World's Visionary Leaders Making an Impact in 2022

Founder

A Transformative Vision

Aclearleadershipvisionisessentialforfocusing attentiononwhatismostimportant,suchaswhatyou wanttoaccomplishinlifeandthetypeofleaderyou wanttobe.Ausefulvisionmustbegroundedinthepast, looktothefuture,andtakeintoaccountthepresent.It hastodowithwhoyouareandwhatyoubelievein. Visionarybusinessexecutivestakebigrisksinorderto buildtheworldtheywant.It'sasthoughskipping throughtheminorchallengeswillenableonetoachieve greatersuccesslater

TakeElonMuskandSteveJobsasanexample.These twobusinesspeoplehavethecreativeideasand leadershiptoeffectivelyreshapetheworld.ElonMusk madeadecisionduringthe2018recessionthatwas largelyinfluencedbyhisvision.Hegaveeverythingup tosavebothTeslaandSpaceXwhenhecouldonlysave oneofthemwhiletheywerebothonthevergeof bankruptcy Therestishistory

Thepurposeofvisionaryleadershipistomotivateand inspiretheworkforcetostriveforgreater accomplishments.Peoplearegiventhefreedomto chooseinaccordancewiththerealityandtrendsofthe presentandthepast,analytically,forthegreatergood, underthisleadershipstyle.Visionaryleadersexcelat makingconnectionsbetweenevents,interpretingthem, andrewritingthefuture.

“To me, a leader is a visionary that energizes others. This definition of leadership has two key dimensions: a) creating the vision of the future, and b) inspiring others to make the vision a reality.”~VinceLombardi

World’s Visionary Leaders Making an Impact in 2022

Inthisspecialissue,“World'sVisionaryLeaders MakinganImpactin2022”World’sLeadershighlights thetalesofafewsignificantvisionarybusinessleaders whoareinfluencing,inspiring,andinvigoratingothers withtheirzealtostriveforsuccess.

ThecoverfeaturesKenDychtwald,PhDwhohas emergedasNorthAmerica'sforemostvisionaryand originalthinkerregardingthesocial,economic, healthcare,marketing,financial,andworkforce implicationsofthe"agewave"–atermhecoinedinthe 1980's.Heisapsychologist,gerontologist,documentary filmmaker,andbest-sellingauthorof19books,including histhreelatestWhatRetireesWant:AHolisticViewof Life'sThirdAge,RadicalCuriosity:OneMan'sSearch forCosmicMagicandaPurposefulLifeandSagesof Aging:AGuideforChangemakers.

Whilewecometotheend,pleasedonotforgettoread theCXOstandpointswrittenbyindustryexpertsandthe informativearticlespenneddownbyourin-house editorialteam.

Have a lovely read!

KEN DYCHTWALD

A Thought Leader with a Focus on the Business Opportunities and Social Effects of Global Aging and Rising Longevity

Cover Story

DYCHTWALD, PhD KEN

Founder & CEO Age Wave

Ken Dychtwald, PhD has emerged as North America's foremost visionary and original thinker regarding the social, economic, healthcare, marketing, financial, and workforce implications of the "age wave" – a term he coined in the 1980's. He is a psychologist, gerontologist, documentary filmmaker, and bestselling author of 19 books, including his three latest What Retirees Want: A Holistic View of Life’s Third Age, Radical Curiosity: One Man’s Search for Cosmic Magic and a Purposeful Life and Sages of Aging: A Guide for Changemakers.

He has served as a fellow of the World Economic Forum and was a featured speaker at two White

House Conferences on Aging. He was named the single most influential marketer to baby boomers over the last quartercentury by American Demographics. His article in the Harvard Business Review, "It's Time to Retire Retirement," was awarded the prestigious McKinsey Award, tying for first place with the legendary Peter Drucker. He was honored by Investment Advisor as one of the 35 most influential thought leaders in the financial services industry over the past 35 years, and he and his wife, Maddy, received the Esalen Prize for their outstanding contributions to advancing the human potential of aging men and women worldwide. He has twice received the American Society on

Aging Award for distinguished leadership and has received the Inspire Award from the International Council on Active Aging.

Since 1986, Ken has been the Founder and CEO of Age Wave, an acclaimed think tank and consultancy focused on the social and business implications and opportunities of global aging and rising longevity. During his career, Ken has addressed more than two million people worldwide in his speeches to corporate, association, social service, and government groups. His strikingly accurate predictions, landmark research, and innovative ideas are regularly featured in leading print and

electronic media worldwide and, incredibly, have garnered nearly twenty billion media impressions.

In this wide-ranging interview, Ken Dychtwald shares what inspired him to start Age Wave, what market opportunities are hiding in plain sight, and so much more.

What motivated you to start Age Wave and what were your initial goals?

Life threw me an interesting curve back in 1974, when I was 24, finishing writing my first book, BodyMind, and completing my doctorate on the Psychology of the Body. I was invited to co-found a

pioneering research initiative called the SAGE Project, which came to be funded by the National Institutes of Health. We set out to see if some of the progressive new approaches to mental and physical health, such as biofeedback, meditation, yoga, and nutrition, could reverse some elements of aging decline. The project was so successful that it became the model for similar programs all over the world and served to ignite the nascent holistic health and healthy aging fields.

Then, in 1982, another piece of an emerging puzzle fell into place. I became an advisor to what was then called the Office of Technology Assessment, the non-partisan U.S.

Congressional think tank. The several-year focus of our team of demographers, gerontologists, sociologists, urban planners, and physicians was to study how, throughout 99% of human history, the average life expectancy was under 18 years. Over the past few centuries, medical, economic, social, and demographic forces have been shifting and grinding against each other. Dramatic breakthroughs in medicine, public health, and lifestyle management have caused two unprecedented trends: declining fertility and increasing longevity The average life expectancy has vaulted from 47 in 1900 to around 78 today (albeit with some temporary backsliding during

COVID-19) and a new, uncharted longevity is emerging. Together with increasing numbers of older adults due to the aging of the massive Baby Boomer generation and declining fertility in all the modernized nations of the world, a longevity revolution is underway. In fact, two thirds of all the people that have ever lived past 65 in the entire history of the world are alive today!

It struck me that we were unprepared for this in every way imaginable, from the auditory range in our phones to the focus of training in medical schools. I wanted to see if there was a meaningful role I could play in helping to prepare our world for the aging of our population. To both help midwife this age wave and also capitalize on the growing number of businesses that were becoming interested in these demographic changes, I started Age Wave in 1986, with my wife Maddy, with the hope of becoming the world's leading think tank and

consultancy focused on this phenomenon. The business got off to a roaring start and has continued to evolve and morph ever since nourished by an extraordinary team of researchers, consultants, strategists, and communicators. I'm so proud of the fact that our client list has included over half the Fortune 500, and every project we do breaks new ground, from conceptualizing Centrum Silver and Tylenol Arthritis to reshaping the healthcare, travel and financial services industries.

It's unusual to see a company like yours that has steadfastly focused on doing good while doing well. What do you believe has made Age Wave so successful?

We firmly believe that this "age wave" is a powerful and unprecedented demographic engine that will drive the marketplace for the rest of our lives. Seizing this

massive growth opportunity is going to require a respectful and fresh appreciation for today's and tomorrow's older adults: what they'll want to feel, eat, drive, wear, and buy; and how they'll want to enjoy their longer lives and find purpose in their newfound time affluence.

We have had the good fortune to have grown dramatically while positively impacting the way companies and the general public think about and value the mature market. Our mission has always been clear:

Ÿ Alert the world to the power of the coming demographic wave and the vast opportunities and challenges it holds;

Ÿ Liberate the business marketplace from its ageist perspectives and youth-obsessed orientation;

Ÿ Motivate both our healthcare system and consumers to do a far better job of matching our healthspans to our lifespans;

Ÿ Turbocharge global scientific research to beat Alzheimer's before it becomes the sinkhole of the 21st century; and

Ÿ Envision a new purpose for older adults in their third age.

How are marketers and investors blinded by ageism and what is it causing us to not see?

We live in a world where youth has become an obsession. Ironically, this obsession began when the Baby Boomer generation—now between the ages of 58 and 76—was young. It remains true today, and most product and service developers and marketers direct most of their time, attention, and resources to Millennials and Gen Zers. But those cohorts are predominantly broke, time-constrained, and only marginally loyal to products and services.

Instead, tomorrow's biggest untapped opportunity is hiding in plain sight. In the U.S. alone, the 50+ population's economic fortitude is stronger than ever –and growing moreso every day. Seventy-nine percent of the total net worth is controlled by people aged 50+. They represent the purchase of 51% of all groceries, 52% of adult apparel, 52% of all personal care and beauty products, 56% of travel, 61% of housewares, two thirds of all books, 68% of all OTC drugs, 71% of all the money in banks, 74% of all vitamins and supplements, and 77% of all prescription drugs.

Are older adults seeking to be youthful or useful?

In the 48 years I've been studying aging, longevity, and older adults in the U.S. and abroad, I've noticed that there's a lot of confusion among retirees regarding what they should be doing with their newfound

decades of free time. Should they strive to be youthful or useful—or both? Different than our grandparents, who imagined they'd only have a couple of years postwork before their expiration date, it's dawning on many of us that we now need to reimagine our lives, restructure our time and maybe even find a new purpose.

In the early decades of the 20th century, developed nations began introducing the new idea of "retirement" to give older adults a short, subsidized break after a life of hard work — and to make room for legions of unemployed young workers. Back then, not much was asked of older folks, and “Merriam-Webster's Dictionary" defined retirement as a time "to disappear," "to go away”

Then, in the early 1970s, with the arrival of Sun City, Ariz., and other retirement conclaves, the idea was promoted that maturity was meant to be the "golden years" of life, a time for fun and play 24/7, like an extended vacation. Longevity was flourishing as a result of advancements in medicine and self-care, and more people were aging more healthfully and youthfully. Like a piece of taffy, retirement was being stretched longer and longer.

In a recent study titled "The Four Pillars of the New Retirement: What a Difference a Year Makes," conducted by my firm Age Wave, along with Edward Jones and Harris Interactive, we uncovered the awakening tremors of a massive untapped force for social good. Eighty-six percent of all adults and 89% of retirees now say, "There should be more ways for retirees to put their talents and knowledge to use for the benefit of their communities and society" Just as thePeace Corpswas conceived and activated by JFK and Sargent Shriver 60 years ago, I believe that an army of new older helpers—a massive Elder Corps—is just waiting for the opportunities, infrastructure, and social nudge to get them going. Imagine all the potential good that could come from a billion retirees each volunteering a few hours a week.

Think about it. The world could have millions of thriving schools and non-profits boosted by retirees' savvy, life experiences, and connections; tens of millions of disadvantaged students on the path to higher education thanks to the loving support of elder mentors and sponsors; fragile elders in nursing homes looked after by healthy elder advocates; countless young workers and parents benefiting from being coached and mentored by older adults; more widespread social justice thanks to legions of elder watchdogs and whistleblowers and thousands of communities blossoming from new intergenerational interdependencies.

What role does innovation

you do?

play in the work

While I share the modern love affair with all things tech, I also think that many of the most extraordinary innovations to come will have to do with humanity. I've always been captivated by II—"Imagination Intelligence." What are we going to look like in the future? How are we going to feel when we're 90, or 100, or 150? Will retirement even exist? Can we begin to imagine all the products and services that are going to be needed by this longevity revolution? At Age Wave, we feel it's our job to help companies and governments see what's coming and envision the new solutions required to meet the needs of this unprecedented longevity revolution. For example, in the years ahead, watch for growth in products, services, and industries such as the following:

Ÿ Kidneys, livers, lungs, hearts, skin, blood, and bones that have been therapeutically cloned and/or 3Dprinted for tune-ups or replacements;

Ÿ Nutraceuticals and cosmeceuticals engineered with macro- and micronutrients designed to combat or even reverse aging;

Ÿ Men's and women's rejuvenation retreat centers and boot camps

Health optimizing homes complete with nextgeneration air purification systems and biometric labs in toilets; Ÿ

High-tech exercise equipment and software designed to precisely train users to build stronger, healthier, and more youthful bodies; Ÿ Smart acoustic systems in telephones, radios, land TVs that customize signals to accommodate the auditory range of each user's ears; Ÿ Lifelong learning and reinvention programs at colleges, universities, churches, community centers, and online; Ÿ Mature employment and retirement transition coordinators/guides; Ÿ

Adventure travel services that send older adults to off-the beaten-trail locations; Ÿ Experience agents—next level travel agents—who can be commissioned to orchestrate any type of request, whether it's a party, learning program, psychotherapy, sabbatical, travel adventure, spiritual retreat, or introduction to new friends or housemates; Ÿ Mature matching services to help the tens of millions of mature women and men find new relationships and/or jobs and/or volunteer opportunities; Ÿ Intergenerational communes; Ÿ Longevity insurance that, rather than paying an individual's family in case of early death, provides financial support for people who live very long lives; Ÿ Paycheck-for-life annuities to provide a steady and secure stream of financial support for folks during their post-working years; and Ÿ Legacy videography services for folks who want to express and memorialize their treasured memories and life lessons.

I have been so lucky. Along with my terrific team of colleagues at Age Wave, we've had the wonderful experience of working alongside many of the world's great leaders, companies, and non-profit organizations to help envision a future filled with lifelong purpose, promise, and possibilities.

For more information visit www.agewave.com, follow us on twitter.com/agewave or connect with me on LinkedIn https://www.linkedin.com/in/kendychtwald/

Abdulaziz Al Jouf

The Payment Orchestrator of the Middle East

Belowarehighlightsoftheinterview conductedbetweenWorld'sLeaders andAbdulazizFahadAlJouf:

Describewhoyouareasaperson, insideandoutsideofthe workplace.

Tellusabouttheinceptionofthe company.Howdiditallstart?

AbdulazizFahadAlJoufisaSaudi entrepreneurandthefounderand CEOofPayTabs,arevolutionary paymentprocessingfirmthathe foundedinSaudiArabiainJanuary 2014.AbdulazizfoundedPayTabs aftergainingextensiveexperiencein foundingpreviouse-commerce businessessuchasSaleTaband Extabs.

HisteamreferstohimasAA,andhe isadynamic,passionate,focused, andhands-onnaturalleaderwhois fiercelysupportiveofhisteam's personalgrowthanddevelopment. Hebelievesingivingbacktothe community,andhedoesitthrough mentoringemergingbusinessesinthe area.Headmitstobeingarisktaker whoisalwayslookingfornew possibilitiesandmakingthemostof them.Heseesfailureasalessonin whichhemaygainvitalexperience ratherthanafailure.

Anyonethattrulyknowsmewould sayI'maworkaholic.Thesunis alwaysshininginsomepartsofthe world,andItrytokeepupwiththat energy.Idon'tbelieveinboundaries, obstacles,orchallenges.Ibelievein settinggoalsandtrends,beingafirst mover,andgettingthingsdonealong withmyteam.Outsideofthework place,Icontinuetoleadafast-paced lifestyle.However,familyisequally importanttome,andtheyaremy rockandfoundation.

Describeyourbackgroundand whatdidyoudobeforeyou started/joinedthecompany?

Icomefromapredominatelytech background.Ihaveauniversity degreeininformationtechnology fromtheUS.Beforestarting PayTabs,Ifoundedotherinnovative startupcompaniesfocusedonsales optimizationandevents management;lookingback,Iliketo thinktheywereexperimentsin preparationformyultimategoalof simplifyingthemerchants'and consumers'paymentjourney

ItstartedwithUSD10,000andabig ideatoenablee-commerce businessestosellonlineandcollect paymentsseamlessly Aftermonths ofsleeplessnights,Isuccessfully pitchedtheideatoinvestors,andthe rest,astheysay,ishistory.

Whathasmadeyousuccessful? Whatdoyouvalue?

Ivaluepeople.Aboveallelse, Products,solutions,services, platforms,machines,theyarethe intangiblesideofbusinesses.But peoplewhohaveavision,dedication, commitment,passion,enthusiasm, andthedriveanddeterminationto makePayTabssucceedarewhatI valuethemost.It'sthepeople–employees,vendors,merchants, successfulpartners,investors,wellwishers,fans,followers–whoform thebackboneofthiscompanyIhave built.

Whicharethemajorservicesof thecompanyandhowdotheyhelp thecompanytogetaheadinthe competition?Whatvalue-added servicesdoesthecompany provide? Ÿ EASESTHEPAYMENT

Founder

PayTabsisanaward-winning paymentprocessingcompanythat operatesintheMENAregion.The corebusinessofthecompanyisto providepaymentgatewayservices forstartupsandSMEstosell successfullyonline.

PayTabsoffersB2Bservicesto seamlessly'plugandplay'featureson clientwebsites.Itofferse-commerce websitesseamlessintegrationwith APIplugintoolsandofferselectronic invoicing,QRcode,andsecure socialmediapaymentlinksolutions formerchantstoeasetheirpayment collectionefforts.

Ÿ

BUILDSGAMECHANGING PAYMENTSOLUTIONSFOR ENTERPRISES

Backedbyprivateinvestment, PayTabshasevolvedsinceits foundingfromahome-grown paymentscompanyinthe KingdomofSaudiArabiain 2014,toaregionalGCCmarket playertoaniconicglobal payments'solutionsenterprise withglobalpresence.

Overtheyears,PayTabshas forgedstrategicpartnerships worldwide.PayTabsin-builtand exportedafullstackofgame changingmobileapplications, hospitality,governmental, education,airline,travel, transport,andbillingsolutions,to interlinktheenterprisemarket chainintheMENAregion.

InApril2021,PayTabslaunched PTTouch,thefirstsoftPOS solutionintheMENAmarketto transformsmartphonesinto

merchantpointofsale(POS) terminals.PayTabsenablesyouto acceptpaymentsdigitallythrough theSocialCommercesolution. Securingtransactionsonsocial mediaplatformslikeFacebook Messenger,Instagram,Whatsapp andotherchannelsbyproviding onlinepaymentlinks,QRcodes andcomplimentaryonlinestore frontsforafastercheckout experience. Ÿ

ORCHESTRATESFULL STACKPAYMENTSUITE FORBANKSAND FINANCIALINSTITUTIONS

MorerecentlyPayTabshas introduceditsproprietarySwitch technology

Thepaymentcardindustry(PCI) certifiedsolutionincludesa switchingandauthorization system,acardandwallet managementsystem,anda merchantmanagementsystem.

Orchestratedtoofferbanks, financialinstitutions,andother fintechfirmsa360-degree paymentexperience,PayTabs SwitchOnhasbeenvalidated globallyandisnowavailablefor localdeployment,atafractionof thecost.Theflexibleand compellingpricepointsoffered aimtoempowerprocessing,and scaleintheregion,resolvingthe challengesofprocuring astronomicallypricedswitch solutions.Withfreshthinking andaflexibleapproach,PayTabs Switchonprovidesin-depth whitelabelingsolutions, addressesregionaldatasecurity concerns,andgrantsaccessto premiumswitchingand settlementprogramsatafraction oftheusualcost.

Whatarethemostimportant aspectsofacompany’sculture? Whatprinciplesdoyoubelievein andhowdoyoubuildthisculture?

Ourbrandvaluesembodyour companyculture.Everythingwedo atPayTabsisledbyvalueswhich defineourgoals,andthewayswe wishtoachievethem.Ourteamis diverseinnationality,culture,and gender,yetweareunitedacrossall themarketsweoperatein.Our valuesarethefoundationofour businesscultureandareembeddedin dailyoperations.Webelievethese valuesprovidebothusandour stakeholdersacompetitive advantage.

Whatisthesignificanceof innovativeideasinthecompany?

Myteamcomprisessomeofthe smartestmindsinfinancialservices andtechnology,includingexbankers.Wearenevershortof thinkingcapstobrainstormand generateinnovativeideas.Mostideas makeittothedrawingboard,andthe bestonesgetfiltered.Andfromthere, someofthemostground-breaking paymentsolutionsareborn.For example,PT2.0isourenhanced BusinessManagerDashboard,which tracksandmeasuressales performance.Itenablesmerchantsto crafttheirowncustomerretention andloyaltyprogramsandstrategies forzeroadditionalcostoreffort.This productwasbornoutofahomegrownidea.

Giveusyouropinionon;do organizationsrelyheavilyon individualheroicsorteam processes?

Ithastobetherightcombinationof bothforthecompanytobe successful.Whilepeopleare visionaryanddynamic,processesare

vitalforsuccessastheykeepusin checktoensurewemeetindustry standardsinexecutinganypayment productorsolution.

Whatareyourresponsibilitiesas thefounderandCEOofthe company?Whatisthehappiest partofyourdailyroutine?

I'maveryhands-onCEO.WhileI haveanA-teamthatIdelegateto,I'm alsoinvolvedindecisionmaking, especiallywhenitcomesto engineering,products,commercials, expansiontonewmarkets,andthe marketingaspectsofbusiness.Ialso enjoynetworking,meetingsuccessful partners.

Thehappiestmomentsofmydaily routinearethegoodnewsstories.For example,abreakthroughwithregard tofacilitatingpaymentsolutionsfor anenterprisemerchant,aground breakingpartnershiporanewsarticle ortweetthatfeaturesPayTabsbrand alwaysbringsasmiletomyface.

Whatadvicewouldyougive someonegoingintoaleadership positionforthefirsttime?

Iwouldtellthemtoconquertheir fearsandsetexpectations.Youare onlyasgoodasyoubelieveyouare. Sodobelieveinyourself.Mistakes arepartofthegame.Butifyoudon't play,youwillneverwin.

The National Relationship Director of Master Private Finance, Alison HoughtonCorield, has almost 25 years of experience in the inancial industry She spent most of her time at BOS, Halifax, and Lloyds, where she truly grew as a person and gained the transferrable skills and expertise that allowed her to go into specialised lending.

A Passionate D&I Advocate and Hoping to Change the Industry to Include Everyone

In her words, "it's a terriic multi-faceted product which can sometimes go unacknowledged but can provide huge value to a business and its clients,"

Alison is passionate about specialist inance and how it can help so many people achieve their goals.

Below are highlights of the interview conducted between World's Leaders and Alison Houghton-Corield:

Alison Houghton Corfield Naonal Relaonship Director Master Private Finance

Alison HoughtonCoreld

Describewhoyouareasaperson,insideandoutsideoftheworkplace. I'mahappy,fun,glass-very-fulltypeofperson.Ithriveintimesofadversity I'mloyalandpassionateaboutfairness.Ilovelearningnewthingsandhavea "cando"and"willdo"attitude.I'maloverofpeopleandgettingtoknowthem. I'manall-rounddecenthumanbeing.

Outsideoftheworkplace,mylovedonesaremypriority.Ienjoyourfamily gatheringsandentertaining,beingamother,music,dancing,culture,comedy, shoes,football,beingnearwater,andexploringtheBritishcountryside.

Describeyourbackgroundandwhatdidyoudobeforeyoustarted/joined thecompany?

Irecentlyfoundanoldschoolreportandmyformteacherhadsummarisedthe reportandwritten."Verygood,butAlisonwantstobetheleaderallthetime."

What'swrongwithknowingthatyouwanttolead?Anditappearsnothinghas changed.I'vebeeninfinancialservicesforalmost25years,predominantly withBlueChipcompaniesinasalesrole,fromface-to-facesales,telephone sales,B2Bsales,andregulatedsales,locally,regionally,andnationally.People oftengravitatedtowardsmetounderstandhowIdidwhatIdid,dayinandday

out,anditwasevidentineverything thatIdidthatitwasaboutcultivating arespectful,safeenvironmentfor anyonewhodealtwithmeand gettingtoknowthembetterandwhat theywantedtoachieve.

Tellusabouttheinceptionofthe company.Howdiditallstart?

MasterPrivateFinancewasstarted justover3yearsagoasafinance brokerageandpackagerformortgage adviserswhoneededspecialist lendingsolutionsforclientsand businesses.Specialistlendingcanbe quitecomplex,andknowledgeand experiencedon'tcomequicklyinthis space.Theshareholdersownan independentmortgagenetwork,JLM MortgageServices,anditwasa naturalprogressiontostarta brokerage,offeringregulatedand unregulatedspecialistfinance solutionstoitsmembers.

Whathasmadeyousuccessful? Whatdoyouvalue?

Authenticityhasmademesuccessful, alongwithchallengingthestatus quo.I'vealwaysquestionedthings andhaveareallyinquisitive,curious mind,muchtomyparents'distressat times,asIwasgrowingup.I'mnot afraidtoaskquestionsortolet peopleknowthatIdon'tunderstand somethings.Thisishowwegrow anddevelop,andpersonal developmentishugetome.Ivalue honest,hard-workingpeople,kind, helpfulpeople;andteamplayers. Asleaders,weareinsucha privilegedposition.Wearethereto helpdevelopothers.Peopleare humanbeingsandneedtobetreated assuch,notasanassettobe

Noone | Sales & Operaons Director

constantlysweated.Ivaluerelationships,equality,collaboration,integrity, honesty,authenticity,andapositive,inclusiveworkculture.

Whatarethemostimportantaspectsofacompany'sculture?What principlesdoyoubelieveinandhowdoyoubuildthisculture? CulturehasbeenabigpartofourstrategysincejoiningMasterPrivateFinance, andasabluechip,corporatetrained,salesmanager,Ifoundthecohortandtheir needschangingaroundme,andIhadtoadaptquicklytounderstandandmeet thesechanges.Forme,themostimportantaspectsofacompany'scultureare: trustingyourteam,havingapsychologicallysafeworkingenvironmentfor everyone,andpromotingopennessandhonestywithoutfearofany recriminations.Thehierarchydoesn'tneedtobetangibleforalltoseeandoften fear,aseveryoneknowswhowearsthestripes.Youneedopenandhonest conversationstoensureabusinessevolves,evenifittakesyoubysurpriseor hitsyouinthegut,becauseasleaders,wedon'thavethemonopolyonbeing rightallofthetime.TheprinciplesIbelieveinaretreatingpeoplelikepeople, helpingpeopletoprogress,bringingoutthebestandthemostinthem,helping themtoachievewhattheythoughtwasunachievable.

Aaron

Whatisthesignificanceof innovativeideasinthecompany?

Innovationhastohappenconstantly oryouruntheriskofstagnating.And becausetheworldissofast-paced today,nobusinesscanruntheriskof gettingleftbehind.Takingyoureye offtheballcouldleaveyououtof yourdepthveryquickly,andit's excitingtolearnnewthingsand waysofdoingbusiness.

Giveusyouropinionon;do organizationsrelyheavilyon individualheroicsorteam processes?

Asyouwillseefrommyprevious answers,formepersonally, teamworkiseverything.However, withinthoseteams,ifyouhavea fantasticindividual,youcandive intowhatmakesthemstandoutand harnessit,teachandreplicateit,and promoteittotherestofthebusiness aswhatgoodlookslike.

Whatareyourresponsibilitiesas theNationalRelationshipDirector ofthecompany?

It'sworkingwithnewbusinessesand ensuringexistingbusinessesare caredforandstillgetthesamelevel ofexceptionalservice.Ialsoreally enjoynetworkingnowandhave

madesomegreatcontactsandfriends thisway.Webelieveinlong-term, sustainablerelationshipswithallof ourpartners.We'renotinitjustfor thequickwins,althoughtheyare nice.It'saboutnurturingtrustand respectwithallpartiesinvolved,safe intheknowledgethat anyclientor partnerwillbeverywelllookedafter

Whatisthehappiestpartofyour dailyroutine?

Thereareafewthingswhichmake mereallyhappyfrommydaily routine:Whenaclientthanksyoufor helpingthem,especiallyifitwasa toughcaseandtheyweresomewhat distressedintheinitialstages,whenI heartheteamlaughingandhaving fun,whenIhaveagreatmeeting withanintroducer,findingsolutions whenothershaven'tbeenableto,and speakingtomyleadershippartner, AaronNoone,SalesandOperations Directoraswegrowolder,it'ssaid thatwedon'tlaughasoften.Aaron andIlaugheverysingledayatsome point.

Whatadvicewouldyougive someonegoingintoaleadership positionforthefirsttime?

Surroundyourselfwithpositive peopleandmentors.Buildastrong networkofpeoplewhoreflectyour cultureandvalues.Don'tbeafraidto askforhelp.Admititwhenyoudon't understandsomethingandaskfor someone-on-onetimetohelpyou understand.Youareonlyasgoodas yourteam.Beakind,understanding, honesthumanbeing.Leadershipisa privilege,notaright.

Founder & CEO illumisoft

DanPrincesetouttoimprove healthcareasthefounderandCEO ofillumisoft.Buildingclosetieswith clients,hefeels,aidsin understandingtheirneedsand providingthemwiththebest softwaresolutions.Danhasmore than20yearsofexperienceinthe softwarebusinessandknowshowto leaduniquesolutionsthatassist healthcareorganisations,practises, anddoctorsfunctionmoreeffectively andmakeadifferenceinthelivesof theirpatients.

Belowarethehighlightsofthe interviewconductedbetweenWorld's LeadersandDanPrince:

Briefouraudienceaboutyour journeyasaTechleader.What challengesyouhadtofacetoreach whereyouaretoday?

Buildingabusinessisnotwithout challenges.Iwasgivenanultimatum atwork,andIwoundupquittingthat jobinMayof2015afterayearof workingonUnidoor'sprojectonthe side.InJuneof2015,Unidoorpulled theplugontheproject.Myincome suddenlydriedup.IknewIcould've gottenmyjobback,butatthatsame time,itmademefeelabitguilty The reasonwasthatoneofmysonswas workinghardtryingtogrowhis businessandwasstrugglingwithit. Hewasn'tthrowinginthetowel,and asIponderedwhattodonext,Ifelt

obligated,asafather,totake advantageofthisopportunitytobuild myownbusinessinsupportofhim growinghis.

Anothertime,inearly2018,wehad foundaconsiderablenumberofnew clientsandnewprojectsandwere hummingrightalong.Wehadhired 20peoplewhensuddenly,the majorityofourworkwaseither completedorcancelledwithinashort time.Wefoundourselvesunableto makepayrollmorethanonce,andas aresult,weleteveryonebut3people go.Itwasaverydarktime.I consideredthrowinginthetoweland evenlookedforaCIOpositionfora fewweeks.But,itdawnedonmethat Istillhadclientsthatneededtheir projectsfinished,sowecontinuedto work.Wechangedourmodelfrom onshoredeveloperstooffshore,from rapidturn-aroundtimetoscheduling projectsabitfurtherout,andwe madeitthrough.

Describeillumisoftofferingsthat addresstheneedsofyour customers.

Ingeneral,theservicesthatillumisoft providesaredescribedassoftware developmentservices.Peoplehireus tohelpthembuildsolutionsthatthey thentakeoverandmanagegoing forward.Often,theyhaveaninternal developmentteam,buttheydon't havethenecessaryexperienceto architectmodernsolutionsusing moderntechnology.Theirhopeis thatifIprovideacodebase,Ican teachtheirdevelopershowto maintainit.Inmyexperiencewith supportingentrepreneurialeffortsin thisarea,Iwouldsaythethreemain stepsthatyouneedtotaketobuilda strongcommunityofusersand subscriberswouldincludebuildinga strongbrandthatalignswithyour intendedaudience,makingsurethat

yoursoftwareiseasytouseandeasy tounderstand,andbeingconsistentin nevertakingadvantageofyour subscriberbasebymarketingtothem andupsellingthemadnauseum.

Aftercompletingasuccessfulproject forlocalChildren'sHospital,the focusofthecompanypivotedtothe healthcareindustry.

Enlightenusonhowyouhave madeanimpactinthisindustry throughyourexpertiseinthe industry?

Asoftoday,wehavedoneabout42 projectsworthover$10M.Our projectshavehelped30different clients,andchangedthelivesof 100'softhousandsofchildrenand familiesofchildrenwithdiabetesand otherdiseases.WehavehadZERO failedprojectsalthoughwewerenot abletocompleteoneduetoa shrinkingbudgetandcostoverruns. Wehave100%5-starreviews.After alltheseefforts,illumisoftwas awardedthe2021GlobeeAwards GoldMedalforBestHealthcare& MedicalInnovation.

Whatarethechallengesyouand yourteamatillumisoftcomeacross inyourday-to-dayoperations?

Ourapproachtoprovidingcustomer serviceistohavemultiplepeople firstineachandeveryprojectsothat wecanensurecoverageeveninthe caseofwhatwecall,"TheBus Factor."There'sprobablyabetter, moreappropriatenameforit,butthe busfactorforusattemptstoanswer thequestion,"Whatarewegoingto doifsomeoneimportanttoaproject getshitbyabus?"Thatisprobably ourbiggestchallenge,notonly becauseittakesalotofworkto becomesemi-expertonsomany differentthings,butalsobecause

educatingoneselforone'steamis hardtobillfor

Describeindetailthevaluesand theworkculturethatdrives illumisoft.

Beingcenteredaroundhelpingothers iswhyweatillumisofthavefocused ourservicesonthehealthcare industry Werealizedatsomepoint severalyearsagothatbuildinggreat solutionsfeelsgoodanddelighting ourclientsfeelsgreat.But,building greatsolutionsthatdelightour clients,andthenrealizingyou've helpedliterallyhundredsof thousandsofpeoplearoundtheworld livehappier,healthierlivesfeels noble,heroicandworthit.

Wheredoyouenvisionyourself beinginthelongrunandwhatare yourfuturegoalsforillumisoft?

WeseeIllumisoftbecomingthego-to customsolutionproviderfor hospitals,privatepractices,and researchcentersacrosstheUnited States.Eventually,wewillspread worldwide.Wehavealreadyseena consistent,incrementalincreasein ourgrowth,andweexpectthatto continueatanexponentialrate. Additionally,weplanonbecominga productcompanyandcombiningthat withourserviceofferings.Wehave severalproductideasintheworks, andwealreadyhaveacoupleof productsbuiltthatwearebeginning tomarketnow.

Whatwouldbeyouradviceto buddingtechleaders?

I'vegotalotofadviceforemerging leaders,butitdoesdependontheir situationtoacertainextent.IfIhad togiveblanketadvice,Iwouldsay read,andreadconstantly.Learn everythingthatyoucanlearn.People areflawedandyouhavetoaccept themfortheircontributionrather thantheirproximitytoyourideal. Operateyourlifeoutofaplaceof loveforotherpeople.Itrulybelieve that,althoughitiskindofcorny.

CORPORATE

Necessity to Fulll Gap in HIERARCHY

Nodecisionisworththenameunlessitinvolvesthe balancingofrisksandreturns.Wewouldn'tneedaguyto utilizehisjudgmentifitwereaforegoneconclusion. Errorsareunavoidable.Insteadthandemandingthat employeesnevermakeerrors,wemustinsteaddemand thattheylearnfromthem.Thebossshouldbeinterested inthelong-termdevelopmentofhisteamtoobservethat astheymature,theirtriumphsstarttoexceedtheir shortcomings.

Thisideaoflong-termgrowthisessentialtoongoing leadership.Eachguymustbegiventheopportunityto understandthathiscontributiontothegroup's developmentistheonlyfactorthatcanpreventitfrom growing.Hemustparticularlyperceivetheleaderasthe onewhoismostconcernedwithandsupportiveofhis development.Thepresenceofinterestedpersonnel officersorotherstaffmemberswhodon'tparticipatein policymakingisinsufficient.Despiteallthe technologicalsupporttheymayoffer,theywillneverbe abletoreplacetheresponsibleexecutive'sinterest.

However,adifferent,evenmoresubtleaspectcancome intoplaybetweentheemployerandtheemployee—a onethatgreatindustrialleaderswillnoticeandaddress. Thepsychologicalburdenofbeingasubordinateisthat issue.Havingasuperiorisnotsimple.

NIfIfollowsomeoneelse'sinstructions,itrestrictsthe rangeofmyautonomyinjudgmentanddecisionmaking;boundariesareformedwithinwhichIactin accordancewithhisviewsratherthanmine.Imustfind insucharoleareflectionofsomekindoforderthat transcendsmyownparticularcircumstances(suchasmy age,class,rank,andsoforth),orImaydiscoverthatthe balanceofdependenceandindependenceactuallymeets myneedsinordertoacceptsucharolewithoutfriction orrebellion.Differentpracticaloutcomesresultfrom eachofthesetwochoices.

Onereasonisthatitismoredifficulttofollowdirections fromsomeoneIdon'tregardassuperior.Itistruethat oneofthesaddestfailuresinpracticalleadershipmaybe theCEOwhostrivessohardtofitinthatheeliminates whateverremainingawethathisemployeesmayhave hadforhim.Asaresult,theystarttoperceivehimasa guylikethemselvesandstarttoquestionwhythey shouldobeyhim.Anempatheticmanagerwon'tlethis teammembersbelievethatheviewsthemasinferiors, butitmaybeshrewdofhimtokeepacertain psychologicaldistancethatenablesthemtosubmittohis authoritywithoutgrumbling.

Theeffectiveleaderisawarethatmanyemployeeswere raisedtoviewtheirbossesastheirnaturalopponents. Thesameconditionsapplyinbusiness.

Pretendingthatsubordinatescanmakecertainjudgments whentheyactuallycannotisuseless.Thedistinction betweenchoicesthatmustbemadebythesuperiorand thosethatcanbemadebyorinconjunctionwiththe subordinatemustbestatedexplicitlyinordertomake dependencybearable.Oncesuchboundarieshavebeen established,itiscrucialtoadheretothemonlywhen absolutelyrequired.

Shelley Kimblee K

Proficient HR Leader with Passion for Empowering Women

Kimberlee Shelley is a seasoned branch manager with a track record of accomplishments in the staffing and recruitment sector. She possesses strong company growth and customer service abilities, as well as a love for the community and encouraging others. She is proficient in executive search, HR policies, management, leadership, and interviewing.

A

Kimberlee Shelley Branch Manager / Advisor, Stakeholder Relaons Universal Staffing Inc/ Office Graham McGregor – MPP Brampton North

Belowarehighlightsoftheinterview conductedbetweenWorld'sLeaders andKimberleeShelley:

Describewhoyouareasaperson, insideandoutsideoftheworkplace.

I'manauthor,communityandpolitical activist,speaker,andHRprofessional. Basedonmyprofessional accomplishmentsandcommunity work,I'vehadthehonourofreceiving severalawards,includingSheisthe recipientofseveralawards,including:

Ÿ

*MississaugaBoardofTrade (MBOT)BusinessPersonofThe Year

RelationswiththeOfficeofGraham McGregor–MemberofProvincial Parliament(MPP)BramptonNorth.

Whathasmadeyousuccessful? Whatdoyouvalue?

Ithinkwhathasmademesuccessfulis workinghard,maintainingfocus, payingitforward,settinggoalsand havingsomethingthatgroundsme,and forme,that'smyfaith.

Whicharethemajorservicesofthe companyandhowdotheythe companytogetaheadinthe competition?Whatvalue-added servicesdoesthecompanyprovide?

Whatarethemostimportantaspects ofacompany'sculture?What principlesdoyoubelieveinandhow doyoubuildthisculture?

Companyculturemaybethemost complexaspectofrunningabusiness. Thereareanalmostendlessnumberof variablestoconsiderwhentryingtoget agroupofpeopletoworktogetherina waythathasapositiveimpacton people'slivesandconsistently producesgreatresults.

Ÿ

*RBCTop25CanadianImmigrant Award Ÿ

*CIBWETOP100BLACK WOMENTOWATCH Ÿ

*BRAMPTONTOP40UNDER 40

Forover20yearsUniversalStaffing hasbeengivingpeopletheopportunity tofindtheircalling.

Inordertomakethebiggest,positive impactoncompanycultureintheleast amountoftime,itisessentialfor leaderstoidentifyandfocusonthe mostimportantelementofthe organization'sculture.

Ÿ

Iwasalsohonouredwithabench locatedatHumberCollege(North Campus)in2021.

£ Beyondthat,I'mapeople personandveryoutgoingand adventurous.Ivaluemyfamily £ I'mpassionateaboutmyfaithand mycommunity

Describeyourbackgroundandwhat didyoudobeforeyoustarted/joined thecompany?

PriortobranchmanagingUniversal Staffing,Ididschoolinginparalegal education,didsomepro-bonowork, andIworkedintwoseparatestaffing companies,thefirstasHR administrator,thesecondasstaffing consultant,andlaterassenior consultantandaccountmanager Assis fromthat,Ididlotsofcommunity work,servedonseveralboards, workedwithgrass-rootorganisations anddifferentlevelsofgovernmentto championissuessurroundingracism, equity,women'sempowermentand religiousfreedoms.

Inadditiontobeingbranchmanagerat UniversalStaffing,Irecentlyacquired anewroleasAdvisor,Stakeholder

Specializinginconnectingcandidates withopportunitieswheretheycan excel,whethertemporary,contractor permanent,UniversalStaffingprovides effectivestaffingsolutionsacrossa broadrangeofindustries. Thishas resultedintheutmostsatisfactionfor bothemployeesandcustomers.We haveachievedtheseresultsby understandingourcustomers'core businessandtheirreasonsforusinga staffingagency Thishasallowedusto caterourservicestoeachandevery customer,satisfyingtheirstaffingneeds andrequirements.Wehavealso assistedeachapplicantinfindingwork thatisbothfinanciallyandpersonally rewardingtothem.

UniversalStaffingthriveson challenges.Whateveryour requirements,we'llworkwithyouto customizeasolutionthatfitsperfectly withyourneeds.

Whetheryou'reajob-seekerlookingto joinaclose-knitteamthat'spassionate aboutprovidinggreatserviceoran employerinneedofexperiencedand motivatedhelpwithoutdelay,we're readytoexceedyourexpectationsof whatastaffingservicecandoforyou.

Atthemostbasiclevel,aneffective companycultureisoneinwhich peopleworkwelltogethertoachievea commongoal.

Thereisnoquestionthatcompany cultureisjustasimportantasstrategy, ifnotmoreimportant.Thesearethe principlestoadhereto.

Whatisthesignificanceof innovativeideasinthecompany?

Innovativeideasaresignificantina companybecauseit'showyou implementnewbusinessideas successfully.Innovatingallowsusto improveourexistingproducts, processes,andmethodologies,aswell ascreatenewonesfromscratch.

We'veusedanumberofapproachesto introducesomethingnew.Eachmodel involvesinnovatingadifferentaspect oftheorganization.The3most commononesare: Ÿ Revenue-modelinnovation Ÿ Business-modelinnovation Ÿ Industry-modelinnovation

Giveusyouropinionon;do organizationsrelyheavilyon individualheroicsorteam processes?

Everyorganizationisdifferentandbothare usedacrossindustries.However,whileI've experiencedthebenefitofsomeindividual heroics,Iprefertofocusonprocessesand systemsasthisbuildsatrulyscalable business.

Whatareyourresponsibilitiesasthe BranchManagerofthecompany?Whatis thehappiestpartofyourdailyroutine?

Asbranchmanager,thereareanumberof thingsI'mresponsiblefor,butinanutshell,I maintaintheoveralloperationsoftheoffice, doday-to-daymanagementofinternal,train andorientallnewstaffasneeded,and implementpoliciesandproceduresforallstaff accordingly Additionally,maintainan effectivebalanceoftimespentonpeopleand businessdevelopment,maintainingpositive employeemoraleandrelationshipswith clients.

Thehappiestpartofmyroutinewouldhaveto bebeingabletomakeanimpacton individuals'livesbyprovidingthemwitha shopsotheycansupporttheirfamiliesand sustainthemselves.It'sevenmorerewarding toseethemprogressandevolveintodifferent roles.

Whatadvicewouldyougivesomeonegoing intoaleadershippositionforthefirsttime?

Letmestartbysayingthatsteppingintoa leadershiproleisoneofthemostcourageous decisionsinone'scareer

Thatsaid,Iwouldsayremainhumble,beopen tolearning,andrememberthatagoodleader isagoodlistener.Additionally,theyfollow:

1.Adoptagrowthmindset 2.Buildrapportwitheveryoneyoucan 3.Startoneononeswithyourteamrightaway 4.Mastertheartofmanagingup 5.Gettoknowyourpeers

6.Lookforsomequickwins

Finally,knowthatnooneisimmunetofacing newchallengesNewleadersmustunderstand theproblems,identifywhatneedstobedone now,andhowtheycanimpactthe organization.

President/CEO Executive Women's Success Institute (EXWSI)

Madeline Ann Lewis

Helping Women Get on the Fast Track to Executive Success

TThePresident/CEOoftheExecutive Women'sSuccessInstitute(EXWSI), MadelineAnnLewisisa22-yearArmy veteran,TEDxspeaker,best-sellingauthor, creatoroftheonlinecourse"CrackThe CareerCode:UnlockTheAmazingPower WithinToLeadWithConfidence, Charisma,andCredibility,"hostofthe Success4Womenradio/TVshow,career strategist,trainer,andbusinessconsultant. Shethinksit'simportanttotaketimefor yourself(i.e.,keepinghermind,body,and soulfit).Thisenableshertomaintain concentrationandreducesheranxiety aboutunforeseenhappenings.Shetakes suretoappreciatewhatshehasbeenable todoinherlifeandinbusinessandto expressgratitudeforit.

Belowarehighlightsoftheinterview betweenWorld'sLeadersandMadeline AnnLewis:

Describeyourbackgroundandwhatdid youdobeforeyoustarted/joinedthe company?

Ihaveover20+yearsofprofessional experienceincitygovernment,thefederal government,andtheU.S.military(retiring afterreachingtherankofSergeantMajor). IholdaBachelor'sdegree,aMaster's degree,andaDoctoratedegree.Ihave certificationsinseveralareastoenhance myskillsandcredentials.Beforestarting mybusiness,Iwaslikemostwomenwho wantedtomoveupthecareerladder.Ihad asuccessfulcareer—inthechallenging, male-dominatedfieldsofgovernmentand themilitary.Icanalsotellyou,therewere

noroadmapsbackinthe80sand90sto helpwomenexcel.AndtrustmewhenI tellyou,Istruggledforawhile.Iknow whatit'sliketogetgoodperformance reviews,takeclassafterclass,worklong hours,beateamplayer,andstillnotget recognizedformytalentsandabilities.

Tellusabouttheinceptionofthe company.Howdiditallstart?

Ihavealwayshadapassionforhelping othersinanywayIcould,especially women.Thedefiningmomentbehindme startingtheEXWSIwasseeinghowhard itwasforwomentoadvanceintheir careers.Ibegantorealizethatwomen werecomingtomeforadviceonmany things,suchasreviewingtheirresumes, adviceonwhattheyshoulddonextto movetheircareersalong,helpingthemget throughaninterview,andmentoring.Ialso noticedthattherewerenotalotofwomen helpingeachothertomoveupthecareer ladder.Startingmyowncompanyto providementoring,coaching,andpersonal andprofessionaldevelopmenttowomen whoneededanddesiredtoadvancein theircareersorstarttheirownbusinesses gavemetheopportunitytohelpmore womenandtobeabletoreachoutthrough alargermedium.Mymottoisto,"Help WomenAccelerateThePathToSuccess.”

Whathasmadeyousuccessful?What doyouvalue?

Irealizesuccessmeansdifferentthingsto differentpeople.Forme,successis whateverIbelieveittakesformetobe successful.Inotherwords,Imustbeable

toarticulate,Imusthaveacompellingmessage,andImust beabletoshareitwiththepeopleIserveorspeakto,andI mustmakesurethatIcaninvokechangeinthelivesofthe peoplethatImeetandserve.Iwillneverforgetsomething oneofmycoachessaidtomewhichwas,"Beaproblem solver.Asaproblemsolver,youbecomeakeycontributor andsomeonethatwillbeviewedbyothersasasuccessful partoftheoverallmachinery.Andyouwillgetnoticed!" Butinallthesuccess,theonethingIvalueoverallis integrity.Nomatterwhatishappening,nomatterhow muchmoneymaybeinvolved,Iwillnotcompromisemy integrity.Becauseattheendoftheday,that'stheruling factorinhowIrunmybusiness.

Whicharethemajorservicesofthecompanyandhow dothecompanygetaheadinthecompetition?What value-addedservicesdoesthecompanyprovide?

Themajorservicesarecoaching,training,andmentoring (primarilywomenandfemaleveterans)intheircareer progressionorbusinessentrepreneurship.Wegetaheadof thecompetitionbystayingabreastoftheindustryand studyingourcompetition,makingsurewehaveathorough knowledgeofwhattheclientistryingtoaccomplish, followingupwithourclientsonaregularbasis,knowing howtopivotwhennecessary,andstayingfocusedonour long-termgoals.Thevalue-addedserviceshelpourclients navigatearoundtheusualobstaclesandchallengesthey mayencounteraswomenintheworkplaceorinbusiness.

Whatarethemostimportantaspectsofacompany's culture?Whatprinciplesdoyoubelieveinandhowdo youbuildthisculture?

Themostimportantaspectofthecompany'scultureis makingsureeveryoneunderstandsandiscommittedtothe valuessetinplace.AstheCEOofEXWSI,Iamcommitted toprovidingmyclientswithexcellence.Thecorevaluesof EXWSIareIntegrity,Perseverance,Professionalism,and Commitment.EveryoneIbringonboardmustunderstand ourcorevaluesandbecommittedtofollowingeachone,no exceptions.Iwillbuildthisculturebymakingsureevery employeeorcontractorknowstheyareappreciated,and theirvoiceswillbeheard.WhenIsayIhaveanopen-door policy,Ipracticejustthat.

Whatisthesignificanceofinnovativeideasinthe company?

Thesignificanceofinnovativeideasinthecompanyisto keepeveryoneontheirtoes.Itisalsotokeepthecompany relevant,abletoadaptandpivotthroughunforeseen circumstances.Andfinally,itcangiveyouanadvantage overyourcompetitionbycomingupwithuniqueproducts andservices.

Giveusyouropinionon;doorganizationsrelyheavily onindividualheroicsorteamprocesses?

Ibelievethatleadersshouldteachotherstolookfor opportunityinadversity.Inmyorganization,Idonotrely onindividualheroicsbecauseIprefereveryonetofunction asateam.EveryonethatIbringonboardmustlearnhow weoperate,understandandbeinlinewiththemissionof EXWSI.

WhatareyourresponsibilitiesasthefounderandCEO ofthecompany?Whatisthehappiestpartofyourdaily routine?

AstheFounder/CEOofthecompany,myresponsibilities aremany.Forone,asfounder,Istartedandlaunchedthe companyin2013.Iamthenameandfaceofthecompany.I overseebutdonotmicromanagetheday-to-dayoperations ofthecompany.Andmyvisioniswhatkeepsthecompany movingforwardtoreachamillionpluswomentohelpthem succeedandbecometheleaderstheyaremeanttobe.The happiestpartofmydailyroutineismeetingwithmy assistantsandleaderstogoovertheagendaforthedayand togetanyinput,ideas,orplanstheymayhaveforthe company.

Whatadvicewouldyougivesomeonegoingintoa leadershippositionforthefirsttime?

First,Iwouldtellthemtowakeupearlytohavetimefor themselvesbeforetheystartthebusinessday.Exercise, meditate,readaffirmations,readspiritualmaterials,allof whichwillgetyourmindclearandreadyforthedayahead. Second,neverblamesomeoneelseforyourmistakeor decisionthatmaynothavegoneasplanned."Successis," asWinstonChurchillsoaptlystated,"goingfromfailureto failurewithoutlosingyourenthusiasm."Allleadersmake mistakes,andalldecisionshavedownsides.So,never second-guessyourselfandalwaysadmityourerror

Chief Markeng & Business Development Officer

Pryor Cashman

Mike Mellor

Mike Mellor

A Legal Marketing Professional with the Vision of Business Transformation

AAtPryorCashman,afull-service award-winninglegalpracticewith approximately200attorneysinNYC, Miami,andLA,MikeMellorservesas theChiefMarketingandBusiness DevelopmentOfficer.Heenjoys makingconnectionsbetweenthose withthepotentialtohelpthemand thosethatwanttobeexceptional.

Mikehasmorethan20yearsof experienceinprofessionalservicesmarketing,thelast12of whichhespentinalegalcompany.Hebeganhiscareerinthe marketingoffinancialservices,thentransitionedtoBigFour consultativemarketingatKPMGbeforemovingintothelegal field.BeforejoiningPryorCashman,wherehehasworkedas CMBDOforthepastsevenyears,hepracticedlawattwo otherlawfirms.

Belowarehighlightsoftheinterviewconductedbetween World'sLeadersandMikeMellor:

Describewhoyouareasaperson,insideandoutsideofthe workplace.

Iamcommitted,passionate,andgenuineinallfacetsofmy life,andIliketoattacklifewithenthusiasm,humor,andjoy Insidetheworkplace,Iamfocusedonbuildingabusiness developmentculturethatiscollaborativeandusestechnology toautomateasmanymundanetasksaspossible;likemostlaw firms,wecontinuetofinditchallengingtocreateanddeploya singleversionofthetruth.Outsideoftheworkplace,Ilove livemusic,watchingfootball,traveling,andexploring differentcultures.Ilovemakingpeoplesmile.

Tellusabouttheinceptionofthe company.Howdiditallstart?

Thefirmstartedin1963asa powerhouse music/media/IP/litigationboutique, andwehavegrowntobeatruefullservicemidsizefirmwithover200 attorneysinNewYork,LosAngeles, andMiami.Infact,oneofour foundingfathers,GideonCashman, stillcomesintotheofficeregularly, walkingaboutamileeachway. Servingasthefirm'sGeneral Counsel,Gideonisbrilliantand servesasaninspirationtoallofus (especiallythelitigators,whoseek hiswisdomtohelpwiththorny issues).Wecontinuetoevolve alongsideourclientstostayaheadof thecurvewithbothtransactionaland litigationmatters,andourfirmsize enablesustoadaptquicklyto changingmarketconditions.This wasakeytooursuccessduring COVID.

Whathasmadeyousuccessful? Whatdoyouvalue?

Personally,Ithinkmydriveiswhat hasmademethemostsuccessful—I amwhollycommittedtodriving revenueinanywaypossibleto improvethefirm'sfinancial position—andthiscantakemany forms!Itstartswithbeingpassionate enoughtoconstantlybeastudentof thefirm,thepractices,andthe industries.It'salottodrinkin,butI findmyselfconstantlyGoogling acronyms,industrydevelopments, andreadingotherfirms'clientalertsa fewhoursaday.Beinginformedis theonlywaytocontinuouslyadd valueinsuchawide-rangingand dynamicfield.

Whicharethemajorservicesof thecompanyandhowdothe companytogetaheadinthe competition?Whatvalue-added servicesdoesthecompany provide?

Itreallyisafull-servicefirm—we protectourclients'interestsin everythingfromforming,funding, andbuyingordivestingassetsonthe corporatesidetopartnership,royalty andotherlitigationissues.Ofcourse, weaugmentthesepillarswith servicesrelatedtolabor, immigration,intellectualproperty, realestate,tax,trustsandestates, familyandmatrimonialissues,and insurancereviews.Weworkina numberofindustriesandworkwith everyonefromentrepreneurstohigh networthcelebritiesandathletesto Fortune 500behemothsandsmall startups.Everydayissomethingnew andexcitingbecauseofourmidsize advantage,becausetheplatformthe firmisbuiltonallowsustodeploy ourabilitiesinalotofcontexts.

Whatarethemostimportant aspectsofacompany'sculture? Whatprinciplesdoyoubelievein andhowdoyoubuildthisculture?

Itsoundssimple,butinmany companiesandfirmsitisn'tsoeasy: Don'tbeajerk.Thatmantrahas servedPryorCashmanverywellover thepast60years!Whilewewantour attorneystovigorouslyprotectour clients'interestsintheboardroom andinthecourtroom,beingagood lawyerisn'tmutuallyexclusivefrom beingagoodpersontobearound. Becauseofoursize,it'saplace whereeveryoneknowseachother

quitewell,andthemessagefromthe tophasconsistentlybeen:Beniceto others,becollaborative,andpunch aboveourweighttoout-gotoetotoe withlargerfirms.Biggerisnot alwaysbetter,especiallyinlaw firms!

Whatisthesignificanceof innovativeideasinthecompany?

AtPryorCashman,wecreateand demonstrateinnovationinmany ways,butmostnotablyaroundthe metaphoricalwatercoolerandwithin informalsubject-matterpodsand settings.Ourclientbasesshare commoninterests,andit'snot uncommontoseelawyersfromour fashion,music,andartgroupscome togetheraroundthelatestmarket innovations.Fromuniquestrategic brandingpartnershipsandroyalty agreementstocollaborationsthatcan thriveinthenewageofthe metaverseandNFTs,weare constantlysiftingthroughourbest ideastocontextualizetheminways thatserveaspecificclient'sneeds. It'sallaboutcreatingthose communicationframeworksand lettingourattorneysgeekout together.

Giveusyouropinionon;do organizationsrelyheavilyon individualheroicsorteam processes?

Whiletheeasyansweris collaboration,IwouldberemissifI didn'tmentionthefolksinour leadershipwhoaredrivingthefirm forwardonadailybasis.Ittakes leaderstopropeltheagendasandthe strategy,givingthegroupthemotive, means,andopportunitytodevelop

theexecutionfortheclients.Positioning,thought leadership,andsmarttacticstotakemarketsharefrom ourcompetitionarebestdevelopedinsmallerrooms, witheveryonepitchingintobringtheprojecttoa successfuloutcome.Ifeelthatwebalancetheconcepts ofentrepreneurialismandcollaborationverywellat PryorCashman.

WhatareyourresponsibilitiesastheCMBDOofthe company?Whatisthehappiestpartofyourdaily routine?

ThethingsIenjoymostarehelpingpeopleachievetheir businessgoals.Whetherthat'slong-rangeplanning, brainstormingnewwaystoreachtheiridealclients,or helpingtoholdthemaccountabletotask,Ienjoy watchingthefirm'sattorneysgrow,spreadtheword aboutouroffering,andbecomepowerusersofour marketingandBDresources.Astheysayinlegal,the bestcomplimentyoucangetismorework.Thehappiest partofmyroutineisgettingawesomeemailsaboutmy marketingcolleagueswhohavehelpedtodrivebusiness, gainmarketormindshare,ordothingstospreadour messageandelevateourbrand.Ikeepthemallina foldertocheermeuponrainydays!

Whatadvicewouldyougivesomeonegoingintoa leadershippositionforthefirsttime?

Readeverythingyoucan,trytobeaservant-leader,and encourageyourteamstochallengeyou.JustbecauseI'm theheadofthegroupdoesn'tmeanIknoweverything;in fact,Itrytoempowermyteammateswhoareinthedaily grindtoconstantlyimproveourprocessesand procedures.Wewriteourprocessesinpencil,andthejoy ofworkingtogetherisknowingthere'salwaysan interestingnewproblemtosolve.

UNDERSTANDING LEADERSHIP LEADER is the Best Way to be a

Leadershipisthe achievementofatask throughguidinghuman helpers.Theindividual whosuccessfullyrallies hishumanpartnersto achievecertainaimsis aleader Agreatleader issomeonewhocando thiseveryday,every year,inawiderangeof situations.

Hemaynotbepowerfulorshowit;hemayneveruse forceorthethreatofharminhisinteractions.Hecould notbewell-liked,andhisadmirersmightnevercarryout hisordersbecausetheyloveorrespecthim.Hemight neverbeaflamboyantcharacter,andhemightnever employcatchytechniquestohighlightthegoalsofhis organizationordrawattentiontohisleadership.Interms ofthecrucialtaskofdefininggoals,hecouldreallybea manwithlittlecompetenceorinfluencewhoactsmore asafollowerthanaleader.Hissingularaccomplishment isahumanandsocialonethatresultsfromhis comprehensionofhiscoworkersandhowtheir individualgoalsrelatetothegroupgoalthathemust accomplish.

Overlooked.WemaydiscoverseveralCEOsinbusiness whoonlyreplicatetheoutwardbehaviorsofasuccessful coworkerorsuperiorwithouteverattemptingtofind methodstoengagetheirownstaffsactivelyby demonstratingwaysforthemtoachievepersonal fulfillmentinthesharedjob.

Executivesadoptasalesman-likeattitude,anditis noteworthy,thatthefinance,manufacturing,andresearch departmentsofmanybusinessesviewsalesmenasa necessaryevilandwouldbeterrifiedattheideaof introducinga"salesapproach"tomanagement.Their motivationmayneverbefullyunderstood,butit undoubtedlyhassomethingtodowiththedeceptiveand manipulativenatureofsomemarketing,selling,and advertising.ThesalespeopleandadvertisingI'm referringtoarefrequentlyeagertolookforandtake advantageofaholeintheircustomers'defensesinorder tocloseadeal—eveniftheyhavereasontobelieveor

mayalreadyknowthattheconsumerwouldlaterliveto regretthepurchase.

Theroleofanexecutiveissimilartothatofanorchestra leaderinthatitrequirestheapplicationoftalentsand humanunderstandingtocaptureindividualsatisfactions inthecollectiveendeavorandtofostercontentmentthat keepsthesubordinatecommittedtohisrole.No assortmentofcuteshowmanshiporenticement gimmickscanaccomplishthatforhim.

Contrarytopopularbelief,leadershipisfarmorethan only"understandingpeople,""beinggoodtopeople,"or refrainingfrom"pushingotherpeopleabout."

Democracyisfrequentlytakentomeanthatthereisno separationofpowersorthateveryoneistheirownboss. Thatisobviouslyabsurd,especiallyinbusiness. However,businessleadershipcanbedemocraticinthe senseofgivingeveryemployeethegreatestchancefor successwhilepreventinganarchy

Intruth,aleader'sfulldevelopmentofhistalentsmust alwayscomebeforetheorderlyarrangementoffunctions andtherightassessmentofhispositioninthat arrangement.Itisaleader'sresponsibilitytoestablishthe rolesandresponsibilitiesinsidethegroupthatwill enableeachmembertopursuetheirprincipalgoalsand interests.

Rizwan Sajan

capacitytobeopentochangewhile alsodiscoveringandenergizingthe grouphasledtothecompany’s definingsuccess.

Mr.RizwanSajan’simaginative approachearnedhimaspoton ForbesMiddleEast’s“Top100 IndianLeadersintheUAE”list.

Anentrepreneurrecognizesaneedin societyandcreatesabusinesstofill it.Mr.RizwanSajan,backedbythe principleofperpetualevolution,has beenthedrivingforcebehindthe DanubeGroup’ssuccess.His

Belowarethehighlightsofthe interviewconductedbetweenWorld's LeadersandRizwanSajan:

Describewhoyouareasaperson, insideandoutsideofthe workplace.

Iamasimpleandhumbleperson.I startedlifeabitearlierthanothers–attheageof16,rightafterthesad demiseofmyfather,andstartedto takecareofthefamilythroughthe meagreearningsthatIcouldgenerate byworkingsidebysidewithmy classesincollege.

Inbusinessandmanagement,Iama verystraightforwardperson.Iwant toempowerpeople,takerisks,give responsibilitiestopeoplewho deservethem,andholdthem accountableifanythinggoeswrong. Transparencyandaccountabilityare veryimportant.Iamatransparent person,andIamaccountableforthe

A Visionary Entrepreneur and Global Business Thinker

Founder & Chairman Danube Group

successorfailureoftheentiregroup. ButIcanonlybesuccessfulifmy teamworksintandem.

Describeyourbackgroundand whatdidyoudobeforeyou started/joinedthecompany?

Icomefromahumblefamily background–inMumbai.Myfather usedtoworkinaprivatecompany. Mymotherusedtobeahomemaker Wearetwobrothersandasister.We werebroughtuponstrictprinciples andethics–imbibedinourcharacter byourparentsinourearlychildhood.

Lifeusedtobenormalinthe Mumbaineighbourhoodwherewe grewupandhadourschooling. However,thingsalmostcametoa standstillafterthesuddendeathof myfather.Iwas16andnoteligible

towork.However,Iwasoffereda part-timepositioninthesame companywheremyfatherworkedby hiscolleagues—tosupportour family.So,Iusedtoworkatthe companyintheeveningwhile continuingmycollegestudies.

Afewyearslater,oneofmyuncles offeredmeajobinhisbuilding materialsshopinKuwaitwhenI reachedtheageof18andwas eligibletowork.So,Iwentto Kuwaitandjoinedhisbusiness.I learnedtheinsandoutsofthe buildingmaterialstradeinmyuncle's shopandsoonhelpedtoexpandit throughmyknowledgeandhard work.

Atonepointintime,Iwasentrusted bymyuncletomakebusiness decisionsforhim–andrunthe

business–tilltheoutbreakofthe Iraq-Kuwaitwarin1991.Wehadto closethecompanyandreturnto India.

Tellusabouttheinceptionofthe company.Howdiditallstart?

AfterthesetbackinKuwait,Istarted thinkingofcomingbacktotheGulf tostartmycareer.That’swhatIdid.I cametoDubai–thelandof opportunity.

SinceIknewthebusinessofbuilding materials,Ijoinedacompanyastheir salesperson.Iusedtoprocureorders forthecompanyandensuresupplies. However,thecompanydidnothave alltheproducts,soIhadtosource themfromothersuppliersforthe client,asIdidn’twanttosay“No”to theclients.

Thisway,Ihadbuiltastrongrapport withclientsandsuppliers,who startedtotrustme.In1993,Istarted DanubeBuildingMaterialsasasmall supplierofbuildingmaterials.Dueto myefficiencyandcontacts,we startedtogetordersinbulkand continuedtosupplyinlarge quantities.

Asbusinessgrew,Ihiredpeopleto supportme.Wetookthewarehouse, increasedtheshowroomspace,and thenstartedtoimportmaterialsin bulk.Thisishowitallstartedfroma two-personcompanytowhatitis currentlyalargebusinesswitha diversifiedportfolio.

So,mydecisiontostartabusinessin buildingmaterialswasduetomy experienceinKuwaitinthisfield.

Whicharethemajorservicesof thecompanyandhowdotheythe companytogetaheadinthe competition?Whatvalue-added servicesdoesthecompany provide?

Asmentioned,westartedasa buildingmaterialstradingbusiness andlaterintroducedjoineryservices. Thenwelaunchedourretail operationsunderDanubeHome— whichisthehomeimprovementarm ofourbusiness.

In2014,westartedourrealestate developmentarm–Danube Properties–whichhasbeenamajor success.Wehavesofarlaunched16 projectsanddelivered11ofthemto morethan3,000happyfamilies. In2021,welaunchedourHospitality SolutionsDivision—forthehotels andcateringsector,whichispicking up.

So,wearepredominantlyinto trading,export,import,wholesale, retail,andservicessectors.

Whatarethemostimportant aspectsofacompany'sculture? Whatprinciplesdoyoubelievein andhowdoyoubuildthisculture?

Thestrengthofthebusinessliesin ourcorevalues:integrity,quality services,transparency,accountability, strongethicsandsoundbusiness practice.Youneedtobehonestand sincereinyourdealings.Ifthereisa problemwithaproductorservice, thenitisimportanttocommunicate withthecustomersothattheyare awareoftheproblem.

Whatisthesignificanceof innovativeideasinthecompany?

Thesurvivalofabusinesswill dependontechnologyadoption, innovation,andcreativity Abusiness couldcollapseifitfailstochange withthetimesandifitlacks innovation.

Businessiscarriedoutbyhumans.It isskill-based.So,youneedto develophumancapitalacrossthe organisationandinculcateastrong cultureofproductivity,accountability andtransparency.Continuous training,mentoring,anddevelopment ofhumanresourcesarecritical. Youneedtointroducetechnology andensurethattheteammembers keepabreastofthelatesttechnology

Giveusyouropinionon;do organisationsrelyheavilyon individualheroicsorteam processes?

Businessisaboutteamwork. However,withinteamwork,you needheroes—rolemodelsforothers toinspireandimprove.

Whatareyourresponsibilitiesas theFounder/CEOofthecompany? Whatisthehappiestpartofyour dailyroutine?

Asabusinessman,Itakestrategic developmentdecisions,andtheteam runsthebusiness.Iassisttheteamin runningthebusinessinaccordance withmystrategicthinking,whichis alignedwiththegovernment'svision.

Whatadvicewouldyougive someonegoingintoaleadership positionforthefirsttime?

Doyourhomeworkbeforeventuring intoanything.Youneedtofindagap insocietyandthendevelopa businessaroundit.Whateveryoudo, putyourheartandsoulintoit.

Businessisnotaboutmoneyalone. WorkingforacauseThemoneywill come.Developabusinesstofixa problemandmoneywillpourin. Learnhowtomonetiseyourskills.

Don’tbeafraidtofail.Don'tlose hearteverytimeyoufail.Buttryto analysewhyyoufailed,sothatyou canrectifythemistakes.Failureis thepillarofsuccess.

Behonest,humbleandremain grounded.Resultwillcome.Think global,actlocal.