Emanuela Avina | Innovative Leaders | Exeleon Magazine

EMANUEL AVINA

MAGGIE ADHAMIBOYNTON 30

CIARAMELLO

Building and

Emanuel Avina

Delivering Ingenious Financial Services

Founder & President | Avina Financial Group

Innovation embraces bravery, foresight, and a whole lot of spirit. The basis is simple — to push yourself to do things that have not been done before. Innovation inspires you to wipe out conventional things, be original, go against the grain, and think outside the box.

Riding on the wave of such innovation is an entrepreneur who is calm, unafraid, and knows what he wants. His ideals are based on three strands: honesty, integrity, and prudence, where he is committed to always put the people's best interests irst.

Emanuel Avina is the Founder and President of Avina Financial Group where he delivers the right strategy to realize your retirement dreams. As a trailblazer, he loves to reine his creative side by reading autobiographies, especially of innovative people and leaders.

He is particularly taken in by the enormous ingenuity of Albert Einstein, Alexander Graham Bell, Elon Musk, and Abigail Johnson. He inds it rather interesting to see how their lives may have been different but their common threads— adversity, perceived failures, and ideas— in the journey made them remarkable.

IIHowever, there is a higher source of inspiration that permeates the California-based entrepreneur's life. It is the realization to serve — serve a greater purpose than yourself. “That is the basis of every decision and action that I make,” he shares.

Emanuel also confesses that “we are never a inal product and there are times that we fall off the track or take a detour.” Having said that, if you have a clear North Star, it will always take you back to your core mission and purpose.

ENTERPRISING EARLY YEARS

Growing up, Emanuel was an analytical and imaginative child. He recalls three of the most engrossing stories from his childhood.

The irst story begins at the age of 5 where he lived in a two-storied house with his close-knit family. “My father made a fort of sorts under the stairs leading to the second loor. I would play in that fort for hours using every outit and toy at my disposal,” he shares. While his siblings — a younger sister and elder brother — had different interests, Emanuel spent most of his time with his closest friend - his imagination.

Digging deeper into his childhood days, he says, “Looking back, I created so many adventures and games at a time. After breakfast, I would spend so much time with my imagination and wouldn't come out until almost dinner.”

The next story comes a few years later, when he was eight and one particular tool caught his fancy — a

measuring tape with a digital reader. Although it belonged to his father, he was immediately curious to know more about this 'magical' object.

“It intrigued me what its mechanism was able to achieve and naturally it became my mission to put it to test and igure out how it worked,” he recalls. Easily swayed by his curiosity (once again), he irst tried to measure all sorts of things to see if he could ind an error in the tool and surprisingly, he couldn't.

Then, he went one step further to ind out how it worked and took apart the tape successfully. But his victory was short-lived when he realized that he couldn't reassemble it. “I was never able to put that measuring tape back together and I dreaded having to tell my father about it,” he adds.

Before long, he shared the consequences of his new adventure with his mother. She gently told him to confess the mishappenings, despite being afraid of his father's reaction. To his surprise, instead of punishing him, his father chose to respond in a calm manner as he wanted to encourage Emanuel's inquisitive mind.

To this day, he holds this powerful lesson close to his heart and uses this in his professional and personal life.

His inal story comes from his early teenage years where he decided to save up for not only his college but also his rent, groceries, and other necessities. He started creating a budget by considering the cost of

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STAYING CONSISTENT WITH YOUR VISION

Emanuel's commitment as the Founder and President of AFG along with his team's experienced advisory services has truly transformed the lives of many people.

While he does not endorse any form of micromanagement, he inds it important to mark his presence, his touch, and his feel in every aspect of the business. He looks up to Jim Singega — former CEO and Founder of Costco — for his business management strategies.

“Mr. Singega would visit every Costco at least once a year to make an appearance, see how the business was running and ensure that this brand was keeping up to their reputation. That has very much inspired me to do the same,” he shares.

Moreover, Emanuel's passion for evolutionary action stems from his experiences. He personally advises most of his clients to this day. Besides this, he also holds another facet close to his heart: reduce the distinctive gap in inancial literacy and aim to resolve it in two ways.

The irst way is to organize education workshops at non-proits and also at schools to ensure that many people have access to inancial literacy resources. The second way is to ensure all clients and prospective clients receive a written retirement income plan. He inds that in doing this, his team has provided a solid foundation to make people more inancially aware.

COVER STORY

the college, using the grocery advertisements to budget for food, and relying on PennySaver to igure out the rent.

“At that time there was no internet, or it was in its infancy, so I had to use what I had. And sure enough, after a couple of days I had completed a budget!” he shares. At the age of 12, he researched important things like “what degree I would need to obtain, what school I would go to, what licenses I would need,” and set his eyes and heart on becoming a inancial advisor.

Emanuel also found great role models in his cousins, Paul, and Jose, who made him more conident and optimistic about his future. He shaped his destiny by learning from all of these stories and it inally led him to the inancial services industry. He found his calling by combining his imaginative and analytical side along with his core mission of serving others.

“I guess I never really thought about it until now but since I was a kid there were these breadcrumbs that were leading me on this way from my natural tendencies to my environment growing up to my circle of inluence – it all pointed here,” he concludes.

INTRODUCING 'MORE' TO MORE PEOPLE

Emanuel's passion project, Avina Financial Group, was a result of his decade-long experience in the inancial services industry. It wasn't divine intervention or an unexpected “aha” moment that led him towards this unique journey.

It was his entrepreneurial spirit and commitment to be a leader everywhere he went — amongst his group of friends, in a club or sports team — that snowballed into his next exciting venture.

In fact, his motivation was to get the best results for his people. He says, “I felt a strong calling to start something that was different, independent and without limits for my clients.” He made this possible by using cutting-edge technology and right strategy which was earlier not possible by just being a part of a simple broker-dealer dynamic.

Later, he started researching the best way to deliver the results and it suddenly became apparent to him that establishing a Fiduciary Registered Investment Advisory Firm and operating as an Investment Advisor was the ideal way to succeed.

Since his irm's inception in 2016, he follows a clear mission statement, “To be excellent in everything we do while making a difference in the communities that we work and live in by providing a quality inancial plan that helps our clients Retire with More.”

The intrinsic concept of Retire with More is based on the fact that everyone, by our choice or life's choice, will retire to do more of something — spend more time with family, ind more peace of mind, have more time to travel, or have more time to just be. “Whatever that more is, we want to plan and prepare to Retire with More,” he concludes.

CONFIDENTLY FINDING YOURSELF

Looking back at his journey, Emanuel inds it very dificult to discover areas where he would have done anything differently, but this doesn't come out of complacency or ignorance.

He is self-aware in his accomplishments as he feels that he “did not do everything perfectly as we are a sum of everything that we have done beforehand.” In other words, if he were to change something, he would also be changing the experiences and knowledge that he derived from that.

However, if he could have the knowledge and experience regardless, then the biggest thing he would have done differently is: “Worry less. Worry is such a wasteful and debilitating disease that can take a hold of you.”

He also feels that worrying changes the way you would ordinarily do things and leads to mistakes. “You cannot always worry about the market, about your clients, about the success or failure of your business,” he points out.

Making Bold Decisions and Carving Your Path

As a young entrepreneur, navigating an ever-changing industry can be strenuous.

Emanuel urges aspiring entrepreneurs and business leaders, especially in the inancial space, to “have a solid foundation

on a higher power.” He also recommends knowing and understanding your mission statement and to follow it in every decision.

While it's true that great leaders uplift the greatness in their people to achieve greater business results, Emanuel agrees on making the best out of the people around you.

He feels having the best people surrounding you— to challenge you and grow with you is an exceptional and rare gift. “You are truly fortunate if you can also manage to ind yourself a mentor(s),” he agreeably states.

Serving clients in over 50 states, Emanuel is hopeful of a brighter and sustainable future. He believes that Avina Financial Group will outperform as a premier, personalized, and curated inancial services company in Southern California.

“I will continue to work with the clients that I have and will have in the future. I've been asked before, if you were to win the lottery, what would you do – and God's honest truth – I would be doing what I am doing right now,” he happily shares.

While he may have the ability to do it on a bigger scale, the nuts and bolts of what he does —both with AFG and on a personal front— would be the same.

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Creating a Moment ofForever

ART S HAIKH

nnovation and technology have, in a broad sense, united and in a lot of ways divided

Ipeople with its advancements. However, Art Shaikh chose to leverage the power of innovation and technology to bring families closer, redeine relationships, and preserve legacy.

®CircleIt is a Generational Platform that allows you to chat, build your family tree, and send cards to your loved ones for free. The technology enables you to send messages into the future and thereby build a family tree.

Art Shaikh is an innovative entrepreneur in every right, and through this interview he shares about his journey, the world of technology, and much more.

What according to you makes one an innovative leader? How do you integrate the same thought into your leadership?

Innovation in leadership, to me, is characterized by the ability to pivot changing conditions, following through on commitments, and helping the team to unlock their hidden potential.

Founder & CEO CircleIt

These are core ideas of how I have built CircleIt.

As a tech startup, change is constant and inevitable. Being nimble and helping the team to be nimble is something that has given us the ability to keep ourselves moving forward despite the sharp changes in the market conditions.

Brief us about your growing up years. What is your earliest memory as a entrepreneur that you can remember?

I have always had an entrepreneurial spirit. When I was a young boy growing up in Pakistan, I had an electric bike (most kids in my neighborhood did not). I started my

own neighborhood taxi service, shuttling the neighborhood kids around. Eventually their parents found out and weren't too pleased, but it was the irst time I had tried to forge a business.

What prompted your interest and subsequently your foray into the tech space?

I got the opportunity to work at Salesforce, which is the Mecca of tech companies. I had worked in inance, but technology was where I always felt most at home.

One major thing I have observed is the use of data and how irresponsibly it has been managed by the bigger tech companies. This is

something I seek to change. The more I learned from my career at Salesforce, the more I wanted to be ingrained in the tech culture.

Talk to us about the inluence of your father and how it led to the start of CircleIt.

My father was always a forward thinker. In 2011, he gave me a box illed with handmade cards and a list of instructions. These were gifts to be delivered on his behalf once he had passed away. At that time, he was healthy, and this just seemed like a normal move for him, to be prepared for the future.

However, he passed away suddenly and unexpectedly in 2012. Since

then, I have delivered countless cards on his behalf. I have, per his wishes, ensured that my mother received lowers on their anniversary.

As the Founder and CEO, what role do you play in the day-to-day proceedings of the company?

One thing I learned over the years was that many CEOs aren't accessible to their team, and many lose sight over the day-to-day operations. Out of necessity and love of what I am building, I learned the different skills I needed prior to

I can't think of anything I would do differently. There are certain things you don't know when getting into a new venture. I may have not outsourced as much work as I did early on, but at the time, those were the options I had available to me. Everything you run into along the way is an opportunity to learn.

What would be your advice for young and aspiring leaders in today's tech-driven world?

The best piece of advice I can give is to gain experience irst. Many times, younger people jump into the tech

Finally, what does the future look like for CircleIt? On a personal front, where do you see yourself standing in the coming years?

The future is a lot of what we are all about. Because of our technology's ability to send messages into the future, we are always forward thinking. In the coming months, we are releasing 3 major features for the platform, and also plan to double the size of our team.

I see us as a necessity in the lives of millions as we are the premier technology to preserve their legacies

Be There. Forever.

seeking out help. Because of that, I am able to be more than just a leader, but also assist the team and help them grow.

Looking at your journey, what would you have done differently if you were to start again?

startup world with an idea, but no real experience. I feel that because I was in my 40's when we started, I had more experience in the business world, which gave me more of an idea of not just the product and services we offer, but also the path I would need to take in order to get to where I want to be.

and memories. It is the private and secure alternative to social media, a place where everyone can be family.

INTERVIEW WITH

Mag g ie A d h ami Boyn to n

FOUNDER | SHOPTHING

rom selling goldish for

F Iranian New Year to Mukluks, from entering the fashion space to building a one-of-a-kind live shopping platform –ShopThings, the journey of Maggie Adhami Boynton has been nothing short of fascinating. Read this exclusive interview to ind out more about this innovative leader.

What according to you makes one an innovative leader? How do you integrate the same thought into your leadership?

I believe that innovation comes in many forms and can really vary from one leader to the next. For me, innovation means that we are always pushing the boundaries and “breaking” everything. If we are not

breaking the process, the machine, the status quo, then we are not innovating.

I integrated this into my leadership style by encouraging a culture of failure and learning. If your team is not scared of being perfect and of failing, they can really think outside the box and try new ways of doing things.

What is your earliest memory as a leader / entrepreneur that you can remember?

My earliest memory of being an entrepreneur is at the tender age of 16, selling goldish at the local market for Iranian New Year. The thrill of “building a business”, even if it was just a seasonal business

that barely broke even, was addictive. That quickly turned into me opening an eBay store, selling Mukluks for the better part of my university years, while teaching me a lot about managing funds. My love for entrepreneurship was deinitely instilled in me by my mom, who has been a serial entrepreneur for as long as I can remember and has always encouraged me to do the same.

What prompted your interest and subsequently your foray into the tech and e-commerce space?

I have always been very ambitious and had a deep love of fashion. I was looking for ways to combine my fashion interests with my 15+ years of tech experience and saw

ShopThing as an amazing opportunity to challenge myself and change how consumers shop and sell with live video commerce.

What is live shopping and how did the idea / formation of ShopThing come about?

Think QVC, but on mobile, with an engaged audience that can participate. Typically done via video livestream or social media, hosts will present products to their audience, answer questions and provide recommendations in realtime.

Live shopping was already an existing retail format in Asia as long-form video, but I wanted to bring the experience to North America in a different way: curated events using short-video, that would resonate with this market.

The pandemic was a catalyst for us.

People missed in-store experiences and human connection, and live shopping was such a unique way to help solve for that loss. ShopThing audiences felt like they were out with friends and, even now that the world is opening back up, they continue to shop through us for its convenience and authority.

How did the platform leverage Inluencer Marketing to establish its brand presence?

Inluencer marketing is an integral part of our company model and has driven a lot of our success. We handpick our inluencers very strategically, ensuring that they're promoting brands that resonate with them and their audiences.

Our inluencers curate their own events to create an experience that is engaging and authentic, and that allows them to foster a connection with our users because they're

speaking to products and brands that they genuinely love.

Looking back at your journey, what would you have done differently if you were to start again?

I would have started the irst 4 businesses that I was too scared to start.

In my early days as a working professional, I was really unsure of my ability to start and operate a business. As I gained experience scaling a business, I became more conident in my abilities, ultimately leading to the inception of ShopThing.

If I could go back, I would tell my past self to just take the leap and learn as you go. Not all of them would have been successful, but there would have been invaluable learnings in each venture.

Finally, what does the future look like for ShopThing? On a personal front, where do you see yourself standing in the coming years?

The coming months and years will be very exciting for ShopThing! We're expanding into new markets, bringing on more inluencers and diversifying our product offerings. We recently piloted our irst preloved event, which was a huge success with our audiences, so you can also expect much more to come there.

Jon Flaherty

CEO | Revolent Group

Igniting a Revolution through Revolent

assion is the foundation of a

Pstrong business, and for Jon Flaherty following his passion was critical in order to ind success.

He mentions, “Do what you're passionate about—which is something I didn't do at irst, I have to admit. But truly, that's what leads to success and happiness. This almost always involves taking chances, and talented people can sometimes be too risk averse, but it really is key when it comes to moving towards a meaningful experience of your working life.”

Today, Jon is the CEO of Revolent Americas, a cloud talent creation irm, and is one of the pioneers in the tech space. In this Exclusive Interview, Jon Flaherty talks about

his long journey from videogames to entrepreneurship.

What according to you makes one an innovative leader? How do you integrate the same thought into your leadership?

Innovation requires vision, clear goals, and focus. As the saying goes, talk is cheap—which costs money. So, while ideation and design can lead to a multitude of exciting ideas, what matters is the 1% of them that you can actually pursue and execute. From there, staying focused on the speciic goals you're pursuing is vital. Successful innovation also means being lexible and remembering that no rule applies all the time, as well as enabling your team to work however they work best. Like

scaling a business, you can't innovate solely as an individual.

Talk to us about your growing up years. What is your earliest memory as a leader that you can remember?

I got into tech work pretty early! I remember working as a SysOp on a bulletin board in my ZIP code at 11 years old and running a computer repair business when I was in eighth grade. It was called Helping Hand and I made something like $20 an hour, which was incredible. I also did some web design back then.

What prompted your interest and subsequently your foray into the technology space?

For me it was deinitely video games. I didn't have a Nintendo, but I did have a Commodore 64 and I remember having to manage its memory to be able to actually run the games on it. Later on, I got into the more creative side of things, working on my own games, and studying AI in college.

Talk to us about Revolent Americas and its approach in ensuring optimal client satisfaction?

What we're doing is really multifaceted, so it's vital that we tend to our relationships with both our tech professionals (Revols) and our clients. There has to be a little lex along with achievable goals, which for us is generally conversion— ideally, we want Revols to form long-term partnerships with the organizations we place them at. And as it stands, 83% of Revols do convert.

To make sure the placements of our Revols work out for our clients, we do a couple of things that I believe are unique to us at Revolent. Our Deployment Readiness Program, which includes activities like tests and mock projects, is designed to increase the likelihood that placements will prove successful. And our Revol Success Programme focuses on long-term support for Revols. This includes regular checkins, certiication pathways, and personal development planning. We also take in client feedback regularly so that we can respond effectively to industry shifts or the changing needs of a client's business.

As the CEO of Revolent Americas, what role do you play in the dayto-day proceedings of the

company?

The way I look at my role is that I need to be both broad and deep in scope. I oversee the relative health of every aspect of the business which includes sales, talent acquisition, and customer success. Keeping that overview in mind, I then calibrate depth based on where it's really needed.

I believe in giving people space and then I just dig in wherever something isn't working. So, it's identifying issues and then focusing there—that's where I like to be. I have direct experience in most aspects of the business, so getting more involved wherever I'm needed also keeps things interesting for me.

Looking back at your journey, what would you have done differently if you were to start again?

Career-wise, I'm not sure I would change anything because then I wouldn't be here now. I've learnt and grown at every step and that absolutely informs where I am today. As long as you're learning along the way, it's usually worthwhile.

What would be your advice for young and aspiring leaders in today's tech-driven world?

Do what you're passionate about—which is something I didn't do at irst, I have to admit. But truly, that's what leads to success and happiness. This almost always involves taking chances, and talented people can sometimes be too risk averse, but it really is key when it comes to moving towards a meaningful experience of your working life.

I also recommend seeking out people who are smarter or more experienced than you. Collaborate, ask for advice or mentorship, and don't shy away from asking questions. These are the kinds of relationships that hone your skills and knowledge, as well as your sense of what moves and motivates you.

I have some book recommendations, too! It's a classic, but Dale Carnegie's How To Win Friends And Inluence People is great for anyone starting out in business. I also particularly like Donald Asher's Who Gets Promoted, Who Doesn't, And Why which gets deep into things like timing, strategy, and corporate decision making.

Finally, what does the future look like for Revolent Americas?

It might be a cliché, but we're really only just getting started. There's a huge market opportunity to grow right now—the cloud talent gap currently stands at about 6.7million vacancies across all technologies.

Now we don't necessarily expect to ill every position out there, but we're popular with our partners because we're solving the talent gap by creating talent rather than just moving people around between companies and organizations. That traditional recruitment model doesn't address the wider problem but supporting the development of experienced recruits is a step towards a new tech landscape. We're already a leader in the space because our model is unique, so the future looks good and I'm excited to be part of that longer-term paradigm shift. .

ABOUT JON FLAHERTY

Jon is a Technology and Operations executive with over 20 years of experience building, world-class teams, delivering customer success, and driving growth. He previously worked at PolSource—a platinum Salesforce SI—where he built the US team from the ground up to become one of the fastest growing and signiicant partners in the ecosystem. Jon has an undergraduate degree in Computer Science from Grinnell College and graduated top of his class with an MBA from Northwestern.

At Revolent—a cloud talent creation irm, Jon is helping to meet the growing business need while ensuring the best industry-led training for the company's Revols and the highest level of customer service for their growing client list in the US and beyond. He is also a member of the Forbes technology council.

Innovate& Improve

RYAN WALICKI Co-founder at Relish

Iand pathway into the tech space. He found clarity in the tangled wires of a server room, and he hasn't looked back ever since.

t was while working at a summer job, Ryan Walicki found his focus

With the simple thought of not accepting mediocrity, Ryan and his partners created Relish, a platform that Strategically extends enterprise applications to maximize investment.

In this interview, Ryan shares his ideas related to team success, learnings, his journey, and more.

What according to you makes one an innovative leader? How do you integrate the same thought into your leadership?

I have always believed in a lat operational model that creates space for any team member to provide thought leadership which often manifests as innovation. Innovative leaders recognize their team – the whole team, has great ideas and given the space to be creative, often yields an array of ideas, thoughts, and concepts that can help shape where a company is, where they want to be and how to get there.

To complement that, it is important innovative leaders are tuned into the market at large – spending time with customers, partners and even competitors – asking insightful questions and really listening will

provide a broader lens into the art of possible.

For me personally, it is having that lat operational structure, where every role is an important one for team success. Soliciting and creating spaces for everyone to participate and offer their thoughts, concepts, and ideas. Beyond that, with great intent, spending time building external relationships across several personas to ensure I have the big picture view to test others' ideas, our own ideas to point the compass in a well thought out direction.

Talk to us about your growing up years. What is your earliest memory as a leader that you can remember?

I am Canadian originally, so naturally hockey is my earliest memory. At age 15 I moved away from home to play Jr. Hockey which entails living with a billet family. I still today have fond memories of all the billet families I lived with. So here you are at 15 on your own essentially. Motivate yourself to go to school, get to practice and take care of yourself to perform athletically at a serious level.

While I had my learnings in this phase of life, it taught me important lessons, which I apply to business today;

1.Take care of yourself irst – if you are in a good place and you are taking care of what is your responsibility, others will take note and follow your lead.

2.Care about others – build strong relationships and understand people not only professionally but personally as well.

3.Thrive on being responsible and accountable.

4.Intentional success is so much more rewarding than accidental success.

5.It's a team sport. The name on the front is more important than the name on the back.

What prompted your interest and subsequently your foray into the tech space?

I was fortunate enough to have a summer internship during high school, where I was supporting my brother-in-law, who was then an IT Director at a large scaling tech irm.

My summer job was to literally crawl under every desk in the building, and map all the land lines back to the server room – so literally, ground loor tracing wires to wires all over the building. I loved it.

Seeing how digital information is stored, shared, distributed, secured was my irst real world exposure to the power of tech. From that point forward, it was my focus.

What was the idea that led to the start of Relish? What was the pain point that you wanted to address?

For the previous 15 years, I was an Enterprise Software consultant –selling and delivering enterprise software services. Across the hundreds of projects, I was involved in, there was a simple outcome –enterprise software almost never delivers the beneits anticipated at the beginning. To make matters worse, people just got used to accepting that.

Accepting that mediocre was good. Seeing these challenges and being a part of them really always left me dissatisied. As a group of us started to distill where those challenges live, we came to the realization that we could build complimentary solutions to solve these problems. Our mission is to enable customers to realize 100% of the value they expected from their enterprise software investments.

As the Founder, what role do you play in the day-to-day proceedings of the company?

What role don't I play! In the day-today I frame it into 4 buckets, which guides my agenda.

1.Nuts and Bolts – invoices, payments, expenses, cash position, forecasting, KPI review. This is my pre-dawn (or some days post dawn!) exercise, just checking into the heartbeat of the company.

2.Talking to Teammates – in sales, product, dev ops, marketing. Connecting with the team either on a particular topic or just to have a chat.

3.Participate. In prospect meetings, internal discussions, external discussions.

4.Sales. Whether tip of the spear (where are we going) or working my own list of prospects and partners, a good portion of my day is spent on growth and GTM.

Bottomline, my goal daily is to reunderstand the business, contribute to the immediate team, and ind time to think about and make progress on

Finally, what does the future look like for Relish? On a personal front, where do you see yourself standing in the coming years?

Relish will continue to innovate on providing solutions for our enterprise software partners with the goal of maximizing end user value.

We will continue to add new and innovative capabilities, while building a platform to enable others to leverage our building blocks to deliver exponential solutions to the market. Relish will be the most used extension platform in enterprise software.

Personally, I want to be right here – in the thick of it. Succeeding on intent measured not by revenue but our impact on our partners and customers.

the journey further out.

Looking at your journey, what would you have done differently if you were to start again?

Focus. While this was a priority and reminder early – we spent many cycles on things that, as I relect back, were not the best use of time. I do appreciate those cycles however –inding that boundary of where does focus live and where does chasing squirrels start is hard for any company to deine, until you experience and feel it. And it is part of our story.

You learn so much – it is funny, when you stop to relect on what your beliefs were 6-12 months ago, against what you know today, you realize how 'uninformed' you were just months ago. We try to remember that in the moment today, that 'hey in six months, what will my future self, think of this idea or concept?'

What would be your advice for young and aspiring leaders in today's tech-driven world?

It takes a team.

The '97 Detroit Red Wings had 16 to be Hall of Famers on their team.

They won the Stanley Cup – not because of that talent level but because they all parked egos and accepted roles that enabled them to achieve a common purpose – win the Stanley Cup!

Know what your Stanley Cup is. Surround yourself by people that share that purpose. From there, it is a self-fulilling prophecy.

FULFILLING YOUR Trading Dreams

Angelo Ciaramello

Founder and CEO The Funded Trader

rading has always been an industry that offers a lot of opportunities of

T growth and inancial success. However, the capital requirements to get started in the industry has always been a subject of concern for new and emerging players.

To address this situation, Angelo Ciaramello founded The Funded Trader. He explains, “I wanted to level the playing ield and give everyone a chance to achieve their trading goals, regardless of their inancial situation. That's why we created Funded Trader.”

Today, under the leadership of Angelo, the company is reaching heights of success and helping a wide range of people realize and achieve their trading goals.

In this Exclusive Interview, Angelo Ciaramello talks about his journey, trading, and much more.

What according to you makes one an innovative leader? How do you integrate the same thought into your leadership?

An innovative leader is someone who is willing to take risks, think outside the box, and challenge the status quo. In order to be an innovative leader, you must be open to new ideas, willing to experiment, and comfortable with change.

You must also be able to inspire others to think creatively and work together towards common goals. Integrating the same thought into your leadership means that you prioritize innovation and creativity in your work. You encourage others to think differently and come up with new solutions to problems. You are also willing to take risks yourself, which shows others that it is safe to take chances.

Ultimately, being an innovative leader means that you create an environment where new ideas are welcomed and encouraged. This can lead to better outcomes for your team or organization as a whole.

Talk to us about your growing up years. What is your earliest memory as a leader / entrepreneur that you can remember?

I grew up in a small town in New Jersey. As a child, I was always very interested in business and entrepreneurship. I can remember setting up a lemonade stand in my front yard and being so excited to make my irst sale. From that moment on, I knew that I wanted to be my own boss one day.

I also have fond memories of being involved in various extracurricular activities in school, such as student council and debate club. These experiences helped me to develop my leadership skills and taught me the importance of hard work and dedication.

In college, I started my own businesses and quickly learned the ropes of running a successful operation. Looking back, I am grateful for the experiences I had growing up, as they laid the foundation for my success as an entrepreneur.

What prompted your interest and subsequently your foray into the forex trading space?

I was initially introduced to forex trading by a friend who had been doing it for a while. He showed me how he was able to make money by

buying and selling currencies, and I was immediately hooked. After doing some research and taking a Forex course, I decided to open my own account and start trading.

Since then, I have enjoyed the challenge of trying to navigate the ever-changing forex market. While there have been some ups and downs, I am conident that my skills have improved over time, and I am looking forward to continued success in the future.

What was the idea that led to the start of Funded Trader? What was the pain point that you wanted to address?

The idea for Funded Trader came about when I was working as a day trader. I saw irsthand how dificult it was for people to get started in the industry because of the high capital requirements.

I also saw how many people with talent and potential were unable to pursue their dreams because they didn't have the money to do so. I wanted to level the playing ield and give everyone a chance to achieve their trading goals, regardless of their inancial situation. That's why we created Funded Trader.

We provide prospective traders with the capital they need to get started, as well as the training and support they need to succeed. Our goal is to help people realize their trading dreams and reach their full potential.

As the Founder and CEO, what role do you play in the day-to-day proceedings of the company?

As the Founder and CEO of Funded

Trader, my primary responsibility is to provide strategic direction for the company. I work with our executive team to develop longterm plans and ensure that we are meeting our inancial goals. I am also responsible for making major decisions, such as whether to enter new markets or launch new products.

On a day-to-day basis, I spend a lot of time meeting with traders, potential partners, and other stakeholders. I also stay abreast of industry trends and changes so that we can adapt our business strategy as needed.

In addition to my role as CEO, I am also the face of the company. I represent Funded Trader at industry events and in the media. And, when necessary, I make public statements on behalf of the company. As you can see, my role as CEO is both strategic and operational. I wear many hats, but ultimately my goal is to ensure that Funded Trader is a thriving and successful business.

Looking at your journey, what would you have done differently if you were to start again?

I was always interested in Forex trading, but I didn't start until a few years ago. I wish I had started sooner because it has been a great way to make money and learn about different cultures. If I were to start forex trading again, there are a few things I would do differently. First, I would make sure to have a solid plan in place. This plan would include my goals, risk tolerance, and strategies for entering and exiting trades. Without a plan, it is all too easy to get caught up in the

excitement of the market and make impulsive decisions that can lead to losses.

Second, I would make sure to educate myself thoroughly before starting to trade. There are a lot of resources available online, and it is important to understand the risks involved in forex trading before putting any real money at stake.

Finally, I would start with a small account and only trade with money that I am prepared to lose. By following these steps, I would be better prepared to navigate the forex market and hopefully achieve success.

What according to you is the future of forex trading and how the integration of technology is bringing in new market players?

The future of forex trading looks bright, with the integration of technology bringing in new market players and making the process more accessible than ever before. In the past, forex trading was primarily the domain of large banks and inancial institutions. However, the advent of online trading platforms has opened up the market to a much wider range of participants. Today, anyone with an internet connection can trade forex, and the increased competition has helped to drive down costs and improve liquidity.

Looking ahead, the continued development of technology is likely to bring even more changes to the forex market. For example, the use of artiicial intelligence and machine learning could help to provide traders with real-time insights and analysis, making it easier to identify proitable

opportunities. Similarly, blockchain technology could help to streamline the process of settling trades and reduce counterparty risk. The one downside of this is that it may also make the market more volatile. However, this is something that experienced traders will be able to take advantage of. Overall, the future of forex trading looks very bright; with so many exciting developments on the horizon, it is only going to get better with time.

Finally, what does the future look like for Funded Trader? On a personal front, where do you see yourself standing in the coming years?

In the coming years, I see Funded Trader continuing to grow and expand its reach. We will continue to provide traders with the capital and resources they need to succeed, and we will keep improving our platform to make it even easier for traders to get funding and connect with banks.

On a personal front, I see myself continuing to lead the company and help it grow. I am passionate about what we do, and I strongly believe that we are making a difference in the lives of our traders. I am also committed to continuing to educate people and staying up to date on all the latest developments in forex trading.

In the future, I see myself continuing to invest in and support Funded Trader. I believe strongly in our mission of empowering traders, and I am excited to see what the future holds for us. Thank you for your support, and I look forward to continuing to work together to make Funded Trader the best it can be.

A

‘Truly Rare’ Entrepreneur

Trystanne Cunningham CEO | TrooRa Magazine

or TrystanneF

Cunningham, her journey has been nothing but a roller coaster of emotions, challenges, self-realizations, and growth.

She has carved for herself a unique pathway that is not only inspirational but also empowering for other entrepreneurs. With TooRa Magazine, Trystanne is on a mission of giving a voice to people who often go unheard and unseen.

Her inluence in designing and fashion has helped her build a magazine that is not only creative but also noteworthy in terms of its content. In this

Exclusive Interview, the global leader talks about her journey, her magazine, and much more. What according to you makes one a powerful woman? How do you integrate the same thought into your leadership?

A powerful woman is one who can handle day-to-day challenges, along with adversity. When someone says she can't do something, she becomes determined to prove she can. She strives for continuous growth and recognizes the role both rejection and discouragement have in her evolution. She is a woman who has no regrets.

As a small business owner, if you want to succeed you have to be powerful. It isn't easy. We try to do everything right, look for investors and put ourselves out there. Sometimes we get shut down and our conidence takes a hit, but ultimately, it all builds us up to become the women we are or aspire to be.

There are times I get discouraged and I have to take a step back and look at how far I've come. I've learned that there is always room for growth, and it is always going to get better. I think it is also important to realize that even people who have been doing something for 20 or 30 years go through the same thing. You don't see what

goes wrong for them, but it still happens. I relect on those moments, then I take a deep breath and charge ahead. I'm thankful to also have really great people in my life that help me see what I've accomplished.

Talk to us about your growing up years, your shift from the Caribbean to the US, and the cultural challenges that you faced.

I was born and spent part of my childhood in Haiti. I remember spending a lot of time with my grandmothers who were very strong women; I didn't realize it at the time, but now I think about it a lot. I don't have a lot of family and friends left in Haiti, but I do still have some. It's a beautiful country, and it is my country - it is the place where I'm from. I love it and I always will.

My mom said we were moving to California so we could go to school, and I was so excited. I'd been watching all these TV shows and it looked so glamorous. When I got to the US, I barely knew English, so I went to an English as a Second Language class the summer before school started. I was able to skip 7th and 8th grade and go straight into high school. There was still so much I didn't understand, like “OJ” — a couple of years later I realized “oh my God that means orange juice.”

It was challenging but I got to this point in my life where I feel like I have a purpose to serve others. TrooRa is a way for me to do that because I am able to give them a platform to tell their stories and

share their gifts with the world.

What sparked your interest and prompted the idea of forming a digital magazine – TrooRa Magazine?

I've always loved creating things from scratch. I loved interior design, event planning, and making beautiful things from nothing. I didn't realize that would ever come together in the form of a magazine but growing up I always loved them too.

To this day, when I travel the irst thing I do when I get to the airport is to go to the newsstand to pick up a bunch of magazines. Flipping through them is so gratifying for me. I'm always learning about different cultures, different places, new tricks whether it's fashion, design, a new way of dry freezing a piece of fruit — whatever it is, I'm always being educated. Then just feeling a magazine or smelling it, is always very satisfying. I was able to work for a magazine for a short period of time and that showed me what I wanted to do. I researched to see what was lacking in the publishing world and found that there wasn't a magazine that really focused on up-and-coming brands, talent, and entrepreneurs.

I wanted to give them a platform to showcase their work in a way that is beautiful and luxurious. That is how TrooRa was born. The name stems from “truly rare.” Every time we put a new issue out, I'm like, “It's the best one yet.” I always try to supersede the last one so we can continue to give amazing undiscovered people a voice.

Talk to us about the content of TrooRa Magazine and what it aims to highlight through its platform?

Our content spans several categories because I wanted the magazine to be really comprehensive; I wanted to create this robust coffee table book that you can keep going back to. We cover home design, culinary art, music, ilm, fashion, travel, health, technology, science, wellness and itness.

Our team conducts research of all of these categories to ind hidden gems and cultivate incredible stories. Our goal is to create a global community for these brands and entrepreneurs so they can truly thrive.

What does a day in the life of Trystanne look like? How do you ensure work-life balance?

For some people, work-life balance is saying “I don't take any calls after a certain time, or I don't do work on a certain day.” But if you're someone who hasn't had a lot of opportunities and something presents itself, you will push yourself and give it your all.

We just inished a huge event for the launch of our Summer 2022 Color Issue. I felt it was incredibly important and I wanted to pull out all the stops. It was our irst event with a new partner, and I wanted to show them what we are capable of. I worked day and night and had very little sleep over four or ive weeks. Sometimes my work-life balance is making sure I do get that four hours of sleep and keeping up

At the point where I am right now, I feel so lucky to have been able to grow that I don't have regrets. I've learned that everything happens for a reason. I am where I am meant to be.

Recently I attended an event that featured a designer I've adored for decades. I had the chance to ask her for a photo, but for whatever reason, when my husband tried to take one on my phone, they kept turning out blurry or too dark. She had to go do something else, and I realized I wasn't going to get the picture. After leaving, my husband and I got into an argument because I

couldn't believe he couldn't get my phone to work. Then he said, “I can't believe you had one opportunity to tell her about your magazine and you didn't.”

He was right. We got ready for the events' After Party and when we walked in, she was standing right there. I decided that I was going to say something, and if something came out of it, great and if not, at least I took the opportunity. The photo didn't work out, but the result was a chance to share my passion with someone I admire.

my little routines on a daily basis. I have a podcast I listen to every morning; I try to meditate, even if it is ive or 10 minutes. I focus on my mindset and try to stay positive.

As a black, immigrant, female entrepreneur, what would be your advice for aspiring leaders and entrepreneurs who are facing similar challenges like you?

You have to be ready to grow up in order to grow. You will eventually ind your place in the world and become the person you want to be. There are going to be struggles and challenges. There are going to be times when you think, “It's just not going to happen.”

Don't beat yourself up because

there is something you think you should have done differently. A little girl that I know once said to me, “mistakes are magic,” and that really struck me. You may think you should have made a left turn instead of making a right one, but there is a reason why it happened that way. That's very hard to accept. I really believe that if when you focus on where you're going and you let the universe, or God, or whatever you believe in make life happen, you won't have regrets. Things are always what they are meant to be; there's always a reason why. Mistakes become magic when you learn from them.

Finally, what does the future look like for you and TrooRa Magazine?

I'm building an empire, and the magazine is just a part of that. Along with our current and future feature partners, we have labels we're beginning to promote including TrooRa La Marqq. Having my own fashion line has been a dream for a long time and we were able to introduce the irst piece in the collection, gorgeous, a luxury handbag, in July. We're working on our app and our Shop TrooRa live shopping platform. There are so many things we want to do, TrooRa Magazine is only the beginning.

Looking at your journey, what would you have done differently if you were to start again?

Turning the Vision a Reality

C o ldpl ay

n 2019, Coldplay announced theirIvision of a more sustainable touring footprint. With the simple intention of reducing environmental impact, Coldplay set out on this global mission.

However, turning this into a reality required the insight, knowledge, and foresight of a team of capable experts.

Frederic Opsomer, Director at PRG Projects, spearheaded this into a possibility and brought alive the vision of one of the biggest touring bands in the world.

In this Exclusive Interview, Frederic shares his journey, the Coldplay project, and the

various unknown challenges his team had to face.

What according to you makes one an innovative leader? How do you integrate the same thought into your leadership?

For me, an innovative leader is someone who tries to predict the future by looking ahead 20 years, then working to igure out how we can take steps to get there today. I try to integrate this into my leadership and work by developing new products and new technologies that help lead up to what the future will look like years from now.

What is your earliest memory as a

Frederic Opsomer

DIRECTOR, PRG PROJECTS

leader / entrepreneur that you can remember?

As early as 12 years old, I've been the person at school and with my friends who organized all of the activities, whether it was for school, sports activities, or parties. I always have been that guy that volunteered to be the spokesperson for those kinds of roles and took on those responsibilities.

Brief us about your role at PRG Projects as the Director and what it involves?

At Production Resource Group, I lead the PRG Projects division which I formed in 1993. This arm of the business builds truly unique proprietary solutions for the production and entertainment industry all over the world.

Our goal is to enhance the audience experience with a range of extraordinary visual spectacles. I have a long history of providing custom LED structures for touring artists like U2 and Coldplay whose creative vision informs the work we do. I'm closely connected with each

project and work alongside my incredible team on event design, installation, and LED innovation.

Talk to us about the vision with which Coldplay approached PRG Projects and the task at hand.

We actually approached Coldplay in January of 2020 after Chris Martin announced that he would only do his next tour sustainably and we had a lot of ideas on how to accomplish this.

The artistic set designer, Misty Buckley, made some initial sketches on what the stage would look like and from there, we began experimenting with different materials like bamboo, which is incredibly sustainable, to see how we could make the visions come to life.

This was very different from other tours because we really studied the materials we were using and were exploring many more avenues for each idea than we normally would. Not all of our ideas made it to the tour, but we played around with each idea in order to achieve the best results.

How did you and your team turn this vision into a reality? What were the techniques and methods used?

Chris Martin and Coldplay have been longtime environmental champions, so our mission was to make their desire for a more sustainable touring footprint a reality. To accomplish this for their current Music of the Spheres Tour, our team reduced the transportation size of the show's main visual element - four large

LED spheres that loat above the stage, 2 at 10' diameter and 2 at 15' diameter.

PRG Projects engineered a solution that allowed these spheres to be inlatable which meant that they travel in their delated state, minimizing the number of trucks required for transport. The framing and rigging for the LED spheres are minimal making it more eficient to dismantle and pack, and also reducing the required truck space. The lighting system is made up of low-energy LED sources so overall we're using about 50 percent less power as compared to Coldplay's previous tour, helping to make this outing as sustainable as possible.

What were the biggest challenges that you had to face during this entire project?

When we started this project at the beginning of the pandemic, supply chain issues were a real concern. We were dealing with a lot of parameters that we didn't have in the past, which made the risk factors higher and increased the potential to slow down the process. The process was much less predictable as well since everything leading up to concerts is normally as organized as possible, and the pandemic threw that off.

Many of our components are manufactured in China, which was locked down, but our team worked around the clock to make it happen on time with the production calendar. When it came to making the actual set design, one of our biggest concerns was transporting everything needed for the show in an environmentally friendly manner.

Using traditional construction techniques, the four spheres would have needed 6 trucks for transport. In order to minimize CO2 emissions, our engineers at PRG came up with the inlatable solution so that they would travel in a collapsed state and it in one truck, which has never been done before and required a lot of research and testing.

Ultimately, each sphere uses narrow strips of LED that are sewn into the skin, so we needed to be particularly mindful to make them robust enough to withstand not only the elements (outdoor shows) but also expanding and contracting every day.

There is a shifting inclination when it comes to the need for sustainability. What is your take on this shift across industries?

I agree that there is a shift towards sustainability and that it is necessary to make this adjustment across industries. Within what we do at PRG, we are very focused on sustainability and inding ways that we can go further. Compared to 1993, it would take nine trucks to move a 100-meter screen. Now with our advancements, we're able to move the same size screen with half a truck.

The next frontier of innovation for us is to continue inding ways for the actual installation of the equipment to become more sustainable. We're already making moves towards this by creating screens that the concert sound system can go behind instead of the sound systems sitting above each screen, which reduces the need for

additional structure on tours. Overall, across industries, the best way to move forward is to encourage collaboration between the different parties involved and to change procedures together to make an impact.

Finally, what does the future look like for PRG Projects? On a personal front, where do you see yourself standing in the coming years?

Personally, I will be spending more time in the US as I am moving from Belgium to Las Vegas. I'm helping our division here in the US set up the same division that is currently being set up in Europe that will allow artists who are touring internationally to not have to transport their touring equipment overseas. Instead, we will be able to supply their equipment on both continents. We're working on building a platform to accomplish this eficiently and that will also allow us to recycle 100% of the equipment we're using so that none of it ends up in a landill.

As for PRG Projects, we are continuing to strive for more sustainable projects, such as building this division, and to build upon our sustainable innovations as this remains a very important focus for us.

UPLIFTING WOMEN Elyse Kaye

Founder & CEO | Bloom Bras

ashion has always been at the

F forefront of human evolution. As human civilization has continued to grow and expand, trends in fashion has simultaneously evolved.

In many cases, fashion has been a voice for change and a statement of progress. Recent years has seen brands becoming more and more aware of their audience, prompting them to commit to a more inclusive

future.

At the heart of this change is Elyse Kaye, the Founder of Bloom Bras. For this transformational leader, a quest to ind the right sports bra led her to research and subsequently engineer a line of body-inclusive bras that customizes according to your body type.

Through Bloom Bras, Elyse is uplifting women across ages and

sizes by not only offering them comfort but also addressing real health issues.

In this Exclusive Interview, Elyse Kaye talks about her idea behind Bloom Bras, the industry, and the future.

What according to you makes one a powerful women? How do you integrate the same thought into your leadership?

A powerful woman is one that surrounds herself with people who can help her to achieve success. Bringing on mentors early in my career not only helped me to become the leader I am but also taught me how to mentor others.

Talk to us about your growing up years. What is your earliest memory as a leader/entrepreneur that you can remember?

I was the kid who ran every lemonade stand, created the babysitters club with games and activities, joined every leadership club. My parents instilled in me I could be anything that I wanted to be. My irst job out of college was working for the company that makes Lava Lamps. My boss was let go a few months after starting (nothing that had to do with me) so I did not have a boss. I pulled out my old marketing notes and built a

marketing plan to present to the CEO. To my surprise, he said “great, it is all yours.”

I was 22, bright-eyed and ready to take on the world. First phase was to build out a licensing department. This brought in ancillary income and allowed me to hire a team. One of the potential licensees asked if we could get one their characters to loat around in a Lava Lamp. The R & D team and I started playing

around in the lab which got me hooked on innovation and product development. The glitter lamp outsold the Lava Lamp that year opening up new channels and consumers. That became the path for me.

What was the idea that led to the formation of Bloom Bras?

I could not ind a sports bra that worked. 70% of women in the US are a D-cup or above. The average dress size is a 14 - 16 which is a 4446 band and yet no companies were focusing on this. It is not the same mechanism to lift a 3 lb rock as a 12 lb so why would we not engineer a product that works with larger breasts. I brought in top minds from NASA, Oprah's corset maker and shipping/packaging experts to bring the vision to life. We are now the most body-inclusive line on the

market ranging in sizes from 28C56L designed to lift vs. squish.

Talk to us about the engineering challenges of designing a bra and how Bloom Bras are standing out from the competition.

The Bloom Bra features patented lifting straps and cinching cups allowing the bra to customize to your body and exercise type. It has been designed without underwire, both for comfort and to address the health concerns.

Working like a shelf to lift the breasts rather than squashing them, the Bloom Bra distributes weight throughout the back and sides rather than putting pressure over the shoulders and across the ribs, allowing for natural movement of the breast and uninterrupted circulation of the body's essential

systems. State-of-the-art compression materials and cooling, moisture-wicking power mesh combined with a reinforced front zipper to “lift, not squish”.

More and more brands are now talking about size-inclusivity. What prompted this shift in the industry?

The demand continues to rise, Brands like Nike have been printing money for decades producing the same bra in different colors, adding a feature, changing a material. Adding new sizes is not as simple as taking that bra and making it bigger. It is a different engineering challenge. If you put 10 people who are a 38DDD next to each other, we hold differently with different expectations on how a bra should it. Our bodies change 10% a month naturally. For a B cup, not a big deal

but for a DDD, that is a full cup size. If you have children or a major shift in weight, imagine what that does to our breasts.

Being the CEO and Founder, what role do you play in the day-to-day proceedings of the company?

As the CEO, it is my responsibility to lead the strategy. The mission statement of Bloom Bras is to empower women of all shapes, sizes, and stages of life to feel good

while moving. Everything we do encompasses that. Our social media and events are designed to support our community. Every hire matches our ethos. I make decisions daily from mil thickness of a business card to whether we take on outside funding so staying the course is one of the most important roles I can play as a leader.

Looking at your journey, what would you have done differently if you were to start again?

I would have paid more attention in my accounting classes. It is the area that I always feel the least comfortable in. I also would consider a co-founder. Being a leader is amazing but can be very lonely. I tell all of the aspiring entrepreneurs that your company will take everything - your money, time, personal life, energy so make sure you have a strong support system.

Finally, what does the future look like for you and Bloom Bras?

The new product development pipeline includes channel and product expansion. Using the patented functionality, the next three major categories include preand post-maternity (4 million new moms annually), breast cancer survivors who have gone through non-elective reconstructive surgery (1 in 8 women) and the evergrowing active senior population (<20 million women).

Using our patented adjustable lifting system, we will design beautiful, comfortable safe solutions in sports bras, sleep shirts, and tops, Bloom pays homage to my grandmother, a casualty of breast cancer. I will always offer the option for contributors to donate bras to breast cancer survivors and we will match.