Dr. Ainhoa de Federico Chief Executive Officer, Volver A Ver Claro
MOST INSPIRING BUSINESS LEADER 2024
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Celebrating Leadership, Resilience, and the Women Who Redefine Success
Have you ever noticed how every journey worth taking comes with a mix of surprises, challenges, and moments of pure grit? It’s like hiking up a mountain: each step demands something different, and sometimes you’re not even sure what lies around the corner. But with resilience and a sense of purpose, you keep going. That’s exactly the kind of leadership we’re spotlighting in this issue—a journey marked by grit, empathy, and the courage to face the unknown.
In today’s world, leadership isn’t just about setting goals or pushing profits. It’s about lifting others, adapting to change, and embracing diverse perspectives. Women leaders, in particular, are bringing a fresh, impactful approach. They’re not only breaking glass ceilings; they’re redefining them entirely. What makes their stories stand out?
It’s their commitment to a type of leadership that’s both strong and deeply human—focused on adaptability, collaboration, and genuine connection.
This issue of CXO Outlook highlights inspiring women who
are driving change in meaningful ways. They come from different industries, from tech to social impact, and each has her own unique path. Some have taken on leadership roles in maledominated fields, while others have blazed trails in emerging sectors. On the cover, we feature Kristin Ebanks, Director of Leader Communications at World Vision International. With two decades of
experience in global nonprofits, Kristin excels at turning complex communication challenges into opportunities for growth, helping leaders amplify their voices to make a lasting impact.
Reading about these leaders, one theme is clear: success isn’t just about wielding power— it’s about the difference you make. These women are using technology and insights to create work cultures where everyone can thrive. They’re pioneering sustainable business models, advocating for social impact, and nurturing future talent. It’s a refreshing shift that shows leadership isn’t about fitting into a mold; it’s about reshaping it.
As you dive into this issue, ask yourself: How can we, as readers and colleagues, support these women and encourage the next generation of leaders? Let’s challenge ourselves to foster environments where diverse perspectives flourish, where ambition is celebrated, and where every leader—no matter their path—is valued.
Enjoy Reading.
Sarath Shyam
KRISTIN EBANKS
DIRECTOR, LEADER COMMUNICATIONS, WORLD VISION
EMPOWERING LEADERS TO COMMUNICATE WITH PURPOSE, CLARITY, & IMPACT
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Enabling Businesses to Create Emotionally Engaging Customer Experiences that Drive Growth & Loyalty
Colin Shaw, Founder & CEO, Beyond Philosophy LL, 7 X Best-selling Author, Podcast Host, The Intuitive Customer
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Kat McGettigan, Founder, Fine Lines Pitch Less to Win More: The Growth Paradox
Iqbal Amiri, President & CEO, AMIRI Wealth Management Inc. Diversity Dividends: Dispelling Old Myths and Building a New Future of Unity and Collaboration
KRISTIN EBANKS
DIRECTOR, LEADER COMMUNICATIONS, WORLD VISION
EMPOWERING LEADERS TO COMMUNICATE WITH PURPOSE, CLARITY, & IMPACT
As Director of Leader Communications at World Vision International, a child-focused Christian humanitarian organization, Kristin Ebanks positions executives, including the President and CEO, to grow their influence and authority with internal and external audiences. With 20 years of experience at international non-governmental organizations, she thrives on turning communications challenges into growth opportunities to guide leaders to excellence. Her broad expertise in change management, personal branding, strategy, publications and thought leadership has transformed the leadership styles of those she works with to leave meaningful legacies.
Recently, in an exclusive interview with CXO Outlook Magazine, Kristin shared her professional trajectory, insights on the significance of diversity and inclusion, the secret sauce behind her success, her favorite quote, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Hi Kristin. Please tell us about your background and areas of expertise. I currently serve as the Director of Leader Communications for World Vision International, a child-focused Christian humanitarian organization. I work with our executives to position them for greater influence within the organization and the public. My 20-year career in the humanitarian industry has included volunteering and working with Tearfund, the International Committee of the Red Cross, and World Vision. While holding various communications roles over the years—including senior writer, editor and publications manager— I’ve developed expertise across a broad range of areas, which helps me to best serve the leaders I work with today.
I am particularly passionate about leading from the heart and using storytelling to inspire people to do good
My desire to work for a large Christian humanitarian organization came to me as a young person, when I began collecting coins to donate. I went on to study Psychology and English Literature in college, and then to earn a Master’s degree in International Service. My time studying abroad in Australia, Jamaica, and England significantly influenced my outlook on the world. I am particularly passionate about leading from the heart and using storytelling to inspire people to do good.
What do you love the most about your current role?
I feel honored to influence many people by working through World Vision International’s top leaders. As a child, I knew that I could move hearts through what I wrote, and my entire being was oriented toward inspiring people to bring about positive change. By working with executives, I can impact leadership styles, transform team cultures and shape how the public views our work in the humanitarian space. I also thrive on challenges, and the stakes are high when working with executives because it matters what they say, how they say it and when they say it.
I am most proud to encourage our executives to adopt a heart-first leadership style. This is a concept developed by David Grossman, a leadership and communication expert. It includes self-care, listening, demonstrating vulnerability, creating a psychologically safe culture, communicating effectively and authentically, and telling great stories.
For example, one leader I work with, Marcus Frost, Chief Marketing and Communications Officer, committed to putting people first in all of his decision-making, including during
Leaders that hone their emotional intelligence will be rewarded with a greater following of people who will be inspired to join in their mission
an organizational change process. We asked staff for their questions through regular pulse surveys and then responded to them in followup Frequently Asked Questions and Myth Busters. He also created a video expressing his empathy for staff who were waiting to hear more information. These were the most popular content pieces we developed over the year.
World Vison’s President and CEO, Andrew Morley, has demonstrated heart-first leadership through his social media posts, primarily on LinkedIn. We built a following of people (which doubled over the last year, to 31,000) by telling powerful, relatable, human-focused stories. He has talked about self-care (how we can’t pour from an empty cup), how his mother embodies leadership traits he admires, and how he was transformed by his faith. Last year, he reached 1.7 million people through his posts by engaging staff, supporters, and potential partners in authentic ways.
What are the three major trends do you foresee in your industry in the next 12 months?
There are three major trends that I foresee impacting leader communications, and they all have to do with attitudes and behaviors. First, I believe we will continue to see a growing desire for authenticity in the workplace and in our personal lives. It will only grow stronger as people question where and how they get their information (especially in the age of AI and the stronghold of social media), and many people continue to feel lost in an epidemic of loneliness. People will crave real humanto-human interaction that is meaningful to
them, and those that generate content around that will gain greater influence. Interestingly, “authentic” was Merriam-Webster’s word of the year in 2023.
Leaders that hone their emotional intelligence will be rewarded with a greater following of people who will be inspired to join in their mission. Employees are looking for far more than technical leadership. They want their leaders to have self-awareness and be able to self-regulate (manage their own emotions) and to show empathy and be compassionate (to perceive the emotions of others). These skills are essential when deploying effective leader communications strategies, including instituting feedback mechanisms and managing change processes. Strong interpersonal relations is everything.
Finally, I believe leaders who are willing to be courageous in being vulnerable (to open themselves to emotional exposure) will find that leadership becomes more rewarding. It will unlock doors all around them, especially if combined with authenticity and empathy. When they share their concerns, questions, and sometimes hurts, it helps create space for others to do so; and when this becomes a protected space, it becomes psychologically safe. Employees want to design, create, and build together with those who seem human just like them.
What are your thoughts on diversity and inclusion in your field? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
I am a big believer in the genius in everyone, and I am often heartbroken that aspects of our
Through storytelling, we opened the doors in the workplace to talk about diversity issues that were once taboo but were continually on the minds of staff, often triggered by national and global events
diversity in society are positioned as weaknesses instead of strengths. Over my years in working with executives, I’ve made promoting open discussions about diversity issues a hallmark approach. The most effective way I’ve been able to do this is to work with employees to tell their stories about diversity with a “My Story/Your Story/Our Story” approach.
Through storytelling, we opened the doors in the workplace to talk about diversity issues that were once taboo but were continually on the minds of staff, often triggered by national and global events. We found a way to talk about the hurts of racism and discrimination, but also the joys of being able to authentically express our ethnic identities and raise children in multi-cultural families. I knew this was a holy space, to enter into these discussions with staff to help them tell their stories, so I was guided by prayer. And what I discovered was that not only did we expand the pool of knowledge for those who read the stories, but
those who told their stories were blessed from the experience. I continually heard from them, “Thank you for letting me speak my truth. I will never forget this.”
I believe that discussions about diversity should always be welcomed and promoted in the workplace to help it become a more culturally sensitive space. This is a matter of the heart, and it pertains to the identities of staff, who want to first feel that they belong.
You were recently recognized as one of the Rising Star Women Leaders of Non-Profit for 2024. Our readers would love to know the secret mantra behind your success.
I don’t have a secret mantra because I am always willing to share what I’ve learned to help others grow. My mother used to tell me that one of my earliest teachers told her I always did more than was expected of me. I can point to that as a defining characteristic of any success
I’ve had. It’s not about working harder; rather, it’s about having a vision beyond my scope of work that offers indispensable value to the right people and superseding people’s expectations in the execution.
In developing the vision, it’s key to be fearless. I think big, and I take smart risks because I want to move forward in leaps, not micro steps. This requires setting aside the predictable cynicism that will come along the way from those more
uncomfortable with change and looking for allies who will help me meet my goals.
In the execution, I set myself and others up for the best chance of success and mitigate risk of failure by doing research, being creative, getting feedback, testing ideas, and monitoring and reporting on results.
Perhaps the most important element to developing the vision and bringing it to life is investing in trust-building, which can
I motivate my team by sharing my passion for leader communication transformation with them, which involves discussing where we are going (big picture thinking), where we’ve come from, and the impact we’ve had
be developed overtime by listening well, demonstrating patience, being curious, committing to others’ success, and gently challenging. It is essential to work with leaders who will say “yes” to new ideas.
Some of the biggest risks I’ve taken with the executives I support have been on developing thought leadership pieces for them. This required showcasing thinking that is ahead of the curve and putting forth opinions that are debatable, and potentially open to criticism— particularly on sensitive topics.
One example of how I brought a vision to life was working with our Chief Field Operations Officer, Jean Baptiste Kamate, to raise the visibility of his field program visits with a global audience. I arranged for field communicators to accompany him on trips and visually document his interactions with children and families. We then told powerful stories on LinkedIn—
about nutrition, child protection, education, and more—that generated intrigue and inspiration in the public. Now the masses can see him dancing and singing in some of the remote corners of the world with people who World Vision partners with to overcome deep poverty.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
I would like to meet with Adam Grant, who is an organizational psychologist. He frequently writes about human motivation, rethinking, influencing others, etc. He explores the benefits of when your mind thinks well and the risks of when it does not. I’d love to talk to him so that I can learn how to be a better thinker, but also because I’d like to challenge him with some different ideas. I don’t agree with everything he says—and he’s brilliant!
Is there a particular person you are grateful for who helped get you to where you are?
Beyond God and my family, my colleague Marianne Albina comes to mind when I think of how I got to where I am. My first significant role in World Vision was covering for her while she wrapped up her job in another part of the organization. We went on to work together in the same team for many years and I learned so much from her big picture thinking. Later on, she hired me for a role that I really wanted, which built my authority as an editor. I also credit her for being the reason I am in this role now, as I needed her encouragement to take the leap from a previous role that I really enjoyed. I am lucky to have known her for nearly two decades at World Vision, where she has helped me to understand myself better, to
welcome opportunity, to transition well, to sooth self-doubt, and to dream big.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I believe in a mind-body connection and therefore I invest deeply in the well-being of my mind and body. Our beliefs guide what we do— and I want to do fantastic things. There are two ways I keep my mind healthy: I consider what I put into it and what I take out of it.
I pour into my mind biblical truths, positivity, industry knowledge, historical wisdom, and love from caring people who are my social supports. I spend a lot of time in nature to maintain perspective of my life in this big world. I strive to continually delete the cache in my mind that includes cynicism, polarity thinking, self-doubt, and perfectionism.
I’m very mindful of the kinds of media I consume as well.
I motivate my team by sharing my passion for leader communication transformation with them, which involves discussing where we are going (big picture thinking), where we’ve come from, and the impact we’ve had. I have high standards for myself so I do push them to challenge themselves—to take risks, to do research, to experiment, to be more creative, and to test out ideas. We learn together.
What is your favorite quote?
My favorite quote is from Ephesians 1719: “And I pray that you, being rooted and established in love, may have power, together with all the Lord’s holy people, to grasp how wide and long and high and deep is the love of Christ, and to know this love that surpasses knowledge—that you may be filled to the measure of all the fullness of God.” That is my aspiration for myself, my family (especially my three boys), and all who I encounter—that they would be filled to the measure of all the fullness of God.
From a business perspective, my favorite quote is, “If you build it, they will come.” This has been my driving perspective for my whole career. I always felt that if I could bring my visions to life, people would follow—and they always did.
Where do you see yourself in the next 5 years?
In five years, I see myself with advanced leadership responsibility in the humanitarian development industry because that is the trajectory I have been on. I don’t think it’s for me to say what that looks like exactly now, as every career opportunity I’ve had has arrived at just the right moment when it was needed. Given my personality type as a supporter and peacemaker, I imagine I will thrive in roles where I position influencers to excel and bring people together for a cause greater than ourselves.
What advice would you give to anyone starting out on their career in your industry?
Supporting leaders requires a broad set of skills that goes beyond simply acquiring technical expertise in communications, which can be gained from experience, training, or complementary jobs. One of the most important traits is emotional maturity. This can be developed by learning about yourself (getting feedback from others, personality tests), practicing keeping confidential information, and communicating effectively with others. Another necessary trait is learning how to influence powerholders—it will require various strategies that won’t work on everyone, so it is wise to grow in an understanding of human behavior.
Fueling Growth, Innovation, & Excellence in Finance
Hi Julie. Please tell us about your background and areas of expertise.
I am an accountant by degree and trade and received my Bachelors and Masters of Science in Accountancy at Southern Illinois University of Edwardsville. From there, I’ve spent several decades coming up in the accounting field gaining experience in and around a variety of industries, mostly focusing on the technology
and consumer space the last 13 years. I am currently the Chief Accounting Officer at McAfee, a global leader in online protection for consumers. Before McAfee, I served as an external auditor at EY for mid-sized to large public and private companies for nearly 7 years and then moved into the industry to hone my skills in accounting and finance, leading teams of increasing size and scope. After EY, I spent 2
Julie Bishop, CPA, and CTP, has more than two decades of demonstrated financial leadership and expertise, including her previous experience in public accounting and a variety of finance roles with technology companies as a senior member of Financial Management, most recently as Chief Accounting Officer at McAfee. She has extensive experience in global finance, accounting and reporting, treasury, shared services, statutory reporting, payroll, equity administration, internal audit, leadership and talent development, mergers and acquisitions, integrations, dispositions, automation and process efficiencies, and finance transformation in both publicly traded and privately held companies.
Recently, in an exclusive interview with CXO Outlook Magazine, Julie shared her professional trajectory, insights on diversity and inclusion in the accounting field, the secret sauce behind her success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
At McAfee, I work in the consumer cybersecurity space, a fast-paced, industry that frequently innovates and develops products to help people safely experience and interact with the evolving digital world
years at HD Waterworks and almost 12 years in successive roles at Yahoo.
My areas of expertise include US GAAP accounting and reporting, auditing, external reporting and technical accounting, financial analysis, mergers and acquisitions, dispositions, due diligence, strategic planning, board committee presentations, ERP migrations, and full scale finance digital transformations, automations and process optimizations, treasury, accounts payable, travel and expense reporting, payroll and equity administration, international statutory GAAP accounting and reporting, leadership, and staff development and mentorship.
What do you love the most about your current role?
Beyond the day-to-day scope of my role as Chief Accounting Officer, I am currently overseeing a large finance digital transformation project that
goes beyond a replacement of the traditional ERP system and encompasses modernization of the entire end-to-end process and ecosystem of Finance to better support the company’s future growth. This project has both been challenging and rewarding, one where I am continuously learning, innovating, and supporting the growth of our Finance employees.
What are the three major trends you foresee in your industry in the next 12 months?
At McAfee, I work in the consumer cybersecurity space, a fast-paced, industry that frequently innovates and develops products to help people safely experience and interact with the evolving digital world. First, I see the need for consumer online security continuing to be necessary to address new and emerging online threats to help protect consumers. Second, the role of generative
In the long term, a more diverse industry would show younger generations that the accounting profession welcomes all groups, including those traditionally underrepresented
AI in personal online protection and utility will increase in importance in consumer’s everyday life. Lastly, the online security industry will continue to develop campaigns that help educate consumers on various cyber threats, build awareness of risks, and develop brand trust.
What are your thoughts on diversity and inclusion in your field? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
Diversity and inclusion are critical in the accounting field as the demand for skilled talent remains high, and fewer students are choosing to study accounting which is causing a significant shortage of talent. By promoting diversity and inclusivity, accounting firms and companies can gain a recruiting edge and retain talent, as well as widen the perspectives and strengths of their organization. It is important to maintain ongoing discussions around this topic with leaders, industry professionals, and changemakers to ensure initiatives such as mentorship programs are built and maintained, equitable hiring and promotion practices are developed, leadership support is aligned and thus, available talent is retained in the profession. In the long term, a more diverse industry would show younger generations that the accounting profession welcomes all groups, including those traditionally underrepresented.
You were recently recognized as one of the Top 50 Women Chief Accounting Officers of 2024. Our readers would love to know the secret mantra behind your success. I was raised to have a strong work ethic, which has served me well throughout my professional and
personal life. I am self-motivated and seek to produce the highest quality work, as well as motivate team members to bring their best to work every day. In addition, I am highly organized and able to prioritize critical work, but also flexible to adapt to changing priorities. I value frequent communication with my team and leaders to ensure alignment at all times. Finally, I am a lifelong learner who enjoys reading and understanding history and futuristic topics, technology, etc. However, the biggest driver besides hard work and having a curious mind, is my commitment to maintaining my physical and mental health. As the saying goes, one cannot pour from an empty cup. I rise very early every day and devote time to working out, preparing healthy meals, and spending time reading and meditating for mental health. The combination of the aforementioned things has helped me reach my goals and maintain balance and longevity to stay the course of this exciting career.
How do you stay current with changing accounting standards, regulatory requirements, and industry trends?
I stay current in a variety of ways. I follow the Big 4 accounting firms’ standards publications, and webcasts, and take various continuing professional education courses to maintain my CPA and CTP licenses. I seek out various industry sources to stay current in the cybersecurity space. Some of my favorite news outlets include the Wall Street Journal, Worldwide Exchange, and Squawk Box on CNBC.
Is there a particular person you are grateful for who helped get you to where you are?
I’m lucky to say I have had several leaders throughout my career who supported me and provided honest and objective feedback that helped me grow and learn valuable lessons. I’ve had one or two leaders at almost every company I’ve worked at take me under their wing and enable my development, for which, I am very grateful. I try to pay that support forward to others as they try to build their careers.
What does the term "authentic leadership" mean to you?
For me, authentic leadership is based on leading by example. I try to lead by working with integrity, respect, empathy, transparency, personal accountability, and self-awareness while maintaining my core values and beliefs and holding myself to high standards. I hope this leadership style inspires the team to trust, focus, engage, and succeed together for the good of the company.
What are some of your passions outside of work? What do you like to do in your time off?
When I am not working, I enjoy working out and reading. I love Peloton strength training classes, using my Hydrow rowing machine, walking and listening to podcasts, and infrared sauna workouts at HOTWORX.
I have a curious mind and typically read multiple books at once, and often find myself part way through each book simultaneously. I switch between business and self-help
Always have a curious and mind and learn as much as you can where you can Be proactive and selfmotivated and don’t be afraid to ask questions to ensure understanding and alignment
books, as well as historical fiction, nonfiction, and psychological thrillers. However, I spend most of my free time with my husband, two children and two dogs. I am in my competitive dance mom and sports era, with my children being very active in competitive and recreational teams. I am in my happy place when I get to watch them do what they love.
What is your biggest goal? Where do you see yourself in 5 years from now?
In 5 years, I hope to have expanded on my current CAO experience, scope and role or as a CFO while continuing to lead teams to develop and succeed. My biggest long-term goal is to serve on a board of directors and audit committee.
What advice do you have for professionals who are just starting out?
Work hard yet smart. Always have a curious and mind and learn as much as you can where you can Be proactive and self-motivated and don’t be afraid to ask questions to ensure understanding and alignment. Be open to new and unique opportunities, raise your hand to help, particularly when a problem arises that is challenging and no one else is willing to tackle the task. Be indispensable to your team and leader and learn to take and grow from feedback. Find a mentor, coach, and sponsor (three different people) to help support and grow your career and make an effort to pay it forward to future generations.
MOST INSPIRING BUSINESS WOMEN 2024
Dr. Ainhoa de Federico
CEO OF VOLVER A VER CLARO
EMPOWERING MILLIONS TO SEE THE WORLD WITH CLARITY AND PURPOSE
Dr. Ainhoa de Federico stands out as a visionary leader in the realm of natural vision improvement. With over 20 years of experience, she has made a remarkable impact, touching the lives of more than 5 million people in 192 countries. Her work is more than just a profession—it’s a mission to help others see the world clearly, both literally and figuratively.
As a Research Professor at the University of Toulouse in France and the Director of the International Center for Vision Coaching and the Vision Coaching Diploma at the International University for Human Development and Leadership in Mexico, Dr. de Federico has pushed the boundaries of what’s possible in vision care.
“I’ve always had a deep interest in human health and how holistic approaches can bring about significant change,” she explains. This curiosity naturally led her to focus on vision—a sense so vital, yet often taken for granted.
Her pioneering Volver a Ver Claro (ClearSight) method, the first online natural vision program in the Spanish-speaking world, has set a new standard in vision care. It even earned her the ‘Best Natural Vision Improvement Course’ award at the 2022 Healthcare and Pharmaceutical Awards. But awards aren’t what drive her. It’s her vision to help 20 million people regain their sight naturally and integrate these practices into mainstream healthcare and education.
CEO OF
Dr. Ainhoa de Federico
VOLVER A VER CLARO
Launching the first online natural vision program for the Spanish-speaking world in 2016 was a turning point for Dr. de Federico
In 2020 and 2021, she organized the largest-ever Natural Vision Summits, bringing together 53 experts from 31 countries to promote the benefits of natural vision techniques. “My goal is to create a global shift,” she says passionately, “where natural vision improvement is seen as a key part of health and wellness.”
Recognized globally, Dr. de Federico was honored with a Doctor Honoris Causa title for her contributions. Her legacy is clear: she’s not just helping people see better— she’s helping them envision a brighter, healthier future.
A Personal Journey into Vision Improvement
Dr. de Federico’s connection with vision improvement started early in life. Diagnosed with hyperopia (farsightedness), strabismus (squint), and amblyopia (lazy eye) at just six months old, she faced a challenging start. She underwent a treatment that included eye patches and vision stimulation exercises. By her first birthday her eyesight had fully recovered. Since, Dr. de Federico’s parents instilled a positive mindset in her, reminding her every birthday of her achievement reinforcing her identity as someone who has an excellent eyesight. “They always admired how well I could see, reinforcing my ability and pride to see far, near, by day or night, with either and both eyes,” she recalls. This foundation of belief stayed with her, even when new vision issues emerged. At 23, she experienced myopia (nearsightedness), astigmatism (distorted lines), and diplopia (double vision). An optometrist recommended glasses—permanently. But she refused. “I
couldn’t accept it. I saw myself as someone who could see perfectly,” she says. A second opinion from a family doctor changed everything when he discovered sinusitis was the root cause. With just a week of antibiotics, her vision returned to normal, proving how interconnected vision and overall health could be.
Years later, at 34, she faced yet another challenge with astigmatism and presbyopia (the need for reading glasses). By this time, she was exploring psycho-somatic approaches and began viewing these symptoms as indicators of underlying imbalances. “I decided to listen to the message my body was sending,” she shares. Within two months, the symptoms vanished without any need for glasses—a clear sign that the holistic methods she was researching were effective.
This personal journey led her to dedicate her research and career to natural vision improvement. Inspired by the potential of non-invasive techniques, she saw firsthand how these methods could transform lives. But it was the heartbreaking loss of her unborn daughter, who would have been born blind, that gave her mission a new depth. “I decided to offer my love through vision improvement, reaching as many people as possible to honor the love I could not give to my daughter,” she shares. From that point, it became more than a profession; it was a lifelong commitment.
The result of this passion was the creation of the ClearSight Method (Volver a Ver Claro in Spanish)—a comprehensive, step-by-step program designed to help anyone improve their vision naturally. Dr. de Federico synthesized insights from ophthalmology, optometry, neurosciences, epigenetics, and
lifestyle medicine, among others, and made them accessible to people of all ages and backgrounds.
“It’s about addressing vision on multiple levels— physical, nutritional, emotional, mental, and beyond,” she explains. This structured approach is what set the ClearSight Method apart and laid the groundwork for a global movement that’s empowering millions to see clearly.
Breaking New Ground in Vision Care
Launching the first online natural vision program for the Spanish-speaking world in 2016 was a turning point for Dr. de Federico. Volver a Ver Claro quickly gained traction, drawing attention not just from individuals seeking to improve their eyesight but also from academic institutions. “I wanted to make
the method accessible to everyone, regardless of where they lived or their economic background,” she explains.
By 2018, she adopted the Product Launch Formula by Jeff Walker, a strategy that propelled the program to new heights. The University of Toulouse, where she was a tenured professor, took notice and invited her to create a course for the University of Free Time aimed at retirees. The course was a success, and soon after, she was invited to join the faculty of the Master’s in Health Education and Social Intervention program, co-accredited by the Department of Sociology and the Faculty of Medicine.
But Dr. de Federico wasn’t done innovating. In 2020 and 2021, she organized the firstever online Natural Vision Summits, bringing
together 53 experts from 31 countries. “It was a milestone for the entire international community of natural and holistic vision,” she notes. The summits provided a platform to share and expand the knowledge of vision improvement techniques, further solidifying her position as a global leader in the field.
Her dedication was recognized in 2023 with an honorary Doctor Honoris Causa title, allowing her to elevate the conversation even further. This recognition paved the way for a significant milestone: the creation of the first University Degree in the world for training professional Vision Coaches, officially accredited by the Secretary of Public Education in Mexico. “This wasn’t just about a personal achievement—it was about establishing natural vision improvement as a legitimate academic discipline,” she says.
Founding Volver A Ver Claro was a natural next step. As CEO, Dr. de Federico balances leadership, strategy, and continuous innovation
to ensure the ClearSight Method reaches as many people as possible. What sets the method apart is its holistic approach, integrating eye exercises, relaxation techniques, and lifestyle changes, all rooted in scientific research. Over the years, countless success stories have emerged—people who’ve regained clear vision, avoided risky surgeries, or even restored sight to children in disadvantaged regions.
For Dr. de Federico, it’s about more than just seeing clearly. “I want to give people the power to take control of their vision and, by extension, their health and lives,” she says with conviction. And with millions already benefiting from her method, it’s clear that her vision is coming into focus.
Seeing Beyond Vision
Dr. de Federico's contributions to natural vision improvement extend far beyond her role as an educator and researcher. Her impact is twofold. First, she has made natural vision
Dr. de Federico is stepping into the realm of publishing, collaborating with vision experts
Orit Kruglanski and Nathan Oxenfeld on a groundbreaking anthology
Dr. de Federico’ s long-term vision is as ambitious as it is inspiring. She aims to reach 20 million people globally, helping them improve their eyesight naturally
practices accessible to millions through online courses, global summits, and professional training programs. This work has earned her significant recognition, such as the honorary Doctor Honoris Causa. Second, her initiative in creating the first official University Diploma for professional Vision Coaches is setting the stage for a long-term legacy. "I believe this will leave a lasting mark for the spread of Natural Vision Improvement in the world through the next generations of Vision Coaches," she reflects.
Dr. de Federico is also stepping into the realm of publishing, collaborating with vision experts Orit Kruglanski and Nathan
Oxenfeld on a groundbreaking anthology. Titled A New World of Seeing: Practices and Perspectives of Natural Vision Improvement, the book is set to be released in November 2024. This comprehensive anthology features contributions from 43 authors across 16 countries, including optometrists, ophthalmologists, osteopaths, researchers, psychologists, holistic vision experts, and university professors. It aims to redefine how the world views natural vision improvement and highlight transformational approaches for enhancing eyesight naturally, without glasses, contacts, or surgery.
“This anthology is a labor of love and a first of its kind,” Dr. de Federico explains. “It will change the way people see the world forever by exploring the history of the Bates Method, as well as the latest scientific research and developments in the field. People will discover the multiple dimensions involved in the experience of seeing and the extraordinary capacity of their body to improve vision—and life.”
Paving the Path for a Visionary Future
Dr. de Federico’s long-term vision is as ambitious as it is inspiring. She aims to reach 20 million people globally, helping them improve
their eyesight naturally. But her aspirations go beyond individual transformations. Her ultimate goal is to integrate natural vision practices into public education and healthcare systems worldwide, creating a ripple effect of societal change. “It’s not just about better vision—it’s about creating a shift in how we approach eye care and holistic health,” she emphasizes. As natural vision improvement gains momentum and legitimacy within the health and wellness community, Dr. de Federico sees a future where practitioners from various disciplines collaborate to offer patients a comprehensive and effective approach to eye
Dr. de Federico hopes to be remembered as someone who made a lasting impact on people’ s lives by giving them the gift of clear vision and a renewed sense of possibility
health. She believes that the field will grow significantly over the next decade, with more institutions and professionals embracing natural methods alongside conventional eye care.
"The end users will win by preventing vision symptoms, improving faster, and having optimal eyesight for life," she notes. This, she believes, is a necessary shift for global health and well-being.
Driven by Inspiration, Guided by Passion
For Dr. de Federico, learning and innovation are lifelong pursuits. She stays at the cutting edge of research in holistic health and natural vision improvement, continually refining the ClearSight Method to incorporate the latest scientific findings. Technological advancements, especially in online education and marketing, have been instrumental in expanding her program's reach, making it accessible to people around the world.
While much of her journey has been selfdriven, Dr. de Federico draws inspiration from a diverse group of pioneers. From researchers like Marie Curie to holistic health practitioners like Martin Brofman, and from natural vision advocates like Dr. William H. Bates and Margaret Darst-Corbett to thought leaders like Aldous Huxley, she has found motivation in the work of those who dared to push boundaries. “Their work has encouraged me to continue pushing boundaries in natural vision improvement and the impact we can make in the world,” she says.
Finding Balance in Vision and Life
As an advocate for holistic health, Dr. Ainhoa practices what she preaches. She maintains her well-being through a balanced lifestyle that incorporates the very principles of natural vision improvement she teaches. “Natural
vision is closely linked to overall well-being,” she explains. “Maintaining a healthy lifestyle and habits allows me to manage my professional responsibilities without compromising my personal health.”
Today, she leads a team of 15 dedicated professionals who share her vision and help support the growth of Volver A Ver Claro. This strong foundation allows her to focus on innovation, strategy, and ensuring the ClearSight Method reaches those who need it most. She believes that balance is key, not just in personal health, but also in maintaining a positive, nurturing work environment.
Leaving a Lasting Legacy
Dr. de Federico hopes to be remembered as someone who made a lasting impact on people’s lives by giving them the gift of clear vision and a renewed sense of possibility. Her legacy is rooted in accessibility and empowerment— equipping individuals worldwide with the tools to take control of their own vision naturally, leading to greater well-being and a more empowered future.
When asked what advice she would give to aspiring vision coaches and holistic health practitioners, her message is clear: “Stay curious, persistent, and open-minded. The field of holistic health is ever-evolving, and those who are passionate about making a difference should embrace both research and innovative practices. Integrate online teaching and marketing to make the information available to the general public, regardless of their social background and conditions.”
Through her work, Dr. Ainhoa de Federico is not just improving vision—she’s transforming lives, one clear sight at a time.
Jenn Tardy, Founder, Jennifer Tardy Consulting & Co-Founder & Chief Operations Officer, PWP Health
Hi Jenn. Please shed some light on your career path and how you started your career in the HR field.
I actually started my career in HR as a corporate trainer. I was in the role for a couple of years before becoming an HR generalist and later a recruiter. I entered recruiting as a contract recruiter in 2008 and soon after became a fulltime employee. From there I eventually worked my way up to a manager, director, and before long I was leading recruiting leaders. There’s
not one aspect of recruiting that I’ve not had the opportunity to explore, and I am grateful for that.
What was the inspiration behind establishing PWP Health? What sets it apart from other market competitors? My cousin, Yolanda Stone, and I were looking for ways to give back to our hometown community. We wanted it to be significant and meaningful. Once we were introduced to
A seasoned HR leader must possess two key sets of skills: general leadership abilities and specific HR expertise
Jennifer Tardy is the CEO and Founder of the Maryland-based firm Jennifer Tardy Consulting (Team JTC). Renowned for career success coaching and diversity recruiting, Jenn connects job seekers with hiring professionals, driving success for both. Her work with SHRM, Red Bull, the US Chamber of Commerce, and Harvard University, along with accolades like 2020 LinkedIn Top Voice, showcases her dedication to increasing diversity and retention without harm. With 14 years of experience, she aims to universalize Lived Experience Intelligence™ and redefine diversity recruiting. Jenn is currently writing a book with Hachette Books.
Recently, in an exclusive interview with CXO Outlook Magazine, Jennifer shared her professional trajectory, the inspiration behind establishing PWP Health, personal role models, insights on diversity and inclusion in the banking industry, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
By staying in my zone of genius, I ensure that I am most effective in my role, while my team, who is more than capable, handles other responsibilities
community mental health services, we knew that it was the right step for us. And so, we moved forward with the provider licensing process.
With 15+ years of industry experience, according to you, what skills or characteristics make someone a seasoned HR leader?
A seasoned HR leader must possess two key sets of skills: general leadership abilities and specific HR expertise. Through years of experience, I have learned that both are crucial for driving a team and the overall company forward. Effective leadership involves understanding people, their motivations, and how to coach them toward their goals, which ideally align with the company's objectives. This skill is developed over time and through practice.
However, being an effective HR leader also means integrating these leadership skills with deep knowledge of HR practices, particularly in recruiting. It's essential to understand the intricacies of inclusive recruitment and to communicate effectively with recruiting teams. Mastering the language and nuances of recruitment fosters respect and collaboration within the team, which is vital for successful recruitment leadership.
Who has influenced you the most in life and why?
My father was a man of immense talent and dedication. Throughout his career, he was repeatedly overlooked for promotions simply because he didn't have a bachelor's degree, a qualification he neither had nor desired. Despite this, his leaders constantly relied on his skills and expertise, recognizing his value but not rewarding it with the promotions he deserved.
Watching him navigate these professional challenges taught me the importance of perseverance, resilience, and the significance of being recognized for one's true capabilities beyond mere credentials.
On the other hand, my sons have profoundly shaped my personal and professional aspirations. Before they were born, I believed I had achieved all I wanted. By the age of 30, I was making a high six-figure salary, had earned a master's degree, several certifications, and was leading teams. I was content to coast along and take life as it came. However, the birth of my sons ignited a new drive within me. I realized that I wanted to push my own boundaries and achieve my full potential to set an example for them. I wanted my sons to see firsthand that pursuing your potential is a continuous journey, and if their mommy can do it, so can they. This desire to role model a life of growth and achievement has been a powerful motivator, inspiring me to strive for more, not just for myself but for the legacy I wish to leave for my children.
What is your secret to striking a worklife balance?
Time is my most valuable resource, and it holds significant importance in my role as I set the vision for our research and training firm. Being highly structured allows my team to anticipate my needs and work more autonomously. This approach not only optimizes our productivity but also ensures I can maintain a healthy worklife balance.
One key aspect of this balance is my ability to honor my own boundaries, even when I feel the historical guilt that often accompanies setting limits. I establish and strictly follow rules for myself, such as no meetings before 10
AM and none after 3 PM. This schedule allows me to transition smoothly into "mommy mode" when my boys get off the bus at 3:30 PM daily.
Additionally, I focus on doing only the work that only I can do, delegating everything else. By staying in my zone of genius, I ensure that I am most effective in my role, while my team, who is more than capable, handles other responsibilities. This not only empowers my team but also allows me to be fully present in both my professional and personal life.
What are your thoughts on diversity and inclusion in the banking industry? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
Diversity and inclusion in the banking industry are not just important; they are essential for fostering innovation, building trust, and ensuring the industry serves all
Authentic conversations with leaders and influencers are crucial in creating a culture of acceptance and understanding
communities equitably. In my experience, having a diverse workplace brings a variety of perspectives and ideas that drive better decision-making and more comprehensive solutions. Inclusion ensures that these underestimated voices are heard, valued, and leveraged to their full potential.
Authentic conversations with leaders and influencers are crucial in creating a culture of acceptance and understanding. These dialogues open pathways to empathy and awareness, breaking down barriers and challenging biases. It's about creating an environment where everyone feels they belong and can contribute meaningfully, regardless of their background.
In my work, I have seen firsthand the positive impact that diversity and inclusion can have on an organization. When leaders commit to these values and actively engage in open, honest discussions, it sets the tone for the entire company. This, in turn, influences the broader industry and society as a whole, promoting greater acceptance and equity across the globe.
By fostering such an environment in the banking industry, we not only drive better business outcomes but also contribute to a more just and inclusive world. This commitment to diversity and inclusion is not just a corporate responsibility; it's a moral imperative that benefits everyone.
What workforce opportunities do you anticipate will be the biggest game changers in the next 5 years?
In the next five years, I anticipate that advances in technology and a focus on flexible work arrangements will be the biggest game changers. The rise of AI and automation will
transform many aspects of work, enabling us to streamline processes and improve efficiency. However, it's the human element—our ability to adapt, learn, and innovate—that will truly set successful organizations apart. Flexible work arrangements, including remote work and hybrid models, will become the norm, offering employees greater autonomy and work-life balance. This shift will not only attract top talent but also enhance productivity and job satisfaction across the board.
What’s a myth about HR that you want to quash?
A common myth about HR is that it is merely an administrative function focused on enforcing policies and procedures. Recruiters especially feel like they are paper pushers rather than genuine influencers and changemakers. The reality is that HR professionals, especially those who are on the frontlines of creating access for job opportunities, have so much influence that can change the outcomes of lives especially of those from historically underrepresented communities, just by their ability to ensure that the managers that they are supporting are going about the business of their work in the most inclusive fashion.
If you could change anything about business today, what would that be?
If I could change anything about business today, it would be to dismantle the obstacles fueled by bias and promote a culture of genuine inclusivity. Many organizations still operate under biases that hinder equal opportunities and stifle diverse talent. By actively removing these barriers, we can create environments where everyone has the chance to thrive based
Leaders must be vigilant in recognizing and addressing biases in all forms—be it in hiring, promotions, or everyday interactions
on their abilities and potential. This requires leaders to cultivate empathy and purpose-driven leadership, focusing not just on short-term profits but on long-term sustainability and the well-being of their employees and communities. Leaders must be vigilant in recognizing and addressing biases in all forms—be it in hiring, promotions, or everyday interactions.
Where would you like to be in the next 5 years?
In the next five years, I envision myself continuing to lead and inspire within the diversity recruiting space, driving meaningful change and fostering inclusive conversations. I aim to expand my influence, perhaps by taking on (more directly) diversity recruiting in a global context. Our aim is to be the premier go to hub for research and training on all things
diversity recruiting and retention. Ultimately, I want to continue setting an example for my sons, demonstrating that pursuing one’s potential and making a positive impact are lifelong endeavors.
What’s your favorite piece of advice for leaders who want to be better at engaging their workforce?
My favorite piece of advice for leaders who want to engage their workforce more effectively is to listen actively and lead with empathy. Understanding your team's needs, motivations, and challenges is key to fostering a supportive and productive environment. Continue to identify and remove barriers built by bias fueled obstacles and show genuine interest in their well-being and professional growth, and create opportunities for open, honest communication.
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MOST INSPIRING BUSINESS LEADER 2024
Shoko Saeki CREATING A BRAND THAT THRIVES ON ETHICAL IMPACT AND RESPONSIBLE GLOBAL COMMERCE
CHIEF EXECUTIVE OFFICER OF DUOLOGY
For Shoko Saeki, leadership has never been about transitioning from academia to business—it’s been about integrating both worlds seamlessly. With a strong academic foundation shaped by her time at the University of Exeter and the Woolf Institute, Saeki brings a unique perspective to her role as CEO of DUOLOGY Co. Ltd. “My academic insights have significantly influenced my approach to leadership and decision-making at DUOLOGY,” she shares, emphasizing how she applies the analytical rigor of research to real-world business solutions.
A defining chapter in her journey was her experience working with the United Nations in Geneva. There, she witnessed the powerful
intersection of policy, sustainability, and global business, which shaped her belief in the need for ethical leadership. “Seeing firsthand how sustainability and social responsibility were approached at a global level made me realize that academia’s insights could solve realworld challenges,” she notes. This conviction ultimately led her to found DUOLOGY, a business that embodies her commitment to sustainability, ethics, and inclusivity. Her heritage has also played a role in shaping her vision. Saeki comes from a lineage of entrepreneurs and pioneers—her greatgrandfather, Seiichi Teshima, was instrumental in establishing the schools that later became the Tokyo Institute of Technology. Similarly, her
Saeki CHIEF EXECUTIVE OFFICER OF DUOLOGY
Shoko
ancestor, Riemon Kimura, was a trailblazer in Japan’s economic development. However, Saeki insists that she never wanted to rely solely on her family’s legacy. “I wanted to build my own path through intellectual growth and personal vision,” she states.
One of her greatest influences has been her mother, Yasuko Saeki, a scholar in international politics and law, and a former professional tennis player. Her resilience and balance of career and family responsibilities shaped Saeki’s views on leadership. “Leadership is not just about authority—it’s about responsibility and empathy,” she recalls learning from her example. This early lesson remains central to how she leads DUOLOGY today.
Yasuko’s philosophy of philanthropy also left a deep mark. She believed that privilege carries a responsibility to give back—a principle Saeki has woven into the fabric of DUOLOGY’s mission.
“Her belief that leadership is about creating an environment where others can flourish has guided me,” she reflects. It’s a vision she continues to
uphold as she leads DUOLOGY toward a future where business success is measured not just in profits, but in positive impact.
Breaking Barriers with Purpose
Being a female CEO in Japan isn’t easy. In a country where traditional gender roles still dominate both corporate and social spheres, women often face subtle resistance in leadership positions. Japan ranked 125th out of 146 countries in the 2023 Global Gender Gap Report, and even lower when it comes to economic participation and wage equality. It’s a reality Saeki knows well. “There were times when people questioned whether a woman could lead a company like DUOLOGY,” she recalls.
But Saeki’s journey has never been about defying stereotypes directly. Instead, she focuses on demonstrating value through action. Her experiences abroad, particularly in the UK, gave her a global perspective and the tools to navigate these challenges. “I’ve learned that overcoming these barriers isn’t about confronting them
Today, Saeki is redefining what female leadership looks like in Japan. Her vision for DUOLOGY goes beyond profit; it’s about creating a positive impact on society and the environment
head-on—it’s about showing, through your work, what diverse leadership can achieve,” she explains. By forming international partnerships based on merit and shared values, Saeki has positioned DUOLOGY as a forward-thinking company that operates with integrity and inclusivity.
Saeki also credits her upbringing for shaping her perspective. Growing up in a family with a strong entrepreneurial legacy, she never saw gender as a barrier to leadership. Her mother—a university professor and former professional tennis player—was a living example of breaking through limitations. “She showed me that true leadership is about resilience and focus, regardless of gender,” Saeki shares.
Today, Saeki is redefining what female leadership looks like in Japan. Her vision for DUOLOGY goes beyond profit; it’s about creating a positive impact on society and the environment. By aligning the company’s mission with sustainability and ethical practices, she’s steering DUOLOGY toward a future where business success is measured by meaningful contributions.
Her international collaborations, including work with the United Nations and the British Embassy, have allowed DUOLOGY to transcend local gender biases. Saeki’s approach is simple but powerful: build a company that stands for values like ethics, inclusivity, and sustainability. This, she believes, is the best way to challenge old norms— not by confrontation, but by example. “Success is about redefining what leadership can be,” she states. And with DUOLOGY’s growing global influence, Saeki is doing just that.
Building DUOLOGY: A Business with Purpose
DUOLOGY started with a simple mission: to address the growing demand for sustainable and
DUOLOGY is no longer just a provider of sustainable goods it’ s becoming a platform for broader societal change
ethically sourced products. The idea took shape during the pandemic when the fragility of global supply chains and unsustainable practices became glaringly obvious. The company’s journey began modestly, with a recommendation from the British Embassy to venture into the olive oil business. But that was just the starting point. Saeki’s broader vision soon became clear—to create a business that offers premium products that meet the highest standards of quality while championing sustainability.
Earlier this year, DUOLOGY took another meaningful step by launching a new venture to import handmade diffusers from Scotland’s Isle of Skye Candle Company. “This initiative, also supported by the British Embassy, reflects our commitment to raising global awareness of the UN’s Sustainable Development Goals (SDGs),” Saeki shares. With more people working remotely, there’s been a growing focus on creating nurturing home environments. Through this venture, DUOLOGY aims to contribute products that promote well-being and happiness.
As the company grows, Saeki’s vision has expanded. DUOLOGY is no longer just a provider of sustainable goods—it’s becoming a platform for broader societal change. Collaborations with international partners, like the British Embassy, have opened doors to new markets, allowing the company to reach a wider audience while staying true to its principles of ethical sourcing and production.
The challenges of the pandemic—supply chain disruptions, shifts in consumer behavior, and a heightened awareness of environmental issues— only strengthened DUOLOGY’s resolve. Today, the company doesn’t just respond to these global shifts; it anticipates them. “We see ourselves as leaders in sustainable and responsible commerce,” Saeki states confidently.
Every product under DUOLOGY is thoughtfully curated to embody the core values of sustainability, inclusivity, and ethical responsibility
At its core, DUOLOGY is driven by the belief that businesses must play a role in creating a more sustainable and responsible future. As the company continues to evolve, it remains firmly committed to its values of sustainability, inclusivity, and ethical leadership. “Staying true to our mission while adapting to global challenges is what defines us,” Saeki affirms.
Bringing Ethical Luxury to Japan
Saeki’s commitment to organic, vegan, and sustainable products runs deep. It’s rooted in her values, academic background, and international experiences. But the turning point came during the pandemic, when it became clear just how interconnected physical and mental health truly are. “I realized then how important it is to offer products that are genuinely good for people’s health—products that promote sustainability while also enhancing well-being,” Saeki explains. For her, the crisis underscored the need for businesses to support both individual health and the welfare of society as a whole.
The UK, with its long-standing leadership in sustainability and eco-consciousness, served as a key influence for DUOLOGY. British businesses have been at the forefront of these movements, supported by progressive educational and governmental efforts. The British Embassy in Japan has been pivotal in promoting cross-cultural understanding around these vital issues, especially in areas like organic farming, eco-friendly product development, and environmental stewardship. “The UK’s commitment to the UN’s Sustainable Development Goals (SDGs) has laid a solid foundation for promoting sustainable products on a global scale,” says Saeki.
The collaboration with the British Embassy allowed Saeki to introduce these values into the Japanese market in a meaningful way. While Japan’s consumer base has traditionally leaned toward long-standing customs, there is now a growing openness to global trends in health, wellness, and sustainability. Many are looking for products that meet high standards while staying true to ethical practices. This shift has been an opportunity for DUOLOGY to lead the charge by offering high-quality products that align with these evolving values.
One example is the premium olive oil DUOLOGY imports from Greece, sourced from farms practicing regenerative agriculture. This not only ensures top-tier quality but also promotes land preservation for future generations. Similarly, the company’s diffusers and candles are made from soy wax, a renewable resource that minimizes environmental impact.
British businesses and organizations have played a critical role in educating consumers about the importance of sustainability. Campaigns led by the UK’s Department for Environment, Food & Rural Affairs (DEFRA) have encouraged ecofriendly choices, shaping consumer behavior in the UK and beyond. Inspired by these initiatives, Saeki believes that businesses have the power to influence consumer habits. “By offering products that are both luxurious and ethical, we show that sustainability and quality aren’t mutually exclusive—they can elevate each other,” she affirms.
Through its collaboration with the British Embassy, DUOLOGY has been able to bring this philosophy to Japan, offering products that are not only premium and environmentally responsible but also inspire a broader cultural
Through products like AVLAKI’ s pure olive oils and Skye’s handmade diffusers, DUOLOGY is demonstrating that responsible choices can be both indulgent and purposeful
shift toward sustainable consumer behavior. “Our goal is to demonstrate that luxury and ethics can— and should—go hand in hand,” Saeki shares.
Crafting a Better Future through Ethical Sourcing
Every product under DUOLOGY is thoughtfully curated to embody the core values of sustainability, inclusivity, and ethical responsibility. Saeki believes that the products people consume should have a story to tell and contribute positively to both communities and the environment. “We want our offerings to reflect our mission of promoting a healthier planet and equitable business practices,” she shares.
Take the olive oils from AVLAKI, for example. These are sourced from organic farms on the Greek island of Lesvos, where farming is done without chemical interventions to preserve the local ecosystem. Not only are the oils produced using environmentally respectful methods, but the farms also maintain traditional practices that support local communities. “The land is treated with care, and the workers are fairly compensated,” Saeki notes, emphasizing how every part of the process aligns with DUOLOGY’s principles of ethical sourcing and sustainability.
The same philosophy extends to their handmade diffusers, crafted by the Isle of Skye Candle Company in Scotland. Using natural oils and sustainable resources, this business aligns perfectly with DUOLOGY’s mission of providing luxury products that also promote mindfulness and well-being. In a post-pandemic world where the home has become a central part of daily life, these diffusers offer an opportunity to elevate physical and mental well-being, while supporting ecoconscious consumption.
Inclusivity, too, is a key tenet of DUOLOGY’s approach. Whether partnering with small artisans
or international organizations, the aim is to embed fairness, equality, and sustainability throughout the supply chain. This ensures that their products resonate with a diverse audience, proving that ethical consumption can be both accessible and impactful, regardless of one’s background. “We
want to show that luxury, sustainability, and inclusivity can coexist,” Saeki says.
Through products like AVLAKI’s pure olive oils and Skye’s handmade diffusers, DUOLOGY is demonstrating that responsible choices can be both indulgent and purposeful.
It’s not just about what consumers buy— it’s about making decisions that align with a brighter future for both people and the planet.
Beyond the Product
DUOLOGY’s dedication to sustainability extends far beyond the products it offers. Its commitment is intertwined with the broader goals set by the United Nations Sustainable Development Goals (SDGs), viewing sustainability through a lens that encompasses not just environmental impact, but also social and economic well-being. By aligning business practices with the SDGs, the aim is to create lasting change for both the planet and society.
Currently, DUOLOGY focuses on bringing eco-friendly products from the UK that adhere to these sustainability principles. From sourcing to distribution, every step is designed to minimize environmental footprint while ensuring that communities involved in the supply chain are treated fairly. “We prioritize eco-friendly and socially responsible methods to ensure livelihoods are safeguarded,” explains Saeki. This commitment is at the heart of DUOLOGY’s mission.
Looking ahead, the company has ambitions to expand its offerings by developing unique products that embody the same values, further strengthening its alignment with the SDGs. One
such initiative is a campaign inspired by the film Call Me By Your Name to raise awareness of equal marriage. With artistic advertisements and promotional content, the campaign aims to spark conversations about equal rights, promoting social change in regions where these rights are still contested. “It’s about sharing evocative stories of love that transcend boundaries,” Saeki notes.
Another valuable collaboration is with Blue Renaissance Co. Ltd., a leader in naturepositive transitions in Thailand. Together, they are working on solutions that protect natural ecosystems while uplifting communities— advancing shared goals that resonate with the
By leading diverse projects, DUOLOGY is reinforcing its commitment to the SDGs and showcasing the transformative power of art and culture in driving global social change
SDGs. “Their expertise in biodiversity, climate change, and sustainable finance complements our vision for a future where environmental preservation and social equity go hand in hand,” she adds.
On the cultural front, DUOLOGY continues to support initiatives like the Royal Crown Japan Society’s annual event at the Imperial Hotel. This prestigious event not only fosters cross-cultural understanding between Japan and the UK but also promotes sustainability and inclusivity through educational lectures. By leading such diverse projects, DUOLOGY is reinforcing its commitment to the SDGs and showcasing the transformative power of art and culture in driving global social change.
Through these endeavors, Saeki hopes to demonstrate that sustainability is more than just a business strategy—it’s a promise to future generations to build a world where ethical choices are celebrated, and every product contributes to a more just and equitable society.
Embracing a New Era of Corporate Responsibility
The pandemic reshaped the way businesses think about sustainability and corporate responsibility. For DUOLOGY, this transformation goes beyond just adapting to a post-pandemic landscape—it’s about leading the charge toward a more sustainable and ethical future.
The global crisis exposed how fragile supply chains can be and shone a spotlight on the environmental impact of unsustainable practices. It was a wake-up call for businesses, making it clear that they must do more than just focus on profits. Today, consumers expect companies to prioritize the well-being of
people, communities, and the planet. In Japan, where corporate culture has traditionally leaned conservative, there’s a growing shift toward businesses taking an active role in tackling issues like climate change, inequality, and social justice.
DUOLOGY is uniquely positioned to be at the forefront of this shift. By offering highquality products that are ethically sourced and produced, it proves that profitability and sustainability aren’t mutually exclusive. Shoko Saeki, Founder of DUOLOGY, believes that companies must move beyond traditional models of profit maximization to embrace a more holistic approach that accounts for the well-being of both people and the planet. "Creating a company that prioritizes ethical practices and sustainability is not just about responding to consumer demand—it’s about helping to shape it," she asserts.
At DUOLOGY, inclusivity is more than just a buzzword; it’s a guiding principle. Saeki’s emphasis on building a diverse team is grounded in her belief that true innovation flourishes when people with varied backgrounds and viewpoints collaborate. However, diversity goes beyond representation. It’s about creating
an environment where everyone feels valued, recognized, and empowered to bring their authentic selves to the table.
For Saeki, inclusivity is deeply intertwined with a mindset of positivity—not superficial optimism, but one rooted in growth, reflection, and resilience. "Positivity involves drawing lessons from every experience—whether it’s success, failure, or conflict—and recognizing the value in each situation," she shares. This philosophy extends to DUOLOGY’s partnerships as well, with a diverse network of suppliers and artisans enriching the quality and authenticity of its products.
Ultimately, DUOLOGY’s approach to sustainability, inclusivity, and ethical practices isn’t just about responding to current trends— it’s about helping to define what the future of responsible business looks like.
The Art of Meaningful Gift-Giving
Gift-giving is more than an exchange of goods; it’s a gesture that speaks volumes about respect, gratitude, and the desire to strengthen relationships. At DUOLOGY, this tradition is celebrated through products that reflect thoughtfulness, quality, and craftsmanship.
DUOLOGY’s offerings align with the growing trend of conscious consumption, allowing individuals to honor their cultural heritage while embracing modern values of environmental responsibility
Attention to detail—from the selection of gifts to their presentation—honors the cultural significance of gifting while embracing the need to innovate in today’s globalized world.
In Japan, the art of gift-giving is steeped in formality, where even the wrapping and timing of the gift hold symbolic meaning. DUOLOGY respects these traditions, offering a curated selection of premium products, such as organic olive oils and handmade candles, that not only convey a sense of luxury but also highlight the values of sustainability and ethical sourcing. "The act of gift-giving should reflect care, consideration, and an awareness of the impact we have on the world," notes Saeki.
This philosophy isn’t limited to Japan. Across cultures, a thoughtful gift transcends its material value—it’s the intention behind it that matters. DUOLOGY’s offerings align with the growing trend of conscious consumption, allowing individuals to honor their cultural heritage while embracing modern values of environmental responsibility.
Finding the right balance between tradition and innovation is key. DUOLOGY introduces ethically produced products from abroad, giving consumers in Japan a way to maintain their customs while engaging with global sustainability movements. This approach allows the act of gift-giving, whether personal or professional, to resonate more deeply. By blending respect for tradition with an awareness of global issues, DUOLOGY is helping to redefine what it means to give a truly meaningful gift.
"Tradition and innovation aren’t at odds; they complement each other beautifully when approached thoughtfully," says Saeki. For DUOLOGY, this balance is at the heart of its
mission—creating products that honor the rich history of Japanese gift-giving while contributing to a more sustainable future.
Blending Strategy, Empathy, and Global Vision
Saeki's leadership journey at DUOLOGY has been one of transformation, evolving from an analytical approach to one that blends emotional intelligence with strategic foresight. When she first started DUOLOGY, she leaned heavily on the structured problem-solving and data-driven frameworks honed during her academic years. "In the beginning, I saw leadership as an intellectual exercise," Saeki reflects. Her early decisions were guided by research and data, treating leadership as a logical, almost academic pursuit.
But as the company grew, and she began working with a diverse global team, Saeki discovered that great leadership required more than just facts and figures. It was about connecting with people, fostering creativity, and building an inclusive culture where every voice mattered. Today, her approach has shifted towards open dialogue and empathy, encouraging her team to challenge ideas and contribute meaningfully. She believes that “the most innovative solutions often arise from positive communication and collaboration,” rather than a single leader’s directive.
For Saeki, sustainability, inclusivity, and ethical responsibility are more than just corporate buzzwords; they are the very core of DUOLOGY’s values. These principles shape every aspect of the business—from sourcing products to forming partnerships. "Business should be a force for good, prioritizing long-term impact over short-term gains," she asserts. For her, leadership is about building a company that
not only thrives commercially but also leaves a positive mark on society and the environment.
This evolution reflects her belief that leadership is not just about guiding a company but nurturing the growth of others. It’s a philosophy rooted in her diverse experiences in global diplomacy and policymaking, and from personal lessons learned from her mother, who taught her the value of nurturing relationships and creating meaningful change.
Expanding Impact Through Sustainable Growth
Looking ahead, Saeki sees DUOLOGY expanding its product range and market reach, while deepening its commitment to sustainability and inclusivity. This journey, however, isn’t just about scaling the business—it’s about actively contributing to the United Nations Sustainable Development Goals (SDGs). By importing British products with a strong sustainability focus, she hopes to not only raise awareness of the SDGs but also to encourage others to engage in building a responsible global economy.
A key goal is to bridge the Global North and Global South through new, environmentally friendly products that embody shared values. Saeki envisions collaborations with academic hubs and business platforms to foster a crossregional dialogue that drives both innovation and ethical business practices. “This cross-cultural exchange will enable us to produce goods that meet high sustainability standards while contributing to a more balanced and inclusive global marketplace,” she explains.
Southeast Asia is the immediate focus of this expansion, a region where demand for ethically sourced and environmentally sustainable products is growing. By forming
Looking ahead, Saeki sees DUOLOGY expanding its product range and market reach, while deepening its commitment to sustainability and inclusivity
strategic partnerships, DUOLOGY aims to introduce new product lines that embody highquality craftsmanship, sustainability, and social responsibility. The goal is to create a ripple effect that aligns with the SDGs, ensuring that every product minimizes environmental impact while promoting a more equitable world.
Simultaneously, Saeki is also strengthening local sustainability initiatives in Japan. With its deep-rooted traditions of craftsmanship and respect for nature, Japan has the potential to be a global leader in sustainable business practices. By partnering with local artisans, DUOLOGY aims to create products that honor these cultural traditions while integrating modern sustainability principles—bridging the gap between heritage and contemporary values.
A Commitment to Lifelong Learning and Global Impact
Despite the rapid growth and evolving strategy, Saeki remains grounded in the understanding that leadership is a continuous learning process. DUOLOGY, still a young company, offers countless opportunities for learning and growth. “Each step forward is
a chance to refine our vision and deepen our impact,” she says. This mindset ensures that DUOLOGY stays adaptable, responsive, and committed to its core values as it navigates new markets and opportunities.
Ultimately, Saeki’s vision is to build a global network of partners who share DUOLOGY’s commitment to sustainability, inclusivity, and ethical responsibility. This isn’t just about business objectives; it’s a reflection of her dedication to integrating academic insights into practical solutions that drive real-world change. Her studies in global cultural and societal issues continue to shape her decisionmaking, allowing her to approach business with both intellectual rigor and a sense of purpose.
As DUOLOGY expands into new markets and deepens its local efforts, Saeki remains steadfast in her mission: to set new standards for responsible commerce in the 21st century. Through innovative product development, cross-cultural collaborations, and sustainability initiatives, she is determined to ensure that DUOLOGY not only meets commercial goals but also contributes meaningfully to societal progress.
Diversity Dividends: Dispelling Old Myths and Building a New Future of Unity and Collaboration
Iqbal Amiri, President & CEO, AMIRI Wealth Management Inc.
Diversity has long been recognized as a valuable asset in both society and the workplace. However, it is essential to address and dispel old myths and misconceptions surrounding diversity. By doing so, we can pave the way for a future where unity and collaboration thrive, leveraging the true potential of diversity dividends.
I. The Myths of Diversity
1. Myth 1: Diversity is a Zero-Sum Game
One common misconception is that promoting diversity means taking opportunities away from one group to benefit another. This myth suggests that in a diverse environment, one group's gain is another's loss. Diversity is not a zero-sum game. Diverse teams and societies can create win-win situations where everyone benefits.
Studies have shown that diverse teams outperform homogeneous ones in various aspects. When people from different backgrounds, cultures, and experiences come together, they bring a broader range of perspectives and ideas. This diversity can lead to more creative problem-solving, innovative solutions, and improved decisionmaking, benefiting all involved.
2. Myth 2: Diversity Lowers Quality and Performance
Another misconception is that diversity compromises quality and performance. Some argue that by focusing on diversity, organizations and institutions may lower their standards to meet quotas. However, research has repeatedly demonstrated that diversity actually enhances quality and performance.
Iqbal Amiri is a multifaceted individual whose diverse experiences have shaped him into a Speaker, Author, Explorer, Mediator, Counselor, Confidant, and Consultant. With over three decades dedicated to the fields of wealth advisory, Iqbal has established himself as a reputable figure, embodying roles that extend beyond professional titles. An avid proponent of lifelong learning, his educational journey spans various prestigious institutions, including Simon Fraser University, the Ivey Executive Program in London Ontario, PON at Harvard Law, and Communications program at University of Cambridge. Iqbal is a strong advocate of diversity and equity for all.
Diverse teams and societies can create win-win situations where everyone benefits
Organizations and societies must shift their perspective from avoiding conflict to embracing constructive, respectful dialogue as a means of achieving unity and collaboration
Diverse teams are more likely to consider a broader range of viewpoints, leading to more thorough and well-rounded solutions. Additionally, diversity can boost employee morale, creativity, and motivation, all of which contribute to improved performance. By dispelling this myth, we can encourage organizations to embrace diversity and reap the associated dividends.
3. Myth 3: Diversity Leads to Conflict
A common concern is that diversity in the workplace or society leads to increased conflict and tension. While it is true that diverse groups may encounter disagreements, these conflicts are not inherently negative. In fact, they can be catalysts for growth and innovation. When managed effectively, diverse teams can harness the energy generated by these conflicts to find better solutions and develop stronger relationships. Organizations and
societies must shift their perspective from avoiding conflict to embracing constructive, respectful dialogue as a means of achieving unity and collaboration.
II. The Benefits of Diversity
1. Enhanced Creativity and Innovation
Diversity fosters creativity and innovation by exposing individuals to different ideas, perspectives, and experiences. When people from diverse backgrounds collaborate, they bring together a wealth of knowledge and insights, sparking new ideas and approaches. This diversity of thought can lead to breakthrough innovations that benefit society as a whole.
2. Improved Problem-Solving
Diverse teams are better equipped to tackle complex problems. They approach challenges from various angles and can identify solutions that a homogeneous group might overlook. Diverse perspectives encourage critical thinking and lead to more comprehensive problem-solving, resulting in better outcomes.
3. Increased Market Competitiveness
In today's globalized world, diversity is not just a matter of social responsibility; it also makes good business sense. Companies that embrace diversity are better equipped to understand and cater to diverse consumer markets. Diverse teams can more effectively design products, services, and marketing strategies that resonate with a broad range of customers, ultimately increasing market competitiveness.
4. Enhanced Employee Satisfaction and Retention
Employees who work in diverse and inclusive environments tend to be more satisfied and engaged. They feel valued and respected for their unique contributions, which leads to higher job satisfaction and increased loyalty to their organization. This, in turn, reduces turnover rates and associated costs.
5. Better Decision-Making
Diverse groups make better decisions. By considering a variety of viewpoints and challenging assumptions, diverse teams arrive at more well-informed and balanced decisions. This is particularly important in leadership and governance, where diverse perspectives can lead to more equitable policies and practices.
III. Building a New Future of Unity and Collaboration
To harness the full potential of diversity dividends and build a future of unity and collaboration, we must take concrete steps:
1. Education and Awareness: Promote education and awareness about the benefits of diversity and the dispelling of myths. Organizations and institutions should invest in diversity training programs that foster understanding and appreciation of differences.
2. Inclusive Policies and Practices:
Implement inclusive policies and practices that create a welcoming and equitable environment for all. This includes fair hiring and promotion practices, accessible facilities, and equal opportunities for advancement. Businesses should not wait
By considering a variety of viewpoints and challenging assumptions, diverse teams arrive at more well-informed and balanced decisions
for a conflict to arise before implementing policies and practices of equity at workplace.
3. Diverse Leadership: Encourage diverse representation at all levels of leadership. Diverse leadership teams provide role models and set the tone for inclusivity throughout an organization.
4. Open and Respectful Dialogue: Foster open and respectful dialogue to address conflicts and differences constructively. Encourage a culture of active listening, empathy, and compromise to find common ground.
5. Community Engagement: Engage with diverse communities and stakeholders to understand their unique needs and perspectives. Collaboration with external groups can lead to more inclusive policies and initiatives. Canada will be accepting over 500,000 newcomers this year alone. Imagine your new business potential over the next ten to twenty years. At the same time, over one trillion dollars is being passed on to the next generation. Do we know who these people are? Do we understand what their religious and cultural views are on legacy planning?
There is potentially an unlimited source of new business to the well-informed businesses.
6. Measuring Progress: Establish metrics to measure diversity and inclusion progress within organizations and societies. Regularly assess the impact of diversity initiatives and adjust strategies accordingly. Progressive societies like Canada evolves, grows and advances with time. What was acceptable 10 years ago is now frowned upon. Develop your own tools and establish your own metrics to stay ahead for the curve; not just for social media purposes, but for real!
Conclusion
Diversity dividends are real, but old myths and misconceptions have hindered our progress in realizing their full potential. By dispelling these myths and embracing diversity, we can build a future characterized by unity and collaboration. The benefits of diversity are not limited to any one group; they enrich us all. It is time to recognize that diversity is an asset, not a liability, and work together to harness its power for a brighter future. Let’s start earning Diversity Dividends.
Enabling Businesses to Create Emotionally Engaging Customer Experiences that Drive Growth & Loyalty
Colin Shaw, Founder & CEO, Beyond Philosophy LL, 7 X Best-selling Author, Podcast Host, The Intuitive Customer
Hi Colin. Can you tell us the “backstory” about what brought you to this career path in customer experience?
Effectively, I have had two careers. The first was working in corporate life ending up as a senior exec, leading over three and a half thousand people in contact centers globally for a telecommunications company. During that time, the CEO called me into his office to ask me to improve the customer experience but to do it at the least cost. This was in 1998,
so some time ago! I spent the following three years working on projects to improve the customer experience and learning a lot about implementing this theory. In 2001, it was clear to me that customer experience was a big business differentiator. Most people hadn’t even heard of the concept at that point. Therefore, I decided to start a second career and start my own consultancy business, Beyond Philosophy LLC, in 2002. I wrote the first of my seven books, Building Great Customer
Businesspeople want to see their investment provide a return; CX professionals need to show how their work will provide this
Colin Shaw is a LinkedIn 'Top Voice' with a massive 283,000 followers and 85,000 loyal subscribers to his 'Why Customers Buy' newsletter. Shaw is named one of the world's 'Top 150 Business Influencers' by LinkedIn. His company, Beyond Philosophy LLC, has been selected four times by the Financial Times as a top management consultancy. Shaw is co-host of the top 1.5% podcast 'The Intuitive Customer'— with over 600,000 downloads—and author of eight best-sellers on customer experience, Shaw is a sought-after keynote speaker. Recently, in an exclusive interview with CXO Outlook Magazine, Colin shared his professional trajectory, what sets Beyond Philosophy LLC apart from other market competitors, the significant takeaways from his bestselling book, the secret mantra behind his success, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
The major takeaway from my book is that a customer experience is more than just the Rational aspects like price, product delivery, etc.; it is more than just the 20 emotions that drive value ($); it is about understanding how and why customers make decisions
Experiences, Palgrave McMillian, in 2002. This book was one of the first to address the subject of Customer Experience.
As you can imagine, leaving a highly paid corporate role and starting your own business is a challenging decision as our financial commitments for our family were at their height with kids at universities, etc. My wife and I had fascinating conversations about whether this was a good idea or not. We agreed to take the risk as we thought there would be a good market here. In hindsight, that decision has proven to be one of the best decisions we have ever made.
In your opinion, why do so many companies need help with making CX a priority? What are some common mistakes companies make?
Since 2002, I've seen it all. Too many organizations have just jumped on the bandwagon of trying to improve their customer experience without understanding what it takes or being committed to following through. One big issue is that customer experience professionals must be much better at creating a return on investment for improving the CX. Businesspeople want to see their investment provide a return; CX professionals need to show how their work will provide this.
In addition, the organization usually focuses on the wrong thing. They become obsessed with what is going wrong in a customer experience rather than looking at the opportunity areas as well. Being very customer focused myself, I find it ironic to say that sometimes customers don't know what they want. For example, Disney knows when they ask their customers what they want to eat at a theme park, Disney knows that people will say they would like to have the option of a salad. Disney also knows that people don't eat
salads at theme parks; they eat hot dogs and hand burgers. Therefore, looking at what a customer does rather than what they say they will do is vitally important. Also, this means embracing what drives value, (revenue, profit, NPS, etc.) is key and these areas may not be rational, i.e.: Price etc. but emotional. Do they care for me as a person. Do they value me as a Customer.
Beyond Philosophy LLC has been recognized by the Financial Times as one of the leading management consultancies for four consecutive years. What sets it apart from other market competitors?
In the first part of my career in corporate life, I saw many consultants come in and pitch me from a theoretical standpoint to improve an aspect of the organization. When I asked them how I implemented what they suggested, their answers were less convincing. As an operational guy I needed to implement their suggestions practically.
Therefore, I promised myself that for my company, Beyond Philosophy, we would make sure this never occurred and that all ideas were baked in ways to implement things practically. One thing that differentiates us from our competition, outlined in our name, is our belief that you must have a ‘philosophy’ or a strategy, but you still need to go ‘beyond’ that and do something. Also, whatever you do needs to produce ROI; otherwise, why are you doing it? Hence Beyond Philosophy as our company name. We also strongly believe in the emotional and behavioral aspects of the customer experience, and my book, The DNA of Customer Experience: How Emotions Drive Value (Palgrave MacMillian 2007), has proven to be
Unfortunately, today’s customer experience marketplace has become an echo chamber, and there are limited new thoughts that this is unhealthy
a bestseller. This book outlines the 20 emotions proven through research with London Business School over two years to drive value ($). We now show how evoking Customer emotions can have a positive or negative effect on the customer in $$$.
Can you please share the significant takeaways from your bestselling book, ‘The Intuitive Customer’ with our readers?
The major takeaway from my book is that a customer experience is more than just the Rational aspects like price, product delivery, etc.; it is more than just the 20 emotions that drive value ($); it is about understanding how and why customers make decisions. This means understanding ‘Behavioural Science.’ In the
book, I wrote with Professor Ryan Hamilton, who teaches behavioral science at Emory University and is now the co-host of my podcast, which is by the same name, The Intuitive Customer. We look at how Customers make decisions and outline why people do things. We outline seven imperatives’ organizations must understand and implement to improve customer experience. For example, one of these is on memory. We know that Customers can only be loyal customers if they remember previous brand interactions. Therefore, understanding how memories are formed is vital to improving your customer experience and gaining loyal Customers. We know from academia that memories are formed by the ‘Peak-end rule’ (Professor Daniel Kahneman et al 1993). The peak and end refer to the peak emotion a person
feels and the end emotion a person feels in an experience; these form memories. This begs the question: where is the peak emotion in your experience, and what is the end emotion in your experience your customer is feeling? Do these drive value $$$. This is just one example of the areas we discuss in the book.
In your experience, what are the three critical components of improving customer experience and business performance?
1. Be clear about which part of your experience drives or destroys value in your experience.
2. Creating a simple plan that everybody can understand and get behind.
3. Creating the measures and incentives for these to be achieved.
Going forward, what trend will be most impactful in (your niche of) the CX space over the next five years?
Over the next five years, the most significant trend will be AI, but it is not rocket science to predict that. What will be vitally important is understanding the context of how customers make decisions and building that into AI. Therefore, the behavior science aspect we are experts on will become increasingly important in developing AI and interpreting its results. It's like the film Hitchhiker's Guide to the Galaxy. In the book, a supercomputer called ‘deep thought’ was asked the ultimate answer: ‘What is the meaning of life, the universe, and everything?’. After seven and a half million years of computing, the answer came back, and it was 42! People didn’t understand the context of the answer.
I love technology, and I think that we are on the cusp of moving from a reactive Customer Experience to a truly proactive experience
The same is in danger of happening with AI and customer experience. People need to ask the right questions to understand how Customers make decisions in the first place. AI will see the patterns of behavioral science and provide them, but employees need to learn the context of what Ai discovered and how to interpret these results to be useful. That is why people need help understanding the basics of behavioral science outlined in the book and our podcast, The Intuitive Customer.
You have received numerous prestigious awards and recognitions, including being a Top Voice & Influencer in Customer Experience & Marketing. Our readers would love to know the secret mantra behind your success.
Looking back on my career, the secret is, there are no secrets, just a lot of hard work. Success only comes when you realize where you are starting from. For example, after implementing CX in my corporate life, I recognized that I was an expert on customer experience, but my issue was my potential Customers didn’t know that! Therefore, this focused me on ensuring I got out a simple message through conference speeches, books, etc.
I would argue that to be successful, you’ve got to have an opinion; you have to be prepared to ‘zig’ when others ‘zag,’ i.e., be different. Unfortunately, today’s customer experience marketplace has become an echo chamber, and there are limited new thoughts that this is unhealthy.
What is your leadership philosophy, and how do you keep your team engaged and motivate them?
One of the most critical things is to avoid getting caught up in your hype and ‘success’. I am not the cleverest person on my team, far from it. I surround myself with extraordinary clever people. One of my biggest leadership tasks is keeping people engaged. I do this with a phrase: I love and live by. ‘None of us are as clever as all of us.’ This means that I don't necessarily need an answer to everything, and we need to tap into the collective brain to find the best answers. I encourage people to disagree, debate things with me, and realize when my opinion is wrong. The richness of insights comes out in this debate and discussion. This motivates
people as they see their points of view, ideas, and suggestions are essential and equally valid to mine. This can't happen if you believe in your hype and think you are better than you are. You need to stay grounded.
What has been your most careerdefining moment that you are proud of?
The career-defining moment that I am most proud of is when others start saying we are an expert. The reality is that in the world, anyone can claim anything. It's only when others say you are that expert that you truly are, and you know you have truly arrived. I'm proud that our team has been recognized with many awards, but I also consider these to be more of a team award than mine alone.
Where do you see yourself in the next five years?
The advent of AI will make the next five years exciting. I love technology, and I think that we are on the cusp of moving from a reactive Customer Experience to a truly proactive experience. I will continue to have opinions on things that may not be fashionable or in line with whatever everybody else says in the industry.
If you could give any advice to someone striving to be a CX Leader, what would it be?
Only take a role in CX if you think the organization is truly committed to taking the necessary actions. Focus on producing ROI, and when you do, make sure everyone knows. Watch what Customers do, not what they say they will do. Don't just look at the things that are going wrong; look at enhancing the Customer's experience as well.
Pitch Less to Win More: The Growth Paradox
Kat McGettigan, Founder, Fine Lines
As a global growth specialist, I often surprise C-Suite business leaders and learners when they ask how to boost their pipeline, and I tell them to pitch less. This advice may seem paradoxical, especially as H2 is fast approaching and with targets looming, to say ‘take your foot off the gas.’ However, what I mean is that if you’re going for something, go hard or go home. It's not about burning the midnight oil and burning out your team. It's about making smart decisions about what you do and don't pitch for, particularly during the summer campaign season when teams are under multiple pressures.
As a communications specialist, many of us are self-confessed people-pleasers (guilty as charged!). This can be a brilliant trait as we adapt quickly to build relationships
across varied sectors. However, it can also be our downfall, leading us to say yes too quickly and easily, especially when it comes to pitches. We end up with too much on our plates and not enough commitment to the pitches that could be really game-changers for our organisations.
So, what’s the solution? Sadly, there’s no silver bullet ... and if there was, I’d be sunning myself in the Bahamas for an early retirement! However, as much as the pitch process isn’t perfect and the best ways of working with prospective clients continue to be debated, we as business leaders can adopt certain techniques to win more by pitching less.
At Fine Lines, we have developed the Pitch for Success 4 Cs model: Chemistry, Conviction, Clarity, and Commitment. This model provides a process to win more, more
Kat McGettigan set up Fine Lines in 2021 to help agencies accelerate and improve their track record on new business and growth. Dubbed ‘the agency-growthagency’, Fine Lines helps agencies grow faster and further by focussing in on their proposition in the market; how to pitch successfully, and how to identify and convert more clients. Since its launch, Fine Lines has worked with a wide range of agencies including Aduro, Kindred, Manifest, lynn, and Lexington. Prior to Fine Lines, Kat spent 18 years working for some of the most award-winning agencies in London, Hong Kong, New York, and Manchester. This includes Weber Shandwick working predominately on London 2012 sponsorship and joining M&C Saatchi PR in 2013 as the first UK Head of Consumer. In 2018, Kat joined Grayling as UK Head of Consumer, leading major pitch wins from Visa to the Stars Group and leading the Huawei global PR & social account from Hong Kong. Kat’s final role at Grayling was as Global Head of Growth, working with teams across the globe to ensure best-in-class new business and growth strategies.
At Fine Lines, we have developed the Pitch for Success 4 Cs model: Chemistry, Conviction, Clarity, and Commitment
smartly. Incorporating these four elements into pitch development means you have a team filled with confidence and passion. Win or lose, you walk away knowing you are truly committed. It’s also a simple checklist any pitch leader, at whatever level, can easily apply.
The biggest pitfall in the 4 Cs often comes around Commitment. Too many pitches happening at once, a lack of ownership of who’s running the pitch process, half-baked ideas that the team doesn’t believe in, and running out of time to really interrogate and edit the ideas. Time is often the biggest enemy, so it’s critical to learn to say no if you really can’t commit.
Here are five simple ideas to strengthen the new business process:
1. Qualify, qualify, qualify – It might be a shiny new opportunity, but is it right for you right now? Do you know a key stakeholder? Does the budget stack up?
2. Assess what else is going on – How many pitches and big campaigns do you have on? Can you do this justice? Is the timeline realistic for delivery?
3. Who’s leading it? – Don’t baton-pass. You always need a couple of people consistently on the response within the same timeframe.
4. Get a Pitch Doctor – Another senior independent voice in your organization (or external) who can objectively critique your response.
5. Rehearse – Remember the deck is your backing singer. The chemistry you build with the client and the conviction you sell your campaigns with are the real lead performers in the room.
So, pitching less but committing more when you do is a major step to successfully converting more wins. By winning more, you not only hit targets but also strengthen your team’s belief and confidence to win. For me, that’s a win for everyone.
