Digital First Magazine – May 2024 – Most Innovative Company in 2024

LEADER IN DATA SCIENCE & ANALYTICS

MOST INSPIRING TO WATCH IN 2024

Gordon Tveito-Duncan CEO & Co-Founder, GaiaLens

FUTURISTIC COMPANY

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Occams Advisory COMPANY

MOST INNOVATIVE TO WATCH IN 2024 VUMI® Group

FEATURING INSIDE

David Zhao Managing Director, Coda Strategy

Jessica Gomes Head of Cyber Security, Grant Thornton Australia

Laurent Dresse Chief Evangelist, DataGalaxy

Maria Militsopoulou Founder & CEO/CVO, YouDream Consulting Ltd

Mary Brodie Founder & Experience Strategy Consultant, Gearmark

ALEXANDRA ROSS

SENIOR DIRECTOR, DATA PROTECTION, USE & ETHICS, AUTODESK

BUILDING A STRONG DATA PRIVACY & SECURITY CULTURE

Managing Editor

Sarath Shyam

Consultant Editors

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Andrew Scott

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Naomi Wilson

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Keith Alexander

Creative Consultants

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Louis Bernard

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Celebrating the Vanguard of Innovation and Leadership

Leadership is key to driving innovation. Leaders set the tone, create the right environment, and inspire employees to think creatively and take risks. They provide a clear vision and purpose, motivating teams to excel. Those who embrace innovation act as catalysts, transforming the status quo and guiding their organizations into uncharted territories.

Welcome to the latest issue of Digital First Magazine. We’re excited to celebrate the extraordinary leaders and companies shaping the future of business. In this special edition, we share the stories of visionaries who are setting new benchmarks in their industries through innovation, resilience, and a commitment to excellence.

Our profiles of pioneering business leaders offer a glimpse into the minds of those achieving remarkable success. These stories remind us that behind every successful venture is a narrative of hard work, creativity, and a passion for making a difference.

In addition to these inspiring profiles, we bring you exclusive interviews with influential figures in the business world. These conversations provide invaluable insights into the strategies and mindsets that drive their success, offering lessons that readers can apply to their own professional journeys.

On the cover, we feature Alexandra Ross, Senior Director, Senior Data Protection, Use & Ethics Counsel at Autodesk, Inc. Alexandra provides legal, strategic, and governance support for Autodesk’s global privacy, security, and Trusted AI programs. She is also an advisor to BreachRx and USF’s Strategic AI Program and a member of WLDA –Empowering Women Leaders in Data and AI. Previously, she was Senior Counsel at Paragon Legal and Associate General Counsel for WalMart Stores. She is a certified information privacy professional and a frequent speaker at privacy and security conferences.

This issue is a tribute to the power of visionary leadership and its impact on industries and communities. We are honored to share these stories with you and hope they inspire you to pursue your ambitions with renewed energy and creativity.

Enjoy reading!

ALEXANDRA ROSS

SENIOR DIRECTOR, DATA PROTECTION, USE & ETHICS, AUTODESK

BUILDING A STRONG DATA PRIVACY & SECURITY CULTURE

LEADER’S INSIGHTS

18

David Zhao, Managing Director, Coda Strategy Designing High-Performing Programs that Transform Business Lines 36

Helping Clients Unlock the True Potential of their Data Endeavours

Laurent Dresse, Chief Evangelist, DataGalaxy

60

Promoting Diversity & Inclusion in the Cyber Security Domain

Jessica Gomes, Head of Cyber Security, Grant Thornton Australia

66

Driving Meaningful Initiatives & Cultivating More Resilient Female Leaders

Maria Militsopoulou, Founder & CEO/CVO, YouDream Consulting Ltd

86

Leveraging CX & Design Thinking Best Practices to Drive Digital Transformation at Speed & Scale

Mary Brodie, Founder & Experience Strategy Consultant, Gearmark

COVER STORY

ALEXANDRA ROSS

SENIOR DIRECTOR, DATA PROTECTION, USE & ETHICS, AUTODESK

BUILDING A STRONG DATA PRIVACY & SECURITY CULTURE

Alexandra Ross is Senior Director, Senior Data Protection, Use & Ethics Counsel at Autodesk, Inc. where she provides legal, strategic and governance support for Autodesk’s global privacy, security, and Trusted AI programs. She is also an Advisor to BreachRx an Advisor to USF’s Strategic AI Program and a member of WLDA – Empowering Women Leaders in Data and AI. Previously she was Senior Counsel at Paragon Legal and Associate General Counsel for Wal-Mart Stores. She is a certified information privacy professional (CIPP/ US, CIPP/E, CIPM, CIPT, FIP and PLS) and a frequent speaker at privacy and security conferences. She holds a law degree from Hastings College of Law and a B.S. in theater from Northwestern University. Alexandra is a recipient of the 2019 Bay Area Corporate Counsel Award – Privacy. Alexandra launched The Privacy Guru blog in 2014 and has published an ebook Privacy for Humans (available on Amazon and iTunes).

Recently, in an exclusive interview with Digital First Magazine, Alexandra shared her professional trajectory, her favorite aspects of working at Autodesk, the best piece of advice she has ever received, personal sources of inspiration, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.

ALEXANDRA ROSS

Hi Alexandra. Could you explain how you came to be interested in the field of data protection?

Early in my career, while working at a law firm in the intellectual property group, I found a natural connection to data protection issues. At that time, I was advising technology companies on issues related to e-commerce, data privacy and security breaches. These issues evolved over time as the Internet developed and regulation became more complex. The intriguing part to me about data protection law is that it’s not static; it’s a fast-paced, constantly evolving landscape. Also, it presents a compelling mix of societal and technological concerns that do not just impact businesses but have a profound effect on individuals and society. The personal element in data protection is what makes it truly unique. It’s not just about understanding laws and regulations, but also about having empathy and respect for individuals and their expectations.

What do you love the most about your current role?

In my current role at Autodesk, I am able to solve problems and enable forward-thinking business initiatives. One of the aspects I enjoy most is the opportunity to develop comprehensive data governance and compliance programs. This responsibility not only allows me to leverage my expertise but also plays a crucial role in the continuous improvement of our company’s operations. What truly enriches my experience is the team I lead and the teams I collaborate with. I am surrounded by a talented group

IN MY CURRENT ROLE AT AUTODESK, I AM ABLE TO SOLVE PROBLEMS AND ENABLE FORWARDTHINKING BUSINESS INITIATIVES

of professionals - lawyers, government affairs, business and technical professionals. Their diverse perspectives and collective knowledge greatly enhance our problem-solving and decision-making capabilities. The variety and scope of work I encounter is both challenging and rewarding. From privacy and security to AI programs, I am able delve into critical areas that are shaping the future of technology. This gives me the opportunity to build and maintain trust in our programs, which is one of the most fulfilling aspects of my job.

You’re an Advisor to BreachRx, an incident response platform and an Advisor to the University of San Francisco Strategic AI Program. What do you gain from these advisor roles?

My Advisor roles at BreachRx and the USF Strategic AI Program offer moments for learning, knowledge exchange, and professional growth.

At BreachRx, I work with the founders as they develop their incident response platform and offerings. I witness the challenges of building a product from the ground up, including seeking funding and sales opportunities. It provides me with insights into advances in incident response technology.

As for my role in the USF Strategic AI Program, I provide guidance and feedback on their management training module for Strategic AI. This exposes me to a range of perspectives on AI and its strategic applications in various industries. It allows me to stay abreast of the evolving landscape of AI and helps me in considering Autodesk’s approach towards this technology.

DIVERSITY IS INDEED A COMPLEX ISSUE THAT EXTENDS BEYOND GENDER, AND THERE’S CONSIDERABLE WORK TO BE DONE TO MAKE TECH MORE INCLUSIVE FOR ALL RACES, CLASSES, AND GENDERS

Do you think it’s important, for those just starting out in the privacy sector, to earn privacy certifications or qualifications alongside professional experience?

Absolutely, it’s important for those starting out in the sector, and those with more years of experience to earn privacy certifications or qualifications. These certifications provide valuable and practical knowledge in context. They offer a structured learning path that covers a wide range of topics relevant to the field of privacy. This knowledge is not only theoretical as these programs often include real-world case studies and scenarios. Privacy certifications can also provide a competitive edge, differentiating you from your peers. They demonstrate a commitment to professional development and a deep understanding of principles and practices. This can be a significant advantage when applying for jobs or seeking promotions. Lastly, earning certifications from organizations like the International Association of Privacy Professionals (IAPP) provides networking opportunities. These organizations host conferences, webinars, and local chapter meetings, providing a platform for relationship building and knowledge sharing among privacy professionals.

Women aren’t the only underrepresented group in tech – what can be done to make tech more diverse across race, class, and gender?

Diversity is indeed a complex issue that extends beyond gender, and there’s considerable work to be done to make tech more inclusive for all races, classes, and genders. For the past few

years I’ve been a member of Women Leaders in Data and AI (WLDA), an organization that offers professional networking and best practice sharing to empower women leaders in the AI field.

To address diversity across categories, we can start with recruiting outreach that targets underrepresented groups. This includes partnering with universities and organizations that serve these communities and providing internships and scholarship opportunities for students from diverse backgrounds. Training programs can also play a significant role in promoting diversity. They can help equip individuals from underrepresented groups with the skills they need to thrive in tech roles. At the same time, diversity and inclusion programs within companies are essential to create an environment where everyone feels welcome and valued. Finally, and probably most important, is a change in mindset. We need to challenge our own biases and assumptions, and understand that capabilities exist in all, not just those who have historically had a seat at the table. While there are many strategies to promote diversity, they all require a commitment to change and a willingness to do things differently. It’s not an easy task, but it’s one that is absolutely necessary for the continued growth and innovation in the tech industry.

In your academic or work career, were there any mentors who have helped you grow along the way? What’s the best piece of advice you have ever received? Yes, I have been fortunate to have had many mentors who have influenced my professional journey. These mentors, from my earliest days at a law firm, through my time at Wal-

TODAY, LEADERSHIP IS ABOUT FINDING SIGNALS IN THE NOISE. IN AN AGE WHERE WE ARE BOMBARDED WITH INFORMATION, AN EFFECTIVE LEADER CAN DISCERN WHAT IS IMPORTANT AND USE THIS CLARITY TO GUIDE THEIR TEAM TOWARDS THE RIGHT OBJECTIVES

Mart, and now at Autodesk, have imparted professional wisdom, but they also taught me the importance of empathy in leadership. These mentor relationships were not just about professional growth, but also personal development. The best piece of advice I received was ‘Don’t be afraid to take up space.’ I interpret this as an encouragement to be authentic and courageous, to assert my presence and share my ideas, even in situations where I might not feel ready or entirely welcome. This advice has encouraged me to step out of my comfort zone, to take on

new challenges, and to make my voice heard. It has reminded me that my perspective is valuable and that I have a right to share it. In essence, it has empowered me to be a more confident and effective leader. Coming back to empathy – the advice is also about understanding and validating the perspectives of others, making room for diverse voices, and cultivating an environment where everyone feels seen and heard.

The meaning of leadership can change from one era to the other, how would you define the meaning of leadership today?

Today, leadership is about finding signals in the noise. In an age where we are bombarded with information, an effective leader can discern what is important and use this clarity to guide their team towards the right objectives. Leadership is also about distilling complex concepts into actionable recommendations. To navigate the complexity we all deal with, a leader must be able to simplify it, articulate it clearly, and translate it into actions that bring about real change. I also strongly believe in leading through influence and commitment to shared culture and values. It is not about dictating or micromanaging, but about inspiring and motivating.

What is it that motivates and inspires you in your everyday life?

Living in the Bay Area in Northern California, I can easily get outdoors for a hike or to walk my dog on a trail in the Presidio or along the water in Sausalito. It’s a great way to clear my mind and rejuvenate. Additionally, I find inspiration in reading an engrossing book or watching a great film. These cultural experiences can be incredibly enriching and

inspiring as an opportunity to step out of my own existence and immerse myself in the world of the story.

Where do you see yourself in the next 5 years?

In the next five years, I see myself continuing to grow my legal team at Autodesk, leveraging our data protection programs to include AI governance and operations. I also continue to seek opportunities as a board member and advisor, where I can share my expertise and learn from others. Given the flexibility of remote work, I would love to spend more time traveling and possibly living abroad for extended periods. In 5 years, I may be spending time in France (ideally Paris or the south of France), where I could improve my language skills, eat all the croissants and soak up the culture.

What advice would you give to women who want to enter the tech industry?

In navigating the tech industry, my advice to women would be to prioritize training and education. The field is constantly evolving, so it’s crucial to remain up-to-date and knowledgeable about the latest advancements. Be curious and open-minded. Embrace opportunities that come your way - these experiences can help shape you into a well-rounded professional. Find a mentor, someone who can guide you, share their experiences, and provide valuable insights. Mentors can be a great source of support and inspiration. And most importantly, don’t be afraid to take up space! Make your presence known, share your ideas, and make your voice heard. Believe in your capabilities and never shy away from showcasing your skills and talents.

Designing High-Performing Programs that Transform Business Lines

David Zhao, Managing Director, Coda Strategy

Hi David. Please tell us about your background and areas of interest.

I’m a career IT management consultant. I’ve spent time at large consulting firms, such as IBM, Capgemini, and Deloitte. I’ve also spent time on the professional services side of software companies. Now I run Coda Strategy, an independent consultancy that works directly with clients on the same types of digital challenges that I solved at the large consultancies.

My areas of expertise fall within digital business strategy. We focus on enterprise architecture, data & analytics, and then artificial intelligence. Specifically, we explore the use of – and apply -technology to challenging business problems.

Brief us about your roles and responsibilities as Managing Director at Coda Strategy.

Coda Strategy is an independent consultancy. We work on the same types of business challenges

Independent consultancies such as Coda Strategy have carved out a niche working directly with those clients who feel overserved by traditional consulting firms

David Zhao is managing director of Coda Strategy, an independent consultancy that works with digital leaders to execute business vision through technology strategy. David has guided numerous organizations through the strategic design and implementation of large, successful digital transformation programs. He focuses on bridging the gap between business needs and technical implementations, by designing highperforming programs that transform business lines. He is a hands-on, former leader at Deloitte Digital. David earned his MBA and MS in Computer Science from UT Austin. He has extensive continuing education in analytics and data science.

Recently, in an exclusive interview with Digital First Magazine, David shared his career trajectory, roles and responsibilities as Managing Director at Coda Strategy, insightsonthefutureofAI,personalhobbies and interests, one word that describes him best, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.

in digital strategy that large consulting firms provide services for.

So, traditionally, companies have relied on large consulting firms to address their most challenging business problems. And over the decades, those large traditional firms have grown in prestige and size, as they expanded their capabilities and industries.

The traditional consulting model has remained unchanged during this time. Experienced senior leaders with strong relationships guide teams of smart, talented employees who learn from their leaders how to solve clients’ most challenging problems.

However, this model can leave some clients feeling overserved.

Effective digital leaders can see the realm of possibilities, quickly narrow down to a few top choices, and then make a data-driven decision

First, most companies now employ former consultants who are increasingly sophisticated at buying services and defining scope. This leads to fewer open-ended projects and more specialized initiatives.

Second, cost pressures, especially during economic downturns, have led companies to look for costeffective alternatives where possible.

Third, sometimes a well-defined problem requires just one expert rather than a team of smart generalists.

As a result, independent consultancies such as Coda Strategy have carved out a niche working directly with those clients who feel overserved by traditional consulting firms.

So, we’re very much a substitute for traditional consulting, not a direct competitor, specifically in areas like enterprise architecture or data strategy.

With disruption and transformation being everywhere, what are the challenges you see facing your sector right now? How can we overcome those challenges?

In our work, business challenges are good! Without business challenges, we would be out of work. Fortunately, that’s not the case.

The biggest challenges that we see are either figuring out where to begin with digital or figuring out, given a finite amount of money, how to place investments where they can generate the most value.

This often becomes a challenge because there are egos and vested interests. Say at a large company, the CMO wants to revamp the customer experience, the CFO wants to cut customer service costs, and the CIO wants to invest in new automation tools.

What do you do? Well, you can’t do everything. So, what makes the most sense? Maybe it’s none

of the above. Maybe the best course of action is to invest in a new customer data platform, that would help enhance the customer experience, reduce customer service costs, and require new data automation tools.

But nobody wants to support that new data platform because it’s not anyone’s pet project. So, then it becomes an influence problem, rather than a technology problem, because we need executives to understand that there are building blocks that are required to achieve their end goals.

In your opinion, what are the imperative qualities that our forward-looking leaders must adopt to transform businesses for the future?

There are three key traits that define digital leadership for me.

First is the ability to drive digital change. For example, being able to drive a digital transformation, making others enthusiastic about digital transformation, and most importantly, knowing what it takes to execute digital transformation.

Second is being able to manage choice overload. From chatbots to social media, to the cloud, smart devices, and crypto, there is no shortage of options for digital distraction. Effective digital leaders can see the realm of possibilities, quickly narrow down to a few top choices, and then make a data-driven decision.

Third, it’s key to be able to develop calmness and the ability to motivate others. Calmness determines how employees perceive a manager’s leadership. Motivating others is a core leadership skill. It is correlated with the

Consulting clients appreciate high openness, because it means that you’re actively listening to what they want to do, how they feel, and how they approach business challenges

ability to help others cope with the stress of digital transformation.

So, those are the three keys to digital leadership for me.

What, personally, has allowed you the success you have had in the role of a digital transformation leader?

There’s a standard personality test called the Big 5 or OCEAN. Think of it as Myers Briggs, except that it’s based in science, unlike Myers Briggs. I would point to two personality traits: a high openness to experience coupled with high conscientiousness.

High openness means that you’re imaginative, curious, and generally open to new ideas. High conscientiousness means that you’re responsible, dependable, and goal oriented.

Consulting clients appreciate high openness, because it means that you’re actively listening to what they want to do, how they feel, and how they approach business challenges. Then, they appreciate high conscientiousness, because if you agree to help them, then it means that you’re willing to follow through, stick to a plan, have those difficult conversations on their behalf, and generally achieve results on their behalf.

How would you define AI? How do you expect AI to develop in the future?

Practically, we can define AI practically as any system that simulates human intelligence, by being able to accomplish tasks or achieve goals, in a complex, uncertain environment.

We could also stipulate that the system should understand the task and the reasoning that led to the accomplishment of those tasks, but that leads

into a philosophical discussion. So, we can just stick to the practical definition for now.

AI is at an interesting inflection point. Gen AI has taken the world by storm. To many, it is the first, real practical application of AI. ChatGPT hit 1 million users in 5 days. In contrast, it took Facebook and Instagram months to hit that mark.

But for companies to take advantage of AI, and really have success with use cases in a business context, they need proper digital foundations, such as cloud and data. There’s a myth that we can just bolt on AI widgets onto business applications, and they will just work. The reality is that it takes much more effort, along with a clear understanding of how different AI applications work and how to decompose challenging business problems into pieces that are addressable by AI.

What are your passions outside of work?

Well, I have two small kids, so they take up most of my time outside of work. So, my passions there are things that typical kids like to do, such as going to the park or playing board games.

I invest a significant amount of time in continuing education, such as professional certifications in cloud and data. It’s a nice winddown activity after kids go to bed.

Lastly, I still enjoy a good food and wine pairing. That is still my biggest guilty pleasure.

One word that best describes how you work. Driver.

At Deloitte, we used an in-house personality test called “Business Chemistry.” So, “driver” is my Business Chemistry profile. Drivers are logical, quantitative, focused, competitive, experimental, and deeply curious. Above all, we like to get stuff done.

Which technology are you investing in now to prepare for the future?

For me, there are four pillars that I focus on: cloud, data, AI, and then gen AI.

Cloud is foundational for everything we do in technology these days. Just as accounting is the language of business, cloud has become the language for digital. So, it’s imperative to have a strong cloud foundation to understand anything else in technology.

Second, everyone wants to get into AI, but nobody wants to focus on the proper data foundations. There’s a great catchphrase that

I like: Everybody is ready for AI except your data. So, having a strong data foundation, with a strong data strategy and data governance, that’s built on top of a strong cloud foundation, is critical for today’s businesses.

Finally, with AI and gen AI, we’re only scratching the surface of the art of the possible. Gen AI will be incredibly disruptive to traditional technology operations in the coming years. But, to get the most value out of gen AI, companies will need a solid AI foundation, which needs to be built on a solid cloud and data foundation.

Cloud

is foundational for everything we do in technology these days. Just as accounting is the language of business, cloud has become the language for digital

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

Professionally, my goal is to continue to grow Coda Strategy as an independent consultancy. Being a strategy firm is both a blessing and a curse. It’s a blessing because the business problems are interesting, and the work is challenging and engaging.

It’s a curse because every strategy problem is different. If we could do the same thing for every strategy problem, then everybody would just do that, and it would no longer be strategic. However, that means the skillset required for every initiative is different. So, it’s hard to scale, when it’s hard to predict what we’ll need to do.

As the firm continues to grow and mature, I think in 5 years, we’ll have more consistency to what we offer, and, as a result, more consistent expectations around skillsets.

Many companies are currently undergoing digital transformation processes – what are your tips on a successful digital transformation?

It’s cliché, but always worth restating: Digital transformation involves transforming people, processes, and technology.

However, sometimes we make the mistake of thinking that those areas are distinct, as if we can run a separate people workstream, processes workstream, and technology workstream, on

As the firm continues to grow and mature, I think in 5 years, we’ll have more consistency to what we offer, and,

as a result, more consistent expectations around skillsets

a digital transformation. And then, we just worry about the overlap of the workstreams, and we’re good.

That’s a mistake. True digital transformation looks something more like concentric circles, with technology at its core, processes surrounding those technology decisions, and then finally new behaviors adapted to the new processes.

Stated differently, we need to change behaviors for digital transformation to be successful. Old behaviors + new technology just equals expensive old behaviors.

So, ultimately, digital transformation is a people experience transformation problem. If we focus just on technology, then all we have is an expensive IT science project.

Gordon Tveito-Duncan

CEO and Co-Founder of GaiaLens

Revolutionizing ESG Analytics for a Sustainable Future

Gordon Tveito-Duncan, the CEO and Co-Founder of GaiaLens, leads a pioneering venture in the realm of sustainability analytics, powered by artificial intelligence. With a robust background in financial analysis, including stints as an Equity Research Analyst covering the Technology sector and as a Data Science consultant, Gordon brings a unique blend of expertise to his role. His journey into entrepreneurship was a gradual evolution, marked by a fusion of interests in finance, technology, and sustainability. Gordon

shares, “I have always considered myself a generalist, having a background in finance and technology. I felt that the way I could have the most impact on the world would be by running a FinTech business where I could bring together both finance and technology people. I am extremely passionate about the intersection of finance, technology, and sustainability, so I consider GaiaLens to be the perfect business for me to start.”

The seeds of Gordon’s entrepreneurial spirit were sown even before his formal education in Data Science at the City, University of London.

Gordon Tveito-Duncan, CEO and Co-Founder of GaiaLens

Working at a data science consultancy startup prior to university, under the guidance of a dynamic young founder, instilled in him the belief that entrepreneurship was within reach. This experience fuelled his ambition to explore business ideas, eventually leading to the inception of GaiaLens.

One of Gordon’s initial ventures, WealthAware, aimed to revolutionize personal finance through automation. However, his focus shifted as he delved deeper into the burgeoning field of Environmental, Social, and Governance (ESG) investing. Collaborating with Seb, his fellow co-founder at GaiaLens, during their MSc Data

Through GaiaLens, Gordon continues to remain committed to driving positive change by providing investors with actionable insights into sustainability metrics

Science studies, they embarked on a journey to apply cutting-edge data science techniques to ESG data.

Driven by a shared vision of leveraging technology to enhance ESG investing, Gordon and Seb immersed themselves in research and development. Their Masters’ dissertations

laid the foundation for GaiaLens, driven by a profound belief in the transformative potential of technology when applied to sustainable investing. “We felt that if investors could more easily see the sustainability profile of corporations, they could allocate capital to those companies who are the most sustainable and thus make financial markets, as a whole, more sustainable,” Gordon emphasizes.

GaiaLens was launched officially in April 2021 by Gordon and Seb, after securing seed funding and successfully commercializing their work. This marked a new chapter in Gordon’s entrepreneurial journey. Through GaiaLens, Gordon continues to remain committed to driving positive change by providing investors with actionable insights into sustainability metrics.

Nurturing Cultural Values at GaiaLens

The financial services industry can be quite challenging for early-stage companies. With prolonged sales cycles and various obstacles, it can be tough to navigate. However, GaiaLens has managed to stay resilient by focusing on producing high-quality products and pioneering innovative approaches to ESG data and analytics. This commitment has not only helped them gain traction but also established them as a thought leader in the industry. As a result, GaiaLens has earned the trust of prestigious clients and cemented its status as a trailblazer in the domain.

GaiaLens owes much of its success to the cultural values that have been carefully developed under the leadership of Gordon Tveito-Duncan. For instance, innovation is not just a buzzword at GaiaLens, but a guiding principle that is ingrained in every aspect of the company. By encouraging a culture of perpetual innovation, GaiaLens can

consistently improve and come up with new and inventive product and sales approaches.

The concept of ownership is an important part of GaiaLens’ values, emphasizing accountability and initiative in every project. As Gordon explains, “Taking ownership means being responsible for your work and using all available resources to accomplish tasks. It’s about proactively seeking assistance when needed and making sure that tasks are completed diligently and on time.”

Collaboration is at the heart of GaiaLens’ operations, fostering a spirit of camaraderie and collective achievement. Team members are encouraged not only to offer support when requested but also to proactively assist colleagues who may require aid. Gordon says, “Collaboration is about working together

effectively, leveraging each other’s strengths to achieve collective success.”

Harnessing Technological Innovation

Within the dynamic ecosystem of GaiaLens, a culture of innovation permeates every aspect of operations, underpinned by the organizational value of fostering ingenuity. Gordon elucidates, “Everyone at GaiaLens is empowered to have an innovative mindset. Innovation is one of our core cultural values, enabling us to swiftly embrace state-of-the-art technologies and apply them to our domain expertise in ESG data and analytics.”

At the core of GaiaLens’ technological arsenal lies machine learning (ML), deployed to engineer ESG factors and generate proprietary scoring mechanisms. “We utilize ML models

to calculate forward-looking ESG scores, leveraging cutting-edge techniques to derive actionable insights,” Gordon explains.

GaiaLens harnesses the latest Large Language Model technologies and was an early adopter of them amongst its peers. Tailored to process vast swathes of news data, the LLM generates controversy scores and sentiment analysis with unparalleled accuracy and granularity. Gordon emphasizes, “Our fine-tuned LLM revolutionizes the way we process news data, providing nuanced insights that drive informed decision-making.”

Navigating Growth and Vision

As a business leader, Gordon knows the importance of embracing imperfection and prioritizing progress over perfection. “In business, you can’t control everything, and it’s okay for the business to not be moving at 100 miles per hour all the time,” Gordon emphasizes. Looking ahead, GaiaLens envisions a transformative journey over the next five years, aiming to establish itself as the premier investor-

Moreover, GaiaLens also applies LLMs to extract and analyze data from company reports, enabling trend analysis and predictive modelling. This innovative approach sets GaiaLens apart from legacy ESG providers, which rely on traditional, analyst-driven methodologies. Gordon underscores, “We take a purely quantitative approach to ESG, leveraging technology to deliver cost-effective, real-time, and transparent data. Customizability is prioritized across our platform, empowering users to tailor ESG scores, reports, and screens to their unique requirements.”

At the core of GaiaLens’s technological arsenal lies machine learning (ML), deployed to engineer ESG factors and generate proprietary scoring mechanisms

Looking ahead, GaiaLens envisions a transformative journey over the next five years, aiming to establish itself as the premier investor-focused ESG analytics platform catering to a diverse spectrum of investors, from asset owners to retail investors

focused ESG analytics platform catering to a diverse spectrum of investors, from asset owners to retail investors. “Our vision is to become the best-in-class ESG analytics platform, serving as the cornerstone of the ESG-data ecosystem,” Gordon articulates. Central to GaiaLens’ trajectory is the aspiration to forge strategic partnerships with leading data providers worldwide, fostering a collaborative ecosystem of innovation and excellence. Gordon elucidates, “We aspire to partner with the most innovative data providers, leveraging synergies to augment our offerings and enhance value for our stakeholders.”

The pursuit of these ambitious goals aligns seamlessly with GaiaLens’ overarching mission of fostering sustainability in financial markets. “If we manage to achieve our vision and goals, GaiaLens will play a pivotal role in advancing sustainability within financial markets,” Gordon asserts, underscoring the symbiotic relationship between GaiaLens’ success and its mission-driven ethos.

As GaiaLens charts its course towards the future, guided by a commitment to progress and a bold vision for transformation, it remains poised to redefine the landscape of ESG analytics and drive positive change on a global scale.

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Helping Clients Unlock the True Potential of their Data Endeavours

Laurent Dresse, Chief Evangelist, DataGalaxy

Hi Laurent. Please tell us about your background and areas of expertise. Belgian citizen, living in France, my professional journey commenced three decades ago in the hospitality sector as a front office manager at a hotel. This role provided an invaluable opportunity to hone customer service skills by addressing issues directly with guests. Driven by a passion for computers and IT, I transitioned to a distinct career path, joining

a company specializing in B2B IT support. This shift not only facilitated the enhancement of my technical proficiency but also instilled valuable people management skills within a demanding environment. Additionally, extensive travel broadened my experiences. Over the years, I diversified my expertise into continuous improvement methods, Master Data Management, and ultimately Data Management and governance. Today, my focus lies in applying

Today, my focus lies in applying a business value-oriented perspective to data and governance, a principle that guides every implementation I undertake for DataGalaxy

Laurent Dresse, Chief Evangelist at DataGalaxy, leverages over 20 years of industry expertise and a graduate degree in SME Management. Starting as a Solution Engineer at Stefanini, he later managed European IT Support at Coca-Cola Enterprises, contributing to advanced support systems. Currently DataGalaxy’s top evangelist, Laurent is a thought leader in data governance, sharing insights from 80+ international projects with customers from various industries, sectors and geographies. With determined energy, he collaborates with teams, addresses concerns, and implements changes to ensure the success of Data Catalog initiatives, making him a valuable asset for solving company challenges.

Recently, in an exclusive interview with Digital First Magazine, Laurent shared his professional trajectory, insights on why data privacy and security is so fundamental in the GovTech space, personal sources of inspiration, significant career milestones, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.

a business value-oriented perspective to data and governance, a principle that guides every implementation I undertake for DataGalaxy.

Tell us about your role and responsibilities as Chief Evangelist at DataGalaxy. What do you enjoy the most about your current role?

Assuming the role of Chief Evangelist for a software editor encompasses multifaceted responsibilities spanning Management, Sales & Marketing, and Product domains.

Primarily, it involves serving as the public face of the company, participating in numerous events, and delivering keynotes to disseminate expertise and insights on market trends. This engagement facilitates valuable connections, providing firsthand insights from the field.

Additionally, maintaining a constant interface with the Marketing team ensures the sharing of market feedback and collaborative content creation, including articles, blogs, and white papers.

Collaborating closely with the product team becomes imperative for anticipating trends and aligning our tool with market expectations.

Concluding the loop involves communicating our vision and roadmap to clients and the market, ensuring market fit and supporting customers to maximize solution benefits and achieve tangible ROI.

In essence, the role of Chief Evangelist is multifaceted, and I find fulfillment in its diverse challenges, allowing me to traverse the globe, interact with individuals from various cultures, and, as we say in my native Belgium, “Travel shapes the youth,” fostering a perpetual sense of youthful curiosity and learning.

In your opinion, why is data privacy and security so fundamental in the GovTech space?

In the Governance and Tech (GovTech) space, safeguarding sensitive information is paramount. GovTech handles vast amounts of data, including citizens’ personal details and financial operations information and many more.

Robust data privacy and security measures are crucial to protect against unauthorized access, breaches, or malicious activities.

Additionally, legal and regulatory compliance is imperative for many organizations. Adhering to laws like GDPR, HIPAA, or local regulations is essential to avoid legal consequences, fines, and reputational damage.

GovTech often deals with data related to national security, defense, finance and critical infrastructure. Stringent measures are necessary to protect against data breaches, given the severe implications for security.

The GovTech sector is a prime target for cyber threats. Ensuring data security is essential to protect against cyberattacks, ransomware, and disruptions to government operations.

The paradox of individuals seeking data privacy while sharing personal details on social networks can be explained by various factors. Social benefits, such as maintaining connections and a sense of community, often outweigh privacy concerns for users. Some may lack awareness of the extent to which their information is collected and shared, while others normalize the culture of sharing prevalent on social media. The convenience and customization offered by personalized experiences on these platforms can lead users to willingly trade personal information. Trust

Collaborating closely with the product team becomes imperative for anticipating trends and aligning our tool with market expectations

in the platforms’ commitment to security, a desire for social validation, and a belief in having some control over privacy settings contribute to the willingness to share. Users might also be compelled to use social networks for personal or professional reasons, despite acknowledging privacy risks. Ignorance or incomplete understanding of privacy policies further complicates the landscape. The intricate interplay of perceived benefits, social norms, trust, and a nuanced understanding of privacy implications shapes users’ decisions in navigating the delicate balance between sharing personal details and seeking data privacy on social networks.

What surprised you the most in your journey so far and what did you learn from it?

The essence of my life has always revolved around the human side, and my journey is

inseparable from a focus on people. I find profound amazement in the reciprocal nature of empathy and respect—investing these qualities often yields returns of 10 or even 100-fold. When these principles become core values, they not only forge robust business partnerships with clients but also cultivate a profound sense of friendship within the community.

In reflection, if I were to distill a key learning from my experiences, it would undoubtedly be humility. Regardless of achieving excellence in our respective fields, humility stands as the highest testament to intelligence. It is a reminder that despite expertise, there is always room for growth and understanding.

Having traversed the globe, I’ve cultivated friendships across diverse regions. The key to this lies in investing time in people. One universal method that transcends cultural differences is sharing good food and a glass

Robust data privacy and security measures are crucial to protect against unauthorized access, breaches, or malicious activities

of wine. This simple yet profound act serves as a common denominator, laying the foundation for strong and enduring friendships.

In summary, my life journey is anchored in a deep appreciation for the human aspect. The reciprocal dynamics of empathy and respect form the cornerstone for building lasting partnerships and friendships. Humility, as a key learning, underscores the ongoing quest for knowledge and understanding. Across global travels, the investment of time in others, often over shared meals and drinks, has been the catalyst for forging strong and meaningful connections.

The meaning of leadership can change from one era to the other, how would you define the meaning of leadership today?

Contemporary leaders grapple with an array of intricate challenges, shaped by the rapid evolution of technology, shifts in societal dynamics, and a complex global landscape. A fundamental challenge involves adapting to the relentless pace of technological change. Leaders must navigate the integration of innovations like artificial intelligence, automation, and data analytics into organizational structures. This demands not only a deep understanding of technological trends but also an ability to address potential job displacement and ethical considerations associated with these advancements.

Globalization has transformed the business landscape, creating a need for leaders to navigate intricate geopolitical dynamics and uncertainties. Operating in an interconnected world requires astute decision-making to mitigate risks and maintain stability amid fluctuating trade relations and geopolitical tensions.

The nature of the workforce is undergoing a profound transformation, demanding leaders’ attention to various aspects of talent management.

The rise of remote work, evolving skill requirements, and the imperative of diversity and inclusion pose formidable challenges. Leaders must grapple with talent retention, devise strategies for upskilling, and cultivate inclusive workplace cultures to foster innovation and resilience. Remote work has become a prominent feature of the contemporary work environment, necessitating leaders to adapt their leadership styles. Maintaining team cohesion, fostering a positive work culture, and ensuring

effective communication in a remote setting are nuanced challenges that demand leaders’ attention. Environmental and social responsibility have emerged as central considerations for leaders. Balancing profit motives with ethical and environmentally conscious practices requires a delicate approach. Organizations are increasingly expected to contribute positively to society and the environment, challenging leaders to align their strategies with sustainable and socially responsible practices.

Regardless of achieving excellence in our respective fields, humility stands as the highest testament to intelligence

The digital age brings with it a growing threat: cybersecurity challenges. Leaders are tasked with safeguarding sensitive information, ensuring data privacy, and fortifying organizational cybersecurity measures to protect against an escalating wave of cyber threats.

Ethical leadership has assumed greater importance as expectations for transparency and accountability rise. Leaders face ongoing challenges in navigating moral dilemmas and upholding ethical standards in decision-making and organizational practices.

In essence, contemporary leaders operate in a multifaceted environment that demands a holistic approach to leadership. Adapting to technological shifts, navigating global

complexities, managing a diverse and remote workforce, addressing mental health concerns, and upholding ethical standards are interconnected challenges that define the leadership landscape of today. Successfully navigating these challenges requires a blend of strategic vision, adaptability, empathy, and a commitment to ethical and socially responsible leadership.

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

Throughout my professional journey, I have had the privilege of interacting with numerous individuals, and I wish to express gratitude to selecting a few for their impactful mentorship and the opportunities afforded to me.

Foremost among them is Rudi Degreve, the Chief Operating Officer of Atradius Collections, who served as my manager for an extended period and emerged as a genuine mentor. Rudi’s adept listening skills and transparent feedback have significantly contributed to my professional development. Beyond his mentorship, his genuine appreciation for the finer aspects of life is noteworthy, reflecting a true epicurean spirit. Additionally, I extend my appreciation to my current management, namely Sebastien Thomas and Lazhar Sellami. Over the past four years, they have afforded me the latitude to mold my professional role and represent DataGalaxy on a global scale. Their support has been instrumental in shaping my career trajectory and contributing to the broader objectives of our organization.

Where do your passions lie? What do you think defines you as a person?

I appreciate the inquiry! Allow me to provide insights into myself. Frequently acknowledged for possessing strong social intelligence, I am known for my proclivity to share experiences and expertise with others. Additionally, my pragmatic approach to business can be attributed to my Belgian roots, underscoring a resultsoriented mindset.

Turning to my passions, cooking stands out as a significant interest. I firmly believe in the intrinsic value of culinary endeavors, emphasizing the act of preparing meals not solely for oneself but for others. Reflecting this commitment, I am the proprietor of a cooking club where I actively share techniques, tips, and tricks for crafting gourmet dishes with participants who share a similar passion for culinary excellence.

In line with this culinary enthusiasm, I have conceptualized the “Data Governance Kitchen” as a strategic business concept. This metaphorical kitchen serves as a symbolic space where I extend my commitment to sharing knowledge and expertise, drawing parallels between the precision of gourmet cooking and the intricacies of data governance in the business realm.

What are you particularly proud of in your career?

In contrast to many peers, I opted to leave formal education prematurely and did not obtain a degree. My inclination has always leaned towards practical work rather than academic pursuits. As a self-made professional, I commenced my career from the grassroots, navigating through a journey marked by various challenges.

Throughout my trajectory, I encountered setbacks and moments of disillusionment, but my enduring resilience and commitment to learning on the job propelled my advancement. Today, I take pride in being acknowledged as a distinguished expert in data governance and a thought leader in the field.

My career trajectory underscores the value of hands-on experience, showcasing that professional success can be achieved through dedication, resilience, and continuous skill development.

Where do you see yourself in the next 5 years?

I find questions like these quite challenging, but when I reflect on my personal journey filled with opportunistic choices, predicting where I’ll

be in five years seems like an intricate task. The future is inherently unpredictable, and the best I can do is make educated guesses about potential outcomes.

My approach to life revolves around doing things that bring me joy and fulfillment. As long as I find enjoyment in my pursuits, I’ll likely continue down a similar path. It’s the passion and satisfaction derived from my endeavors that fuel my motivation.

In the dynamic landscape of startups, change is constant. Fast-paced shifts in the market are a given. Considering this, I prefer to envision a future where, in five years, I’ve successfully navigated and adapted to the challenges the market presents. My goal is to contribute significantly to DataGalaxy’s growth, propelling it to a leadership position in its market.

Life’s journey is a series of adventures, and my commitment lies in embracing the opportunities that come my way. While the specific destination might be uncertain, the excitement of the journey itself is what propels me forward. So, in five years, I hope to look back with a sense of accomplishment, knowing that I’ve played a pivotal role in steering DataGalaxy towards success amidst the everevolving landscape of the startup world.

What is the most significant piece of advice you would want to give to Data Governance leaders?

The most significant piece of advice for Data Governance leaders is to prioritize collaboration and communication across all levels of the organization. Effective data governance is not just about implementing policies and procedures; it’s about creating a culture that values and respects data as a critical organizational asset.

Encourage open communication channels between data teams, business units, and leadership. Ensure that everyone understands the importance of data governance and how it aligns with the overall business strategy. This involves breaking down silos and fostering a collaborative environment where stakeholders can easily share insights, challenges, and solutions related to data management.

Another crucial aspect is to establish clear and transparent policies. Develop comprehensive and accessible documentation outlining data governance principles, guidelines, and standards. This clarity helps in setting expectations and ensures that everyone in the organization is on the same page regarding data handling practices.

Moreover, invest in continuous education and training programs for both technical and non-technical staff. Enhancing the data literacy of the entire workforce promotes a shared understanding of data governance principles and empowers employees to make informed decisions based on accurate and reliable data.

Regularly assess and update data governance policies to adapt to the evolving needs of the organization and changes in the regulatory landscape. Flexibility and agility are key in maintaining a robust data governance framework that can withstand the challenges of a dynamic business environment.

Lastly, lead by example. Demonstrate a commitment to data governance principles through your actions and decisions. By embodying the importance of data integrity, security, and quality, you set the tone for the entire organization, reinforcing a culture where everyone plays an active role in upholding and improving data governance practices.

FUTURISTIC COMPANY TO WATCH IN 2024

Occams Advisory Empowering Businesses to

Unlock Their Full Potential and Drive Sustainable Growth

Anupam Satyasheel is a visionary leader in the field of financial advisory and corporate services for small and medium-sized enterprises (SMEs). He founded Occams Advisory and serves as its CEO, using his entrepreneurial skills to propel the company to great heights. Occams Advisory focuses on empowering SMEs and has received several prestigious awards, such as being included in the Inc Fastest 5000 list and Fortune magazine’s 300 Most Innovative Companies list. “At Occams Advisory, our

mission is clear: to unlock the full potential of individuals and businesses,” says Satyasheel. “We envision a world where every entity achieves its utmost capabilities.”

Guided by a set of core values—purpose, vision, identity, method, timing, presence, and actualizing potential—Occams Advisory operates with a commitment to transformative actions and innovation. Rooted in principles of ownership, mindfulness, and high standards, the firm aims to make a sustainable impact by simplifying complexities and offering actionable guidance to businesses.

Anupam Satyasheel, Founder and CEO of Occams Advisory

What sets Occams Advisory apart is its holistic approach, blending Fortune 500 expertise with an entrepreneurial spirit and a global outlook tailored specifically for SMEs. Emphasizing simplicity and clarity, the firm’s philosophy revolves around providing effective solutions across various aspects of business strategy and operations. “We believe in more than just financial returns,” explains Satyasheel. “Our investment philosophy is

regenerative, focusing on sustainable and societal value.”

Driven by a dedication to technology and innovation, Occams Advisory strives for business efficiencies while also championing education and social causes. Under Satyasheel’s leadership, the firm transcends the role of a mere financial advisor, positioning itself as a partner in growth, innovation, and positive societal impact.

Driven by a dedication to technology and innovation, Occams Advisory strives for business efficiencies while also championing education and social causes

Offering Tailored Services for SMEs

For Small and Medium Enterprises (SMEs), Occams Advisory stands as a steadfast ally, offering a diverse array of services crafted to propel businesses to new heights. From strategic business planning to growth incubation, from incorporation to accounting advisory, the firm’s offerings cover a broad spectrum of essential needs for SMEs. “Our goal is to provide comprehensive support to businesses at every stage of their journey,” says Satyasheel. “We believe in fostering strategic growth and operational efficiency.”

With a focus on strategic growth and operational efficiency, Occams Advisory assists businesses in various critical areas, including business strategy formulation, operational streamlining, legal structuring, financial management, and navigating the complexities of mergers and acquisitions. Moreover, the firm provides guidance on financial technology and payment solutions, ensuring that businesses are not only poised for growth but also equipped to compete effectively in their respective markets.

“Our team’s expertise spans from Wall Street to top financial institutions,” explains

Satyasheel. “We bring a wealth of experience and knowledge to the table.” Drawing from a rich blend of expertise, Occams Advisory specializes in services ranging from strategic planning to mergers and acquisitions. Wellversed in navigating complex financial landscapes, the firm devises tailored strategies for growth and risk management, ensuring that each client’s unique needs are met with precision and foresight.

“In today’s rapidly evolving business landscape, it’s crucial to integrate cutting-edge technology,” emphasizes Satyasheel. “That’s why we’re committed to offering the latest digital solutions alongside traditional financial advice.” Occams Advisory’s commitment to a regenerative investment philosophy further distinguishes it from its peers. By marrying financial success with positive societal and environmental impacts, the firm positions itself as a catalyst for sustainable value creation across various industries. “As partners in our clients’ success, we strive to create meaningful impact beyond financial returns,” says Satyasheel. “We believe that by unlocking the full potential of businesses, we can contribute to a brighter future for all.”

Crafting a Personalized Approach to Client Partnerships

At Occams Advisory, client partnerships are not just transactions; they are collaborative journeys toward success. The firm’s personalized and strategic approach begins with a thorough exploration of each client’s business, allowing for tailored advice that precisely addresses their unique needs. “Our philosophy is simple: we succeed when our clients succeed,” states Satyasheel. “That’s

Well-versed in navigating complex financial landscapes, Occams Advisory devises tailored strategies for growth and risk management, ensuring that each client’s unique needs are met with precision and foresight

why we prioritize clear, actionable strategies and foster an environment of collaboration.”

Emphasizing the importance of ongoing dialogue, Occams Advisory treats clients as partners, engaging in continuous conversations to refine and adjust strategies over time. By incorporating the latest financial technologies, the firm ensures that clients have access to advanced operational tools that enhance efficiency and effectiveness. “We believe in marrying financial success with positive societal and environmental contributions,” explains Satyasheel. “It’s about more than just numbers; it’s about making a meaningful impact.”

Occams Advisory’s comprehensive methodology underscores its commitment to driving client growth and long-term success. By closely engaging with clients to understand their unique landscapes, goals, and challenges, the firm designs tailored solutions that span strategic planning, financial advisory, and technological integration. “Our approach is rooted in innovation and guided by a regenerative investment philosophy,” says Satyasheel. “We strive to deliver advice that not only drives financial growth but also considers broader societal impacts.”

Maintaining agility in its service delivery, Occams Advisory adeptly supports clients’ evolving needs, providing focused, actionable guidance for sustainable success across industries. With a relentless dedication to excellence, the firm stands as a trusted partner in every client’s journey toward success.

Building Bridges

Collaboration and communication lie at the heart of every client relationship at Occams Advisory. The firm prioritizes transparency and trust by establishing open lines of communication from the

outset, ensuring that clients are fully informed and engaged throughout the engagement process. “Our goal is to foster a collaborative environment where clients feel heard and valued,” explains Satyasheel. “Transparency is key to building trust.”

To facilitate ongoing dialogue, Occams Advisory conducts regular updates and webinars, providing clients with insights into strategies and progress. Additionally, the firm utilizes workshops and collaborative sessions to involve client stakeholders, ensuring alignment and buy-in across the organization. “We believe in involving clients every step of the way,” says Satyasheel. “By working together, we can achieve impactful outcomes.”

Utilizing digital tools for project management and real-time communication, Occams Advisory enhances efficiency and flexibility in client engagements. This approach ensures that collaboration and effective communication remain central to every client relationship, driving successful outcomes. “Our approach is rooted in understanding our clients’ goals and needs,” emphasizes Satyasheel. “We strive to exceed expectations at every turn.”

Occams Advisory ensures alignment with clients’ objectives through initial consultations and strategic planning sessions. A goal-oriented project management approach, coupled with clear milestones and key performance indicators

Emphasizing the importance of ongoing dialogue, Occams Advisory treats clients as partners, engaging in continuous conversations to refine and adjust strategies over time

(KPIs), guides the engagement, while regular communication and feedback loops keep strategies responsive to evolving priorities.

“Data-driven decision-making is fundamental to our approach,” says Satyasheel. “We leverage advanced analytics and financial modeling to ensure our advice is closely aligned with clients’ goals.”

Committed to client satisfaction and continuous improvement, Occams Advisory goes above and beyond by proactively addressing potential issues and offering strategic insights beyond client expectations. By regularly seeking feedback and refining its services, the firm fosters long-term partnerships built on trust, collaboration, and mutual success.

Occams’ Global Perspective

Occams Advisory leverages its global network and strategic partnerships to provide clients with localized insights alongside global perspectives, ensuring that advice remains relevant across diverse geographies. “Our aim is to offer tailored solutions that resonate with clients operating in the global marketplace,” explains Satyasheel. “We believe in combining global expertise with local insights.”

Employing advanced communication technologies, Occams facilitates seamless client interactions worldwide, overcoming geographical barriers and fostering efficient collaboration across time zones. With a diverse

Committed to client satisfaction and continuous improvement, Occams Advisory goes above and beyond by proactively addressing potential issues and offering strategic insights beyond client expectations

team of professionals experienced in various international markets, the firm brings a deep understanding of global and local business environments to the table.

“Our approach is rooted in adaptability and awareness of global trends,” says Satyasheel. “We strive to provide innovative, adaptable solutions to our clients’ challenges.” Operating on a global scale presents unique challenges, including cultural differences and regulatory compliance across jurisdictions. Occams navigates these complexities with sensitivity and expertise, ensuring that clients avoid legal pitfalls while maintaining a cohesive global approach.

“Understanding local laws and customs is essential for success in international markets,” emphasizes Satyasheel. “We take a proactive approach to address these challenges head-on.” Despite the challenges, global operations also offer significant opportunities for market diversification and innovation. A global footprint provides access to a diverse talent pool and fosters a culture of innovation, driving product and service enhancements.

“Scaling operations globally allows us to spread risk and tap into new revenue streams,” says Satyasheel. “It also enhances our brand recognition and competitiveness in the global marketplace.” Navigating the complexities of global business requires a strategic, flexible approach, with a focus on understanding local markets and fostering continuous innovation. With its commitment to excellence and adaptability, Occams Advisory is well-positioned for sustainable global growth and impact.

In Pursuit of Excellence

At Occams Advisory, corporate culture is not just a buzzword; it’s a way of life.

Defined by a commitment to unlocking human potential, fostering innovation, and prioritizing impactful actions, the firm’s culture is rooted in a philosophy of excellence, collaborative growth, and global impact. “Our team is driven by a shared purpose: to make a meaningful difference in the world,” states Satyasheel.

“We measure our success not just by financial metrics, but by the positive impact we have on our clients and society.”

With a significant focus on social responsibility, Occams Advisory contributes to educational opportunities and essential needs for over 45,000 youth globally, dedicating 1-2% of its top line to charitable causes. This commitment to giving back underscores the firm’s ethos of making a difference beyond the boardroom.

“Our core capabilities extend far beyond financial advisory,” explains Satyasheel.

“We aim to be a trusted advisor throughout our clients’ entire business lifecycle.”

Occams Advisory’s ventures highlight the firm’s commitment to a regenerative economy, seeking social and environmental benefits alongside financial returns. By investing in the community and adopting sustainable practices across all verticals, the firm demonstrates its dedication to creating value that extends beyond profit margins.

Staying ahead of industry trends and developments is essential for Occams Advisory, and the firm achieves this by fostering a culture of continuous learning and strategic partnerships. Engaging in

professional development opportunities, industry conferences, and networks, the team absorbs new insights and practices to remain at the forefront of innovation.

“Our collaborations with industry leaders and academic institutions enrich our perspective and enhance our solutions,” says Satyasheel. “We’re committed to leveraging the latest technologies to deliver forward-thinking advisory services.” Embracing digital transformation, Occams Advisory incorporates cuttingedge technologies to enhance its services and client engagement. This multifaceted approach ensures that the firm remains agile, adaptive, and equipped to meet the evolving needs of its clients in an everchanging business landscape.

Creating a Value-Driven Culture

Occams Advisory offers a supportive and inclusive work environment. Rooted in the OCCAMS values—Ownership, Clarity, Connection, Appreciation, Mindfulness, and Standards—the firm’s culture fosters a sense of responsibility, excellence, and collaboration among its team members. “Our values are the foundation of everything we do,” explains Satyasheel. “They guide our actions and shape our culture.”

The emphasis on Ownership goes beyond mere contractual obligations; it underscores a culture of dedication and commitment to client success. This ethos encourages employees to take ownership of their work and go above and beyond to deliver exceptional results. “Our team is committed to excellence in everything we do,” says Satyasheel. “We believe that by

With a diverse team of professionals experienced in various international markets, Occams Advisory brings a deep understanding of global and local business environments to the table

taking ownership of our work, we can make a real difference for our clients and our company.”

Occams Advisory’s dedication to diversity and global connections is evident in its corporate social responsibility initiatives and support for cultural events like the World Culture Festival. These efforts promote cultural diversity and community engagement, reflecting the firm’s commitment to creating an inclusive workplace for all employees. “Our leadership team exemplifies our values through their diverse experiences and commitment to employee wellbeing,” emphasizes Satyasheel. “We believe that a diverse and inclusive workplace is essential for driving innovation and fostering collaboration.”

Through its values-driven culture, Occams Advisory creates a welcoming and empowering environment where employees are encouraged to excel, collaborate, and make a positive impact on clients and society. By nurturing excellence and embracing diversity, the firm is poised for continued success in the ever-evolving business landscape.

Occams’ Strategic Expansion

Occams Advisory is charting a course for growth and expansion, demonstrating its adaptability and forward-thinking approach. The recent acquisition of MineCodes, a technology-based

Geographical expansion efforts have seen Occams Advisory extend its presence beyond Sarasota, FL, to include offices in Toronto, Canada, Delhi, India, and Mumbai, India

knowledge and services provider, exemplifies the firm’s commitment to enhancing its service offerings and strengthening its global capabilities. “Our focus is on meeting the evolving needs of our clients and expanding our global reach,” states Satyasheel. “The acquisition of MineCodes is a strategic move towards consolidating our position in the market and broadening our service portfolio.”

Geographical expansion efforts have seen Occams Advisory extend its presence beyond Sarasota, FL, to include offices in Toronto, Canada, Delhi, India, and Mumbai, India. This expansion not only broadens the firm’s global footprint but also enhances its ability to serve international clients with localized expertise. “We’re committed to meeting the needs of our diverse client base across different geographies,” explains Satyasheel. “Our expansion efforts reflect our vision for consolidation and globalization.”

In addition to geographical expansion, Occams Advisory has introduced Occams

Ventures, signaling a move towards a regenerative investment philosophy. This approach prioritizes social and environmental benefits alongside financial returns, emphasizing the firm’s commitment to sustainability and responsible growth. “Our venture into Occams Ventures aligns with our values and vision for the future,” says Satyasheel. “We believe in creating value that extends beyond financial metrics.”

Looking ahead, Occams Advisory plans to extend its services into corporate and mental wellness, recognizing the growing need for support in these areas within the professional world. This holistic approach reflects the firm’s commitment to maximizing human potential and underscores the interconnectedness of corporate success and individual well-being. “Ethical business practices and sustainability remain at the core of our strategy,” concludes Satyasheel. “We’re dedicated to responsible and impactful expansion, ensuring that we continue to serve as trusted advisors and growth partners for our clients.”

Promoting Diversity & Inclusion in the Cyber Security Domain

Jessica Gomes, Head of Cyber Security, Grant Thornton Australia

Hi Jessica, what part of your current role do you enjoy the most?

Having spent the majority of my career to date working within tech organisations, I’m really enjoying the challenge of throwing myself out of my comfort zone and into professional services at Grant Thornton, which is a sector of unfamiliarity. The financial consulting space is a completely different realm, bringing with it a whole host of new security considerations.

In terms of the most enjoyable parts of the role, I’ve always loved how different each day can be. I’m a very “hands-on” leader, so I’m comfortable jumping into the tools we use and even writing or deploying code if necessary. Along with that, I really enjoy translating security risk, strategy and roadmap in a way that makes both logical and commercial sense to the Board (and wider business). Then I also love being a leader and working with my team

As we’ve seen with the rise of DevOps and DevSecOps in recent years, cyber security concepts, processes and ways of working are going to be core to an organisations ability to protect themselves

Jessica Gomes is the Head of Cyber Security at Grant Thornton Australia, with experience leading and executing comprehensive security strategies acrossthelegalandprofessionalservices industries globally. Recently recognised as one of the top 50 CISO’s to watch in 2024, Jessica has a strong background in defensive security, incident response, cloud security, DevSecOps and cyber risk management from various technical and leadership positions. Jessica is both passionate and committed to promoting diversity and inclusion in the cyber security domain.

Recently, in an exclusive interview with Digital First Magazine, Jessica shared the most favorite aspects of her role as Head of Cyber Security at GrantThornton Australia, key insights on the future of cybersecurity landscape, significant career milestone, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.

Cyber is a businesswide risk and needs buyin from all stakeholders within the business, it’s the responsibility of the cyber team to ensure this is communicated

to constantly challenge ourselves and raise the overall security posture of the business. So, it’s difficult to pick one aspect as the most enjoyable, I’d just say the variety of work and how different each day can be.

According to you, what will cyber security look like in the next 5 years?

I think Artificial Intelligence (AI) is going to play a huge part in what cyber security looks like in the next 5 years as it becomes adopted by both sides of the cyber battle. We’re already starting to see more AI powered attacks, ranging from deepfake social engineering attacks through to automated malware attacks. I think this is why AI has become a bit of a dirty word when used alongside cyber security in the media, but then at the same time, I think if we look at how AI and Machine Learning (ML) are already transforming the cyber security defense landscape, there’s also so much upside to the technologies. As the rate of innovation in this space increases, I suspect we’ll see more powerful AI and ML driven systems come to market which are learning networks and analyzing vast datasets to not only identify these anomalies and threats, but also remediate them.

I think another exciting concept which already exists, but I can see accelerating over the next 5 years is the concept of zero trust architecture. As we’ve seen with the rise of DevOps and DevSecOps in recent years, cyber security concepts, processes and ways of working are going to be core to an organisations ability to protect themselves. Deep rooted in the principles of eliminating trust and continuously validating every stage of an interaction, zero trust is a business-wide strategic approach versus a piece of software owned by the cyber

and networking team, and I think that’s equally (if not more) powerful.

What is your leadership style, and how do you foster a culture of collaboration and excellence within the team?

I like to have a clear vision of what the future looks like in terms of our security posture and processes, so my leadership style is to continuously communicate the end goal while trying to foster a culture of collaboration and innovation to get us there. I’m a strong believer in building an environment of autonomy where each team member is empowered to take ownership of their work and make decisions that directly align to the vision. I like to think of myself being readily available to provide guidance and support when needed but avoiding micromanagement or control. I want my team to feel empowered to communicate ideas, make decisions and stand by them, but only if we are all also open and willing to take onboard feedback, learn and grow if those decisions turn out to be wrong.

What are your thoughts on diversity and inclusion? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?

Diversity and inclusion are very important to me as a leader. With an industry as multifaceted as cyber security, there’s no room for onedimensional thinking, we need to be proactive, innovative, and constantly challenging the “norm”. I’m a big believer that different perspectives are our greatest defense, and this can only be achieved if our teams are inclusive and diverse. Some regions are more accepting

than others, so I think it’s incredibly important to keep building connections and having candid conversations with leaders and professionals across the globe to highlight the benefits of diverse and inclusive workplaces and foster change for good. In addition, Grant Thornton is committed and active in workplace diversity and inclusion resulting in a workplace environment where people are respected, connected, progressing, and contributing to organisational success. We have initiatives in place to promote gender equity, cultural diversity, and LGBTQI plus inclusion, and we celebrate diversity in the workplace.

What are the top skills, both technical and soft skills, that are greatly needed as a cybersecurity professional in the current digital landscape?

I always encourage being a “generalist” over a “specialist” in cyber space. I just think that the variety of work differs so much from one day to another, so having a breadth of experience across multiple domains will ultimately work to your advantage and success as a cyber security professional. In terms of soft skills, I think it’s becoming more important to be a strong communicator and have the ability to communicate technical aspects of the role in a way that makes sense to non-technical people. Cyber is a business-wide risk and needs buy-in from all stakeholders within the business, it’s the responsibility of the cyber team to ensure this is communicated.

How do you think we can attract more young people to this field?

I believe as leaders we need to make more of an effort to get in front of young people, attending

schools, universities, and public speaking events. I think internships are another great way of getting young people into the field and getting some real-world experience on their CV. It definitely helped me with my career.

What has been your most career-defining moment that you are proud of?

Stepping into my first global head of security role was a pretty significant milestone in my career. Working with a diverse group of cyber security professionals and having the responsibility of driving cyber security outcomes in a global growing public business, was no easy task but pivotal in my journey to becoming a leader in the field.

In your academic or work career, were there any mentors who have helped you grow along the way? What’s the best piece of advice you have ever received?

There have been several individuals who have been pivotal in my journey; and have become close friends throughout the years. Networking is key in the field of cyber, building relationships, having candid conversations, and sharing experiences. There’s a network of CISO’s and Head of Cyber professionals out there willing and wanting to help, they’ve been a great asset for me. Even this week, we are in the process of reviewing a few different software vendors, I reached out to my network to ask for their advice and had 3 virtual meetings with CISO’s I’d never previously had any interaction with. If I had to think of one piece of advice I’ve received, it was from a former leader who told me to “continually speak up and challenge the status quo”. Early on in my career, I struggled to

find my voice and speak up to offer a difference of opinion, but having one person in your corner can make all the difference. As I started to challenge other people’s opinions and not doing things because it’s “the way it’s always been done”, my confidence started to grow.

What are your passions outside of work?

Outside of work I like to switch off as much as possible. I keep it low-key with my partner and our adorable Bernedoodle puppy “Bao” (yes, like a Bao bun!). I like keeping active, and getting out in nature, whether that’s taking trips to the beach, taking a hike, or going camping. We’re both massive foodies as well, so if we’re not cooking in, we’re going out and trying all different kinds of cuisine, delicacies, and wine (must not forget the wine!)

Where do you see yourself in the next 5 years?

Continuing my journey of learning, building and growing. I love professional development and building high-performing security teams, so I’ll keep doing what I can to keep my finger on the pulse and continue finding enjoyment in cyber space.

Please share some advice for someone looking to start a career in cybersecurity. Just go for it! Cyber is the most exciting evolving industry with no two days ever being the same. The cyber community is also the most welcoming and supportive; honestly it is the close network of knowledge sharing, mentoring and support that make what we do so worthwhile.

Driving Meaningful Initiatives & Cultivating More Resilient Female Leaders

Maria Militsopoulou, Founder & CEO/CVO, YouDream Consulting Ltd

Maria, please explain your background and areas of interest.

My professional focus encompasses the realms of Innovation, Technology, and Human Development. My professional expertise and background are rooted in Cognitive Behavioral Analysis and on applying protocols of Positive Psychology, aiming in the cultivation of a Growth Mindset, while fostering Transcendent Leadership.

Currently, my efforts are concentrated on strategically leveraging emerging Technologies. By connecting the dots my interest lies in building up resilient and future-proof ecosystems. I am dedicated to exploring new data paradigms and envisioning their contributions for a sustainable future. My vision focuses on shaping a corporate culture that not only adapts to the demands of the Digital Era but also prioritizes security, ethical practices, and continuous evolution.

My vision focuses on shaping a corporate culture that not only adapts to the demands of the Digital Era but also prioritizes security, ethical practices, and continuous evolution

Maria Militsopoulou is a multi-awarded Inspirational Female Leader and Strategic future-oriented Pioneer. She is the Founder of Women Empowerment Worldwide Leadership Organization (WEWiL.global) and the CEO/ CVO of YouDream Consulting. In 2024, she was appointed as a Senator for Cyprus at the World Business Angels Investment Forum (WBAF). In 2023 she was appointed as the Cyprus Country Chair for the Humanity, Technology & Innovation Wing of the G100: Group of 100 Women Leaders. SheactsasanAmbassadressofWomenLeading the Future Supporting WomenTech.

As Innovator, Maria has created her own transformational coaching model after the name MY-DREAM™ . She is a certified Mindfulness & Compassion Practitioner. She is a Positive Psychology and Cognitive Behavioral Coach and a Transcendent Mentor. She is a Motivational Speaker and Author and her first book sharing her personal journey of Leadership is set to be released in Spring 2024 through Amazon. She is a recipient of prestigious awards and recognitions including one of the 100 Top Global Women Entrepreneurs to be Inspired, 2023, Women of the Decade Award from the Women Economic Forum (WEF), and one of the World’s Iconic Visionary Women Leaders Reshaping the Future, 2023.

Recently, in an exclusive interview with Digital First Magazine, Maria shared her professional trajectory, what sets YouDream Consulting apart from other market competitors, her take on leadership, personal source of inspiration, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.

Our goal is to deliver inspirational messages to women of all ages, encouraging their participation in new programs related to Artificial Intelligence, Programming, Data Analytics, and various other fields within technology

What sets YouDream Consulting apart from other market competitors?

In the dynamic landscape of Technology integration, agility is paramount. At YouDream Consulting, as part of our philosophy, we embrace an agile approach, that allows us to swiftly adapt to the evolving technological trends and market needs. This agility isn’t merely a strategy; it’s deeply ingrained in our organizational culture,

empowering us to respond promptly to market shifts and deliver solutions that align seamlessly with the pace of technological evolution.

By investing in the human factor and seamlessly integrating the Technology and Innovation Factors, I envisioned and brought to life the Tech Hub. This dynamic hub, rooted in the “Hive Model”, serves as a collaborative space were gathered over 60+ affiliated

IT professionals gathered from around the globe fuse.

Our distinctive approach extends beyond mere collaboration. We actively engage with IT industry leaders that shape the future, ensuring that our perspectives and practices remain at the forefront of global trends. This comprehensive strategy not only underscores our commitment to excellence but also solidifies YouDream

Consulting’s prominent position in the everevolving tech industry, always one step ahead of the industry’s developments.

You are also a certified coach / mentor and have developed your own Transformational MY-DREAM™ coaching model. Can you please brief us about this model and how it helps clients and how it integrates with an IT Company?

One significant passion of mine and my research’s focus is decoding human behavior. It’s a commitment under the Great vision of driving Positive Global Change. This led to the development of the MY-DREAMTM Transformative Coaching Model.

Embracing this model undergoes a profound metamorphosis, fundamentally altering lives by following a growth mindset with ultimate destination being Transcendence.

Part of the vision is to attract more women to the field of technology, encouraging them to adopt a tech-centric approach while keeping work-life balance, the right to motherhood, optimal mental health well-being and practices of self-care.

As the Chief Visionary Officer (CVO) of YouDream Consulting I have integrated the MYDREAMTM Transformative Coaching Model to help both our clients and Organizations to adopt and adapt their corporate culture to the new realities of the Digital Era.

Are you currently satisfied with the status quo regarding women in tech? What specific changes do you think are needed to change it?

The current levels and statistics of women in the technology sector are not satisfactory, presenting a significant challenge in achieving positive change. To address this, the campaigns

we run via the Women Empowerment Worldwide Leadership Organization, supporting WomenTech (WEWiL.global) and the G100 Humanity, Technology & Innovation Wing, uplifting future-directed human-to-human communities focus on actively engaging with schools and universities. Our goal is to deliver inspirational messages to women of all ages, encouraging their participation in new programs related to Artificial Intelligence, Programming, Data Analytics, and various other fields within technology.

Additionally, we provide essential tools for maintaining a balance in self-care, motherhood, and work-life balance. Emphasizing the potential to work from anywhere in the world, we aim to empower women in the tech sector and create a more inclusive and balanced environment. In this manner we actively address the skills gap issue that has been created in the post-covid era.

In your opinion, what are the biggest challenges faced by women in tech that aren’t typically faced by their male counterparts? What would you suggest addressing this?

One of the significant challenges women encounter in the tech field is the perception of an unfriendly educational environment, often characterized by a predominantly male culture that can be discouraging. Beyond this, they struggle with the societal label of choosing careers in a male-dominated space, requiring a revolutionary mindset to overcome the neuro-programming they had endured even from childhood against a career in the technology sector.

Another critical issue is the lack of support, both psychologically and practically, starting from their homes and extending to the broader community. Women often find themselves

By fostering an environment that supports women holistically, we can provide the psychological and practical assistance required for them to navigate and overcome these obstacles effectively

without the necessary support even from their female peers or women’s groups in pursuing a career on the ICT sector.

In addressing these challenges, we need to transition towards a future-proof ecosystem that promotes human-to-human leadership. By fostering an environment that supports women holistically, we can provide the psychological and practical assistance required for them to navigate and overcome these obstacles effectively.

It is essential to recognize that societal programming has historically discouraged women from pursuing careers in the tech industry and engineering, further emphasizing the need to break these patterns and create a more inclusive space. This is what we try to accomplish from the awareness campaigns we run via my active engagement to the forth mentioned Organizations.

The meaning of leadership can change from one era to the other, how would you define the meaning of leadership today? Leadership goes beyond conventional notions. It’s about cultivating unity within teams, where

individuals with a natural inclination to lead take charge, not only in terms of responsibilities but also in problem-solving and offering mentorship and inspiration. A crucial aspect is the provision of psychological support, especially to team members facing challenges.

Inspiration is at the core of effective leadership. We need tangible examples, particularly from women Role-Models, who, through their actions, can set benchmarks and become a driving force. It’s essential for aspiring leaders to acquire the right tools and strategies, fostering personal and team success.

Moreover, leadership today involves adaptability and continuous learning. Leaders need to evolve with the changing landscape, embracing new challenges and opportunities. It’s not just about achieving goals but also about creating an environment where individuals and teams can thrive and exceed their aspirations. Therefore, effective leadership is a dynamic process of empowerment, inspiration, and strategic guidance that propels both personal and collective success.

What truly inspires and motivates me every single day is the inner strength and impact individuals can have on one another as part of a shared mission

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

For the only thing I feel gratitude for and has guided my steps until today, which is part of my deep spirituality, is God Himself.

God has been the constant source of solace, guiding me through moments of weakness and struggles. This profound connection has not only provided emotional support but has also served as a compass, directing my path, and offering resilience in the face of challenges. Gratitude for this spiritual foundation is at the core of my journey, acknowledging the divine presence that has been my unwavering companion.

What is it that motivates and inspires you in your everyday life?

What truly inspires and motivates me every single day is the inner strength and impact

individuals can have on one another as part of a shared mission. Positive changes in others’ lives can stem from various actions, such as offering praise, providing guidance, mentoring, coaching, or even engaging in a friendly conversation on the street. The realization that a simple exchange can empower someone to literally move mountains and reach personal milestones is a profound source of inspiration for me. It’s the collective power of human connection, shared experiences, and the potential for positive influence that drives me to continue progressing and striving for personal and collective growth.

What are you particularly proud of in your career?

I take immense pride in transforming my dreams into a tangible reality, a journey that I can proudly say has led me to living my dream at this very moment.

My journey towards personal and collective growth remains unwavering and I look forward with my peers to driving Global Positive Change

Discovering my true mission from an early age, while facing numerous challenges and triumphs, made the journey a constant rise and fall. Through the ups and downs, I’ve cultivated a resilient mindset that led me to the point of transcendence. I am particularly grateful for not only achieving my goals but also developing the strength to navigate challenges, remain focused on my mission affecting positively others.

Where do you see yourself in the next 5 years?

In five years from now, I envision myself continuing to play an active role in an ecosystem that fosters positive change. As a dedicated member of this dynamic environment, and within my Leading Role as a Founder of the WEWiL Organization, WBAF Senator for Cyprus and Cyprus Country chair for the Humanity, Technology and Innovation Wing, I aim to contribute significantly to its growth and impact. I see myself leveraging my experience and passion to drive meaningful initiatives and cultivating more Resilient Female Leaders. My journey towards personal and collective growth remains unwavering and I look

forward with my peers to driving Global Positive Change.

What advice would you give to women who want to enter the tech industry?

I would advise them to pursue their dreams fearlessly and not hesitate to seek the guidance of a mentor or openly express the challenges and anxieties that trouble them.

Even for those who tend to be introverts, a more challenging category to ask for help, joining support groups or teams to find their destination is crucial. They will always find the solution on their own, but by actively participating in women’s technology support groups, they can enhance their journey.

As I like to say we are facing the second age of Enlightenment, and as Diderot, a luminary figure of the First age of Enlightenment said, “Dare to know”. I would extend his wisdom by adding to it “Know yourself better, explore your inner strength, and embrace the power of collaboration and support. In this transformative period, seeking help, whether individually or within women’s technology support groups, becomes not only an empowering choice but also a catalyst for personal and collective growth.

2024

VUMI® Group Pioneering Global Healthcare Excellence

VUMI® Group (VIP Universal Medical Insurance) is an international health insurance company with more than 11 years of experience offering exclusive major medical and travel products to private and corporate clients around the world. With a resolute commitment to delivering unparalleled medical and travel insurance products with worldwide coverage to private and corporate clients, VUMI® has carved a niche for itself as a trusted name in the industry.

VUMI® Group is headquartered in San Juan, Puerto Rico, with operational offices

in Miami, Florida, U.S., and additional locations around the world, including Canada, United Arab Emirates and Latin America. As a privately owned entity, VUMI® is an integral part of a comprehensive global healthcare management group comprising nine related companies with an illustrious 39-year history in managed care and health benefits.

“At VUMI®, we believe that healthcare should know no boundaries. Our international presence reflects our commitment to making quality healthcare accessible globally,” shares Rendall. At the core of

David Rendall, CEO & President

VUMI’s

insurance plans transcend borders, delivering global coverage, asset protection, and, most importantly, peace of mind

VUMI ®’s offerings is a diverse array of plans designed to provide insured individuals and corporate clients with a holistic approach to international healthcare. Emphasizing VIP services, the company ensures access to some

of the world’s foremost hospitals and doctors, along with unique features like Second Medical Opinion VIP and Global Telemedicine.

“Healthcare is not just a service; it’s a promise. Our plans are meticulously crafted

to provide a sense of security to our valued clients,” notes Rendall, underscoring the company’s commitment to prioritizing the well-being of its clients.

The company’s commitment to exemplary service is epitomized by its dedicated team, which is available 24/7/365 and ready to assist in English, Spanish or Portuguese. Unlike automated systems, when a medical emergency arises, VUM I® connects its insureds directly with knowledgeable professionals, eliminating the frustration of chatbots or endless phone loops.

“One call can make a life-changing difference. We stand by our clients, ensuring a seamless experience through every step of their medical journey,” emphasizes Rendall. This commitment to personalized service is illustrated through an event in South America: where A VUMI ® insured was requested to make a payment for emergency medical services upfront, as it aligns with the standard practice in the insured’s home country. Without delay, his VUMI ® agent secured the Guarantee of Payment, enabling the patient to receive the complex life-saving treatment promptly without having to pay in advance.

For those international patients seeking medical attention abroad, VUMI® offers its VIP services through an extensive network of hospitals worldwide, such as the International Patient Reception Center at Jackson Memorial Hospital in Miami (FL., U.S.) and Clinica Universidad de Navarra in Spain.

“As we navigate the complexities of global healthcare, our International Patient Reception Center demonstrates our commitment to providing not just medical care but a compassionate and supportive

environment for our international patients,” remarks Rendall.

Elevating the Healthcare Experience

At the heart of VUMI Group’s dedication is the VIP Medical Service, a comprehensive set of medical services. This not only shows VUMI’s commitment to excellent healthcare but also highlights its people-focused approach in navigating the challenges of diagnosis, treatment, and unfamiliar healthcare systems.

“At VUMI®, we believe in providing an unequaled medical experience at every touchpoint. From direct medical coordination with world-class providers to assisting patients and their families through the intricacies of their healthcare journey, our VIP Medical Service® is the embodiment of our commitment to excellence,” asserts Rendall.

A highlight of the VIP Medical Service ® is the Second Medical Opinion VIP®, a collaboration with MediGuide International, a prestigious U.S.-based medical opinion provider. This unique offering assembles a panel of top-tier medical experts specializing in the relevant field. These experts engage in comprehensive discussions to form a conclusive, qualified opinion on both the diagnosis and recommended treatment. “This service has proven to be transformative, often leading to revised treatment plans that diverge significantly from the original recommendations. It not only reduces complex treatments but also ensures that our insureds receive the most informed and personalized medical guidance,” Rendall shares.

Integral to VIP Medical Service® is the Patient Concierge Services department, which provides personalized assistance to insured individuals

and their families in hospitalization and critical cases worldwide. This service encompasses Global Telemedicine, coordination of medical appointments, and 24/7 multilingual support. “Our Patient Concierge Services go beyond medical coordination; they extend a helping hand to ensure our insureds and their families feel supported and guided through

every aspect of their healthcare journey,” emphasizes Rendall.

VUMI® Group’s Healthcare Ecosystem: Tailored Solutions for Every Journey

VUMI’s products cater to both private individuals and corporate entities. “We’ve developed a wide range of plans tailored to

VUMI ® Group offers medical insurance products meticulously designed to cater to both private individuals and corporate entities

the specific needs of each of our regional markets, all with one common goal: to provide worldwide coverage,” explains Rendall. In line with their mission, VUMI® plans meet the unique demands of their regional markets spanning Canada, Central America, the Caribbean, South America, Europe, Africa, the Middle East, and Asia.

“What makes VUMI’s insurance plans truly distinctive is our commitment to addressing real healthcare challenges faced by individuals, as seen in the example of VUMI ® Canada,” reflects Rendall. In the past years, Canada has faced challenges of prolonged wait times for healthcare, shortages of medical staff and hospital beds, outdated medical equipment, and difficulty accessing the latest drug therapies. Rendall cites a poignant example of a Canadian cancer patient forced to make a heartbreaking decision due to delays in chemotherapy. With no start date for the chemotherapy that could have prolonged his life and mitigated his unrelenting pain, he opted for a medically assisted death, as he could no longer face the daily agony.

Recognizing the distinct needs of corporate clients, VUMI® offers customized or standard healthcare plans for businesses of varying sizes, from small groups to multinational corporations. This tailored approach enables companies to provide comprehensive healthcare solutions that align with their unique employee demographics and requirements. “Our corporate solutions are not just about insurance; they are strategic investments in the health and well-being of a company’s most valuable asset – its people,” emphasizes Rendall.

At the heart of VUMI Group’s dedication is the VIP Medical Service, a comprehensive set of medical services. This not only shows VUMI’s commitment to excellent healthcare but also highlights its peoplefocused approach in navigating the challenges of diagnosis, treatment, and unfamiliar healthcare systems

In addition to health plans, VUMI ® offers other essential supplemental solutions: life insurance and travel insurance. “VUMI ® plans offer a lifeline. They provide the option of private clinics and open doors to centers of excellence in the U.S. and abroad. Our supplemental insurance plans become the smart decision for individuals seeking fast, comprehensive access to care,” Rendall elaborates.

Embracing Technological Advancements

Recognizing the evolving landscape of healthcare, VUMI® has earned a reputation for being among the first to implement new technologies. “As the healthcare landscape expands, so does our commitment to providing cutting-edge services. We are focused on enhancing digital experiences for our insureds, from accessing membership cards to finding top physicians globally,” notes Rendall.

The recent launch of the Digital Office exclusively for the agent network marks another milestone in VUMI’s innovative journey. This multi-functional app transforms smartphones into powerful tools, offering features such as an online quotation tool, the latest plan information, global incentives, and direct communication with the VUMI® team. “Our Digital Office empowers our agents to deliver efficient and informed services, aligning with our mission to provide seamless experiences for both our clients and partners,” Rendall shares.

Nurturing Excellence Across Continents

With proprietary networks, affiliated and sister companies, and strategic alliances, VUMI® opens the doors to top medical institutions worldwide. “Currently boasting approximately 1,600 direct contract providers globally, our reach extends to over 800,000 providers and 7,000 hospitals spanning more than 100 countries. In the U.S., our partnership with Aetna grants access to over 1.1 million healthcare professionals and 5,500 hospitals,” shares Rendall. This expansive network ensures that VUMI’s insures receive consistent, high-quality healthcare services, subject to the Usual, Customary and Reasonable expenses (UCR) for the geographic area where the expenses were incurred.

Focus on People

At the core of VUMI’s organizational culture is a commitment to being “peoplecentric” — a philosophy that extends to both insureds and staff. The culture places a strong emphasis on creating an inclusive and supportive environment for team members. “Our culture is not just a set of values on paper; it’s a living, breathing aspect of our identity. We break down traditional hierarchical barriers and foster open communication and collaboration. Everyone is encouraged to contribute, share ideas, and be an active part of the decisionmaking process,” says Rendall.

Regular town hall meetings and feedback sessions create a platform for team members to voice their opinions, fostering a sense of ownership and empowerment. In this culture, employees don’t see themselves

confined to departments but rather as integral members of a cohesive team. With over 450 employees of various nationalities, VUMI® places a premium on fostering a diverse and inclusive work environment.

“To connect our global workforce, we conduct regular Town Hall meetings led by our senior team, showcasing new products, introducing staff, and delving into industry issues. Our internal newsletter, VUMI® News, is another avenue for communication, celebrating achievements, explaining department intricacies, sharing international awards, and highlighting teambuilding activities,” Rendall explains. This commitment to diversity and inclusion not only enriches the company’s internal fabric but also fuels innovation and understanding in serving a diverse clientele.

A Legacy of Stability: 11 Years of Resilience

In an industry where flux is the norm, VUMI® stands as a testament to stability, boasting a legacy of 11 years. Amidst the ebb and flow of companies, VUMI® has distinguished itself by prioritizing decisions that ensure both long-term success and the enduring trust of its insured individuals. “Unlike entities solely driven by profit, VUMI® is guided by a commitment to making decisions that lay the foundation for a secure and trustworthy company. Every move, even the difficult ones, is propelled by the intent to build a lasting legacy,” notes Rendall.

A key pillar supporting this stability is the strategic decision to reinsure VUMI® products through Odyssey Group, one of the world’s

With proprietary networks, affiliated and sister companies, and strategic alliances, VUMI ®

opens the doors to top medical institutions worldwide

leading diversified insurers and reinsurers. Free from the pressures of private equity investments or shareholder interests, VUMI® channels its profits back into fortifying its foundation. The absence of bank debt and adherence to stringent capitalization policies and cost-control measures further underscore VUMI’s financial resilience.

Future Goals and Aspirations: Pioneering Growth in the Evolving Landscape

“As we continue to earn our reputation for being financially rock solid and people-centric, our strategic growth plans are unfolding. Our

dedication to innovation propels us forward, always keeping our commitment to our insureds at the forefront. Bold leadership across all departments empowers us to move quickly, maximizing benefits and controlling costs in equal measure,” Rendall emphasizes. VUMI’s future unfolds with a dual commitment: to uphold its legacy of financial stability and to pioneer growth that aligns with the everevolving international healthcare landscape. In this journey, innovation will be the driving force, ensuring that VUMI ® remains at the forefront of delivering unparalleled healthcare solutions.

Leveraging CX & Design Thinking Best Practices to Drive Digital Transformation at Speed & Scale

Mary Brodie, Founder & Experience Strategy Consultant, Gearmark

Hi Mary, tell us the story of how you got involved in customer experience. How did your career lead you here? And in which industries, verticals or sectors have you focused your CX career?

After I graduated with a master’s degree, I was confused about what I wanted to do for work or if I wanted to get a PhD and stay in school. One of my professors told me that once I got a job it would come to me. So, I did that. In my first “real” job

at 24, I worked in a technical support center as a receptionist, ensuring the engineers answered the phones and customers got the help they needed. I also worked on their new customer support Web site. But most of the time, I was answering the phone.

The engineer’s availability to answer calls and talk to customers right away was key to our success. Three engineers were scheduled to answer the phones at any given time, which was

I now work on websites and apps, content strategies and lead generation programs in IT, consumer apps, travel, print, financial and insurance, and healthcare in large and small companies

Mary Brodie is an experienced strategist who has been helping companies create memorable customer experiences for more than 20 years. Throughout her career and while at her company, Gearmark, she led teams in enterprises and startups that contributed to the bottom line. She worked on apps, websites, content strategy, and lead gen programs. Mary attended MIT and graduated from Simmons University (BA and MA) and IE University in Madrid (executive master’s in corporate communication).

Recently, in an exclusive interview with Digital First Magazine, Mary shared her professional trajectory, her roles and responsibilitiesasVPProductDevelopment at revshop inc, the major takeaways from her book, personal sources of inspiration, her secret to striking a work-life balance, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.

more than enough staffing based on typical call volumes. Our department’s goal was to answer about 90 percent of the calls upon first contact, fix problems in a specific time frame based on complexity and priority, and meet other industry standard metrics for a call center. And the team generally met those goals.

However, the engineers were often so focused on resolving customer problems that they would sometimes leave their posts for hours to talk to the developers. During a rush of calls, if there was only one engineer available for three to four

hours, that soon became a disastrous customer experience for any caller.

Customers who couldn’t reach an engineer on the first try were forced to leave a message with me. At the time, leaving a message at a call center was the equivalent of submitting an email form with no confirmation message. Customers were often frustrated that they weren’t seen or heard by the company and felt hopeless that their problem would be lost and not resolved.

One day, an engineer got 19 complex support calls during a four-hour shift while the other two

engineers were fixing issues in their queue with developers. There was a huge argument that night about it among the staff.

To fix this, we did some research with the team. I interviewed every engineer about their jobs to understand their perspective and their motivations for work. I wanted to learn how they wanted to work, their challenges and frustrations, and what made them happy doing their jobs. We already knew that customers were frustrated because they couldn’t talk to an engineer. We needed to hear the other side of the story.

From my experience, many companies don’t really understand what happened with the rise of digital companies and automation

After the interviews, I organized the interview results and recommendations, and distributed them to the team for review. Everyone had the opportunity to share feedback and validate that the proposed changes was in the right direction. After all, this was a collaborative effort to help everyone on the team work better together.

Note that management, from the managers to the vice president, was included, too.

Everyone agreed to the new way of working and the changes started right away. Not only did customers feel relieved to hear an engineer answer the phone right away, but there were some other great side effects:

Respect among team members increased. No one left anyone alone on a shift, making them feel “punished.” Everyone felt that their contributions and shift time were important.

There was greater collaboration among the engineers, talking to each other more often.

There was a sense of stronger teamwork to achieve a new goal. The team had a renewed passion to exceed expectations for metrics and set new standards.

And after a few more months, the team far exceeded their goals and set new records with happier customers. In the end, the team won an award for Best Complex Support.

I originally thought I was helping the team answer more customer calls and do a better job, when in fact I was really helping the team improve the customer experience. In the end, it was the customers who benefitted from the team’s work. They got better service and a happier voice at the other end of the phone.

In the meantime, while this call center improvement work was happening, I worked with the call center engineers to create content for the website. We created various libraries with FAQs and guidance to reduce the number of calls we received. That, too, made happier customers.

From there, I moved on to work on the organization’s corporate site and continued working on digital experiences in various companies, agencies, and consulting firms. I now work on websites and apps, content strategies and lead generation programs in IT, consumer apps, travel, print, financial and insurance, and healthcare in large and small companies. I most enjoy helping startups or large enterprises launch new programs or initiatives.

You are also a VP Product Development at revshop inc. Brief us about this company and your role in it.

Revshop is a marketplace for B2B print purchasing. By “simplifying every option,” they make it easier for professionals with little print knowledge to buy what they need. Customers are guided step-by-step to create print specifications. Options are easy to understand; everything is in plain language with no print jargon. During the journey, the system determines the most effective method to produce what the customer needs—from paper to press to services to arrival date. That may sound simple, but there are many details involved in producing print pieces. I often tell people that there is a reason

To me, companies need to always keep in mind that customers are people with problems to solve. That will help employees feel compassion for their customers and spark that desire to help customers achieve their goals

why this product took years to build and why few have automated pricing for print manufacturing. It’s highly complex.

My role has been fairly broad and shifted over time, depending on the team’s needs. From the start, I defined the user experience and directed teams to bring it to life. This includes defining more than the UI to explain how features should work (Agile story writing) and providing direction and guidance for development processes. I am a fan of Agile and would sometimes step in as an Agile coach to help the team in that way. In the past I was more active leading daily scrums, managing the roadmap, and researching technology approaches to implement (e.g., recommending that the product support microservices to support a future external development community, or provide input regarding how to support complex data structures with a NoSQL approach like MongoDB, or consider how we approach the data to include AI bots in the future when we have more historic data to make predictions). I have also participated in discussions with prospective partners regarding how they could be part of the larger revshop technical community.

Please share the major takeaways from your book, Revenue or Relationships? Win Both.

From my experience, many companies don’t really understand what happened with the rise of digital companies and automation. They sometimes claim that trends like the latest social media platform or marketplaces or some nuances of a generational outlook have been driving the emergence of digital businesses. But that’s not really what happened.

The digital world allowed customers to come inside an organization and be part of its

community. The filters of sales, marketing, and customer service teams were shattered. Customers could see how a company operated by interacting with it directly online. Companies were exposed.

But how business generally worked didn’t change. Every business still needed a brand, vision and mission statements, and operating plans. In fact, its success rested more on building customer relationships and loyalty than ever before. Customer relationship and trust became the brand differentiator.

Businesses are about people, conversations, solving problems, and experiences. They survive and thrive through these relationships. Relationship success could be measured using a combination of revenue, loyalty, accountability, engagement, and responses to the brand.

Today, businesses communicate with customers through their online stores, their apps, social media, chat, and websites. Employees analyze mountains of data daily to understand who these customers are and determine the best way to connect with them. This book dives into how an organization can develop customer experiences that improve those relationships and the mindset a team needs to have when creating these experiences.

Why do you feel so many companies struggle with making CX a priority?

What are some common mistakes companies make?

There are three ways companies struggle. The first: companies forget who their customers are. It’s so easy to automate parts of sales and marketing programs and, while doing so, look past customers and their motivations and passions to see them as conversions and revenue generators. That’s the moment when

customers get dehumanized and turn into KPIs, or worse, wallets to buy.

I saw this happen to a client and it made customer engagement and connection close to impossible to achieve. How can you communicate to a group of people you don’t know or understand?

To me, companies need to always keep in mind that customers are people with problems to solve. That will help employees feel compassion for their customers and spark that desire to help customers achieve their goals.

When employees feel that compassion for their customers and each other, they all adopt a mindset that builds trust, and the company transforms into a community of problem solvers. Companies like Warby Parker, Airbnb, Apple, and Amazon roughly fall into this category. And in that community, customers discover ways to use their products more frequently and in more productive ways, engage with each other, and connect to the brand. Loyalty is at its root a type of relationship. When loyal customers share their stories with others in their communities, prospects connect emotionally to those stories, seeing themselves in those situations, and understand better how the solution can help them.

When companies lose that connection with their customers, where they become the champions and spokespeople of the company, the company loses people’s hearts. And that’s hard to rebuild. No one wants to feel like a wallet that buys.

The second way companies struggle: they don’t provide ways for their customers to share their experiences. Your customers won’t share their stories on their own beyond their own friends and relatives. They need guidance and a platform to scale their storytelling. Provide that to them

Listening helps me understand people so I can identify the problems they have and eventually define better solutions for them

through social media posts, forums, classes, and speaking opportunities. Engage with your customers and encourage them to advocate for your brand.

The third way companies struggle: not investing in awareness to help customers understand the problems they solve. One organization I worked with had an amazing product that sales sold directly to customers. It was reasonably priced, so people purchased quickly. But after a year of paying for it, customers realized they never used the product and cancelled. What we noticed was that because customers never identified for themselves that they had a problem that they

needed to solve, they weren’t really sold on why they needed they product. Customers never invested in implementing it properly and learning how to use it. In the end, if someone doesn’t know that they have a problem that they need to solve, why would they need a solution for that problem?

Have you seen, firsthand, any AI impacts on the practice of CX? What impacts are you expecting in the next few years?

Being able to put live conversations into transcripts and analyze conversational aspects like the tone, sentiments, and the words used to know what resonates best with customers can be game

changing. The results can go beyond scripted interactions to help salespeople and customer service representatives have better conversations with customers and include that spark of empathy and compassion to help solve their problems. Sure, we all use scripts. But creating scripts and guidance based on data from real-time successful conversations and live customer reactions not only improves engagement and overall sentiment, but it can train employees to respond to customers in a more compassionate way. It truly is a game changer for experiences. I suspect that it will allow companies to connect better with customers and build stronger customer and brand relationships.

What skills have served you best in your CX career?

Listening. It’s something that I talk about often and work on all the time. I will listen to what employees and customer say and observe or listen to data from digital experiences. Listening helps me understand people so I can identify the problems they have and eventually define better solutions for them.

Critical thinking and problem solving. I combine that with listening to identify those problems and solutions.

Writing. Clear communication is so important and often underrated. I work with a software development firm that requires its developers to write and publish. When I coach the developers on how to write better, at first, they bristle. But then they see the value of storytelling and how to make a complex thought simple. I see how they bring that to their daily work, and it helps them succeed.

You can’t talk about code to a businessperson; but you can explain the value that a coding approach will bring to their business and the bottom line.

What trend do you think will be most impactful in (your niche of) the CX space over the next three years?

The more data we gather from customer conversations to know what resonates with them to build better relationships and their choices and preferences, we’ll create more meaningful and impactful experiences. We can already see how site and application user data can improve experiences. Involving customers more in the feedback loop will allow companies to provide more useful content pre- and post-sales, as well as a more robust useful feature set that answers their questions and gives them the support, they need to make the right decision at any time.

Further, this data will help us develop compassion for our customers by understanding their issues and challenges more clearly. It’s hard to have that spark of empathy for someone and truly connect with them when you can’t fully understand their daily challenges.

Where or whom do you seek motivation and inspiration from? How?

I’m fascinated by emotional connection and how we engage with each other. That’s what got me interested in learning more about empathy and that led me to learning more about compassion. I took quite a few training classes in it at the Compassion Institute and at the Center for Compassionate Leadership. That interest in compassion led me to Buddhism. Buddhism has sparked a profound transformation in my life. Yes, I practice meditation and listen to instruction every day and

The more data we gather from customer conversations to know what resonates with them to build better relationships and their choices and preferences, we’ll create more meaningful and impactful experiences

do have my failings, but it inspires me to listen and remove my judgements, biases, and allow people to be themselves and share that with me. I’m more aware of what’s happening around me, who I am, and how I react. It’s invaluable.

I also spend time in the local arboretum every Saturday morning. I watch birds, small animals like squirrels and bunnies, and admire the plants. I sometimes do some of my best problem solving then.

I read a lot about psychology and neurosciences and how our brain and biology together help us make decisions. Understanding how our body chemistry impacts our emotions and feelings to cause a reaction in our somatic markers provides a twist on traditional thinking. I use this information in my work all the time. On of my favorite books

was about dopamine (The Molecule of More), about emotions (How Emotions are Made) another about how lizard brain isn’t really a thing (7 ½ Lessons About the Brain), how overtalking is problematic and we need to listen more (The Power of Keeping Your Mouth Shut in an Endlessly Noisy World), how social networks work (Social Chemistry), and now I’m reading how we don’t really have free will between our body chemistry, heredity, and how we are raised (Determined). It’s fascinating to learn how biology impacts our consciousness and witness it in real-life.

What is your secret to striking a work-life balance?

Starting Friday night through Sunday morning, I walk away from the computer and get proper

Try to understand the challenges your co-workers and customers face and look for opportunities to improve life for them at work

rest. Well, except for working on my own writing and projects. To me, that’s relaxing. I also try to eat healthy (I’m vegan), work out daily (thank you, Heather Robertson! Free workouts on YouTube) and keep myself emotionally healthy by meditating and reflecting often.

Where do you see yourself in the next 5 years?

I’m not sure. Every time I answer questions like this, I’m completely wrong. I just keep moving forward with my journey and work on projects that seem interesting at the time. And I keep writing. It’s more fun that way to let the path unfold before me.

What’s the best advice you’d give someone just starting out in their CX career, or just starting to transition from a related discipline like call-center or customer service management?

Practice listening and clear communication every day. Try to understand the challenges your co-workers and customers face and look for opportunities to improve life for them at work. Even the smallest change like modifying a step in a process or working in a different order or collaborating differently could make a huge difference. Try to be the person who makes people’s day better and reduces their day-to-day challenges.