Malinga Arsakularatne Co-Owner and CEO, Acorn Group
FEATURING INSIDE
Brianne Carlon Rush VP Operations, Kuno Creative
Cheryl McCants Chief Executive Officer, Impact Consulting Enterprises
Matteo Bianchini Founder and CEO, Peoitaly
Melissa Palazzetti Group Chief Marketing Officer, L’AZURDE Company for Jewelry Shaw-chin
Ioana Chiu Managing Client Partner, State of California, IBM
VP of Marketing, Majid Al Futtaim
Creative Consultants
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Louis Bernard
Managing Editor
Sarath Shyam
Branding & Marketing Partnerships
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Every so often, we come across leaders who leave an impact beyond their job titles—leaders who make us stop and think, “What makes them different?” It’s not just about what they do, but how they do it. Think of Satya Nadella or Steve Jobs. They didn’t just lead companies— they sparked movements. They created environments where ideas could thrive, and people wanted to follow, not because they were told to, but because they felt inspired to.
True leadership isn’t about giving orders; it’s about lighting a spark in others. It’s turning ordinary moments into opportunities for growth, encouraging creativity, and, sometimes, making room for a good laugh in between. Those who master this art build
legacies—not just profitable companies. They create spaces where teams feel connected, engaged, and driven to achieve the extraordinary.
In this issue of CXO Outlook, we spotlight some of these inspiring leaders from around
the world. For instance, Malinga Arsakularatne, CEO of Acorn Group, is known for leading with a clear vision and a heart for his people. On the cover, we’re thrilled to feature Olga Michalopoulou, VP of Marketing at Majid Al Futtaim, who brings over 20 years of experience leading major international brands across diverse industries—from FMCG and Telecom to Retail.
Inside, you’ll find insights from industry experts and trailblazers sharing their thoughts on navigating change, embracing technology, and building teams that thrive in today’s dynamic world. So, whether you’re looking for new strategies or just a dose of inspiration, there’s something here for you.
Happy reading!
Sarath Shyam
Malinga Arsakularatne
Driving Innovation and Excellence in the Travel and Aviation Industry Co-Owner and CEO of Acorn Group
18
Harnessing the Power of Strategic Communication to Foster a More Informed, Inclusive, & Inspired World
Cheryl
McCants,
CEO, Impact Consulting Enterprises
MY VIEW 40
Helping Clients Make Informed Decisions when Employing Workers in Italy
Matteo Bianchini, Founder and CEO, Peoitaly
Founding Executive Director,
46
Driving Innovation, Inspiring Change, and Empowering Teams
Melissa Palazzetti, Group Chief Marketing Officer, L’AZURDE Company for Jewelry
Brianne Carlon Rush, VP Operations, Kuno Creative Helping Clients Change the World for the Better
52
Championing the Success of Working Moms Around the World
58 Shaw-chin Ioana Chiu, Managing Client Partner, State of California, IBM
Want to Sell or find Investor for your Business?
Olga Michalopoulou is an experienced Marketing professional with more than 20 years in the field, working for international brands in various industries - FMCGs (Coca-Cola), Telecoms (Vodafone), Retail (McArthurGlen Group) and Grocery Retail (AB Vassilopoulos - member of Ahold Delhaize Group, Majid-Al-Futtaim/Carrefour), in Greece, London and in the Middle East. She holds a Master of Business Administration (M.B.A.) and a BA in Communications. Her professional course covers all areas of Strategic, Operational & Commercial Marketing, in leadership positions, as a senior marketing leader and member of the Executive Committee of large organizations. Recently, in an exclusive interview with CXO Outlook Magazine, Olga shared her professional trajectory, insights on gender equality and inclusion in the marketing industry, personal sources of inspiration, hobbies and interests, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Hi Olga. What inspired you to a career in marketing? How did you get your start in this industry?
I have always been fascinated by the human behaviour, in the sense that I had an innate curiosity to understand why people behave the way they do, what drives their decisions, how (ir)rational they are. Marketing is all about understanding consumers and addressing their needs and wants. It is also about building meaningful brands, creating relationships. My first steps were through Customer Research, as a Qualitative Researcher, conducting interviews and group discussions. Then, I moved into classic brand management, working for the most loved brand in the world (Coca-Cola, FMCG) and from there for global brands in telecoms, retail and grocery retail. In my 22+ years in marketing across various industries I still find inspiration in
In my 22+ years in marketing across various industries I still find inspiration in doing a job that is all about human connection and communication
doing a job that is all about human connection and communication.
What do you love the most about your current role?
The challenge of a completely new market and customer profile. Being part of a genuinely multicultural organization. The opportunity to transfer all the knowledge and experience I have gained in Europe into actionable marketing strategies to drive growth in the Middle East, working for a very dynamic organization and a strong brand. It is very exciting to work alongside great professionals who have been in the retail industry in many countries around the world and bring to the table a diverse set of opinions and experiences.
How is marketing going to change in the next five years in your opinion?
The beauty of marketing is that it is constantly evolving, as are consumers. Perceptions, economic and market conditions, new trends/ products/services influence how people interact with brands, and impact how brands address their needs. Undeniably, the exponential evolution of technology is bound to completely transform the landscape, from what consumers are looking for, to how easily & quickly they want it and to how brands can provide it. At the same time, however, there are some things that will remain constant, they are universal truths: the need of consumers to feel understood and to rely on brands that can provide inspiration, that can offer answers to their everyday conflicts and solutions to their pain points; brands that share the same values with them and with which they can engage.
How do you approach the ever-changing landscape of digital marketing and emerging technologies such as AI?
There really is only one approach to the progress of technology and the establishment of digital marketing: to embrace it as an integral part of evolution and use it to the full to remain relevant. Of course, this requires a strong commitment behind the constant upskilling of marketers, the injection of fresh thinking into marketing teams, the development of a legal and “ethical” framework to ensure that technology is not mis-used. I am very excited about the rise of AI; I believe it can become an enabler to take marketing to a whole new level, unleashing creativity, allowing brands to be responsive, inspiring and impactful.
What are your predictions for the Martech space in 2024?
The impact of AI is obviously of paramount importance. How AI is used to elevate customer experiences, gaining knowledge of consumers and building relationships with them will surely concern marketers now and in the near future.
What are your thoughts on gender equality and inclusion? Do you think there is a gender bias in your industry?
The marketing industry has always been skewed towards females, so there really is no “bias” against female leadership in the field. Having said that, the overall challenges around gender equality and inclusion that apply to all other fields are relevant also to the marketing community. I believe that we are making good progress in this field,
through legislation, dialogue and policies. When we talk about inclusion and equality in the marketing industry though we must acknowledge that nowadays there are also other forms of “biases” that we need to be wary of. An example is that of ageism, where older, more experienced marketers may be considered outdated because they are not familiarized with new technologies or trends, thus being disregarded although they have a wealth of experience to offer.
I consider it my responsibility to lead by example when it comes to combatting all types of biases and inequalities in the work force, and creating an environment of psychological safety, where everyone feels valued, respected and free to reach their full potential.
Is there a particular person you are grateful for who helped get you to where you are?
There are two people in my professional life that have been pivotal in my development. First and foremost, because of how they have treated me, how much they believed in me and supported me.
The first is Prodromos Nikolaides (Group Coffee Director at Coca-Cola HBC), my first manager and mentor at the The CocaCola Company. He was a leader to me when I didn’t even know I needed a leader and all I hoped for was a good manager. Next to him I learned a lot, but mostly I learned to believe in myself, to treat others with respect, to listen, to be open to failure, to be humble even when I have a great success. He taught me to question things, to never
assume that I am the average consumer for my brand, and to have fun while doing what I love.
The second is Shaeren McKenzie, my former Chief Brand Officer at McArthurGlen. She is an amazing marketing professional with a unique ability to cut through the noise and get straight into the essence, she has an amazing instinct of what is right, however she combined this with a thorough understanding of key insights. She pushed me to be the best I could be. She was the reason I moved with my family to London, and she gave me the opportunity to open my horizons to a truly international environment.
I feel privileged to have crossed paths with these two incredibly talented, authentic, kind, caring, humble, inspirational people. I can only hope that I have had half of the impact on my teams that they had on me.
What does the term “authentic leadership” mean to you?
Authentic leadership is a form of leadership that can truly foster trust, honesty and integrity, all key values in building connected teams that can elevate the outcome of their collaboration and achieve great things together. It is grounded in humanity; therefore it triggers positive sentiments and motives. An authentic leader is true first to himself/herself and exhibits some characteristics that are inspiring to others: self-reflection and self-awareness, which creates a safe environment for people to feel accepted and comfortable with their weaknesses and with making mistakes; compassion, which is empathy coupled with
How AI is used to elevate customer experiences, gaining knowledge of consumers and building relationships with them will surely concern marketers now and in the near future
intentionality to actively support others; vulnerability, which allows teams to see that their leaders are not superhumans, and that sometimes it is ok not to be ok, building thus an environment of acceptance and trust; and openness, which sets the framework for teams to behave in a transparent and honest way.
What are some of your passions outside of work? What do you like to do in your time off?
My biggest passion, accomplishment and pride are my children. As I mature personally and professionally, I seek a more balanced lifestyle in which I care for myself and enjoy things that keep me happy and healthy. I adore traveling, discovering new cultures & people and I am fascinated by the glory of nature. What keeps me going is my insatiable desire and need to learn; a new skill, something new at work, a new language, from relationships and collaborations with new people.
Where do you see yourself in 5 years from now?
If there is something that I have learned over the years, is that specific predictions about the future are very fragile. I want to be in a place personally where I feel good about the choices I have made, I am richer in the things I have learned, I have remained true to my values. I hope to be doing what I love so much, marketing, in a professional environment, but perhaps not exclusively, but to also be exploring ways to use my knowledge and experience for good (supporting an initiative for the good of our planet and society or helping younger generations of marketers’ kick start their career).
Find your “why” early on. This is going to be your north star, your inner force in times of doubt, your strength in times of hardship
Based on your experience, what advice would you give someone who is starting their journey as a marketing leader?
Find your “why” early on. This is going to be your north star, your inner force in times of doubt, your strength in times of hardship. It will guide your decisions, influence your behaviours, enable you to collaborate with others and give you clarity on where you must invest your time and efforts. Be patient, enjoy every step, gain as much as you can from every experience, learn, be willing to get your hands dirty; this is the only way to get better and build your confidence. Be present, which means fully engaged and committed. And be the change you want to see around you.
Matteo Bianchini, Founder and CEO, Peoitaly
Hi Matteo. Please brief us about your background and areas of expertise.
I began my career in the Human Resources industry in 2005 as a recruitment consultant at Manpower. In 2016, I transitioned to the Employer of Record (EOR) industry, assisting companies in hiring professionals internationally. After several successful years and aiding hundreds of clients in hiring employees and contractors globally, I founded Peoitaly in 2021. Peoitaly
is an Italian employment agency specializing in Employer of Record, Recruitment, and HR Outsourced Services in Italy
What was the inspiration behind establishing Peoitaly? What sets it apart from other market competitors?
During the COVID pandemic, the Employer of Record (EOR) industry saw substantial growth as travel and in-person meeting restrictions
Matteo Bianchini is a seasoned professional with extensive experience in the Employer of Record and recruitment industries. Currently serving as the Founder and CEO of PeoItaly, Matteo leads the company with a focus on delivering top-notch EOR and HR services in Italy to international clients. Prior to founding PeoItaly, Matteo held various significant roles a in sales and business development at renowned firms such as Manpower, GoGlobal and Capital GES (People 2.0). With a proven track record of success, Matteo is known for his strategic mindset and dedication to client satisfaction. His expertise in the field continues to drive PeoItaly's growth and success in the industry.
Recently, in an exclusive interview with CXO Outlook Magazine, Matteo shared his professional trajectory, what sets Peoitaly apart from other market competitors, his favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
More companies are recognizing that to attract and retain top talent, a certain level of flexibility is essential
Authentic leaders are self-aware, acknowledge their strengths and weaknesses, and lead by example
increased the demand for remote hiring solutions. This surge attracted significant investor interest, leading to the emergence of numerous new providers and creating a highly competitive market. While this competition can be beneficial, it has also commoditized a complex and delicate process. Many providers began promoting the idea that clients could hire anyone, anytime, from anywhere. Although appealing, this oversimplification often overlooks critical details necessary for a seamless hiring process.
Recognizing this gap, I founded Peoitaly to provide clients with the specialized expertise required for navigating Italy's complex employment laws. Peoitaly offers vertically integrated services, ensuring exceptional customer care and industry knowledge. This approach enables informed clients to make the best decisions when employing workers in Italy.
Being into the HR industry, which postpandemic effects have you witnessed related to – hiring, talent acquisition, employee retention, learning and development, or anything else especially in Italy?
The pandemic has significantly altered the dynamics of human resources in Italy, as it has in many other countries. Traditionally, Italian employers have been hesitant to allow employees to work from home or outside business premises. However, post-pandemic Italy is experiencing a shift in perspective regarding remote work. More companies are recognizing that to attract and retain top talent, a certain level of flexibility is essential. Peoitaly is dedicated to assisting employers in adopting a more flexible approach to the employer-employee relationship, helping them adapt to this evolving landscape.
Is there a particular person you are grateful for who helped get you to where you are?
There are certainly a few people to whom I owe my gratitude for who I am today and what I have accomplished. Without naming anyone specifically, I would like to extend a heartfelt thank you to my great mentors at Capital GES.
does the term "authentic leadership" mean to you?
To me, "authentic leadership" means leading with genuine integrity, transparency, and honesty. It involves being true to oneself and one's values while fostering an environment of trust and openness. Authentic leaders are self-aware, acknowledge their strengths and weaknesses, and lead by example. They prioritize building meaningful relationships, empowering their team, and maintaining a consistent alignment between their words and actions. This approach not only inspires and motivates others but also creates a culture of trust and mutual respect within the organization.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
That's an interesting question! I would probably choose Elon Musk. His strategic vision, adaptability, innovative thinking, and charisma are unparalleled today. I would love the opportunity to learn from his genius.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
To keep my mind healthy and stay resilient, I prioritize a balanced lifestyle that includes
By understanding individual strengths and aspirations, I can tailor my approach to meet each team member's needs, keeping them engaged and motivated
regular exercise, adequate sleep, and a healthy diet. Reading, continuous learning, and staying connected with friends and family are also essential for my well-being.
To motivate my team, I focus on creating a supportive and positive work environment.
I ensure clear communication of goals and expectations, provide regular feedback, and recognize and celebrate achievements. I also encourage professional development and foster a culture of collaboration and innovation. By understanding individual strengths and aspirations, I can tailor my approach to meet each team member's needs, keeping them engaged and motivated.
What is your favorite quote?
“Strive not to be a success, but rather to be of value”. Albert Einstein
Tell us about your future plans. Where do you see yourself in the next 5 years? I typically focus more on the present than on future aspirations. However, I envision myself taking Peoitaly to the next level. My goal is to establish Peoitaly as the foremost authority for international clients seeking to hire employees in Italy and for Italian firms seeking to expand their business abroad.
What advice would you give to anyone starting out on their career in your industry?
For anyone starting out in the Human Resources industry, I would advise building a solid foundation, seeking mentorship, staying informed, and, above all, being patient and persistent. This industry is constantly evolving and requires individuals who are highly adaptable and capable of providing valuable support to clients and employees. Develop your knowledge to become a reliable source of information and best practices for your clients and employers.
Malinga Arsakularatne is an accomplished executive who has achieved great milestones through a diverse and enriching career. Since March 2020, he has been the CoOwner and CEO of Acorn Group, a position that marks the culmination of years of experience across various industries.
Malinga’s journey began with a solid foundation in investment management and corporate finance. His early days as a Research Analyst at CKN Fund Management Co Ltd allowed him to sharpen his analytical skills. He then advanced to roles as a Fund Manager at Eagle NDB Fund Management Co Ltd and a Financial Analyst at Zurich Financial Services Australia.
These positions not only broadened his expertise but also gave him international exposure and a deeper understanding of global financial markets.
In 2004, Malinga joined Hemas Holdings PLC as a Business Strategist. Over the years, he climbed the ranks to become the Director of Corporate Strategy and eventually the Group CFO. His tenure at Hemas, which spanned from May 2004 to March 2020, was marked by multiple leadership roles, including Executive Board Member of Hemas Holdings PLC, Managing Director of the Leisure Travel Aviation Group, and Group CFO. "My time as Managing Director of the Leisure Travel Aviation Group was particularly transformative," Malinga recalls, noting how this role prepared him for his current responsibilities.
In March 2020, Malinga became the CoOwner and CEO of Acorn Group through a management buyout of the travel and aviation businesses from his previous employer, Hemas Group. Today, Acorn Group boasts interests in leisure, travel & aviation, education, freight & logistics, and insurance broking. Malinga’s leadership style, shaped by his varied experiences, emphasizes strategic thinking, financial discipline, and a deep understanding of business dynamics.
"These experiences have taught me the value of adaptability and continuous learning," he says, underscoring the philosophy that guides him in leading his team with both vision and engagement.
Beyond his role at Acorn Group, Malinga serves on several boards, including hSenid Business Solutions PLC and Ifinity (Pvt) Ltd. His previous board roles have included positions at Union Assurance PLC, Serendib Hotels PLC, NDB Capital Holdings PLC, and Hemas Power PLC.
Malinga’s influence extends beyond corporate leadership; he has also made significant contributions to professional organizations. He is the Past President of CFA Sri Lanka and has served as a Board Member of CIMA Sri Lanka Division. Additionally, Malinga has shared his expertise through lecturing on various financial subjects for local and international academic and professional degree programs.
Malinga's background in investment management and corporate finance has been pivotal in steering Acorn Group’s business portfolio toward consistent performance. His expertise in these areas has allowed him to navigate the complexities of the business world with confidence. "Understanding the intricacies of investment management and corporate finance has been essential in making wellinformed decisions that align with our longterm goals," he says.
Malinga’ s influence extends beyond corporate leadership; he has also made significant contributions to professional organizations
At Acorn Group, every strategy and decision goes hand in hand with risk-based planning and execution where we address the high-risk factors upfront. This disciplined approach is especially critical in the volatile travel and aviation sectors. Malinga's emphasis on integrating financial rigor and risk assessments into the decisionmaking processes ensures that potential risks and opportunities are identified early on. "This allows us to respond proactively and maintain our competitive edge," he shares.
Malinga’s extensive experience in financial management and corporate restructuring has been key in aligning Acorn Group with its growth agenda. His leadership has optimized the company's capital structure, enhanced operational efficiencies, and explored innovative financing solutions to support expansion initiatives. By fostering a culture of continuous improvement and financial rigor, Malinga has effectively pursued strategic goals that strengthen the company’s position in the industry. "Adhering to these principles and continuously seeking new knowledge and insights allows us to adapt to the ever-changing landscape," Malinga shares.
By fostering a culture of continuous improvement and leveraging the diverse experiences within the team, Acorn Group aims to build a network that creates superior value for all stakeholders
Acorn Group aspires to develop a regional network of leisure, travel, and aviation operations that is unmatched in service excellence and value creation. The company is dedicated to setting new standards in the industry by continuously enhancing service quality, ensuring that customers receive exceptional value. Since the management buyout in 2020, Acorn Group has not only evolved but also significantly expanded its regional footprint. Initially operating in Sri Lanka, Maldives, and Thailand, the company has extended its reach to six countries, including the UAE, Cambodia, and Bangladesh. This growth is a testament to Acorn Group’s commitment to broadening its horizons and tapping into new markets and destinations. By fostering a culture of continuous improvement and leveraging the diverse experiences within the team, Acorn Group aims to build a network that creates superior value for all stakeholders. "It has been an inspiring journey, one of learning and adaptation," Malinga reflects, underscoring his humility and relentless focus on delivering outstanding service and creating lasting value. The future of Acorn Group is bright, driven by a commitment to excellence and a vision that continues to evolve.
During Malinga's tenure as CEO, he has faced a series of major challenges, each requiring a thoughtful and strategic response. One of the most significant challenges was managing the impact of global events, such as the COVID-19 pandemic, on Acorn Group's operations. The aviation and travel sectors were particularly hard hit, and ensuring the safety and well-being of employees and customers while maintaining business continuity became a top priority.
"We implemented rigorous health and safety protocols, adapted our services to meet changing customer needs, and leveraged digital technologies to maintain engagement and communication with our stakeholders," Malinga explains. The company also focused on cost-control measures and financial resilience, ensuring it could weather the downturn and emerge stronger on the other side.
The economic crisis in Sri Lanka added another layer of complexity to Acorn Group's operations. With escalating interest rates, a depreciating currency, and tightening banking facilities, Malinga's focus was on strengthening financial management practices, optimizing operational efficiencies, and diversifying revenue streams to mitigate risks. "Engaging in close dialogue with our stakeholders, ensuring transparency, and building trust during these turbulent times were crucial," he notes. By prioritizing agility and resilience, the company successfully navigated the economic downturn and continued to provide value to its customers and partners.
Expanding into new markets brought its own set of challenges, including understanding local market dynamics, cultural differences, and establishing a brand presence. Malinga and his team conducted thorough market studies, built strong local partnerships, and invested in growth activities tailored to each new market. This approach helped Acorn Group to effectively position itself in unfamiliar territories.
Fostering a culture of continuous improvement has been another ongoing challenge. To address this, Malinga implemented training programs, encouraged open communication, and created platforms for employees to share ideas and
collaborate on new solutions. By nurturing a supportive and inclusive work environment, Acorn Group has driven innovation and stayed ahead in a rapidly evolving industry.
These challenges highlighted the critical importance of resilience, adaptability, and proactive planning. Acorn Group's core values — “We Think Boldly,” “We Lead Change,” “We Evolve with our Customers,” “We Thrive on Creativity,” “We Personalize Experiences,” and “We Keep Learning” — served as a compass during these difficult times. "These values guided us through obstacles, helping us remain focused on achieving our strategic goals and aspirations," Malinga reflects.
A significant strategic initiative that has defined Malinga's tenure as CEO is the expansion of Acorn Group’s regional footprint into new international locations. This initiative involved extending operations from Sri Lanka, Maldives, and Thailand to the UAE, Cambodia, and Bangladesh. "This expansion was crucial in positioning Acorn Group as a leading player in the regional travel and aviation sectors," Malinga explains.
The decision-making process was a blend of analytical rigor and intuitive insight. Malinga and his team conducted market and geographical evaluations to identify regions with strong growth potential where Acorn Group’s services could add significant value. Engaging with local stakeholders, industry experts, and internal teams was vital to understanding the new markets and their dynamics.
Financial feasibility was another critical aspect, with thorough financial analyses and risk assessments ensuring that the expansion efforts were sustainable and aligned with Acorn
Since the management buyout in 2020, Acorn Group has grown from operating in three countries Sri Lanka, Maldives, and Thailand to six, with the addition of the UAE, Cambodia, and Bangladesh
Group’s long-term strategic goals. Throughout the process, the company emphasized maintaining its commitment to service excellence and value creation. "Our goal was not just to expand geographically but to enhance our service offerings and strengthen our brand presence in each new market," Malinga notes.
This strategic initiative has been a milestone for Acorn Group, enabling the company to grow its footprint and better serve its customers across a wider region. It also reinforces the importance of strategic planning, collaboration, and financial prudence in driving sustainable growth and success.
Malinga takes pride in several key achievements and milestones that have marked his leadership journey at Acorn Group. One of the most significant accomplishments has been the company’s successful expansion into new regional markets. Since the management buyout in 2020, Acorn Group has grown from operating in three countries—Sri Lanka, Maldives, and Thailand—to six, with the addition of the UAE, Cambodia, and Bangladesh. This expansion has not only broadened the company's reach but also allowed it to better serve customers across a wider region.
Another notable achievement under Malinga's leadership is the financial resilience and recovery of Acorn Group following the challenging conditions brought about by the COVID-19 pandemic. After two years of an extreme business downturn, Acorn has bounced back strongly, posting healthy earnings in the last two financial years. "This recovery is a testament to our team’s leadership, resilience, and dedication," Malinga emphasizes. The
company focused on cost-control measures, optimized operational efficiencies, and adapted business strategies to navigate volatile market conditions. The ability to rebound and achieve healthy earnings underscores the strength and agility of the organization.
Additionally, Malinga highlights the importance of fostering a strong corporate culture as one of Acorn Group’s most notable achievements. The company has implemented training and development programs, encouraged open communication, and created platforms for employees to share ideas and collaborate. This has resulted in a motivated and engaged workforce that drives Acorn’s success and creativity.
At Acorn Group, the culture and team are at the heart of what sets the company apart from the competition. Malinga emphasizes that fostering a culture of continuous learning, collaboration, and excellence is key to driving operational success. "Our employees are our greatest asset," he states. By nurturing a motivated and skilled team, Acorn Group remains competitive and consistently delivers outstanding services.
Placing customers at the core of everything they do, Acorn strives to exceed expectations through personalized services and tailored solutions. The company’s deep understanding of customer needs, coupled with an ability to anticipate market trends, allows it to offer unique and customized travel experiences. This customer-centric approach has helped Acorn build strong relationships and foster loyalty, which is critical in the highly competitive aviation and travel industry.
By promoting continuous learning and skill development, Acorn ensures its workforce remains agile and adaptable to changing market conditions
The company’s strategic expansion into new regional markets has further strengthened its competitive position. By extending operations from Sri Lanka, Maldives, and Thailand to include the UAE, Cambodia, and Bangladesh, Acorn Group has broadened its reach and enhanced its service offerings. This expansion has allowed the company to tap into new customer bases and diversify its revenue streams, making Acorn more resilient and agile in the face of market fluctuations.
Malinga underscores that the ability to adapt to market changes while maintaining a relentless focus on delivering exceptional
value to customers is rooted in Acorn’s unique strengths. Fostering a culture of innovation and professionalism within the rapidly evolving aviation and travel industries requires continuous effort and commitment.
"Continuous learning is the cornerstone of our approach," Malinga explains. Acorn Group offers regular training programs, workshops, and opportunities for professional development to ensure the team stays abreast of the latest industry trends and technological advancements. This not only enhances their skills but also encourages a growth mindset, which is essential for driving progress.
Open communication is another critical element of Acorn’s culture. The company has created forums where employees can freely share ideas, feedback, and suggestions. This open dialogue helps identify new opportunities, address challenges promptly, and fosters a collaborative environment where everyone feels valued and heard. By promoting transparency and encouraging employees to voice their thoughts, Acorn taps into the collective intelligence of its team, leading to creative solutions and continuous improvement.
Professionalism is at the core of Acorn’s organizational values. High standards for
performance, ethics, and accountability are clearly defined, and the leadership team leads by example to ensure these standards are consistently met. This commitment to professionalism is reflected in the quality of Acorn’s services and the trust the company builds with customers and partners.
Recognizing and rewarding contributions is also essential for sustaining Acorn’s culture. The company has implemented recognition programs to celebrate employees' achievements and creative ideas. This approach boosts morale and motivates others to contribute their best.
"By acknowledging efforts and successes, we reinforce the importance of continuous
improvement and encourage a steady flow of new ideas," Malinga shares.
Effective leadership is the cornerstone of employee engagement and organizational success. At the helm of Acorn Group, Malinga emphasizes that leadership shapes the vision, culture, and dynamics of an organization. A leader’s ability to inspire, motivate, and guide employees is crucial in creating a workforce that is both engaged and high-performing. The company’s leadership code— “We believe in Humility and Respect,” “We practice Candor with Empathy,” “We foster an Inclusive Culture,” and “We embrace Exemplary Behavior”—serves as a guiding light for the entire organization.
When leaders communicate a compelling vision, they provide employees with a sense of purpose and direction. This clarity aligns individual goals with organizational objectives, fostering a sense of belonging and commitment among team members. "When employees understand how their roles contribute to the bigger picture," Malinga explains, "they are more likely to be engaged and motivated to achieve collective goals."
Creating an environment where employees feel heard and valued is another key aspect of effective leadership. Open communication channels are vital, allowing for the free exchange of ideas, feedback, and concerns. This openness leads to innovative solutions and continuous improvement. Malinga highlights that “practicing candor with empathy ensures communication is honest yet considerate.”
At Acorn, there’ s a strong focus on technology and digitization to streamline operations, improve customer interactions, and offer tailored travel experiences
When employees feel their opinions matter and can openly communicate with leadership, their engagement naturally increases.
Understanding and addressing the needs, aspirations, and challenges of team members is essential for fostering a supportive and inclusive workplace. Leaders who demonstrate humility and respect, and who are approachable and responsive, build strong relationships and cultivate a positive work culture. Malinga notes that when employees feel cared for and supported, their job satisfaction and loyalty to the organization grow, leading to higher engagement and productivity.
Recognition plays a significant role in boosting morale and motivation. Leaders who acknowledge and celebrate the achievements and hard work of their team members foster a culture of excellence and mutual respect. Whether through formal recognition programs or informal acknowledgments, demonstrating appreciation for employees’ efforts encourages continued high performance.
Investing in training, mentorship, and career advancement is another hallmark of Acorn Group’s leadership approach. The company actively seeks to provide career development opportunities, with numerous success stories of staff who have risen through the ranks to leadership roles. "We have team members who joined as young executives and now head our large strategic business units," Malinga shares. "Others have blossomed into leadership roles through regional exposures." By promoting continuous learning and skill development, Acorn ensures its workforce remains agile and adaptable to changing market conditions. This empowerment leads to increased job satisfaction and engagement, as employees feel valued and see their careers progressing.
Leading by example is fundamental to Acorn’s leadership philosophy. When leaders demonstrate
integrity, accountability, and a strong work ethic, they set a standard for the entire organization. This exemplary behavior inspires employees to uphold these values in their roles, creating a cohesive and aligned workforce. "Embracing exemplary behavior as part of our leadership code ensures these standards are consistently met and upheld," Malinga emphasizes.
As the travel and aviation sectors evolve, certain key trends are emerging that will define their future. Acorn Group is committed to staying ahead of these changes, ensuring that it remains at the forefront of the industry while continuing to deliver exceptional value to its customers.
One of the most significant trends shaping the future is the increasing demand for sustainable travel. Modern travelers are becoming more environmentally conscious, actively seeking out eco-friendly options for their journeys. This shift in consumer behavior is pushing the aviation and travel industries to adopt more sustainable practices. Acorn Group is responding to this demand by stepping up its efforts in sustainable travel. Malinga points out, “We have started implementing long-term initiatives dedicated to promoting sustainable tourism practices and ecoconscious travel, ensuring that our operations align with the growing expectations of our customers.”
Digital transformation is another major trend revolutionizing the travel experience. Advances in technology are fundamentally changing how people plan, book, and experience their travels. From artificial intelligence and machine learning to blockchain and biometric authentication, these innovations are enhancing efficiency, security, and personalization within the industry. At Acorn, there’s a strong focus
on technology and digitization to streamline operations, improve customer interactions, and offer tailored travel experiences. “By leveraging AI and data analytics,” Malinga explains, “we can better understand customer preferences and provide personalized recommendations and services.” This tech-driven approach ensures that Acorn stays ahead of the curve in delivering cutting-edge travel experiences.
The rise of remote work is also reshaping the travel landscape, particularly in the realm of business travel. With remote work becoming increasingly accepted, there is a growing trend towards blended travel, where business and leisure trips are combined. This shift presents new opportunities for the travel industry to cater to the unique needs of remote workers and digital nomads. Acorn Group is adapting its offerings to
meet this evolving market, developing flexible travel packages and accommodations that cater to both business and leisure travelers.
In the wake of the COVID-19 pandemic, health and safety have become paramount considerations for travelers. Enhanced hygiene protocols, contactless services, and health
screenings are now standard expectations in the industry. Acorn is committed to maintaining the highest standards of health and safety, with Malinga emphasizing that the company “prioritizes safety and cleanliness to provide a secure and comfortable travel experience for all our customers.”
By establishing strong local partnerships and understanding regional market dynamics, Acorn is well-positioned to capitalize on the growth opportunities
Leaders should encourage their teams to explore new ideas and technologies that enhance customer experiences, streamline operations, and boost efficiency
Another critical trend shaping the future of travel is the increasing importance of data privacy and cybersecurity. As the industry becomes more reliant on digital technologies, protecting customer data and ensuring robust cybersecurity measures have become essential. Acorn Group is dedicated to safeguarding customer information, implementing stringent cybersecurity protocols to protect against emerging threats.
Finally, the globalization of travel and expansion into new markets continue to drive growth in the aviation and travel sectors. Emerging markets in Asia, Africa, and the Middle East offer significant opportunities for expansion. Acorn is strategically broadening its presence in these regions, tapping into
new customer bases and diversifying its revenue streams. By establishing strong local partnerships and understanding regional market dynamics, the company is well-positioned to capitalize on these growth opportunities.
In the ever-evolving landscape of the travel and aviation industries, certain principles stand out as crucial for aspiring leaders. Malinga offers valuable insights into what it takes to thrive and lead effectively in these dynamic fields.
First and foremost, continuous learning is indispensable. The travel and aviation sectors are in constant flux, driven by technological
advancements, shifting market demands, and global events. Aspiring leaders must remain curious and dedicated to expanding their knowledge and skills. This means staying up-to-date with industry trends, attending relevant workshops and seminars, and seeking guidance from seasoned professionals. As Malinga emphasizes, “Being well-informed and adaptable allows you to anticipate changes and seize opportunities, which is crucial in our fastpaced industry.”
Fostering a culture of creativity and experimentation is another key to success. Leaders should encourage their teams to explore new ideas and technologies that enhance customer experiences, streamline operations, and boost efficiency. Innovation often requires taking calculated risks and challenging the status quo. Malinga notes, “Don’t be afraid to explore unconventional solutions. By creating an environment where creative thinking thrives, you can position your organization as an industry leader.”
Leading with integrity and empathy is essential for building trust and cultivating a positive organizational culture. Integrity involves being honest, ethical, and transparent in all actions and decisions. Leaders who demonstrate integrity earn the respect and trust of their teams, customers, and stakeholders. Empathy, on the other hand, is about understanding and addressing the needs and concerns of others. Malinga highlights that “Effective leadership is not just about achieving business goals; it’s about caring for the people who help you achieve them.” By leading with empathy, you can build strong relationships, motivate your team, and create a supportive work environment.
Prioritizing customer-centricity is another crucial aspect. In the travel and aviation
industries, customer satisfaction is paramount. Leaders should focus on understanding and exceeding customer expectations, using data and feedback to continuously improve services and create memorable experiences. Malinga advises, “By placing the customer at the center of your strategies, you can build loyalty and differentiate your brand in a competitive market.”
Resilience and adaptability are also vital traits for leaders in these sectors. The travel and aviation industries are often unpredictable, facing challenges such as economic fluctuations, regulatory changes, and global crises. Resilient leaders stay calm under pressure, adapt swiftly to new circumstances, and guide their teams through uncertainty. Malinga emphasizes, “Develop a flexible mindset and be prepared to pivot your strategies as needed. This will help you navigate challenges and capitalize on emerging opportunities.”
Networking and building strong industry relationships are invaluable for opening doors to new opportunities and collaborations. Engaging with industry associations, attending conferences, and connecting with peers and experts can provide valuable insights, support, and growth opportunities. “Building a robust professional network can be a game-changer,” Malinga notes.
Finally, leading by example and inspiring your team is crucial. Your actions and attitude set the tone for your organization. Show dedication, passion, and a strong work ethic. Encourage your team to share their ideas and recognize their contributions. Malinga concludes, “By creating an inclusive and motivating work environment, you inspire your team to strive for excellence and drive the organization towards success.”
Cheryl McCants, CEO, Impact Consulting Enterprises
Hi Cheryl. What inspired you to pursue a career in marketing and communications? How did you get your start in this industry?
I’ve always enjoyed telling stories and loved the idea of influencing behaviors and attitudes through compelling messaging. Back in the late 80s, marketing communication was very different from what it is now. It was a fairly new field with lots of opportunity. I explored a variety of seemingly eclectic side hustles
and main gigs. I simultaneously bartended in a chic, semi-private club in Manhattan, modeled, hosted a television program, co-hosted a radio talk show, worked for a Fortune 100 company, interned and worked as a news producer, reporter, and assignment desk editor all within a few years after completing my undergraduate studies at Brown University.
I started my professional career in sales and worked my way over to the marketing side of the house. After entering corporate America, I
Our vision is to actively engage in creating a future where every organization, regardless of size or sector, harnesses the power of strategic communication to foster a more informed, inclusive, and inspired world
Award-winning bilingual communication professional and business strategist, Cheryl McCants tells the untold stories that make people feel good about where they are, and better about where they are going. She holds degrees and certificates from Boston University, Dartmouth’s Tuck School of Business, George Washington University, Columbia University Graduate School of Journalism, and Brown University. As a strategist, mentor and speaker, audiences benefit from her unique combination of straight, no-chaser advice, and encouraging words of wisdom. Her awards include Top Woman in Public Relations, a Top 25 Leading Women Entrepreneur, and Woman of the Year – Advertising, Marketing and Public Relations. As founder and CEO of Impact Consulting Enterprises, Cheryl’s expertise spans both the private and public sectors. Recently, in an exclusive interview with CXO Outlook Magazine, Cheryl shared her professional trajectory, the inspiration behind establishing Impact Consulting Enterprises, insights on gender equality and inclusion, personal source of inspiration, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
While website visits, social media engagement, and email marketing campaign activities among other standard KPIs matter, it’s the contract close ratio that counts
completed graduate studies at George Washington University and the Columbia University Graduate School of Journalism. That’s when I discovered that there was a place for journalism in corporate America – public relations, marketing, and communication. The ability to apply my journalistic background to my work inspired me.
What was the inspiration behind establishing Impact Consulting Enterprises? What is its mission and vision?
The idea of cultivating my personal passion into a sustainable business fascinated me. It thrilled me to know that I could investigate people’s motivations, maintain my integrity and ethical values, and tell stories that mattered. This passion birthed Impact Consulting Enterprises. Impact is a marketing communication agency that tells award-winning stories to inspire smiles, trust, and confidence.
With a mission to turn communication into a catalyst for tangible, positive outcomes by aligning our strategies with our clients' goals, we strive to elevate their impact and respectfully and effectively connect brands with diverse audiences.
Our vision is to actively engage in creating a future where every organization, regardless of size or sector, harnesses the power of strategic communication to foster a more informed, inclusive, and inspired world. A world where diversity is not just acknowledged but celebrated as a source of strength and innovation.
How do you approach the ever-changing landscape of digital marketing and emerging technologies such as AI?
We pride ourselves on being early adopters. I personally participated in the launch of the “information superhighway,” commonly known as
the internet. As a company, we recognize the importance of integrating AI, generative AI and machine learning into our work products and processes. The key to technological innovation, however, is to incorporate the good and weed out the bad. In other words, human in the middle as well as at the beginning and end is necessary to ensure integrity and maintain ethical standards. The landscape may change, but the foundation remains the same.
What metrics do you measure to gauge the effectiveness of your marketing investments?
I look at revenue growth when measuring the ROI of our marketing investments. While
website visits, social media engagement, and email marketing campaign activities among other standard KPIs matter, it’s the contract close ratio that counts.
What, in your view, should leaders in B2B be doing more to drive core business value through marketing efforts?
B2B leaders should hire Impact to help them strategically and intentionally drive business growth. Seriously though, leaders should review their core values, and refine their mission and vision statements to ensure alignment with their customers’ principles. Marketing efforts that reinforce authentic company values tend to transcend hype and connect with customers.
What are your thoughts on gender equality and inclusion? Do you think there is a gender bias in your industry? Until women-owned businesses and more specifically, Black-women-owned businesses achieve revenue parity, gender and racial bias exists. Contracts, both public and private, continue to be awarded disproportionately to non-women-owned agencies.
Is there a particular person you are grateful for who helped get you to where you are?
My original inspiration to become an entrepreneur came from fellow female entrepreneur, Deborah Watring, co-founder of Watring & Associates. I met Deb and her partner in the late 80s and she encouraged me to start my own business. I am grateful not only for her guidance but also for
Until women-owned businesses and more specifically, Black-women-owned businesses achieve revenue parity, gender and racial bias exists
the business opportunities that she provided. I took a two-week vacation from my job and never looked back. Thank you, Deb.,
What does the term "authentic leadership" mean to you?
Authentic leadership means being your true self when guiding your team, hiring, firing, and working with clients. An authentic leader recognizes how her/his/their work style impacts others and adjusts it to support team members. Authentic leaders are responsible for the systems we create, including all policies, procedures and processes. Authentic leaders do not have to be experts; we just have to lead.
What are some of your passions outside of work? What do you like to do in your time off?
In my time off, I like to garden and explore nature. I grow vegetables because I promised myself that I would do everything in my power to never be hungry again. I also find peace and solace in streams and oceans as I revere the cleansing and healing powers of the sea.
What is your biggest goal? Where do you see yourself in 5 years from now?
I seek to create generational wealth for my family and my team members’ families. Five years from now, I envision a global client base and workforce where my team and my clients all thrive equitably and honourably.
What advice would you give to somebody who is considering entering the field of marketing and communications or has just entered the field?
The advice that I would give to somebody who’s looking to start in the marketing and communications field or just started would be: Be a continuous learner.
Second, Remain tenacious.
Third, you must care.
Then finally, be yourself.
You can find work anywhere, but it’s the people and the relationships you establish in the process of work that make all the difference. When we are committed to learning about each other, operating with integrity and truly caring about the outcome, we can build supportive and productive communities.
Melissa Palazzetti, Group Chief Marketing Officer, L’AZURDE Company for Jewelry
Hi Melissa. What inspired you to pursue a career in marketing and communications? How did you get your start in this industry?
I’ve always been fascinated by the emotional connection between brands and consumers, and this drove me to pursue a career in marketing and communications. My journey began with Kimberly-Clark, where I honed my skills in brand management and sales. After a few years, they offered me the opportunity to work in Paris, which was a great chance to experience a new culture, learn a new language, and grow professionally.
Throughout my career, I've had the privilege of working with some of the world's most iconic Brands across various sectors, including FMCG and luxury goods. The dynamic nature of the field, coupled with the challenge of staying ahead in an ever-evolving digital landscape, continues to drive and inspire me.
What do you love the most about your current role?
What I love most about my current role as Group CMO at L’AZURDE is the opportunity to shape the strategy for multiple brands within a leading jewelry company. One of the
The dynamic nature of the field, coupled with the challenge of staying ahead in an ever-evolving digital landscape, continues to drive and inspire me
Melissa Palazzetti is an accomplished International Marketing and Communication executive with extensive experience in growing iconic global brands within leading FMCG and Luxury companies such as Kimberly-Clark, Ferrero, Luxottica, and Timex Group. Currently, she is the Group Chief Marketing Officer at L’AZURDE Company for Jewelry, the largest gold and jewelry designer, manufacturer, and distributor in the Middle East. In this role, she oversees the development and implementation of comprehensive marketing strategies. Passionate about driving innovation and empowering teams, she specializes in multichannel marketing, brand development, and digital strategy. Recently, in an exclusive interview with CXO Outlook Magazine, Melissa shared her professional trajectory, insights on gender equality and inclusion, personal hobbies and interests, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
I believe that marketing leaders should focus on creating value-driven content and products that address the specific needs and pain points of their clients
key benefits of L’AZURDE is its vertically integrated structure—which includes design, production, and distribution. This integration allows us to respond swiftly to market trends, innovate continuously, and ensure a seamless experience for our customers. Working with a talented team to create impactful marketing campaigns and seeing our efforts resonate with customers is incredibly rewarding. The synergy among departments enhances our ability to deliver consistent, high-quality products and messaging, which significantly strengthens our brand's market position.
How do you approach the ever-changing landscape of digital marketing and emerging technologies such as AI?
Staying ahead in digital marketing requires continuous learning and adaptability. I approach this by staying updated on the latest trends and technologies, investing in professional development, and fostering a culture of innovation within my team. Leveraging AI and data analytics is instrumental in enhancing our customer insights, personalizing marketing efforts, and improving overall efficiency.
What metrics do you measure to gauge the effectiveness of your marketing investments?
Some of the key metrics include Return on Investment (ROI), Customer Acquisition Cost (CAC), conversion rates, and engagement metrics such as click-through rates (CTR) and social media interactions. For e-commerce, metrics like cart abandonment rates and average order value are also critical. Regularly analyzing these KPIs helps us refine our strategies and achieve our business objectives.
What, in your view, should leaders be doing more to drive core business value through marketing efforts?
I believe that marketing leaders should focus on creating value-driven content and products that address the specific needs and pain points of their clients. Thanks to data, it is now possible to personalize marketing efforts and build strong relationships through consistent engagement. Additionally, the integration of digital tools and platforms allows to enhance the customer experience, making the purchase process omnichannel and more satisfying.
What are your thoughts on gender equality and inclusion? Do you think there is a gender bias in your industry?
Gender equality and inclusion are essential for fostering innovation and driving business success. In the jewelry industry and across various sectors I have worked in, significant strides have been made in advancing gender equality. At L’AZURDE, gender equality and inclusion are integral to the company culture, and I am committed to supporting initiatives that advance gender equality and create an inclusive workplace.
Is there a particular person you are grateful for who helped get you to where you are?
I am particularly grateful to several former mentors and supervisors who believed in my potential and encouraged me to take on challenging projects. They gave me the courage to push my boundaries and continuously develop my skills. Furthermore, I am honored to have worked for industry pioneers like Michele Ferrero in FMCG and Leonardo Del Vecchio
My biggest goal is to continue driving impactful marketing strategies that elevate global brands and contribute to business growth
in Luxury. Their visionary leadership and contributions have profoundly influenced the industries they shaped, and working under their guidance has been a truly enriching experience.
What does the term "authentic leadership" mean to you?
Authentic leadership means leading with integrity, transparency, and empathy. It involves being true to your values, building genuine relationships, and fostering an environment where team members feel valued and empowered. I believe that authentic leaders inspire trust and loyalty by consistently demonstrating their commitment to the team's success and well-being.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I am passionate about travelling, which broadens my perspective and fuels my creativity. I also enjoy spending quality time with family and friends, as well as engaging in community service and mentorship programs whenever I can. For physical activity, I love bicycling and
practicing Pilates, which helps me stay active and recharge.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to continue driving impactful marketing strategies that elevate global brands and contribute to business growth. In five years, I see myself in senior leadership roles where I can influence the direction of the company and mentor the next generation of marketing professionals.
What advice would you give to somebody who is considering entering the field of digital marketing and communications or has just entered the field?
My advice is to stay curious and open to learning, as the digital marketing landscape is constantly evolving. Build a strong foundation in data analytics, understand your audience deeply, and stay updated with the latest industry trends. Networking with industry professionals and seeking mentorship can provide valuable insights and opportunities. Most importantly, be adaptable, innovative, and always keep the customer at the heart of your strategies!
Brianne Carlon Rush, VP Operations, Kuno Creative
Hi Brianne. Please tell us about your background and areas of interest.
I have loved to tell stories since I was a young girl “publishing” a newspaper in my childhood bedroom. I graduated with a journalism degree from Kent State University and moved to NYC to pursue my dreams before I even received my diploma. I worked for a magazine company that housed several dance and cheerleading magazines, which was perfect for me since I had danced since I
was 3 years old, culminating in a professional stint with the Cleveland Cavalier Girls.
During 2008-2009, I saw a lot of magazines closing, so I reevaluated my career, and ended up applying my writing skills to digital marketing. I briefly worked for a growing tech company then landed at Kuno Creative, where I built the content marketing department. I worked exclusively in content for four years before expanding my role and mindset to helping to grow the agency as a whole.
In today’s fast-paced B2B landscape, leaders must adopt a strategic, data-driven approach to marketing to drive core business value effectively
Brianne Carlon Rush thrives at the vibrant intersection of creativity and strategy. With nearly two decades of experience, she has contributed significantly to Kuno Creative, a leading digital marketing agency. In her current role, Brianne aligns sales and marketing efforts, spearheads product development, and nurtures talent. Recognized as a trusted industry voice, Brianne has been featured in lists like "25 Journalists in Content Marketing" and "20 Content Marketing Twitter Accounts to Follow." In 2024, she was honored as one of the Top 50 Women Leaders in Ohio. Her diverse portfolio includes esteemed brands like Aramark, BASF, and RapidAI. Brianne’s journey, from editorial beginnings in New York City to current leadership roles, reflects her unwavering commitment to communication and career development. She remains dedicated to making a positive impact and fostering a brighter future for those around her. Recently, in an exclusive interview with CXO Outlook Magazine, Brianne shared her professional trajectory, insights on gender equality and inclusion, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
A diverse workforce brings a variety of perspectives, which fosters creativity and better decisionmaking
What do you love the most about your current role?
In my current role of VP of Operations at Kuno Creative, I feel as if I am truly building something. The leadership team and I are passionate about growing a company where employees wake up excited to come to work and help our clients achieve their goals through digital marketing. I also love that we are creating an environment that prioritizes making a positive impact on those around us. For example, our employees enjoy a role that allows for a healthy work-life balance and time with their families. Our clients receive high-touch marketing strategy and
execution, which helps them achieve not only their marketing goals, but their professional goals on a bigger scale. Finally, our mission is to do marketing that matters for companies doing good in the world. So, when we help these companies succeed, we believe we are helping them change the world for the better.
How do you approach the ever-changing landscape of digital marketing and emerging technologies such as AI?
Digital marketing changes so quickly, so we have hired experts in each category, such as SEO, digital advertising, branding, etc. so
they can dive deeper into their specific areas. When something completely revolutionary, like AI, emerges, we all have been exploring ways to incorporating it into our daily output.
With content marketing, we have been utilizing AI to research topics more efficiently, create SEO-friendly outlines and even first drafts. But we also recognize its limitations, so we take those outlines and first drafts then rewrite them to fit the brand’s tone and add in our proprietary information like quotes, case studies and real results.
Tools in space allow us to build reports faster, design eye-catching digital ads and so
much more. It is all about diving in and getting comfortable, then pushing the limits.
What metrics do you measure to gauge the effectiveness of your marketing investments?
It all starts by defining your business goals. Marketing goals only exist to achieve your overall business goals. So, if your brand needs to generate more leads to hand to sales, your metrics will look different than if you need to focus on pipeline velocity, moving more opportunities to “closed won.” However, most of our clients focus on lead generation.
Our KPIs most often include website visits/ sessions (organic, direct, by paid source) and form fills (prospects raising their hand for both awareness stage content through the sales funnel to decision-based forms like request a demo or schedule a consultation). We are also looking at reach, clicks and return on advertising spend for clients investing in digital ads.
Once we get visitors to the site, we are looking at how much time they spend on pages, how many pages they view and how long it takes them to bounce from the site.
What, in your view, should leaders in B2B be doing more to drive core business value through marketing efforts?
In today’s fast-paced B2B landscape, leaders must adopt a strategic, data-driven approach to marketing to drive core business value effectively. Here are three key strategies:
1. Focus on Customer-Centric Marketing:
Understanding the customer journey is critical. Develop detailed buyer personas and map out
the customer journey to tailor content and campaigns that meet the specific needs and pain points of your target audience. Personalized marketing efforts can significantly enhance engagement and conversion rates.
2. Invest in Systems for SEO, Content Marketing and Automation: High-quality, relevant, and SEO-rich content is a cornerstone of effective B2B marketing. Create value-driven content that educates and informs your audience, positioning your brand as a thought leader in the industry. Then implement marketing automation tools to help nurture leads through personalized email campaigns, manage social media interactions, and track customer engagement.
3. Focus on Brand Building: Invest in building a strong, consistent brand presence across all channels. A well-defined brand identity helps differentiate your company in the marketplace, builds trust with your audience, and supports long-term business growth.
What are your thoughts on gender equality and inclusion? Do you think there is a gender bias in your industry? Gender equality and inclusion are not just ethical imperatives but also critical drivers of innovation and business success. A diverse workforce brings a variety of perspectives, which fosters creativity and better decision-making.
At our agency, we are committed to creating an inclusive environment where everyone, regardless of gender, feels valued and empowered to contribute to their fullest potential. The agency is 60% female. And our leadership team is half females.
While the industry has made progress, there is still work to be done to ensure true equality. This includes addressing issues such as unequal pay, representation in leadership roles, and unconscious bias in hiring and promotions.
Is there a particular person you are grateful for who helped get you to where you are?
There are a handful of people who have helped me tremendously along the way.
Hanna Rubin, who created a new internship position at MacFadden Performing Arts Media so she could hire me and helped me in my ascent to Managing Editor of Dance Spirit magazine.
Dan Stasiewski who hired me at OverDrive, a growing tech company, then brought me over to Kuno Creative. He was responsible for my understanding of inbound marketing before it was mainstream.
John McTigue who made me realize I could be more than the head of the content department and who continues to encourage me even today.
Chris Knipper who founded Kuno Creative and endeavors to make it a place people want to come to work while also prioritizing their family time and mental/physical health.
What does the term "authentic leadership" mean to you?
Authentic leadership embodies a leadership style that is genuine, transparent and centered around integrity and ethical principles. It involves openly sharing information, decisions and the rationale behind them. Authentic leaders foster an environment where open communication is encouraged, and everyone feels informed and involved.
Authentic leaders provide immediate, clear, and constructive feedback, recognizing accomplishments and addressing areas for improvement promptly
Authentic leaders provide immediate, clear, and constructive feedback, recognizing accomplishments and addressing areas for improvement promptly. This approach not only helps individuals grow but also enhances overall team performance and morale.
Leaders should also acknowledge their limitations and be open to feedback and learning from others. This humility fosters a culture of continuous improvement and encourages team members to share their ideas and insights without fear of judgment.
What are some of your passions outside of work? What do you like to do in your time off?
I have two kids (my son is 7 and my daughter is 4), so a lot of my non-working time is spent with them, which is a joy. When I do have alone time, I read as much as possible. I read about 50 books each year, spanning thriller and fiction to business and finance.
I am also a lifelong learner, and really enjoy learning new things. After a trip to Napa, I became fascinated with the world of wine, so I studied to achieve Level 1 certification through Napa Valley Wine Academy just for fun.
What is your biggest goal? Where do you see yourself in 5 years from now?
I am committed to growing Kuno Creative into a strong, profitable agency. Since we are employee owned, our people can build careers they can be proud of, helping to make the world a better place in their own small way, while also building financial security for themselves and their families.
What advice would you give to somebody who is considering entering your field or has just entered the field?
First, choose a place to work that you actually believe in. Find leaders who share your vision for leadership and contributions to the world as a whole.
Once you find the right place, never stop learning. Don’t confine yourself to one “lane” of learning. Of course, become an expert in your role, but don’t stop there. Learn about tangential roles. If you see holes in the company, figure out how to fill them. The more you know, the more creative you can be in serving clients and building your personal and professional brands.
Shaw-chin Ioana Chiu, Managing Client Partner, State of California, IBM
Hi Shaw-chin. What do you love the most about your current role?
As a 26-year California resident, I pride myself in the ability to directly contribute to making California better with GoodTech solutions that enhance the lives of millions, who, like my parents, struggle with navigating public services due to highly convoluted processes, systems, and data.
Can you please share the major takeaways from your best-selling book, “Integrating Me in Motherhood: A Mom’s Guide to Preventing Burnout and Unleashing Her True Essence”?
Being a mom is an everyday transformative experience that requires purposeful focus and a growth mindset. Becoming a mom calls for us to redefine who we are and who we want to
Purposeful focus is about making tough decisions around what stays, goes, and where to reinvest time and energy to maximize our return on happiness
Shaw-chin Ioana Chiu is a multifaceted individual who balances a demanding career as a technology executive, author, and community builder, while also being a dedicated mom and athlete. With over 18 years of experience in driving global business transformation, digital innovation, process improvement, and organizational change management, she leverages her expertise to enhance government services. Her professional work has spanned multiple industries, including government, healthcare, life sciences, consumer, and retail, with a global reach across North America, Europe, Asia-Pacific, and Latin America. Additionally, she is a best-selling author, having written “Integrating Me in Motherhood: A Mom’s Guide to Preventing Burnout and Unleashing Her True Essence,” a book that celebrates the power and potential of working moms.
Shaw-chin received numerous accolades for her outstanding leadership and innovative contributions. Most recently, she was named one of the 2024 Top 50 Women Leaders of Sacramento by Women We Admire. Additionally, she is a two-time winner of the prestigious IBM North America Innovation Delivery Excellence Award (IDEA), which honors her innovative approaches to delivering business outcomes. Some of her most notable achievements include embedding design thinking to enable thoughtful speed and human-centered solutions through “IBM Garages,” helping clients successfully transition to and get the most value out of cloud-based technologies and delivering IBM’s blockchain-based COVID digital credential platform during the Pandemic.
In a recent exclusive interview with CXO Outlook Magazine, Shaw-chin shared valuable insights from her best-selling book, as well as her thoughts on promoting gender equality and inclusion in the tech industry. She also opened up about her sources of inspiration, the secret sauce behind her success, and her plans for the future. The following excerpts are taken from the interview.
be. On one hand, it’s magical to realize that our capacity for love is even greater than ever imagined. On the other hand, we’re also hit with the harsh reality that we’re working with the same amount of time and energy we had prior to motherhood, and society isn’t set up to support the success of working moms. Trying to do it all is often overwhelming.
Purposeful focus is about making tough decisions around what stays, goes, and where to reinvest time and energy to maximize our return on happiness. It includes reinvesting in habits that create even more time and energy, like asking for help, empowering and trusting others to take things off our plate, taking care of ourselves, and engaging in play, which is the fertilizer for brain growth, creativity and innovation.
Having a growth mindset means internalizing an acute sense of awareness for who we are versus who we want to be at any point of time, using every moment to learn and get smarter on our reinvestment strategy, and having the confidence to ask for what we need to be successful based on our own unique definition of success.
But this isn’t just a working mom prerogative. Our societies also need to make changes. There needs to be more investment in childcare infrastructure, and we need to unlearn the beliefs that women must burden the majority, if not all, parenting and home responsibilities.
What are your thoughts on gender equality and inclusion? Do you think there is a gender bias in your industry? Although we’ve made significant progress to aid the advancement of working moms in their careers, such as paid family leave and protections for women’s jobs when they’re
out on maternity leave, we still have at least a generation to go. Unfortunately, women are still on average paid less than their male counterparts and are often pigeonholed into support roles. According to the 2023 IBM and Chief study called “Women in leadership: Why perception outpaces the pipeline – and what to do about it,” only 41% of male managers agreed that their organization’s leadership believed that women with children were just as dedicated to jobs as women without children. What’s even more interesting is that organizations identified as gender equity leaders report 19% higher revenue growth than others studied.
Gender equality and inclusion require a mindset shift, and as mentioned earlier, unlearning societal biases, to view working moms as a competitive advantage versus an inconvenience. The same sentiment extends to women in general. Beyond representing half of the population, we are often more educated and make the majority of buying decisions across households. It’s no surprise why organizations who have already invested in unleashing women’s potential and perspectives are thriving.
Looking back now, what is one thing you wish you knew at the beginning of your career?
Practice vulnerability. It is the core to human connection. Vulnerability is the precursor to empathy, which allows us to truly understand and care for the needs of our clients and bring out the best in our teams. It also fuels growth, because we are able to embrace our shortcomings as opportunities to evolve and get smarter.
Is there a particular person you are grateful for who helped get you to where you are?
My parents. They sacrificed a lot to get us to the U.S. so we can have access to more opportunities we didn’t have in American Samoa. They left behind their loved ones, careers, and everything they knew for a better life for us. They are one of the reasons why I drive so hard every day.
What does the term “authentic leadership” mean to you?
It means being ourselves. We can’t practice vulnerability if what we’re saying or doing
contradict our core beliefs and values. Business outcomes are natural byproducts of doing what’s right for your clients and bringing the best out of people.
What are some of your passions outside of work? What do you like to do in your time off?
I spend quality time with my daughter, husband, family and friends, contribute thought leadership or organize events to help working moms, train as a cross-format athlete, play piano, and work on my second book, which is an exploration of what today’s modern family looks like.
Gender equality and inclusion require a mindset shift, and as mentioned earlier, unlearning societal biases, to view working moms as a competitive advantage versus an inconvenience
Business outcomes are natural byproducts of doing what’s right for your clients and bringing the best out of people
You were recently honored and recognized at the second spot for Top Women Leaders of Sacramento for 2024 among other awards and accolades over the years. Our readers would love to know the secret sauce behind our success. Firstly, I’ve made big thinking second nature, complemented by patience, discipline, and humility to build towards grand aspirations brick by brick. Secondly, I primarily do things that align to my passions or fuel me. Life is too short to be unhappy. Finally, and most importantly, I surround myself with people who are much smarter and better than me. Success takes a village, and I lean
heavily on that village to do way more than I am individually capable of.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to master being a heartcentered leader, mom, partner, and friend. I strongly believe that outstanding character goes hand in hand with outstanding performance. My ability to exponentially grow any business or businesses I lead, have a thriving global brand in health and wellness for moms, and be someone that those around me, including my daughter, can trust stems from character over pure performance.
