CXO Outlook – Magazine – March 2024 – Most Inspiring Business Leader – 2024

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Exploring the Contemporary Business Leadership in 2024

In the ever-evolving landscape of global business, the role of leadership has never been more vital. As we embark on a journey into the heart of 2024, the latest issue of CXO Outlook Magazine serves as a beacon, illuminating the trends and dynamics shaping the world of business leadership.

The year 2024 is marked by rapid technological advancements and unprecedented challenges. From artificial intelligence to blockchain technology, businesses are navigating uncharted waters. In this dynamic environment, effective leadership is not merely desirable but indispensable.

Leaders today serve as more than just captains of their ships; they are navigators charting courses through uncertain waters. They must strike a delicate balance between fostering innovation and maintaining stability within their organizations. Moreover, they inspire and empower their teams to overcome obstacles and achieve greatness.

In this special edition, CXO Outlook Magazine shines a spotlight on the

Most Inspiring Business Leaders, the Most Inspiring Business Woman of 2024, and the Most Innovative Company to Watch. These individuals and organizations exemplify exceptional leadership qualities, including resilience, innovation, empathy, and unwavering commitment.

One such leader featured on the cover is Peter Weedfald, Senior Vice President of Sales & Marketing at Sharp Home Electronics Company of America. With a wealth of

experience in sales, marketing, and technology, Weedfald's journey is an inspiring testament to effective leadership in action.

Within the pages of this issue, readers will find a tapestry of opinions and insights from industry leaders and experts. From discussions on emerging technologies to strategies for navigating organizational change, these perspectives offer a comprehensive overview of the latest trends in business and technology.

As the world continues to undergo profound transformations, the essence of leadership evolves alongside it. CXO Outlook Magazine remains a trusted companion for those seeking to understand, adapt, and thrive in this evershifting landscape. Through curated articles, interviews, and analyses, readers gain valuable insights and strategies for navigating contemporary leadership challenges. Enjoy Reading.

Sarath

PETER WEEDFALD

SVP SALES & MARKETING - SHARP TV, HOME & COMMERCIAL APPLIANCES – SEMCA, SHARP ELECTRONICS CORPORATION USA

REDEFINING LEADERSHIP WITH PASSION & PURPOSE

Alisha Simpson Watt

Executive Clinical Director and Founder of Collaborative ABA Services

Leading with Compassion and Expertise in Applied Behavior Analysis

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Klar2O A Solution for Clean, Safe Drinking Water

OpticWise

Bill Douglas, CEO of OpticWise.

Redefining Connectivity to Empower Buildings as Dynamic Hubs of Innovation and Efficiency

84

Tim Neill

Pioneering Risk Management in the Crypto Revolution Group Chief Risk Officer of Copper.co

64

CONTENTS

David Paulin

Paving the Way for the Next Generation of Underground Infrastructure Leaders Vice President, Always Underground Inc

56 Dr. Mohamed Genead Building on a Legacy of Innovation to Deliver the Next-generation Glyco-immune Therapeutics CEO, President, & Co-Founder, Aviceda Therapeutics

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34

76 Salvador Cano A Visionary Leader, Transforming the Logistics Industry CEO and Founder, PENTONIX Freight

Tim Shein

Helping Clients Transform their Businesses Through Exceptional POS Services President, King Business Services

Building Team, Culture, & Strategies to Make a Real Difference 22 IN MY VIEW

Cognizant

Making a Positive Impact on the Workplace

Chris Cummings, Group CEO, Wellbeing at Work & Co-Founder, Inside Out Awards

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LEADER'S INSIGHTS

Rob Bloom, Chief Marketing Officer, Aston Martin Aramco

F1 Team

We

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Carolyn

Hard

Dr.

Leading

Xi

Want to Sell or find Investor for your Business?

PETER WEEDFALD

SVP SALES & MARKETING - SHARP TV, HOME & COMMERCIAL APPLIANCES – SEMCA, SHARP ELECTRONICS CORPORATION USA

REDEFINING LEADERSHIP WITH PASSION & PURPOSE

Peter Weedfald joined Sharp Electronics Marketing Co. of America (SEMCA) in May 2015 and is responsible for overseeing the sales, brand, and digital marketing organizations for both Sharp’s U.S. Home and Commercial Appliance businesses under the Simply Better Living brand directive. He is a former senior vice president of sales and marketing for Samsung Electronics in the USA, an avid keynote presenter, and author on sales, marketing, technology, digital advertising, and business leadership.

For over 30 years, Peter’s experience includes working with very successful companies like Samsung Electronics, GE Licensing (General Electric), Viewsonic Corporation, Ziff Davis Publishing, Circuit City Stores and Lanier Business Systems. As the Author of “Green Reign Leadership: Business Lessons To Ensure Leadership Dominance”, Peter reveals and articulates many important aspects and philosophies of refulgent and caring leadership, the brave durable as steel pinning’s that allowed him to hire and lead great teams against granite wall odds and win.

Recently, in an exclusive interview with CXO Outlook Magazine, Peter shared his career trajectory, insights on the role of technology in fostering growth and innovation in the consumer electronics sector, the secret sauce behind his success, key takeaways from his book, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.

Hi Peter. Could you tell us about the path that brought you to your current position?

I began my career inside the IT and CE product technology sectors, always enveloped, schooled, and matured through both sales and marketing disciplines. This early experience has led me to personally believe, practice and articulate for decades that sales and marketing

(sales, brand, products, communications) together best congener, engine, and fuel the ability to make and take earned market share, when tightly coupled and fungible. I also enjoyed and benefitted from ten years of service in the content publishing industry with the Ziff Davis Publishing Company. We proudly and effectively sold and marketed growth engine editorial content brands as

The battle for consumers attention and pocketbooks will live, articulate and exercise through nanoseconds of smart AI customization and optimization, which will also enhance consumer loyalty and demand

exampled through PC Magazine, Computer Shopper, PC Week, Windows Sources and PC Computing magazines and web sites. I happily and passionately spent the rest of my career inside high tech companies determined to foster better, more efficient, and highly productive lifestyles for businesses and homes. These companies include Samsung Electronics, ViewSonic, GE and today, SHARP Electronics Home Products.

Through my evolving career journey, I am honored for my extended role as SVP of Sales and Marketing for the past nine years within SHARP’s Home Appliances and TV division. I proudly and humbly serve my SHARP company and brand, our customers, consumers, distributors, dealers, retailers, partners and most importantly, I serve our immediate team members, as I also serve and care for my family.

What is the role of technology in fostering growth and innovation in the consumer electronics sector?

The global consumer electronics market is predicted to reach $1.1 trillion by 2030 with the

entire industry expected to grow at a CAGR of around 5%, from 2023 to 2032. The growth of the consumer electronics market is primarily driven by hyper-changing technological advancements which of course motors change, profitable growth, and opportunities to enhance and steer consumer and business preferences, expectations, and productivity. Of course, as we already know and realize through our post digital economy, the next several years will usher and marshal in the rapid rise of AIpowered things, all with sensors throughout everything, coupled and in congress with the speed and accuracy of true 5G integration. Artificial intelligence will advance human productivity and deliverables absent of the need for human capital itself through the process. AI will best aggregate and accelerate, for both businesses and consumers, hyperspeed, precision communications, fastidiousintelligent collaborations, promulgated social commerce, and the magical art of imagination through augmented and repurposed content and provisions. AI will also enhance customer service and support through data lakes designed to auto-analyze purchase history,

preferences, creative triggers, promotional sales activity, and past transactions to best serve opportunity and demand. The battle for consumers attention and pocketbooks will live, articulate and exercise through nanoseconds of smart AI customization and optimization, which will also enhance consumer loyalty and demand. AI is the new growth engine to foster opportunity across and within every market opportunity.

How do you prioritize work-life balance in your daily routine? What strategies have proven most effective in maintaining this balance for yourself and your team?

First and foremost, I have been happily married for decades, which in-itself renders, and affords my affable personal work-life balance through mutual respect, care and share for our needs and wants at home; to best ensure our happiest, most productive life together. Second, I have always believed in creativity as the best, most valued meditation for a happy, productive life. As a concert pianist since early childhood, I am blessed to have my very own music and video recording studio with 12 advanced midi-keyboards and hefty, state of the art recording and playback gear. This affords me the opportunity to create, orchestrate and meditate through relaxing, private engagements of musical solace. For my team, I encourage creativity with an advanced approach of uniting sales and marketing as one creative and effective market practice. The best work life balance at home and or at work for me personally is the mindful, purposeful, and

My business plans are to continue changing, creating, learning, earning and giving with SHARP team members

and our customers towards over achieving our stated mission and goals

effective actions and promulgations of creativity to advance opportunity, to advance personal happiness, productivity, and prosperity.

What have been some of the lessons that you had to learn the hard way along your career path?

I have lived, worked, toiled, learned, and earned for decades through emasculating, rough and tumble sales, and business rejection. I realized, through assiduous trial and error, thru earned successes and unearned losses, that only when we study and recalibrate our kinetic sales and marketing barriers successfully turn our most difficult struggles into our most profitable opportunities. In essence, “risk never sleeps, especially with an ineffective strategy towards mollifying and taming rejection. My lessons learned are:

A. An objection is simply a hungry request for more information. That it is I who failed in the engagement, it is I that did not earn the right to ask for the order, to achieve the opportunity presented. Hence, rejection was served and unanswered. And rejection was served because I caused it, absent of earning the right to succeed in engagement. Absent of my ability to proactively palliate the objection, professionally and timely.

B. That when creativity and imagination congener, it they catalysts relevancy and collaboration to unite, to formulate earned opportunity.

C. That the formula I created and utilize daily, is the best proactive mathematics to steer around calm and tame rejection: CREATIVITY + RELEVANCY = WON. If you are highly creative yet not relevant you will surely lose to rejection. If you are highly relevant but not creative, you will surely lose to rejection. When creativity and relevancy are united and seamless in sales,

SHARP Home Appliances and I are honored to lend our support to Attitudes In Reverse (“AIR”), focused on educating on mental health, to ensure safety and suicide prevention for our children and youth

marketing, negotiations, communications, etc, victory will be yours.

D. That in sales, our best protection is the onslaught rejection as it is the core trigger to remind us of the need to learn how to earn the right to ask for an order, for a yes, for agreement to proceed not just ask for an order… earn the right for anything you wish to achieve.

E. That our business lives revolve and envelope around “change, focus and speed.” That in-order to build and succeed with your team we must constantly ensure growth thru change, then focus on the change for maturity followed by speeding up opportunity based upon that change and keen focus.

How sales and marketing leaders can be better mentors and true leaders of their teams?

I personally believe “the answers are out there”. With respect to this question, I suggest the very best way to mentor sales and marketing team members is to first understand their pain points, barriers, and their opportunities, perspectives, rationale: their desires and dreams with a deep dive into their responsibilities. In essence, you cannot be a mentor or docent absent of being a subject matter expert on the roles, responsibilities, and actuating triggers for your team members. More importantly, it is to listen to their thoughts, their problems, and solutions to accelerate the success of their function, of the team, of united market opportunities. Finally, I believe and practice in this business formula: SALES + MARKETING = WON. In essence, you can best mentor both sales and marketing, once you the leader have the dignity of knowledge, by uniting the teams together towards generating attention, interest, conviction, desire, and sales close. In

addition, I always declare that my role is to lead from behind. That the team member has the given responsibility reach, stretch, and achieve their stated business goals. That my role is to help, support, nourish and enhance their ability to achieve through our stated and united company vision and mission.

Over the years, you have been a recipient of prestigious awards and accolades such as one of the Top 100 Marketers among others. Our readers would love to know the secret sauce behind your success.

Thank you however, the “secret sauce” is not my personal success rather, our team’s united success towards achieving an agreed upon goal and KPI. There is no single award I can imagine in Business America, that is awarded based upon the one. That it always takes a highly focused, determined, energized and reliant team to gain purpose, to afford recognition, to accredit success. I will always and forever appreciate all the caring, sharing, and giving team members I have been blessed to run with and lead.

What skills will sales and marketing leaders need in the future? How do you stay sharp?

Sales and marketing team members both have different skill sets to address for their enhanced future, however, in many cases there are similarities. For example, from a leadership perspective for both groups, customer services, selling capabilities, negotiating, and influencing others along with decision-making, and leadership skills are quin essential. Beyond this, although

both groups have a process and methodology in varying tool kits to perform and succeed within their roles it is best to cross train the sales organization with the marketing organization to enlist a greater understanding of the triggers, insights, methodologies, and expectations towards mutually achieved sales and marketing success. I always smile when I hear that a sales and marketing organization not only does not intersect, share or reflect with each other but have little cross knowledge regarding the roles, tool kits, mission and responsibilities to ensure the success of their department… of “our departments”, together. Such an organization affords a competitive advantage to their competitors.

What drives you? How do you measure personal success?

The fire in the belly is what drives me. The fire in the belly cannot be rented, leased, faked, or afforded to another. For me, the fire in the belly is an internal, passionate desire to persist until I (until we) succeed. To energize opportunity and prevent the largest museum of failed products, failed intentions. Creativity and relevancy fuel’s the fire… having a customer, a consumer, a partner, a team member, a family member smile with gleeful happiness or success stokes and lights my fire (our fire) as one team to much more, together.

What are your plans for the future?

My business plans are to continue changing, creating, learning, earning and giving with SHARP team members and our customers towards over achieving our stated mission and goals. My personal plans mirror my business

plans however, with an inner focus on and for my loving family members success and happiness.

Looking ahead, what future innovations or improvements do you anticipate for the consumer electronics sector?

There are several improvements I believe ahead including: 1. the implementation of AI to accelerate profitable market share opportunities. 2. An acceleration of direct business (D2C) by all products and services through businesses and consumer brands. 3. An aggressive acceleration of automation and digital transformation through advanced tools, consumer centric plugins, and data lake mining designed for more relevant and creative human interaction. 4. The viceroy advancement of one-to-one marketing, offers and engagements to best stimulate, make and take competitive advantage.

What advice will you give to mid-level managers to move on to leadership roles?

“If you want to be the leader, act like the leader” is the core construct of my advice. And of course to treat all peers, team members, superiors, customers, consumers and our brand, products and services with enhanced respect, trust and appreciation for their contributions, their inclusion and support. And importantly, find ways to give back to the communities we do business in.

Finally care for your family values so you can care for your business values to ensure mutual success and happiness.

Why do you focus so much on giving back, specifically to children focused organizations?

I believe we should all have a stated and acted upon heart for the innocent, a sharing spirit of generosity in purpose and deliverables. Some of the cause giving and caring charities I have been blessed to incept, create, and mature are: Viewsonic Corporation - “The Journey of Hope” focused on Children Hospitals and child wellbeing across America, Samsung Electronics “The Four Seasons of Hope” focused on specific children charities, Circuit City – “Firedog across America” focused on financial support for the children of fallen firefighters. In addition, SHARP Home Appliances and I are honored to lend our support to Attitudes In Reverse (“AIR”), focused on educating on mental health, to ensure safety and suicide prevention for our children and youth.

As a leadership book Author, please describe your book Green Reign Leadership.

I am proud of my book Green Reign Leadership, available for sale in 9 countries translated and available additionally in Mandarin. GRL offers business executives lessons, principles, and rules to muscle up their personal and team leadership foundation. The book portrays leadership as the dominant force to competitive success, team inclusion and valued mission focused success. Each chapter provides insights and advice on how to develop and apply the leadership skills discussed. The book also includes case studies and examples from my own personal and business experience as a learning and teamearning business leader.

Building Team, Culture, & Strategies to Make a Real Difference

Rob Bloom, Chief Marketing Officer, Aston Martin Aramco Cognizant F1 Team

Rob, what inspired you to a career in marketing? How did you get your start in this industry?

Marketing is a platform to connect with people and make a real difference. I started off with my own content marketing agency and then broadened out through in-house roles in digital and ultimately the wider marketing mix. I’m ambitious and have high work ethic but driven by the passion to leverage the

platform to change lives for the better. We have a phrase at Aston Martin F1: ‘when the sport loves you back’, which truly captures my and the team’s ethos.

Please brief us about your roles and responsibilities as Chief Marketing Officer at Aston Martin F1 Team. I sit across the brand, marketing and the holistic audience engagement strategy at the

Rob Bloom is a marketing leader with a proven track record in developing the vision, strategy and structure to deliver brand and commercial growth. Rob joined Aston Martin Aramco Cognizant F1 Team as CMO in 2021 to relaunch a global icon back into Formula 1. He has since built the marketing operation from the ground-up, delivering significant growth in global fanbase, brand reputation and commercial value.

Previously, Rob developed the McLaren F1 Team global fan engagement and brand marketing strategy, with prior roles at FTSE 250 companies and founding a content marketing agency. Rob is an industry commentator and multiple award winner, named in the Leaders in Sport Under 40. Recently, in an exclusive interview with CXO Outlook Magazine, Rob shared his insights on the ever-changing landscape of digital marketing and emerging technologies such as AI, current roles and responsibilities as Chief Marketing Officer at Aston Martin Aramco Cognizant F1 Team, take on authentic leadership, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.

Despite the speed of technological advancements, we need to remember the purity of the story – what are we trying to say and how does technology enable us to reach that endpoint?

F1 has one of the best B2B platform in the world in its at-track hospitality experience, which is a hotbed of B2B engagement. Low volume, high effectiveness

Aston Martin F1 team, which covers a broad range of disciplines for both our brand and our commercial-partners. The team is 33 years old but rebranded as Aston Martin when I joined in 2021, providing the ultimate brief to blend performance, luxury and sport. We’ve created an aspirational brand that serves to inspire, something truly meaningful that is a beacon for fans, commercial sponsors and further elevates the reputation of a 110-yearold global icon. It’s been the most incredible journey to build a team, culture and strategy that I believe is truly changing the game in F1.

How do you approach the ever-changing landscape of digital marketing and emerging technologies such as AI?

I was fortuitous to come into the industry at the time when digital and social were exploding, which was a reset moment for marketers and in turn opened the door to get into the industry. I see evolving trends and technologies as brilliant opportunities to switch it up and further evolve the user experience. My concern isn’t testing and adopting new tech – more so moving quickly enough to be a leader rather than follower. Equally, despite the speed of technological advancements, we need to remember the purity of the story – what are we trying to say and how does technology enable us to reach that endpoint?

What metrics do you measure to gauge the effectiveness of your marketing investments?

Ultimately, the focus of the team is maximizing revenues from commercial sponsors. Unlike other sports teams and rights holders, we don’t have a stadium to sell out or media rights to sell, but instead around two thirds of commercial revenue comes from our commercial-partners. It’s a hugely competitive landscape and to acquire new partners requires a brilliant brand, sizeable and engaged fanbase, and the creativity and ambition to activate partners with a sharp focus on ROI. We therefore operate our own measurement framework as a temperature check for how our brand is growing – including brand perception, fanbase growth, campaign effectiveness, engagement rates – and a scorecard for how we’re delivering against our partners’ individual KPIs.

What, in your view, should CMOs in B2B be doing more to drive core business value through marketing efforts?

I think distribution is everything in B2B. Social has become such a powerful tool – particularly in B2C – but has masked other important channels. Why pool your content budget into Instagram when your target audience is at trade events? It’s the side of marketing where potency outweighs volume. F1 has one of the best B2B platform in the world in its

at-track hospitality experience, which is a hotbed of B2B engagement. Low volume, high effectiveness.

Is there a particular person you are grateful for who helped get you to where you are?

There are a few, and I owe them a huge amount. Firstly, my sister’s a fantastic marketer and gave me the steer to explore copywriting and content marketing. And I’ve been fortunate to cross paths with a few brilliant people in my career. I love the idea of borrowing your favourite attributes from the people that you respect. Stuart Peddie (ECD, Havas Helia) is someone from whom I’ve borrowed a lot over the years –

one of the most brilliant minds in the industry.

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

It means modern leadership. A central set of beliefs and values that are authentic to you, and from which you build the foundations of engagement with your team – in the very same way that crafting a brand starts with a core belief.

What are some of your passions outside of work? What do you like to do in your time off?

I am a fan. Specifically, a fan of football, with an enduring love of Birmingham City F.C. I’ve travelled

It’s essential to value every interaction, treat people with kindness, exchange knowledge generously, and learn from those around you

around the country following the Blues and know what it means to often feel like it’s a one-way relationship. I also love to get away for a few days and reset, which is hugely important – particularly in a high-performance environment.

What is your biggest goal? Where do you see yourself in 5 years from now?

Ultimately, I would love to lead an organization. I believe that success is incremental, and I’ve trodden my own path to get where I am today. I took the role of CMO at Aston Martin F1 at 37 years old, so 5 years is a long time. I equally appreciate that you never stop learning, and no matter the size of your ambition, you can’t rush experience.

What advice would you give to somebody who is considering entering the field of marketing or has just entered the field and maybe, one day, they would like to become a CMO?

Someone once told me your network is your networth. Building a robust network from school, through university, and into the workplace is invaluable. It’s essential to value every interaction, treat people with kindness, exchange knowledge generously, and learn from those around you. By building these relationships, you never know who might offer you a life-changing opportunity, such as a CMO position. I believe any professional journey is enriched not just by what you know, but by who you know and the quality of the connections you maintain.

MOST INSPIRING BUSINESS WOMAN 2024

Alisha Simpson Watt

EXECUTIVE CLINICAL DIRECTOR AND FOUNDER OF COLLABORATIVE ABA SERVICES

LEADING WITH COMPASSION AND EXPERTISE IN APPLIED BEHAVIOR ANALYSIS

Alisha Simpson-Watt LCSW, BCBA, LBA is a compassionate force in the world of behavioral therapy and social work. As the Executive Clinical Director and Founder of Collaborative ABA Services, LLC, Alisha dedicates her days to empowering individuals and families impacted by developmental and behavioral challenges. "I believe in the power of direct engagement and connection," says Alisha, reflecting on her dual role as a leader and a frontline practitioner. "It's essential to stay grounded in the realities of those we serve."

Her journey into the field of social work began in 2008, when she served as a Family Service

Worker for an antipoverty agency, igniting her passion for making a tangible difference in people's lives. Over the years, she transitioned through various roles, from working as an IICAPS Clinician with at-risk youth in the court system to becoming a School Social Worker in 2012. Along the way, Alisha deepened her expertise in Applied Behavior Analysis, earning her BCBA certification in 2015.

Driven by her unwavering commitment to breaking down barriers to treatment and improving outcomes, Alisha founded Collaborative ABA Services in June 2019. What started as a modest endeavor with just two Behavior Technicians and one

Alisha Simpson Watt

EXECUTIVE CLINICAL DIRECTOR AND FOUNDER OF COLLABORATIVE ABA SERVICES

client has flourished into a thriving enterprise with over 25 dedicated professionals on board. Specializing in Applied Behavior Analysis and Autism Spectrum Disorder, Alisha's credentials speak volumes about her expertise and dedication.

From Social Work to Applied Behavior Analysis

Alisha wears multiple hats as both a Licensed Clinical Social Worker and a Board-Certified Behavior Analyst. Her career path was shaped by a profound desire to address the pressing needs of individuals with Autism Spectrum Disorder (ASD) in underserved communities. "As a

School Social Worker in an innercity school district, I witnessed firsthand the challenges faced by students diagnosed with Autism," reflects Alisha. "There were limited resources available, and lengthy waitlists for essential services like Applied Behavior Analysis."

Driven by a commitment to bridge this gap, Alisha embarked on a journey of professional development, returning to school to study Applied Behavior Analysis (ABA). She recognized the transformative potential of ABA not only for individuals with Autism but for diverse populations across the spectrum of disabilities. "In opening

Collaborative ABA Services, my goal was clear: to address the barriers to accessing quality care and meet the unique needs of the community," explains Alisha.

The primary objective and mission of Collaborative ABA Services, LLC are rooted in the belief in the power of partnerships to effect meaningful change in the lives of children and adolescents with developmental disabilities. Collaborative ABA Services operates under the motto of "Building Partnerships. Building Skills. Building Futures," embodying a commitment to comprehensive and collaborative care.

Through an interdisciplinary team approach, Collaborative ABA Services addresses a range of challenges, including maladaptive behaviors,

social skills deficits, language and communication impairments, and sensory needs. The team consists of professionals such as Board Certified Behavior Analysts, Behavior Technicians, Social Workers, Occupational Therapists, SpeechLanguage Pathologists and Administrative Operations Coordinator, working collaboratively to provide holistic support.

Over the years, Collaborative ABA Services has been recognized for its commitment to excellence and innovation in the field of Applied Behavior Analysis. Achievements include accreditation from the Behavioral Health Center of Excellence (BHCOE), recognition as the 2023 Connecticut WomanOwned Small Business of the Year by the SBA and CBIA, and recipient of the Outstanding New Business under 5 Years Award from the Middlesex Chamber of Commerce. As featured in Insights Care Magazine, Collaborative ABA Services has been lauded as one of the top ABA providers for its dedication to clinical quality and client-centered care.

A Holistic Approach to Accessible ABA Services

Collaborative ABA Services is committed to providing accessible Applied Behavior Analysis (ABA) services by meeting families where they are. "Our goal is to eliminate barriers to accessing much-needed services," says Alisha. "That's why we offer a range of options, including in-home, telehealth, clinic, and school-based services."

In the state of Connecticut, low Medicaid reimbursement rates pose a significant challenge for healthcare providers. Many companies are unable to sustain their operations with these rates, leading to limited access for

Medicaid patients. However, Collaborative ABA Services prioritizes serving Medicaid patients, with over 70% of their clients covered by Medicaid. In addition to providing direct services, Collaborative ABA Services is deeply involved in the community through sponsorships and volunteering.

What sets Collaborative ABA Services apart is their interdisciplinary approach to treatment.

Recognizing that each family is unique, they tailor their services to meet individual needs.

"We don't believe in a one-size-fits-all approach," explains Alisha. "Our interdisciplinary team collaborates to provide comprehensive care that addresses the diverse needs of our clients."

Empowering Families for Positive Outcomes

To meet the unique needs of each child and family, Collaborative ABA Services emphasizes a comprehensive treatment process that begins with an initial assessment. "Our approach is centered on understanding the individual's strengths and limitations," explains Alisha. "We assess various areas, including language, communication, socialization, coping skills, safety skills, and maladaptive behaviors."

Recognizing the diversity among individuals, Collaborative ABA Services utilizes a variety of assessments tailored to each person's needs. The treatment plan is developed collaboratively with parents/caregivers to ensure its relevance and effectiveness in meeting the family's goals.

"Parents/caregivers are essential partners in treatment," emphasizes Alisha. "Their input guides our approach and ensures that our interventions are socially significant."

Collaboration is at the core of Collaborative ABA Services' approach. A prime example

of this collaborative approach is seen in the partnership with a child's school team to address communication and behavior challenges. "Our team worked closely with the school to support the implementation of a communication device," recalls Alisha. "By practicing skills across home and school settings, the child was able to improve his communication abilities, leading to a decrease in behavior challenges."

The Power of Data in ABA Therapy

At Collaborative ABA Services, the impact of interventions is meticulously measured through consistent data collection and evaluation. Data collection occurs at every session, providing valuable insights into the effectiveness of interventions. Monthly progress reports and routine reassessments further inform treatment planning and decision-making. Alisha says, "It allows us to make informed decisions and adapt our strategies to best meet the needs of our clients."

The impact of Collaborative ABA Services' interventions is evident in the success stories they have witnessed. "We've seen incredible progress in non-verbal children who have gained fluency using alternative communication methods," shares Alisha. "Additionally, children who initially exhibited severe behaviors, such as self-injury and aggression, have learned to replace these behaviors with functional alternatives and develop coping skills." Successful discharges from ABA therapy further underscore the effectiveness of Collaborative ABA Services' approach.

Embracing Growth

Looking ahead, Alisha envisions continued growth and expansion for Collaborative ABA

Services to better meet the needs of families.

"In the future, we aim to expand our team and services, potentially adding additional providers to reduce our ABA waiting list and expanding our diagnostic Autism evaluation services," says Alisha.

For Alisha, the driving force behind her work in the field of Applied Behavior Analysis (ABA) is the opportunity to make a meaningful impact on the lives of others. "What inspires me is the chance to improve the lives of the families we serve," says Alisha. "I'm constantly in awe of our dedicated staff and their commitment to our mission."

Alisha's personal connection to Autism, both as a parent of a child with Autism and having family members with the condition,

adds a deeply personal dimension to her work. "As a parent and a professional, I understand the challenges faced by individuals with Autism and their families," explains Alisha. "It's a humbling experience that drives my passion for working in this field."

Despite her role as Executive Clinical Director and Founder of Collaborative ABA Services, Alisha remains actively involved in providing direct services to families. "I believe in leading by example and staying connected to the families we serve," says Alisha. As Alisha continues her journey in the field of ABA, her unwavering dedication to driving impact and inspiring change serves as a guiding light for the future of Collaborative ABA Services and the individuals and families they serve.

MOST INSPIRING BUSINESS LEADER 2024

David Paulin

VICE PRESIDENT, ALWAYS UNDERGROUND INC

PAVING THE WAY FOR THE NEXT GENERATION OF UNDERGROUND INFRASTRUCTURE LEADERS

David Paulin, Vice President at Always Underground Inc (AUI), has been leading and managing complex and innovative underground engineering projects for over a decade. He has a strong background and expertise in underground construction, design, and maintenance, as well as in safety, risk, and environmental management. He has successfully delivered multiple underground projects for various clients, including public, private, and industrial sectors, across different geographies and terrains.

As a visionary leader, David is deeply passionate about finding creative and sustainable solutions for underground challenges and

enjoys collaborating with diverse and talented teams of engineers, architects, contractors, and stakeholders. His goal is to continue to leverage his skills and experience to deliver high-quality and cost-effective underground engineering services that meet the needs and expectations of his clients and partners.

Let’s delve into David’s remarkable journey which serves as a beacon of inspiration for the next generation of underground infrastructure leaders.

Professional Trajectory

David was born and raised in Northwest Indiana. He started his career as a laborer in the field, worked as an equipment operator, and went on

DAVID PAULIN VICE PRESIDENT, ALWAYS UNDERGROUND INC

to become a crew lead. From there, he acquired a solid foundation of business knowledge and became a general foreman. He was bestowed the role of Vice President where he is currently responsible for managing day-to-day operations, equipment purchases, wage hikes, and making

sure AUI stays compliant with all the legal departments.

Moreover, David’s ability to identify opportunities and take calculated risks has been instrumental in driving AUI’s growth. He also ensures to promote of AUI in a way that could

help others achieve their dreams and goals.

“I strongly believe that everyone deserves a second chance in life as sometimes you don’t make the right choices first,” asserts David.

“I do not believe that should impact who you are today.”

With over 60 years of experience, AUI has been providing 24/7 emergency response to the most challenging projects

Always Underground Inc: Building Trust with Quality Work

Based out of Lake Village, Indiana, United States, Always Underground Inc is a full-service Woman Owned Business, design-build utility construction company specializing in aerial

and underground projects. With over 60 years of experience, AUI has been providing 24/7 emergency response to the most challenging projects. The company’s design, build, turn-up, and test teams are well-positioned throughout Illinois, Indiana, Wisconsin, and eastern Missouri to be able to assist clients promptly and efficiently. In addition, AUI’s emergency response crews have mobilized support to storm damage and other natural disasters for decades. Beginning its journey with a 3-person operation, AUI has now exceeded 200 employees and aspires to become a 400-employee company in the near future.

But what truly sets AUI apart from other market competitors is that the company works with all stakeholders to bring quality, infrastructure projects to life. Furthermore, the company’s foundation is built on strong core values of safety, quality, quantity, and leadership, thereby making it a trusted partner.

“We succeed by giving each customer a quality product,” shares David. AUI is now working on SIFI-Rockford 6.2 million feet, Kenosha 3.2 million feet, and SIFI-Farmington 2.8 million feet projects.

Premium Service Offerings

3offers an end-to-end client experience that includes seamless communication, budgeting,

staffing, on-site organization, and solid, quality construction every time. Likewise, AUI’s relationships with over 80 jurisdictions in the Midwest provide clients assurance that their projects will be completed on time and on budget.

Overcoming Challenges

AUI is an expert when it comes to handling challenges while executing wireless/wireline, aerial, and underground projects. For instance, there was an obstruction on the path when the AUI team reached the project site. Practically, this would be a task that AUI would not permit. However, without getting flustered over the roadblock, the AUI team connected and brainstormed with the customer to find a route that worked best for them. Other instances have been when there were several snowstorms,

rainstorms, and windstorms that put the customers out of service. Without wasting time, the AUI team was dispatched, new utility poles were set up, lines were back up, and the customers were back in service in a 4-hour window.

Since its inception, AUI has maintained a high level of expertise among its teams, ensuring they stay updated with the latest industry trends

Staying Ahead of the Curve

Since its inception, AUI has maintained a high level of expertise among its teams, ensuring they stay updated with the latest industry trends. They do this by attending training from different suppliers and training through IBEW to keep men and women up to date on the newest technologies. Moreover, as a Woman-Owned Business, AUI actively promotes diversity and inclusion by hiring women and minorities not only in the office but also out in the field as front-line managers.

Community Engagement Projects

As part of its community engagement and social responsibility initiatives, AUI has supported the Lake Village Little League for 10 years and has also made donations to its newest state-of-theart baseball field.

A Hands-on Leader

Throughout his career, David’s strategic decision-making and willingness to embrace change have set him apart as a visionary leader. He is a trusted advisor, ensuring that every project he touches meets and even exceeds client expectations. Similarly, his leadership extends

to his ability to recruit, direct, and supervise a talented pool of design engineers, technicians, and consultants, fostering a collaborative and high-performing work environment.

When it comes to his leadership philosophy, David is a very hands-on leader who works alongside his team members to help them make decisions over difficult tasks. As a leader, he is always committed to helping others become the best version of themselves and excel.

Leading a Fulfilled Life

David currently resides in Lake Village Indiana with his beautiful wife and son River. In spare time, he enjoys going to Minnesota to his family cabin to fish and relax. He is also highly engaged in the community he lives in and will be running to be on the Board of the Baseball division next year.

The Road Ahead

Going forward, AUI plans to become a 100-million-dollar company. “We are also planning to expand into the southeast to take on new partnerships with other utility companies to help support some of that growth,” concludes David.

INNOVATIVE FOOD SERVICE MANAGEMENT COMPANY TO WATCH IN 2024

A SOLUTION FOR CLEAN, SAFE DRINKING WATER

Klar2O is an innovative water filtration start-up poised to redefine the standards of clean water. At its core lies a patented smart surface filter adorned with a unique biochemical adsorbing coating. This groundbreaking technology enables the capture of microplastics down to the smallest nanometer, ensuring water purity of the highest caliber.

Boasting an impressive 99% microplastic filtration rate and a zero water pressure flowthrough design, Klar2O's solution stands as a beacon of efficiency and environmental responsibility. The company's ethos revolves around regeneration, reusability, and recyclability,

driving forward a circular economy and zerowaste philosophy.

According to Fähzan Ahmad, CEO of Klar2O, "Our focus extends beyond mere filtration. We are committed to fostering a positive impact on the environment and enhancing individual well-being." This commitment is evident in the company's innovative regeneration technology, which not only filters out microplastics but also repurposes them for a second life. By 2025, Klar2O aims to establish a global-scale circular economy, rendering single-use water filters obsolete.

The Evolution of Klar2O

In 2019, Klar2O emerged onto the water filtration scene with a vision for innovation that

With years of research, development, and testing behind them, Klar2O is ready to introduce its revolutionary filtration solutions to consumers and businesses alike

would shake the industry to its core. Founded on principles of sustainability and efficiency, the company wasted no time in pursuing its ambitious goals. As Ahmad reflects, "Our journey began with a bold vision to revolutionize water filtration."

By 2020, Klar2O had transformed vision into reality, swiftly progressing from concept to proof of concept. This pivotal moment laid the foundation for the development of groundbreaking technology that would redefine the standards of water filtration. "The proof of concept was a turning point for us, reaffirming our commitment to pioneering solutions," Ahmad recalls.

The year 2021 marked a significant milestone for Klar2O, marked by the publication of two patents and the achievement of a first proof-ofconcept. These achievements served as tangible evidence of the company's dedication to innovation and its capacity for groundbreaking research and development.

However, it was in 2022 that Klar2O truly came into its own, with the introduction of

its regeneration technology. This innovative approach represented a paradigm shift in water filtration, placing a renewed emphasis on sustainability and environmental responsibility. "Our regeneration technology marked a turning point for the industry, demonstrating our commitment to revolutionizing water filtration," Ahmad explains.

Building on the success of its regeneration technology, 2023 saw Klar2O embark on numerous pilot studies, meticulously testing and refining its technology to ensure efficiency and reliability. This dedication to continuous improvement is a testament to the company's unwavering commitment to excellence.

As of 2024, Klar2O stands on the cusp of market entry, armed with a proven track record of innovation and a steadfast commitment to sustainability. With years of research, development, and testing behind them, the company is ready to introduce its revolutionary filtration solutions to consumers and businesses alike. "We are excited to bring our revolutionary filtration solutions to market, providing clean, safe water while prioritizing sustainability and environmental responsibility," Ahmad asserts.

Throughout its journey, Klar2O has actively engaged in various accelerator and incubator programs, leveraging these opportunities to refine its vision and strengthen its position in the market. With a proven track record of success and a host of awards and certifications to its name, Klar2O continues to garner recognition in the industry as it advances toward its goal of revolutionizing water filtration on a global scale.

Klar2O's Solution for Clean, Sustainable Water

Klar2O's presence in the water filtration market is marked by a unique blend of cuttingedge technology, unparalleled efficiency, and unwavering commitment to sustainability. Unlike conventional filtration methods, Klar2O's approach hinges on a patented smart surface filter adorned with a specialized biochemical adsorbing coating, meticulously crafted to ensnare microplastics down to the smallest nanometer using silica beads.

Ahmad emphasizes, "There is no other technology that can effectively eliminate modern pollutants down to the smallest molecule, including microplastics like Klar2O can." Indeed, Klar2O stands as a beacon of innovation in addressing the pressing issue of modern drinking water pollutants, offering a solution that surpasses conventional filtration methods.

At the heart of Klar2O's technology lies its unique filtration approach, eschewing traditional membranes in favor of a coating armed with molecular arms capable of capturing microplastics of any size. This revolutionary design ensures that no pollutant escapes filtration, setting Klar2O apart as a leader in the field.

Moreover, Klar2O's commitment to sustainability is evident in its regenerative filtration system, which embodies the essence of a circular economy. By recycling and reusing all materials used and produced, Klar2O sets a new standard for environmental responsibility

in the filtration industry. Ahmad affirms, "We are aiming to develop a sustainable water filtration option for communities to have microplastic-free drinking water by embracing a zero-waste mindset."

Built upon this foundation of innovation and sustainability, Klar2O's filtration systems offer highly effective and eco-friendly water purification solutions. Central to its technology is the patented smart surface filter, equipped with a biochemical adsorbing coating that traps contaminants with unparalleled efficiency. Silica beads embedded within the filter coating provide ample binding sites, ensuring thorough filtration of pollutants.

Furthermore, Klar2O's flow-through design eliminates the need for external pressure, making its systems convenient and versatile for a myriad of applications. From household use to industrial settings, Klar2O's filtration solutions promise clean, safe water without compromising on sustainability or efficiency.

Driving Innovation

Klar2O maintains its leading position in innovation and product development by

prioritizing agility, responsiveness, and a relentless pursuit of pushing the boundaries of water filtration technology. This commitment is exemplified through the company's unwavering dedication to research and development, allowing Klar2O to continuously explore new technologies, refine existing processes, and anticipate emerging trends in the water purification industry.

Ahmad affirms, "Our approach prioritizes agility and responsiveness, allowing us to stay ahead of the curve in water filtration technology." Central to this strategy is a culture of creativity and collaboration, where cross-disciplinary teams of biotechnologists, biochemists, and industry experts converge to brainstorm ideas, conduct experiments, and prototype solutions.

"This collaborative approach fosters a dynamic environment where fresh perspectives and diverse skill sets drive innovation forward," Ahmad explains. Additionally, Klar2O places a strong emphasis on staying connected with customers, understanding their evolving needs, and addressing their challenges.

In ensuring a positive customer experience, Klar2O implements various proactive measures

and customer-centric initiatives. Firstly, the company maintains transparent and informative communication channels to address customer inquiries and provide comprehensive product information. Through its website, social media platforms, and customer service channels, Klar2O ensures that customers have access to accurate and up-to-date information regarding its filtration systems, empowering them to make informed purchasing decisions tailored to their specific needs.

Moreover, Klar2O is committed to delivering high-quality products engineered to meet the highest standards of performance and reliability. Through rigorous testing procedures and certifications from reputable laboratories, Klar2O assures customers of the efficacy and safety of its filtration systems.

By consistently delivering on its promises of exceptional filtration efficiency and durability, Klar2O builds trust and confidence among its customer base.

Sustainability at the Core

For Klar2O, sustainability isn't just a buzzword— it's a guiding principle deeply ingrained in both its practices and product offerings. From the inception of product development to the delivery of filtration solutions, Klar2O consistently integrates sustainability principles into every aspect of its operations.

"Our commitment to sustainability is reflected in everything we do, from our product design to our operational practices," emphasizes Ahmad. Indeed, Klar2O's filtration systems are engineered with longevity and resource efficiency in mind. Unlike traditional disposable filters, Klar2O's products are designed to be regenerative, reusable, and recyclable. This approach not only reduces the environmental impact associated with water purification but also contributes to the establishment of a circular economy where resources are utilized efficiently.

Furthermore, Klar2O continuously evaluates and optimizes its operational processes to minimize waste, conserve resources, and mitigate environmental impact. By fostering a culture of sustainability within its organization, Klar2O sets an example for sustainable business practices within the industry.

"Sustainability is not just a component of our business strategy; it is a guiding principle that informs every aspect of our operations and product development," Ahmad affirms. "By prioritizing sustainability, we not only deliver

innovative filtration solutions but also contribute to the preservation of the environment and the well-being of future generations."

Klar2O actively engages in initiatives and partnerships aimed at reducing environmental impact, reflecting its strong commitment to sustainability and eco-friendliness. One notable initiative is the development of a technology, which enables the regeneration of various filters, promoting reusability and recycling of filter materials, particularly plastics. This innovative approach minimizes waste generation and contributes to the establishment of a circular economy within the water filtration industry, aligning with Klar2O's broader sustainability goals.

Moreover, Klar2O collaborates with organizations, research institutions, and industry associations that share its commitment to environmental stewardship. These partnerships enable collaborative efforts to reduce environmental impact, promote sustainable filtration practices, and raise awareness about the importance of clean water and environmental conservation.

In addition to developing regenerative technologies and fostering partnerships for sustainability, Klar2O invests in research and development (R&D) efforts focused on advancing sustainable filtration technologies. By continuously innovating and improving its products, Klar2O seeks to minimize its environmental footprint while maximizing filtration efficiency and effectiveness.

"We are currently working with the University of Luxembourg for the development and testing of new materials to tackle even more modern pollutants," shares Ahmad. Through proactive

R&D efforts and strategic partnerships, Klar2O remains committed to driving positive change and fostering a culture of sustainability within the industry.

Setting the Standard

In a market crowded with competitors relying on membranes, resins, and chemical-based filtration systems, Klar2O distinguishes itself through its innovative technology, sustainabilityfocused approach, and unwavering commitment to customer satisfaction.

"While some key players target specific market segments with chemical-based solutions or big whirlpool systems, Klar2O's chemicalfree and compact design appeals to a broader customer base," explains Ahmad. This universal applicability, coupled with its sustainability focus, positions Klar2O as a more versatile and environmentally friendly choice for water filtration needs.

Traditional table-top water filter systems, often reliant on activated carbon, offer simplicity but fall short in effectively removing microplastics. In contrast, Klar2O's advanced biochemical adsorbing coating ensures more comprehensive contaminant removal, complemented by a regenerative approach that minimizes waste and promotes eco-friendliness.

Ahmad elaborates, "Many of our competitors rely on membranes made of plastics, which are discarded after use. Our emphasis on a circular economy and zero waste philosophy underscores our commitment to environmental responsibility." This resonates with customers seeking advanced and sustainable filtration options, establishing Klar2O as the preferred choice.

Furthermore, Ahmad highlights the drawbacks of Reverse Osmosis (RO) companies, which consume significant amounts of water for filter cleaning—often averaging between 5 to 10 liters per filter. "This raises environmental concerns and challenges the overall ecological footprint," he adds.

Navigating Challenges with a Strategic Approach

Within the water filtration industry, Klar2O faces several significant challenges reflective of the competitive landscape and the complexities inherent in delivering innovative, sustainable solutions to a global market. From fierce competition to regulatory compliance and raising awareness about microplastics, these challenges underscore the need for strategic navigation and proactive initiatives.

"One primary challenge we encounter is market competition, with numerous established players and emerging entrants offering comparable filtration solutions," observes Ahmad. In response, Klar2O strategically focuses on highlighting its unique selling propositions (USPs), such as its 100% microplastics filtration capability and regenerative technology. By effectively communicating these advantages, the company aims to differentiate itself and carve out a distinct position in the market.

Ensuring regulatory compliance poses another significant hurdle for Klar2O, given the ever-evolving nature of water filtration standards and regulations. "To address this challenge, we maintain a dedicated team focused on closely monitoring regulatory requirements and ensuring that our products meet all necessary standards," Ahmad explains.

By staying vigilant on regulatory changes and proactively addressing compliance challenges, Klar2O upholds its commitment to product quality and safety.

Moreover, Klar2O recognizes the importance of raising awareness about the effects of microplastics in drinking water and the significance of sustainable filtration solutions. This includes efforts in marketing and educational campaigns to inform both consumers and businesses about the importance of clean water and the benefits of Klar2O's technology.

"By investing resources into education and awareness initiatives, we aim to cultivate demand for our products and drive market growth," Ahmad emphasizes. Through proactive initiatives aimed at addressing market challenges, Klar2O remains committed to overcoming obstacles and advancing its mission of providing clean, safe water solutions to communities worldwide.

Seizing Opportunities

Domestically, Klar2O is well-positioned to capitalize on the increasing awareness and demand for sustainable and eco-friendly solutions among consumers and businesses. With mounting concerns about water quality and the environmental impact of single-use plastics, there exists a significant opportunity for Klar2O to further penetrate the market by offering its innovative filtration technology as a superior alternative. "Our unique selling propositions, such as 100% microplastics filtration and regenerative capabilities, set us apart in the domestic market," notes Ahmad. By emphasizing these advantages, Klar2O can

Through rigorous testing procedures and certifications from reputable laboratories, Klar2O assures customers of the efficacy and safety of its filtration systems

attract environmentally conscious consumers and establish itself as a trusted brand.

Moreover, Klar2O can explore partnerships and collaborations with local municipalities, water treatment facilities, and environmental organizations to address water quality challenges at the community level. "By providing tailored filtration solutions and leveraging our expertise in sustainable water management practices, we can play a vital role in improving access to clean and safe drinking water domestically," Ahmad shares.

Internationally, Klar2O has ample opportunities to expand into new geographic regions where there is a growing demand for advanced water filtration technologies. Emerging markets, in particular, present

In a market crowded with competitors relying on membranes, resins, and chemical-based filtration systems, Klar2O distinguishes itself through its innovative technology, sustainability-focused approach, and unwavering commitment to customer satisfaction

significant growth opportunities for Klar2O as rapid urbanization and industrialization drive the need for reliable and sustainable water treatment solutions.

"We are currently conducting numerous pilot studies and exploring opportunities to enter new markets globally," Ahmad reveals. By adapting its products and strategies to meet the unique needs and regulatory requirements of international markets, Klar2O can establish a strong presence and capture market share in these regions.

"We believe that the European and US markets offer particularly attractive opportunities for Klar2O," Ahmad pinpoints. With a strategic focus on market expansion and a commitment to delivering innovative, sustainable water filtration solutions, Klar2O is poised to make a significant impact on a global scale.

Klar2O's Vision for the Future

Klar2O is embarking on an ambitious journey of expansion and innovation aimed at

revolutionizing both industrial and household water filtration markets. With a strategic focus on addressing the pervasive issue of microplastics, Klar2O plans to introduce several new products and initiatives to capture new market segments and enhance its existing offerings.

"One of our key expansion strategies involves catering to upscale industrial applications by offering advanced filters," explains Ahmad. By streamlining the production process and gaining insight into the specific filtration requirements of industrial clients, Klar2O aims to provide effective solutions that meet the diverse needs of this market segment. This initiative underscores Klar2O's commitment to serving a broader range of customers and diversifying its revenue streams.

Simultaneously, Klar2O is venturing into the B2B2C sector by providing filter media for household applications. This expansion into the consumer market involves a comprehensive three-step process focused on determining filtration volume, developing optimal filters

through simulations, and providing solutions to residential customers. By leveraging its expertise in filtration technology and sustainability, Klar2O seeks to capture a larger share of the household water filtration market and establish itself as a trusted provider of eco-friendly solutions for consumers.

"Currently, we are addressing different markets, from B2B2C house consumer devices for water filtration to upscaled industrial water filters," Ahmad reveals. Furthermore, Klar2O is pioneering a closed filter loop with its regeneration reactor, marking a significant advancement in sustainable filtration technology. This innovative approach eliminates the need for frequent filter replacements by enabling onsite regeneration within a closed loop system. "The regeneration takes place on-site within a closed loop, meaning we could build filters lasting for years! This is an upcoming project and development that we are really excited about," Ahmad shares.

Charting a Path Forward

In the next five to ten years, Klar2O is poised to emerge as a major force in the global water filtration industry, driven by its innovative technology, sustainable approach, and unwavering commitment to addressing pressing environmental concerns. With the global home water filtration market exceeding $10.9 billion and continuing to grow, Klar2O is well-positioned to capture a significant market share by offering solutions that effectively tackle the issue of microplastics contamination in drinking water.

"By leveraging our unique competitive advantages, including 99% microplastics filtration, regenerative technology, and universal appeal, Klar2O aims to solidify its position as a leader in the water filtration industry," affirms Ahmad. Through strategic partnerships with customers, distributors, and other stakeholders, Klar2O seeks to expand its market reach and establish a strong presence in key regions worldwide.

Over the next decade, Klar2O envisions achieving substantial growth and market penetration, driven by the increasing demand for clean and safe drinking water solutions. As consumers and businesses increasingly prioritize sustainability and environmental responsibility, Klar2O's eco-friendly filtration technology is expected to resonate strongly with a growing customer base.

Furthermore, Klar2O's commitment to ongoing innovation and research ensures that the company remains at the forefront of technological advancements in the water filtration industry. "In five years, we envision Klar2O as synonymous with safe, clean, and healthy water," Ahmad asserts.

"We want Klar2O to be a branding for green and efficient water filtration. People should know that we not only filter microplastics from water, but we also can recycle and regenerate our filters, and the filtered microplastics can be reused or recycled as well," Ahmad concludes. With this vision for the future, Klar2O is poised to make a lasting impact on the global water filtration landscape, delivering sustainable solutions that safeguard the planet and enhance the well-being of communities worldwide.

We Need to Talk About the CRM Industry’s Data Problem

Carolyn Parent, President and CEO, Conveyer

The CRM industry is booming. According to Forrester, 57% of companies will boost their CRM investments over the next year, with 75% of leaders seeking customer experience improvements and hoping for big efficiency gains.

Part of the reason is that the CRM space, like many others, is being transformed by new AI technologies. One study projects that GenAI alone will help service agents to cut response times by 30%, and accelerate marketing campaign creation by 35%.

According to Forrester, in fact, CRM and CX are among the key areas where AI will start to drive real impact in 2024.

To unlock the power of AI, however, organizations need to leverage customer data efficiently. That’s where the problems start. While CRM platforms are great at ingesting new data, they almost uniformly do a terrible job of activating legacy data recorded using other CRM platforms. That leaves

organizations struggling to use much of their most valuable data, and creates customer lock-in that ultimately holds back growth for everyone.

CRM depends on ugly data

Much like healthcare records, a huge amount of CRM data exists in ugly, hard-to-leverage formats. A big part of what makes CRM systems so powerful, in fact, is their ability to onboard that data and make it actionable for business users. Support tickets, customers call transcripts, technicians’ calls, service data — together, they constitute a treasure trove that organizations need to leverage to drive insights, win sales, and deliver better support.

The problem is that this “ugly” data usually winds up formatted in ways that only make sense for the specific CRM platform they’re first captured in. Try to migrate legacy data across to a new platform, and you’re usually out of luck — and the richer and deeper your legacy datasets, the harder it is to process or

Carolyn Parent is CEO of Conveyer, an AI platform that ingests organization-wide data to generate high-trust, highaccuracy topics and metatags for AI models. A tech veteran with 25+ years of CEO- and boardlevel leadership experience, Parent recently served as an Entrepreneur in Residence at HearstLab, and has raised over $50 million for four different companies. Data migration hurdles hold back AI innovation and hurt both providers and customers.

While CRM platforms are great at ingesting new data, they almost uniformly do a terrible job of activating legacy data recorded using other CRM platforms

port them into new CRM systems in any meaningful way.

Even CRM giants like Salesforce struggle to unlock this treasure trove. At best, the major CRM players let customers dump their legacy records into their new CRM system as a single block of undifferentiated and unstructured data. No real effort is made to organize or process that data, let alone integrate it into the platform’s existing data structure.

That’s the equivalent of dumping data into a bucket, but never being able to look inside. It might technically live in the new CRM system, but there’s no way to activate

it to drive value — or to use it to enrich the new AI tools that companies are increasingly counting on to deliver efficiencies and value for customers.

The trouble with neglecting legacy data

Why does legacy data get neglected? It’s partly that big CRM players are caught between conflicting priorities. They want to make it seamless for companies to switch to their platforms — but they also want to keep existing customers locked into their platforms. If perceived friction, or fears about losing easy access to data, keep customers from shopping around, that’s a clear win.

Using new AI technologies, fortunately, it’s now possible to breathe new life into legacy data and automatically unify the competing structures used across current and legacy datasets

For CRM customers, however, letting legacy customer data fall by the wayside can be a big problem. First, legacy data creates compliance risks, because it’s still subject to data privacy rules. If a customer wants their data deleted, for instance, you need to be able to process that request quickly and reliably. That’s far harder to do, of course, if the relevant data is dumped in an inaccessible bucket that your current CRM system can’t access, monitor, or operate on.

Secondly, unprocessed legacy data can’t be used to power AI innovation. While both current and legacy data might contain insights about customers’ common service issues, for instance, it’s hard to unify them in ways that allow those insights to reinforce and add value to one another. The result: years or decades of valuable historical customer data goes untapped.

As companies begin to adopt GenAI-based CRM tools, meanwhile, data migration will grow even more challenging. If you’ve finetuned your company’s customer service AI models on one set of data, what happens if you migrate to a new system and can no longer easily retrain your AI models? Losing access to legacy data could degrade emerging AI models and de-incentivize migration from one CRM platform to another.

Ensuring data interoperability is tough even when organizations are motivated to agree a common data standard. In competitive industries like CRM, big companies want to defend their data advantage. That means there’s little prospect of everyone getting together and agreeing new protocols to let customers easily port data from one platform to another — or to let them bring their historical customer data into the mix.

How to put things right

The solution is to cut through the Gordian knot. Instead of using data to dig moats around our businesses, we need to help data to flow to where it’s most needed — and compete not on the walled gardens we’ve built, but on the amazing things our platforms let users do with their data.

In an ideal world, perhaps every business would put the perfect CRM solution in place when they first incorporate, and let their data and workflows grow up organically alongside that solution. In practice, of course, organizations’ needs change, and so do the available technologies. Inevitably, that sometimes leads companies to upgrade their CRM providers.

Using new AI technologies, fortunately, it’s now possible to breathe new life into legacy data and automatically unify the competing structures used across current and legacy datasets. Algorithms and natural language processing can restructure and transform historical datasets to make them accessible to new CRM platforms, streamlining migration and radically elevating the value it’s possible to create with new AI models.

For CRM vendors, that might sound like a mixed blessing. It’s true that removing the friction from data migration will create more fluidity in the marketplace, and make it easier for customers to switch vendors. But that increased competition will be good for everyone in the long run. Companies that use data — including legacy data — to drive real end-user benefits will be rewarded in the marketplace, and emerge as leaders as the CRM sector joins the AI revolution.

MOST INSPIRING BUSINESS LEADER 2024

Dr. Mohamed Genead

CEO, PRESIDENT, & CO-FOUNDER, AVICEDA THERAPEUTICS

BUILDING ON A LEGACY OF INNOVATION TO DELIVER THE NEXT-GENERATION

GLYCO-IMMUNE THERAPEUTICS

Dr. Mohamed Genead is a serial life-sciences entrepreneur, senior innovative biopharma executive, inventor, and consultant with over 19 years of experience in Ophthalmology research and development. He is both a retina specialist and clinical investigator with a proven track record of success in developing and launching global ophthalmic products in the US and Ex-US markets. A veteran procurer of Angel and VC funding, Dr. Genead has raised and closed nearly $500M cumulatively across pre-seeds, seeds, and Series A to C & crossover financings. In addition, he has brokered over $1B in licensing agreements with Big Pharma partners and currently serves as a Strategic

Advisor to top VC firms and biotechnology companies particularly around Ophthalmology.

Dr. Genead is presently CEO, President, and Co-Founder at Aviceda Therapeutics, a late-stage pre-clinical biotechnology company, leveraging disruptive nanoparticles-based therapy and technology platforms to cure ocular, inflammatory, neurodegenerative, and fibrovascular system diseases. Under his leadership, Aviceda attained a best-in-class valuation percentile and is currently in late Ph2/3 clinical development inside of 5 years.

Let’s take a closer look at Dr. Genead’s inspiring journey from being a retinal specialist to a serial life-sciences entrepreneur and how he is dedicated to building on a legacy of innovation to deliver the next-generation glyco-immune therapeutics.

Dr. Mohamed Genead CEO, PRESIDENT, & CO-FOUNDER, AVICEDA THERAPEUTICS

Incepted in 2018, Aviceda Therapeutics is a disruptive clinical-stage biotech company focused on the next generation of immuno-modulators by harnessing the power of glycobiology to address the innate immune system and chronic non-resolving inflammation specifically and profoundly using a propriety HALOS (High-Affinity Ligands of Siglecs) platform Technology

A Remarkable Career Trajectory

Dr. Genead’s journey started during his training to become a retinal specialist and in the retinal research lab in Chicago trying to understand and develop treatments like gene therapy for inherited and acquired retinal degenerations like retinitis pigmentosa and macular degeneration. He realized early on that academic labs did not have the capacity or the conviction to develop effective therapies for these diseases, so he joined the team at Allergan. At Allergan, he was the only retinal specialist cum executive in the whole organization which placed him in a unique situation to develop truly effective treatments for these unmet medical diseases. While at Allergan, he led large teams and headed programs for retinal therapeutics such as Ozurdex, Abipicar Pegol, and Brimonidine DDS.

Notably, Dr. Genead’s accomplishments getting drugs through R&D all the way to FDA approval to eventual full commercial launch gave him a unique skill set to not only identify promising technologies but to develop the technologies into a drug and ferry them through pre-clinical and clinical regulatory hurdles for final approval and then not only get the therapies into human clinical trials but to launch the drug commercially. From Allergan, Dr. Genead went on to serve as the Global Head of R&D at an Orange County-based pharmaceutical company, a role in which he interfaced directly with the FDA and delivered numerous Big Pharma partnerships.

“However, at this juncture in my career, while working in biotech, I realized that the excitement was missing from the very rigid development programs that I oversaw in Big Pharma. It was this insight into the entrepreneurial side of retinal drug development that inspired me to become a serial entrepreneur,” shares Dr. Genead. He then went on to join other companies and founded several companies working with established venture capital firms such as Atlas Ventures. He adds, “Each entrepreneurial endeavor

reinforced my conviction to be a serial lifesciences entrepreneur.”

Aviceda Therapeutics: The Future of Glyco-therapeutics

Incepted in 2018, Aviceda Therapeutics is a disruptive clinical-stage biotech company focused on the next generation of immuno-modulators by harnessing the power of glycobiology to address the innate immune system and chronic non-resolving inflammation specifically and profoundly using a propriety HALOS (HighAffinity Ligands of Siglecs) platform Technology. This platform is highly adaptable, enabling the development of a broad spectrum of therapeutics for immuno-inflammatory indications with large unmet medical needs.

Presently, Aviceda is developing glycoimmuno therapeutics targeting devastating ocular and systemic degenerative, fibrotic, and immuno-inflammatory diseases. The company has combined the power of its glycobiology and glycochemistry platform with its proprietary nanoparticle technology (HALOS) to engineer transformative disease-modifying medicines. Using its cell-based high-throughput screening (HTS) platform, Aviceda rapidly screens, selects, and optimizes ligands based on maximum affinity and specificity for each different type of innate immune cell. Moreover, Aviceda’s GCT nanoparticles are designed for optimal therapeutic durability and maximum therapeutic efficacy while utilizing the most effective route of administration.

A Light Bulb Moment

As they say, “Every great invention begins with a simple light bulb moment.” And voilà, this happened here too. Aviceda Therapeutics’ co-

founder Michael Tolentino drew Dr. Genead’s attention to the work of Chris Scott (Co-founder, Aviceda Therapeutics). Chris was able to treat a mouse model of sepsis (Cytokine Storm in Covid) with a sugar-coated nanoparticle. Dr. Genead, while recalling the meeting, shares, “After understanding the concept that sugars covering all cells and organisms are recognized by sugar-binding receptors on immune cells (natural checkpoint receptors) to turn on or off inflammation, the light bulb went off in my head.” He thought if they could decipher this glycol code and present the correct code on a nanoparticle, they could develop effective and safe therapeutics that could modulate selectively or pan -selectively every immune cell type, be that innate immune cells or adaptive immune cells. Undoubtedly, Dr. Genead and his team made it happen. Going a step further, with this glyco-code, the team of Aviceda was also able to modulate and complement the non-cellular component of the immune system.

Key Movers & Shakers

Being a member of numerous professional and honorary societies including the American Academy of Ophthalmology, Association for Research in Vision and Ophthalmology, American Society of Cell & Gene Therapy, and International Society for Clinical Electrophysiology of Vision has been instrumental in Dr. Genead’s successful career. Similarly, the team at Aviceda are considered key opinion leaders, academic leaders, and professional society leaders in retina and ophthalmology which allows them to set records in terms of drug development, clinical trial enrolment speed, and eventually commercial launch and clinical utilization of the drug. Dr. Genead further reveals that they have retained advisors who are leaders in these professional societies as part of

Aviceda’s strategy to design therapies and clinical trials that are optimized for the patient populations that need the treatment and the doctors that treat the condition.

Employing Deep Insights and Expertise

Having previously served as a clinical investor gave Dr. Genead deep insights into the subtle nuances that are required to design and run

clinical trials optimally. He points out that there are differences between the FDA and EMA which are often not factored into drug development and clinical trial design. These differences affect timelines and drug launch success. Hence, applying these experiences to your own drugs, as he did, will increase the probability of crossing the NDA finish line with an effective, safe, and commercially successful drug.

Lessons Learned on the Entrepreneurial Journey

According to Dr. Genead, there are too many startups that are reactionary instead of being proactive. Therefore, one of the major takeaways that his prior experiences in Big Pharma have informed him and what he taught to his teams is that you need to predict issues or problems and have a set of options to deal with these potential

future issues. He adds, “A corollary to this lesson is that you need to always work on your timelines. You need to look at all project timelines and make certain that there are no wasted steps and things are done efficiently.”

Celebrating the Career Milestones

Dr. Genead’s scientific team-building expertise that he developed during his years at Allergan allowed him to identify all the appropriate technologies and critical experts that he needed to decipher, synthesize, conjugate to nanoparticles, and test the sugar patterns to resolve or redirect inflammation. Under his leadership, the Aviceda team has successfully built a proprietary platform that can rapidly develop bespoke therapeutics that are ideal for a particular disease indication.

Therefore, Dr. Genead considers inventing, developing, filing an IND, and completing part 1 of a Phase II/III trial for AVD-104, Aviceda Therapeutics’ first therapeutic for dry macular degeneration in a matter of a few years as his most significant achievement to date. For him, this achievement is built on his previous triumph of developing a drug called Ozurdex which is one of shortest shortest-duration clinical trial programs of an FDA-approved therapeutic in medicine.

Words of Wisdom on Successful Fundraising

In Dr. Genead’s opinion, the main secret to successfully raising funds in the early phases of biotech startups is to have something truly innovative that addresses prevalent diseases. He feels that it is harder to raise money for Me too technology or a drug that is meant to enter a very competitive landscape. “An example is our technology which is definitely not Me Too but if we were addressing allergies instead of

As

CEO, President, & Co-Founder, Dr. Genead envisions Aviceda Therapeutics to be a dominant company in the field of immune modulatory Glycotherapeutics that will develop effective safe therapies for retinal diseases, cancer, fibrosis, inflammatory diseases (arthritis, colitis, psoriasis) and auto-immune conditions including allergies

the most irreversibly blinding condition in the world, geographic atrophy macular degeneration, then fundraising would have been much harder,” explains Dr. Genead.

The Future of Ophthalmic Clinical Research

As an expert, Dr. Genead states that most ophthalmic diseases, neurodegenerative diseases, and cancer are caused by dysregulation of the immune system. Therefore, clinically relevant therapeutic ophthalmic research as well as research for these other fields should focus on direct modulation of the immune system rather than indirect modulation of inflammation. He says that if you look at inflammation as a fire and most diseases are caused by uncontrolled fires like a house fire, then being able to instantaneously stop a fire with the building’s own fire suppression system is better than removing anything flammable from the path of the fire. Medicines like steroids and antibodies against inflammatory growth factors carry many side effects because you are not using the body’s native fire suppression systems. Hence, using sugar patterns to resolve inflammation is the homeostatic way of resolving fires that have gotten out of control.

Dr. Genead further highlights that the development of sugar therapeutics is synonymous with the development of antagonists to VEGF. Resolution of pathological inflammation stops the destructive components of inflammation and allows for the healing tissue regenerative properties of inflammation to dominate. Therefore, like anti-VEGF therapies which replaced destructive laser treatments, glyco therapies will replace the immune compromising and disabling therapies that are currently available for geographic atrophy with sight healing and restoring glyco therapy in the coming days.

The Road Ahead

As CEO, President, & Co-Founder, Dr. Genead envisions Aviceda Therapeutics to be a dominant company in the field of immune modulatory Glycotherapeutics that will develop effective safe therapies for retinal diseases, cancer, fibrosis, inflammatory diseases (arthritis, colitis, psoriasis) and auto-immune conditions including allergies. “As a company that invented, innovates, and pioneers this novel class of therapeutics that can effectively treat many diseases with unmet medical needs, we intend to be a dominant force in both biotechnology and in healthcare,” concludes Dr. Genead.

MOST INNOVATIVE COMPANY TO WATCH IN 2024

OpticWise

REDEFINING CONNECTIVITY TO

EMPOWER BUILDINGS AS DYNAMIC HUBS OF INNOVATION AND EFFICIENCY

In a business landscape often dominated by tangible assets, OpticWise emerges as a transformative force, revolutionizing the landscape of multi-tenant and multi-family commercial real estate (CRE) properties. "Our unique solutions empower Commercial Real Estate (CRE) owners to implement cutting-edge connectivity solutions, elevating user experiences and leveraging building network infrastructure to drive tenant/resident retention and significantly augment Net Operating Income (NOI)," remarks Bill Douglas, CEO of OpticWise.

Originating from the pressing need to overcome connectivity challenges within multi-tenant real estate, OpticWise traces its roots back to Summit Networks, founded in 2005. A strategic rebranding in 2015 transformed the company into OpticWise, redirecting its focus exclusively towards multifamily and multi-tenant office properties. This strategic pivot coincided with substantial investments in its Software as a Service (SaaS) platform, the cornerstone supporting its hallmark 5S® user experience.

OpticWise's impact reverberates across the CRE spectrum, earning praise from property

BILL DOUGLAS, CEO OF OPTICWISE.

Setting itself

apart, OpticWise crafts solutions meticulously tailored to the requirements of modern workplaces and multi-family residential communities

owners and tenants alike. Their premium solutions, underpinned by a team renowned for extensive experience in managed services and deep technical expertise, have garnered widespread acclaim. "Over nearly two decades, we've empowered clients to efficiently manage tens of millions of square feet of commercial real estate," shares Bill. "Our unwavering commitment ensures that property owners unlock the full financial potential of their technology assets, cementing our reputation as a trusted industry partner."

Revolutionizing Digital Infrastructure for Enhanced Property Value and Tenant Satisfaction

OpticWise brings a wealth of value propositions to asset owners through innovative communication and connectivity solutions. Whether managing office spaces

or apartment complexes, the benefits are substantial. "Our dedicated team assumes full responsibility for managing the complexities of a property owner's digital infrastructure," asserts Bill. OpticWise manages all tenant and staff support requests, orchestrates the collaboration of all involved partners in delivering tech and/ or proptech solutions, and oversees system updates, ensuring a premium experience for both property owners and tenants.

Setting itself apart, OpticWise crafts solutions meticulously tailored to the requirements of modern workplaces and multi-family residential communities. Bill emphasizes, "Our 5S ® User Experience framework—seamless mobility, speed, stability, security, and service—ensures resident satisfaction, safety, and productivity. We prioritize solutions that

simply 'work,' while delivering essential security, scalability, and financial benefits behind the scenes."

OpticWise's proprietary 5S® SaaS platform guarantees security and privacy for every user. Deployed over a resilient digital infrastructure, it ensures the fastest and most contemporary connectivity throughout a property, while 5S® keeps users entirely within their private network regardless of their physical location. The core network incorporates unified threat management—antivirus, malware protection, firewall, intrusion prevention, and blacklist web filtering—for enhanced user protection.

At OpticWise, the ultimate goal is to transform digital infrastructure from a burdensome overhead cost and source of headaches into a powerful retention tool and profit center for property owners. By leveraging our solutions, property owners can reshape the value equation of their real estate investments, crafting an asset that elevates tenant satisfaction, bolsters retention rates, and generates additional revenue streams.

OpticWise streamlines the complexities of technology for property owners. "Our commitment to seamless experiences, bespoke solutions, and redefining the value equation empowers owners to focus on their core business while we handle the digital infrastructure. Together, we envisage a future where technology seamlessly supports their business objectives and fosters long-term success," reassures Bill.

At the core of OpticWise lies a compassionate team, infusing it with a distinctive and exceptional spirit. "Our collective values not only define our culture but also underscore the immeasurable value our team brings to our clients. Thriving on technical excellence,

agility, and accountability, we pride ourselves on living and breathing our core values: Own It! (No Renters, Do the Right Thing), On It! (No Procrastinators, Take Initiative), Make It Better! (No Status Quo. Hunger to Gain & Share Knowledge), and Kick Butt & Have Fun! (No Politics. We Love to Win & Celebrate)," shares Bill.

Pioneering Proptech Innovation Through Strategic Collaboration and Agile Solutions

Remaining at the forefront of adopting and implementing cutting-edge proptech innovations demands a blend of strategic foresight, adaptability, and a culture of innovation. "Our approach commences with continuous market research, where we meticulously monitor industry trends and, more crucially, prioritize understanding the challenges our clients encounter in meeting the needs of their customers," remarks Bill.

OpticWise employs an agile process for the adoption and implementation of new technologies. This framework empowers the company to swiftly experiment with various solutions, iterate based on feedback, and remain responsive to dynamic market conditions. Bill states, "Central to our strategy is a commitment to implementing scalable solutions capable of evolving alongside market demands. This entails considering factors such as interoperability, integration capabilities, and futureproofing at every stage of development."

Deepening industry relationships with technology providers is paramount at OpticWise. Through networking, engagement in industry events, conferences, and forums,

OpticWise caters to clients who own multi-tenant Commercial Real Estate (CRE) properties, each teeming with a myriad of technology, devices, systems, sensors, networks, and more

and the formation of strategic alliances with technology providers whose products or services complement our offering, OpticWise fosters robust industry ties. Bill explains, "We actively collaborate with our technology partners and provide feedback based on our client experiences, enabling us to remain at the forefront of innovation."

Monetizing Digital Infrastructure for Enhanced Property Value

OpticWise caters to clients who own multitenant CRE properties, each with a diverse array of technology, devices, systems, sensors, networks, and more. Despite this intricate technological ecosystem, most properties primarily concentrate on the physical assets of the building, often overlooking their technology assets. Leveraging OpticWise’s Building of Things® strategy alongside its 5S® platform, the company specializes in monetizing the digital infrastructure within multi-tenant office and apartment buildings.

"Our comprehensive approach entails designing, engineering, constructing, implementing, and supporting the digital infrastructure within these properties. Unlike merely selling a network and stepping away, we adopt a different approach. We construct a robust network and then monitor, operate, and provide support for all users on it, empowering the owner to generate revenue from this digital ecosystem," highlights Bill.

Aligning company strategy with the evolving needs of the real estate and technology industries necessitates a proactive and adaptable approach. OpticWise achieves this by regularly analyzing trends and developments in both the real estate and technology sectors, soliciting feedback

from clients, tenants, and other stakeholders to understand their evolving needs and preferences, and conducting market research to identify emerging trends and anticipate future demands.

"Customer satisfaction lies at the heart of our business philosophy—it's our primary focus and the driving force behind everything we do. We're committed to delivering solutions that not only meet but exceed client expectations in terms of quality, reliability, and performance. Our dedication to excellence permeates every aspect of our operations," affirms Bill.

Recognizing that one size does not fit all, OpticWise tailors its solutions to align with the unique needs and preferences of each client and every building it serves. The company continually refines its approach to enhance the client experience, drawing insights from feedback, market trends, and evolving client needs.

Shaping the Future of Proptech and InBuilding Connectivity

In 2024, proptech trends are evolving towards AI-powered Solutions, IoT and Smart Home Automation, and Co-Renting and Co-Living Marketplaces. These innovations necessitate a robust network offering high reliability, security, and seamless integration across the property, capable of supporting the diverse array of applications they entail. This is precisely where OpticWise excels.

"We specialize in designing, engineering, deploying, operating, and maintaining networks within buildings, facilitating the mainstream adoption of these trends. By managing the digital infrastructure, the data,

and network within the building, we enable building owners to swiftly deploy these technologies without the complexities and costs associated with managing multiple networks," explains Bill.

Bill envisions OpticWise as a dynamic force, pushing the boundaries of possibility and generating benefits that extend far beyond our client base. He states, "Our future is marked by ambitious growth, innovation, sustainability, and an unwavering commitment to making a positive impact not only for our clients but also the broader industry and society. OpticWise stands poised as a global leader, reshaping the landscape of digital infrastructure and setting new standards of excellence."

In the years ahead, OpticWise will emerge as a pivotal player in shaping the future of proptech and in-building connectivity by pioneering innovative solutions and setting new industry standards. The company's vision transcends mere technological advancement; it aims to redefine the way properties are connected and managed, transforming them into intelligent, efficient, and sustainable spaces. Through its dedication to research, development, and collaboration, OpticWise endeavors to push the boundaries of what's possible in proptech, driving meaningful progress that benefits both property owners and occupants.

expertplus.com

"Ultimately, we envision OpticWise spearheading the revolution of in-building connectivity, transforming buildings into vibrant hubs of connectivity, productivity, and well-being, redefining them from mere structures to dynamic entities at the forefront of progress" concludes Bill.

Making a Positive Impact on the Workplace

Chris Cummings, Group CEO, Wellbeing at Work & Co-Founder, Inside Out Awards

Chris, can you tell us a bit about your professional career and areas of interest?

For the last 10 years, I have led the global team at Wellbeing at Work, and we organize 10 leadership Summits across the world that empower organizations to make wellbeing in the workplace a strategic priority. We also have a global online community of leaders on our Hub, and we provide strategic direction and consultancy with our Wellbeing at Work Bespoke division.

I’m passionate about making a positive impact on the workplace and I’m very privileged to lead a highly skilled and motivated team of experts who are equally as committed to drive change.

Brief us about your roles and responsibilities as Group CEO at Wellbeing at Work. My role at Wellbeing at Work is both a privilege and very busy! I lead a global team of experts as we continue to empower leaders to make a

Wellbeing at work has evolved over recent years and is far more strategic so leaders influence their team’s wellbeing all of the time

Chris Cummings is on a global mission to create workplaces where employees thrive. He is Group CEO of Wellbeing at Work, organisers of the global series of Wellbeing at Work Summits, global workplace community called The Wellbeing at Work Hub and C-Suite community driving change across the world called Wellbeing at Work Bespoke. He is also CoFounder of The InsideOut Awards in the UK and is an advisor to organisations with purpose around the world.

Recently, in an exclusive interview with CXO Outlook Magazine, Chris shared his professional trajectory, roles and responsibilities as Group CEO at Wellbeing at Work, insights on how and when leaders influence employees’ well-being, what behaviors and attitudes characterize the leader of the future, his future plans, words of wisdom, and much more.

The following excerpts are taken from the interview.

positive change to their organizations that drives high-performance from healthy and productive workforces.

You are also a Co-Founder at InsideOut Awards. Can you tell us about these awards and the criteria applied while shortlisting the awardees?

The InsideOut Awards showcases and celebrates the fantastic work that organizations have been doing across the world on mental health and wellbeing in the workplace. Now in its fifth year, we celebrate excellence every June in London.

In your opinion, how can a leader seek to have positive leadership?

How can this be done in practice, on a day-to-day basis?

Leadership has changed so much in the last 30 years, and I’m so pleased it has. The skills that a modern-day leader must demonstrate include emotional intelligence across the business and with their teams, being authentic with their communications and direction for the business and setting a clear purpose for the business that their people can buy into. It’s also important to recognize your team member’s individual strengths so they can focus on these areas and feel energized at work. These skills will ensure you have a happy and high performing team.

How and when do leaders influence employees’ well-being?

Wellbeing at work has evolved over recent years and is far more strategic so leaders influence their team’s wellbeing all of the

time. The communication they use, especially language and tone, the expectations set for teams and individuals in their roles, the compassion and understanding shown when things don’t go to plan and encouraging failure, setting the tone and vision for the company and the flexibility (or lack of) when it comes to how and where our teams work. Leaders have a huge responsibility when it comes to their team’s wellbeing and mental health so making this a priority will significantly influence the company’s performance. It’s not just yoga and fruit Friday’s – wellbeing in the workplace is the foundation of business success.

How have you navigated advocating for Diversity, Equity, and Inclusion with employees who don’t understand its importance?

Thankfully, our entire team knows the importance of DE&I to our business as it is one of our core values and I have continually talked about the importance of it in my team communications. Without DE&I, your business is simply not hearing a variety of opinions, views and voices, and that makes for a very narrow approach that is destined to fail.

Is there a growing interest in international job opportunities, and are companies now offering it as part of their workplace benefits?

I personally think the world has got much smaller in the last 20-30 years and with the advent of technologies in recent years, it has made it much easier for us to be more connected internationally. Our team is spread across eight countries with many working remotely

I believe team leaders should be coaches and draw upon those skills to get the best out of their teams

and it hasn’t affected our performance, but it is important to all come together regularly for connection time in-person.

What is the future of leadership for you? What behaviors and attitudes characterize the leader of the future?

I believe team leaders should be coaches and draw upon those skills to get the best out of their teams. I also think leaders need to have a greater awareness of DE&I, wellbeing and emotional intelligence as these are the skills that will create high-performing teams and improved productivity – something we all want! Wellbeing in the workplace has to be a C-Suite priority and the most successful leaders will ensure this is top of the agenda.

How do you unplug and step away from work?

My personal time is really important to me and is non-negotiable. Regular dog walks by the sea and in nature, spending time cooking for friends and family and a regular gym habit provide a good opportunity to switch off. I also make a point of completely switching off when I’m on holiday with a true digital detox.

Where do you see yourself in the next 5 years?

Well, I am about to celebrate 10 years since I started Wellbeing at Work and we have achieved so much in the last decade and I’m very proud of the team and their achievements so I hope we can continue to challenge the world of work and deliver high-quality information, services, and knowledge in the next 10 years and beyond.

Would you like to share a few tips on how to work towards creating a sense of belonging by building an inclusive culture with diverse perspectives to better the workplace and society? An inclusive culture in both the workplace and society is everyone’s responsibility, not just one person. I’m passionate about allowing people to be their true selves at work, to work in an environment where they can speak up without any fear, to challenge where they see wrongdoing and to respect each other. We are all entitled to our own views and diversity of thought is encouraged, but we must learn to disagree respectfully and allow everyone a voice.

MOST INSPIRING BUSINESS LEADER 2024

Salvador Cano

CEO AND FOUNDER, PENTONIX FREIGHT

A VISIONARY LEADER, TRANSFORMING THE LOGISTICS INDUSTRY

Salvador Cano is a visionary entrepreneur and a passionate leader, known for consistently pushing the boundaries, seeking out unique ways to simplify logistics operations, and providing unparalleled services to his customers. He is a proven leader, demonstrating high integrity, a strong work ethic, and 12 years of leadership experience attained through the private sector and service with the U.S. Marine Corps. As CEO and founder, Salvador has implemented cutting-edge technologies and disruptive approaches to drive PENTONIX Freight to great heights of success.

Today, Salvador’s remarkable achievements and innovative thinking have propelled him to the forefront of the logistics sector, redefining industry

standards, and revolutionizing the way goods are transported and delivered. As a trailblazer in the logistics industry, he continues to inspire the next generation of logistics leaders.

Journey from a Veteran to a Visionary Entrepreneur

Salvador earned a degree in Criminology and Psychology from the University of New Mexico. He was first introduced to Logistics when he was Commissioned as an Officer in the U.S Marine Corps. As a Logistics Officer, he was sent to school to learn about the industry and fulfill his duties while in service. At that time, his Staff Platoon Officer in the Marine Corps, Capt. Gliwa believed Salvador would be a great fit to serve

Salvador Cano CEO AND FOUNDER, PENTONIX FREIGHT

Located in Fort Worth, Texas, PENTONIX

Freight is an award-winning, third-party logistics company providing customized freight solutions

as a Logistics Officer while he was training in Quantico, VA during the Basic Officer Course. After deployments while in service and time away from his family and son, he decided to leave the active-duty force and transition to a civilian occupation.

Shortly after that, Salvador started working as a sourcing agent for a heating and hot water manufacturing facility and moved up to a Platform

Logistics Manager role. While in that role, he felt the calling to start a business in the logistics field. He quickly put in his two weeks’ notice and jumped to entrepreneurship without any prior preparation.

“For me, failure was not an option, and neither was not taking action, so I embarked on the journey ahead,” shares Salvador. He took what he learned about leadership and determination in the Marine Corps and applied it to his businesses. The result has been phenomenal growth.

PENTONIX Freight: Simplifying Logistics through Operational Excellence

Located in Fort Worth, Texas, PENTONIX Freight is an award-winning, third-party logistics company providing customized freight solutions. It is a veteran-owned company with 18+ years of industry experience and military diligence that integrates lean logistics operations with business analytics.

Moreover, PENTONIX Freight is known for providing Five-Star customer service at competitive and affordable pricing. “Our purpose is to enable our customers to focus on their core competencies while allowing us to manage their supply chain,” states Salvador. Under his leadership, PENTONIX Freight has been recognized as Best Emerging Logistics Service Provider by Logistics Warehouse & Supply Chain Awards 2023 and Top 3PL Services Provider 2023 by Logistics & Transportation Review Magazine.

What Sets PENTONIX Freight Apart from Other Logistics Companies?

According to Salvador, PENTONIX Freight’s dedication to meeting and exceeding customers’ needs along with its Transportation Management System (TMS) is what distinguishes the company from its market competitors.

PENTONIX Freight’s Transportation Management System (TMS) offers ease of use to its customers and carriers alike. Just like booking a travel ticket, PENTONIX Freight’s TMS allows customers to book their shipments with their provider of choice in real time. The time of waiting for a quote from a broker or waiting for shipping documents such as a Bill of Lading, is over. PENTONIX Freight’s system houses all that information for its customers to attain. Likewise, tracking and tracing is no longer a pain point for customers.

PENTONIX Freight’s TMS offers true API connection with its carriers to look up where a shipment may be. The booking platform offers data to its customers that enables decision-

makers to quickly analyze their spending and track critical key performance indicators such as On Time Pick up and On Time Delivery.

Leading by Example

One of the principles that every Marine Corps Officer learns (and lives by) is "Ductus Exemplo" meaning ‘Lead by Example’ and that is what Salvador has carried into his business management opportunities. “When the people you lead see you fighting alongside them, they are willing to take a bullet for you,” asserts Salvador.

Moreover, Salvador believes that it is the people (team members) who accomplish the mission. Therefore, training, equipping, and trusting your team members is important as they

will accomplish any task set before them. He has, in this similar way, led both his professional and personal life. Similarly, Salvador feels that leaders who enable their subordinates to take action and delegate responsibilities along with authority are able to witness tremendous growth and improvements made at work.

Improvise, Adapt, & Overcome

Salvador, while reflecting on the challenges overcome by him, states that the freight industry has been in a recession mode that has put brokers, 3PLs, and carriers to the test. There were two questions in front of him as an entrepreneur: How do you continue to be in business under the current market conditions?

PENTONIX

Freight’ s dedication to meeting and exceeding customers’ needs along with its Transportation Management System (TMS) is what distinguishes the company from its market competitors

And further, how do you continue to grow under the current market conditions?

Guided by the Marine Corps Mindset of “Improvise, Adapt, Overcome”, Salvador and his team critically analysed PENTONIX Freight’s service offerings and decided to focus their efforts in the Less Than Truckload mode and grow that portion of their business. This strategy to pivot and adapt according to the current market challenges proved highly successful as PENTONIX Freight has exhibited a positive growth year after year.

Success Story

A while back, Salvador managed the logistics portion of a facility transition from a facility built in the 60s to a state-of-the-art manufacturing facility with tremendous productivity improvement. Salvador implemented a Transition Management Operating system detailing a sending and receiving site plan with specific mile down to inch stones. He also developed time estimates at each cell and function level to incorporate into a wholistic project timeline transition. This timeline included the decommissioning of

manufacturing equipment to the commissioning of manufacturing equipment. Due to Salvador’s game-changing strategies, the project transition was executed in a timely manner.

Staying at the Forefront of Tech Innovations

In Salvador’s opinion, the fast-changing pace of innovation is the key to success for any business in any industry in today’s digital era. He, however, states that we must remember the power in people. “It is a known reality of the effects people continue to have and will have in the future that we must focus our efforts on networking and attending innovation conferences while taking those lessons learned and implementing them to our technology and services to our customers. That is how winning is done,” highlights Salvador.

Pearls of Wisdom

“No one, even with the education behind them, starts out knowing what to do. We all learn along the way. So, start, jump, and take risks. It will be okay, and you will learn,” concludes Salvador.

MOST INSPIRING RISK OFFICER TO WATCH IN 2024

Tim Neill

GROUP CHIEF RISK OFFICER OF COPPER.CO

PIONEERING RISK MANAGEMENT IN THE CRYPTO REVOLUTION

Tim Neill’s career began in the heart of London at Goldman Sachs, where the demands of a security role laid the foundation for what would become a remarkable career. However, this wasn't the Goldman Sachs of today; it was an era when security had different contours, and the industry was on the cusp of transformation.

"I recognized fairly early on that technology through the early 2000s would transform the financial services industry," Tim reflects. This foresight propelled him through the realms of 'resiliency and business continuity,' a domain that gradually morphed into a technology-centric landscape. It was this journey that seamlessly guided him toward risk management, where he

witnessed the convergence of technology and financial prudence.

As Tim traversed through risk-based consulting roles in various banks and even ventured into the energy sector, a seismic shift was underway. Legislation began catching up with the imperative for risk-based decisionmaking, paving the way for the emergence of the Chief Risk Officer role at the zenith of Executive Committees and Board levels. In certain industries, this role transformed from a strategic imperative to a regulatory necessity. Against this backdrop of change, Tim's trajectory intersects with the disruptive force that is Copper.co.

The allure of Copper.co for Tim was multifold— advanced technology, an exceptional leadership

Tim Neill

GROUP CHIEF RISK OFFICER OF COPPER.CO

team, and a disruptive opportunity poised to reshape the financial services industry. After experiencing the significant impacts of electronic trading and real-time payments, Tim foresees an even more profound transformation facilitated by blockchain technologies and tokenization.

"At Copper, our custody services, especially the ClearLoop product, have provided tangible solutions to institutional crypto businesses navigating a poorly governed market," Tim explains. In an industry where legislation is

playing catch-up, Copper.co stands as a bastion of reliability, offering real solutions rooted in traditional banking benchmarks and standards.

Leading the 2nd Line Function: A 'Critical Friend' Engagement

Tim holds the position of Group Chief Risk Officer (CRO) at Copper.co, where he manages risk and and is Managing Director for the UK business, and most recently appointed as interim-CEO & Chair of the recently launched

Copper Securities (ME) Ltd.. His role extends beyond just overseeing the company's dayto-day risk management and UK & UAE operations, but involves acting as a "critical friend" to all of the international businesses.

"As CRO, I lead the 2nd line function within Copper.co, reporting directly to our CEO and

sitting on the Executive Committee," Tim begins. The 2nd line, as he describes it, plays a pivotal role in the business dynamics. While the 1st line forges ahead in making business decisions, the 2nd line is the vigilant 'checker.' This symbiotic 'maker/checker' relationship operates against a backdrop of risk appetite and

In an industry where legislation is playing catch-up, Copper.co stands as a bastion of reliability, offering real solutions rooted in traditional banking benchmarks and standards

Beyond the meticulous structures of risk oversight, Tim, as an Executive Committee member, seamlessly intertwines his role with the broader strategy and operations of Copper.co.

taxonomy, set within a risk governance framework agreed by the CEO Executive Committee and the Group Board.The rhythm of this intricate dance is maintained through a meaningful and effective 2nd line risk programme. Regular reporting and assessments, channeled through a Risk & Compliance Committee reporting quarterly, offer a business-led risk approach. This allows the risk function to provide critical assessment and challenge to the business, with a sharp focus on day-to-day operations.

Within the purview of the 2nd line operations lies the Compliance function, adding another layer of specificity to the risk

and financial crime framework. Tim highlights the crucial role Compliance plays in aligning the business with legal and regulatory obligations, tailoring its approach to the specific territory or jurisdiction it operates within.

And then, there's the 3rd line—Audit—an independent entity reporting directly to the Chair of the Board. This layer provides an additional level of scrutiny and assurance, completing the tripartite of risk oversight within Copper.co.

Aligning Risk with Strategy

Beyond the meticulous structures of risk oversight, Tim, as an Executive Committee

member, seamlessly intertwines his role with the broader strategy and operations of Copper.co. This means being in lockstep with the business's strategic intent and offering real-time assessment and guidance on its undertakings.

"At times, this can mean somewhat contentious and challenging discussions – which is precisely our purpose as a risk function," Tim notes. Positioned at the executive level, the CRO role fosters relationships at a peer engagement level, a crucial aspect of providing beneficial riskled guidance. Understanding the business

operations at a profound level, Tim interprets this against the risk appetite, risk framework, and, often, regulatory and legal positions.

Early engagement in strategic discussions becomes a linchpin, significantly reducing losses through the foresight of early identification, avoidance, or remediation. Tim's role transcends the traditional confines of risk management; it becomes a strategic partner in Copper's journey, steering through challenges and opportunities alike.

ClearLoop: A Game-Changing OffExchange Custodial Solution

Copper.co is changing the game in the world of digital asset technology. The company is focused on providing institutional clients with secure off-exchange custodial services, which makes them unique in their industry. Their products have been designed with great care and attention to detail, and they are committed to offering the best possible services to their clients.

Copper.co is focused on providing institutional clients with secure offexchange custodial services, which makes them unique in their industry

"We've managed to design, build, and deploy products that offer very secure offexchange custodial services, protecting our client's assets unlike anyone else," Tim emphasizes. In the last 12 months, this distinctive offering, known as ClearLoop, has not only positioned Copper.co at the forefront but has also led many competitors to forge partnerships, acknowledging the unparalleled security it provides.

ClearLoop is more than a solution; it's a gateway to liquidity on centralized exchanges through Copper's off-exchange management and settlement architecture. Clients can seamlessly delegate funds and execute trades on multiple exchanges, with settlement occurring within Copper.co's secure infrastructure. This approach significantly mitigates risks related to counterparties, collateral monitoring, and insolvency, ensuring a robust and secure trading environment.

A noteworthy aspect of Copper.co's custodial offering is the establishment of an account structure dedicated to ClearLoop, fortified by an English Law Trust. “Having a Trust structure in place offers a unique level

of surety to clients,” states Tim. It becomes a fortress of confidence, underpinning the security of assets in a rapidly evolving digital landscape.

Multi-Party Computation (MPC): A Citadel of Security

At the core of Copper.co's custody offering lies Multi-Party Computation (MPC) technology, a sophisticated process designed to fortify the security of client assets. Through a shrad creation process, Copper.co ensures a distributed approach, where only one-third of the shards are held by Copper.co, one-third by the client, and the remaining third by a trusted third party nominated by the client—specialist security vendors with proven expertise.

"We operate a robust process of controls regarding the movement of assets, visible in real-time for our clients. This not only enhances transparency but also mitigates single points of failure from any involved party," Tim explains. The integration of MPC technology exemplifies Copper.co's unwavering commitment to setting new standards in security within the digital asset landscape.

Copper.co's tagline, "Building the institutional standard for digital assets," encapsulates its pivotal role in contributing to the growth and adoption of digital assets in financial markets. "We recognize that our success is pegged to the level of trust we have with our clients. Therefore, we work hard to maintain robust standards that are auditable and defensible for the long term," Tim affirms. This commitment has not only carved out a formidable position for Copper in the rapidly growing market but also serves as a benchmark for peer organizations, setting a precedent for standards that can be emulated.

A Risk-Led Approach: Weaving Strategy and Security

Copper.co has a business led risk management approach that weaves its strategic planning with robust risk management. "We operate a business led risk approach to our strategic planning," Tim states. At the heart of this approach lies a meticulous process and operations framework pinned against a risk appetite. This framework

is not static; it undergoes routine reviews to ensure compliance and benchmarks itself against rigorous financial services standards. The regulatory landscape is navigated with precision, ensuring perpetual compliance, and a high level of client engagement forms an integral part of Copper's risk program. Active involvement of the Board in the risk process

and reporting underscores the emphasis on guiding the business within the defined risk appetite during discussions on strategic program development.

Copper.co's reputation for robust security measures is not merely a claim but a testament to the company's relentless commitment to safety. "We hold a number of certifications

While Copper.co's technology and security procedures have resulted in no losses and no claims made, the presence of insurance serves as both a testament to their risk measures and a confidence-building element for clients

and maintain a very active assurance program," Tim notes. This commitment extends to annual externally managed audits, culminating in industry benchmarks of best practice. Copper.co proudly holds the SOC 2 Type II certification, a notable achievement given the typical progression from Type I to Type II. The ISO27001 certification further solidifies Copper's commitment to industry standards, setting a high bar for security operations.

Beyond certifications, Copper.co's security arsenal includes the Cyber Essential certification in

the UK, reaffirming its dedication to maintaining a secure digital landscape. The company's Security and Risk teams take pride in achieving these milestones, showcasing a commitment to excellence in securing client assets.

Insurance Coverage: An Extra Layer of Protection

Insurance forms an additional layer of protection in Copper's comprehensive risk management approach. "Besides standard

insurances expected for an established business, Copper ensures we have suitable insurance policies for risk transfer appropriate to our sector," Tim explains. A bespoke cryptocrime insurance policy safeguards digital asset, and a market-leading Specie policy of $500 million covers material backups used to access digital assets. This policy includes coverage for a named third party responsible for client assets, held in a particular manner—a pioneering approach in the sector.

Collaborating with AON as the global broker, Copper's policies are written in the prestigious Lloyd's of London insurance market by leading underwriters. The constant expansion of the Copper proposition ensures that insurance coverage remains extant, reflecting the company's commitment to adapt to new client operations and needs.

While Copper.co's technology and security procedures have resulted in no losses and no claims made, the presence of

insurance serves as both a testament to their risk measures and a confidence-building element for clients. The stamp of approval from Lloyd's insurers resonates with the industry, further reinforcing Copper's commitment to safeguarding the assets entrusted to its care.

Engineering Excellence: Navigating the Frontiers of Technology

In the rapidly evolving landscape of digital assets, Copper.co stands out with its commitment to technological advancement. "Copper has a deep understanding and a set of capabilities in technology development in both digital assets and tokenization," Tim Neill asserts. A key pillar of Copper's technological prowess lies in its engineering teams, which he describes as the most impressive he has ever worked with. The speed at which these teams design and build best-in-class solutions is nothing short of impressive, creating a culture of positive innovation.

The unique leadership style of Copper's CEO, Dimitry Tokarev, stands out as a driving force behind this culture. Dimitry actively collaborates with engineering teams, contributing directly to the building process. “I don't know many CEO's that can perform at that level, and sit down and code with their teams, and then meet with clients & regulators and talk about their products which they've had direct build involvement in,” shares Tim.

Copper.co's commitment to innovation is not just a statement; it's backed by concrete actions. Recently, the company acquired Securrency Capital UAE, now known as Copper Securities (ME) Ltd. This strategic

move is pivotal to Copper's expansion into the UAE and beyond. "Copper Securities ME is a regulated blockchain-enabled brokerage firm offering digital securities trading in the Abu Dhabi Global Market (ADGM)," Tim shares. This acquisition not only expands Copper's global footprint but also opens avenues for tokenizing traditional securities and streamlining value chain management through automation.

Tokenization, in Tim's view, holds immense promise due to the efficiencies and transparency it brings. Whether applied to traditional securities or cross-border payments, it has the potential to revolutionize existing models, offering tangible benefits to consumers and businesses. Looking ahead, Tim Neill points to significant upcoming events in the crypto space. He shares, “Apart from upcoming legislation releases in the US, we're also eagerly awaiting the bitcoin halving, due in March / April. This will prove incredibly interesting to follow, as the last halving event saw a very positive market move.”

In reflecting on the future of digital assets and crypto, Tim sees a transformative period ahead. He underscores the pivotal role of upcoming events, such as legislative releases and the bitcoin halving, in shaping the trajectory of the industry. Copper.co, positioned at the forefront of these changes, is aligning itself strategically to embrace upcoming trends. “I think block-chainenabled transactions and tokenization of assets will be massive game changers in the short term. We are living in a really exciting time for technology!” concludes Tim.

IHard Cuts + New Growth: The Paradox of Leading During Challenging Times

Dr. Marc Sniukas, Senior Advisor, Deloitte

n an ever-evolving global business landscape punctuated by unexpected crises such as pandemics, inflation, recessions, and political upheavals, CxOs find themselves at a crossroads.

The challenge facing these leaders is profound: How to effectively balance the immediate need for dealing with the crisis with the long-term imperative of fostering new growth. This complex balancing act, often under immense pressure, defines the essence of leadership in turbulent times. This article explores the emotional dynamics experienced by CxOs during such periods, their typical responses, the pitfalls of conventional reactions, and, most importantly, a strategic approach to navigating this paradox.

The Emotional Landscape of CxOs in Turbulent Times

Leading an organization through crises is an emotionally fraught journey for any CxO. During periods like pandemics or economic downturns, the weight of making critical decisions under uncertainty often leads to stress, anxiety, and a looming sense of responsibility toward employees, shareholders, stakeholders, and the broader community.

There's a palpable tension between the pressure to safeguard the present and the need to prepare for the future. Many CxOs find themselves grappling with overwhelm and doubt, constantly weighing each decision's risks and potential repercussions.

Dr. Marc Sniukas is a leading strategy advisor helping CEOs and business owners design and execute winning strategies in a smart and fresh way so that they lead with clarity and confidence and achieve profitable results, even in times of uncertainty and turbulence. Over the past 20+ years, he has helped CEOs, senior leaders, and executive teams of companies such as Accenture, ArcelorMittal, BMW, DeBeers, HP, HSBC, Lufthansa, McDonald’s to create strategies that double their revenue and profits, drive innovation that sets them apart from their competition, and create lasting transformation and increased performance. Today, he helps CEOs and business owners of start-ups and small and medium-sized businesses create a refreshingly simple approach to strategy that leads to powerful results even during a recessionary climate. Fast, without months of analysis and planning, and taking too much time and resources away from daily business. And without the pains of the traditional, old-school approaches. Next to his corporate work, Marc is a professor of management & innovation at the Luxembourg School of Business, and an executive education faculty member with Duke, Emeritus, and Hult.

The focus on short-term survival can inadvertently lead to a neglect of long-term strategy, stunting the company's ability to innovate and grow in a post-crisis world

Adopting a balanced approach involves making thoughtful cuts without impairing the organization's core capabilities or growth prospects

The unpredictability of these times can foster a defensive mindset, focusing more on survival and less on growth or innovation. This emotional turmoil impacts decisionmaking and the overall morale and direction of the organization. More often than not, the result is feeling and being stuck.

Typical Reactions During Crises

In response to crises, CxOs often default to immediate, visible measures to stabilize their organizations. This typically includes significant cost-cutting strategies such

as downsizing the workforce, reducing operational expenses, and halting or scaling back on projects with no immediate, shortterm benefit. We have all been there: training programs get canceled, travel halted, marketing cut and innovation initiatives scraped.

The rationale behind these decisions is straightforward: to preserve cash flow, maintain liquidity, and ensure the company's short-term survival.

However, while these measures may offer temporary relief, they often come at a cost to the organization's long-term health and growth

potential. The focus on short-term survival can inadvertently lead to a neglect of longterm strategy, stunting the company's ability to innovate and grow in a post-crisis world.

A number of studies challenge the conventional wisdom of aggressive costcutting during crises. A study by McKinsey, for example, demonstrated that companies that maintained, or even increased, their investment in innovation during the 2008/2009 downturn outperformed their peers, not only during the crisis but even more so, up to 30% in market capitalization, in post-crisis years.

This data is a wake-up call, highlighting that cutting costs can be counterproductive. Instead, maintaining investment in these areas can be a critical differentiator in a company's post-crisis performance.

This is not to suggest that cost management is unimportant; instead, it emphasizes the need for a more nuanced approach. Strategic costcutting, wherein non-essential and inefficient expenditures are targeted while preserving investment in key growth areas, emerges as a more sustainable model. This approach allows companies to remain agile and responsive to changing market dynamics, preserving their ability to innovate and capitalize on new opportunities.

How to Lead During Challenging Times

Adopting a balanced approach involves making thoughtful cuts without impairing the organization's core capabilities or growth prospects. This approach is multifaceted and requires a deep understanding of the business's essential strengths and potential growth areas.

How can CxOs achieve that?

First, you need a strategy.

Now, you might be thinking: “We tried creating a strategy in the past, and I’m frustrated at the lack of results.” Maybe you feel strategy:

● Takes too much time and effort, which you might not have, especially during times of crisis,

● It won’t get implemented anyhow, so what’s the point,

● Your business is too dynamic, and the current environment is too unpredictable for a long-term strategy.

This may be true if you approach strategy the traditional, old-school way, thinking

about strategy as long-term planning. But the old-school way will not shift the needle in recessionary times.

You need to shift how you think about strategy and adopt a challenged-based view.

Think of strategy as the response to the challenges that keep you from reaching your ambitions.

Your ambitions can be about the future, even longer-term. Zoom out to that future, and think about where you want your company to be after the crisis. Outline objectives for

growth, profitability, and the impact you’d like to make.

Then, instead of thinking about the longterm plan that takes you there, zoom back into the immediate challenges that keep you from reaching your ambitions that need to be solved in the next 12-18 months.

Taking such a challenged-based approach, combining the longer-term with the current realities, will allow you to see the bigger picture while addressing today’s issues and make better strategic decisions about what

costs to cut because they don’t add value today and won’t be needed to reach your ambitions in the future, or what opportunities to seize because they align with your ambitions.

Second, you must involve your team and relevant stakeholders in making that strategy.

Conventional wisdom says that during times of crisis, top-down decision-making is most effective. In my experience, this only works if the roof is on fire, and everybody agrees and sees it that way.

Think of strategy as an exercise of sensemaking. Making sense of what is going on, the impact it will have on your organization, and what needs to be done in response. Involving more people and their perspectives in this thinking process will first enhance the quality of your decisions, addressing some of the emotional challenges outlined above.

As a joint exercise, it will create a shared consciousness throughout the organization about what is essential right now and what needs to be done about it. This shared

Conventional wisdom says that during times of crisis, top-down decision-making is most effective. In my experience, this only works if the roof is on fire, and everybody agrees and sees it that way

Navigating the paradox of leading during challenging times is not about choosing between hard cuts and new growth; it's about strategically integrating both aspects

consciousness will allow for a culture of “aligned autonomy” in which decisions are made on the spot and throughout the ranks much faster than if they have to be imposed from the top. Because everybody has the same perception of what is required, these decisions and actions will be aligned with your strategy.

Third, rethink how you think about your role as a leader.

This culture of “shared consciousness” and “aligned autonomy” will free you as a leader to be all-knowing. You can trust your team to make the decisions and take the required actions without needing top-down micro-management.

Instead, as a leader, you can focus on the bigger picture, provide overall direction,

enable your team, and remove the barriers that keep them from doing their best work.

Weathering the crisis thus becomes a shared responsibility. And CxOs will lead with clarity and confidence.

Conclusion

Navigating the paradox of leading during challenging times is not about choosing between hard cuts and new growth; it's about strategically integrating both aspects. CxOs who successfully manage this balance will guide their organizations not only through the immediate crisis but also towards a stronger, more innovative future. The key lies in understanding that short-term survival tactics, when skillfully balanced with longterm growth strategies, can lead to sustained success and resilience.

Tim Shein

PRESIDENT, KING BUSINESS SERVICES

HELPING CLIENTS TRANSFORM THEIR BUSINESSES THROUGH EXCEPTIONAL POS SERVICES

Based in Burnaby, B.C., CA, Tim Shein, President at King Business Services Corp, is at the forefront of helping customers with Peace of Mind for their POS needs and preparing them for their future growth. Having trained and worked at Legrand, Hubbell Canada LP, and PepsiCo, Tim’s eclectic background gave him a unique perspective, allowing him to navigate the always-changing and developing IT and POS industry with agility and innovation. He has led continuous efforts towards meeting the requirements of his customers and delivering

exceptional services. Tim’s leadership journey is undoubtedly a testament to the power of diverse experiences, calculated risks, and unwavering persistence. It underscores the notion that setbacks in one’s journey are not failures but opportunities to grow and race ahead. He is an inspiration to many.

Making a Successful Career Pivot

Tim began his career at the watch counter at Henry Birks and Sons, where he cultivated an appreciation for delivering a positive customer experience. This foundation propelled him

TIM SHEIN , PRESIDENT, KING BUSINESS SERVICES

into industrial sales and service Imperial Oil, where he honed his skills in navigating complex business relationships and negotiations. Tim later served as the Franchise Manager for PepsiCola Corp, a role that not only exposed him to the marketing genius of Pepsi but also instilled in him a strategic mindset crucial for success in the corporate world. Afterward, Tim forayed into the electrical manufacturing industry with Legrand, where he got to travel and experience most aspects of Western Canada customers. This chapter marked his formative years, providing him with invaluable insights into the intricacies of a rapidly evolving sector.

However, the turning point came when an exciting opportunity presented itself to Tim and his partners at DTS Partners Group – a chance to collaborate and acquire a Hi-Tech Service and Sales company. This venture specializes in

providing cutting-edge Point of Sales (POS)

Software and Hardware to the retail industry. While reminiscing those days, Tim shares, “It was a leap into a world where technology intersected with business solutions, marking the beginning of my association with King Business Services.”

Turning Challenges into Triumphs

After conducting thorough due diligence, Tim and his partners, identified an untapped potential. They recognized a fundamental truth: leaders increasingly rely on scanning and data collection for making informed decisions, which is essential for business growth. King Business Services checked all the right boxes. The company stood out for its established industry reputation and credibility and, more importantly, for the experienced talent within its ranks.

As the quote goes, the road to success is not easy to navigate, but with hard work, drive, and passion, achieving the end goal is possible. After coming on board at King Business Services, Tim faced numerous challenges, such as the departure of key team members and the loss of significant accounts. However, instead of viewing setbacks as obstacles, he identified them as opportunities to innovate and build anew. “Patience and unwavering faith fueled our commitment to the belief that, if you build it with dedication and excellence, customers will inevitably come,” explains Tim.

Later on, Tim’s decision to rebuild was rooted in a vision of giving back to King Business Services’ dedicated staff and provide unparalleled customer service and reliable software and hardware solutions to the clients. This strategic shift revitalized the company

and positioned King Business Services as a dynamic force in the IT and POS sector, driven by a commitment to quality and a vision for the future. Since then, the company has successfully maintained a Trusted Advisor status with its customers as their partners in technology for their businesses.

King Business Services: The Trusted Advisor for Technology

King Business Services Corp. has been a fullservice IT and POS service provider since 1969. With offices in Vancouver, Victoria, Nanaimo and Ottawa, the company helps clients navigate retail and wholesale technology needs for their businesses. It’s in King Business Services’ culture, philosophy, drive, and commitment to be the best provider of technology services, products, and customer support!

King Business Services Corp. has been a full-service IT and POS service provider since 1969. With offices in Vancouver, Victoria, Nanaimo and Ottawa, the company helps clients navigate retail and wholesale technology needs for their businesses

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Moreover, King Business Services’ dedication extends across various industry segments or verticals, offering tailored solutions to grocery stores, specialty retailers, liquor stores, C-stores and gas stations, butcher or deli shops, produce stores, and farm markets. This diverse portfolio showcases the company’s versatility and expertise, ensuring its partners receive solutions finely tuned to their unique business requirements. “At King Business Services, we don't just provide services; we forge lasting partnerships that drive success across the retail spectrum,” asserts Tim.

What Makes King Business Services Unique?

In the age where AI emerges as both a threat and an opportunity, King Business Services stands out as a pivotal player, providing indispensable services and cutting-edge equipment integral to seamless operations. Its primary offerings include advanced Point of Sale (POS) software explicitly tailored for retail store operations. This software elevates the customer experience and serves as a cornerstone for critical data collection, facilitating informed decisionmaking in areas such as store growth, marketing strategies, and operational efficiency.

In addition, Tim and his team understand the importance of compatibility and futureproofing, acknowledging the nature of technology. King Business Services proudly partners with established and respected manufacturers, including Acronis, Datalogic, Elo, Epson, Honeywell, Lenovo, Sophos, Toshiba Commerce, and Zebra, to achieve this. These collaborations are more than just alliances; they represent a shared commitment to excellence

LUKAS HARDJOWASITO, OPERATIONS MANAGER

and contribute significantly to the company’s reputation and respect in the marketplace. Likewise, King Business Services’ further associations with established and scalable software partners like Acceo/Logivision, Autostar, NCC, IT Retail, and Optima allow it to provide the best-in-class services.

Customizing Solutions to Meet Client Needs

Unlike other IT and POS service providers offering one-size-fits-all solutions, King Business Services is built with a deep understanding of the nuances, regulations, and workflows of diverse industries. The services are laser-focused on the exact requirements of each industry, ensuring that every feature and function is relevant and adds value. Moreover, the tailored solutions are built to integrate seamlessly with the existing systems and tools within a specific industry. This ensures a smoother workflow, reduces the employee learning curve, and enhances overall productivity. As a result, King Business Services’ customized solutions allow organizations to operate more efficiently, make informed decisions, offer superior services, and give them an edge over competitors using generic solutions.

Creating a Genuine Connection with Customers

At King Business Services, building lasting relationships isn't just about tech solutions; it's about creating a genuine connection. Tim and his team are constantly in touch, checking in, and being more than just a service provider to their customers. The King Business Services team always listens to their customers, explores,

and finds better solutions. For them, it’s all about embracing innovation and discovering new things that could improve their customers' lives. Going above and beyond, the company tries to educate its clients about the latest technological developments to discover limitless possibilities. Therefore, for King Business Services, maintaining a trusted advisor status is not a onetime thing; it's an ongoing commitment.

Client Success Story

Once, King Business Services had a deli/butcher shop in a tech nightmare. The team got a call Thursday at 7:15 pm – the client was frustrated with their system. Cutting to the chase, Tim and his team installed cutting-edge, new equipment and software within a week. And boom! The deli/butcher shop was back in business like never before.

Fostering a Culture of Innovation

At King Business Services, fostering innovation is not just a strategy; it's a way of life. Inspired by the relentless pursuit of excellence, the company believes in turning customer needs into opportunities for embracing new solutions. A true testament to its innovative spirit is a customer-driven revelation. For example, once a customer of King Business Services expressed a desire to elevate their experience – to scan a bottle of wine or whisky and receive tasting notes promptly. Tim and his team didn't just hear their request; they saw an uncharted path to redefine their experience. With a collective nod to innovation, the team delved into this challenge. They transformed customer aspirations into reality. Now, scanning a bottle unfolds a world of tasting notes seamlessly delivered through

an email. Tim says, “At King Business Services, we're not just following trends; we're setting new standards, one customer-driven innovation at a time."

True Leadership Philosophy

As a visionary leader, Tim’s compass at King Business Services is guided by principles at it’s core, respect, encouragement, and providing the tools for success. He firmly believes that empowering people with the right environment, tools, and confidence transforms them into exceptional employees. Hence, reflecting on the wisdom of leadership visionaries like Richard Branson and Simon Sinek, Tim seeks inspiration from Sinek's profound insight that reveals, 'Leadership is not about being in charge. It's about taking care of those in your charge.' This principle resonates deeply with Tim, emphasizing the profound impact of cultivating a culture

centered around care, support, and the growth of each team member.

A Bright Future Ahead

Recently, King Business Services has locked eyes on a major critical account, a colossal player, that will expand its equipment across all 650 branches. The company also aims to venture into innovation with new projects that promise to redefine the landscape of the retail and commercial industry. King Business launching of its Commercial Division last year, is set to bring the Trusted Advisor status to Material Handling, Warehouse and Logistics and Distribution companies. Moving those clients from a paper to digital, making their life easier and more efficient. “While I can't spill all the beans just yet, rest assured that these initiatives are poised to set new standards and solidify our position as trailblazers in the field,” excitedly concludes Tim.

Leading Hybrid Teams: Fostering Flexibility for a Flourishing Workforce

Xi Ren Yang, Founder, Xel Consulting, Speaker & Coach

In today's rapidly evolving work environment, leading hybrid teams has become the new norm.

In this era where employees crave flexibility and remote work while employers grapple with the desire for a return to the office, a critical dissonance emerges. Employers lack confidence in the productivity of remote work.

The challenge before us is to bridge this gap, creating a synergy that allows hybrid teams to flourish. The pivotal question that surfaces is: How can we unlock the full potential of hybrid work, recognizing that, when managed effectively, it can yield benefits such as higher employee well-being, engagement and performance?

Join me on this exploration as we delve into key insights that empower us to lead hybrid

teams with efficacy, ultimately maximizing flexibility for a workforce that thrives in this new work paradigm.

The Rise of Hybrid Work

The global pandemic altered the way we work in unprecedented ways, ushering in a new era of flexible work arrangements. Remote work quickly gained momentum, and now, as we emerge from the pandemic, a significant portion of the workforce is advocating for the continuation of flexible work models.

Ernst & Young (EY) recently released its Work Reimagined Survey, which draws upon data from 17,050 employees across 25 different industries and 20 countries, reporting that employees prefer hybrid and remote work.

Leveraging a 20-year HR career spanning diverse industries in both consulting and corporate roles, with Global Leadership scope, Xi Ren Yang, Founder of Xel Consulting, drives organizational excellence through employee engagement. As a Shared Leadership Coach, she empowers leaders and nurtures high-performing teams, enabling sustainable success. Drawing inspiration from personal triumphs over adversities, including a traumatic experience as a survivor of Alopecia Areata, she has developed a transformative and yet simple framework rooted in personal experiences and backed by neuroscience to foster mental resilience. She is passionate about empowering individuals with resilient mindsets through speeches, training and coaching so that they can thrive in challenges.

The future of work from home points towards a hybrid work model, merging the best of remote and in-office worlds to address issues such as mental well-being and organizational cohesion

The future of work from home points towards a hybrid work model, merging the best of remote and in-office worlds to address issues such as mental well-being and organizational cohesion. This model not only caters to individual preferences but also unlocks numerous benefits for both employees and organizations.

The 2024 Employee Experience Trends Report by Qualtrics highlights that employees in hybrid working arrangements have the highest levels of engagement, intent to stay and feelings

of well-being and inclusion in comparison to employees who work full-time in the office. In fact, those in a hybrid setting also have higher scores than employees who are fully remote and don’t spend any time in the office.

Nevertheless, effectively leading hybrid teams poses challenges, including communication hurdles, performance management intricacies and fostering team culture.

Let's dive into the crucial role of leadership in overcoming these challenges and ensuring the success of this hybrid approach.

Successful leadership in hybrid teams is not merely a responsibility but an opportunity — to inspire, innovate and lead with empathy towards a future where teams thrive, regardless of their physical locations

Leadership's Role in Hybrid Teams

In the landscape of leading hybrid teams, leadership takes on a multifaceted role. It involves fostering an environment of trust, communication and adaptability. Here are 10 key considerations for leaders navigating this dynamic environment:

1. Lead by Example: Demonstrate the benefits of the hybrid work model through your own experiences. Share how it positively impacts your work-life balance and overall well-being.

2. Embrace Flexibility: Recognize that flexibility is a vital component of employee well-being. Accommodate employees’ schedules and respect their work-life boundaries.

3. Focus on Outcomes: Instead of micromanaging, evaluate success based on results rather than time. Implement a robust performance management system that includes clear expectations, metrics and key behaviors that reflect organization’s values, regular reviews and coaching.

4. Team Norms: Ensure alignment on how the team will work together effectively. This involves reviewing goals, strengths, behaviours and commitments to working in a hybrid environment. This could be captured in a team charter and routinely revisited during ongoing team check-in meetings.

5. Effective Communication: In a hybrid work setting, clear and consistent communication is critical. Leaders should establish transparent communication channels, maintain regular checkins and utilize collaboration tools to keep the team connected and well-informed. Additionally, ensure that team members are not only comfortable but also

Together, we can create work environments where employees and organizations flourish in this new work landscape

proficient in using the necessary collaboration tools and technologies.

6. Social Connections: Promoting social connections is important, including building relationships within (and outside) your team, onboarding of employees into a new role or a new team and launching projects. Leaders should ensure that every team member feels included and valued. Encourage team members to actively participate in both virtual and inperson meetings and social events.

7. Supportive Culture: Foster a culture where team members support and check-in with one another. Remind team members about the importance of taking regular breaks and stepping away from their workstations. Promoting breaks can improve mental well-being and increase productivity.

8. Recognize Achievements: Celebrate individual and team achievements, whether they occur in the office or remotely. Recognizing team efforts and individual accomplishments can inspire motivation.

9. Support Growth: Offer opportunities for skill development and career advancement,

regardless of team members' work locations. Encourage continuous learning to foster a growth mindset.

10. Listen and Adapt: Actively seek feedback from your team about their experiences with the hybrid work model. Be open to making adjustments based on their input to enhance the overall work experience.

Successful leadership in hybrid teams is not merely a responsibility but an opportunity — to inspire, innovate and lead with empathy towards a future where teams thrive, regardless of their physical locations.

As we embark on this journey, let’s embrace the potential of hybrid work, ensuring that our leadership practices reflect the values of inclusivity, resilience and continuous growth for both individuals and the organization as a whole.

As a Shared Leadership Coach, I'm excited to continue supporting leaders and organizations in realizing the opportunities presented by leading hybrid teams and elevating them into high performing teams. Together, we can create work environments where employees and organizations flourish in this new work landscape.

The era of leading hybrid teams is here, let’s harness its potential for the benefit of all!