied to work culture means embedding psychological principles to shape and influence employee behaviors in a way that benefits both the organization and the employees themselves.
Organizations need to define the desired behaviors they want to cultivate within the work culture
This implies:
• Understanding Employee Behavior: Behavioral design starts with understanding the factors that influence employee behavior in the workplace. This could involve analyzing current work processes, employee feedback, and relevant research on motivation and decision-making.
• Identifying Desired Outcomes: Organizations need to define the desired behaviors they want to cultivate within the work culture. This might include fostering collaboration, improving innovation, or encouraging risk-taking.
• Designing Interventions: Employees need to be “nudged” towards the desired behaviors. These interventions can be subtle and can include:
o Workflow Tweaks: Reorganizing tasks or simplifying processes to make desired behaviors easier or more efficient.
o Incentive Structures: Implementing reward systems that recognize and reinforce desired behaviors.
o Social Cues: Utilizing social norms and peer pressure to promote desirable behaviors within teams.
o Feedback Mechanisms: Providing clear and timely feedback that highlights progress towards desired behaviors.
What can leaders do to allow themselves to find and channel that human-centric leadership mindset?
Some of the most impactful tools to cultivate a human-centric leadership mindset are easy to implement:
1. Focus on Strengths, Not Just Weaknesses:
• Shift your focus from fixing weaknesses to leveraging the strengths of yourself and your team members.
2. Foster a Growth Mindset:
• View challenges and setbacks as opportunities for learning and growth, both for yourself and your team. Encourage a culture where experimentation and calculated risks are celebrated.
3. Build Positive Relationships:
• Show genuine care and respect for your team members as individuals. Make time for personal interactions and actively listen to their concerns.
• Humans are social creatures. Foster a sense of belonging and team spirit through collaboration, team-building exercises, and recognition of collective achievements.
4. Boost the Power of Positive Emotions:
• Positive emotions and enthusiasm can be contagious. Express gratitude, celebrate successes, and use humor appropriately to create a more positive work environment.
5. Empowerment & Autonomy:
• Trust your team members and empower them with ownership over their work. This fosters a sense of agency and motivates them to go the extra mile.
• Help your team connect their work to a larger purpose. Knowing their contributions are meaningful boosts engagement and motivation.
Applying these strategies means practicing daily consistent behaviors, even if it is a couple of minutes per day: consistency is more important than the intensity of the action.
Remember, leadership is a journey. By continuously applying these positive psychology principles, you can become a more human-centric leader who empowers and inspires others!
Today's workforce thrives in environments that prioritize wellbeing and connection
The most valuable piece of advice that I have received at work is: “You can only learn by doing, with passion, and with real people - not in front of a computer.”
What are your top 3 tips to building human-centric work cultures?
Today's workforce thrives in environments that prioritize well-being and connection. Here are 3 ways organizations can leverage technology, psychology, and processes to rapidly develop a human-centric work culture:
1. Leverage on technology for Connection & Well-being
• Utilize collaboration tools to dismantle geographical barriers and foster a sense of connection among geographically dispersed teams.
• Implement tools that offer flexible schedules and remote work opportunities. This empowers employees to manage their well-being and create a healthier work-life balance.
• Partner with technology providers offering access to mindfulness apps, online therapy resources, or Employee Assistance Programs (EAPs) to prioritize employee mental health.
2. Psychology-Driven Practices for Engagement
• Implement platforms that allow recognition and feedback based on individual strengths. This empowers employees and reinforces positive behaviors.
• Utilize goal-setting processes such as OKRs and progress-tracking tools to create a sense of accomplishment and ownership over tasks. This leverages motivational psychology by providing a sense of achievement and mastery.
• Foster open communication and encourage respectful debate. Tools like anonymous feedback channels can help employees feel comfortable voicing concerns, creating a psychologically safe environment.
3. Build processes for Human Connection
• Schedule regular team meetings (virtual or in-person) that go beyond work updates. Allocate time for informal interactions and team bonding exercises. This fosters social connection and a sense of belonging.
• Move away from traditional yearly reviews. Implement ongoing feedback loops focused on development, strengths coaching, and goal setting.
• Analyze current workflows and identify opportunities for streamlining processes, reducing unnecessary workload, and promoting autonomy.
Please share the major takeaways from your book., ‘The Rough Guide to Awesome Leadership’. ‘The Rough Guide to Awesome Leadership’ is a book offering a pragmatic alternative to
traditional leadership manuals. Ditching overly academic approaches, this book provides a candid exploration of leadership development for those ready to translate theory into actionable habits. My co-author and I used some research on behavioral science to explore the key characteristics of successful leaders who:
• Prioritize team flourishing for sustained organizational success.
• Consistently implement micro-actions to optimize team interactions.
• Embrace a growth mindset, fostering continuous learning and development.
When writing this book, I had in mind the struggles for:
• Leaders seeking to enhance their impact.
• Emerging leaders who are looking for actionable strategies for success.
• Organizations aiming to foster a more human-centric culture.
In your academic or work career, were there any mentors who have helped you grow along the way? What’s the best piece of advice you have ever received?
In my career, I have found valuable inspiration not only from some of the leaders who had a positive impact on me and their teams but also from the toxic ones – It’s actually the people I found toxic who helped me draw a very clear line on what I can do without sacrificing my values and beliefs.
The most valuable piece of advice that I have received at work is: “You can only learn by doing, with passion, and with real peoplenot in front of a computer.”
Technology looks exciting on the HRTech side, as it allows organizations to be more data-driven, proactive, and agile
What is it that motivates and inspires you in your everyday life?
I grew up with the belief that success is about financial freedom and had a very unclear idea of what this means. The day that I got rid of this bias and did things that were aligned with my own purpose – life started to have a more delicious taste. This thought is part of my daily morning routine.
What are you particularly proud of in your career?
I was quite lucky that I had an interesting corporate career that allowed me to travel, learn from people, and have substantial perks. But guess what - I wasn’t connected with that specific corporate culture and it induced a major hit on my mental health. Moving away from this environment is still my proudest moment – it allowed everything that followed: entrepreneurship, being a more present father, and focusing on a life with purpose.
Where do you see yourself in the next 5 years?
5 years from now, it will be the time to scale up the accessibility of workplace psychology for anyone in an organization – it means that all this wealth of information, methodologies, and empirical learning that my team and I have cumulated, must be taught at a larger scale: either through an accessible book or designing learning curricula. I am already preparing this vision.
One piece of advice you would like to share with aspiring professionals from your industry.
Technology looks exciting on the HRTech side, as it allows organizations to be more data-driven, proactive, and agile. But the most important revolution in work culture is less about technology and more about the methodology to make employees thrive when learning, working, and breathing their culture.
