Most Dynamic Entrepreneurs of 2020 | Exeleon Magazine | Best Business Magazine Online by Exeleon Magazine

Embracing Excellence

SEPTEMBER EDITION

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15 MOST DYNAMIC

ENTREPRENEURS

Professional MATCHMAKERS SHERRI MURPHY &TAMMI PICKLE

FOR ALMOST THREE DECADES, ELITE CONNECTIONS INTERNATIONAL HAS BEEN HELPING ELITE BACHELORS AND BACHELORETTES FIND THEIR SUITABLE PARTNERS.

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In a recent team building activity, one of our interns raised the question of what is the future of leadership. At irst thought, the question sounded a bit rhetorical to me. However, he went on to explain. He said that the global system is challenged by a con luence of economic, societal, environmental, political, and legislative forces, prompting executives to seek for or adapt diﬀerent leadership models that re lects this evolving paradigm. He further stressed that the impact of technologies like robotics and AI, coupled with the unpredictability of the market, is expected to cripple entrepreneurs following the tried and tested route of leadership. To this, someone mentioned the probable solution to be – Dynamic leadership. I realized that as the global business world continues to become more concentrated, we would need dynamic leadership to be the new norm, instead of being an exception for successful businesses. The central idea behind dynamic leadership or entrepreneurship is adaptability. Adaptability to situations as well as customers. They promote a sense of inclusivity and lexibility, one which inspires and fosters trust and camaraderie with their employees, thereby resulting in better productivity. Dynamic entrepreneurs work in tandem with their employees to create an operation process for the business. These individuals lead from the front, coach from the side, and elevate, not delegate! In this issue featuring the 15 Most Dynamic Entrepreneurs of 2020, we have made sure to highlight the story and the journey of these individuals. While penning down or going through the stories of these individuals, I realized the sheer amount of eﬀort and dedication it takes to steer a business forward and have been nothing but inspired to replicate the same in my professional life as well. In addition to these feature stories, the issue comprises thought-provoking articles on leadership and entrepreneurship by experienced individuals and reputed writers. Let’s Embrace Excellence!

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CONTENTS

SHERRI MURPHY & TAMMI PICKLE

CONTENTS

THOMAS TOMSICH

CONTENTS The Secret to Successful Leadership: Confident Humility

20 66 76

Startup CEOs: How to Scale Yourself (While Scaling Your Business)

The Secret to Successful Leadership: Confident Humility

FEATURED STORY

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SHERRI MURPHY & TAMMI PICKLE For almost three decades, Elite Connections International, under the able leadership of Sherri Murphy and Tammi Pickle, has been helping elite bachelors and bachelorettes ﬁnd their suitable partners.

All matches are made in heaven but some of them need a guiding hand here. Yes, love, at irst sight, does happen. Without the help of cajoling friends. Without ever-eager parents inding the right partner. Or social media and dating apps. But for the rest, the not so lucky ones, some wing-man of some sort is necessary. However, are they foolproof? What about a little background check? What about a bit more information about their likes and dislikes? Just to get the person on the right track- to break the ice of the irst rendezvous. It is not that easy to meet a stranger and then jam together with sparkling chemistry. Those who have gone for blind dates or were set by their loved ones for dinner with someone can vouch for it. Sherri Murphy knows a lot about these little awkward things. Like many, she loves a happy journey forward, without the hassles of con licting egos or other blooming troublemakers. That is why when she met her husband through a Los Angeles matchmaker, she wanted to make sure she ticks oﬀ all the boxes of her checklist. But while doing so, she also kept an eye open to survey the process, which later helped her form the premise for Elite Connections International and oﬀer matchmaking services. Their foundation has been strengthened further by a holistic approach that covers checking backgrounds, grooming prospects, and setting clients to their possible match.

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However, all these require a lot of insights. And if it comes from someone who is an expert in understanding someone's behavioral traits and getting the exact details, then even better.

crisis. Myriad industries are reeling under its onslaught with broken systems and bared infrastructure. But she managed to survive, to withstand the pummelling impacts, even after taking a few initial blows.

Tammi Pickle, Sherri's daughter, is known for this remarkable skill. She has a degree in Psychology and she always wanted to be in the counseling ield. That is why when she got this opportunity to groom people and help them ind their right match, she did not hold back. What motivates her each day is the idea that she is helping people ind love.

This was possible as she, with her daughter Tammi, charted out a route that can minimize the impact. It was their foresight that prevented a free fall. Tammi was quick to assess how people would react to these new norms and how their possible clients would wish to see themselves in the coming days.

GETTING ON TRACK Sherri's visit to her matchmaker not only led her to a happy married life but it presented her with a moment of epiphany. Armed with that, she decided to form a company that will bring together young people. Only her company will do it for the elites. That is how the name Elite Connections International came into being. Sherri found this method of inding partners quite safe. This belief and the intent to never lose a single round in her ight against adversities helped her ensure a strong foothold for her company. Otherwise, like many, her company would have perished long back. She has been proving her mettle for the last 26 years and her 20 national and international branches are proof of that. From one small of ice in Brentwood to where she is now, the journey has been arduous, but fruitful. OPENING AVENUES AFTER INITIAL SETBACKS Like any other company, when Sherri ventured out, she had to face obstacles. Some of them were easier to overcome but some were gargantuan. She had to tunnel out her way and then proceed. In her attempt to carve a niche for herself, she was wellprepared to struggle, to persevere, to seek out results without submitting to misfortunes. For a ighter like her, this is a natural process. She picked herself up from time to time, only to challenge the status quo and set parameters for others who wish to follow her footstep. Her obstacles manifest just by changing guise all the time. A few years back, online dating started as a rage and was posing daunting tasks for the company. She needed some fresh inputs and her ef icient team meticulously handled the issue. Today, it is the COVID-19

The initial setbacks inspired some new moves. As Sherri opines, “We had very few new clients for 2 months. But we kept working harder than ever and matched our clients by Zoom until the outdoor restaurants opened up.” Their plans worked and their clients were understanding enough to stand by their side. As soon as the government lifted stringent regulations, Tammi and Sherri got back in the game. They are now busier than ever. In fact, this whirlwind time helped them to take their credibility to a new height as their clients realized how honest their eﬀorts were from the fact that Sherri and Tammi never used the pandemic as an excuse to delay the process. WHAT MAKES ELITE CONNECTIONS INTERNATIONAL COVETED? It is easy to oﬀer a service, but maintaining a certain level of integrity is important while doing so is dif icult. After all, it is what sets a company apart from the rest. It has to be earned. It gets re lected in the way a company develops its vision and operates. Both Sherri and Tammi are well-aware of this. That is why Sherri, in the formative years of the company, decided to dig deep into the market to know it better. She realized that she needed a team adept in doing research and it has to be handpicked. Sherri was bang on in her assessment and the results were remarkable. This was a crucial step as it also set the premise for her company's progress. Sherri claims, “we have a 86% success rate that we will introduce our clients to someone they date for 6 months or longer.” Hardly any company in the ield can match that level of success. The process includes several steps as it helps in sieving the right data from a massive pool of information. It

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ELITE CONNEC INTERNA

CTIONS ATIONAL THE DYNAMIC DUO 15

FEATURED STORY

spans across the meeting, screening, interviewing, and background checking of all the members. Then comes the dif icult part where the company creates segments according to client preferences. They add a touch of their own experience as matchmakers while sorting the pro iles. Before sending out pictures to their clients, they check whether the pro ile is a good pick for their client or not. That reduces hassles and increases momentum. After all is done, the company meticulously records the client's feedback as it sets the ball rolling. As a brand, Elite Connections International has evolved so far because of its clarity. They never hide behind veils while discussing feedback with their clients, thereby improving the chances of grooming. Tammi manages this section with great dexterity. Her knowledge of the human minds and insights from the sifted data helps her form a coaching module for each individual. This ability to customize actions increases credibility as a brand. Tammi works hard in providing inputs to their clients, grooming and assisting them in meeting the right person. It motivates her. The very thought of helping someone ind his or her soulmate drives her every day.

prevent the venture from gaining a decent momentum. Even those who join the bandwagon with a degree in business have to go through a grueling time where nothing is certain and a constant fear of losing out looms large. Then how to overcome it? Each has his own opinion as it depends on how one looks at a problem and inds a cure for it. The same happened with Sherri when she started paving her way as an entrepreneur. She had to compete with her rivals and build a sustainable foundation. At times, the grinding pressure used to bog her down. However, she never gave up. The ighting spirit in her kept her abreast in the market. Sherri's ability to pick out the right opportunities is impeccable. All thanks to her superlative imagination that helps her visualize possibilities. When one can envision things beforehand, the going gets a lot easier. At present, she is planning branches in all the major cities of the country and at least six in Europe. This prospect of expansion and setting up a structure across the Atlantic drive her every day to motivate her. Something, she believes that every entrepreneur should possess.

Clients can relate to those people who are passionate about their businesses. As a result, such companies witness remarkable growth over the years. This is quite evident from how both Sherri and Tammi run their business and the result is the constant locking of clients.

Tammi relies more on hard work. She believes, “Hard work, nothing comes from nothing, keep up the hard work and it will pay oﬀ.”

WHAT FUELS THE ENTREPRENEURIAL MOOD?

WHAT IS IN STORE FOR THE FUTURE?

For an entrepreneur, a smooth ride ahead is no less than a dream. The journey is often mired with obstacles that

The primary goal is to expand the company to every possible city across the country and then across other countries. However, Sherri now wants to pass the baton and wishes to see Tammi take charge. She said, “I love our business and matchmaking is something I have done for a very long time. I see Tammi taking over and I'll be helping from the sidelines.”

CHARTING STEPS TO FINDING

Apart from this shift in charge, they are ready to launch a book on dating where their experience and understanding of such occasions would come in handy. A venture always inds a solid footing when there is a perfect blend of experience and insights. In the case of Elite Connections International, it comes from Sherri's knowledge of the ield and Tammi's ability to read human nature. Their union writes the perfect script for success.

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We Embrace Excellence! Exeleon Magazine features some of the leading players in business and shares their journey of excellence to inspire aspiring leaders across the globe.

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EXPERT OPINION

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The Secret to Successful Leadership: Confident Humility By Bobby Powers

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EXPERT OPINION

was sitting in a cabin alone, but I was freaking out.

I was on my first “solo retreat” — a chance to rest and recharge with a weekend of reading, writing, meditating, praying, and walking in the woods. The weekend was meant for relaxation, but my mind was speeding like a race car. When I scheduled the getaway two months earlier, I had no way of knowing that the Friday I departed for my solo retreat would be the biggest day of my young career. That morning, my company announced that I would become the newest (and youngest) director at the firm. The day before, I had been leading a team of 12 people. On Friday, my team expanded to 160 people on two continents. My promotion jettisoned me up two rungs of our company's corporate ladder; I had become my boss's boss. After a raucous day of congratulations, pats on the back, and head-spinning changes, I jumped in my car and made the two-hour drive to the mountain cabin on Friday night. As I collapsed in one of the cabin chairs, I asked myself, “How in the hell am I going to lead this new team?” Most of the team leads who now reported to me had been with the company far longer than I had, knew much more than I did, and had little reason to trust me as the new director. I was scheduled to lead my first meeting with my new direct reports on Monday. I wondered: How was I supposed to act in that meeting? Should I exhibit confidence to prove to everyone that I could indeed lead this team? Or should I exhibit humility and

show I was willing to defer to others' judgment? As someone who consumes dozens of business books every year, I knew that there were different schools of thought about how to step into a new leadership role. Half of the authors said things like “Fake it till you make it,” and the other half advised new leaders to trust your direct reports and wait before making any major changes. After thinking about this dilemma for hours in the cabin, a phrase came to mind that has guided my leadership ever since: “confident humility.” What Is Confident Humility? Confident people know what they know and they know what they don't know. When they speak, they do so boldly and clearly because they are speaking from experience and understanding. Humble people admit they don't know everything, and they take accountability for their own mistakes. They seek to understand others, ask questions to learn from others, and listen closely to the answers to those questions. Confident humility is the fusion of these two attitudes. It avoids the extremes of arrogance (unbridled confidence) and passivity (unbridled humility). Confident humility is having the modesty to understand whether you're the best person to make a decision. It means learning from others when they're the expert and acting with boldness when you're the expert. Bob Iger Example Disney CEO Bob Iger describes the

essence of confident humility (albeit in different words) in his new book The Ride of a Lifetime. Before Disney acquired ABC, Iger was an executive at ABC Sports and ABC Television. Back in 1989, he was asked to become Head of ABC Entertainment, which marked the first time that someone running the operation didn't come from the world of entertainment. “I wasn't sure anyone from outside Hollywood had held that job at any of the networks,” writes Iger. There was a TON that Iger didn't know about this new role. In fact, Iger was so intimidated by the role that he initially tried to turn down the promotion, but the owners of the company told him they had full confidence in him. Iger eventually decided to accept the role. Here's how he describes what was going through his head when he started as Head of ABC Entertainment: “So what do you do in a situation like that? The first rule is not to fake anything. You have to be humble, and you can't pretend to be someone you're not or to know something you don't. You're also in a position of leadership, though, so you can't let humility prevent you from leading. It's a fine line, and something I preach today. You have to ask the questions you need to ask, admit without apology what you don't understand, and do the work to learn what you need to learn as quickly as you can. There's nothing less confidence-inspiring than a person faking a knowledge they don't possess. True authority and true leadership come from knowing who you are and not pretending to be anything else.” As Iger recognizes, “Fake it till you make it” is horrible advice. False confidence gives off an odor as potent as dog crap on the bottom of a tennis

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About the Author: Bobby Powers is the Head of Learning & Development and People Analytics at Gravity Payments. A bibliophile at heart, Bobby provides book reviews and writes on business & leadership to encourage selfimprovement among individuals. He spends most of his free time reading books which enables him to improve his knowledge in psychology, history, business, and other topics.

shoe. Team members can tell when a leader doesn't know what they're doing. Iger realized that he had to act with confident humility (my words — not his) in order to become the leader ABC needed. He had to admit what he didn't know, learn from those around him, and take action with confidence once he learned the ropes. How to Exhibit Confident Humility “Do you know how you can tell when someone is truly humble? I believe there's one simple test: because they consistently observe and listen, the humble improve.” -Wynton Marsalis Here's what it looks like to exhibit confident humility as a leader: Admit your knowledge gaps, then work to fill those gaps Ÿ Ask others for their ideas and input Ÿ

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Defer to others when they're the expert Ÿ Speak up when you're the expert Ÿ Once you've gathered enough information, boldly pull the trigger Ÿ Don't take credit for others' successes Ÿ

After my weekend solo retreat, I kicked oﬀ my Monday meeting with my new team by telling them that I was honored to step into the role and I was excited to learn from all of them. I admitted that there were a ton of things I didn't know, and even pointed out a few key areas where I didn't have knowledge and was looking to learn from all of them. It was scary to admit my knowledge gaps to everyone, but doing so set a precedent of honesty, vulnerability, and teamwork. We would need to work together as a group to succeed.

Through this experience, I realized that if you respect your team's knowledge and abilities, they'll also come to respect yours. There's no need to fake anything. “Confident humility is having the modesty to understand whether you're the best person to make a decision. It means learning from others when they're the expert and acting with boldness when you're the expert.” Employees want to follow someone who exhibits confidence, and they want to emulate someone who exhibits humility. Confidence generates followers; humility generates disciples. You'll need both to become a successful leader.

Amie Reiman A

s a single mom of one, life for Amie Reiman hit a turning point in 2015. Shortly after her son's 5th birthday, he was diagnosed with Fragile X Syndrome, a rare genetic disorder characterized by severe cognitive and developmental delays. This was the irst of a devastating series of personal events that saw Amie surviving sexual assault, a series of vehicle collisions and the sudden death of her best friend. On the verge of a nervous breakdown, Amie found strength for herself and her son in a wide gamut of holistic medicine. Realizing just how misinformed she had been by modern medicine, Amie founded a platform, Health In Progress (HIP), to help parents like her deal with the challenges of rising a developmentally challenged child. According to Amie, “The conceptualization of HIP Lives began when I was forced to take medical leave from my high pro ile corporate position in 2018. A battery of psychiatrists and doctors had me on more prescription drugs than I could count, leaving me a zombie. As well, my child was experiencing the fate of the pharmaceutical slip and slide that was only crutching our health challenges and beginning to create additional problems. One day I had enough and began my journey of self-education that began with a deep dive into the Canadian Federal framework for medical cannabis.” Two years later and Amie has developed a profound connectivity across the now Global industry. This evolution inspired her to seek naturopaths, learn more about meditation, and acquire hobbies to calm down her restless spirit. It culminated with Amie and her son both starting on cannabinoid therapy with the use of CBD oil to replace the drugs they were prescribed to treat a plethora of health conditions including pain, depression, insomnia, anxiety and ADHD.

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PROMOTING HEALTH & WELLNESS THROUGH DIVERSE CHANNELS Amie Reiman, Founder of HIP Lives, envisioning new ways of promoting health and wellness to make a lasting impact on society.

The platform born as a result of her tribulations, Health in Progress, is here to destroy stigmas and advocate for safer treatment options. PERFECTLY IMPERFECT Amie often inds herself at a crossroads where she chooses a path that ensures the well-being of others over her own. Since day one as a consultant, she has gone through numerous ups and downs. In her journey as a consultant for private citizens and businesses alike, Amie has opened many eyes to the bene its of medical cannabis and natural healing. Through HIP, Amie has been able to grow her professional and personal support circles, which led to further growth and forward momentum. Amie will never claim that the ride has been smooth – far from it. There were multiple times she got bogged down by external pressure, personal hurdles, and other limiting factors. However, Amie accepted any challenge graciously and always found the means to bounce back. Given that no one is perfect, Amie's

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peers adequately describe her as “perfectly imperfect”. HIP LIVES Health In Progress is about providing the resources, products and educational materials needed to engage both private citizens and entrepreneurs with the burgeoning world of medical cannabis as well as other eﬀective therapies. The platform assists meaningful partners in communicating their products and services to people who need it the most, as well as providing a wide range of meaningful content for parents like Amie, using medical cannabis as a treatment for herself and her son. HIP Lives has evolved into an active marketplace with select products such as personal protective equipment and wellness goods available on the site. The company is now experiencing substantial growth as diverse groups of health conscious ventures are expressing keen interest in coming aboard.

AMIE ON ENTREPRENEURSHIP Amie's position on entrepreneurship is rooted in her own trials and tribulations, from which she has learned to overcome adversity and persist in a tumultuous industry. Throughout it all, Amie has maintained her integrity, always keeping honesty as a core value, which has resulted in long-term relationships. Those who know Amie all agree that her principles are nonnegotiable. Amie has always irmly believed in character above personality. As HIP LIVES grows into a multimedia educational and consultancy platform, Amie looks forward to breaking barriers and providing those in need with much needed support and guidance in the world of medical cannabis and alternative therapies. To contact Amie and ind out more about HIP Lives, visit www.hiplives.com or connect@hiplives.com direct for all other inquiries.

IN FOCUS

Ashley Rogers 28

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THE EVOLUTION OF A TASTE-MAKER

Read the story of Ashley Rogers, Founder of Spudy, who is transforming the snacks industry by inspiring healthy eating habits.

little snack can be a perfect friend in a lot of places. From movie theaters to binge nights at home, munching a little nothing can deliver a sense of satisfaction. Moreover, those who have tried it during brainstorming sessions can surely vouch for its productive sides. People in the food business know this by heart, which is why cafeterias or places that oﬀer tidbits are mushrooming. In fact, restaurants are scoring well by serving such snacks under a more gourmet-fashioned name 'appetizers.’ But are they healthy? Consumers are getting more and more health conscious. In tandem, entrepreneurs are trying products with nutrition value like chickpeas or cauli lower, but they lack the appeal. When Ashley Rogers got to know about brands trying out these products, she got perplexed. She wondered why no one picked sweet potato as a favorable snacking option? It is a lip-smackingly delicious treat and can be healthy as well. Here in the States, sweet potato is quite popular as a snack. Fried sweet potatoes are widely available across eateries, which also explains its market potentials. This little insight inspired Ashley to come up

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with a new brand called 'Spudsy.' The company serves only baked products and is “vegan, gluten-free, kosher, non-GMO, and free of the top 8 allergens.” While launching Spudsy, she gave the brand a delightful twist. The result is Mr. Spudsy, a cute and fun mascot that provides the brand with a de inite identity. WHAT WAS THE JOURNEY LIKE? Spudsy is Ashley's second venture in the F&B industry. The irst one being Buff Bake. In many ways, Buff Bake acted as a stepping stone for Spudsy. Ashley got no formal training in entrepreneurship, and Buff Bake helped her learn all the little details of running a business. It was like going to college, only that it was more pragmatic. She learned real fast to make things work in her favor. That is how she got to know much about “sales, marketing, logistics, distribution and how to work with manufacturers.”

While building the premise for Spudsy, she took the time to set each stone right and create bonds with her distribution partners. It was crucial to make Spudsy evolve as a household name. According to Ashley, for any entrepreneur, “getting people to buy your product oﬀ the shelves is the hard part.” This is where the time spent on bonding with retailers comes in handy. She mentions, “when you enter new retail stores, you have to support that retailer with promotions, secondary placement, etc. in order to get the consumer to notice your product…especially when you are a new brand they have never seen before!” But this style needs changes “when you enter too many retailers nationally at once, it is really hard to support all those retailers,” both inancially and logistically. So going slow and being strategic about when to engage retailers is the KEY. WHAT HAS CHANGED?

She also “learned that in order to be successful in the food world TASTE IS KING.” The product has to hit the ball out of the park in its irst go as there will be no second chance. This helped her immensely in developing business plans accordingly for Spudsy.

The COVID-19 crisis has been a real eye-opener. It made sure that companies review their steps to learn more about possibilities. Sales dipped for the companies but Spudsy braved the storm and opened up new avenues. The

IN FOCUS

company is now a part of 600 Kroger doors and closed its Series A Raise with a great fund and won $100,000 as prize money from the PepsiCo 2020 Greenhouse incubator program! THE PROCESS When there is a talented bunch of co-workers to back the progress, the going gets more comfortable. Ashley has a co-packer who is a certi ied B corp. As a result, they take the employees, the community, and the environment very seriously. The collaboration ensures proper reviewing of all aspects of the business to inspire decisions that are environmentally conscious and socially responsible. If truth be told, this adherence to principles goes beyond the production where the company follows strict codes of conduct for all suppliers it works with. Ashley's team ensures that the supplier meets GFSI standards to maintain a safe food standard without compromising. Besides, the “ingredient review process includes sampling, testing and a thorough document review to ensure marketing claims such as kosher, vegan, gluten-free, or non-GMO can be met.” As an additional measure to increase its credibility, Spudsy follows GSSI standards, which is the Global Food Safety Initiative. THE COMING DAYS Ashley believes that Spudsy is a great salty snack that can grow big in the coming years and she is

committed in making it a household name. She has been putting in a lot of eﬀort in making that a possibility and has a dedicated team who are equally involved in the process. Ashley has earned her team's support by showing great respect for her co-workers and staying true to herself. As she justi ies, “I talk to everyone as if they are my friend and never change my tone. I am simply always ME and you either like it, or you don't.” It is always about sounding authentic and maintaining healthy relationships.

Ashley's advice for that is simple, “Be You!” Ashley is banking on her dreams and resilience to move ahead and pave a path. For her, these traits build the character of a dynamic entrepreneur. As a beginner, one starts his or her career by listening to many 'NOs'. In those times, resilience and the drive to do something acts like motivating factors. It worked for her as well and she has evolved from there. She now knows how to take the challenge upfront and turn that 'NO' into a 'YES.'

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IN FOCUS

Carlos Lima 32

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BRINGING A CHANGE IN THE SOCCER INDUSTRY Read the story of Carlos Lima, the owner of NGA Soccer and an expert in crafting gloves for goalkeepers, who is now expanding his business footprint.

hat is the scoreline? It's the irst question that pops in our mind when a person misses a soccer match and then wants an update. How many goals did the team score? What is the margin of the win or defeat? These are things that shroud our minds. Most people do not even bother to remember the game. They just recall the goals to be a part of a conversation. Yes, it is the goal that matters — both scoring and saving. But not many would recall how a goalkeeper saved a last-minute shot to prevent his team from facing defeat, or worse, relegation in a league or cup. They are the unsung heroes. They are the one to hold the fort till it crumbles under the barrage of the opponent's ruthless attack. And if they err, it can cost a team a match. On them depends the fate of a team. Carlos Lima has a soft corner for these underrated players. It is probably because he used to play in that position. That is why he ventured out to produce something that would enrich a goalkeeper's experience. Using his irst-hand knowledge of what goalkeepers would like to have and how their gears can be improved, he set the

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mood of his company and launched NGA Soccer. It primarily deals with keeper's gloves and now boasts a global presence.

and Carlos, along with his country, witnessed some drastic setbacks. This and his errors in judgment forced Carlos to go bankrupt.

THE SHAPING OF NGA SOCCER

When he decided to move back to Canada, he had huge debts. To clear that, he worked at a construction company from 2005-2007 to save some money. Then, in 2007, he started his own company. In 2012, he steered back to his irst love, soccer, and founded NGA Soccer. For a brief period, he continued working for both and then in 2016, he decided to devote all his time to NGA Soccer. It was not an easy one as a journey, but now he has reached a platform from where he can branch out to other soccer gears like soccer balls, cleats, and shin guards.

The full form of NGA Soccer is NO GOALS AGAINST Soccer. It is a company that has proven its expertise in manufacturing goalkeeper gloves. Carlos goes out to his of ice every day to check the quality of the inished product. He brings his passion and experience to judge the works and launches them at an aﬀordable price. He believes that soccer should not be constrained but enjoyed by people from diﬀerent strata. However, reaching here was not an easy task. Carlos had to go through many ups and downs before he found a foothold to start. He is a son of immigrant parents from Portugal and had to ly to and fro between Portugal and Canada in his childhood. Then at the age of 25, he decided to shift base to Canada permanently. Carlos started working as an entrepreneur at the age of 19 and he soon found success. He had two soccer-speci ic stores in Portugal but then changes happened. A new currency was launched in Portugal

NGA Soccer International operates from its head of ice in Canada. Carlos follows an excellent method to make sure his company attains growth through collaboration. He has distributors across various countries, but each of them acts like an individual entity. This encourages them to work better and increase the reach of NGA Soccer. However, it is Carlos and his company that makes the inal decisions.

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THE FORTHCOMING YEARS Carlos has charted his course to make growth and his company synonymous. In fact, in the early months of 2020, the company was in a state to see a quadruple leap in sales from where they closed in 2019. However, then came the pandemic and it transformed a lot of things for the market. But Carlos is not a person to lose his heart. He believes in persevering. No matter what. He also believes that as an entrepreneur one should never be afraid of failing. Such things are a by-product of any business. It is the steadfast approach that matters and gets one back on track. Although the pandemic triggered unprecedented changes, Carlos took it as a pause. He is preparing for things to get normal again, so that he can roar back into the market. WHAT DRIVES HIM? Soccer has a massive impact on Carlos' life. That is why he never doubted his decisions to make it the premise for his bread. His love for the game gets re lected in the way he is transforming his business. Moreover, it has also helped him evolve as a person. He learned a lot about competition from the game and it has nurtured the ierce competitor in him that knows not to back down. His younger days in the ield have taught him how to stay calm and composed under severe challenges and to take risks to gain big. This

helps him to evolve as a leader. As an entrepreneur, he puts his trust in dynamic approaches. Unidirectional approaches can lead to untimely perish. But when the same person relaxes his mind and welcomes diverse approaches, he discovers new growth methods. Carlos adds a pinch of salt and pepper on this idea. He brings in the concept of plurality. It stems from his belief that growth cannot be a singular thing and it makes him see things never just for himself. His future plans have rooms for all his employees because he believes in progressing as a team as that provides more strength to the core. His playing days for a team instilled this understanding in him.

He listens more, respects others' opinions, and relies on insights derived from them before leaping ahead or deciding a course of action. Diverse opinions enrich the perspective; it adds viewpoints that provide Carlos with an ability to ind loopholes in his company's structures, which he can then plug in to ensure a sustainable future. As an entrepreneur, he knows failures are inevitable but it is essential to learn lessons from them, and if there is a great team who can absorb the impact, then the going gets more comfortable. Photo Credit: Fleisher Photography

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Cathleen Kelly Rebar 36

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SETTING AN EXAMPLE OF BRILLIANCE A ﬁrst-rate attorney, an elected ofﬁcial, and a woman who leads by example, Cathleen Kelly Rebar is inspiring women to aspire for more.

hat motivates most people to get out of bed, go to the of ice and work hard? For many, it is probably a paycheck. For some perhaps the idea of a promotion. Only a few are truly passionate about what they do – and that passion is what motivates Cathleen Kelly Rebar. The Rebar Kelly law irm website includes one of Rebar's favorite quotes. “If you work just for money, you'll never make it, but if you love what you're doing and you always put the customer irst, success will be yours.” – Ray Kroc. In fact, it is rare to ind a person eager to do better each day. Rebar, an outstanding attorney, managing partner, elected of icial, and community leader, strives to improve every day. She questions herself each morning, 'What can I do better today?' This pursuit of greatness has garnered her many accolades and earned a number of awards, including Super Lawyer 2019 (as well as previously in 2014 – 2018), ALM 2018 Professional Liability Department of the Year, and Top 100 Lawyer 2020. The law irm is also imbued with this spirit and is growing with of ices in Pennsylvania, New Jersey, New York, and Connecticut.

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REBAR'S ACHIEVEMENTS Rebar Kelly was formed upon the principle that long-term relationships low naturally from recognizing that clients are the true partners. Rebar has long understood that problems come in all shapes and sizes. Her commitment to her clients comes irst. She has always been responsive to her client's needs and is always working to develop creative solutions to solve their legal problems. Her commitment to her clients is second to none. Rebar's strategic, results-driven style is what sets her apart. She is not a "run down the checklist" type of litigator. She puts deep thought into all of her decisions and is not afraid to "think outside the box" and use new or cutting-edge ideas to bene it her clients. It is critical to note, however, that her enthusiasm in litigating challenging cases is tempered with the commonsense knowledge that expedient and costeﬀective resolutions are often the best way to serve clients. Each client is diﬀerent and their problems are particular, even if they share a common root. For a perfect solution, determining a strategy in collaboration with the customer is essential.

Her reputation as a ierce litigator gets backing from her impressive track record of victories in the courtroom. In fact, this ability to dissect cases to gain a perspective on some hidden angles bolstered her position as a Magisterial District Judge in Montgomery County, Pennsylvania, where she has been serving this elected position for over a decade. Her philosophy in life often re lects her team sports background: hire the right people for the job, prepare and practice, back each other up, and always put forth your best eﬀort. As part of a team, she and her teammates sought to inspire and back each other to evolve. These same principles apply in the way she runs the law irm. “Rebar Kelly is a team as well,” says Rebar. “You are only as good as your weakest link.” A GREAT PARTNER It is never easy to walk alone. Building a team with the same vision makes grappling with adversities simpler. But it isn't always easy – in fact, there were struggles in the past with energy vampires whose personalities tried to poison the group dynamic that Rebar had worked so hard to build. But Rebar was lucky to ind a

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partner who was ready to row in the same direction, and Cathleen's words of praise for her team and her partner, Chris Kelly, re lect this attitude. Rebar is always quick to point out that Kelly deserves signi icant credit. Kelly values every individual and what they can contribute to achieving something better. “I value his support as it has powered the irm in many ways and facilitated our growth and advancement. His profound impact on the company has taught me how valuable having a great partner is for irm growth and development.” Cathleen has a lot of great things to say about her team as well. Each one of them contributes in a meaningful way to maintain the vision and goal. When describing her achievements and the growth of the irm, she puts a particular emphasis on its team of attorneys and support staff who work hard to ensure that the company always follows the upward trajectory they have set out to maintain. “The whole staff, every person, they want to succeed, and they pull out all the stops to see the irm grow,” she says. Rebar's experience has taught her that for a team to grow, “cancers need to go,” she says. She knows the adverse in luence a person can have on a company if their vision is not in line with the company values. “Once you realize you have someone in your organization who has a negative effect, it's time to move on. Just like real cancer, cancer in the workplace is going to metastasize. Even if the person is good at what

they do, they need to be replaced if they are a distraction.” The only way to move forward is to “keep looking until you ind the right person.” PUSHING BOUNDARIES The law irm is not Rebar's only focus – she believes she has a lot to give the community as well. She is continuously active educating insurance executives, risk managers, adjusters and other insurance defense attorneys at conferences across the country on preeminent issues facing the insurance defense industry. She is also extremely proud of her accomplishments as a judge in Montgomery County, PA. Along with other judges, she has formed partnerships with state and local police, community leaders, and the public to make sure that leaders increase their focus on building and strengthening the bonds of the community. Her success has also nudged her

towards what she believes is a responsibility to bring more of a gender balance to her professional arena. She has noticed that women in leadership roles are often de ined as bossy or aggressive. She wants to change that perception by developing a perspective for people to understand alternative viewpoints and transform their minds. Her eﬀorts have made her a role model for women. As an entrepreneur, she believes, "success comes with sacri ices, and there are no shortcuts. Hard work always trumps talent when talent doesn't work hard.” But one has to be open enough to embrace criticisms as “you have to understand your own weaknesses in order to overcome them.” Success is not just a journey ahead; it requires self-exploration and Cathleen is a true example of the same.

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Dr. Marlow Hernandez 40

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INFLUENCING SOCIAL HEALTH BY INTEGRATING PERSONALIZED CARE Read how a simple promise made by Dr. Marlow Hernandez to his grandmother prompted him to move to the States and establish a leading healthcare organization.

he diﬀerence is breathtaking when one compares the infrastructure in Cuba's healthcare sector with that of the US. The number of doctors serving the people is indeed greater in Cuba than the US (when considering the doctor-patient ratio). But, infrastructure-wise, the US is miles ahead in the race. Hence, when a young Cuban migrates to the States to work his ways in the healthcare sector, he should at least be intrigued, if not enthralled by the dramatic change in scenario. That happened with Dr. Marlow Hernandez. What makes his case appealing was his ability to identify the laws in an otherwise superlative infrastructure. He had this advantage of being an outsider with eyes to look for details and identify cracks that can grow into chasms. He found things that were obvious but often overlooked. For his entrepreneurial venture Cano Health, he used those as the founding stones to serve people better and build a healthy society. At Cano Health, the intent is never to just treat a disease or condition. Dr. Marlow believes that temporary measures can never provide a solid foundation. He aims to preserve health through a holistic approach. This idea has a deep root in the

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knowledge of the polarity of the two mediums. The normal treatment procedure is a transactional, onetime event, whereas what he oﬀers is a “long term, often times, lifelong commitment.” WHAT IS SO INTRIGUING ABOUT CANO HEALTH? Marlow's journey from Cuba began as a simple promise he had made long back, as a child, to his grandmother. To keep that intact, he migrated here in the US and developed a system that focuses on “the process of fundamentally improving healthcare for all Americans.” His achievements are of historic proportions in many ways. A little peep inside the architecture of Cano Health could very well reveal that. Dr. Marlow still continues to practice Medicine as that is where his heart lies. But his vision for a healthy society helped him assess his steps and pave ways to achieve greater things than a single practitioner could ever grasp. He has built a system for himself, his fellow practitioners, and other staﬀs, thus allowing him to engage with patients in remarkable ways. This system has been the core of Cano Health, where patients always come irst. However, such a system can never lourish without an ideal wedding between compassionate clinicians

and state-of-the-art technologies. Cano Health has cutting-edge technologies in their arsenal that empowers the system to simplify the process of connecting “with patients to achieve their personal health goals.” This also makes it easier to adapt services as per the needs of an individual or community. The work culture follows a tripartite structure. The irst step includes treating patients as they are a part of the Cano Health family to instill a sense of community. The next step provides technology and various metrics to set parameters. It helps in measuring the performance through the eyes of both clinicians from Cano Health and the patients. The last step adheres to the policy of shunning the cookie-cutter approach to medicine. This stems from a belief that communities are different and so are their medical and wellness needs. PRAGMATIC STEPS SUPPORT THIS CLAIM Dr. Marlow has a profound understanding of this idea of personalized care and he believes that this is a de initive step towards the future. He knows that in a time of crisis, this can emerge as the differentiating factor. This belief gets re lected in the lexibility of Cano Health that, in no time, can adapt to situations and offer solutions.

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Over the years, Cano Health has gone through several litmus tests and emerged triumphantly. The recent COVID-19 pandemic is one such momentous occasion. To ight this ongoing battle, they had introduced measures that could withstand blows and help progress. As mechanisms to achieve that, Cano Health “expanded programs such as TeleHealth, Care Management, and Rx home delivery, which it already had in place, and utilized its Population Health platform (Cano Panorama) to innovate COVID-19 speci ic programs.” Their steps were quick and by April 6, Cano Health deployed the COVID19 program that included the screening of patients for COVID-19 and other associated complications and then referring them to a specialized COVID-19 team. The results were largely in favor of Cano Health as the program encountered thousands of patients and helped “achieve a 60% lower COVID-19 mortality when compared to age and gender-matched mirror group in Florida.” This proved supreme in establishing the credibility of the healthcare organization. WHAT DRIVES THE MOVE? The factor that keeps Dr. Marlow motivated and takes him out of his bed every day to visit his of ice is the mission to make Cano Health “America's Primary Care.” It would be his way of expressing gratitude to the country that gave him freedom and opportunity. He wants to pay back by saving and improving the lives of millions of Americans. But that is not all. Marlow Hearnandez is also equally

concerned about the well-being of thousands of Cano employees, as they are the ones that are helping him build a lasting legacy for the coming generations. Dr. Marlow's perspectives are quite unique and that is evident from his branding of roadblocks as opportunities. He believes that hindrances shake people out of their comfort zone and force them to see the crisis from a diﬀerent angle. There were days he had to wade through challenges and rely on gutwrenching decisions to get out of a crisis. But he always took them head-on and still does. It is his perseverance that always steers him back on his path. WHAT IS THE FUTURE?

lonely. But he has accepted it as a part of his professional life. His vision is quite clear as he wants to take Cano Health to the pinnacle of primary care by improving the health, wellness, and quality of life of the communities that he and his fellows serve, while reducing health care costs and forging lifelong bonds with members. He cannot envision himself as dissociated from Cano Health, but Dr. Marlow knows that a time may come when he will have to move on. However, he will never stop ighting for his patients. As an entrepreneur and an in luential leader, he wants to set examples for people who look up to him for direction. His dynamic stature and views will indeed ensure enriching experiences.

Sometimes, with the burdens of thousands of families on him, Dr. Marlow mentions that it feels a bit

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EXELEON EXCLUSIVE

7 MOST CREATIVE WORKSPACES IN THE US The primary idea behind any of ice design or construction is to ensure comfort for the employees. Modern of ices today are known for not only ensuring comfort but also integrating creativity and branding touches to stand out from the crowd. Exeleon went through a long list of workspaces to narrow down to 8 of the most creative workspaces across the United States.

OFFICE - SUFFOLK CONSTRUCTION DESIGN - STEINBERG HART LOCATION - SAN FRANCISCO 44

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OFFICE - PWC EXPERIENCE CENTER DESIGN - EASTLAKE STUDIO LOCATION - CHICAGO, ILLINOIS.

OFFICE - BUMBLE DESIGN - JEI DESIGN LOCATION - AUSTIN, TEXAS Exeleon Magazine

OFFICE - ALTERNATIVE TECHNOLOGY DESIGN - REVEL ARCHITECTURE & DESIGN LOCATION - AUSTIN, TEXAS.

OFFICE - TOYOTA RESEARCH INSTITUTE DESIGN - NELSON WORLDWIDE LOCATION - LOS ALTOS, CALIFORNIA. 46

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OFFICE - CYSTIC FIBROSIS FOUNDATION DESIGN - DESIGN FORWARD BY STUDIO BV LOCATION - MINNEAPOLIS

OFFICE - T-MOBILE DESIGN - JPC ARCHITECTS LOCATION - CHARLESTON, SOUTH CAROLINA Exeleon Magazine

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James Hobson 48

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THE SUPERHERO OF CURIOSITY AND SCIENCE Fact and ﬁction are rather contradictory. But what if someone comes up with a solution to bring these two together? James Hobson has been doing that for almost a decade now.

ost kids grow up with some sort of fantastical stories nurturing their minds. Often these are the tales of superheroes. Kids like to read comics on these superheroes. They have their favorites. From Batman to Iron Man to Kamen Rider, there are tonnes of ictional characters to feed the imagination of these children. Even adults cannot resist the temptation of getting lost in these worlds temporarily. This is something that inspires big production houses to churn hundred-million dollar superhero movies. In bestowing their love for superheroes, people, in reality, express their innate desire to inherit those superpowers or the tools shown in ilms or magazines. But they also know that owning a batmobile or some other gadget is nearly impossible. There are factors to consider. First of all, technology. These gadgets look otherworldly that normal brains do not even consider those items as a possibility. Then comes the inancial aspect. A batmobile requires advanced designs. Who is going to fund it? But then there are people like James Hobson who knows exactly what to do to bring these props out of iction to turn them into reality. He knows the science behind the technology and has learned how to earn from it

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to fund his future experiments. It is through his YouTube channel, called ‘the Hacksmith.’ He has a business partner, Ian Hillier, with whom he started delving deep into various engineering projects back in highschool. But like many startups, they started working from the garage and when the big break happened, they left their respective jobs to go full time with YouTube. Now, after just a few years, they have reached nearly 10 million subscribers, placing them in the top 15 tech channels world-wide. WHAT WAS THE START LIKE? James' association with YouTube dates back to 2006, shortly after the platform was created. At the time, he was just using it to share videos with his friends -- mostly parkour & freerunning videos. A few years later, he went to Conestoga College to study mechanical systems engineering. This allowed Ian and himself to work on bigger projects together like converting a 1993 Honda Del Sol into electric using the guts of a forklift. It may sound not that cool now, but it re lected their passion for engineering, and outside-the-box thinking, and marked the start of James' documenting of projects via YouTube videos.

As they were graduating in the summer of 2012, YouTube opened up the partner program for ad revenue sharing with creators. James saw this as an opportunity and he started producing weekly videos on engineering and tech, while working a full-time engineering job. It was also that summer that James came up with the moniker 'the Hacksmith” and rebranded the channel. For the next two years, he persevered despite only earning pennies a day from ads. His engineering salary devoted to projects, instead of savings. He even started working an extra part-time job for Hackaday.com as a writer to help fund more projects. But it wasn't all for naught when he hit the bull's eye on a video that went viral about a pneumatic exoskeleton he had built capable of curling over 250lbs. The exoskeleton was based oﬀ of the movie Elysium starring Matt Damon – his video reached 500,000 views in just three days, and his channel grew to nearly 70,000 subscribers. What's more? He got a call from the Discovery Channel to demonstrate the project on national TV. This project started the snowball rolling. From then onwards, he never looked back. He resigned from his

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engineering job the following year in 2015 and then devoted the entirety of his time to YouTube. Ian followed suit a few months later and they formed a new company called Hacksmith Entertainment in 2016. In May of that year, they released a video on a replica of Captain America's shield, capable of returning to the user's arm via electromagnetism. The timing was perfect as they launched near the release of Captain America: Civil War. The video and project became a viral sensation, receiving millions of views and in less than a month, their subscribers grew from 100,000 to 500,000! Suddenly, they were a midsized YouTube channel, and it started earning real money. Sponsorship deals started to loat in from companies like LG, Google, and others. Hollywood projects soon followed. Producers from the War for the Planet of the Apes invited him to join their New Zealand set and test their motion-capture suits. In fact, for the Men in Black: International, the team developed a “working” neuralyzer prop to help promote the movie. The channel began to double in size, year over year, in almost every metric. Today the company boasts nearly 10 million subscribers, over a dozen employees, and has a 13,000sqft facility to operate out of – and they aren't slowing down. HOW ARE THINGS SHAPING UP? James has always visualized himself as the CEO of a big tech company – and is slowly making that into a reality. YouTube has provided them a unique way to generate income while

investing in machinery, equipment and resources to become a fullledged self-suf icient engineering skunkworks. They will never turn their back on YouTube, but to James, they are at the tip of the iceberg of something even bigger, and YouTube is just a springboard. The team at Hacksmith Entertainment is growing. It now has video editors, engineers, shop techs, interns, and even project managers. Their growth is tangible and the videos re lect the journey. It may look simple from the outside, but it has painstaking hours behind it. A single project and video can take hundreds of hours to produce, and with a weekly release schedule, it becomes a balancing act between the simultaneous projects, ad sales, R&D, production, ilming, and testing – there really is never a dull moment. James is often recognized as an idol for many. His ideas, his techniques, and the ability to make engineering fun are well-received, and he has spoken at many events to inspire even more people. Tens of thousands of comments talk about how their YouTube channel has inspired youth around the world to go into Science, Technology, Engineering and Math (STEM) ields. This is something he wants to cultivate even more. He hopes to launch an educational series, possibly run summer camps in the future, and do even more community outreach, as well as further developing the Hacksmith Internship program. And if he gets the chance? He wants to endow people with superhuman abilities and develop technologies like the

exoskeletons to enable everyone to run, jump and play. WHAT INSPIRED HIM? This knack of playing with tools and coming up with easy methods to develop something greater was inherited from his father. He spent a substantial amount of time iddling with his father's tools in his young days, which gave him unparalleled insights. That came in handy, when he, along with Ian, decided to participate in the Skills Canada Robotics competition in 2007. Their remote-controlled soccer-playing robot won the top prize in that national competition. His love for the hands-on application of knowledge inspired him to opt for Conestoga College's applied degree instead of the prestigious University of Waterloo. That paid oﬀ in spades, though admittedly, he has hired many U of W co-op students since. Today, James is certain about one thing. It all happened due to his immense love for the craft, and superheroes. His ideas often sprout from iction as he feels that most of the CEOs today lack the eccentricity to inspire people to go beyond the norm. That is why he delves deep into fantasy to come up with these innovative ideas to inspire a generation. He often wonders why there are no eccentric billionaires donning a superhero moniker and using their resources for the greater good, but rest assured, when he succeeds, and it is when, not if… he'll be throwing on a cape.

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Keith Kirkwood 52

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TRANSFORMING SOCIETIES BY EMPOWERING PEOPLE Read the Story of Keith L. Kirkwood, a two-time world MMA champion, who devoted his time to ﬁght for the rights of underprivileged people.

s a Diplomat and the Chairman of Gift Global Initiative, a global charitable diplomacy organization that provides Humanitarian Aid, Con lict Resolution and Economic Development in The Middle East, Asia, Africa, South, Central and, North America, Keith's expertise lies in facilitating and building Private Public partnerships. As a person, Keith never forgot his roots, making him passionate about helping people and guiding the vulnerable ones in the society towards a better future. His zeal to stand for human rights has taken him across borders and now he inds himself actively participating in various plans as an International Activist for kids and animals. Like his role model the late President John. F. Kennedy, Keith stands in solidarity with the people who are stripped of their rights. While working with such people, he realized that it is the young who can usher in a change, thereby inspiring him to work with children and young adults. Thus, earning him a tag from his peers, “California's Kennedy.” As an entrepreneur, he has been equally successful. But his willingness to do something for the people, for those deprived of privileges, has led him to a diﬀerent path. His eﬀorts have been lauded by the government when he was appointed by the California Governor

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and con irmed by The President of the United States to The Selective Service System. He also serves as the Global Goodwill Ambassador for United States. Standing at the intersection of diplomacy, humanitarian aid and public service, Keith is not just highly skilled at representing governments and /or private sector as a liaison on international matters and bringing humanitarian aid to the host country residents but has been proactive in locally, ranging from his involvement in “the Budget Oversight Committee, School Site Council, Chairman of Social Services and Education Committee for the city of LA.” THE BEGINNING Keith had a simple upbringing. He spent his formative years in a “middle-class home in Acushnet, a small town in Bristol County, Massachusetts.” But the ambience he had in those years was slightly diﬀerent from any traditional family. He is not a product of a nuclear family, rather he had this good fortune of getting raised by “his grandparents, his mother, and his aunt.” The impact of having three strong women around was immense on him, thus inspiring him to take challenges head-on. His worldview was shaped by his days across diﬀerent parts of the globe. Keith spent a few years in Europe and soon got into the MMA

industry. He followed up his success in the ighting world by investing into two professional basketball teams and restoring the famous 'Webster Hall' Restaurant & Lounge. When he moved to LA, Keith's life took a diﬀerent direction as he joined the production business. Soon, he started producing ilm/TV projects under his company Bio Pic Entertainment's (Biopicent.com) banner. THE OTHER SIDE A good foundation can lead to a better future. That is why arming the young with the idea of rights, of what they can achieve, and how they can transform the society for a cumulative evolution is essential. Keith knew that the right way to begin this would be by setting up more schools to teach young minds. The dynamic entrepreneur is dedicated towards this direction. That is why be it within the boundaries of his country or across the government de ined walls, Keith is developing moves to modernize the public-school system curriculum and school safety. His plans are often out of the box but they are futuristic and pragmatic. A peep into his “Studentpreneur Program” can reveal how his mind focuses on building a sustainable future. Keith believes that institutions' focal point should be entrepreneurship,

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wherein students will receive practical lessons about how to start companies and act in creative ways. If taught well, this could be a solution for the future unemployment crisis. The Studentpreneur program has a holistic approach as it includes mortarboards, lessons on “criticalthinking, communication, and collaboration skills.” To make it more pragmatic, Keith expanded his team by including business leaders like Billionaire Real-estate Developer- Rick Caruso; Music Mogul - Steve Lobel; and the President of the Chamber of Commerce - Steve Kramer. These individuals bring-forth their expertise and knowledge in order to inspire the direction of the nextgeneration. THE FITNESS FACTOR It is dif icult to focus in class with a jam-packed mind. A brief pause for a walk or some activity could be stimulating for the brain. That is what Keith has incorporated in his Kid Fit program. The focus here is on getting their grey cells as active as possible. Teachers prefer this program as its implementation has inspired good results and in luenced more students to participate in the class. Mark sheets have also shown promising signs because of this program. Moreover, Keith has also been active in curbing down the problem of obesity. The launch of the “Political Pump” program was a result of that very thought. To eﬀectively put this into practice, he uses Facebook as a medium. It is a live interactive itness training program, where the intent is to make children more active and educate them about nutrition.

A ﬁeld trip to an interactive museum for the children who live in the slums in Mexico.

CROSSING THE BORDER Although his primary focus has always been on helping children and young adults, Keith has never forgotten about his obligations for others as a social rights activist. He is aware about the living qualities in deprived regions and is working hard to implement aﬀordable housing policies. Another glaring problem is human traf icking, where people get treated like cattle and in many cases, they are sold oﬀ as slaves. Keith's work to prevent such heinous activities puts him on the front line. His works also encompass securing prospects for “women and girls, and young people all around the globe.” As a spokesperson of those from the world's impoverished regions, Keith founded GIFT Global Initiative. This broadened his reach and helped him start a movement by encouraging people to ight for those without a voice. The initiative talks about empowering the “disadvantaged and vulnerable families with a special focus on children, in some of the poorest areas of the planet.” The

step, taken by the organization, to bring families into the fold is driven by a belief that only a family can provide the ideal ambience for a child to have a healthy start in life. To make this all-encompassing, the organization includes plans like “Education for All, Access to Portable Solar Energy, Clean Water, Sanitation, Healthcare for All, and Creating Employment Opportunities” that could curb the stress of families living in adverse conditions. Thus far, Keith has served 10000 children (and counting) through GIFT in the US, Mexico, the Middle East and several countries of Africa and Asia. The diverse nature of Keith as an entrepreneur and his social activities is inspiring in many ways. It in luences people in impacting society positively. Their resultant cumulative eﬀect creates a space where young minds can be nurtured for a better future. But what sets Keith's entrepreneurial vision apart is its kaleidoscopic viewpoint that tries to solve problems from not just one angle but sides that no one knew existed.

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Tarik Aziz 56

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RESTORING BUILDINGS TO RESTORE PEACE Read how a personal experience triggered an idea for Tarik Aziz and led to the emergence of Nationwide Restoration. Now, it has emerged as the choicest preference for a varied clientele.

he diversity of what people experience each day is baf ling. As neuroscientists suggest, in just 2-3 seconds that an average person spends to read a single sentence, he gets bombarded by almost 10 million pieces of information. If one is conscious enough, then around 40, he will recall. But can he make them useful? The trick is to fetch the right one, get it scanned for minute details, and then mold it as per the need. This is something very generic, but not many can convert that little piece of information to build an organization with a prospect to achieve a nationwide presence in just a few years. That is something extraordinary and only a man, with the right motivation, can ind such a source of inspiration. Tarik Aziz, Founder of Nationwide Restorations, is a true example of the same. In an exclusive interview with Exeleon Magazine, the dynamic entrepreneur shares his journey and his vision moving forward. WHAT ACCORDING TO YOU MAKES FOR A DYNAMIC ENTREPRENEUR? Someone who is able to look at a situation and be able to strategize multiple options to resolve hurdles, all while keeping their focus on the end goal. Understanding that there is more than one way to inish the race demonstrates, thinking outside

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the box, when considering all variables of a job. As an entrepreneur, you have to look at all aspects and determine how to best move forward with the team you have. At one time in my life I tried to hire those who were “like minded” and parallel to my work ethic and thought patterns. I realized that wasn't what the company needed in order to grow. You need a diverse realm of individuals who bring diﬀerent unique strength to the table. Not everyone needs to have the same strengths, just the same vision with the end goal. WHAT PROMPTED THE INCEPTION OF NATIONWIDE RESTORATIONS? I experienced my own water loss in a high end home where we had brought in a restoration company to do the work. After analyzing the process and quality of work that was done, it dawned on me that if we were able to provide higher quality service, better pricing and better customer services we would excel in their business. WHAT HAS THE JOURNEY BEEN LIKE FOR TARIK AZIZ OVER THE YEARS? The journey has been surreal. When I moved to Canada it was a whole new world. I knew from a young age that I wanted to stand apart and

provide a life for my family that I never had. It became very evident at a young age that I was unemployable as I had a hard time following the path of others. I constantly found myself creating more ef icient ways of doing things outside the box. Realizing I was meant to create my own path in life, I started my irst business at 24 years old and haven't looked back. Building my irst business created a “snowball eﬀect" as I branched oﬀ from home building into restoration work and further more into small and large commercial construction work. Every venture presented a new opportunity within the construction ield. LOOKING BACK, WHAT WOULD YOU HAVE DONE DIFFERENT WHEN STARTING OUT? I'm a irm believer that the setbacks I have endured provided me with the experience and growth I needed to further lead myself and my team in the right direction. I have learned from my mistakes in which came in many forms of trial and error. However, character building is great and we all need it to evolve, but I will say that I could have avoided some partnerships that never served for the greater good. I went into partnerships thinking I would have someone who was going to work as hard as myself and I would be able to pass the baton creating an equal partnership. Unfortunately that was

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never the case for me. I realized you have to accept people for who they are and know that not everyone will have the same vision and work ethic as you. WHAT HAS BEEN THE BIGGEST DRIVING FACTOR FOR YOU AS A LEADER AND ENTREPRENEUR? My greatest motivation is my family. Not only my wife and two children, but my extended family as well. I love walking into the of ice and seeing my team / employees growing with the business and doing well in each of their departments. Their personal growth in the company contributes to the growth of the business. Being the owner of multiple organizations, how do you ensure a work life balance? I can't say I have achieved work/ life balance. My wife understands our vision/goal which requires the long work hours for a better future. However, when I do come home, I try to enter the house with the headspace of being a husband and a father until the kids go to bed, then continue with responding to e-mails in the evening. WHAT HAS BEEN THE BIGGEST ROADBLOCK DURING YOUR JOURNEY? The biggest roadblock I found myself running into was, learning to deal with different types of people in business. Everyone has a unique way of doing things and they have different expectations followed by different levels of communication skills. Learning how to adapt to each caliber of individuals, has truly been a learning experience. WHAT IS THE FUTURE LIKE FOR NATIONWIDE RESTORATIONS AND YOURS? The vision for Nationwide Restorations is to expand across

Canada while providing high quality services with excellent client satisfaction in all provinces. I would love to see myself take a step back and have management take the reins and run the day to day business while I oversee management. This way I am able to spend more time with my family. WHAT IS THE PROCESS FOLLOWED BY NATIONWIDE RESTORATIONS WHEN OFFERING ITS SERVICES? Nationwide Restorations is 24/7 emergency service provider that consist of cliental that have just endured some type of unexpected loss. The irst and foremost concern of ours is the client's safety. When approaching a client, it's important to empathize their loss, stress, frustration and concerns. Once assessing the loss, it's important to ensure the clients' needs are met as they are functioning in distress. Letting the clients know that our professional staﬀ of certi ied technicians and project managers of 5+ years will quickly and ef iciently get their place back to pre-loss

condition all while keeping them up to date throughout the process. We ensure optimal satisfaction by encouraging the client to contact the project manager at any time if any questions or concerns arise. In closing, we do customer sign oﬀs and follow up calls once the job has been completed to make sure our clients' needs were met and they are happy with the services that were provided. FINALLY, WHAT DO YOU THINK IS THE MOST IMPORTANT TRAIT FOR AN ENTREPRENEUR AND WHY? I believe the most important trait as an entrepreneur is to be optimistic. Understanding that there are going to be good days and bad days. Bad days and setbacks are not signs of failure or signs to give up. They are signs that encourage you to either reset or reassess. Don't be afraid to take risks and put in the hard work. With setbacks, comes experience and growth. Be willing to roll with the punches. Take what has been given to you and run with it.

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IN FOCUS

Thomas Tomsich 60

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INSPIRING TRANSFORMATIONS IN SAFETY MEASURES From being an in-house lawyer in Austria to spearheading various companies, Thomas Tomsich's journey has been nothing short of inspirational. Read on to ﬁnd out more.

t all started with the people in Slovenia installing burglar alarms at their place to add an extra layer of security. They wanted to feel safe and prepared if something goes sideways. It inspired a group of enthusiasts in Kamnik to manufacture, develop, and install burglar alarms. The result was the formation of Zarja Electronika. The year was 1969. The year has a momentous reputation for the world as it witnessed the famous Woodstock festival and the student's uprising. But those at the helm of Zarja see the year as a cluster of whirling months that forever transformed their lives. And, that too, for better. Thomas Tomsich is the one at the driver's seat now. He envisions big things for the company in the coming years and one among them is to expand it beyond the borders of Slovenia. He wants to make Zarja a leader in integrated technical security and has no intention of cutting corners to achieve his goals. THE JOURNEY OVER THE YEARS For Thomas, the journey so far has been full of exciting phases. He started his career as an in-house lawyer in an Austrian bank. Then he shifted to “Controlling in banks and in the Tobacco industry and then

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taking C-level positions in various banks in Central Eastern Europe up the CEO functions.” During these transition episodes, he also ushered in some drastic changes in his life and set up his own consulting company. Now, he has changed his gear and entered the technical sector. From so many different pro iles, years in diverse ields, Thomas has learned a lot and realized that there are three primary things that need sorting to ensure a company never falters while maintaining a growth trajectory. These three points are customer satisfaction, owner satisfaction, and employee satisfaction. He inds these equally valid on a personal scale, where he is not just a leader but also an entrepreneur. But earning such compelling insights incurs a cost in the shape of obstacles. Thomas had his fair share while setting steps to reach where he is now. However, his decision to go for the “fast track in choosing fast-developing regions with a challenging environment” proved to be effective. It never posed any threats with daunting tasks and gave him satisfaction in the job. At times, he feels that things would have been different if he had started his career in the technology sector.

But then, alternate realities are always lucrative. He wants to dwell in the present and rise from where he is now. As roadblocks, he inds people's “stubbornness and unwillingness to change” entirely unacceptable as it takes a lot of time to get them on the same page and make things easier for the company. This is also a realization that helps him form a strategic route for Zarja Electronika in the coming years. HOW IS ZARJA ELECTRONIKA DIFFERENT? Just providing the best is not enough if a company wishes to make its growth sustainable. Something to stand out from the crowd is required. Thomas knows that from his experience. His intent is not just to surpass others by miles but to set new parameters. It is evident from the company's architecture. Zarja Electronika is the only company in its ield and in the region that is vertically integrated and has its own research and development department. This framework allows Zarja to operate with a broader portfolio than its competitors. When a company has a vast array of devices and systems at its disposal to serve its clients, it starts enjoying a

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certain degree of lexibility. The same happens with Zarja, where it becomes easier for the manufactures to help clients and meet their speci ic needs. Thomas ensures that Zarja gets a proper premise to oﬀer clients “the creation of 'turn-key' projects, starting from the development, via counseling, design, engineering to inal installation, system startup, and later regular servicing and maintenance.” Such a useful practice is bound to garner a lot of attention. Zarja Electronika is getting accolades from myriad industries like “infrastructure providers, courts of justice, parliament, the electricity sector (e.g. the Slovene electricity grid provider) including nuclear power plants, ports and airports, and many others.” This is because they trust the company's equipment and service. Thomas and his team ensure that the company continues to enjoy this respect that their end-users are showing them. They have earned their credibility by never compromising on the standard they oﬀer. The product at Zarja comes from Austria, Italy and Germany, and the inal product that their clients receive adhere to the industry- and government-grade high-end solutions. There is one more reason for endusers to align themselves with Zarja Electronika. It is the only company in its ield and region that can boast of being a member of the Global Chamber of Business Leaders. This creates space for the company to

expand and share their connections on a global scale. FOR TOMORROW Thomas has this chalked out. He has plans in motion and, under his eﬀective leadership, Zarja will expand in the region with a new product line in development that is all set to roll out and hit the market in 2021. The target is to gain a multifold turnover and improve RoE and other key igures. While devising such strategies, the core committee always kept a vigilant eye on the customer and stakeholder satisfaction. THOMAS' TAKE ON LEADERSHIP

volumes, but their actions speak nothing. Thomas is not one of them. His positive and proactive nature and ability to reach out to each of his employees are traits that set him apart. He believes that coercion is not the right way to make people do things that, as a leader, he expects them to do. The right way forward for a leader would be to set examples and motivate employees. This one can do if he is true to himself. Thomas synchronizes what he believes and how he acts. His works as an entrepreneur and his time at Zarja can vouch for it. He strives hard, persists, and stays steadfast in his approach until he reaches his goals.

When it comes to de ining leadership, people often say

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IN FOCUS

Yurika Pistorius 64

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FINDING SIMPLE SOLUTIONS FOR DIFFICULT SCENARIOS Read how Yurika Pistorius is transforming the compliance culture using cutting-edge technologies and precise solutions

ot many would claim that a television series has altered their lives, but that is the case with Yurika Pistorius. A legal drama series called L.A. Law had a major impact on her during her formative years and it made her opt for law as a profession. It was the way the lawyers were always ighting for the cause and especially rooting for the underdog that left an indelible mark on her. Like many, she found the lives of a trial attorney, in a big law irm, doing big things, for big clients, making lots of money, quite glamorous. However, this was just an in luencer for a brief period of time. She soon realized that “everyone has the right to be represented and to be assisted, and that small matters often have an enormous impact on individual lives.” The realization was like an epiphany and she found the 'why' that drove her so far and kept her on track. It was not the wins, the glamor of the ield, or the perks that come hand in hand with a job in an eminent company. The 'why' that inspired her moves was an innate desire to make a diﬀerence. Yurika discerned that she covets an opportunity to make a lasting impact and no matter what the size of the case is, she is ready to persevere. Each and every step she has taken

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since that momentous day is to ensure a steadfast vision and an honest approach to her work so that it mirrors what she believes. HER COURSE OF ACTION With an unwavering focus, Yurika went for both Bachelor of Civil Law and Bachelor of Law degrees. It was then followed by completing her articles of clerkship and legal training at a law irm before being admitted as an attorney of the High Court of South Africa. She then joined the same irm's commercial litigation department as a practicing attorney. There she honed her skills to become an expert in high court, commercial litigation, contract law, banking and insurance practice, family law, and medical negligence. Yurika had this honor later to join the winning legal team at a another law irm, where she got an opportunity to assist in a landmark case, Barkhuizen v Napier. The case ushered in a change. She recalls, “It was a monumental win for all insurers in South Africa when the Supreme Court of Appeal and the Constitutional Court held that timelimitation clauses in insurance contracts are permissible and were found not to be unconstitutional, nor in violation of the Bill of Rights of The Constitution.”

This added wind to her sails and she found herself approached by several corporate insurers. She chose Zurich Insurance, where she got to be part of its Global Association Rotation Program as one of only two South African candidates of 80 nominees from 170 countries. There she learned how business and law are inextricably intertwined and how leadership can transform policyholders' lives. But one thing Yurika maintained during her time in these companies. She never stopped learning and building a knowledge base, which now proves its worth by assisting her in coming up with easy solutions for complicated issues. She went for various certi ications in commercial and contract law, corporate governance, compliance management, COBIT international certi ication and the Oxford Fintech Programme. Further to this, she was awarded the professional designation of compliance practitioner through the Compliance Institute of Southern Africa. All these acts helped her learn that alone, one cannot achieve much. Therefore she learnt that collaboration is key to any success. The best solution is always an outcome of a blend of diﬀerent backgrounds, skills, education,

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experience, viewpoints, and cultures. This also taught her how to plan her course of action for the future and Yurika always looks for role players to optimize solutions and results. HER ROADBLOCKS Understanding law in isolation is not optimal, in addition to it, it requires a comprehensive knowledge of the strategic vision of the business, the numbers, the people, technology and ultimately, the customers to ensure success for any business. This helps form a strategy that can inspire enriched legal and compliance solutions to ensure the business runs smoothly without any obstacles. THE COMPLIANCE CULTURE The compliance function plays a pivotal role when it comes to developing and maintaining a compliance culture that would weave diﬀerent strata of business together. Yurika's inputs in forming such a culture are crucial. The entire approach of the compliance function has transformed in drastic ways. It no longer involves sitting in a dark of ice and ticking the box. Instead, it has evolved from “a tick box approach to a risk-based approach, enabling and aiding the business.” The compliance of icers have now turned into trusted advisers. This has happened as the constantly developing legal landscape and application of laws and regulations are making the process more complicated, and businessmen are looking for a

credible solution. A holistic compliance approach is not just about advice and guidance on national and international laws. Yurika believes that it includes conducting impact assessments and implementing necessary changes as well. However, an allinclusive approach only comes to life when the compliance of icer involved in the process knows in and out about the changes impacting business strategies across the world. One such major change could be the COVID-19 pandemic, as it has forced employees to work from remote locations, which propelled the chances of data breaches. In fact, Yurika claims that this should be one of the main risks to be considered by companies. HER TAKE ON LEADERSHIP As a servant leader, Yurika focuses more on understanding the business strategy as it will facilitate the process of developing a simple solution for an otherwise dif icult situation.

belongs to the man who is actually in the arena; whose face is marred with dust and sweat; who strives valiantly, who errs and may fall again and again, because there is no eﬀort without error or shortcoming.” HER VIEWS ON ENTREPRENEUR

She believes what Steve Jobs said about “the only way to do great work is to love what you do.” As an entrepreneur, we must inspire Yurika mentions how a late people to fall in love with what they do, which mentor of hers embedded the leadership principle of “if I can be will bring satisfaction. a better person tomorrow than I She puts her heart in whatever she does and was today.” Yurika knows she has this responsibility of setting examples as well so that others can She believes a leader should always have empathy and people model their lives on it. around him or her who are eager As Yurika opines, the sure-shot recipe for to join the force with the leader emerging as a successful entrepreneur is to to pave ways for progress. ind a viewpoint that can provide simpli ied solutions. Some are gifted with that, but others This idea of a leader stems from have to earn it, and there is no shortcut. Theodore Roosevelt's quote where he says, “The credit

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AMIE REIMAN HIP LIVES

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DR. MARLOW HERNANDEZ CANO HEALTH

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YURIKA PISTORIUS

EXPERT OPINION

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(WHILE SCALING YOUR BUSINESS) By Patrick Ewers

any founders and CEOs embrace the idea of scaling their startup, but overlook something equally important: Scaling themselves. The truth is, a company can't out-scale its leadership (or, if it does, it's often not long before that leader burns out). As we'll talk about below, what got you here won't necessarily get you there. As a company grows, so too must its leadership. And in this article, I'd like to share three ways CEOs can scale alongside their startup. #1: Embrace an Identity Crisis In the early stages of their company, many CEOs embrace the “scrappy, do-it-yourself startup entrepreneur” identity: A leader of many hats (and just as many responsibilities), who works miracles with limited resources and an even more limited budget. And while that approach is often necessary to establish initial success, it can become harmful. As a company becomes more successful and the pressures and responsibilities on the CEO mount, that well-intentioned “do-it-yourself” mentality can fast-track burnout. As a leader, it's important to be open to adopting new leadership “identities” as the needs of your organization evolve. A startup requires a diﬀerent type of leader at diﬀerent stages, and it's important to ensure your leadership style is aligned with the needs of the company. So don't be afraid to let go of that “scrappy, do-it-yourself startup entrepreneur” identity for something more bene icial to your company. If you're not certain what type of leader

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EXPERT OPINION

your company need right now, here's a short-butpowerful exercise: Ÿ Compile a list of leaders you admire. This list can be compiled from leaders you personally know (such as your peers), or those you just know of (such as historical leaders or A-list entrepreneurs). Ideally, these leaders will be running a company that's a stage or two ahead of where you are today. Ÿ Under each name on the list, write down 1-3 speci ic traits you admire. Is it their ability to build a team? To delegate? To resolve con lict? To develop thought leadership? Ÿ Next to each trait, rate yourself on a scale of 1-5, with one being “poor” and ive being “great.” How good at you at that trait? Ÿ Compile a list of those traits you ranked yourself three or below on. This should give you a good idea of the type of “identity” or leader you need to become. Ÿ Ask yourself: What do I need to do to improve in these areas? In many cases, it's as simple as reaching out to the leaders you admire and asking for their help. If you don't have a direct line to that leader, see if you can identify someone else who exempli ies that trait. If nothing else, start with a few high-quality books or blog posts. Remember: What got you “here” wont' necessarily get you “there.” It's important to complete this exercise—or one like it—for every major milestone your startup passes. Chances are, the type of leadership needed to take your business to the next level will change. And you want to know that in advance, not after-the-fact. #2: Stop Wasting Your Most Valuable Asset When an early-stage founder wants something done, they generally have to do it themselves. And while that approach—or identity, as we mentioned above—may serve them well in the beginning, it can do more harm than good as the company scales. As a leader, your time is your most valuable asset—yet many leaders consistently mis-invest that resource in what’s urgent, rather than what’s truly important. This often leads to executives working increasingly-longer hours but feeling increasingly-less productive. It starts to feel like too much of their time is spent on tactical, low-impact aspects of being an executive—such as combating a constantly-overcapacity

inbox, booking seemingly-endless meetings, or arranging nebulous travel details. Unfortunately, this often comes at the expense of their direct reports' needs, resulting in a CEO who feels like a bottleneck. As their backlog grows and increasinglyimportant responsibilities fall through the cracks, they begin to feel like they're failing their team and undermining everything they've worked so hard to achieve. So what's the solution? Learning to focus on what matters most, and delegating everything else. I'll introduce a powerful resource to accomplish that in just a moment but, irst, here's an exercise to help you identify what daily tasks you're currently doing that could (and should) be delegated to someone else. Ÿ Log every task you've completed in the last week that took at least 5 minutes of your time, and be as thorough as possible: Try to include everything from writing follow-up emails to managing your calendar to taking meetings and everything in-between. Ÿ Categorize each task into one of three categories: 1) Tasks you know should be delegated, 2) tasks you could be convinced to delegate, and 3) tasks you're completely unwilling to delegate. Ÿ Rate each task on a scale of 1-3—with 1 being low and 3 being high—based on the value they contribute to your startup's success. Ÿ Isolate tasks categorized as “should be delegated” or “could be convinced to delegate” with a value ranking of “1” or “2.” Begin developing a game plan to delegate those tasks to someone you trust. Not sure who to delegate to? If that's the case, I'd like to introduce you to a unique resource I call the Engagement Manager. An Engagement Manager, or EM, is one of the most valuable hires an executive can make. They're a hybrid between a skilled EA and a chief of staﬀ, whose primary responsibility is empowering you to reach your fullest potential as a leader. For now, here's just a small sample of how an Engagement Manager could help you focus on what matters most. Ÿ

Inbox Shadowing: With the right skills, permissions, and calibration, an engagement manager can reduce the time you spend on email by 40-60% by prioritizing your inbox into three key categories

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before you even see it (and even drafting emails on your behalf). Ÿ Clearing the Bottleneck: An EM can improve your velocity and throughput by tracking your commitments, structuring your day around your most important priorities, and ensuring you follow through on near-100% of your responsibilities faster than ever. Ÿ Legendary Leadership: An EM can help you build stronger relationships with your team—often boosting morale and lowering attrition as a result—by enabling you to deliver higher-quality interactions across the company at deeper, more personal levels. Ÿ

#3: Leverage the Only Proven Method to (Accurately) Predict the Future One of the most fascinating things about us as humans is that we're one of the only—if not the only—animals that can predict the future. And as such, we spend a lot of time doing so. The problem, as Harvard psychologist Dan Gilbert points out, is that we're really bad at it. In fact, almost every method we use to predict the future has been proven inaccurate at best. All, except one: Mentorship. It's this simple: The secret to accurately predicting the future is to work with someone who's already living the future you want to create. As many high-performers will tell you, professional mentorship is vital to reach your full potential as quickly and ef iciently as possible; and some of the best professional mentorship you'll ind comes from working with a coach. But here's the thing: Most people are incredibly disillusioned when it comes to coaching; and one of the most common misconceptions is that coaches are for underachievers or for those who simply can't “ igure it out on their own.” This couldn't be further from the truth. The people who are going to get the most out of a coaching relationship are those who are already good at what they want to do, but want to be great. Those who

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want to go from ordinary to extraordinary; who want to exercise mastery over their life, their business, and their relationships. Because here's the often-unspoken counterintuitiveness of entrepreneurship: What got you to good often won't get you to great. Or, at the very least, it won't be the most ef icient path to greatness. Your ability to change as grow as a CEO is vital to your continued to success. The problem is, most CEOs learn by doing, and “doing” is the most inef icient (and often painful) way to learn anything. And before you think this is a pitch for our coaching program, let me specify: You don't have to work with us (though we'd be honored by the opportunity). You don't have to work with a “paid” coach at all. You can ind unof icial coaches and mentors just by looking at your startup ecosphere, but you'll want to go about it the right way. Here's a short exercise you can complete to get the ball rolling: Ÿ Identify 3-5 aspects of your business or your leadership that you want to improve. For example: Product development, marketing, delegation, or team building. Ÿ For each aspect, identify one person in your network (or slightly outside your network) who you feel is operating at the levels you want to reach. Ÿ Come up with 5-7 questions you can ask each person. These questions should be designed to help you uncover both how they think about the particular aspect of the business, as well as the speci ic actions they take Ÿ Reach out (or ask for introductions) to each of these people. Ask if they'd be willing to spend 30-minutes helping you with a research project you're working on. Ÿ After implementing the strategies you learn from the meeting, reach back out to them in 2-3 weeks thanking them for their insights and sharing some of the positive results you've created. Continue building a natural, value-focused relationship with them over the coming weeks and months. Although not an of icial mentor or coaching relationship, I think you'll ind these informal arrangements can be incredibly valuable and rewarding.

EXELEON EXCLUSIVE

INTERVIEW WITH RASHEDA KAMARIA WILLIAMS CEO & FOUNDER | EMPOWERED FLOWER GIRL

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he child is the father of man,” said William Wordsworth in his poem “My Heart Leaps Up,” while discussing the importance of instilling young brains with positive attributes. The Romantics were right. Careful nurturing with the right in luencers helps children in reaching their optimum potential. But what if things go wrong? What if they are bullied and subdued?

a decade through various organizations. Additionally, at the time my three nieces were in their teens. I wanted to do something to help them and young people like them who were experiencing challenges itting in and inding their way.

Years of experience with kids have trained Rasheda Kamaria to identify these problems at irst glance. She has encountered numerous children tending their scars from abuses. Something she still does. Thus, inspiring her to form Empowered Flower Girl, an organization that prepares kids to counter adversities. In an interview with Exeleon Magazine, Rasheda reveals more.

It's been a wonderful journey. This year, I'm celebrating 10 years of service with Empowered Flower. I've learned a lot along the way. I am blessed to have turned my passion for mentoring and empowering others into a social enterprise and brand. I even published a book. I am excited for the next decade and beyond.

Q. WHAT ACCORDING TO YOU MAKES FOR A DYNAMIC ENTREPRENEUR? I believe a dynamic entrepreneur is one who understands the diﬀerence between competitors and partners and learns from both. There are thousands and thousands of companies, organizations and individuals in the youth empowerment and education consulting space. But there are millions of young people across the country who need our help. We have to work together to make a diﬀerence for them. I see others in this space as potential partners working toward the same goal. Q. WHAT PROMPTED THE INCEPTION OF EMPOWERED FLOWER GIRL? Great question. As you may know, we don't sell lowers, nor are we reviving the hippy movement of the 70s. Empowered Flower Girl actually references my experience as a child being recruited as a lower girl for family members' weddings. After two exhaustive years, I told my mother I did not want to be a lower girl ever again. At the age of seven, I became empowered to assertively ask for what I wanted. I founded Empowered Flower Girl in 2010 after having mentored girls aged between 5-19 for close to

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Q. WHAT HAS THE JOURNEY BEEN LIKE FOR RASHEDA KAMARIA OVER THE YEARS?

Q. LOOKING BACK, WHAT WOULD YOU HAVE DONE DIFFERENT WHEN STARTING OUT? Starting out, I think I would have done more work with parents to help them help their children. Many parents as well as grandparents raising their children need extra guidance and support. I realize that the youth we serve need supportive home environments more than anything. Q. WHAT HAS BEEN THE BIGGEST DRIVING FACTOR FOR YOU AS A LEADER AND ENTREPRENEUR? I would say I am driven by possibility. I believe that if young people have positive role models and resources that peace is possible. I do what I do because I want them to reach their full potential. Q. WHAT WOULD BE YOUR ADVICE FOR ASPIRING WOMEN LEADERS? We all have the potential to be leaders, but it isn't about having a fancy title or even accolades (even though those things are great). At the end of the day, we have to do what makes us feel ful illed. You can pursue your passion whether you work in a factory, on the frontlines of a hospital or in your own business. Make time to do what excites and inspires you and you will be successful.

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Q. WHAT HAS BEEN THE BIGGEST ROADBLOCK DURING YOUR JOURNEY? WHAT HAS BEEN YOUR BIGGEST LEARNING? Along my journey, I've suﬀered losses. I've had people I know and love tremendously pass away. Each loss takes a lot out of us emotionally. There were times when I wanted to give up. But the work I do isn't about me. I've learned that for me, focusing on the impact I could potentially have in the lives of others, is what keeps me motivated to keep pressing forward - even in the face of adversity.

Q. HOW DOES EMPOWERED FLOWER GIRL HELP PREVENT BULLYING AND IMPROVE COMMUNICATION BETWEEN STUDENTS? We give young people space to be fully self-expressed (without judgment) and discuss issues and challenges they face. We not only work to empower young people who've experienced being bullied, we look at why others resort to bullying. Often, it's because they don't know one another. In our Chica Chat workshop, which is aimed at girls and those who identify as female, we challenge stereotypes and get to the root cause of why and how bullying, cyberbullying, exclusion and other social drama happen. At the end of the day, young people want positive, meaningful relationships. But they may lack the con idence and tools to make it happen.

Q. WHAT IS THE FUTURE LIKE FOR EMPOWERED FLOWER GIRL AND YOURS? I hope the future is bright for Empowered Flower Girl and those it works with and serves. Like most companies, most of what we're doing now is virtual. Even before the pandemic, we had plans to support more educators, counselors and other youth advocates in remote areas as well as those who needed additional training and support to better engage youth. I launched Girl World Peace Academy, our virtual course for youth advocates, this summer and hope to grow the program. I want to continue to support and coach others who want to make a diﬀerence for young people. I see myself publishing another book in 2021 and traveling to connect with other amazing, mission-minded individuals. Q. FINALLY, WHAT DO YOU THINK IS THE MOST IMPORTANT TRAIT FOR AN ENTREPRENEUR AND WHY? Empathy. De initely, empathy. I may be biased because I'm an empath, but we have to have empathy for our customers and clients. It is an important trait that actually can be developed. For some of us, our empathic abilities are innate. But for others, empathy can be developed by listening and truly taking the time to truly learn what challenges, opportunities and possibilities exist for those we serve.

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EXELEON EXCLUSIVE

INTERVIEW WITH DAVID SUK FOUNDER | SAINT LUNA

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taste of tradition with a tweak from science. This is how one can de ine Saint Luna. The oneof-a-kind beverage is a modernized version of once popular staple drink, 'Moonshine.' It came to the United States with the Scotch-Irish descendants who fought valiantly during the years of the Revolution. But after enjoying decades of popularity, it encountered some serious legal threats and was sidelined. Brewers always look for inspiration. David Suk was also looking for it to create a brand that would be premium and much-coveted by the elites. And, he stumbled upon this idea of modernizing 'Moonshine.' He fused his innovations with a century-old practice, which is now creating ripples in the country. He shared his story with Exeleon, while discussing his venture, Saint Luna. Q. WHAT DOES A BRAND MEAN TO YOU? WHAT MAKES SAINT LUNA A STAND OUT BRAND? A brand is meant to evoke a statement or feeling. The best brands have a true, and unique identity that serve a purpose, and I think that is why Saint Luna stands out. We are premium, but gritty, accessible and true to who we are. Q. WHAT PROMPTED THE INCEPTION OF SAINT LUNA? I had the idea several years ago to create a modernized version of moonshine, something elevated and more craft. You typically don't see moonshine in higher-end restaurants or craft cocktail bars, and I thought I had an opportunity to penetrate that space. The name Saint Luna is translated to Saint Moon and is an ethereal feeling of luxury. Q. WHAT IS THE PROCESS THAT GOES INTO FINETUNING THE TASTE AND APPEARANCE OF THE PRODUCT? We use a charred oak to ilter Saint Luna, helping to remove impurities but also leaving Saint Luna with a hint of smoky lavor. The mash is where good alcohol starts. We use high grade molasses and locally sourced rye in our mash, creating an exceptionally balanced and smooth spirit when distilled. We use de-ionized water to proof our spirit, ensuring each step of the process is quality controlled.

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Q. WHAT HAS THE JOURNEY BEEN LIKE FOR THE COMPANY SINCE ITS INCEPTION? It's taken a while to build the right contacts to help build and scale the way I want to and has been an incredible learning experience. I do believe having partners in the industry early on, particularly those with distributor relationships, would have helped us scale faster. Even though we are unique and craft cocktail-forward, the hardest part is getting distributors to notice our spirit. Q. WHAT HAS BEEN YOUR ROLE IN STEERING THE COMPANY AHEAD? As the founder, the overall vision of Saint Luna is something I think about daily, but we are a start-up, so it doesn't just stop there. Having the vision is one thing, but then it's the execution, the non-stop selling, networking and looking for ways to move Saint Luna forward, all the while trying to keep costs covered. The irony is, my only experience in the cocktail world is drinking them. But, with inspiration and passion, one can learn anything. Q. HOW DOES SAINT LUNA ENSURE OFFERING A MEMORABLE EXPERIENCE WITH EVERY SIP? It's the versatility of Saint Luna that is quite memorable. You have a 50%, overproof spirit that is so smooth it can be sipped on ice but can also be mixed into just about any craft cocktail. Q. WHAT HAS BEEN THE BIGGEST CHALLENGE FOR THE COMPANY THUS FAR? The biggest challenge has been scaling distribution quickly and doing it on a start-up budget. Each State has its own legal requirements, its own distributors, and trying to get noticed amongst a sea of much bigger brands with a lot more money to spend, has been challenging. But I'm a irm believer that we have an exceptional spirit, very unique and groundbreaking. Q. WHAT IS THE FUTURE ROADMAP FOR THE COMPANY? Saint Luna will continue to expand into States outside of New York and Tennessee, which is currently where we have distribution. We are actively talking to a number of partners to help us expand Nationwide. At some point, I'd also love to bring unique infusions to market.

EXPERT OPINION

DON’T SAY YOU ARE AN ENTREP By Best-Selling Author James Altucher

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PRENEUR

I stopped sleeping for ifteen years the irst day I left my full-time job to go to my own business, which had been operating already for 18 months. I worked all day at my full-time job and then all night at company, along with my dozen or so employees. I stopped having friends for at least eight years. I lost two houses and a marriage while an entrepreneur. I started scratching my back. I couldn't help myself. One girl who saw me said, “You know, that makes you look ugly.” My back looks like it's been whipped. My children used to be revolted when I gave them piggyback rides in the ocean. Running a business is stressful, agonizing, and often leads to thoughts of suicide. A) 85 percent of entrepreneurs fail. The 15 percent who succeed are close to random. B) An app is not a business, it's a function. A business has customers, revenues, and helps people solve problems. C) Entrepreneurship is craft. Create something so amazing both you and your customers view it as art created by the inest craftsman. The iPod was a modern sculpture. Make something you and the customers love equally. Love is entrepreneurship– a leap into the starry unknown with the hope that the world will be a better place. D) Real entrepreneurship is not risky. Try not to spend a dime before you have a customer. If this seems impossible, think about it more. E) it's about craft and not you. If you are a coach teaching people how to

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be a coach then the business is too much about you. If you can remove yourself from the business and people still understand what it is, then it's a business. Then it's about the craft. F) But… you are everything. I visited a friend of mine a few weeks ago at her company. It was Friday night at 8pm. The place was empty but she was there waiting for parts. Nobody else would wait with her. I asked her, maybe you should hire someone to be CEO and you become “Founder.” She said, not possible. You are sales. You are design. You are customer service. You write the marketing. All in service of ine craft for a customer. This is how you become a master at what you do. G) People will hate you. Don't care. People will give you bad advice. Don't listen. People will try to scam you every day. Don't fall for it. People will invite you to bs events. Don't go. Insanity is trying to please the wrong people. Sanity is trying to please yourself. H) Things will go wrong every day. Don't panic. Expect it. Roll with it. Solve it. I) Don't say, I'm an entrepreneur. Say, I make “x”. Look at the people you make happier. Someone is annoyed. You are the person who solves annoyances. People are betrayed. You are the person who corrects betrayals. J) Don't listen to me. You're an entrepreneur. Do whatever the F you want.

MY CITY

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Most Dynamic Entrepreneurs of 2020 | Exeleon Magazine | Best Business Magazine Online

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Amie Reiman | Founder of HIP Lives | Exeleon Magazine