MARKETING COORDINATOR (APAC)
Suchita P.
PR & MARKETING COORDINATOR
James H.
BUSINESS DEVELOPMENT EXECUTIVE
Swati S.
CREATIVE CONTENT EDITOR
Shalmali W.
CREATIVE DESIGN HEAD
Sankalp K.
Divya B. GRAPHIC DESIGNER
SOCIAL MEDIA MANAGER
Narendra S.
DIGITAL CIRCULATION MANAGER
Amanda V.
Leadership in Action! Welcometoourspecialedition,“MostInfluentialBusinessLeaderstoWatchin2024.”As westepintoanewyearbrimmingwithpossibilitiesandchallenges,weareremindedofthe powerofvisionaryleadershiptoshapeindustries,inspirechange,anddriveprogress.This issueisacelebrationofthoseexceptionalindividualswhoarenotjustleadersintheirfields butareredefiningwhatitmeanstoleadintoday'sdynamicandoftenunpredictablebusiness environment.
Inthisedition,weshineaspotlightonthetrailblazerswhohavedemonstratedunparalleled innovation,resilience,andacommitmenttoexcellence.Theseleadershavenotonly navigatedthecomplexitiesoftheglobalmarketbuthavealsosetnewbenchmarksintheir respectiveindustries.Theirstoriesareatestamenttotheimpactthatthoughtfulandstrategic leadershipcanhaveonacompany'sgrowth,sustainability,andlong-termsuccess.
Whatsetsthesebusinessleadersapartistheirabilitytoanticipatetrendsandadapttothe rapidlyevolvinglandscape.Whetherit'sembracingdigitaltransformation,pioneering sustainabilityefforts,orchampioningdiversityandinclusion,theseleadersareatthe forefrontofchange.Theyunderstandthatsuccessinthemoderneraisnotjustabout achievingfinancialmilestonesbutalsoaboutmakingameaningfulcontributiontosociety andfosteringacultureofinnovationwithintheirorganizations.
Onthecoverofthisissue,wehavefeaturedSanjeevSinha,President–Digitalizationof IndiaPowerCorporationLtd,wholeadsalldigitalinitiativesandaimstoconvertthe companytoadigitalanddata-drivenorganization.AgraduatefromIITKharagpur,Mr Sinhahas34yearsofmulti-industryexperienceinIndia&USAandhasworkedforvarious companies.InhiscurrentroleasPresident-IT&Digitalization,hisgoalistoconvertthe gridtoasmartgridandevenoffertechnology-basedsolutionstootherutilities.
We look forward to bringing you more stories of innovation, leadership, and success in the future!
Shalmali W. halmali
Forthecoverreadabout-
ForourIssueof “The Most Influential Business Leader to Watch in 2024,” NicholeDaher, wepresent FounderandCEOofSOSFranchising,leadingher waytorevolutionizeAutismTreatmentforgood.
Onthecoverofthisissue,wehavefeaturedSanjeevSinha, President–DigitalizationofIndiaPowerCorporationLtd, wholeadsalldigitalinitiativesandaimstoconvertthecompany toadigitalanddata-drivenorganization.AgraduatefromIIT Kharagpur,Mr.Sinhahas34yearsofmulti-industryexperiencein India&USAandhasworkedforvariouscompanies.Inhis currentroleasPresident-IT&Digitalization,hisgoalisto convertthegridtoasmartgridandevenoffertechnology-based solutionstootherutilities.
However,beforewegettohertrailblazingstory,we needtounderstandwhatABAtherapyis.Applied BehaviorAnalysis(ABA)isaleadingapproachfor supportingautisticindividuals.Thisscience-based methodfocusesondevelopingobservable improvementsinbehavior Throughpositive reinforcementanderrorlessteaching,ABAtherapy reducesproblembehaviors,teachesessentialskillslike communicationandindependence,andpromotesalove oflearning.
Insomeofhisearliernotableassignments,Mr.Sinhahad launchedIndia’sfirstDigitalTeaAuctionprocesswhichtheTea BoardofIndiaapproved.Hewasalsopartofteamthatdigitalized andintroducede-procurementintheRourkelaSteelPlantwhich laterwonaGoldMedalfromtheMinistryofFinance,Govt.of India.AtIndiaPowerCorporationLimited,heleadstechnologybasedsolutionsinutilitiesandhasbecomeP&Lhead.These achievementswerememorabletohimbecauseoftherecognition andtheimpactonstakeholders.Hewritesforseveraltechnical magazinesinIndiaandhisarticleshavebeenwellacceptedbythe industries.Hehaswonseveralawardsincluding:
AMotherBuildingaBridgeofHope
Ÿ Top100EminentCIOsofIndiaforsixyearsduring2019-2024.
Ÿ TheManofExcellenceAward2022bytheIndianAchiever’s Forum.
Ÿ CIOCrown2022,andCIOPowerlist2024byCentreof RecognitionandExcellence,Mumbai.
ABAtherapyhelpsindividualsmovebeyondtheir symptomsandthriveasfunctionaladultswithintheir communities.ThisiswhereNicholestepsinas someonewhojuststartedherjourneyofbeinga stepmotherofanautisticchild.Newtothesituation,she attendedparenttrainingclassesatherstepdaughter’s ABAtherapyclinic.
Thisyear,hewasinvitedtospeakatWorldSCADAConferenceat Singapore.HeevenconductedaworkshopatSingaporewherein utilityexpertsfromvariouscountrieshadconverged.Mr.Sinha hadbeenpartofjuryforClimateControlAwardsDubaifor2022 and2023.Hiscontributionhasbeenwellappreciated.Hewasalso ajuryatTheEconomicTimesEnergyLeadershipAwardslast year
Asthechildprogressedinleapsandbounds,everything seemedwelluntilsheturned7,andtheABAclinic terminatedservices.Atthispoint,Nicholediscovered theflawsinthesystem,likethevastmajorityofABA clinicsonlyacceptedchildrenuptoage7.Additionally, theydidnotofferancillaryservicesthatchildrenwith AutismalsoneedinconjunctionwithABA.Nichole foundthistobeaconcerningtrend,asitwasnearly impossibletofindcompletetreatmentforautistickids.
Mr.Sinhaispartofmanagementcommittee(MC)ofKolkata chapterofCIOAssociationofIndia.AspartofMC,hemanages relationshipsofCIOsofover125organizationsofeasternIndia. Hewasalsoontheboardofstudiesoftwobusinessschoolsin Kolkata.
10 SANJEEV SINHA 18
Discover Namibia: A Journey Through Culture, Geography, and Adventure
Top 10 Richest Women in the World in 2024
34
Pinterest: The Journey to 10 Million Monthly Visitors
44
Common Pitfalls Your Business Partner Agreement Must Avoid
SANJEEV SINHA Harnessing Technology in POWER SECTOR IN INDIA PRESIDENT | INDIA POWER CORPORATION LTD Aprominentleaderintheutilityindustrypossessesseveralskillsandqualities.Heshouldbeabletomanageandleadteams, ensurethesmoothoperationofutilityservices,andbeaccountabletohigherauthorities.Heshouldhavetraitssuchasagility, theabilitytobuildstrongnetworksofrelationships,andthecapacitytoleadthroughcontinualchanges.Onesuchleaderis SanjeevSinha,President–DigitalizationofIndiaPowerCorporationLtd,wholeadsalldigitalinitiativesandaimsto convertthecompanytoadigitalanddata-drivenorganization.
Cover Story ACareerJourneyworthemulating Mr.SinhaisagraduateofIITKharagpurandanMBAfromGeorgia StateUniversityUSA.HealsocompletedMDPinproject managementatIIMCalcuttaandisacertifiedindependentdirector (IICA).Mr.Sinhahas34yearsofmulti-industryexperienceinIndia &USAandhasworkedforvariouscompaniessuchasIndian Airlines,DeltaAirLines(intheUSA),BritishOxygen,MJunction (TataSteelCompany),andOnProcessTechnologywherehehas servedrolessuchasSeniorVP-AsiaPacandboardmember.Whileat OnProcessTechnology,hewasthewinnerofCEOAward2013, giventojustoneemployeeglobally.InhiscurrentroleasPresidentIT&Digitalization,hisgoalistoconvertthegridtoasmartgridand evenoffertechnology-basedsolutionstootherutilities.
Insomeofhisearliernotableassignments,Mr.Sinhahadlaunched India’sfirstDigitalTeaAuctionprocesswhichtheTeaBoardofIndia approved.HewasalsopartofteamthatdigitalizedandintroducedeprocurementintheRourkelaSteelPlantwhichlaterwonaGold MedalfromtheMinistryofFinance,Govt.ofIndia.AtIndiaPower CorporationLimited,heleadstechnology-basedsolutionsinutilities andhasbecomeP&Lhead.Theseachievementswerememorableto himbecauseoftherecognitionandtheimpactonstakeholders.He writesforseveraltechnicalmagazinesinIndiaandhisarticleshave beenwellacceptedbytheindustries.Hehaswonseveralawards including:
Top 100 Eminent CIOs of India for six years during 2019-2024.
The Man of Excellence Award 2022 by the Indian Achiever’s Forum.
CIO Crown 2022, and CIO Powerlist 2024 by Centre of Recognition and Excellence, Mumbai.
Thisyear,hewasinvitedtospeakatWorldSCADAConferenceat Singapore.HeevenconductedaworkshopatSingaporewherein utilityexpertsfromvariouscountrieshadconverged.
MrSinhahadbeenpartofjuryforClimateControlAwardsDubaifor 2022and2023.Hiscontributionhasbeenwellappreciated.Hewas alsoajuryatTheEconomicTimesEnergyLeadershipAwardslast year.
MrSinhaispartofmanagementcommittee(MC)ofKolkatachapter ofCIOAssociationofIndia.AspartofMC,hemanagesrelationships ofCIOsofover125organizationsofeasternIndia.
MrSinhawasalsoontheboardofstudiesoftwobusinessschoolsin Kolkata.
ValuesIndependentDirectorshipaspartofCorporate Governance ThoughMrSinhahasbeenwholetimedirectorinthepast,he currentlyisacertifiedindependentdirector,ascertifiedbyIICA. HealsoattendedfocusedprogramonEnterpriseRisk ManagementatIIMBangalore.Hesaysthatthoughmost companiesvaluedigitaltransformationastheforwardwayof doingbusiness,mostboardshavenorepresentationoftechnology professionalsamongtheirmembers.Hesaysthatasacertified independentdirector,hewantstobridgethisgapandputthe companiesintoafasterdigitaladoption,inlinewithDigitalIndia initiativeofGovtofIndia.
DrivingTechnologyatIPCL MrSinhaispartofleadershipteamatIndiaPowerCorporation Limited,whichwasestablishedin1919,isoneoftheleading powerutilitiesinIndia.Headquarteredin Kolkata,WestBengal,it isanintegratedpowerutilitywithapan-Indiapresenceand serves variousconsumersegmentsrangingfromGovtestablishments, Industrialhouses,andRailwaystoDomesticConsumersspread acrossanareaspanning798sq.km.acrosstheAsansolRaniganj beltinWestBengal,India.Thecompanyhasconsistentlykeptits aggregatedtransmissionandcommercial(AT&C)lossesatless that 3%,whichisoneofthelowestinthecountry.
MrSinhahasbeeninstrumentalinvariousITinterventions throughtechnologieslikeSCADA,IoT,andSmartMeteringinits network.Thecompanyismakingongoingeffortstodigitizethe consumerend-to-end.Thisallowsforoperatingonnearreal-time datatodefine,monitor,achieve,improve,andcontroloperational parameters.Thisenhancesthereliabilityandeffectivenessofthe powersupply.
Inhisendeavor,heiseventryingtogetsuccessfultechnology initiativesfromothercountriestomakechangehereinIndia.
SignificantChangesinthePowerSector MrSinhasaysthattheIndianpowersectorisseeingsignificant changesinrecentyears.However,hepointsattwosignificant changes.
Heopinedthatthepowersector,particularlydistribution,is adoptingtechnologylikeneverbefore.Gridsarebecomingsmart grids.Indiaisimplementing250millionsmartmetersaspartof thisinitiative.Manychallengesarebeingaddressed.Forexample, AT&C'slossinthesectorhasdroppedtoaround15%whichused tobeover25%afewyearsback.Similarbenefitsarevisiblein billingandcollectionefficiencies,headds.
Headdsthatthesecondmajorchange hasbeenintheadoptionofrenewable energy Theinstalledrenewableenergy capacity(includinghydro)hasgoneup to182GWasofJanuary2024, accountingforapprox43%ofthe overallinstalledcapacity Thisincludes 73GWfromsolarand45GWfrom
windpower.Theadditionofnon-hydro renewableenergycapacityinFY23 wasover15GW,upfrom14GWin FY22 Also,thepriceofrenewable powerhasdroppedovertheyears. TheseinitiativeswillhelpIndia becomecarbonneutralby2070,as plannedbythecountry.
OvercomingChallengesinthe Sector MrSinhafeelsthatdespitethe positivechanges,theIndianpower sectorfacesseveralchallengessuch asaddressingtheenvironmental impactoffossilfuel-basedpower generation.Also,theuseof technologyhashadlimitedbenefits toconsumers,asofnow,compared toothersectors.However,given thescenario,customerexperience isexpectedtobebetterwithhigher adoptionoftechnology.Many Distributioncompanies (DISCOMs)arestrugglingwith highlevelsofdebtandfinancial lossesduetoinefficiencies,high aggregatetechnicaland commercial(AT&C)losses,and delaysinsubsidydisbursements fromthegovernment.Also, inadequateanddelayedtariff revisionsoftenresultinrevenue gaps.
AT&Clossesremainhighinsome Discomareasdespite improvements,leadingto significantrevenuelosses.Further reductionrequirestechnological improvementswhicharecapital intensive.Theintegrationoflargescalerenewableenergysources poseschallengesduetotheir intermittentandvariablenature. Thistoorequirestechnological interventionandrobustenergy storagesolutions.Asofnow,there aretoofewenergystorage solutionstosupportthecountry's grid.
AsignificantportionofIndia's powerstillcomesfromcoal-based thermalplants,whichcontributeto airpollutionandgreenhousegas emissions.Thereisaneedtoattract moreinvestmenttomeetthe ambitioustargetsforrenewable
energyandgridmodernization.Whilethereisapushtowardsadoptingnew technologiessuchassmartgrids,energystorage,andelectricvehicles,their widespreadimplementationisslowduetohighcosts,lackofexpertise,etc.
ThereisasignificantcollectionofdatafromSmartmeters,IoTdevices,etc. However,theuseofdatahasbeenminimal.Thereisaneedtousethesedata forbettercustomerexperienceandevenforDiscomstoimproveits operationsefficiencies.
EmergingOpportunities inIndia’sPowerSector Mr.Sinhasaysthatinthenexttwoyears,he seesseveralkeyopportunitiestoarisein India'spowersector,drivenbyongoing trends,policyinitiatives,andtechnological advancements.
RenewableEnergySourcesandUsageareset toincreasewithmostlySolarandWind Power Thepowersectorhasasignificant roletoplayinmakingIndiacarbon-neutral by2070.Hence,significantinvestmentsand projectsinsolarandwindenergyare expected.Thecountryisontracktoreach 500GWofrenewableenergycapacityby 2030.Tosupportthis,BatteryStorage solutionsarerequiredtoensurestablepower supplyandoptimizegridmanagementby addressingtheintermittencyofrenewable sources.Thisresultsinincreasing investmentsinbatterystoragetechnologies, suchaslithium-ionandemerging alternatives.InMr.Sinha’sview,pumped hydrostorageprojectswillalsoseegrowth, leveragingexistingwaterresourcestostore andgenerateelectricity
KeepingpacewithTechnologyAdoptionin theSector Mr.Sinhaseesanopportunityforthe adoptionoftechnologyinGrid modernization.SmartGridTechnologiessuch asadvancedmeteringinfrastructure(AMI), automateddemandresponse,andgrid automation,arealreadytheneedofthehour forefficiencyandreliabilityofthepower grid.Suchdigitalizationofgridmanagement willleadtopredictivemaintenanceand integrationofrenewableenergysources.The opportunitiesinElectricVehicle(EV) infrastructureareimmenseandaregrowing duetotheincreasinguseofEVsformobility. Fast-chargingstationsandpubliccharging networksoffertremendousinvestment opportunities.
Inruralandremoteareas,microgridsand mini-gridspoweredbyrenewableenergy sourcesareemergingasanalternativeto providingreliableelectricityaccess.Also, sincemanyconsumershaveturnedproducers ofelectricity,thegrowthofdistributedenergy resources(DERs),suchasrooftopsolar panelsandsmallwindturbines,hasstartedto contributetoamoreresilientand decentralizedpowersystem.Asaresult,VPP (VirtualPowerPlant)modelsareemergingas solutionstoaddressthedemand-supplygap, particularlyinpeaksituations.
ManagementandLeadershipStyle Mr.Sinhabelievesthatgovernmentsupport intheformofsubsidies,taxincentives,etc. particularlyforrenewableenergyprojectsand energystoragesolutionswilldrivesignificant growthinthesector.Moreover,hepossesses atransformationalmanagementstyleand believesininspiringandmotivatingteam members,focusingonchange,encouraging personaldevelopment,andfosteringa positiveculture.Toachievethis,Mr.Sinha leadsfromthefrontandspeaksaboutthe changesnotjustinhiscompanybutalsoin nationalforums.Itisnosurprisethathisideas andviewshavebeenwellacceptedandmany forumshaveawardedhim.
A place where the vast desert meets the Atlantic Ocean, where ancient rock formations tell stories of millennia, and where wildlife roams freely across stunning landscapes. Hallo Welkom in Namibia—known for its stunning scenery and vibrant cultural heritage. From the impressive dunes of Sossusvlei to the rugged terrain of the Fish River Canyon, Namibia offers a variety of natural beauty and adventure opportunities. Whether you enjoy adventure, culture, or nature, Namibia offers something for every type of traveler. Prepare to explore this charming land where every moment presents a chance for discovery.
NAMIBIA Ithasadiverserangeofcultures,withover11ethnicgroupscontributingtoitsculturalheritage.Thelargestgroup,the Ovambo,makesupnearlyhalfofthepopulation.OthersignificantgroupsincludetheHerero,Himba,Damara,Nama,and San(Bushmen),eachwiththeiruniquetraditions,languages,andcustoms.
TheHimbapeople,knownfortheirredochre-coveredskinandintricatehairstyles,leadasemi-nomadiclifestyleinthe remoteKuneneregion.TheSan,oneoftheoldestculturesonEarth,hasastrongconnectiontothelandandisknownforits traditionalhuntingandgatheringskills.TheHereroarerecognizedfortheirVictorian-styledresses,influencedbyGerman colonialism.
MusicanddanceareintegralpartsofNamibianculture,withtraditionalrhythmsandinstrumentsoftenfeaturedin ceremoniesandcelebrations.Storytellingisalsoasignificanttraditionusedtopassdownhistoryandwisdomthrough generations.
GEOGRAPHICAL RANGE of NAMIBIA This place has a diverse geography that includes arid deserts and lush river valleys. The Namib Desert, one of the oldest deserts in the world, stretches along the country's western coast. The dunes, particularly at Sossusvlei, are some of the highest globally and are popular among photographers and adventurers.
In the north, Etosha National Park has expansive salt pans that ll with water during the rainy season, attracting a variety of wildlife. The Caprivi Strip, located in the northeast, has lush wetlands and abundant biodiversity. The Skeleton Coast is known for its shipwrecks and bleached whale bones, creating a hauntingly beautiful landscape. The Fish River Canyon in the south is the second-largest canyon in the world, offering stunning views and challenging hiking trails.
Climate Of NAMIBIA Ithasanaridclimate,withthedesertregionshavingveryhotdaysandcoolnights.Thecoastalareasareinfluencedbythe BenguelaCurrent,whichcreatesamoretemperateclimate.Theinlandplateau,wheremostpeoplelive,experienceslarger temperaturefluctuations.Rainfallislimitedandmainlyoccursduringthesummermonths(NovembertoMarch),withthe highestprecipitationinthenorthernandnortheasternregions.Thisseasonalrainfallbringslifetothedrylandscapes,turning themintogreen,lushareas.
NAMIBIA KAPANA: Thisstreetfoodfavoriteconsistsofgrilledbeeforgame meatseasonedwithablendofspices.Itistypicallyservedwithaside ofsalsaandstarch,suchaspap(maizeporridge).
BILTONG: Biltongisdried,curedmeatmadefrombeef,game,or ostrich.Itisapopularsnackamonglocalsandvisitorsalike.
POTJIEKOS: Atraditionalstewcookedinacast-ironpotoveran openfire.Ingredientscanincludemeat,vegetables,andavarietyof spices,creatingaheartyandflavorfuldish.
Namibian cuisine is a delightful fusion of indigenous avors and colonial inuences. Here are ve popular local foods to try:
OMAJOWA: Thesegianttermitemushroomsareadelicacyin Namibia.Theyareusuallygrilledorfriedandservedasapleasantsnack orsidedish.
MAHANGU: Alsoknownaspearlmillet,mahanguisastaplegrainin northernNamibia.Itisoftengroundintoflourtomakeporridgeorusedin bakingtraditionalbreads.
NAMIBIA Famous Places in 5 This place is home to a variety of iconic landmarks and natural wonders. Here are ve places that are worth visiting:
SOSSUSVLEI: Situatedinthe NamibDesert,Sossusvleiiswellknownforitsimpressivereddunes, withsometoweringover300meters inheight.Theareaalsoincludesthe picturesqueDeadvlei,awhiteclay panadornedwithdeceased camelthorntrees.
ETOSHA NATIONAL PARK: EtoshaisknownasoneofAfrica'stop wildlifereserves,housingadiverse rangeofanimalssuchaselephants, lions,rhinos,andgiraffes.Thepark's saltpansandwaterholesoffergreat opportunitiesforgameviewing.
FISH RIVER CANYON: Fish RiverCanyon,thesecond-largest canyonintheworld,provides stunningviewsandofferschallenging hikingtrails.Itisrecommendedto explorethecanyonduringthecooler monthsfromMaytoSeptember
SWAKOPMUND: Thiscoastal townfeaturesablendofGerman colonialarchitectureandalively beachculture.Visitorshavethe opportunitytopartakeinavarietyof activities,suchassandboardingonthe dunesandvisitingthetown's museumsandcafes.
SKELETON COAST: Knownfor itseerielandscapesandshipwrecks, theSkeletonCoastisaremoteand ruggeddestination.Visitorscan exploretheregion'suniquegeology, spotwildlife,andlearnaboutthe area'shistory
THINGS TO DO IN NAMIBIA It offers a variety of activities for adventure seekers and nature lovers. Here are some top things to do:
SAFARI IN ETOSHA NATIONAL PARK: EnjoyagamedrivetoobserveNamibia'samazingwildlifefroma closedistance.Guidedtoursareanoption,oryoucanexploretheparkinyourvehicle.
SANDBOARDING IN THE NAMIB DESERT: Experiencetheexcitementofsandboardingdownthetowering dunesatSwakopmundorSossusvlei.Thisactivityissuitableforbothbeginnersandexperiencedboarders.
HOT AIR BALLOON RIDE: Taketotheskiesforabird's-eyeviewofNamibia'sstunninglandscapes.Hotair balloonridesovertheNamibDesertofferauniqueperspectiveofthedunesandthevast,aridexpanse.
HIKING THE FISH RIVER CANYON: Forthemoreadventurous,hikingtheFishRiverCanyonisarewarding challenge.Themulti-daytrailtakesyouthroughdramaticlandscapesandalongthecanyonfloor.
EXPLORING SPITZKOPPE: Knownasthe"MatterhornofAfrica,"Spitzkoppeisagroupofgranitepeaksrising dramaticallyfromthedesertfloor.It'sapopularspotforrockclimbing,hiking,andphotography
Facts About N It is one of the least densely populated countries in the world, with a population density of just over 3 people per square kilometer.
The Namib Desert is considered the oldest desert in the world, with some parts dating back over 55 million years.
A M I B I A
Namibia was the rst country in the world to incorporate environmental protection into its constitution, highlighting its commitment to conservation.
The Skeleton Coast gets its name from the numerous shipwrecks and whale bones that litter its shores, creating a haunting and surreal landscape.
It is home to the world’s largest population of free-roaming cheetahs, offering visitors a unique opportunity to see these animals in their natural habitat.
CONCLUSION Namibiaisacountryofstunningcontrasts,whereancientculturesmixedwithmoderninfluencesanddramaticlandscapes captivatevisitors.FromthetoweringdunesoftheNamibDeserttothelushwetlandsoftheCapriviStrip,Namibiaoffersa diverserangeofexperiencesfortravelers.Whetheryou'reenjoyinglocalcuisine,visitingiconiclandmarks,orgoingon excitingadventures,Namibiapromisesauniquejourney.GetreadytoexplorethewondersofthisincredibleAfrican destinationbypackingyourbags.
Wealthandpowerhavetraditionallybeenassociated withmen,butwomenhavebrokenthenormsand emergedasstrongandindependentleaders.Fromselfmadeentrepreneurstoinheritorsoflegendarylegacies, womenhavemadetheirimpressionontheworldand theycontinuetodoso.Throughthisblog,wewilllearn aboutthetop10richestwomenintheworldwhohave becomeinfluentialfiguresinglobalbusinessand philanthropy
Here is the
list of top 10 richest women in the world in 2024 Age - 71
Net Worth - $94.9 billion
Source of Wealth - L'Oréal
FrancoiseBettencourtMeyerswasbornon10July1953. SheistheonlychildandheirofLilianeBettencourt,who wasthedaughterofEugèneSchueller,thefounderof L'Oréal.Aprominentfigureinthebusinessworld,she hasgainedrecognitionforherphilanthropicactivitiesand writing,andsheisalsooneoftherichestwomeninthe world.Afterhermother'spassinginSeptember2017, Francoise’sfortunetripledduetoherinvestments throughherfamilyholdingcompany,TéthysInvest,and thehighvaluationofL'Oréalsharesonthestock exchange.
Age - 74 Net Worth - $82.2 billion
Source
of Wealth - Walmart FrancoiseBettencourtMeyerswasbornon10July1953.She istheonlychildandheirofLilianeBettencourt,whowasthe daughterofEugèneSchueller,thefounderofL'Oréal.A prominentfigureinthebusinessworld,shehasgained recognitionforherphilanthropicactivitiesandwriting,and sheisalsooneoftherichestwomenintheworld.Afterher mother'spassinginSeptember2017,Francoise’sfortune tripledduetoherinvestmentsthroughherfamilyholding company,TéthysInvest,andthehighvaluationofL'Oréal sharesonthestockexchange.
Age - 62 Net Worth - $74.6 billion
Source
of Wealth - Koch Industries JuliaMargaretFlesherKochwasbornonApril12,1962,in DesMoines,Iowa,toparentswhoownedafurniturestoreand lateraclothingshopinArkansas.Sheisasocialiteand philanthropistandoneoftherichestwomenintheworld. AftergraduatingfromtheUniversityofCentralArkansas,she movedtoNewYorkCity,wheresheworkedasamodeland laterasafashiondesigner'sassistant.Shewasmarriedto DavidKoch.Afterhediedin2019,sheandherthreechildren inherited42%ofKochIndustries.Shehasbeeninvolvedin philanthropicactivities,includingsignificantdonationsto variouscausesandtheownershipofa15%stakeinthe BrooklynNets,NewYorkLiberty,andBarclaysCenter
Age - 84 Net Worth - $39.5 billion Source of Wealth - Jindal Group SavitriDeviJindalwasbornon20March1940in Tinsukia,Assam,India.Sheisthebusinesswoman, politician,andchairpersonemeritaoftheO.P JindalGroup,aconglomeratewithinterestsinsteel, power,mining,oil,andgas.Followinghermarriage toOmPrakashJindalinthe1950s,sheobtainedher stakeinthegroupafterhisdemisein2005.Shehas beeninvolvedinphilanthropyandpublicworks, receivedrecognitionforhercontributions,andis oneoftherichestwomenintheworld.Shefounded theJ.D.JindalFoundation,focusingoneducation andhealthcare,andservesasthePresidentof MaharajaAgrasenMedicalCollege,Agroha.
Age - 84 Net Worth - $38.5 billion Source of Wealth - Mars Inc JacquelineMarswasbornonOctober10,1939.Sheis thedaughterofAudreyRuthandForrestMars,Sr.,and thegranddaughterofFrankC.Mars,foundersofthe AmericancandycompanyMarsIncorporated.Sheowns anestimatedone-thirdofMars.In1982,shejoinedMars asfoodproductgrouppresidentandspentmostofher timeworkingforMarsFoundation, aphilanthropic nonprofitsupportedbythecompany,andretiredin2001. SheisalsoatrusteeoftheUnitedStatesEquestrianteam andsitsontheboardoftheWashingtonNationalOpera.
Age - 79 Net Worth - $34.7 billion Source of Wealth - Mediterranean Shipping Company (MSC) Group RafaelaAponte-Diamant,borninHaifa,MandatoryPalestine, isanItalianbillionaireandisrecognizedastheworld's wealthiestself-madewomanandoneoftherichestwomenin theworld.ShefoundedtheMediterraneanShippingCompany withherhusbandGianluigiAponte,anItalianbusinessman, andhasa50%stakeinthecompany.Theyenteredthe shippingindustryinthe1970swhentheypurchasedaship witha$200,000loan.Rafaelaisresponsiblefordecorating shipsforMSCCruises;GianluigiisMSC'sexecutive chairmanandtheirson,Diego,isMSC'spresident.They establishedtheMSCFoundationin2018,wheresheserveson theboardofthefoundation.
Age - 54 Net Worth - $34.1 billion Source of Wealth - Amazon MacKenzieScottwasbornonApril7,1970,inSanFrancisco, California.SheisanAmericanwriter,philanthropist,andex-wifeofJeff Bezos.In2019,aspartofherdivorcesettlement,shereceived25%of thecouple'sAmazonstock,whichequatedtoa4%stakeinthe company,worthmorethan$35billionatthetime.Thistransferof Amazonstockmadeheraninstantbillionaire,withanetworth estimatedat$36billioninJuly2020,andbyDecember2020,hernet worthwasestimatedat$62billion.Afterherdivorce,shesignedthe GivingPledge,acampaignfoundedbyBillGatesandWarrenBuffet, vowingtodonateatleasthalfofherpersonalwealthtophilanthropic causesduringherlifetime.ShehasalsopublishedtwobookstitledTheTestingofLutherAlbright(2005)andTraps(2013).
Age - 62 Net Worth - $31.3 billion
Source of Wealth - Fidelity Investments AbigailJohnsonwasbornonDecember19,1961,inBoston, Massachusetts.SheisanAmericanbillionairebusinesswoman, thegranddaughterofEdwardC.JohnsonII,thefounderof FidelityInvestments.Shejoinedthecompanyin1988asan analystandportfoliomanager.Since2014,shehasbeenthe presidentandCEOofthecompany.Hersignificantstakein FidelityInvestments,estimatedataround24%,hasbeenakey factorinhersubstantialwealth.Abigailhasbeenpartofthe CommitteeonCapitalMarketsRegulationandservedonthe boardofdirectorsfortheSecuritiesIndustryandFinancial MarketsAssociation(SIFMA)andMIT.She'sthefirstand onlywomantobeontheboardoftheFinancialServices Forumandisoneoftherichestwomenintheworld.
Age - 70 Net Worth - $30.4 billion Source of Wealth - Hancock Prospecting GeorginaHopeRinehart,bornonFebruary9,1954,inPerth, WesternAustralia,isanAustralianminingmagnateandheiress. SheistheonlychildofHopeMargaretNicholasandLang Hancock,aprominentminingmagnatewhofoundedHancock Prospecting,aprivatelyownedmineralexplorationand extractioncompany.SheinheritedHancockProspectingafterthe deathofherfatherin1992andtookoverastheexecutive chairpersonofthecompany.Throughherprivatecompany, HancockProspecting,andtheGeorginaHopeFoundation,she hasbeeninvolvedinphilanthropicventures,particularly focusingonhealthandsupportingyoungpeople.Shehasalso backedAustralianswimmingforalmost30yearsandcontinued hersupportoftheNationalBreastCancerFoundation.
Age - 82 Net Worth - $28.4 billion Source of Wealth - Koch Industries ElaineTettemerMarshall,bornonJuly22,1942,isan Americanbillionaireheiressandoneoftherichestwomenin theworld.Herwealthstemsfromherlatehusband,E.Pierce Marshall,whowastheyoungestsonofJ.HowardMarshallII. Afterherhusband’spassingin2006,Elaineandhersons inheriteda16%beneficialinterestinKochIndustries,astake previouslyownedbyherlatehusbandandfather-in-law.Since 2006,shehasservedasaboardmemberofKochIndustries, furtherstrengtheningherconnectiontothefamily'sbusiness.
Thesewerethetop10 RichestWomenintheWorldin2024.It'simportantto keepinmindthattheirwealthisnotjustameasureoffinancialstatusbutalsoa reflectionoftheimpactandcontributiontheyhaveontheindustriesandglobal economy.Thesewomennotonlyredefinegenderrolesbutalsoinspirethe youngergenerationwiththeirphilanthropicactivities.
The Journey to 10 Million Monthly Visitors Did you know that Pinterest was originally conceptualized as a catalog of online shopping ideas? When it launched in 2010, it was primarily aimed at helping users discover products they might want to buy. However, it quickly evolved into a broader platform for inspiration and creativity, where users could save and share ideas across various interests, from DIY projects to travel destinations and beyond. Let’s uncover how Pinterest transforms everyday browsing into a tailored experience of inspiration and discovery.
HISTORY OF PINTEREST Founding and Launch:
Ÿ Co-founded by Ben Silbermann, Paul Sciarra, and Evan Sharp.
Ÿ Launched as a closed beta in March 2010, available by invitation only.
Design and Features:
Ÿ Simple design focused on easy pinning and organizing of images.
Ÿ The “Pin It” button became a central feature.
User Growth:
Ÿ Initially struggled to gain traction.
Ÿ Ben Silbermann personally emailed the rst 5,000 users for feedback.
Early Users: Ÿ Early adopters were mainly designers, crafters, and creatives.
Ÿ Popular categories included fashion, home decor, and DIY projects.
Growth Strategy:
Ÿ Leveraged social media and word-ofmouth for growth.
Ÿ Users invited friends and family to join.
Recognition: Ÿ Named one of Time magazine’s “50 Best Websites of 2011.”
Ÿ Became one of the fastest-growing social networks, reaching 10 million unique monthly visitors quickly.
Community and Culture: Funding:
Ÿ Early funding from angel investors and venture capital rms, including Andreessen Horowitz, in 2011.
Ÿ Launched iPhone app in March 2011, boosting engagement.
Ÿ Nurtured a sense of community through shared passions and connections.
Ÿ The visual nature and focus on inspiration resonated with a broad audience.
Mobile Shift:
BusinessModelofPinterest Pinterestgeneratesrevenueprimarily throughadvertising,withafocuson PromotedPinsandShoppingAds. PromotedPinsareseamlesslyintegrated intouser-generatedcontent,appearing naturallyinusers’feedsandsearchresults. ShoppingAdssimplifydirecttransactions bylinkinguserstoretailers’websites.
Asidefromadvertising,Pinterestis exploringnewrevenuestreams,suchas affiliatemarketingandpotential subscriptionservices,todiversifyits incomesources.Pinterest’suserbaseis predominantlyfemale,makingup approximately71%ofitstotalusers globally Thisdemographicinfluenceshapes theplatform’scontentandmarketing strategies,whichemphasizecategorieslike homedécor,fashion,food,andlifestyle.
WhilePinterestiswell-establishedinthe UnitedStates,itisalsoexpandingglobally andattractinguserswithdiverse backgroundsandinterestsfromvarious regions.
Pinterest’sSuccess Pinterest’ssuccessisattributedtoitsuniquevalueplanasavisual discoveryplatformwhereuserscancuratecollectionsofimagesand videos,knownas“pins,”onthemedboards.Thisapproachencourages creativityandself-expressionwhilehelpingusersdiscovercontent basedontheirinterests.
User-generatedcontentisessentialtoPinterest,withusersactively displayingboardsandsharingcontentthatresonateswiththem.Brands andinfluencersalsoplayasignificantroleinshapingtheplatform’s contentbycollaboratingoncampaignsthatbalanceseamlesslywith user-generatedcontent.Thefocusondisplaycontentandeditorial boardshelpstoboostuserengagementandloyalty.
Pinterestcontinuestoinnovatetoimproveuserexperience.Advanced AIandmachinelearningalgorithmspowerfeatureslikePinterestLens, whichallowsuserstosearchforvisuallysimilaritemsusingtheir smartphonecameras.Thisvisualsearchcapabilitystreamlinesthe discoveryprocessandpositionsPinterestasaleaderinvisual technologywithinsocialmediaplatforms.ChallengesFacedby Pinterest
Pinteresthasencounteredseveralchallengesinitsearlydaysand continuestoaddressvariousissuesasitexpands.Belowisanoverview ofthechallengesPinterestfacedinthebeginningandiscurrently facing,aswellasthestrategiesthecompanyisimplementingto overcometheseobstacles.
Initial Challenges User Acquisition Ÿ Challenge: Attracting users against established platforms.
Ÿ Solution: Used invite-only strategy and inuencer marketing.
Value Proposition Ÿ Challenge: Differentiating from other social media.
Ÿ Solution: Invested in robust backend systems and cloud services.
Technical Infrastructure Ÿ Challenge: Scaling to support growth.
Ÿ Solution: Invested in robust backend systems and cloud services.
Monetization Ÿ Challenge: Monetizing without disrupting user experience.
Ÿ Solution: Introduced Promoted Pins and seamless advertising solutions.
Current Challenges Competition Ÿ Challenge: Competing with platforms like Instagram and TikTok,
Ÿ Solution: Innovated with features like Idea Pins and focused on niche areas.
User Retention Ÿ Challenge: Keeping users engaged long-term.
Ÿ Solution: Personalized recommendations and continuous content updates.
Global Expansion Ÿ Challenge: Catering to diverse cultures.
Ÿ Solution: Localized content and marketing, partnered with local inuencers.
Content Moderation Ÿ Challenge: Maintaining a safe and positive space.
Ÿ Solution: Stricter moderation policies and AI-driven tools.
Revenue Growth Ÿ Challenge: Increasing revenue without harming user experience.
Ÿ Solution: Expanded e-commerce, improved ad targeting, and explored subscriptions.
Privacy and Security Ÿ Challenge: Ensuring data security and regulatory compliance.
Ÿ Solution: Adhered to regulations like GDPR, and invest in advanced security measures.
Future Prospects of Pinterest Strategic Initiatives In the future, Pinterest is looking to broaden its presence in new markets and demographics, as well as improve its shopping features and capabilities. Strategic partnerships and collaborations with tech companies are expected to be key in driving future growth and innovation.
Predictions and Market Trends As visual content continues to dominate digital media, Pinterest is wellpositioned to capitalize on this trend. Augmented reality (AR) experiences, enhanced personalization, and deeper integration with other digital platforms are likely to shape Pinterest’s evolution in the coming years.
Pinterest’s journey from a startup founded on creative inspiration to a global platform inuencing digital discovery highlights its resilience, innovation, and user-centric approach. By staying true to its core values and continually changing with market trends, Pinterest is well-positioned to overcome the challenges and seize opportunities in the dynamic social media landscape.
Goingintobusinesswithsomeoneelseisanexcitingopportunity,butstillposesplentyofrisks.Abusinesscontractbetween partnershastobeairtight,orelsetheentirejointenterprisemayfallapart.Inthisguide,wesetoutsevencommonbusiness partneragreementpitfallsandhowyoucanavoidthem.
Herearethe7commonpitfallsyourbusinesspartneragreementmustavoid
1.UnclearPartnershipDefinitions
Youragreementshouldclarifythepartnership'spreciseterms.Thisincludeswhereeachparty'sdutiesstartandend — and willformthebackboneofanysuccessfuljointventure.Yourcontractmustbeasspecificaspossibleacrosseveryclause. Otherwise,theremaybeseriousdelaysordeadlocksinkeydecisions.
Youcanavoidtheseissuesbydefiningeachpartner'stitle,position,andresponsibilities.Ontopofthis,thedocumentshould establishaclearreportingstructureandnotethetypesofdecisionseitherofyoumightmake.Theremustbesomeflexibility, however,includinganannualreviewofthisdynamic.
2.NoSharedVision Manypeoplerushintobusinesspartnershipsasameansof makingmoney.However,thesearesuretofailifyoudon't shareavisionorkeycompanyvalues.Yourbusinesspartner agreementmightevenreflectthesedifferentgoals.However, youshouldinsteadagreeuponamissionstatementthatfits yourpartnership.
Thisstatementcanactuallybeapartofyourbusiness partneragreement.Youcouldevenreferbacktoitatevery opportunitytomakesureyou'restillfollowingthesame vision.Whenplacingyoursharedvaluesintheagreement, outlineanypossibleconsequencesapartnermightfaceif theybreakthem.
3.UnequalProfits Justasmoneycancreatepartnerships,itmayevenbring themtoanearlyend.Youragreementmustspecifyif partnersshareequalprofits.Ifnot,itshouldalsosetoutthe reasonsforthis.Forexample,apartnerwithmore responsibilitiesmightcreatemorevalueforthebusiness.
Addeachparty'spercentagestaketothebusinesspartner agreement;thishastoaccountfortheirmaincontributions. Ifactivepartnersmakethesameamountaspassive investors,however,theycanendupfeelingundervalued. Thisresentmentthenleadstoarguments;aswellasthe possibilityofalegalchallenge.
4.UsingtheWrongStructure Ageneralpartnershipisthemostcommonformatfor businessarrangements.Thisisarelativelysimplestructure thatiseasytoestablish,butitmightnotfityourunique needs.Ifyou'dbenefitfrompassiveinvestors,limited partnershipsletthemjoinwithouttakingcontrolawayfrom activepartners.
Youandyourpartner(orpartners)mustcomparelimitedand generalsetupsbeforedefiningthearrangementonewayor another.Onceyoubothagreeonastructurethatworks,write thisintoyouragreement.Allpartiesshouldalsobeopento thepossibilityofthebeststructurechangingovertime.
5.PoorConflictResolution Youragreementneedstodetailhowyourpartnershipwill handledisputes.Theseformapartofvirtuallyanybusiness deal,buthowyourespondtoitcandefineitssuccessor failure.Withoutamechanismtoresolvetheseproblems, theywilllikelycontinuetoescalateuntilyourpartnership ends.
Youcanfixthisbyaddingthoroughconflictresolution processestoyourbusinesspartneragreement.Thisshould includeroutesforarbitrationandmediation,preferably withhelpfromathirdparty.Ifyoucannotreacha compromise,thebusinesswillsuffer; andmaybeunable tomakecriticaldecisions.
6.ForegoinganExitStrategy Youmightwanttoholdoffonimplementinganexit strategyincasethissuggestsyouaren'tverycommittedto thepartnership.However,you'resimplybeing realistic — theagreementwilllikelyneedtoendoneday. Whenitdoes,youhavetomakesureit'saseamless transition.
Leavingtheexitstrategytothefuturewilljustmakeit hardertoagreeoncethatdaycomes.Youandyourpartner mustdecideuponthisfromthestart.Inmanycases,the exitstrategychangesovertime,whichisentirelynormal; butyoumustupdatetheagreement.
7.NoLegalAid Evenwhengoingintobusinesswithsomeoneyoutrust implicitly,getalawyertolookoveryouragreement.A legalprofessionalwillhelpguaranteethecontractisfairto youateverystage.It'sparamountthatyouhaveafullidea ofyourlegalobligationsbeforethepartnershipbegins.
Thismightseemlikeanirrelevantinvestmentifyouand yourpartnerbothhaveaclearideaofyourgoals. However,gettingthecontracttothehighestpossible standardfromthestartwillonlymakeeverythingeasier foryou.Forthisreasonalone,alwaysconsulta professional.
Conclusion
Nomatterthestepsyoutake,there'salwaysriskina businesspartnership.Astrongagreementthatremainsfair throughout,however,couldsaveeveryonealotofstress. Withthehelpofanonlinetemplate,youcanbuilda legally-sounddocumentthatletsyoumakethemostof yourarrangement.
