IN – FOCUS
GARETH BIRDSALL: VANCOUVER
ENTREPRENEUR AND LUXURY CAR SPECIALIST
IN – FOCUS
BYTE BURNOUT: DR. VIV BABBER'S GUIDE TO THRIVING IN AN AI-DRIVEN WORLD
Fraggis
Embracing Excellence
600 N Broad St 5 Middletown, DE 19709, United States +1 302-907-9110
Editor-in-Chief –
Art Director –
Managing EditorCreative Director –Daryl Yeung
Naomi Lam Matt Reis Adam Waring
Project Manager –
Marketing Manager –
Customer Relationship –
Business Development –
Richard Dann
Sofia Brown
Natasha Green
Matt Hale, Josh Wilder, Anish Miller
For any advertising related information, please contact info@exeleonmagazine.com. Submissions as well as contributions to the magazine are welcome.
Take a moment and let us know about our magazine; whether it be about the design or a possible mistake, we would appreciate any feedback from your end. You can reach out to daryl@exeleonmagazine.com.
SARAH FRAGGIS
GARETH BIRDSALL
DR. VIV BABBER
Fraggis
Redefining Beauty, Resilience, and Business with Filterless Era
Fraggis is no stranger to challenges—or to overcoming them with grace and determination. At just 31, this trailblazing entrepreneur and single mother of two has built Filterless Era, a thriving beauty brand that prioritizes authenticity, affordability, and accessibility. With an unwavering focus on empowering others to feel beautiful in their own skin, Sarah is transforming the beauty industry—oneunfilteredstepatatime.
THE CORE OF INNOVATION: SEEING BEYOND THE SURFACE
“Innovation stems from seeing what others overlook,” Sarah explains, distilling her approach to leadership and creativity into a single, powerful idea. For her, innovation is not about following trends or playing it safe; it's about challenging norms, solving problems, and thinking boldly.
At Filterless Era, this philosophy isn't just a mantra—it's the
foundation of the business. “I encourage my team to embrace creative freedom, foster collaboration, and listen deeply to our customers,” she says. By prioritizing evolution and adaptability, Sarah has built a culture where challenges are opportunities to improve.
This mindset is evident in every aspect of her company, from product design to marketing strategies. “We prioritize evolution—adapting and
improving with every challenge and triumph,” she explains. Through her leadership, Filterless Era is not just keeping up with the fast-changing beauty industry—it's staying ahead of it.
A PERSONAL JOURNEY: FROM PRESSURE TO PURPOSE
Sarah's journey to founding Filterless Era is as heartfelt as it is inspiring. Raised with grit and determination as core values, she always believed in pushing through
obstacles. Her inspiration to start Filterless Era came from a deeply personal moment—a moment that many can relate to.
Standing in front of a mirror, overwhelmed by the pressure to achieve perfection, Sarah had an epiphany. “I realized that true beauty is raw, un iltered, and achievable for everyone,” she recalls. This realization sparked her mission to create a brand that would empower people to embrace their natural beauty.
Her early experiences played a crucial role in shaping her entrepreneurial skills. From running an eBay business to network marketing, and later working as a sales representative, Sarah accumulated a wealth of knowledge about ecommerce, sales, and customer engagement. Each role taught her critical lessons that she would later apply to her own business.
“When I started Filterless Era, I wanted to combine everything I had learned with my passion for empowering people,” she says. This combination of experience and purpose became the foundation for her success.
A ordable Luxury
One of the hallmarks of Filterless Era is its ability to provide high-quality beauty solutions at an affordable price point—a rarity in the beauty industry. Achieving this balance, according to Sarah, starts with a deep understanding of her customers' needs.
“We achieve this by cutting out unnecessary markups, focusing on direct relationships with our suppliers, and keeping our operations lean and efficient,” she explains. This commitment to affordability doesn't mean compromising on quality. Instead, it's about smart sourcing and innovation.
“Our goal is to deliver high-impact results at an attainable price point,” Sarah says. By staying true to this mission, Filterless Era has carved out a niche in the market, offering products that are both effective and accessible. ACHIEVING THE PERFECT
BALANCING MOTHERHOOD AND ENTREPRENEURSHIP
For Sarah, the dual role of being a single mother and an entrepreneur is both a challenge and a driving force. “Balancing motherhood and entrepreneurship is like walking a tightrope,” she says. The journey hasn't been easy, but it's been deeply rewarding.
One of the most signi icant hurdles Sarah faced was managing the guilt that comes with splitting time and attention between work and family. “I felt like I wasn't doing enough in either role,” she admits. To overcome this, she focused on creating systems to maximize her time, prioritizing quality moments with her children, and building a strong support network.
Her two sons remain her biggest source of inspiration. “They remind me every day why I'm building something bigger than myself,” she says, re lecting on the legacy she's creating not just for her family but for countless others.
STAYING TRUE TO VALUES AMID GROWTH
As Filterless Era continues to grow, Sarah remains deeply committed to the brand's core values of authenticity and purpose. “Authenticity and purpose are the foundation of everything we do,” she emphasizes.
Scaling a business often comes with the risk of losing sight of its original mission, but Sarah is determined to prevent that. Whether it's hiring team members who share the company's values or partnering with suppliers who align with their
mission, every decision is made with intention.
“We never lose sight of why we started,” Sarah says. For her, growth is not about expanding at all costs—it's about amplifying the brand's message and reaching more people without compromising its integrity.
TURNING CRITICISM INTO FUEL FOR SUCCESS
Sarah's journey hasn't been without its challenges, particularly in the early days of building her company. She recalls how friends and family would critique and mock her videos, often dismissing her efforts. “To them, maybe they thought they were being funny, but to me it stung,” she says.
Rather than letting their criticism hold her back, Sarah used it as fuel to keep striving for success. “I trusted in God, I prayed, and I learned to shut out the outside noise,” she shares. This resilience and faith have been central to her journey, allowing her to stay focused on her goals.
BUILDING A TRANSPARENT COMMUNITY
Transparency is a cornerstone of Filterless Era's reputation. Unlike many beauty brands that rely on models and heavily edited images, Sarah's brand features real customers in its before-and-after photos. “Every single before and after, as well as person on our website, are all real customers who use our system,” she says proudly.
This commitment to authenticity extends
beyond marketing. By offering a 30-day money-back guarantee and actively listening to customer feedback, Sarah has fostered a sense of trust and loyalty among her audience.
“I don't even like referring to my customers as customers,” she admits. “I feel as if they are my friends.” This sense of connection has helped build a vibrant community around the brand, making Filterless Era more than just a business—it's a movement.
LOOKING TO THE FUTURE
The future of Filterless Era is brimming with possibilities. Sarah is focused on expanding the product line to include more advanced tools and formulations
that simplify beauty routines even further. Sustainability is also a key priority, with plans to introduce eco-friendly packaging and reduce waste in the beauty industry.
“Our mission is to remain at the forefront of accessible, purposeful beauty innovation,” she says. With her clear vision and unwavering commitment to her values, Sarah is poised to continue making waves in the industry.
ADVICE TO HER YOUNGER SELF
When asked what advice she would give her younger self, Sarah's response re lects the wisdom she's gained through her journey: “Trust yourself unapologetically. The world will try to de ine who you are, but your
power lies in knowing your worth and staying true to your vision.”
She stresses on the importance of embracing failures as lessons rather than setbacks. “Never let fear of imperfection stop you from pursuing greatness,” she adds—a itting message from someone who has built an empire by challenging the very idea of perfection.
Final Thoughts
Sarah Fraggis is not than just an entrepreneur—she's a force of change in the beauty industry. Through Filterless Era, she has proven that authenticity, affordability, and inclusivity are not just ideals but achievable goals.
With a growing community of empowered customers and exciting plans for the future, Sarah is not just building a brand—she's creating a legacy. And in doing so, she's reminding the world that beauty, at its core, is about more than appearances.
Unlock Your DIGITAL SUBSCRIPTION!
Ready to fuel your ambition and receive your dose of inspiration directly to your digital doorstep?
Subscribe to Exeleon Magazine today, and enjoy the following perks:
Convenience at Your Fingertips
Access each issue on your preferred digital device anytime, anywhere.
Exclusive Extras
Dive deeper with bonus content, behind-the-scenes interviews, and special features reserved for our esteemed subscribers.
Community Connection
Join a network of likeminded individuals, share your story or interview, and be part of a thriving entrepreneurial community.
SIMPLY SCAN AND SUBSCRIBE
Birdsall
Vancouver Entrepreneur and Luxury Car Specialist
Vancouver, where luxury cars love to shine brightly, one entrepreneur is changing expectations for how we care for our high-priced rides. Meet William Gareth Birdsall, the owner of Platinum Auto Spa, a top-notch car cleaning service that brings the best in luxury car care to your door.
Q: How did your career journey lead you to start Platinum Auto Spa?
Gareth Birdsall: My career journey hasn't been simple or straightforward, but that's actually something I'm proud of. I've held jobs in many different industries, from appliance installation to landscaping and hospitality. I've taken lessons from each one in terms of delivering above and beyond expectations, paying attention to details, and treating clients well.
For me, my dream job has always been in luxury automobiles. I've had a lifelong love for the beauty and boldness of these vehicles, and an appreciation for the craft of keeping them in top shape for a long time. I wanted to bring that craft at its highest level to Vancouver's thriving luxury car community. I started Platinum Auto Spa to bring this passion to life.
Q: How has your varied background in luenced the way you manage your business?
Gareth Birdsall: The main thing I learned is that in any business, the most important thing is to deliver results for the client. In hospitality, I learned how to surprise clients with outstanding service; in landscaping and appliance installation, I brought a strong work ethic and technical expertise. These principles guide the way I run Platinum Auto Spa. Attention to detail and customer happiness are the non-negotiables. The business is built on honesty and trust, and on consistently delivering excellent work with ease of service. The goal is always to get better, closer to perfection, and to make a great impression on the client.
Q: What sets Platinum Auto Spa apart in the car detailing industry?
Gareth Birdsall: The luxury car detailing industry is very competitive, especially in Vancouver. But what sets us apart is our mobility and our high standards for quality and personal service. Every vehicle is special, both in artistry and in terms of determining the strategy for repair and maintenance. We know each car and each client has different needs, and we're prepared to understand them and meet them where they live.
We give personalized attention, whether it's a full interior wash, paint correction, or applying a
special coating. We use highquality products and the most upto-date, effective methods for achieving long-lasting results. But beyond the technical aspects, it's about building connections. We want to connect with the client, understand what they want, what their concerns are, and to deliver a car that looks and feels amazing.
Q: What challenges have you faced as a business owner, and how have you managed them?
Gareth Birdsall: Running a business means you're always learning. The biggest challenge has been the changing economies, with the pandemic and since then. We've adjusted with safety measures, managing expenses, and being creative about staying in touch with clients. The other challenge is maintaining high standards as we grow. We want every member of our team to deliver on our promise as we expand. This means investing in training, creating a positive workplace, and setting a good example.
Q: What are your plans for Platinum Auto Spa?
Gareth Birdsall: Our client base has never stopped growing, and that's because we're committed to high-quality service. If we maintain that standard, we'll continue to have success. Beyond that, I'm excited about the future of luxury cars. I'm committed to being the best and most convenient option for care and maintenance for luxury car owners in Vancouver. I'd
love to expand into other locations with the same standards of care. But for me, the main goal is to build a trusted brand and maintain an environment where everyone feels valued.
Q: What advice do you have for aspiring entrepreneurs?
Gareth Birdsall: The main thing is to have belief in what you're doing. There will be plenty of tough times, but if you have that belief, you can push through. Learn from every step, especially when things don't go well. Surround yourself with people who inspire and push you to be better.
Remember that in a business, customer relationships are key. No matter your industry, people want to feel listened to and understood, to be valued. In the end, those relationships are what drive your success.
Q: How do you relax when you're not working?
Gareth Birdsall: It's great to be outdoors hiking in BC. Cars are a huge part of my life though, so you'll often see me at local car shows or auto industry events. I love watching the Yankees in the summer, and just spending time with my friends and family here in Vancouver - those moments energize me and remind me of why I do what I do.
Byte
Burnout
Dr. Viv Babber's Guide to Thriving in an AI-Driven World
Inan era where arti icial intelligence (AI) is reshaping industries and rede ining the way we work, few voices stand out clearly and passionately. Dr. Viv Babber's is an example of one such prominent voice.
A seasoned physician turned AI consultant, Dr. Babber has carved a unique niche at the intersection of healthcare, leadership, and technology. With over two decades of experience in medicine, she has witnessed irsthand both the transformative potential and the challenges that AI brings to the workplace.
In this exclusive interview, Dr. Babber shares her inspiring journey from the medical ield to becoming a trusted advisor on ethical AI integration. Her mission is clear: to empower professionals and organizations to embrace AI responsibly, ensuring that technology complements human effort rather than overwhelming it. Through her innovative consulting programs, such as the cAlm Code framework, and her book B yte Burnout: 50 Strategies to Outsmart AI Stress in Tech, Dr. Babber offers actionable solutions to manage the stress that often accompanies AI adoption.
Join us as Dr. Viv Babber discusses the critical role of ethics in AI, strategies for reducing AIinduced burnout, and her vision for a balanced, human-centered approach to innovation in the digital age. Whether you're a tech professional grappling with AI's rapid evolution or a leader navigating organizational change, Dr. Babber's insights will leave you inspired and equipped for the future.
Thank you for this interview, Dr. Babber. Can you please share your journey from being a seasoned physician to becoming an AI consultant? What inspired this transition?
Certainly! My journey from being a seasoned physician to becoming an AI consultant was a natural evolution driven by curiosity, a passion for innovation, and a desire to make a broader impact.
As a physician with over 20 years of experience, I have always been deeply invested in improving lives—not just through patient care, but also by enhancing systems and empowering colleagues. Over time, I became intrigued by the transformative potential of AI in healthcare and
beyond. The way AI could streamline work lows, improve diagnostics, and personalize care felt revolutionary, but I also saw the other side: the stress and fear it introduced for professionals.
What truly inspired my transition was seeing how many leaders and teams were struggling to adapt to this new AI-driven landscape. I realized that my unique background in medicine, mental health, and leadership positioned me perfectly to bridge the gap between people and technology. By earning certi ications in AI medicine and AI ethics, I deepened my understanding of how AI works and, more importantly, how it impacts individuals and organizations.
Now, as an AI consultant, I focus on helping companies and leaders prevent AI burnout and embrace these tools with con idence. My mission is to show that technology, when approached thoughtfully, does not have to replace human effort but can enhance it—allowing us to work smarter, not harder. It is an exciting space where I get to combine my love for teaching, innovation, and creating meaningful change.
You emphasize the ethical use of AI in the workplace. How do you integrate this focus into your consulting and training programs?
Ethics is at the heart of all my programs. I begin by fostering an understanding of what ethical AI means—fairness, transparency, and accountability—and then align these principles with organizational goals. My consulting and training
focus on helping leaders design AI strategies that not only improve ef iciency but also respect employees’ well-being and foster trust. For example, I am able to guide companies in developing AI policies that prioritize human oversight, educate teams on identifying biases in AI tools, and promote open communication about the impact of AI on jobs. By addressing both technical and emotional aspects, I ensure a balanced, human-centered approach to AI adoption.
Tell us more about your cAlm Code program. How does it help tech professionals achieve a balanced and ethical work environment?
The cAlm Code program stands for "Consciously Aligning Leadership and Mindset" with technology. It is a structured framework I created to help tech professionals and organizations manage AI-related stress while fostering an ethical workplace culture. The program is built around four key pillars:
Awareness – Understanding how AI impacts work lows and mental health.
Alignment – Ensuring organizational values align with AI implementations.
Mindset – Shifting from resistance to curiosity about AI’s potential.
Leadership – Empowering leaders to champion ethical AI use and support their teams.
Through workshops and training, cAlm Code equips professionals with actionable strategies to
embrace AI responsibly while maintaining a balanced, humane work environment.
What inspired you to write Byte Burnout: 50 Strategies to Outsmart AI Stress in Tech?
The inspiration came from witnessing a growing trend: talented professionals feeling overwhelmed by the rapid integration of AI into their roles. As someone who has navigated the intersection of healthcare, leadership, and technology, I have seen both the transformative potential of AI and the toll it can take on people when introduced without adequate support.
I wanted to create a resource that was approachable, practical, and even a little fun—something that equips professionals with tools to manage stress, shift their mindset, and thrive in an AI-driven workplace. The book is my way of saying, “You’re not alone in this, and yes, there are solutions.”
Could you highlight a few of the 50 strategies from your book that you believe are game-changers for managing AI-induced stress?
Absolutely! Here are 3 gamechanging strategies from Byte Burnout that are especially impactful for managing AI-induced stress in the tech world:
Automate to Elevate
The Strategy: Use AI to automate mundane, repetitive tasks so you can focus on higher-level, creative work. Let AI be your assistant, not your overlord.
Why It’s a Game-Changer: Tech professionals often overburden themselves with tasks that could easily be automated. By letting AI handle routine processes, you can reclaim mental space for critical thinking and innovation.
Example: Use AI tools to automate reporting, code documentation, or data cleaning—allowing more time for strategy and problem-solving.
Impact: Reduces decision fatigue and cognitive overload, preventing burnout while increasing productivity.
Digital Detox: The Tech Sabbath
The Strategy: Designate one day, or even half a day each week, as a "Tech Sabbath"—a time to unplug from screens, AI tools, and all techrelated tasks.
Why It’s a Game-Changer: Tech burnout stems from constant stimulation and lack of mental downtime. A deliberate break helps reset your brain and reduces cognitive fatigue.
Example: No coding, no model training, no noti ications—spend the time on physical activity, hobbies, or family.
Impact: Allows for mental recovery, helping you return to work recharged and more creative.
Advocate for Ethical AI Practices
The Strategy: Push for transparency, fairness, and responsibility in AI development. Aligning your work with your values reduces moral stress.
Why It’s a Game-Changer: Working on ethically ambiguous AI projects can create signi icant mental tension. Ethical alignment provides purpose and reduces internal con lict.
Example: Collaborate with leadership to implement ethical review processes for AI models, ensuring fairness and accountability.
Impact: Provides peace of mind and reinforces purpose-driven work, reducing burnout caused by ethical con licts.
These strategies offer immediate, practical ways to tackle AI-induced stress while empowering tech professionals to thrive. They address everything from mindset shifts and task management to ethical alignment and mental wellbeing, making them game-changers for reducing burnout in the highpressure world of AI and tech.
What sets your book apart from other resources on stress management and work-life balance in tech?
Byte Burnout stands out because it speci ically addresses the intersection of AI, work-life balance, and stress management. Most books on these topics treat technology as a backdrop, but my book puts it front and center, recognizing AI’s unique challenges and opportunities.
It also blends actionable strategies with humor and relatability, making it both insightful and enjoyable to read. Think of it as a toolkit that speaks directly to tech professionals’ real-world struggles
while offering fresh, empowering perspectives.
What’s next for Dr. Viv Babber? What does the future look like for you and what are you most excited about?
The future is about expanding my reach to help more organizations navigate the AI transition responsibly and sustainably. I am working on launching more training based on the cAlm Code framework, and I plan to continue speaking at conferences to advocate for ethical AI adoption.
I am also exploring opportunities to collaborate with companies to codesign workplace strategies that prioritize mental health while leveraging AI’s potential. What excites me most is being at the forefront of a movement that champions humanity in an increasingly automated world.
How can individuals and organizations interested in your work get in touch with you or access your services?
I would love to connect! You can reach me through my website, calmcode.ai, or via LinkedIn. I also offer consulting, workshops, and speaking engagements, which can be tailored to your organization’s needs.
And if you’re curious about my book, Byte Burnout: 50 Strategies to Outsmart AI Stress in Tech, it’s available at byteburnout.ai. Let’s work together to create a future where AI and humanity thrive side by side!
Kevin Killens
CEO - Ahvos
Pioneering Ethical AI with Ahvos
What according to you makes something transformational? How do you integrate the same thought into your leadership?
AHvos at heart is an R&D company that creates products as a natural outcrop of our furthering AI technology and our efforts to transform how our clients solve their everyday challenges.
Being transformational is to work within the process and to determine what the true needs are versus addressing broad generalities. By complementing human effort with AI, we empower people to focus on tasks that are most important.
In my leadership approach, I prioritize business value and ensure AI solutions are contextually relevant to those values. Our engines don't rely on scraping the web for data to train our models. This ensures our AI solutions are customized for our customers' unique needs, enhancing ef iciency and privacy, while augmenting, whenever possible, the people and processes in place.
As the CEO of AHvos, you're leading the charge in rede ining the boundaries of AI technology. Can you share the vision behind AHvos and how it aims to transform the AI landscape?
At AHvos, our vision is grounded in the idea that AI technology can and should be leveraged to solve real-world problems, many of which are overlooked or underserved by the mainstream tech industry. Our journey began with a personal mission to address medical issues that large pharmaceutical companies often ignore due to the rarity of the condition and limited commercial appeal. This mission evolved into AHvos, where we aim to democratize AI technology, making it accessible, affordable, and tailored to solve speci ic challenges businesses and individuals face.
Our approach to transforming the AI landscape is deeply rooted in privacy and ethical use of data. The power of AI should not come at the expense of individual privacy or data security. Hence, our proprietary technology is designed to work with data in a way that respects privacy, ensuring that the data remains within the control of its rightful owners and is not misused or exploited.
AHvos stands out by focusing on contextually responsive intelligence, which allows our AI solutions to act upon a business's private data without the need to store that data or to potentially dilute their data with a competitor's. This not only addresses privacy concerns but also ensures AHvos provided solutions are highly relevant and tailored to
the speci ic needs identi ied for each business. By integrating this philosophy into our products and services, AHvos is not just offering AI solutions but is also advocating for a more ethical and responsible AI ecosystem that prioritizes human values and privacy.
AHvos uses a unique approach to AI architecture, sidestepping biases and providing transparent rationale through CRI and IRP. How does this approach enhance the reliability and explainability of AI responses?
Our unique approach at AHvos, through Contextually Responsive Intelligence (CRI) and Identi ied Response Path (IRP), signi icantly enhances the reliability and explainability of AI responses. By implementing CRI, we ensure that our AI solutions are acutely aware of the context within which they operate. This means that instead of providing generalized answers that may be irrelevant or inappropriate, our AI engines are trained to understand the speci ic context of each query, ensuring that the responses are directly applicable and valuable to the situation at hand.
The AHvos IRP framework allows us to trace the logic path our engine used to arrive at the answer. This is crucial for a couple of reasons. Firstly, it provides the ability to understand the engine's “thought process” behind each decision or response. This level of explainability is vital for trust, especially in critical applications where understanding the why behind an AI's decision can be as
important as the decision itself.
Secondly, the IRP allows for rapid and precise adjustments. If the engine or a user detects an anomaly or error, we can pinpoint precisely where the deviation occurred and perform a lobectomy, of sorts, to correct the engine's “thought process”. This capability to identify and correct speci ic issues without overhauling or retraining the entire model from scratch saves signi icant time and resources. It ensures that our AI systems can adapt and improve continuously with minimal intervention.
By integrating these approaches, AHvos is setting a new standard in the AI industry, where reliability and explainability are not just aspirational goals but foundational elements of our technology. This commitment to traceable and contextual intelligence sets us apart and drives us forward in our mission to transform the AI landscape.
Your background includes eight years of service in the US Navy, where you served as an AW (Aviation Anti-submarine Warfare Operator). How has your military experience in luenced your approach to leadership and technology?
My time in the US Navy profoundly in luenced my leadership style and approach to technology. In the Navy, I was trained as a helicopter aircrewman, which involved diverse roles, including locating submarines, being a rescue swimmer, and operating various sensors. We were depended upon
to make decisions and execute those decisions. This experience taught me the importance of versatility, adaptability, and the ability to work effectively under pressure.
Transitioning from military to civilian life, I found that the technical skills I developed in the Navy, such as understanding complex systems and operating sophisticated equipment, provided a strong foundation for my later work in technology. However, the soft skills and leadership qualities honed during my service have had the most signi icant impact on my career in technology and leadership at AHvos.
Leadership in the military is about leading by example, being accountable for your team, and making critical decisions under pressure. These principles have been integral to my approach as CEO of AHvos. I strive to foster a culture of teamwork, accountability, precision, and excellence within the organization, drawing directly from my military experience.
Moreover, the military instilled in me a deep sense of mission and purpose, which I have carried over to my work at AHvos. Our mission to rede ine the boundaries of AI technology and provide solutions that address real-world problems is driven by a similar sense of duty to impact society positively.
How do you balance the technical aspects of your role with the strategic vision needed to drive innovation and growth?
The greatest achievement any person can obtain as a leader within an organization is to ind and hire people who are smarter than they are themselves. While I have a solid foundation in technology and its application, I trust the experts we have at AHvos to create and advance our technology down the paths we travel as a company. Balancing the technical aspects of my role with the strategic vision required to drive innovation and growth at AHvos involves a constant interplay between detail-oriented problem-solving and big-picture thinking. On the technical side, while I rely on the minds and expertise of our team, I immerse myself in the discussions, planning, and development of our products. We then determine how our approach to AI provides products that not only drive cutting-edge technology but also remain practical and user-friendly for our clients. This deep technical involvement with our team enables me to stay grounded in the realities of what's possible now and what will be possible in the future, which is crucial for making informed strategic decisions.
My focus on the strategic front is expanding to encompass market trends, customer needs, and potential growth avenues for AHvos. This involves envisioning where the AI industry is headed, identifying opportunities for AHvos to lead in new or underserved areas, and guiding the company in a direction that aligns with our core values and strengths. To do this effectively, I rely on a collaborative approach, engaging with my team, partners, and clients
to gather diverse perspectives and insights.
Integrating these technical and strategic facets requires a lexible mindset and the ability to shift gears rapidly. It's about knowing when to dive deep into technical challenges and when to zoom out to ensure those challenges align with our broader goals. Regular communication with my team and stakeholders ensures that our technical efforts are always in service of our strategic objectives and vice versa. This dynamic balance helps AHvos stay agile, innovative, and aligned with our mission to rede ine the boundaries of AI technology.
What are your future goals for AHvos, and how do you envision the company evolving to meet the evolving needs of the AI industry?
For AHvos, our future goals are ambitious yet clear-cut. We aim to push the boundaries of AI technology further, ensuring that our solutions address current market needs and anticipate future trends and challenges within the AI industry. The evolution of AHvos is closely tied to the evolving needs of the AI landscape, which is rapidly advancing and diversifying.
We plan to continue our commitment to privacy and data security, recognizing these as foundational pillars in developing and deploying AI technologies. As the industry grapples with ethical concerns and regulatory pressures, AHvos aims to lead by example, demonstrating how AI can be powerful and responsible.
Innovation remains at the heart of our vision. We're exploring new AI architectures and methodologies that promise greater ef iciency, lower energy consumption, and enhanced capabilities. Our focus on Contextually Responsive Intelligence (CRI) and Identi ied Response Path (IRP) will expand, ensuring that our AI solutions remain explainable and trustworthy.
Moreover, we're keen on extending our reach into new sectors and applications, particularly those underserved by mainstream AI developments. By doing so, we aim to democratize AI technology, making it accessible to a broader range of businesses and individuals, thereby fostering a more inclusive digital future.
Our vision for AHvos is not just about being at the forefront of AI technology; it's about rede ining what it means to be a leader in this space. It's about setting new standards for ethical AI, driving innovation that matters, and creating a legacy of positive impact across industries and societies.
Leadership Being. Not Leadership Doing.
Wri en By Steven Howard
The business environment was changing before Covid, but these changes are now happening at warp speed. We are in the throes of a pivotal moment, facing the greatest transformation in how we work since the early days of word processing and the desktop computer (the so-called Information Revolution).
Part of this transformation is technology-related, but mostly it results from the changing relationships between employees and employers, combined with an unfortunate lack of people's leadership skills across management ranks.
The result has been increased fear, trepidation, and uncertainty around what it means to be a leader in today's constantly changing world of business and leadership.
Leadership is no longer con ined to the C-suite or upper management ranks. Leadership now includes managers, supervisors, team leaders, irst-line leaders, secondline leaders, and those higher in organizations. It also includes entrepreneurs, whether yours is a one-person business or a growing start-up.
How can you overcome the fears and uncertainty around leadership
today? Two ways:
1) A changed and enhanced mindset about what it means to be a leader.
2) Understanding that leadership is more about BEING a leader than doing leadership things.
Unfortunately, we are not witnessing the inculcation of this thinking rapidly enough. Too many leaders still want to return to the pre-pandemic ways of leadership. But the pre-pandemic models of leadership do not work with today's workers. Employees have changed their mindsets about the role of work and the workplace in
their lives. Now, leaders must enhance their mindsets as well.
There is still too much emphasis on what leaders should do when it is more important that managers and leaders learn to BE LEADERS.
To understand this better, let's use parenting as an analogy. "Doing" parenting includes driving children to school, making lunches, attending their events, etc. BEING a parent includes loving, teaching, motivating, comforting, being supportive, and providing a foundation for your children's growth.
As Mika J. Cross, a workplace transformation strategist and strategic advisor to corporations and government agencies, notes, " Leadership is like being the head of the family who sets the emotional thermostat of the home. Providing a reliable sense of security in a world that is constantly changing, much like parenthood, is what being a leader is about in today's workplace ."
"Doing" leadership entails setting direction, conducting staff meetings, dealing with staff con licts, and conducting annual performance reviews. Being a leader involves mentoring, coaching, developing future leaders, and building stronger relationships with team members. It also means leveraging personal resilience and adaptability skills.
As Cross says, " Being a leader in today's workplace means setting the tone, being calm in the storm, and guiding your team through the unknown with con idence and care.
This is how you embody the values you wish to instill while creating a legacy of empowerment and resilience while getting the job done ."
NEW LEADERSHIP MINDSETS NEEDED
Being a leader requires a mindset shift. You must be able to look in the mirror and see a con ident, authentic person ready to bring order to ambiguity, relate to all personality types, lean into uncomfortable but necessary conversations, and shoulder the responsibility of making some dif icult and sometimes unpopular decisions.
Leaders, managers, and supervisors must become peoplecentric leaders to build sustainable businesses and organizations. So what should organizations do to instill these leadership mindset changes in their leaders? One step is to switch the emphasis and reliance on leadership skills training to developing leaders (at all levels of their organizations) through coaching and mentoring.
Leadership coaching, because it is ongoing and not a one-off event, builds competency, capability, and con idence. It also gives leaders and managers a sounding board to spitball ideas and evaluate options before making decisions. This helps drive sustainable and purposeful transformation in the coaches and the organizational culture (when multiple leaders are coached simultaneously). Research also shows that leadership coaching positively impacts talent retention, an issue almost every
organization struggles with today.
PEOPLE-CENTRIC LEADERSHIP
Being a successful leader requires a people-centric approach and mindset. It is what I call Humony Leadership. Humony is a word I created comprising human, humanity, and harmony to emphasize the leading of people and the need for leaders to create workplaces of wellbeing and harmony.
At the heart of Humony Leadership is the mindset change that you manage things, projects, processes, policies, and projects, but you LEAD people! Throw out the notion that a leader's role is to manage people. Managing people is a 1980s construct not viable today. No one wakes up in the morning and says, "I cannot wait to be managed by my boss today." And certainly, no one ever utters, "I look forward to being micromanaged at work today."
How do you build workplaces of wellbeing and harmony? The foundation is mutual trust and respect. The lack of trust is a serious issue in our workplaces. A global study by the Workforce Institute revealed the top ive factors in luencing the lack of trust in bosses:
1. Is not open or transparent in communication.
2. Is not appreciative / does not provide recognition or praise for a job well done.
3. Does not communicate with me enough.
4. Does not value my point of view.
5. Does not make wise business decisions.
That same survey shared how employees believe managers can earn higher levels of trust: being dependable (52%), being honest (34%), actively listening (28%), providing helpful feedback (25%), and caring about employee wellbeing (22%).
Respect and trust go hand-in-hand. Leaders do not need to be "tough" or "hard-nosed drivers" to produce outstanding results through others. You can get a great deal more accomplished by being a kind, compassionate, caring, and respectful leader.
Leaders need to stop treating employees as only a means to an
end. This mindset contributes to millions of people quitting their jobs and seeking new employment with organizations that value them as human beings (not as assets, resources, or headcounts).
There has been a fundamental change in what people value. Work is no longer the most important thing that de ines a large portion of the workforce. Working harder and longer is no longer worth sacri icing health, harmony, personal relationships, and nonwork responsibilities.
People want to be led, not managed. They want (and need) to be coached, mentored, empowered, unshackled from directives, and freed from being told how to accomplish their work. They also want to be given opportunities to grow their skill
sets and decision-making capabilities.
Leaders need to excel at coaching and people development aspects of leadership. And they must stop micromanaging and start microcoaching.
Yes, fundamental managerial and leadership skills remain important, just as basic parenting skills do. But basic skills only get you so far, as will doing the things you think leaders should be doing. To step up your leadership game, focus on BEING a leader instead of doing leadership stuff. The performance of you and your team will improve and your legacy as a leader will grow.
About the Author
Steven Howard is the award-winning author of 22 leadership, business, and professional development books. He is the Founder and CEO of Dion Leadership, a leadership and organization development consulting irm based in Michigan. His latest book is Humony Leadership: Mindsets, Skills, and Behaviors for Being a Successful People-Centric Leader. In awarding the book a Gold Medal, the Non iction Authors Association called Humony Leadership "a signi icant work with an important mission."
Steven was named one of the 2023 Top 200 Global Biggest Voices in Leadership in recognition of his thought-provoking and leading-edge thinking on leadership and to the 2023 CREA List of Top In luential Leaders for his thought leadership and writing.
He has trained, coached, and mentored over 11.500 supervisors, team leads, managers, and leaders over the past 30 years.
Exeleon Spotlight
How Women Can Thrive in the Male-Dominated World of Science
By Dr. Mona S. Jhaveri, Founder & Executive Director
Music Beats Cancer
Its’common to hear that the world of science, both in business and academia, is male-dominated — and it's true. In the area of scienti ic research, women are outnumbered two to one by men. The statistics for women in STEM careers are similarly unbalanced, with men holding 65 percent of positions. To add to the imbalance, I have observed throughout my long career in science that men typically hold leadership positions in these areas.
Sadly, because science has historically been a male-dominated sector, it has led many women to believe they cannot succeed or make a difference in the ield when that is simply not true. This narrative is not only misleading but also dangerous because of its potential to rob the ield of the valuable contributions women are more than capable of making.
It is time for that narrative to change.
MY JOURNEY IN THE WORLD OF SCIENCE
I decided to major in biology in college because I enjoyed the science classes I had in high school, but my joy turned to frustration as I fought my way through my undergraduate science courses. The classes I had to complete were brutal. In some cases, I had to retake them after failing the irst time.
It wasn't until I made it to graduate school and entered my doctoral program that I began enjoying my study of science again. I attribute this to the fact that I was allowed to work hands-on, side by side with other students in a laboratory examining cellular and molecular mechanisms. At that point, everything I had been learning
suddenly came into focus. My learning had given me enough building blocks to get creative with the complexities of the biological sciences.
Graduate school was also when it became apparent to me that science was a male-dominated sector. Looking back, most of my teachers, mentors, department heads, and institute directors were men. A few women held professorships, but many of them were only able to secure positions because their husbands were being recruited. It became clear to me that the path forward for a career in science was set up for men to succeed, not women.
ENTERING THE FIELD OF BIOTECH ENGINEERING
Completing and receiving my doctorate in Biochemistry was a considerable accomplishment, but I
Exeleon Spotlight
was still in the early stages of my journey toward establishing a career in science. Those who receive a Ph.D. must endure many more years of postdoctoral training before they are taken seriously in the scienti ic arena. To move my career forward, I trained as a postdoctoral fellow at the National Cancer Institute (NCI) where I had the unique opportunity to be named an inventor of a novel DNA compound for treating cancer.
Although the initial years working at the NCI were exciting, the experience turned into an existential crisis when my mentor — an established scienti ic igure in his ield — abruptly decided to shut down his lab and leave his job. His decision left me without a place to work, forcing me to start my training all over again in another lab.
That point in my journey allowed me to experience the cruel world of science irsthand. The key players in the decision-making process, who were both men and women, showed no interest in helping me salvage my scienti ic career. I was only offered a temporary space to inish and publish the rest of my work alone. In addition, I learned that the patent applications to protect our invention were to be discontinued now that the lab was defunct.
The experience left me crushed. However, it also motivated me to step out on my own as a biotech entrepreneur, eventually launching Foligo Therapeutics to continue the development of our discovery at the NCI.
Taking that step was challenging to
say the least, as launching a biotech company as a woman scientist was a foreign thing to do. Fortunately, I found my way into a women's entrepreneurship class to help teach me the ropes. I was able to write grants and win business plan competitions to stay a loat, all while also inding my way as a new mom.
EXPERIENCING THE 'VALLEY OF DEATH'
Our goal at Foligo Therapeutics was to develop and commercialize a DNA-based therapeutic compound as a potential treatment for ovarian cancer. The venture initially attracted funding from various state-run venture programs and business plan competitions, but it soon entered what is known in the biotech industry as the “valley of death.”
Essentially, the valley of death is a funding bottleneck that squeezes life out of cash-starved startups. It often occurs when companies seek to move from federally-funded or state-funded research to commercializing their discoveries.
My experience with the valley of death was made more dif icult because I was a woman. Recent statistics show that womenfounded startups face crushing odds when raising funds, with less than 2 percent of venture capital going to women-founded startups. When I was looking for funding years ago, there was even less support.
The fact that I was also a new mom at the time made it even more dif icult to propel my company through the valley of death. Carrying out the duties of both a
mom and a business leader required juggling an overwhelming number of responsibilities. Ultimately, the added obstacles proved too much to overcome and Foligo succumbed to a funding drought in the valley of death.
My experience with Foligo led me to understand I could play an important role in the biotech space by breaking the funding bottleneck and saving other entrepreneurs from the valley of death. That was when I launched Music Beats Cancer, a nonpro it organization that seeks to increase the number of cancer- ighting technologies in the product development pipeline so more solutions make it to those in need.
I already knew the likelihood of getting venture capital as a woman in the biotech industry was incredibly small, and the fact that both the academic and biotech industries were male-dominated contributed to the challenge — but there was more. The entire context of forming a career path in science is male-centered and unwelcoming to women who aspire to contribute. From conducting research to launching a startup to raising funding, every step involves components that leave women facing considerable, often insurmountable disadvantages.
REWRITING THE NARRATIVE FOR WOMEN IN SCIENCE
It was obvious to me women brought skills to the world of science that men, for the most part, lacked. For example, while both men and women were commonly engaging when talking about science, I saw how much more
creative women were with their approach whereas men tended to be more technical.
Scienti ic concepts can be dif icult to communicate, but women have an interesting and engaging way of making dif icult concepts fun and understandable. It's a gift they bring to science.
Additionally, I found my journey with motherhood to be a crucial experience in preparing me to be a leader. It provided an opportunity to develop an enormous capacity for caring for others as well as a mentality that sees setting others up for success as a part of your success. Of course, many men are very caring as leaders, but the “maternal instinct” mothers possess helps them further develop compassion, patience, and other soft skills critical to success in science and beyond.
When women see how these skills can give them an advantage, they adopt an empowering narrative for their careers. They start to see that
power and the capability to succeed low from a different source than they have been led to believe.
Women don't need to become more like men to contribute and advance. Rather, they need to bring the unique skills that men typically don't provide.
THE EMERGENCE OF NEW OPPORTUNITIES
The world of science has experienced signi icant change since I began my journey, with some developments making it easier for women to advance. For example, because more women have pushed through boundaries, leveraging their unique skills to obtain leadership positions, those entering the ield have more mentors to learn from.
I also see women becoming more willing to share their in luence with others. Years ago, women in science were protective of their success because they knew opportunities for advancement were limited and competition could be ierce.
Today, however, you will ind more women in leadership positions who are willing to make introductions for you, and you should take advantage of those introductions. Anyone willing to open doors and shepherd you through them is an invaluable ally.
While there are still barriers to overcome, the landscape is changing for women in science. For example, consider that the current Director of the National Institutes of Health is a woman. It's shocking in a good way.
For women entering the ield of science, it's time to embrace a new narrative in which your unique skills give you an advantage. When you walk into the room, take that attitude with you. For those who are already there, it's time to leverage your position and in luence to open doors for others to make the world a better place by making their contribution to science. When they win, we all win.
About the Author
Dr. Mona S. Jhaveri is the Founder, Executive Director, and Chairman of the Board at Music Beats Cancer. She launched the nonpro it to address the growing gap in funding — sometimes known as the “Valley of Death” — that constrains the translation of cancer research discoveries into clinical applications. Prior to launching Music Beats Cancer, Dr. Jhaveri founded Foligo
Therapeutics, Inc., in 2005 to develop and commercialize a DNA-based therapeutic compound as a potential treatment for ovarian cancer. While Foligo was able to initially attract funding from various staterun venture programs and business plan competitions, the company ultimately succumbed to the Valley of Death.
90-day Onboarding Plan and Scorecards
Most employers have it wrong. They hire someone and then immediately dive into scorecards, KPIs, and ROI's without measuring the effectiveness of the initial onboarding process. Offer letters typically have a “90 Day Probationary” period in the letter but who is to say if the new employee is a total rockstar or a colossal disaster? The 90-day probationary period is so arbitrary. Let's get this right once and for all and start with onboarding and then move into scorecards and KPIs.
THE POWER OF A 90-DAY ONBOARDING PLAN
Did you know only 12% of new hires surveyed said their organization had a good
The list of Measurables we need to Consider as Employers
Wri en by Molly McGrath
onboarding process? That presents a huge opportunity considering employees who undergo effective onboarding are 2.6x more likely to be satis ied in their workplace. Just 29% of new employees reported that they feel fully ready and supported to excel in their new role.
This is exciting news for employers. Because it really is that easy to create an amazing culture where rockstar employees never want to leave. An intentional onboarding initiative will result in employees saying they have 'the best job.'
People onboarding programs are essential for any business that wants to attract and retain top talent. In today's competitive job market, new employees have more
choices than ever, and they're not afraid to walk away from a job that doesn't meet their expectations.
A successful onboarding 90-day program will ensure you will know if the new employee is hitting the ball out of the park or struggling. An active onboarding process gives new employees enough time to learn about the company culture, their roles, and responsibilities, and how to be successful.
KEY CHARACTERISTICS OF ALL SUCCESSFUL ONBOARDING PROGRAMS
1. Cultural immersion. New employees need to feel like they're part of something bigger than themselves. They need to
understand the company's vision, mission, and core values, and how they it into the overall picture.
2. Successful integration. New employees need to know what success looks like in their role. This means having clear expectations and goals, as well as regular feedback from their manager.
3. Consistent upkeep. Onboarding doesn't end after a new employee's irst week or month. It's an ongoing process of providing support and guidance and helping them feel comfortable and valued.
TIPS FOR CREATING AN EFFECTIVE ONBOARDING PROGRAM
Ÿ Start before day one. Send your new employee a welcome email with information about the company, their role, and what to expect on their irst day. You can also send them links to relevant onboarding materials, such as the employee handbook and the company directory.
Ÿ Make a good irst impression. On their irst day, give your new
employee a tour of the of ice, introduce them to their team members, and set them up with their computer and other supplies.
Ÿ Provide clear expectations and goals. Meet with your new employees regularly to discuss their progress and provide feedback. Help them set goals for themselves and develop a plan for achieving them.
Ÿ Offer support and guidance. Be available to answer your new hire's questions and help them troubleshoot problems. You can also assign them a mentor who can provide guidance and support.
Ÿ Create a sense of community. Encourage your new employee to get involved in company events and social activities. This will help them feel more connected to the company and its culture.
WE ARE HIRING HUMAN BEINGS FIRST AND FOREMOST
Onboarding doesn't have to be a lot of work. And when coupled with
About the Author
Molly McGrath is the Founder and CEO of Hiring & Empowering Solutions and the author of Amazon's top #1 Best Seller: ‘Fix My Boss: The Simple Plan to Cultivate Respect, Risk Courageous Conversations, and Increase the Bottom Line.’
She is a thought leader with 27 years of
Weekly Scorecard Metrics the investment of time, attention, and feedback into your people will pay off in the long run.
We have to remember we are hiring human beings irst and foremost, and human beings secondly. It is the human “being” stuff that typically creates a “bad hire” or an “underperforming employee”.
In our experience when employees are given intentional, consistent time and feedback, they are set up for continual success. They want to stretch and grow because they are getting feedback in real-time. Both leadership training and general employee development can align under the same action plan, tailored to each role.
Thus, by giving your employees dedicated time for onboarding for the 1 90 days and then weekly st Scorecard metrics, you help them become productive members of your team more quickly and reduce the risk of turnover.
experience in the CEO space. Since the late nineties, Molly has coached, consulted, and directed presidents and founders of national organizations and over 4,500 law irms in executive-level leadership, continuous improvement, and team empowerment initiatives to in iltrate new markets, leverage partner ecosystems, and produce pro itability.
