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UNVEILING THE FUTURE OF IT
LEADERSHIP
Do you remember the first time you used a smartphone? It wasn’t just a phone anymore— it was a camera, a map, a personal assistant, and a gateway to a world of apps. That small device redefined our expectations of technology, blending convenience with endless possibilities. For CIOs, the landscape they navigate today mirrors that same leap forward— except on a much grander scale.
This issue of CIO Magazine is all about those leaps. The role of the CIO isn’t just about managing IT anymore; it’s about steering the ship through the currents of digital transformation. AI and machine learning are no longer futuristic concepts—they’re here, reshaping business as we know it. Whether it’s smarter decision-making or tailoring customer experiences like never before, CIOs are using AI to push boundaries. But here’s a question: are you driving AI, or is AI driving you?
Then there’s the cybersecurity puzzle. It’s not just about firewalls and passwords anymore—it’s about trust. This month’s cover story highlights Ejona Preçi, a Global CISO making waves at Lindal Group and a voice for diversity in cybersecurity. Her insights are a reminder that resilience isn’t just about systems; it’s about leadership with heart and vision.
And let’s not forget sustainability—because let’s face it, what’s the point of technological innovation if it doesn’t leave the planet better for future generations? From green software to energy-efficient data centers, CIOs are leading the charge toward responsible IT practices.
Of course, the new era of remote and hybrid work has its own quirks. Balancing productivity with flexibility? Ensuring secure connections while your team works from their kitchen tables or coffee shops? That’s a daily reality for today’s CIOs.
Through it all, one thing is clear: diversity isn’t just a nice-to-have; it’s a game-changer. As leaders like Ejona demonstrate, inclusive teams bring richer perspectives and smarter solutions to the table.
This issue unpacks these challenges and opportunities with stories, strategies, and a touch of inspiration. So, grab a coffee—or maybe your smartphone—and dive in. Let’s explore how CIOs are shaping the future, one innovative idea at a time.
Enjoy Reading!
Sarath Shyam
EJONA PRECI
Group CISO, LINDAL Group, Founder & President WiCyS Germany
ADVOCATING
FOR DIVERSITY & INCLUSION WITHIN THE CYBERSECURITY REALM
COVER STORY
Adesegun Orafidiya
Shaping a Better World through Digital Excellence
TECH TALKS
Don Baham 34 Chief Information Security Officer, Rubicon Founders Pioneering a Secure Digital Future
Lynn Mucciano
46 Vice President, Global Hotel Brands, Tambourine Creating Meaningful Partnerships & Community Impact
COVER STORY
EJONA PRECI
GROUP CISO, LINDAL GROUP, FOUNDER & PRESIDENT WICYS GERMANY
ADVOCATING FOR DIVERSITY & INCLUSION WITHIN THE CYBERSECURITY REALM
Ejona Preçi is a cybersecurity expert with over a decade of experience in the field, demonstrating a profound dedication to promoting diversity within the cybersecurity realm. She holds the position of Global CISO at Lindal Group and serves as the President for WiCyS Germany. Ejona has earned recognition as a prominent figure in the industry, garnering features in online magazines and social networks for her roles as a mentor, author, podcaster, community builder, and keynote speaker. She is an avid writer, actively crafting articles, and industry news on cybersecurity topics. Ejona has been recognized as one of the Global 40-under-40 in Cybersecurity for 2024 and was awarded the Cybersecurity Woman of the Year 2024 Trophy in Las Vegas.
Recently, in an exclusive interview with CIO Magazine, Ejona shared her professional trajectory, insights on the most difficult cybersecurity issues to watch out for, the best piece of advice she has ever received, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
AI is reshaping almost every aspect of our lives, and with that comes a new wave of cybersecurity challenges that we need to be vigilant about
Hi Ejona. Can you share a little bit about yourself and how you got into cybersecurity?
I'm Ejona, a cybersecurity geek during the day and a podcaster, writer, and community builder in the evenings. As a lifelong learner, I enjoy discovering new tech advancements and sharing this knowledge to contribute to the field of cybersecurity and help make it better.
Beyond my professional pursuits, I'm also an avid traveler, sports enthusiast, and mindfulness aficionado.
My tech journey began in university, and my first job as an IT Specialist was both exciting and challenging. Early on, I fell victim to a sophisticated phishing attack. It was a humbling experience that left me feeling overwhelmed and embarrassed. How could an IT specialist fall for a phishing scam? This incident was a wake-up call, exposing my vulnerabilities and sparking my interest in cybersecurity at the same time.
Determined to learn more, I transitioned to a cybersecurity role within a consulting firm. Was I fully prepared? Probably not. But sometimes, the scariest leaps lead to the most rewarding experiences. At the beginning, I wrestled with imposter syndrome and felt constantly behind, but I persevered.
Over the years, I've worked in various cybersecurity domains across industries like Government, NGOs, Banking, the Big 4, and Mobility. After a whirlwind of certifications and hard work, I now have over a decade of experience. Today, I lead the defenders' lineup, educate others on staying secure online, and advocate for diversity and inclusion in the field.
Can you please tell us about your podcast, ‘Cyberstar Talk Podcast’? What is its mission and vision?
Recognizing the need for accessible and engaging cybersecurity content, I launched ‘Cyberstar Talk Podcast’ to serve as a valuable resource for both professionals and enthusiasts in the field.
The mission of ‘Cyberstar Talk Podcast’ is to demystify cybersecurity and make it relatable and understandable to a broader audience. I aim to provide insights on emerging threats and offer engaging interviews with influential cybersecurity figures from around the world. My goal is to create a community where cybersecurity knowledge is accessible to everyone and to encourage more people to get involved in the field.
One of the key aspects of the podcast is communication. I believe that simplifying complex topics and making them relatable is crucial. I break down technical jargon into everyday language using analogies that resonate with listeners' personal experiences. Storytelling is also a powerful tool I use to make topics stick. By sharing real-world incidents and case studies, I engage the audience emotionally, showing the real impact of cybersecurity on their lives.
On the podcast, I invite guest experts to provide different perspectives and delve into specifics in a way that's digestible.
I wanted this podcast to be something people can listen to on the go—whether they’re commuting to work, taking a walk, or just relaxing at home. It’s designed to fit seamlessly into their daily routines while providing valuable insights and knowledge.
In essence, ‘Cyberstar Talk Podcast’ is all about making cybersecurity approachable, engaging, and inclusive.
Cybersecurity isn't just about black hoodies and code; there's so much you can do without being too technical
Based on your extensive experience, what are the most difficult upcoming cybersecurity issues to watch out for, especially in today’s AI era?
AI is reshaping almost every aspect of our lives, and with that comes a new wave of cybersecurity challenges that we need to be vigilant about. Here are some of the most pressing issues to watch out:
Data Poisoning: AI models rely heavily on data, and poisoning attacks, where adversaries manipulate training data, will become a significant risk. This can degrade AI system performance or cause them to behave unpredictably.
Deepfakes: AI-generated deepfakes can convincingly mimic voices and appearances, leading to sophisticated hoaxes and scams.
Automated Code Generation for
Malware: AI has lowered the barriers for creating sophisticated malware. Non-technical individuals can now generate malware, and AI can develop polymorphic malware that evades traditional security measures.
Model Inversion and Extraction
Attacks: These techniques allow attackers to infer sensitive information from AI models or extract the models themselves, posing risks to privacy and intellectual property.
AI Governance and Accountability:
The rapid deployment of AI technologies is outpacing regulatory frameworks. Ensuring accountability, transparency, and ethical use
of AI will be critical to mitigating risks associated with misuse and unintended consequences.
Privacy Violations: AI's ability to access and analyze vast amounts of data can lead to privacy breaches, where sensitive personal information is inadvertently exposed or misused.
Convincing Phishing Emails: Attackers are using AI tools to craft high-quality phishing emails that are almost indistinguishable from legitimate ones, making them more convincing and harder to detect.
Bias in AI Systems: AI systems can inherit biases from their training data, leading to unfair or discriminatory outcomes. These biases can be exploited to manipulate AI decisions unethically.
What does working in cybersecurity mean on a practical level, and what kinds of skills/personality traits are an asset in the field?
Working in cybersecurity means being constantly on your toes, ready to learn and adapt to new threats. You must think like a hacker and react faster than them to protect critical business information. I do consider the following skills and personality traits essential:
1. Effective Communication: It's crucial to explain security concepts in a way that non-technical stakeholders, including senior executives and board members, can understand. Translating complex technical issues into clear, concise explanations is key.
2. Strategic Planning: Developing and executing comprehensive cybersecurity strategies that align with the organization's objectives is vital.
3. Business Acumen: Understanding how the organization operates and what its goals are helps in integrating cybersecurity effectively into the business.
As AI becomes more integral to cybersecurity, I’d encourage cybersecurity professionals to upskill themselves and actively engage with AI communities, attend conferences, and participate in forums to stay updated on the latest AI developments in cybersecurity.
In essence, working in cybersecurity is demanding but incredibly rewarding. It requires a mix of technical skills, strategic thinking, and effective communication, all while staying ahead in the rapidly evolving tech landscape.
What are your thoughts on diversity and inclusion in your field? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
Diversity and inclusion in cybersecurity are crucial, but we still have a long way to go. While we are making progress, the participation of women and other underrepresented groups remains low, with women (as the largest group) making up only 20-25% of the cybersecurity workforce globally. It's essential to bring in professionals from various backgrounds, cultures, ethnicities, and experiences to enrich our field with diverse perspectives and innovative solutions. Discrimination seems to be an entry barrier, sometimes. In my career, however, I’ve been fortunate not to face gender discrimination from male colleagues, who have always shown me respect.
The rapidly evolving nature of this field excites me, and I aspire to stay on the cutting edge of the latest developments, ensuring I can contribute effectively and make a meaningful impact
Authentic conversations with leaders, professionals, and changemakers are vital to fostering acceptance and inclusivity in the field. We need to actively engage in discussions that highlight the importance of diversity and the value it brings.
Organizations and governments are already taking significant leaps to lower barriers for women and other underrepresented groups through education and mentoring programs. This is encouraging more women, especially young girls, to embrace cybersecurity with confidence, proving that this field is not just for men.
Cybersecurity is for everyone! It is essential though, to ensure that individuals are hired based on their skills and merit, not just their membership in a particular group. By promoting diversity and inclusion authentically, we can build a stronger, more innovative cybersecurity workforce.
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? I love this question. The best piece of advice I've ever received is, "Do not be afraid." Failure
is part of the journey, and nobody was born an expert. Every setback is a lesson in resilience and perseverance. It's through trying, failing, and trying again that we grow and succeed.
I've been fortunate to be part of amazing communities and meet wonderful people who made my journey smoother and more enjoyable. Communities are treasure troves of knowledge and skills, where you can learn from others' experiences and share your own. I'm grateful for all the decisions I've made and the experiences I've had—they've all shaped who I am today.
Mentors have been crucial in my journey. Their guidance and support have been like lighthouses, illuminating my path and helping me navigate challenges.
Cybersecurity isn't just about black hoodies and code; there's so much you can do without being too technical. With AI assistants now available for almost everything, you're empowered to tackle even the things that intimidate you. If you have a true calling for this field, take the leap and jump in.
For building a successful career in cybersecurity, you need to blend four essential ingredients: a positive attitude, curiosity, problemsolving skills, and continuous learning
What’s a major aha! moment you had related to cybersecurity, either personally or professionally?
A crucial moment for me in cybersecurity came while I was working as a cybersecurity consultant. I was leading a highly confidential project involving forensic analysis for a massive data breach. This experience underscored the critical importance of security measures and the meticulous diligence required to protect sensitive information. It was a turning point in my career, highlighting the gravity of the field and my role within it.
My journey in cybersecurity has been a rollercoaster, filled with exhilarating moments like preventing potential breaches, crafting robust security strategies, and delivering keynotes. These highs make all the hard work worthwhile and reaffirm my passion for this field.
However, there have also been challenging times when complex topics felt overwhelming or new threats emerged faster than we could adapt. During these moments, doubt would creep in, making me question if I was doing well enough. Yet, these moments of uncertainty have never made me regret choosing cybersecurity as a profession.
I believe these moments of doubt are essential. They have propelled me to learn more, evolve, and grow. They made me realize that working in cybersecurity isn't about having all the answers but about the relentless pursuit of solutions to protect what is most valuable.
Where
would you like to be in the next
5 years?
Serving. In the next five years, I see myself continuing to serve the cybersecurity field,
offering my expertise to organizations, governments, individuals, and societies. I firmly believe that learning in cybersecurity is a never-ending journey, and I plan to deepen my knowledge, particularly in AI and its applications in cybersecurity. The rapidly evolving nature of this field excites me, and I aspire to stay on the cutting edge of the latest developments, ensuring I can contribute effectively and make a meaningful impact.
Which technology are you investing in now to prepare for the future?
Well, it’s definitely AI and Quantum Computing. AI is transforming everything across all sectors, including cybersecurity. It's revolutionizing our jobs, our efficiency, and even our purpose. This is arguably the biggest technological and social change we’ve ever faced. While AI can be a double-edged sword, empowering both cyber defenders and attackers, its potential is immense. In cybersecurity, AI can automate complex tasks and detect threats more efficiently, enabling us to act faster and smarter. It excels at analyzing vast amounts of data quickly to identify potential risks, which is a game-changer. We are seeing AI powered tools emerging, that conduct behavioral analysis and create customized training for various cybersecurity topics.
Quantum computing is another frontier poised to reshape cybersecurity. Its immense processing power could potentially break today’s encryption, so we need to develop new forms of encryption that can withstand quantum attacks. Looking ahead, I believe these technologies will become integral to cybersecurity strategies. The industry will evolve to be more proactive rather than reactive, leveraging emerging technologies to stay ahead of threats.
What advice
would you offer others
looking to build their career in cybersecurity?
For building a successful career in cybersecurity, you need to blend four essential ingredients: a positive attitude, curiosity, problem-solving skills, and continuous learning.
First, attitude is everything. You might be highly skilled, but without the right communication and collaboration skills, you’re setting yourself up for failure. Be open to working with others and always listen actively.
Curiosity drives you to ask "why" and "how" when others might just accept things at face value. This trait pushes you to explore, fail, and ultimately learn more in a shorter time.
Problem-solving is at the heart of cybersecurity. Think critically and creatively to find solutions. Get involved in hands-on projects at school or work, even if it's not your job. Practice is key.
Continuous learning is non-negotiable. Technology evolves at a crazy speed, and in cybersecurity, the learning never stops. Keep updating your skills, whether it's learning about the latest threat or mastering a new tool.
For newbies wanting to develop these qualities, start by nurturing a curious mindset. Dive into tech blogs, podcasts, and webinars. Engage in online communities or local meetups. Cultivate your problemsolving skills by participating in hackathons, CTF competitions, or working through cybersecurity scenarios. Take advantage of free online courses, certifications, and workshops. Follow industry leaders on social media, and never be afraid to ask questions. There are no stupid questions!
Frank Sweeney
CIO, Arizona Department of Child Safety
Shaping a Better World through Digital Excellence
Frank Sweeney is a visionary Chief Information Officer (CIO) transforming Arizona’s Department of Child Safety (DCS) through innovative, people-centred technology. With experience spanning start-up’s, major corporations, and government, Frank pushes the boundaries of public-sector tech. Known for his high energy and commitment to impactful change, he brings strategic insight and empathy to his work, creating solutions that meet the needs of those he serves. By fostering a culture of innovation, he empowers his team to excel in today’s dynamic environment. Frank’s dedication ensures Arizona’s public sector remains agile, efficient, and prepared to improve lives through technology.
Recently, in an exclusive interview with CIO Magazine, Frank shared his professional trajectory, insights on the evolution of CIO role over the last few years, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
How did you first become interested in technology, and what propelled you into it?
Technology hooked me at an early age. I think it started as a curiosity about how things worked, and then it quickly turned into a passion for finding solutions to complex problems. I've
always seen technology as a tool to serve people and make their lives better. What truly propelled me into this field, though, was the thrill of bridging the gap between what we know and what we can achieve through innovation. It's a journey of constantly pushing the envelope, and that’s what keeps me going.
What do you love the most about your current role?
What I love most about my role is being able to make a meaningful impact. Every decision has the potential to improve someone’s day, streamline a process, or solve a real problem. It's not about leadership for leadership's sake-it's about helping people, creating better systems, and leaving things better than we found them. Plus, I get to work alongside talented, passionate people who inspire me daily. That sense of camaraderie and shared purpose is what fuels me.
How have you seen the role of the CIO change in the last 5-10 years, and what changes do you see on the horizon in the years ahead?
The CIO role has evolved from being primarily about managing technology infrastructure to becoming a key player in shaping business strategy. In the last decade, we've shifted from
a focus on keeping the lights on to truly driving transformation-helping organizations innovate, stay agile, and respond to rapid change. Looking forward, I think the CIO will play an even larger role in leading cross-functional initiatives that blend technology with business goals, and as AI and data continue to explode, we’ll be at the heart of ethical tech decisions and workforce adaptation.
What new technologies and cultures/ methodologies do you think will define the future workplace, and what is the CIO's role in helping design and deliver these?
AI, machine learning, and automation are already reshaping the workplace, but I think we'll see a growing focus on data ethics and people-centric tech. Methodologies like agile and design thinking are going to stay crucial because they keep people at the center of solutions. The CIO's role will be about weaving these technologies and
THE CIO ROLE HAS EVOLVED FROM BEING PRIMARILY ABOUT MANAGING TECHNOLOGY INFRASTRUCTURE TO BECOMING A KEY PLAYER IN SHAPING BUSINESS STRATEGY
cultures together in a way that makes work both meaningful and productive. Ultimately, we’re here to create environments that allow people to thrive and solve human problems in a smarter, more connected way.
Is there a particular person you are grateful for who helped get you to where you are?
Absolutely. Many people have influenced me over the years, but my mother stands out. She taught me the importance of patience and perspective, showing me that sometimes the greatest achievements come from choosing which battles to avoid and keeping focused on your goals. I’m deeply grateful for the example she set and for others who have guided me along the way. They all taught me to stay true to myself and always prioritize people first.
What does the term "authentic leadership" mean to you?
To me, authentic leadership means showing up as yourself and being transparent about your intentions. It’s not trying to fit a mould or playing to a title, but being genuinely committed to helping people and solving problems. Authenticity isn’t about being perfect; it’s being honest, listening, and letting others see your humanity. It's helping others become better and leading with empathy.
What are some of your passions outside of work? What do you like to do in your time off?
Running has been a big part of my life. I still enjoy it as a way to clear my mind and stay grounded. I also love spending time outdoors, connecting with nature, and reflecting on life. And of course, I’m passionate about storytelling-whether that’s
MY BIGGEST GOAL IS TO CONTINUE GROWING AND, EVENTUALLY, STEP INTO A LEADERSHIP ROLE WHERE I CAN HELP DRIVE TRANSFORMATION ON AN EVEN BROADER SCALE
through speaking engagements or just sharing stories with friends.
Which technology are you investing in now to prepare for the future?
I’m focused on generative AI and data analytics. Both are transformative tools that can unlock new ways to understand and solve complex issues. By investing in these areas, I see the potential to amplify human impact and make informed decisions faster and with more accuracy. Preparing for the future is about enabling insights that drive better outcomes.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to continue growing and, eventually, step into a leadership role where I can help drive transformation on an even broader scale. In five years, I see myself leading an organization with a purpose-driven approach, leveraging technology to make meaningful changes that benefit real people. It's about leaving a lasting impact and inspiring others to see how powerful they are in making a difference.
What advice would you give to aspiring technology leaders who aim to make a positive impact in their organizations and the industry as a whole?
Focus less on being a "leader" and more on being someone who serves others. Embrace continuous learning, especially from the people around you. Find ways to connect technology to real human needs and be humble enough to listen and adapt. In the end, success is about making things better for people and leaving a positive mark. Leadership is just a by- product of being genuine, purposeful, and committed to growth.
AGILITY: KEY TO CONSUMER CENTRICITY & COMMERCIAL ADVANTAGE
Adesegun Orafidiya
Adesegun is an IT executive and business leader with two decades industry experience across various sectors. Robust professional experience over the years, leading and delivering digital transformation, enterprise agility, innovation, strategic business/technology alignment, and portfolio/ projects across multiple geographies and diverse cultural environments across the globe. Adesegun is an experienced and certified Enterprise Agile Coach and a thought leader who is passionate about the Organisational/ Commercial advantage of Agile & Digital Transformation, helping organisations and teams embark and progress on Agile/ Digital Transformation for organisational/ business impact. Speaker at multiple events and has received multiple awards, recognising his contribution and impact in Business Transformation. Awarded Chartered status by the British Computer Society (BCS), United Kingdom, and Canada’s Association of IT Professionals (CIPS). Actively involved in the coaching and mentoring of young professionals and a volunteer certification assessor of the British Computer Society. Adesegun is an MBA graduate of the University of Manchester, United Kingdom. He recently won the CIO & C-Suite Africa CIO Awards (2023) and the BAT Empowerment Award (2024) for Digital Transformation and Innovation Leadership.
The Case & Context
Many leaders agree that an important attribute they look out for when evaluating talents for senior leadership positions is emotional intelligence. While social and intelligence quotients are important, individuals with high emotional quotients have a higher chance of being successful in leading other individuals.
In today’s world, businesses and organisations seeking success now and into the future will have to focus more on their consumers, raising their consumer quotient in a similar way that the emotional quotient plays in the case of individual success. Of course, the product and people quotients are important, but consumers are now increasingly having more say in an organisation's success and sustainability.
Delivering innovation with speed to ensure a two-way business-consumer value delivery, having the courage to do better than competition, being innovative, trying and failing safely,
creating a psychologically safe space for people to feel comfortable bringing their ideas to the table, and having the right level of autonomy are all key ingredients to living an agile enterprise.
The industrial revolution, from mechanisation in the 18th century through the technological evolution of the 19th and 20th centuries to the
DIGITAL AGE of the 21st century, compels organisations to become more agile, understand changing and fragmented consumer needs, and leverage technology and digital as one means to gain and sustain commercial advantage.
It’s a VUCA (Volatile, Uncertain, Complex, Ambiguous) world and as Jeff Bezos put it “the only sustainable advantage you can have over others is AGILITY. That’s it. Because nothing else is sustainable, everything else you create, somebody else will replicate”. This further underlines the need for enterprise agility.
Companies that have embarked and progressing on their agile transformation journey through
COMPANIES THAT HAVE EMBARKED AND PROGRESSING ON THEIR AGILE TRANSFORMATION JOURNEY THROUGH AN IMPROVED WAY OF WORKING, EMPOWERING THEIR PEOPLE AND STRONGLY USING DIGITAL & TECHNOLOGY AS A MEANS OF AGILITY AND CONSUMER FOCUS HAVE EXPERIENCED EXPONENTIAL IMPACT ON BUSINESS RESULTS
an improved way of working (breaking silos, taking an economic view of products value etc), empowering their people and strongly using digital & technology as a means of agility and consumer focus have experienced exponential impact on business results.
Leadership; The Start Point
Leadership and a clear sense of purpose are key to success. Seeking agility or an agile transformation for the sake of it is a sure recipe for failure. Hence, the need for the leaders of an organisation to evaluate its current state and determine if the business will benefit from an agile transformation – a burning platform or visionary leadership. There are quite a number of tools that can help an organisation evaluate different aspects of the business to come to a position.
Once the need is established, it’ll be helpful to set up a Drive team and champions, consisting
ENGAGING WITH A WIDER TEAM, THE DRIVE TEAM AND CHAMPIONS DEFINE THE FOCUS AREAS FOR THE TRANSFORMATION, CREATING A ROADMAP AND SUSTAINING THE ENERGY AND ENGAGEMENT ACROSS THE ORGANISATION THROUGH THE JOURNEY
of members who are respected and influential across the different functions of the organisation, given the broad direction from the leadership, to take the transformation forward.
Engaging with a wider team, the drive team and champions define the focus areas for the transformation, creating a roadmap and sustaining the energy and engagement across the organisation through the journey.
Also important for leadership to empower the teams and commit to resources and funding the agile transformation.
Hit The Bull’s Eye!
Aligned to its strategy, every organisation/ business starting on its transformation journey will have to define the focus areas of most impact and benefits for agility. Not cast in stones, as achievements are being recorded in specific areas, the priorities can be recalibrated through the journey. The important thing is to ensure that the desired results are being achieved.
Commonly, the focus areas for Agility are seen across 4 themes: Customer Centricity, Speed to Market, Operational Efficiency/ Productivity, and People Empowerment/ Engagement. A closer look at each area below.
Consumer
Centricity:
Businesses look for opportunities to understand their consumers/ customers better and make better decisions on products and offerings for consumer and commercial advantage. It’s about driving meaningful engagement between brands and consumers, building and leveraging data assets, stimulating and delivering innovation and making consumers/ customers advocates of their brands.
Speed to Market:
For many industries, time matters! It has been seen to be beneficial to organisations to go to the market with a minimum viable product for fast customer feedback and incremental product improvement over time. Taking the features with the most value first. Taking an economic view optimises value for the consumer/ customer and the business. Waiting to get all the facts right before going to market has been proven not to optimise value for businesses. Organisations that have embraced the ‘done is better than perfect’ and innovative mindset have created significant wins in the marketplace.
Operational Efficiency/ Productivity:
It’ll be difficult for organisations that seek the previous two focus areas to attain a significant level of success without an adequate level of operational efficiency to create and sustain them. Organisations seek to make their business processes smarter through digital & automation for improved productivity and efficiency – minimising process length, reducing or eliminating bureaucracy, and minimising human errors that can impede the flow of work & value.
People Empowerment/ Engagement:
Perhaps, the most important of the 4 focus areas, here mentioned. Organisations are as smart and innovative as their people. The need to ensure the right people understand and are empowered along the transformation journey cannot be over-emphasised. A clear people engagement & communication strategy, capability development plan and drive for actualisation are key to success.
FOR STRATEGIC AGILITY AND OPTIMISED VALUE, THE DELIVERY
ACROSS
THE FOCUS AREAS CAN BE MANAGED THROUGH
A SYNCHRONISED PLANNING AND CADENCE, HAVING CROSS-FUNCTIONAL TEAMS ACROSS EACH FOCUS AREA, WITH A SPONSOR OR PRODUCT OWNER FOR EACH VALUE STREAM
Strategic Alignment & Delivery Across The Value Chain
For strategic agility and optimised value, the delivery across the focus areas can be managed through a synchronised planning and cadence,
having cross-functional teams across each focus area, with a sponsor or product owner for each value stream.
The value stream approach offers the advantage of effective coordination, improved transparency and flow, effective management of risks and dependencies, predictability and flexibility on deliverables based on business dynamics as well as a clear line of funding and financial management. This provides the organisation/ business a clear view of its performance against its strategic objectives per time and the platform to drive great results, closing any gaps. Often, the CEO (or delegate) has an overall ownership of the value portfolio or program.
This approach de-emphasises functional silos and promotes collaboration, innovation, and speed to delivery.
Conclusion
In the digital era, organisations that are more consumer-focused will have a higher chance of being successful for now into the future. Consumer preferences are fast-changing and fragmented, partly because of the enormity of data available at their fingertips.
This requires organisations to become more agile in meeting consumer needs. Doing things in the old way is certainly not the way to be nimble as an organisation. Therefore, an organisational mindset shift in terms of being agile in the ways of working and people empowerment and capability building are essential in today’s business world.
Also, very crucial is gaining agility through the intelligent application of technology & digital for business advantage as we have seen many organisations amplify their agility and business outcomes through this means.
Want to Sell or find Investor for your Business?
Pioneering a Secure Digital Future
Don Baham
Chief Information Security Officer, Rubicon Founders
Don Baham is a business-focused Chief Information Security Officer and Security Technologist with 20+ years of experience in enterprise technology, and 15 of those years in information security. He is highly skilled in the planning and development of information cybersecurity strategy and best practices in support of the information technology architecture. In his current role as Chief Information Security Officer at Rubicon Founders, Don is responsible for Information Security and IT Risk & Compliance for the Rubicon Founders portfolio of companies, prioritizing investments that strengthen defenses, achieve compliance, increase cybersecurity maturity, and reduce risk.
Don has earned a Bachelor of Science degree from Western Governors University and several industry certifications including Digital Directors Network Qualified Technology Expert (QTE), EC-Council Certified Chief Information Security Officer (CCISO), ISC2 Certified Information Systems Security Professional (CISSP), and ISACA Certified Information Systems Auditor (CISA).
Recently, in an exclusive interview with Digital First Magazine, Don shared his professional trajectory, insights on the evolving role of CISO in the next 5 years, personal hobbies and interests, his favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Don. What drew you to cybersecurity, and how did you begin your career in this field?
I fell into information security. It was not something I sought out initially. While working for an IT consulting firm in a system administrator role, I was asked if I had any interest in security and risk management. The consulting firm had a separate division focused on risk management and security consulting. I enjoy change so in 2009 I said yes to security without really knowing what I was saying yes to. Beyond saying yes to my amazingly supportive wife on our wedding day in 2003, that turned out to be one of the best “Yes” answers in my life.
My manager at the time mentored me through an accelerated onboarding to learn Linux (Ubuntu), penetration testing techniques, and the necessary tooling. I soon learned most of our client engagements included physical social engineering and penetration testing. Soon enough I was on assignment trying to break into financial institutions, high rise office buildings, and datacenters (all legally of course). I’m grateful to have started my cyber career through red team work, the thrill of the chase always got the heart racing. Pen testing was also a good use of my system and network administration experience from the previous 10 years working in infrastructure administration.
SECURITY IS AN INTEGRAL PART OF HOW WE STRUCTURE COMPANY OPERATIONS
FROM THE BEGINNING OF THE LIFE OF A PORTFOLIO COMPANY, SO MY TEAM IS IN THE EARLY CONVERSATIONS AS THE BUSINESSES ARE FORMING
What do you love the most about your current role?
As I mentioned previously, I enjoy change and in my current role there is constant change. I also enjoy building, and my position allows me to do that as well. Starting new companies and participating in acquisition transactions means I am continually pulled into new projects with diverse requirements. The environment allows space to strategize and create while also holding on to performance outcomes. Security is an integral part of how we structure company operations from the beginning of the life of a portfolio company, so my team is in the early conversations as the businesses are forming.
What skills and expertise do you believe are essential for data professionals to develop in the next 2-3 years, and how are you investing in talent development within your organization?
Most important to me are the less tangible skills such as resiliency, adaptability, and emotional intelligence (EQ). Resiliency is a secret superpower - it allows us to bounce back from all the inevitable glitches, bugs, and project hiccups. When things go off the rails (and they will), we need to dust ourselves off, learn from it, and keep going. Adaptability provides the ability to be a tech chameleon. New tools, shifting goals,
sudden changes - it’s all part of the game. Staying flexible keeps us ahead, no matter how fast things move. And finally, EQ - that’s the secret sauce for working with people. Technology may run on code, but teams run on emotions. Being able to read the room, support colleagues under pressure, and keep cool when things heat up. That’s just as important as solving the toughest security challenge.
How do you stay current with emerging trends and technologies in data and analytics, such as AI, machine learning, and cloud computing?
The top three ways I stay ahead on current and emerging trends are: networking, networking, and more networking. Peer groups and security associations are the primary way that work for me to make sure I’m keeping up with and stay ahead of the curve. Cultivating authentic community with peers, tangent industries, and people I admire are vital to my success in this area. For example, with AI, as security leaders we must be out in the lead learning about how businesses are going to leverage AI as a competitive advantage and solution ideas to do so as securely as possible. There are plenty of technology and business
focused conferences, workshops, and get togethers where these topics are being discussed and debated. We must take the initiative to find our way into those conversations to keep pace with the businesses we are helping to protect.
How do you envision the role of the CISO evolving in the next 5-10 years?
I would like to say the CISO role will continue to gain importance in organizations everywhere and security in general will rise to the level of visibility it should have been for some time. I’m not as optimistic as others on this evolution. For that evolution to be successful, I believe CISOs need to be working on the skills that will help them be seen as a member of the executive team. CISOs need to understand sales, marketing, budgeting, enterprise risk, operations, human capital management, etc. As a well-rounded executive, CISOs have an opportunity elevate their profile and positively impact in an organization. But I’m not seeing a majority of CISOs grab onto this thought process yet. And so, I think what could happen over the next 5-10 years is the CISOs that are focused on non-cyber professional
AS A WELL-ROUNDED EXECUTIVE, CISOS HAVE AN OPPORTUNITY ELEVATE THEIR PROFILE AND POSSITIVELY IMPACT IN AN ORGANIZATION
development and broader impact will end up moving on to other C-level roles such as CIO or COO and leaving the traditional CISO role to those who want to stay more technical and less involved in the rest of the business. The good news if this holds to be true is that we will have more senior level executives with cybersecurity expertise throughout various functions.
Is there a particular person you are grateful for who helped get you to where you are?
About 12 years ago, through an acquisition, I was put under a leader named David and he really challenged me to think differently. He was very different than any of the other leaders I had up until that time in my career. And I’m grateful that was the case. He saw something in me I didn’t see in myself, and he cared enough to invest time with me. He was a big thinker, a visionary, and very deeply invested in people. One tangible example of what he walked out in his leadership style was real delegation. As I was working on myself to be a better leader, I watched how he delegated responsibilities to team members including me. Delegation was not something that came naturally to me as I was a bit of a perfectionist when it came to work product. But David was able to quickly build initial levels of trust and delegate small and large responsibilities and truly let those team members run with their assignments. While the outcomes may not have been exactly what he would have done, the level of trust he built by the way he delegated was something I never forgot and was something I worked on for several years after learning the right way to delegate from him.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I need time away from work, technology, and the cyber world. I have a beautiful family including my wife, three daughters, and two dogs. Spending time with my family, spending time in nature, spending time with God, and spending time not staring at a screen help me to find joy and inspiration. My true source of strength is found in God and without that foundation, I know the stress of this job and life in general would be too overwhelming.
What is your favorite quote?
“With man this is impossible, but with God all things are possible.” - Jesus
Where do you see yourself in the next 5 years?
An empty nester enjoying time with my wife while still enjoying building and leading teams and organizations.
What advice would you give aspiring cybersecurity professionals?
The job market is tough right now, but don’t give up. We need more cybersecurity professionals. If you are serious about entering the field, be prepared to take a technology-focused job first, rather than jumping right into a security position. Take the help desk job or data analyst position and find your way to a security position from there. Having some related experience will give you a good foundation for the first cyber role. And network, network, network. Don’t try to go at this career alone. Get into professional associations or meetups and keep expanding your network. You never know who you might meet.
TACKLING UNCONSCIOUS BIAS IN RECRUITMENT, RETENTION, AND CAREER ADVANCEMENT OPPORTUNITIES
Elizabeth Willetts
Elizabeth Willetts is the Founder of Investing in Women - a femaleempowering job board and community helping family-friendly AND forward-thinking employers hire professionals looking for fulfilling flexible and part-time work. She is an experienced Recruiter with over 17 years of experience - both in-house at one of the Big 4 and from one of the UK's largest recruitment agencies. Elizabeth is also a mum to two daughters - Emily and Annabelle (and a Labradoodle called Dougal). She is a passionate believer in the power of part-time and flexible work to retain women in the workplace and close the gender pay gap. Her debut book, Flex - a dynamic guide for anyone wanting to build a successful career ― on their terms is due out in January 2025.
“We’ll offer the role to the lady in her 40s rather than the 30-year-old, please. We’re just worried the 30-yearold might get pregnant.” These were the words uttered to me by a client when confirming which candidate they would like to make a job offer to.
And no - it wasn’t in the 1950s, but in 2009 when I worked for a leading Recruitment Agency and was helping a Mayfair-based Hedge Fund recruit an Accountant for their team.
And yes - this may have been 15 years ago, but unfortunately, discrimination in the
workplace still exists - much of it because of biases we all hold (unconscious or otherwise).
So, what is unconscious bias?
Unconscious biases are those sneaky, snap judgements we make about people without even realising it. We all have them. They're like the mental shortcuts our brains use to quickly make sense of the world around us. They occur when people favour those who look like them, share the same social background, or even support the same football team. Any superficial shared attribute can create a bias, often unknowingly.
COMPANIES MUST GET SERIOUS ABOUT ROOTING OUT UNCONSCIOUS BIASES TO BUILD A WORKPLACE THAT TRULY WELCOMES EVERYONE AND INNOVATION THRIVES
This would have been handy in prehistoric times when figuring out quickly if the person in front of us was a friend or foe could mean life or death. But in today's complex, multicultural world, these quick judgments based on someone’s age, race, or any number of other characteristics are often completely misinformed. They can lead to unfairness in everything from who gets hired to who gets promoted.
Biases aren't malicious most of the time; they're simply our brains trying to manage an overload of social information by organising people into groups based on social conditioning or previous experience. Unfortunately, when left unchecked, these subconscious labels can have serious professional and personal consequences, perpetuating inequality and stifling diversity and innovation in the workplace. They can significantly affect recruitment, retention, and career advancement opportunities, inadvertently harming those who do not fit the subconscious prototype held by decision-makers, as well as harming the companies that they lead.
By understanding that these biases are a universal human condition - we all carry them, we can begin to address their impact and work towards more conscious, deliberate decisionmaking. This way, we can leave those outdated instincts in the past where they belong and create a more inclusive future.
How does unconscious bias affect the workplace?
Unconscious bias can significantly impact how talent and performance are judged in the workplace - who gets hired, climbs the career ladder, and gets those golden opportunities
for professional growth? Quite often, these decisions aren't just about who's best for the job, but they're influenced by the personal biases held by those decision-makers who might not even be aware they’re holding them. This can lead to a workplace that's not just too samey but also lacking that rich mix of skills and perspectives that all successful companies need to thrive.
Like with my Mayfair accountant, biases in recruitment and promotion processes can, in particular, hinder women's and ethnic minority’s progress. A US-based study found that applicants with names suggesting they were white got 50% more callbacks from employers than those whose names indicated they were Black. A Yale University study found that science faculty rated male applicants as more competent and hireable than identical female applicants. And almost half of recruiters think those over 57 are too old to hire. The result is that many older candidates try to hide their age on their CVs. These studies highlight just how detrimental biases can be on individuals who don’t fit an ‘ideal’ type.
However, innovation and creativity suffer when everyone on the team thinks alike because they're from similar backgrounds and have the same perspectives. Diverse teams bring varied ideas and ways of solving problems to the table, sparking creativity and better reflecting the needs of a diverse customer base.
Plus, if unconscious bias runs unchecked, it can sour the workplace culture. It creates a space where not everyone feels valued or believes they have a fair shot at success. This can reduce employee morale and engagement, increase costly staff turnover, and ultimately
harm an organisation's performance, profit, and brand.
Companies must get serious about rooting out unconscious biases to build a workplace that truly welcomes everyone and innovation thrives. This means taking a hard look at HR practices—from hiring to promotions and performance reviews—to make sure they’re truly fair and based on merit.
What steps can firms use to mitigate unconscious bias in their recruitment, retention and promotion processes?
Getting a handle on unconscious bias isn’t just about admitting it exists—it’s about actively working collectively to ensure everyone is respected, can have their perspectives heard, and has a fair shot at success. Here’s how many forward-thinking organisations have been levelling the playing field and tackling unconscious bias in their own businesses:
What Doesn’t Get Measured Doesn’t Get Done!
Start with the basics: measure who’s getting hired, who’s climbing the ladder, and who’s getting the pay rises. This isn’t just about having data; it’s about knowing where the gaps are and just how wide they might be. Once you've got the stats, you can see the real scope of the challenge—where you’re nailing it and where you need to up your game, helping you to focus on initiatives that will really move the needle!
Blind CVs
Asking recruiters to remove names, addresses, and even university details from CVs and
applications sharpens the focus purely on skills and experience. This ensures that initial decisions are made based on what really matters—can they do the job?
Diverse Shortlists
Mix it up! Make sure your candidate shortlists reflect the big wide world. This means proactively reaching out and encouraging candidates from underrepresented groups to apply. It’s about widening the talent pool and ensuring that opportunities aren’t just circulating within the same old networks. You could even take this one step further and guarantee an interview for those demographics you particularly want to reach or make it a requirement that a job offer can only be made if someone from a particular demographic makes the interview shortlist.
Diverse Interview Panels
Who asks the questions matters just as much as who answers them. A varied or genderbalanced interview panel means a richer perspective on each candidate’s potential. Different viewpoints can challenge biases that might otherwise slip through unnoticed. It also proves more attractive to candidates if they can see diversity in action!
Staff Training
Knowledge is power, right? Therefore, it is crucial to train staff on unconscious bias and how it can manifest itself in their dayto-day decisions. Equip your team with the know-how to spot and check these biases in themselves and others, turning them into advocates for fairness.
A VARIED OR GENDER-BALANCED INTERVIEW PANEL MEANS A RICHER PERSPECTIVE ON EACH CANDIDATE’S POTENTIAL
Targeting Performance Bonuses to Diverse Teams
Put your money where your mouth is—literally. Structuring bonuses around diversity and teamwork celebrates those who meet their targets and enrich the team dynamic. Salesforce is one such firm that links executive pay to DEI goals. Since February 2022, a portion of Salesforce’s executive variable pay has been determined by four ESG measures—such as increasing the percentage of underrepresented employees in the U.S. and abroad. If you’re serious about creating a more inclusive and fairer workplace, this is one way to focus the team.
These steps aren’t just about ticking boxes; they’re about creating a vibrant, innovative place where everyone’s potential can shine.
Conclusion
Tackling unconscious bias in recruitment, retention, and career advancement isn’t just a moral obligation; it’s a business imperative. Firms that succeed in creating a more balanced and representative workforce will reap the benefits of a broader range of ideas, perspectives, and problemsolving abilities. This enhances innovation and creativity and better reflects the company’s brand and reputation. Ultimately, addressing unconscious bias allows firms to truly say they are meritocratic, promoting a culture where everyone has the opportunity to succeed based on their talent and performance. And what employee doesn’t want that?
Creating Meaningful Partnerships & Community Impact
Lynn Mucciano
Vice President, Global Hotel Brands, Tambourine
Lynn Mucciano is an accomplished leader in the hospitality industry, currently serving as Vice President of Sales, Global Hotel Brands at Tambourine. With over two decades of executive experience, she has spearheaded sales, marketing, and business development for renowned organizations, such as Turnberry Associates, The Procaccianti Group (TPG), Marshall Hotels & Resorts, Vision Hospitality Group, and Prism Hotels & Resorts. Mucciano is known for driving innovation and improving bottom-line profitability.
Mucciano’s work has spanned boutique hotels, global brands, and large-scale property management, making her a key figure in advancing hospitality excellence worldwide. She has successfully managed multi-million-dollar operations, helping reposition brands and streamline operations for optimal performance. She excels in fostering team collaboration, executing comprehensive digital marketing strategies, and enhancing guest experiences across luxury hotel portfolios. Throughout her career, Mucciano has consistently delivered results through a combination of visionary leadership, consultative selling, and deep market insights. Her passion for hospitality extends beyond operational success, focusing on creating meaningful partnerships and community impact.
Recently, in an exclusive interview with CXO Outlook Magazine, Lynn shared her professional trajectory, insights on diversity and inclusion, the secret sauce behind her success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
Hi Lynn. Can you walk us through your background and what you're most passionate about in your work?
I’m fourth generation female in my family in the hospitality industry. I come from a long line of professionally successful women in hospitality that I am very proud of. In my career, I have taken a less than traditional path.
I’ve been fortunate to work predominantly for serial entrepreneurs and have held leadership
roles across various companies such as Prism Hotels and Resorts, Vision Hospitality Group, The Procaccianti Group, Turnberry Associates and Goldman Properties, and now Tambourine. My expertise spans business development, sales strategy, and commercial innovation, particularly within hotel and mixed-use property management sectors. Having had the ability to work cross functionally and creatively, I am most passionate about driving profitability, improving operational
efficiency, and fostering strong partnerships to create exceptional guest experiences across global brands and boutique properties.
What aspects of your current role bring you the most joy and fulfillment?
I have a passion for driving innovation within the hospitality industry. This includes collaborating with global brands and bespoke collections to deliver high-impact commercial strategies, using advanced technology to boost performance, and see tangible improvements in client profitability and market positioning. Additionally, working with diverse teams across the globe, fostering partnerships, brings me great satisfaction.
What emerging trends or innovations excite you for the future of hospitality? There are a few emerging trends that excite me,
Personalization through AI and Data Analytics – Using technology to tailor guest experiences and predict preferences.
Sustainability – Integrating eco-friendly practices into hotel operations, reducing environmental impact.
Hyperlocal Experiences – Creating deeper connections with local culture and unique, immersive offerings at properties.
How do you stay ahead of industry trends and incorporate innovative ideas into your operations?
Tambourine is a commercial strategy incubator for the hospitality industry. We always have innovation at the forefront of our organization. For me, some of the things I try to lean into include
Continuous Learning: Attending industry conferences, reading hospitality reports, and networking with thought leaders to stay informed about trends.
Data-Driven Insights: Leveraging data analytics to monitor market shifts and guest preferences.
Partnerships: Collaborating with our clients to identify pain points that evolve into integrated cutting-edge solutions.
Team Innovation: Encouraging crossfunctional teams to bring forward new ideas and
ENGAGING IN AUTHENTIC CONVERSATIONS WITH LEADERS AND CHANGEMAKERS ACROSS OUR INDUSTRY HELPS BUILD BRIDGES, CREATE AWARENESS, AND DRIVES ACCEPTANCE GLOBALLY
regularly brainstorming to implement forwardthinking solutions across operations. These strategies help us to be constantly evolving.
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 crucial for fostering creativity, innovation, and a more equitable world. Engaging in authentic conversations with leaders and changemakers across our industry helps build bridges, create awareness, and drives acceptance globally. In the hospitality industry, this can lead to better guest experiences, a more inclusive workforce, and alignment with global shifts toward equity.
I’m fortunate that our Tambourine culture thrives on building diverse teams, encourages innovative solutions, enabling us to cater to varied customer needs, while acceptance and respect for different cultures, perspectives, and backgrounds pave the way for more impactful collaborations.
You were recently recognized as one of the Top 50 Women Leaders in Hospitality for 2024. Our readers would love to know the secret sauce behind your success.
Building strong relationships, is probably first and foremost, followed by results, and demonstrating the ability to blend deep expertise with vision, towards transforming operations, fostering innovation, and improving bottomline performance. I also find that having a consultative approach and commitment to team collaboration has been beneficial.
AS WOMEN IN LEADERSHIP, WE OFTEN FACE EXPECTATIONS AROUND NURTURING ROLES, BUT EXCELLING IN LEADERSHIP INVOLVES COMBINING THAT STRENGTH IN RELATIONSHIPBUILDING WITH DECISIVENESS AND CONFIDENCE
In your academic or work career, were there any mentors who have helped you grow along the way?
Two very impactful mentors have influenced my life and career. First was the late Tony Goldman, an entrepreneurial real estate developer, who was instrumental in the urban renewal of the architecturally significant South Beach, Florida. There are too many “Tony-isms” to mention that I rely on! I spent a decade working to revitalize and establish a hospitality and mixed-use presence that remains world class today. He had a profound impact on my work ethic, my growth personally and professionally, and my world view. The other is Philip Goldfarb, now COO of Fontainebleau Development who mentored me for the better part of a decade at Turnberry Associates, and remains a mentor today, as well as a friend. He would say, “The cash register is in the field!” I have never forgotten that and remind myself of this truism regularly.
What’s the best piece of advice you have ever received?
The advice to stay flexible and resilient, embrace new ideas, and always push for excellence- the best idea wins.
What’s a leadership lesson that you’ve learnt that’s unique to being a female leader?
The importance of balancing empathy with assertiveness. As women in leadership, we often face expectations around nurturing roles, but excelling in leadership involves combining that strength in relationship-building with decisiveness and confidence. Leading authentically, while understanding and leveraging
IN FIVE YEARS, I ENVISION MYSELF CONTINUING TO DRIVE INNOVATION WITHIN THE HOSPITALITY
INDUSTRY, PARTICULARLY IN THE REALM OF GLOBAL AND BESPOKE HOTEL BRANDS
emotional intelligence, can be a powerful tool in creating high-performing teams.
What is your biggest stress reliever?
It’s either a complete quiet time in solitude or rocking out at a concert with friends. There is NO in between!
Where do you see yourself in 5 years from now?
In five years, I envision myself continuing to drive innovation within the hospitality industry, particularly in the realm of global and bespoke hotel brands. I also see myself mentoring emerging leaders in hospitality, sharing insights and strategies to help them navigate the complexities of the industry.
What advice would you give to anyone starting out on their career in your industry?
If I could give one piece of advice to someone just starting out in the hospitality industry, it would be to prioritize building strong relationships—with guests, colleagues, and industry partners. Hospitality is all about creating exceptional experiences, and success in the industry often hinges on your ability to connect with people, listen to their needs, and go the extra mile to make them feel valued. A genuine focus on people, combined with a deep understanding of service, will set you apart and open doors for growth in this dynamic industry.
