The 10 Most Influential Leaders in Business 2019

Shreyans Mehta Co-founder

Ameya Talwalkar Co-founder

Editor’s Desk

BeingResolutein PurposetoCreate HugeImpact

Qualityleadershipskillsaremostessentialtraitto

leadanorganizationeffectively.Tobeaninfluential leader,onehastocomeupwithinnovativeideas andimplementtheminasystematicmanner.Innovative skills,adequateunderstandingoftechnologyandits potential,abilitytotaptheresources,andtoutilizeall talents,skills,andabilitiesaresomeofthekey characteristicsofaninfluentialleaders.Aninfluentialleader trieshislevelbesttotransformtheavailableopportunities intoattainableandsustainablesuccess.Influentialleaders don’tgetcaughtupinwishfulthinking.Theybelievein practicalresults.Theyarerationalandareresultoriented.

Theyplantheirworkandworktheirplan.Theyprioritize themostimportantactivities.Theybecomeinfluential becausetheyutilizetimeandresourcesintheirhands wiselyandcalculatively.Theytakecalculatedrisks.They believeingoingbeyondthecomfortzone.Theyconsider thatbeingtrappedinthesafetyzoneismuchmore dangerousthantheperceptionoftherisk.Theydon’ttake toomuchspace.

Influentialleadersunderstandthemarket,itsneedsandthe potentialopportunitiesverywell.Theyimplementtheir innovativeideastocreatesolutionstosolvetheneedsofthe customersmoreeffectively.Influentialleadersusethelatest technologiestoimplementtheirideaseffectively.Tobean influentialleaderoneneedscommonsense,confidence, coolness,communicationpractice,charmandcheer, honesty,andhumility.Humilityattracts;priderepels. Influentialleaderseventhoughtheyarehugelysuccessful theyprefertobegroundedandkeeplearningconstantly. Theybalanceefficiencyandcompassion.Theysetthe exemplarystandardsforeveryoneelsetofollow.

Influentialleadersareacombinationoforganizedaswellas unorganizedactivities.Organizedactivitieshelpthemtodo justicetotheirroles,routines,relationships,and responsibilities.Andtheychoosesomeunorganizedorquite newactivitiesalsosoastohavesomelittlebrain-storming. Thishelpstonourishtheirintelligenceandenhancetheir creativity.Influentialleaderssomehowmanagetheirlivesin suchawaythatthereisbalancebetweentheirlifeand

Influentialleaders crossoverthechallenges onthewaywithgrace, dignity,utmost composure,andby utilizingtheirtalents,skills, abilities,andresourcesfor gloriouspurposes.

lifestyle.Theyhavegreatlifeaswellasgreatlifestyle.

Influentialleadersareruthlesswhenitcomestobeing efficientandcompetentattheirbusinessesbutatthe sametimetheyarethemostcoolandcompassionate personalitieswhiledealingwithpeoplebeyondtheir businesses.Wholeworldisaplaygroundforinfluential people.Influentialleadersarethemostresourceful people.Theyarethemosttrustworthypeople.They deliverexceptionalresultsforthecauseofincreasing thetrustoftheiremployeesandcustomersandsoasto ultimatelybenefitthem.Theyleadfromthefronttoset thebenchmarkforothers.Theyareresoluteintheir purposetocontributehugelytotheirorganizationand totheirbusinesses.Theycrossoverthechallengeson thewaywithgrace,dignity,utmostcomposure,andby utilizingtheirtalents,skills,abilities,andresourcesfor gloriouspurposes.

RecognizingBestperformingCEOs,InsightsSuccess hasshortlisted“The10MostInfluentialLeadersin Business2019”

FeaturingourCoverStoryinwhichnotableinfluential leaders are AmeyaTalwalkar&ShreyansMehta highlighted.AmeyaTalwalkarandShreyansMehtaare thefoundersofCequenceSecurity.Theyhavebuilta disruptiveapplicationsecurityplatform,which providesdetectionanddefenseofautomatedbot attacksaswellasapplicationvulnerabilityexploits. TheplatformispoweredbypatentedAItechnology andisdeployedatseveralFortune500/Global200 companiesaroundtheworld.TheCequencesolution securesclosetoabillionuseraccounts,preventing millionsofdollarsinfraudlosses,savingmillionsof dollarsininfrastructurecostand,mostimportantly, savingbillionsofdollarsinbrand/reputationlossfrom securitybreaches.

Also,makesuretogothroughthearticles,writtenby ourin-houseeditorialteamaswellasCXOstandpoints ofnotableindustrypersonalitiestohavebriefinsights ofthesector.

Sharad Chitalkar

Shreyans Mehta Co-founder

1The Most Influential in Business 2019

work

Ameya Talwalkar Co-founder

“Hard

is a virtue.”

AmeyaTalwalkarandShreyansMehtaarethe foundersofCequenceSecurity.Theyhave builtadisruptiveapplicationsecurityplatform, whichprovidesdetectionanddefenseof automatedbotattacksaswellasapplicationvulnerability exploits.TheplatformispoweredbypatentedAI technologyandisdeployedatseveralFortune500/Global 200companiesaroundtheworld.TheCequencesolution securesclosetoabillionuseraccounts,preventingmillions ofdollarsinfraudlosses,savingmillionsofdollarsin infrastructurecostand,mostimportantly,savingbillionsof dollarsinbrand/reputationlossfromsecuritybreaches.

‘‘

PriortostartingCequenceSecurity,Ameyawasthe engineeringleaderforSymantec’sentireanti-malware stack.ThisstackwasintegratedintoeverySymantec securityproductintheconsumerandenterprisespaceand wasresponsibleofpreventingnearly5Billioncyberthreats worldwideonayearlybasis.Inearlydaysoftheircareerat Symantec,ShreyansandAmeyaalsobuiltadisruptive networksecurityenginewhichwasconsidereda“game changer”intheindustryandallowedSymantectoleapfrog aheadofthecompetitionandwinseveralindustryreviews andawards.

Shreyansinhisroleasleadnetworksecurityarchitectat Symantecledmanyinnovativeideasbasedaroundthis groundbreakingtechnology.Forexample,hestartedthe “SafeWeb”initiative,whichinvolvedratingwebsitesfor theirsafetybasedonthebillionsofdatapointsgathered fromSymantec’smillionsofusers.ThisallowedSymantec customerstosearchandsurfthewebsafelywithouthaving toworryaboutbeinginfected.HelateronusedMachine Learninginaveryinnovativewaytoderiveinfectionpoints oflargescalebotnetsthatwerecreatinghavocinconsumer andenterpriseworld.Theseweretheearlydaysof Ransomware.

Throughout my career I have pushed the envelope of innovation. I have now made multiple small innovative ideas into successful products of their own.

‘‘

Know-HowofLeadership

Accordingtotheiconicduo,leadersshouldhaveawinning vision/missionfortheircompany/organizationandthey shouldbeabletoclearlyarticulatethattotheirteams,their investorsandtheircustomers.Theyshouldbecommitted, accessible,trustworthyshouldleadbyexample.Moreover, theyshouldcultivateacultureoftrust,accountability,hardworkandhavingfunwhiledoingit.AmeyaandShreyans alsobelievethat,beingaleader,oneshouldcontinually assessprogressonthevision/missionandbehumble enoughtomakeadjustmentsasnecessaryalongthejourney, whilemotivatingtheteamtogivetheirbesteverysingle day.

BelieveinYourself

OneofthegreatestlessonsAmeyaandShreyanshave learnedissummarizedinthreewords:“Believein yourself!”Theybelievedthattheycouldbuildanengine thatstopsthreatsatthenetworklevel,waybeforefile-based engineshaveachancetotacklethesethreats.Theybelieved theycouldbuildanenginethatwillworkinvariousform factors–IoTdevices,WindowsPCs,largeappliancesand Cloud-basedsolutions.Despiteskepticismfrompeersand seniors,theydeliveredagamechangingtechnologythat enhancessecurityinallSymantecproducts.

PriortoCequence,allbotmitigationsolutionsreliedon technique–devicefingerprinting.Infactthistechnique, whichhasitsrootinmarketingtechnologygoingbackto early2000s,issoprevalentinthisspacethatevenindustry analystsstartedadvocatingthisasthewaytosolvethe problem.Therealityontheotherhandisverydifferent.In theearlydaysofCequence,ShreyansandAmeyarealized thatthistechniquehastremendousflawsinthem–includingtheamountoftimeandpainittakestointegrate thisintoALLapplicationsthatneedtobeprotectedfrom bots.

Toovercomethis,ShreyansandAmeyabuiltasolutionthat doesnotrequireanyapplicationintegration,protectsall applicationsatonce,andhasdeceptivemitigation capabilities.Today,theCequencesolutionsolvessecurity problemsformanyfortune500/Global2000companiesat scale.Theirapproachhasreceivedmanyaccolades, including2018GartnerCoolVendor.

DeliveringDifferentiatedProduct

CequenceSecurity’sproductstrategyderivesfromits founders’experienceinregularlyshippingsoftwareto millionsofcustomersaroundtheworld,expertisein buildingsolutionstothwartthemostsophisticatedthreats (evenfromstateactors),interviewingandlisteningtoa varietyoflargeenterprisecustomers/earlyadopters,staying ontopofindustrytrends,andmostimportantlybuildateam thatcandeliveradifferentiatedproducttothemarket.

EntrepreneurialAdversities

AmeyaandShreyanshavefacedthetypicalchallengesthat firsttimeentrepreneursface.Gettingaventureoffthe

groundinanexpensiveplacelikeSiliconValley,especially intheenterprisesecurityspaceisverydifficult.The architecturaldecisionmadeintheearlydaysofCequence enabledthemtobuildadifferentiatedproduct,butithada fewchallenges–itwasamuchmorecomplexproductto build,ittooklongertobuildandrequiredavery experiencedteamtobuildit.

BothAmeyaandShreyansarereallygratefultoCequence Security’scommittedearlyinvestorsandearlyemployees whostillhavethesamepassionanddedicationastheydid ondayone.OneotherchallengeAmeyaandShreyansfaced earlyonis“risingabovethenoise”.ButAmeyaand Shreyansstartedtogettheirmessageacrossbyattending smallerconferences,writingblogs,attendingvariousmeetups,doingtargetedwebinars,andforgingpartnerships.

CommittedtoaVision

ShreyansandAmeyaarecommittedtobuildingthenext generationapplicationsecurityplatformthewayitshould be.Theirvisionistobeabletoprotectapplicationsfromall kindsofattacksindependentofwheretheyaredeployedor howtheyaredeployed.Thisisamonumentaltaskinitself anditisdisruptingalargelegacymarketdominatedfor decadesoldtechnologies.Whiledoingthattheywantto buildahighlysuccessful/profitablecompanywhichbuilds shareholdervalue.AsPaloAltoNetworksissynonymous withNetworkSecurity,theywanttomakeCequence SecuritysynonymouswithApplicationSecurity.

Rethinking the Products of Today for a Better Tomorrow

Celia Pool Co-founder DAME

Theworldisfinallywakingupto thesingle-useplasticcrisis.

Overthelast10yearswehave createdmoreplasticthanthewholeof thelastcenturycombined.Halfofthe plasticwecreateisusedjustonce,and thenthrownaway,taking500yearsto decompose.By2050,theoceansare predictedtocontainmoreplasticthan fish.Theplasticcrisisisnowtoobig forrecyclingalonetofix.

Globalgovernments,businessesand consumersneedtocollaboratequickly tomakeimpactfulchangebeforeit’s toolate.However,changeisdifficult whenenvironmentallydamaginghabits havebecomesoentrenchedandoften appearmorefinanciallyappealing.

Technologyishelpinginthisfight. Reusablewaterbottlesarenow widespread,andappsthathelpyou locatedrinkingwaterrefillstationsare nowemerging.Atthesametime, reusablecoffeecuptechnologyis addressingthehalfatrilliondisposable coffeecupsdiscardedeveryyear.Such itemsaregainingincreasingsocial currencywithconsumers,whoare keentodisplaythemasmarkersof theirenvironmentalconscience.This revolutionisencouraging,butwhat abouttheproductsthatpeoplearen’tso willingtotalkabout?

100billionmenstrualproductsare thrownawaygloballyeveryyear. Thesearesingle-use,mostlymadeof plasticandcannotberecycled.Youcan choosenottohaveacoffee,youcannot choosenottohaveaperiod.Reusable options(e.g.menstrualcups,cloth pads)havebeenonthemarketfor decades,yettheadoptionratehasbeen slow.Theprimarybarriertoentryis thefearofhabitchange.

Sohowdowebringabouta revolution?Theansweriskeepit simple.Andtaketimetoconsider consumerpsychology.Ashumans,we abhorchange.Wearecreaturesdrawn towardsthecomfortoftheknown.By

keepinghabitchangetoaminimum, consumersaremuchmorelikelyto adoptanewidea.

ThiswasourphilosophyatDAME whenwecreatedtheworld’sfirst reusabletamponapplicator.We ensuredthedesignwasfamiliarand intuitive,sowomendidnothaveto compromiseontheirconvenient, establishedrituals.Weknewthat hygienecouldbeasignificantbarrier toentry,soweworkedwithleading micro-biologistsandmedicalengineers andusedthebestmedicalgrade, anti-microbialmaterialsonthemarket. Asaresult,theconsumeronlymust rinsetheapplicatorincoldwaterafter usetokeepitclean.Simplesteps, minimalhabitchange.

However,itischallengingtotacklean issuethathassuchlittleawareness. Menstruationhashistoricallybeen shroudedinshame,fearanddiscretion. Itisnotatopicopenlytalkedabout. Thisisaproblemwithfemininecareas awhole:itisfrequentlydismissedand thewomentryingtoaddressitare criticallyunderfunded.In2017female foundersgot2%ofthe$85billionVC investmentpot.About8%ofpartners atthetopBritishVCfirmsarewomen. AccordingtoHarvardBusiness Review,stereotypesaboutfemale entrepreneurspersist:womenare overlycautious,shyawayfrom growth,haveinsufficientresourcesand consequentlytheirventures underperform.Yetthereisno performancedatatosupportthese stereotypes.

Howareproductsusedbywomen supposedtochangeinlinewithhuman andenvironmentalneeds,whenthey aren’tgivenappropriaterecognitionor havewomeninvolvedinallstagesof theprocess?Womenneedtobegiven moreofavoiceifwearetocreate meaningfulchange.TheworldofAIis alreadyhighlightingtheneedto diverseawayfrommale,white, Westerncodersifwearetoavoid

unconsciousbiasintherobotsof tomorrow.Amazonhadtoabandonan AIrecruitmenttoolthatwas discriminatingagainstwomen,instead favoringprospectswhomirrored Amazon’sexistingmaleengineer workforce.AtDAMEwomenhave beeninvolvedineverystageofthe journey,notasatokengesturebutas anabsolutenecessity.

However,ouroverarchingbusiness strategygoesbeyondissuesof inclusivitytoincorporateawider mission.DAMEwasfoundedonthe beliefthatbusinesscanbeusedasa forceforgood.Weusethiscorevalue toguideeverydecisionwemakeinthe business,bringinggreatclaritytoour routeforward.Bycommunicatingour genuineandauthenticcommitmentto thismission,wehopethatourmessage willquicklybepickedupbythose eagertojoinamovementforchange. Todate,wehaveseenthishappennot onlywithourconsumersandthepress, butwithemployees.Peopleare increasinglydrawntocompaniesdoing good.75%ofmillennialswouldtakea paycuttoworkatasocially responsiblecompany.

Allthisstrengthensourresolveat DAMEtocontinuetotacklecritical problemsthatarenotopenly acknowledged,thataresignificantly underfunded,andthathavehistorically beencontrolledbygiantmonopolies. Todaywearefocusingonmenstrual products,butourvisionisto revolutionizetheentirebathroom. Thesearebigmountains,buthaving strongguidingprinciplesmakesthe navigationmucheasier.”

-WordsbyCeliaPool Co-founderofDAME

Formoreinformationvisit wearedame.co

Laboratory Management System Information Laboratory Information Management System

Role of in Manufacturing Sectors

Evenifanorganizationoffersanoutstanding seriesofcreativeproducts,ithastoensurethat thequalityisuptothemark.Being compassionateaboutqualitymanagementisquite essentialforabusinessventuretobecomeapromising manufacturer.Thus,qualityismorelikelytobea necessityratherthanawant.Itdoplaysasalientrolein supplychainthathasstrengthenedmanufacturer’sbelief ofimplicatinginformationsystemsespeciallyin laboratoriesforqualityinspectionsonfinishedproducts andgoods.

SimilartoEnterpriseResourcePlanning(ERP), LaboratoryInformationManagementSystem(LIMS) hasbroughtadisruptivechangeintraditionalmethodsof supply-chainmanagement.Thistechnologyactsasa reportingtoolwhichallowsresearcherstoinputand storecrucialdataregardingthesample,suchasschedule records,test-sampletracks,andalsosample’s materialisticproperties.Thus,itisquiteobligatoryforan organizationtoimplementanadequateinformation systeminanattempttooverruleallquality-related issues.Also,itoftenutilizesbarcodegenerationfor scanningin-processgoodsaswellasfinishedproductsin anattempttoconsumelesstime.

Outlook on LIMS

Utilizingtoitsfull-potential

LIMSoperationscustomarilydependonthe manufactureranditsrequirements.Yet,thereisa standardprotocolonwhichthesystemmostlyrelies.Itis deliberatelydesignedtomonitorandfunctiononthe variousaspectsofproductqualitymanagementi.e. samplemanagement.Ithandlesthedetailedrecordsof eachsample,andmaintainsaccuracyinreducingthe possibilitiesoftheinformationgettingmixedupinlabs. LIMSmaintainstherecordofeachandeveryunit,from asuppliertotheresearcherhandlingthatsample.With suchsystems,theinformationtrackinggetsquiteeasier andcouldbefullyautomated,reducingtheneedfor laboratoryadministration.

ImplementingLIMSforworkflowmanagementaidsa manufacturertostreamlinethedecisionmakingprocess inthelaboratory.Theself-orientedsystemcan automaticallyassignscientistsregardingtheirtasksand evensuggeststhetypeofinstrumentsrequiredasper statedinthestandardexperimentmodule.Oncethe testingiscompleted,thesystemidentifiesandsupplies

thesampleforthefurtherprocess. Besides,manyLIMSautomatically coverupsvariousprocessessuchas maintenance,inventorymanagement andreporting.Itisoftenusefulfor theinstrumentslikecentrifuges whichgenerallyfacecountlesswear andtear,leadingtovariationsinthe readings.Suchvariationsnotonly affectdataanalysisauditingbutalso, disruptthecalibrationofthe instruments.TheuseofLIMSsystem mightvaryfromoneorganizationto another,astherequirementofmost oftheindustriesisquitedifferent.

EquipmentCalibrationandMaintenance

Noindustrycanaffordafailureinthequalitychecks. Thus,manyorganizationsspendloadsofmonetary assetsoverthelaboratorymaintenanceandinstruments calibration.WiththeLIMSsystem,anorganizationcan surpassoverunnecessarydamagesandmonetary-cutsin laboratory.Apartfromthat,LIMSsystemmustinclude maintenancerecordsoftheinstrumentsusedintesting, inanattempttoperformorderlypreventivemaintenance.

Duetotheregularutilization,someinstrumentsstartsto showdistortionthatfurtheraffectthetestsresults.In caseofdepthmicrometer,theinstructionfollowsthatit mayrequirecalibrationeverymonthorafterevery50 uses.AmanufacturercanimproviseLIMSsystem,by includingadditionalcalibrationinstructionsheetwhich canbeutilizedbymaintenancedepartmentthereafter.

BriefonFunctionscommonlyfoundinLIMS

Reporting: Irrespectiveofanycategory,everysector requiresapromptmethodtoprocessoutthereports. Reporthelpsorganizationstoanalyzedataandmake furtherdecisionsbasedonit.Fromthe‘mostused instruments’to‘lab-processingtime’,itincludeallthe requiredinformationflowfromoneunittoother. ThroughimplementingLIMS,organizationstakea followupandprocessaudittrailsofreceived informationfromsuchunits.Yet,thelevelofdifficulty varieswithreports,assomemayrequirehighercustom codingtorunwhileotherexportonAdobePDFandMSWord.

EMR/EHR:ElectronicHealthRecordsisseparate software,butsomeLIMSsincludesEHRfeaturebuilt-in mostlyincludingpatientreceptionqueriesandbilling processes.Organizationsmainlypreferonutilizingan all-encompassingsysteminsteadofsoftwarewith singularcapability.IntegratingLIMSwithsuchfunctions facilitateclinicswithhugebenefitswhilemonitoringand maintainingalaboratory.Itmanageseverybitofaspects suchasdatatrackingovertime,continuityinhealthcare,

reducedcosts,gamutinformation,technologyof prescriptionsandresultorientation.

Workflow Management:Automateworkflowshaveoften becomeatrailinbusinessesduetoitsabilitytomaintain asteadyflowbetweenvariousprocesseswithoutany extrahumanefforts.Insteadoffocusingmoreon reducingwork,itsavestimetakenfortasking complicatedtasks.HiringorInstallingLIMSaidsoneto codifyexistingmethodsandproceduresandcould delegatethedecision-makingtothesoftware.Say,if installed,itcantakeoveronassigningjobstoscientists andcanalsopickoutinstruments,asperrequirement.It onlyrequiresastrongcommandstructurethroughwhich LIMScanoperatemuchdeliberately.

ERP:EnterpriseResourcePlanningsoftwareattains potentialtomanageinventoryandlikeEHR,itisalso self-processingsoftware.Collaborationorsay, integratingERPintoLIMSsismorefavorableduetoits highallowanceinmonitoringalertsoverlow-supplies, auto-calculationofstoragecapacityandlocation management.ThroughimplementingLIMSs,onecan surpassissuesrelatedtodatatranscriptionerrors, turnaroundtime,WIPstatus,andstatisticalanalysisand COAgeneration.

AftermathofLIMS-integrationinlaboratorieshasbeen witnessedtobemoreefficientandbeenclaimedasa reliablesystembyvariousmanufacturers.Thoughthe digitaltransformationhasneverfailedtosurprisethe marketswithitspotentialtobringoutdisruption,its manyfruitfulbenefitsareyettobeexplored.Oneof such—mobile-friendlyLIMS,ispredictedtoshiftthe traditionallaboratoriesbydeliveringmorecompact experiencetothemanufacturerswhichsoonerorlater goingtobetrailamongthelab-ownersand manufacturers.Currently,itisfocusingonimproving environmental,petrochemical,health-care, bio-technologycompaniesandR&Dinstitutes.

PERRYM.ANDERSON

AGlobalInvestorWhoEncouragesPovertyAlleviation ThroughMergers&Acquisitions

In an interview with Insights Success, the CEO & Managing Director, of Quadra Global Capital Corp., Perry M. Anderson, sheds light on his company’s strategies which makes control and non-control investments across a broad range of asset classes including real estate, manufacturing, technology, media, restaurant/retail, construcon, security, cyber-security, energy and mining. Here he also shares the company’s core competencies and his overall journey as an influenal leader in business. Beyond Quadra, Perry believes that we are living in the most opportunisc me in history to be acquiring a business and that business acquision is the fastest trajectory out of poverty and towards wealth creaon. Considering these influenal and inspiraonal aspects, Insights Success recognizes Perry M. Anderson as one of the most influenal business leaders in 2019.

Below are highlights from the interview conducted between Perry and Insights Success:

Give a brief overview of your background as an influenal leader. My background is in Private Equity (MBA from Oxford), but I view myself more as an entrepreneur and creave problem solver. I founded a Private Equity firm called Quadra Global Capital Corp in 2002 and since then

we have gone on to make over 30 investments across a broad range of sectors. I have completed numerous deals/acquisions, had mulple exits, helped to take 3 companies public and raised millions of dollars/pounds in the process. Aside from doing deals, I also run an experienal M&A training workshop that teaches people how to acquire companies for themselves - typically without using any of their own capital.

How do you diversify your organizaon’s offerings to appeal to the target audience?

With regards to my M&A training workshop, rather than focusing on theory and academia, I prefer to provide praccal and ‘real world’ taccs that people - regardless if you are a seasoned finance pro or a complete beginnercan immediately acon and implement.

None of this is being taught in business schools - which can appeal to a wide audience in countries across the globe. At its core, the workshop is designed to teach people - with perhaps limited means - how to merge and acquire companies. One transacon can have a profound impact on one’s life: personally, professionally and financially.

Describe some of the vital aributes that every leader should possess.

Business is much more weighted towards human psychology than it is to economics. A strong leader needs to quickly and accurately ascertain the ‘WHY?’ and what is movang the person on the other side of the table. You need to understand the other person’s objecves and get to a Win -Win as quickly as possible.

What were the past experiences, achievements or lessons that have shaped your journey?

The wins in business are certainly fun, however the real lessons in life are really taught through failing - and you typically have to reach into your pocket to cover these as there is a hard cost to learning these lessons.

How do you strategize your game plans to tackle compeon in the market?

There are record levels of businesses currently for sale in the market and with the baby-boomer segment bringing more businesses to market every day.

We are providing a tangible roadmap and methodology for people to be able to go out and actually acquire them. Our differenator is that we are not simply providing theory or giving people books to read, but rather locking arms with aspiring business owners and actually assisng them throughout the enre deal process unl they close a deal. People also get access to my team of M&A professionals

1The Most Influential in Business 2019

who have worked for the likes of Goldman Sachs, Rothschild, RBC, PWC, KPMG, etc in assisng them in all facets of a transacon - both pre and post close.

We help them analyze a deal, structure an offer, raise all the capital required and get the deal over the line. I feel this was the missing link in the current marketplace –people understand the general concepts, but are really wanng help with the implementaon. That is where we shine!

What were the primal challenges and roadblocks you faced during the inial phase of your career as a leader? Like most entrepreneurs, a lack of resources when starng out is always a challenge to navigate. However, as my career and experience has evolved, it has made me take a view that we are truly living in interesng mes. Never before that there be more access to both opportunity as well as to capital. With record levels of corporate capital sing in treasury and seeking a home, this presents a massive opportunity to execute one’s goals.

Where do you see yourself in the near future and what are your future goals?

I connue to be very passionate about deal making. The next iteraon of my journey is to be to be able to show others how to go out and acquire a business of their ownagain, typically without using any of their own capital! My personal goal is to help to democraze wealth and let individuals, who yesterday were employees are today becoming shareholders.

About the Leader Perry M. Anderson is a global investor who encourages market access and the advancement of human progress through capital injecon and investments in a diverse range of projects.

He has led and invested in a number of acquisions, capital raising mandates, financings and re-structurings, startups, leverage buyouts, cross-border transacons and other investment projects of various size and complexity.

Perry was an early stage investor in Avigilon, a Canadian based security surveillance firm that was acquired by Motorola in 2018 for $1.2B.

He is also a published author and wrote the book ‘Red To Black: The Art Of Corporate Turnaround.’

The Ballad of aBusiness Leader

Unleashing the Hero in You

When we have the courage to live the life we were meant to live, we find that we all have an inner hero waiting to guide us on the pathway to success. Mythical heroes endured great challenges before gaining treasure at their journey’s end.

As heroic business leaders, we must embark upon our own painful journeys of discovery to find treasure in our career and company. We are all navigators of life, learning the lost art of finding our way which our ancestors embedded in myths for our modern use.

For 35 years, I have been invited into thousands of troubled corporations. I have seen that not much changes unless the leader survives a jaw dropping tragedy. He or she can then be transformed by loss into a resilient, successful, and lovable business builder.

Not much changes in a company unless such a crisis cracks the shell of the CEO, Division EVP, Department Head, or Team Manager causing him or her to

to Find Success

embark on his own journey into uncharted territory, where a small miracle can happen and where the leader’s True Self can emerge. The boss’s emerging genuineness is the precursor to the team’s empowerment to reveal their own True Selves – which grants them permission to reveal the new True Company

The Power of Myth to Help Find Success and Happiness

To survive the crises of the marketplace your team must traverse the same stages that mythic heroes encountered. The stages appear different because we are in the modern times, but they are the same stages.

If you’ve studied or read about storytelling, you’ve probably heard of the hero’s journey. If not, no worry. If you’ve seen the Star Wars Trilogy, Lion King, or the Wizard of Oz you get the concept.

You already possess all you will need to find the treasure you seek. This article will help you unlock it!

How Does the Ancient Hero Myth Apply to Our Career and Company?

Carl Jung the Swiss psychiatrist and psychoanalyst taught that myths are essential because they contain common themes, archetypes, and fears found in humans around the globe. Jung discovered that the hero’s journey is the overarching idea taught in myths throughout history.

Myths should not be read literally. Embedded within them were roadmaps to help readers find what they were really seeking. The myth of alchemy – converting lead into gold – was cover for the spiritual happiness sought by metallurgists. The Holy Grail sought by medieval intellectuals wasn’t Jesus’ cup, but a cover story for the real spiritual work they sought to do, but were afraid would run afoul of the Church. The roadmaps in myths lead us to tools we can use in our own lives.

Caution. Many people in our society have been taught to equate the

Chas Klivans CEO’s Navigator

About the Author

Chas Klivans is the CEO’s Navigator; a turnaround wizard, company founder, and ex-psychotherapist.

Chas says, “I take you on the Hero’s Journey and help you unfreeze your company, career, and life. I’m comfortable among wolves in the Board Room and Wakhan Corridor.”

Chas’s journey from an Afghanistan prison and the Amazon jungle to the board rooms of billiondollar corporations, has enabled him to be a true business pioneer.

His book The Inner and Outer Game of Business: Playing the Whole Game Will Take You Further Than You Have Ever Been, will be available soon. For consulting and speaking opportunities contact Chas at CKlivans@InnovationTwo.US.

hero’s journey with the phrase follow your bliss. They have been mislead. Myths teach that only adventures to the darkest most painful parts yield the happiness you seek. To undertake the hero’s journey, prepare to do some hard work. Just as body builders increase the load on the body to build muscle, we corporate-warriors increase the stress load on our thinking to increase spiritual muscle and emotional intelligence.

Crises Can Release Our True Selves

When something very difficult confronts you – a personal or business death or a promotion – you can meet the challenge by learning something painful. When you fail, your outer shell is cracked open; your true self can escape and rise like the Phoenix. There are no limits to how tall you can grow.

The Attraction of the Hero’s Journey

Heroes across eras, cultures, and geographies have undertaken daring adventures. Their ancient journeys provide signposts for our road-map. When we follow that eternal map, we can reset in alignment with the path that is ours alone to walk, serendipities increase, and doors open.

The hero’s journey in myth, in your company, or in your career leads through the same three stages.

Stage 1 – The Call to Adventure begins with the hero living a comfortable life when something – a business challenge, a personal tragedy, or a wonderful opportunity knocks you off your pedestal.

Answering the Call. When you ask yourself for permission to take the hero’s journey, you are opening up to deep vulnerability. Your inner hero is asking to receive guidance, admitting that you need help from the universe to become fully happy.

The strong will of many business leaders has been the basis for their success. We have learned to control whatever we could in order to survive. In a crisis we try to control everything and everybody. Only when we stop and admit that we need to let go of the illusion of power over the market and other people can we move in a more positive, productive, and rewarding direction.

Stage 2 – Crossing the Threshold or Entering the Abyss is a commitment to change, a leaving behind of the old. At a central turninag point, the hero must face the death of the old self. There is an essential epiphany –to integrate our dark side and strip out the big ego. Leaving behind character defects, our inner hero pivots toward a new life based on more productive more lovable character assets.

Stage 3 – Coming Home is when we realize the whole point of the journey is not moving away from the world, but a richer more joyful participation in it.

When you come home with your shell shattered, you can lead intentionally with new character assets. To do this, the hero must embrace a new life vow. For many, this is a vow of love and service; to esteem others. This new mode of living is to show up fiercely positive and kind.

Be the Hero in Your $7 Billion Company

Let’s look at the battle of a corporate warrior who learned to surrender into full acceptance of his crisis. He used his vulnerability to enlist superior business experts who had previously solved his problem. These industry survival guides taught his management team to have the right adventures at the right senior level to read the right environmental clues to harvest new sources of profit and happiness.

Selling to a $1.5 Billion Customer, Vulnerability Gets the Deal Done

The new Vice President of a $7 billion group purchasing cooperative managing $250 million in revenue was told that to meet his first year quota, he had to increase sales to an important customer by $75 million (or 20%).

This customer was purchasing 62% of its supply chain spend offcontract. The VP talked to his predecessor, who had no clue why.

The VP met with each of the customer’s CEOs at their respective plant locations. He heard that his predecessor had sold them tens of millions of dollars in computers that they didn’t request or need, and sold directly to corporate headquarters, which humiliated these local chiefs, and killed pay raises and bonuses usually due for them. The VP sat side-by-side with these plant executives while they vented their pent-up resentment.

By being empathetic without showing a lick of hubris, he uncovered an unknown customer

wound inflicted on those plant leaders, which prevented them from buying more from his company.

During discussions with plant management teams, the VP used the universal shame-healing recipe of letting these plant chiefs lead him where they needed to go. His vulnerability was the antidote to their shame wound. He could feel it in a room when the envelope of trust was rebuilt, because these plant executives opened up about how the VP’s company could help them reduce operating costs and improve the technical performance of products.

This customer increased its purchasing by 20%; the VP’s team met quota with an additional $75 million in sales.

The VP Attains the Holy Grail and Becomes His Company’s Hero

The Chairman of the customer’s Board bestowed on the VP the honor of a seat at his monthly planning table. The VP had earned the right to move from salesman and technical advisor, to trusted partner. No longer was he “selling-in” products; he had obtained the right to “design-in” his products. This is the Holy Grail sought by every sales professional.

Be a Hero in Your Career

Successful leaders discover, as the new VP did, that the senior leader’s individuation – his pivot to leading with his lovable, trustworthy character assets – is the signpost for the team’s individuation, which directly paves the way for the company’s individuation

Surviving the Business Jungle is Like Surviving the Amazon

Your team cannot think its way to a better company. As I learned traveling in the Amazon jungle, you must relinquish control and allow seasoned jungle guides to lead you until you have learned enough to lead jointly.

The mythic prototype is the same as a good company prototype. Flush hubris from the thinking that put you in this crisis, then read environmental clues that lead you to success. Learn to travel like Marco Polo before there were maps, reading and adapting to the lay of the land; because in your company, career and personal life, there are no maps.

You Will Never Find Happiness Until You Face the Truth

The treasure you will find on your hero’s journey is the truth you’ve avoided, your beauty!

The journey to success starts with embracing crises as blessings. Remember before saving the world, every hero lost everything. Business transformation begins with you.

Without new starts in nature, in companies, and in careers – no shells are cracked and no growth happens. Myths teach that you can’t think your way into a better life; you have to live your way through new adventures to better thinking to get a better company.

New starts only happen if you answer the call to adventure. Start the adventure!

RaymondJ.Pasquale

ReinventingBusinessCommunications

“

It is only through industry specific innovations and market differentiation that you can help your customers achieve the kind of optimal performance that can have dramatic top and bottom-line results.

“

Raymond J. Pasquale

Founder & CEO

Ittakesstrongleadershipskillsto leadanorganizationandtodisrupt andreinventanentiremarket.A leadertrieshardtotransformpotential opportunitiesintoattainableand sustainablesuccess.Onesuchleaderis theFounder&ChiefExecutive OfficerofUnifiedOffice,RaymondJ. Pasquale.Hisuniqueideologyand methodshavehelpedhimtobring disruptiontothebusiness communicationsmarketplace, achievingmanymilestonesforhis companyintheprocess.Hehasheld leadershippositionsindynamic, emergingtechnologycompaniesfor over20years,now,startingwith DEC—thenCascade,Sonusandnow UnifiedOffice.

InnovativeOfferings

“Theabilitytocustomize our offerings at scale for different target markets is one of the key competitive advantages at Unified Office,”Pasqualesays. UnifiedOfficemaintainsavertical marketfocussoitcandrive innovationstohelpitscustomersadapt toaconstantlychangingmarket.

Currently,UnifiedOfficeisfocusedon thefollowingverticals:Restaurants, Hospitality,Healthcare,Dental Practices,RealEstate,Automotive, AgricultureandTechnology.

HealsomentionsthatUnifiedOffice’s servicesmustnotonlydemonstrate highqualityandreliabilitybutalsobe abletoadaptsimply,quickly,and easilytorespondtotheuniqueneeds

1The Most Influential in Business 2019

ofeachverticalmarketandcustomer.Thisenables businessestoreacttochangesastheyoccurratherthan forcingthemtoadheretoarigid,inflexibleworkflow environment.

sm

UnifiedOffice’sindustryleading Total Connect Now communicationsplatform,withitshighlyreliablenetwork andhigh-qualitybusinesscommunicationsservices,was developedforcompanieswhocan’taffordtomisscallsand wanttomaximizetheirrevenues.Withtheflexibilityofits HQRP™networkplatform,thecompanycanquicklyand easilycustomizefeaturesforitscustomersthatmeettheir specificverticalmarketneeds.Inthehealthcaremarket,for example,itintegrateswiththeleadingpracticemanagement solutionssothecompany’scustomerscanquicklyand easilyaccesstheircustomer/patientinformationallinone place.

Anotherexampleofthecompany’sverticalmarket innovationsareofferingsthatUnifiedOfficehasdeveloped andcontinuestodevelopfortherestaurantindustry. Initiallydevelopedfortherestaurantmarket,Unified Office’spatented Visual Performance Suite™ (VPS™) offeringprovidesareal-timeviewofchangesinoperational performancelevelsalongwithactionableintelligencefor businessmanagersandowners.Thisenablesthemtotake immediateactionsandapplycontinuousoperational improvementstherebyincreasingcustomersatisfactionand inturnrevenuesandprofits.

TM

UnifiedOfficealsodeveloped TCNOPS(Total Connect TM Now Operations Performance Suite), anInternetof Things(IoT)basedoperationalperformancesuitetohelp QuickServeRestaurants(QSRs)dramaticallyimprovetheir operationalperformance,effectivenessandfoodsafety TM complianceinitiatives.TCNOPS extendsbeyondsimple real-timebasicmonitoringtoproactiveandpredictive analysis,whichcanhelpeliminatecomponentfailurebefore itbecomesaproblem.

AsecondexampleofUnifiedOffice’sinnovativevertical marketapproachisits Total Connect Now Dental SM Management Suite ,anadvancedbusinesscommunications platformforthedentalmarketprovidingautomated appointmentreminders,confirmationsandtextingservices.

UnifiedOfficealsodevelopedits Virtual Communications SM TM Console andits Visual Call Flow Builder fordental SM offices. Virtual Communications Console isaflexible virtualoperatorconsolethatenablesreceptionistsandother stafftoworkfromanyofficeoroff-sitelocation. Visual Call Flow Builder™ enablescustomersandresellerstobuild, designandmanagetheirowncallflowsenablingapractice, forexample,tocentralizereceptionistsupportinoneoffice ordistributeitthroughoutalloftheiroffices.Allofthese

verticalmarketinnovationsareeasilyadaptabletoother marketsaswell. “No other company offers the range of customized features and vertical market applications at scale that can be rapidly deployed for our customers,” Raysaid.

KeepingCustomersAStepAheadoftheCompetition

Whenitcomestocompetition,UnifiedOfficedoesnottake timetolookintherear-viewmirror.Pasqualebelievesthat onemuststaytruetotheirvision,stayclosetotheir customersanddothethingsthatmaketheircustomers’lives better,inordertoattainsuccess.

Currently,UnifiedOfficeistheonlycompanythatcanoffer highquality,reliableVoIPcommunicationsserviceswithout theneedforexpensivelegacyT1orMPLSnetwork infrastructure.

IntotheFutureofUnifiedOffice UnifiedOffice’scoremissionistohelpbusinessesofall typesmonetizetheircommunicationsservicesandsolve problemsthatareuniquetothem.UnifiedOfficedoesthis firstbybeingrelentlessinnovatorsandprovidingits customerswithreliable,highqualityvoicecommunications services.Thecompanythenlayersontopofthatservice platformsimple,elegant,andeasy-to-use,value-added servicesandapplicationsthathelpthemimprovethe effectivenessoftheirbusinessoperationsandrespondtothe needsoftheircustomersatthespeedofthemarket.

Pasqualeseeshimselfcontinuingtobuildwhathebelieves tobeoneofthemostdisruptiveandtransformative companiesinthemarkettoday. “There is no end in sight for what we can accomplish. The time has never been better for a company like Unified Office, ” saysFounder&CEO, RayPasquale.

APieceof AdvicetoRelyOn Raybelievesthatinnovationisabsolutelyessentialto successfullyleading.acompanytoday.Theworldis undergoingchangesofastitisdizzying;thesuccessful CEOandbyextensiontheircompanymustnotonlyadapt tomarketchangesbutalsosensethemarket,getoutinfront ofitandleadit. “Your customers count on you to do this for them,” he said. “All one has to do to appreciate the rate and velocity of change today is to look at Amazon and the Internet and how they have fundamentally changed our lives ”

AccordingtoRay,everyCEOmustdemonstrateconstancy ofpurpose,bewillingtopivotwhennecessary,relentlessly focusonexecution,createvalueandbewillingtolistento one’scustomersandemployees.Itisimportanttoseek advice,takeownershipandaboveall,bealeader.

Leadershipisaboutusingthe powerofapositionto empoweragroupofpeople inordertoattainacommongoal.A leader’staskistoimplementthe plansthatusuallylookgoodon paper,throughadelegatedteam,ina specifictimewithanongoing motion.She/hemayusethe traditionalmethodormaythinkout ofthebox.Itdependsontheleader ashowtodoit;theultimatemotive istogetthejobdone.Although,each andeveryindividualhasadifferent approachonleadership,somemight sayitisaboutsettingexamples, somemightsayitisaboutsharing theauthority;whatmattersis,taking therightdecisionwhenitismost needed.

Leadershipvariesfromone organizationtoanother.An organizationisadynamicbodyand

Attributes of a

Good

createsnewprobabilitieseverynow andthen.Andwithnew probabilities,comenewchallenges. Although,itisimpossibleto overcomeeverychallenge,the businessenvironmenthasadopted certain leadership styles forthe efficiencyofbusiness:

TheParticipativeLeader

ParticipativeLeadershipisthe processofsharingauthoritywiththe workforceinordertogetoptimum efficiency.Theteam,aftergetting accesstocertainpowers,works responsiblytoaccomplishthegoals setbyitsleader.Theshared leadershipalsohelpsincaseofany requirementofchange,asthe employeesadaptquicklyinsuch environment.Incidentally,thisstyle ofleadershipfitsbestinascenario whenthereisalimitationoftime.

TheTransformationalLeader

Atransformationalleaderinspires theteamthrougheffective communicationandanintellectual environment.However,these individualsrequiremoredetail orientedmanagerstosuccessfully implementtheirstrategies.

TransformationalLeadershipis consideredamongthemosteffective employeesoftheorganization.One oftheexamplesofthistypeof leadershipiswhenaleaderis assignedonahigherlevelfor effectiveenvironment.

TheTransactionalleader

Thetransactionalleadership,asthe namesuggests,enablestheleaderto incentivizetheteamcorresponding totheirperformance.Theteamgets rewardedwhenitattainsthegoals andtheLeaderhasthepowerto reviewtheresultsandact

accordinglywhentheteamfailsto dothesame.Thegoalsandthe strategytoattainthemaredecided bytheleaderandtheteamitself.

TheSituationalleader

Situationalleadershipisatheorythat thebestleaderwilladapttothe requiredleadershipstyleaccording toneedofthehour.ASituational leadermayadoptdemocraticstyle whilediscussionbusinesswith seniorexecutive,butmayswitchto transactionalatthetimeofteam review.Howevereveryindividual hasanaturalstyleofleadershipand itmaybedifficulttoswitchrolesata certainpointoftime.

Qualitiesofagoodleader

Thereisanoldproverbthatsays, “Give a Man a Fish, and You Feed Him for a Day. Teach a Man to Fish, and You Feed Him for a Lifetime.” Soisthecasewithleadership.One ofthebasicqualitiesofaLeaderis topassontheleadershipskills.

Followingaresomeofthequalities ofagoodleader:

Ÿ CommunicationSkills Communicationisthebasic requirementforefficiencyina business.Asthelevelofhierarchy elevates,therequirementof communicationgrows.Especially, whenitcomestoleadership,thereis noscopeforlackofcommunication.

ALeaderwhofailstodevelopthis skillislookedupasincompetent, becauseitishisjobtosendthe messageloudandclear.Although,it isalsoimportanttolistenasitisan integralpartofcommunication.

Ÿ

Integrity

C.S.Lewissaid, “Integrity is doing the right thing, even when no one is watching.” Beitgivingcredittoone oftheteammembersorbeit admittingamistake,aleaderwears integrityasabadgeofhonor.They dowhatisright,nomatterwhat.

Ÿ

Empowerment

Asmentionedearlier,Leadershipis aboutusingthepowerofone’s positiontoempoweragroupof peopleinordertoattainacommon goal.Agoodleadershareshis authoritywiththeteaminorderto getthejobdone.Bydoingthis,he showsconfidenceintheteamand obligedbythegesture,theteam workswithfullenthusiasmto accomplishthegoal.

Ÿ

Decisionmaking

Thereisriskindecisiontomaking. Greatleaderstakegreatdecisions whenthestakeishighanditisthe successofthosedecisionsthatmake themgreat.Toaddup,agoodleader takesrightdecisionattherighttime. Inconclusion,agoodleadercanbe definedbythedynamicsofhisstyle inleadership,thevaluesthathe bringstotheorganization,the methodsheusestomakethebestof theresources,andthekindof decisionhemakesinthegiven situations.Attheenditisaboutthe attitudeofanindividualtobringthe changeforgood.

Digital Transformation is a Business Requirement: Hype or Reality?

About theAuthor

Christopher James Camut is the Director, President and CEO of Field Squared. Christopher has a successful track record of building high-performing sales teams, improving operational efficiency, driving customer experience, and exceeding revenue goals.

James Camut Director, President & CEO

Prior to Field Squared, Christopher was President of Integra Telecom, Inc. (acquired by Zayo), where he managed 300 employees and over $250 million in annual revenue. Before Integra, Christopher was CEO of Ajubeo, a Boulder-based infrastructure-as-aservice (IaaS) provider. Previously, he was CEO of Vixxi Solutions, a SaaS e911 service provider (acquired by Bandwidth.com) and was EVP and General Manager of network consultancy Telwares among other leadership roles. Christopher holds degrees from the University of Toledo in sociology and psychology.

Christopher

Weareataninflection

point,atrueparadigm shiftacrossbusinessesof everysize,industryandmarket.No businessisimmunetotherapid technologicalchangebroughtabout bythedigitalera.Butthereinbelies thedisruptionofdigital transformation:therewardvs perceivedtimecommitmentand investment.Thequestionon everyone’smindis,isdigital transformationallhypeorreality?

ADigitalBacakbonefromthe GroundUp

Therealityisdigitaltransformation isabusinessimperative.Anynew businessstartedtodaymustbebuilt withadigitalbackboneand infrastructurefromthegroundup. Therearethreecrucialcomponents thatcanmakeorbreakanew businesstoday:

AutomateBusinessProcessesand Workflows

Almosteveryorganizationmaintains severalroutinetocomplexbusiness processesandworkflows.Sometimes theprocessfallswithinacertain department,whileothertimesitmay spanmultipledepartmentsandeven third-partyvendorsorcustomers. Andnottooverlycomplicatethings forthisexample,butthereoften timesasingleprocesstiesinto anotherprocessortwo,orthree.

Atleastinthefieldservice managementspace,forinstance, digitaltransformationisslowly makingitswayintothefabricof organizationsthathaveafieldservice ormobileworkforce.Themaingoals aretoincreaseoperationalefficiency, improvethecustomerexperienceand understandkeyfieldservicemetrics

impactacrosstheworkforceandthe organizationasawhole.Business processautomationmakesitpossible toreapthebenefitsofdigital transformationbystartingwithsmall, incrementalworkflowsandgraduate tomorecomplexprocessesasthe businessgrows.

FocusonReal-TimeCustomer Experience

You’veprobablyhearditsaidthatwe areintheAgeoftheCustomer, whereeverygoodorbadexperience hasthechancetoappearonsocialin aminuteandgoviral.Fearof negativerepercussionsisnotthe reasontofocusonthecustomer; rather,it’slearningopportunityto gainfirst-handinsightonhowto improvethebusinessorexceed expectationsthenexttimearound. Further,real-timecommunication tools(i.e.,chat,text,email,phone call,etc.)ensurebusinessescankeep intouchwithcustomersfromthe momenttheyvisitawebsiteormake apurchase,dayornight,locationand timezoneneednotapply.

Asisthecasewithservice-based businesses—fieldservice organizations,forinstance—the abilitytosendreal-timealertsvia textareanimportantpartofmany differenttypesofworkorders. Digitalsolutionsprovidethemeans tonotleaveacustomeroutofthe communicationloopwhenyoucan automatesendingatexttonotifythe customerofalatearrivalorachange intechnician.Focusingongettingthe customerexperiencerightisreason enoughalonethatmakesdigital transformationanimperativefor businessestoday.

OpentoInnovation Innovationisoneofthemore controversialconsiderationsof businessesontheirdigital transformationjourney.Innovation comesinmanyforms,canbethought ofasaharbingerofgood(orevil) andoftentimesfollowsachangein executivemanagement.

Thecommonthreadamong businessesthatareopento innovation,isthedesiretomovethe businessforward—beseenasa leader.Famedinventorandfuturist DeanKamensaiditbest,“Every onceinawhile,anewtechnology,an oldproblemandabigideaturninto aninnovation.”Mostbusiness leaderscanrelatetosimplyputting upwithaproblemuntilsomething breaks.

Today,businessleadersmustbe savvywhenitcomestobeingaware ofinnovativesolutionsavailableto solveoldproblems.Keepingonthe themeoffieldserviceorganizations, thefirstproblemmosttrytosolvefor isschedulingand/orroutingtheir technicians.Asimpleconcept,buta powerfulfirststepnonetheless.If, however,thebigpicturecomesinto view,it’spossibletogowaybeyond scheduling—tocomefullcircle—andinsteadautomate businessprocesses.

Intheend,digitaltransformation doesn’thappenovernight,whichisa goodthingbecauseitmakesthe conceptaccessible.Whateverroute businessestaketoimprovetheir operations,today’sbusiness imperativeisdigitaltransformation, beforeit’stoolate.