Catey Josephine Palmer - The 10 Business Minds Defining the Next Era of Leadership, 2026

FROM THE EDITOR

Business Beyond the Corner Office

In each era, there are some special individuals who reinvent the definition of leadership.At the current

time, the most powerful business people not only earn money but also revolutionize cultures, industries, and even expectations. Such people become the creators of resilience as they incorporate adaptability in their organizations' DNA. The effect of such leaders goes beyond mere financial success; these people also influence collaboration and innovation processes within their teams. Leaders of the current age know that transformation is a process, which never ends and which requires passion and couragetocontinue.Theywelcometechnologiesaspartners,notcompetitors,andtheyvaluediversityasa sourceofcreativity,notanadditionalrequirement.Theirdecisionsaffectsocietyandeconomy.Thus,such leaders set new courses of actions and remind people that true leadership involves not only power but also visionandempathy.

AtCIOViews,wehonortheseempoweringleadersbydedicatingthisissuetitled“The10BusinessMinds Defining the Next Era of Leadership, 2026” to them. Featuring as the cover story, we have covered the successful&motivatingjourneyofCateyJosephinePalmer,FounderofDuraSuite.Wehavealsoincluded the inspiring stories of Reem Asaad, Vice President of Cisco; Karen Eicker, Managing Director of Apex InformationSystems;AndrewEunson,DeputyCEOofKing'sCollege;VickyWang,CEOandFounderof WuKong Education; Claire Rutkowski, Chief Information Officer at Bentley Systems; Dr. Bradford L. Sims, President of Capitol Technology University; Dr. Mary Landon Darden, President of Higher Education Innovation LLC; Laetitia Cailleteau, Managing Director of DATA&AI Europe Lead, and the GlobalLeadforConversationalAI;andVidyaPeters,MKTatMuleSoft.

CIOViews is a business magazine that mainly focuses on business leaders, their journey, views on current economic states, and all other relevant subjects that refer to the business world. Our goal is to be a leading sourceofinformationdedicatedtoprovidingourreaderswithdetailedperspectivesandviewsofsuccessful business leaders who are transforming the business outlook and redefining their goals. With exclusive editionsonvariousindustrieslikesoftware,education,healthcare,technology,realestate,andmanymore, CIOViewsisdriventopromoteexcellenceintheworldofbusiness.

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“THE

FOUNDER · DURASUITE

Building Connective Businesses Through and Purpose Courage

She founded DuraSuite to fix what she saw everywhere — disconnected teams and unclear governance.

With two decades of experience across payroll, HR, and compliance, she leads with integrity, resilience, and a people-first philosophy. DuraSuite is where stability meets scale.

PurposeTurns into ObstaclesOpportunities

Catey's entrepreneurial spirit was shaped long before she founded DuraSuite. Growing up, hard work, integrity, and accountability were non-negotiable. Her father, in telecommunications, and her London solicitor mother modeled professionalism and doing the right thing, even when difficult.

“They taught my sister and me to challenge situations that felt wrong, question assumptions, and speak up,” she recalls. “Honesty and integrity weren't just discussed; they were lived. Those lessons still guide how I lead.”

Since childhood, Catey's health challenges have helped her build resilience and taught her that limitations don't define potential.“In my corporate career, I often saw opportunities beyond my role and felt I had more to contribute than traditional structures allowed. Instead of frustration, I felt motivated,” she shares.

Her values, resilience, curiosity, and desire for change led Catey to entrepreneurship - not just to build a business, but to challenge convention, empower people, and turn obstacles into opportunities with courage and purpose. ConnectiveTissueReplacesFunctionalSilos

Across payroll, HR, finance, and operations, Catey saw isolated functions and unclear responsibilities - operating model problems, not technology issues - costing time that a better structure could have prevented.

“The best-performing organizations aren't those with the most sophisticated tech, but with the greatest claritydocumented processes, well-defined operating models, robust risk frameworks, and transparent RACI structures so everyone understands their role and how it contributes to broader goals,” she explains.

Genuine partnership across functions drives effectiveness - payroll impacts HR, finance, compliance, risk, and talent impacts all. Operational excellence follows alignmentclear responsibilities, trusted information, and collaborative tools - delivering better outcomes, compliance, accuracy, and a culture of accountability, integrity, and trust. “At DuraSuite, I help organizations build that connective tissue - creating compliant, scalable operating models with clear governance, meaningful controls, and technology that enhances collaboration instead of creating silos,” Catey says.

“Honesty and integrity weren’t just discussed — ” they were lived.

TheCouragetoKeepShowingUp

For Catey, the hardest challenge as a founder wasn't technology or strategy - it was building self-belief while living with long-term health conditions like Ehlers-Danlos Syndrome, ME, fibromyalgia, and osteoarthritis.

“There were days I woke up after very little sleep due to severe pain and exhaustion, knowing that running a business didn't pause just because my circumstances had,” she recalls. “I learned that success isn't always about intensity; it's about consistency. The question shifted from how much I could achieve in a day to what meaningful progress I could make despite the challenges.”

While building DuraSuite, Catey worked as Chief TechnicalAdvisor for a global software provider, supporting a UK payroll engine - strengthening her financial stability, expertise, and shaping her vision.

“The biggest shift was realizing resilience doesn't mean doing everything alone,” she reflects. “Resilience isn't invincibility - it's moving forward with purpose, selfmanagement, and belief when progress feels slow. Sustainable success is built not on perfection, but on consistency, support, and the courage to keep showing up,” she affirms.

MentorsWhoShapedHerLeadershipJourney

Catey shares her experience with several mentors who helped shape her leadership philosophy. Working with business coach and mentor, Laura Wheatley, helped her navigate entrepreneurship, challenge her thinking, celebrate progress, and maintain perspective. “Her support was key to developing consistency, confidence, and self-awareness. I learned the importance of strong relationships and asking for help. Leadership can feel isolating, but strength comes from saying, 'Today is

difficult,' and letting trusted people support you,” she observes.

Mike Hibberd was one of Catey's first ever leaders at 22, when she worked for E&Y. He listened to her as a young graduate and inspired her to grow her expat tax career. “He was a leader who respected everyone. He motivated and encouraged me,” she says. Mike started Global Expat Pay and offered her a job, but she declined due to location. So, he offered to guide her grow her own business - reminding her of his encouragement and inspiration from 20 years before.

Catey recalls the deep empathy and respect of Wendy Drinkwater, an exemplary payroll leader and dear friend, who supported her during a stressful period of self-doubt, low confidence, and very bad health, due to her long-term disabilities. “She always gave me a push when I needed it and wouldn't allow me to fall into a deeper hole,” she reflects. Nick Day and his JGAteam helped Catey find great roles within the payroll industry and hire highcalibre candidates when she needed them. His podcasts and book, The Payroll Pivot, helped her reflect on how incredible payroll is and the power it has to shape a business strategy.

Catey is also grateful for Claire Osullivan, a “genuinely inspiring, courageous, kind, loving friend, and payroll and HR leader” who overcame several recent professional and personal hurdles. “I'm truly inspired by her ability to never quit and always stay true to what she loves,” she says. “Millwall is very lucky to have such a leader as she loves this company and the people that define its culture and success. She reminded me of my own strength in life.”

When and GovernanceHumanityCoexist

For Catey, values aren't separate from leadership or business - they're the foundation. “Integrity, honesty, transparency, accountability, and fairness guide every decision as a founder and every aspect of what DuraSuite aims to achieve. I see these values as the standard operating procedure for both my leadership and the business. Without them, trust can't exist - and without trust, sustainable success is impossible,” she insists.

Catey embeds these principles throughout DuraSuiteRACI frameworks, transparent procedures, governance, risk controls, and business intelligence - all for clarity that enables better decisions. She believes sustainable success requires stability, accountability, and employee empowerment, not just growth or efficiency.

Leaders often focus on deadlines but overlook capacity. Transparency around time, priorities, and support drives engagement, productivity, and collective success. “Employee experience is central to my vision. Organizations should measure not just business performance, but how people feel, how teams collaborate, and whether the intended culture shows up daily,” she insists.

At DuraSuite, Catey builds a culture where governance and humanity coexist - accountability with empowerment, transparency driving trust, and people supported to do their best. “When individuals succeed, teams succeed, and organizations achieve far more than any process or technology alone,” she affirms.

ManageEnergy,NotJustTime

Catey rejects work-life balance, choosing work-life integration instead - an equilibrium where career, wellbeing, relationships, and goals coexist through structure, planning, and self-awareness. Meeting-free Fridays and themed days leave space for reflection, exercise, and focused work. When work demands more, she rebalances quickly.

“Integration starts with putting myself at the center. If we don't look after ourselves, we can't support our teams or families,” she insists. “Letting work dominate for too long hurts performance, well-being, and productivity.”

Exercise is non-negotiable. Catey pre-books powerlifting training sessions, prioritizes hydration, nutrition, movement, and regular breaks. “Because I live with long-term health conditions, managing energy, not just time, is essential. Sustainable performance depends on it,” she shares.

AVoiceThatShapesIndustryThinking

Being invited to the firstAll-Party Parliamentary Group for Innovators was a defining moment. Catey recognized her voice had value beyond any single organization. Over twenty years across payroll, HR, tax, and compliance, she learned these functions deserve a seat at the table, shaping industry and government thinking.

“They sit at the heart of organizational stabilityunderpinning employee experience, compliance, governance, and reputation. When they work well, trust follows - accurate pay, met obligations, and sustainable scale,” she explains.

Mounting complexity - regulatory change, technology, vendor management, global expectations - brings pressure. Without strong structures and governance, failures harm trust, reputation, and performance.

“Contributing at the parliamentary level lets me advocate for recognizing these challenges and championing these critical roles,” Catey states.

“Resilience isn’t invincibility — it's moving forward with purpose when progress feels slow.”

As a female founder in tech, Catey values the British Association of Women Entrepreneurs for connecting her with women who understand building businesses while balancing family and wellbeing. Their honesty helped her set boundaries, put herself first, and build a business that supports her life - not consumes it.

Success, for her, includes wellbeing, relationships, and enjoying the journey, not just achievements. “I'm not aiming for perfection, but a sustainable rhythm that lets me perform at my best while staying healthy, present, and fulfilled,” she affirms.

Other achievements built Catey's confidencetrademarking DuraSuite independently, securing SEIS/EIS approval, and receiving strong feedback on an Innovate UK female founder grant - validating her vision.

“What unites these moments is that each required stepping outside my comfort zone, embracing scrutiny, and trusting my capability. They demanded persistence, self-belief, and a willingness to put my ideas forward to be challenged,” she reflects. Entrepreneurship, for Catey, is the courage to believe your ideas can create meaningful change and working to make them real.

PuttingPeopleattheHeartofSuccess

Catey's leadership style will evolve as DuraSuite grows, but the principles behind it won't change. “What shifts is scale,” she notes. She expects her role to move from doing and directing to enabling and empoweringcreating the conditions for others to succeed.

Future leadership balances technology, governance, and humanity. Systems and controls matter, but never at the

expense of people. “One thing will never change - my commitment to honesty, integrity, transparency, and empathy. I want every DuraSuite employee to know their value and impact. People are not resources, they're individuals with ambitions, talents, and potential,” she emphasizes.

Catey aims to create an environment where employees feel trusted, empowered, and supported - through development, wellbeing, and meaningful contribution.

Every decision is guided by a simple principle - people succeed alongside the business.

“In the strongest organizations, people feel connected to a shared purpose, know they matter, and are trusted to thrive. My leadership may evolve, but my belief in putting people at the heart of success never will,” she declares.

financial awareness, and curiosity.

“Technical skills can be taught, but curiosity drives learning, innovation, and growth. Future shapers ask questions, challenge assumptions, seek understanding, and think differently. If I can help even a few people recognize their potential and realize they can have a meaningful impact, then I've made a worthwhile

“People are not resources — ” they’re individuals.

MoreThanaTechnologyPlatform

Catey wants DuraSuite to improve operations, governance, and risk - because disconnected systems make teams fight problems instead of driving value. “I want DuraSuite to change that,” she says. Her ambition is to build the go-to ecosystem for HR, payroll, and workforce management - enabling clear, accountable, scalable operating models.

DuraSuite creates clarity, removes complexity, and is trusted for smarter collaboration.AI amplifies expertise, automating tasks so teams focus on strategy and growth. Catey also aims to transform vendor relationships through transparent assessment frameworks built on shared success, not just procurement.

“Ultimately, I want DuraSuite to be the operating framework organizations rely on to answer: How do we improve, reduce risk, build better employee experiences, create stronger partnerships, and scale sustainably?” she states. “If DuraSuite helps organizations answer key questions with confidence, it will shape the future of workforce management, governance, and global business performance.”

InspiringCuriosity,ShapingFutures

For Catey, a leader's greatest responsibility is sharing knowledge with the next generation. She supports Young Enterprise because entrepreneurship teaches resilience, accountability, and leadership. She helps students discover careers in payroll, HR, and compliancefunctions often misunderstood yet central to every organization. WithAI, payroll is shifting from transactions to innovation. Catey starts with simple questions about pay slips and rights to build confidence,

contribution,” she explains.

Catey's advice to aspiring entrepreneurs is to find a problem they're passionate about. Validate with low-cost surveys before building. Start small, test, gather feedback, improve - progress beats perfection. Be realistic about finances and maintain income. Build marketing early with consistent content. Expect the emotional rollercoastersetbacks build resilience. Success comes from confidence to keep moving forward despite challenges.

InnovationAsAMindset

For Catey, innovation is a mindset, not a departmentfocused not on the latest tools, but on how technology drives better decisions, governance, accountability, and employee experience. “I keep innovation central by staying close to new thinking,” she shares. She stays current via the Google Founders Programme, tech events, and industry discussions, while ensuring her team has the right tools and usesAI-driven platforms like Reveela for marketing.

“Afounder must remain curious - you can't build a futurefacing business with yesterday's thinking. Innovation is a responsibility. It supports my team. It isn't chasing trends, but choosing the right technology, asking better questions, and building solutions that improve how people and organizations work,” she says.

As she grows the business, Catey is committed to ensuring her team has the right tools and systems to perform and contribute meaningfully. “If we expect performance, we must enable it. If DuraSuite helps organizations become more efficient, transparent, accountable, and human, I must lead that way,” she affirms.

DURASCOPE · DISCOVER & ASSESS

DURASHIELD · STABILISE & PROTECT

DURAGUIDE · GUIDE & ENABLE

DURASCALE · OPTIMISE & GROW

DURACHOICE · EVALUATE & SELECT

“Aconnected system for HR, payroll, and business operations.”

NoSingleBlueprintforSuccess

Catey wants leaders to know that businesses can be ambitious without aggression, profitable without compromising values, and growth-focused while caring about people. For women especially, her journey shows you don't need to mirror anyone else - your voice and experiences matter.

“Entrepreneurship rarely offers a perfect path. What counts is the courage to keep learning and adapting. Building a business uncovers hidden capabilities, becoming a catalyst for both personal and professional growth. Success isn't about fitting someone else's definition, but creating something meaningful and making a positive difference,” she observes.

Catey is excited by leadership's shift from authority to

influence, collaboration, and service. Through networks like CIPP and BAWE, she sees that a title isn't impactfulsharing knowledge is. She's encouraged by leaders stepping up to help young people not in education or training discover opportunities and build skills.

She notes that the best leaders don't create followersthey create future leaders. By shaping education around digital skills, critical thinking, and entrepreneurship, and championing fairness and inclusion, the next era of leadership will inspire through authenticity and purpose, building better workplaces and society for generations.

“I think about people,” Catey reflects. “I hope that future business leaders see my journey and realize there's no single blueprint for success. You don't have to build a business just to sell it or chase growth at all costs. Build around what you believe in - deliver value, empower

people, prioritize integrity, and still achieve commercial success. That's DuraSuite.”

Conclusion

For Catey Josephine Palmer, success isn't revenue, valuations, or even technology - it's building with authenticity, empowering people, and proving that obstacles become opportunities. Her legacy is helping people build with integrity, lead authentically, create opportunities, and succeed on their own terms.

“Build around what you believe in — deliver value, empower people, prioritize integrity, and still achieve commercial success.

That’s DuraSuite.”

Reem Asaad

A Highly Successful Business Leader with Extensive Experience in a Variety of Industries

My interest in technology started at an early age and is rooted in my DNA. I have always been amazed by learning how things work and how technology and innovations have the potential to change lives," says ReemAsaad

Reem is for Vice PresidentMiddle EastAfricaCisco & at and a highly successful business leader with over 20 years' experience across industries, including technology, financial services, and customer experience. Forbes named her one of the Middle East's most powerful women, and she has demonstrated the capacity to adjust her leadership style in complex working contexts, understanding when to lead from the front and when to assist and support the larger team. Reem is responsible for strengthening Cisco's position as a leading technology provider and consultant to organisations in the Middle East and Africa, as digital transformation continues to change and evolve at a rapid pace. Her role primarily focuses

on strengthening collaborations with governments, customers, and partners, underpinned by Cisco's portfolio of advanced solutions and help accelerate their digitization agendas.

Reem would define herself as "inquisitive". Even though she has worked in technology for years, she believes there is always more to learn in the sector and from other people –especially with the acceleration in digital transformation that the world has witnessed over the past two years.

ATech Enthusiast

At the age of 16, Reem left Egypt for the United States, where she pursued an education in information technology. This sort of schooling was not accessible in Egypt at the time, which is why Reem moved. Her passion for computer technology began there, and it has followed her throughout her professional life.

According to Reem, it is disheartening to see negative stigma attached to women who demonstrate ambition and commitment across all industries. She observes that when a guy is domineering, he is often seen favourably by his colleagues, but a woman is frequently recognised and labelled as contentious. Only by calling out unfair treatment for what it is can this change. She suggests, "We must put checks and balances on each other and be vocal if we feel we have been mistreated—this goes for everyone, from every background."

Reem believes that encouraging more girls to consider a future in technology requires a collective effort. She says, "From an early age, we need to instil in every child, boy or girl, that they can broaden their area of interest and succeed in whatever they choose. When it comes to technology, we need to ensure that our children are raised to be techsavvy so they know how to get the best out of devices and solutions.

Girls should be encouraged to pursue their interests in science and technology. We must ensure that girls see role models in their likeness, so that they do not feel as though they are being differentiated against. They need to know that they belong. "

Working at Cisco

The majority of the clients Reem speaks with are considering how they might reinvent the way they design, create, and deploy apps, both internally and externally, in order to provide digital consumer experiences. Cisco develops solutions that link any user to any application and any cloud, and provide unique insights and observability from the infrastructure to the application. She says, "Our visibility capabilities allow us to understand better than any other vendor how a user connects to an application." This gives companies and institutions an end-to-end view into the digital delivery of applications and services over the internet.

Cisco helps businesses secure data as cyber security becomes one of the most pressing issues today. Machine learning is used in its solutions to gather and analyse data while investigating, identifying, and containing bad actors.

Cisco also assists clients in transforming their infrastructures through intelligent networks, which open up new opportunities for a more sustainable, inclusive future and power hybrid work.

Celebrating women's empowerment

Women's empowerment is critical for the health and development of families, communities, and nations.

Women may realise their greatest potential when they are secure, fulfilled, and productive. Reem sees men as allies who can help in attaining gender equality and campaigning for women's empowerment. They may serve as role models in encouraging women's employment, appropriate working conditions, and full involvement in decision-making.

Cisco's management is dedicated to ensuring that its diversity and inclusion programmes have true impact.Above all, diversity and inclusion are about providing people with the right opportunity. Reem states, "We must see women in positions of power and be treated on an equal footing as their male counterparts—judged for their actions and output alone." She's been with Cisco for nearly two years, and she's gotten a lot of positive feedback. She can confidently state that Cisco values women — not merely to check a box, but to ensure balanced representation and recognition of accomplishments. The management of the organisation seeks to have a diverse leadership team. People should be able to look up to top management and feel a sense of belonging, knowing that they, too, may rise through the ranks based only on merit. Reem explains, "Our purpose as a company is to 'power an inclusive future for all'—this really gives you a sense of how we seek to embody inclusivity in every aspect of our operations."

Creating Positive Work Environment

"Maintaining a positive working environment is as much of a business priority, as it is our ethical duty," says Reem. She feels that it is critical for decision-makers to evaluate how to

best maximise and sustain a positive culture from wherever their employees may be. What sticks out to her is how she manages to achieve a balance between efficiency and flexibility while still ensuring employee wellbeing. Reem listens to what people desire at Cisco and actively seeks a middle ground.

Reem manages the work of 2,500 workers and contractors throughout 74 markets in the area. This implies she must prioritize the well-being and motivation of the company's employees, and in order to do so, she must anticipate needs and be open to input.

Honored for Being an Inspiring Female Leader

Reem considers herself fortunate to be Cisco Middle East andAfrica's first female Vice President and first local leader. "Giving back to my home country is crucial for me," she adds. Dr.Amr Talaat, Egypt's Minister of Communications and Information Technology, named Reem to the Board of Directors of the country's Information Technology Industry DevelopmentAgency (ITIDA), which she considers to be one of the highest honours she has received. Serving in this role allows her to be a driver of digital transformation and competitiveness while also contributing to economic growth.

An Open Letter toAllAspiring Businesswomen

Without a doubt, technology is a male-dominated world, and there are still certain barriers for women to overcome and progress to be made. However, the Middle East andAfrica

region is witnessing more of an intentional effort to increase the presence and impact of women in technology. What's amazing is that more young women and girls are interested in obtaining a degree or a job in the sector, and this trend is expected to continue.

Reem's advice to aspiring businesswomen is to be true to themselves. She adds, "If they're not sure about a particular topic, they shouldn't be afraid to ask questions and to educate themselves, so that they can form a point of view. They deserve to be a part of the

conversation as much as everyone else. "

More from Cisco in Future

The team at Cisco believes in the potential of technology and what it can accomplish. During the pandemic, we have seen how technology has helped people reimagine lives, become a critical lifeline for businesses, and connect the world while ensuring that children continue to learn, people have access to healthcare, businesses can operate, and loved ones can stay close even if they are physically separated.

Throughout the last year, Cisco has assisted organisations of all sizes in ensuring continuity and, when necessary, regaining their footing. Reem says, "In this new, digital world, we see it as our duty to be that guiding light and counsel as businesses navigate new challenges and identify opportunities for growth. This remains not only my personal focus, but also the shared vision of our teams. "

Karen Eicker

Navigating Entrepreneurship and Empowerment

Managing Director, Apex Information Systems

Andrew Eunson

From the Classroom to Campus: Andrew Eunson’s Evolution in Educational Leadership

Deputy CEO, King’s College

Vicky Wang

A Collaborative, and Inclusive Educational Leader

Changing the Face of the Online Education Industry Through Innovative and Empowerment

The right and proper education improves people's understanding of the world around them, making them less susceptible to the influence of others. Having a decent education helps people think, feel, and behave in a way that contributes to their success, and improves not only their self-satisfaction but also their community. WuKong Education is one such online educational platform that aims to provide the best possible curriculum and learning opportunities for students between 3 to 18 years old to help them grow while building a strong base for a bright future.

Vicky Wang, the founder, and CEO of WuKong Education says that it has been great to see so many children benefit from their learning platform. Since its founding in 2016, WuKong Education has become the leading brand in online education. WuKong Education is the first choice for families who wish to pursue the dream of providing their children with an elite education. Their members come from 11 countries and regions, includingAmerica, Canada,Australia, New Zealand, and Singapore.

Drivers of Success for Vicky Wang

For Vicky, success equals to how many people one can influence and help. Success is not about how high you stand, but how far you go. Therefore, to go further, entrepreneurs need to always maintain an altruistic mindset. “My happiest moment derives from the time I see so many students around the world learning with WuKong and gradually gaining life-long passion and comprehensive abilities for their future studies,” she says.

Challenges have been an excellent opportunity for Vicky's growth

At the very beginning of Vicky's entrepreneurship, she was motivated to

CEO and Founder, WuKong Education

Chief Information Officer, Bentley Systems

Claire Rutkowski

A Zealous Leader With Brilliant Abilities To Deliver IT Solutions

Dr. Bradford L. Sims

A Renowned Educator with Combined Experience inboth the Corporate and Teaching Sectors

The 2008 Great Recession forced students to look harder at what they were gaining from their investment in a university education. Now, the Covid19 pandemic has once again underscored the importance of jobs for students' post-graduation. That is why Dr. Bradford L. Sims is focusing on careers. The President of Capitol Technology University is known for helping organizations achieve greater success through vision, insight, and strategy. He is also an educator, administrator and construction project manager, and has extensive experience in academia as well as industry.

Started by a former US Navy Radioman in 1927, Capitol Technology University has a long history of teaching students how to build radios. It has been offering only STEM or STEM Management

degrees since then, helping students obtain degrees that are in demand. In May of 2017, Dr. Sims started a limited number of on-campus bachelor's degrees, several online master's degrees in a synchronous format, and two doctoral degrees. Since then, “we have added numerous degree programs at all levels that are based on industry needs,” he says “Our online programs are now available in an asynchronous format, and our large number of online doctoral degrees have students from around the world. We have a new, onground, apartment-style student living facility, and the existing facilities have been upgraded, as well.”

Before Joining Capitol Technology University

Prior to his appointment as Capitol's president, Dr. Sims was interim chancellor and chief academic officer

at Embry-RiddleAeronautical University's worldwide campus, based in Daytona Beach, FL.As chancellor, Dr. Sims had the responsibility of administrative and fiscal oversight of a complex, global academic institution that serves 22,000 students annually in 130 locations across the world.

As chief academic officer, Dr. Sims had the primary responsibility of ensuring the academic performance of the worldwide campus. He led and managed academic affairs at the campus, spearheaded scholarly and research activities, and led the expansion of over 20 new degree programs.

Before moving to Embry-Riddle, Dr. Sims was a dean and professor at Indiana State University.As the dean of the College of Technology, he was responsible for oversight of degree programs, human and fiscal resources,

strategic planning, external funding and faculty programs. He helped boost enrollment at the College of Technology by 75% and increased the number of international students. He also raised alumni participation and built a social media presence for the college, establishing its first Facebook and LinkedIn pages.

From 2002 to 2009, Dr. Sims was professor and department head at Western Carolina University, where he founded the construction management program. Under his direction, the undergraduate degree program grew from zero to 400 majors over a fiveyear span, and an online master's program in the field was successfully established in collaboration with the College of Business.

Dr. Sims began his academic career as an assistant professor at the University of Florida, serving also as a consultant in the lean construction industry. Prior to his transition to academia, Dr. Sims built a successful career in the industrial construction industry. He was a project controls supervisor for Cherne Contracting in California, and a cost engineer for Badger Engineers, a subsidiary of Raytheon Engineering, in Massachusetts. He started his career as a project control engineer with the Westinghouse Savannah River Corporation in South Carolina.

Dr. Sims earned a Ph.D. in curriculum and instruction in 1999 from Purdue University, which is also his undergraduate alma mater; he received his B.S. in building construction management from there

in 1990. He also holds a master's of science degree in building construction from the University of Florida. He is a member of the Sigma Lambda Chi International Construction Honor Society, the Military Cyber Professionals Association, InfraGard, Royal Aeronautical Society, the Maryland Center for Construction Education and Innovation, Inc., and received Purdue University's Distinguished TechnologyAlumniAward for Building Construction Management –2019.

Finding a way through every new Challenge

Dr. Sims left his full-time position in the construction industry because he felt that obtaining a master's degree would help him move from project management to a VP of operations position where he could support projects across the entire company from a high-level point of view. By deciding to continue and complete his doctorate, he delayed returning to an industry position. Upon graduation, Dr. Sims found it difficult to make recruiters, who were coming to campus, understand that he wanted to find a position in operations. He says, "Since many universities liked that I had both industry experience and a doctorate, there were plentiful offers to start a new career as an assistant professor. I decided that I would try being an assistant professor full-time and accepted a position at the University of Florida." For Dr. Sims, it was a great start, and he learned a lot about the requirements of the position. But, he still desired a more operational point of view, and

therefore he moved onto Western Carolina University, where he was offered a position to build a new bachelor's degree in construction management. He asserts, "This was a great opportunity where I was in charge of every aspect of building and marketing this program which quickly grew to the university's third largest program in five years and became its own department. Along the way, I built one of the first completely online master's degrees in construction management before online degrees were as numerous as they are today. With this success, I decided to try and replicate a VP of operations position by accepting a position as Dean of the College of Technology at Indiana State University, then the Chief Academic Officer for Embry-Riddle Aeronautical University's worldwide campus, and finally the President of Capitol Technology University."

Leading during the pandemic

The pandemic has pushed many in higher education outside of their comfort zone, forcing them to use technology they may have never used in the past. Capitol Technology University has been using online synchronous and asynchronous technology for several years now, so when in March 2020, campus had to shut down face-to-face operations, it was easy to pivot and continue on with online instruction. When in the fall of 2020 undergraduate students were allowed back on the campus, Dr. Sims says that they offered both hybrid and online courses. Since their Masters and Doctoral students have always been online, there was not

much impact on their mode of instruction. Most of the Masters and Doctoral students are parttime or fully employed individuals, and they were simultaneously adapting, in many cases, to working remotely for their employers; so continuing their education in a similar format was not a difficult change.

Dr. Sims adds, "While we already had the capitol commitment where if an undergraduate did not have a job in their area of study within 90 days of graduation, that they could complete a certificate for free. During the pandemic, we added more guarantees for our on-campus undergraduate students in 2021 with a minimum 50K salary upon graduation or their student loan payments would be repaid every quarter."

Keeping Responsibilities at University and at Home

One word that defines Dr. Sims is "inspired". Being in the position of President of Capitol Technology University, Dr. Sims is responsible for the overall strategic success of the university. His day is usually filled with meetings -- marketing and partnership meetings, and strategy efforts -- that provide communications across functional areas so that the whole staff can work to support the university efforts as one big team.

"My spouse and I have two daughters in high school and several pets. While I am accessible seven days a week as needed for work, I spend time every day with my family and frequently travel to see my parents or meet

friends and enjoy some downtime," says Dr. Sims.

Dr. Sims emphasizes that he leads a university that provides great careers for students and their families. It is his passion to provide support for these students so that they can become successful industry leaders. He enjoys the job as it fits with what he believes is important to society.

The Future of Capitol Technology University

According to Dr. Sims, the university will continue to expand its on-campus undergraduate degree programs and online bachelors, masters, and doctoral degree programs to support the needs of the industry. The university wants to keep producing and advancing what is needed from employers of the future. The university is very industry friendly, and employers are welcome to contact the university if there is need for a degree offering specialization in a particular area, and the university will work with them to build something if there is a gap. Dr. Sims states, "We can move quickly being a private nonprofit, and we use industry experienced instructors to keep the course content as current as possible."

"My personal goals for the university are to keep expanding the awareness that Capitol Tech provides affordable, great, industry in-demand degrees so more and more employers look to partner with the university and to continue to expand our global reach with our online doctoral programs that do not require any physical visit

on campus. We do hope all students from any online program come to campus for graduation. It's always the best time of the year,” says Dr. Sims.

What is Success?

Dr. Sims sees success as a selfinternalized assessment. He opines that it has a different definition for each person. He states, "I didn't know where my career would go starting off as a graduate with a bachelor's degree in construction management and working around the United States in industrial construction." He learned a lot not only from a great career, but also from living in different cities across the United States and also in the Netherlands. Although he was pursuing a bachelor's degree at Purdue University to obtain a job at the insistence of his parents, he never looked back as it was a great start to his career. He also recommends to all new graduates the experience of living in multiple locations as he believes it is another valuable life experience. He recalls, "Not knowing what the future would hold, I then, accidentally, ended up in higher education and have been here for 25 years, starting many successful industry in-demand degrees along the way. I feel my success has been providing students great wellpaying careers where they can take care of themselves and their families for life."

Dr. Mary Landon Darden

Pioneering Higher Education Futurist Shaping the Future of Academia

Dr. Mary Landon Darden, a renowned higher education futurist, author, and leadership expert, is the Founder and President of Higher Education Innovation LLC, established in 2015. With the mission to "transform higher education," HEI has been at the forefront of innovative initiatives.

With a keen focus on entrepreneurship and revenue stream development, she has been instrumental in guiding colleges and universities towards transformative change. Dr. Darden's expertise is widely recognized, evident in her two books, Beyond 2020: Envisioning the Future of Higher Education in America (2009) and Entrepreneuring the Future of Higher Education: Radical Transformation in Times of Profound Change (2021) – Winner of the 2021American Bookfest

Award (education/scholarly). Both books are co-published with the prestigiousAmerican Council on Education and Rowman and Littlefield.

Beyond her impressive professional accomplishments, Dr. Darden is also an advocate for social justice. Her outstanding efforts in mobilizing churches in Central Texas to address the aftermath of Hurricane Katrina garnered national recognition.As she continues to lead an executive coaching team at HEI, Dr. Darden remains at the forefront of shaping the future of higher education, inspiring others to embrace innovation and drive positive change.

From Early Leadership to AcademicAchievement

Dr. Darden recalls that her career truly commenced at the age of three

when she would independently ride the Chicago city bus to and from nursery school. One memorable day, she arrived home with a note pinned to her shirt from the principal, stating, "Mary is doing very well in school, but you need to explain to her that she cannot run the school." This anecdote never fails to elicit uproarious laughter from those who know her. It seems that even at a very young age, she not only embraced leadership roles but perhaps even commandeered them. Over time, she learned to temper her assertiveness and complement it with humility.

As her father's job involved frequent transfers, Dr. Darden experienced numerous relocations throughout her lifetime. Eventually, her father settled into work in New York City, and she spent her formative years growing up in the Connecticut suburbs. She received an

exceptional education attending public schools in New Canaan, followed by Sweet Briar College, The University of Texas, Permian Basin, and ultimately earning her master's and doctorate degrees from Baylor University.At one point, she ventured into running her own business before eventually finding her way to the academic world in 1993 when she accepted a coordinator position at McLennan County Community College. During her tenure there, she achieved several remarkable successes.

Revolutionizing Higher Education for Sustainable Success and Innovation

HEI's mission is centered around the transformation of higher education.

The company initiates this transformation by collaborating with college and university presidents, as well as their leadership teams. Through extensive research and practical experience, HEI has discovered that maintaining the status quo in higher education will result in the failure of numerousAmerican institutions. Clayton Christensen, formerly of Harvard, once predicted that approximately half of all colleges inAmerica would face closure within a 15-year timeframe. While this statement has been adjusted to some extent, the underlying concern about the precarious state of many institutions remains valid.

HEI offers tailored services to assist each institution in fostering innovation, cultivating unique niches,

enhancing student recruitment and retention, ensuring program relevancy in light of emerging job markets, and meeting the hiring demands of businesses, industries, and government. These services take the form of assessments, training programs, coaching, collaborative innovation processes, and relationship building.

Harnessing the Power of Higher Education

Dr. Darden dedicated a significant portion of her adult life to higher education administration. Despite being an entrepreneur and visionary, which might seem more aligned with business ventures, she firmly believes that higher education holds the greatest potential for changing the world. She sees it as a vital tool for addressing and resolving issues such as poverty, hunger, war, disease, and more.After spending 25 years working within the system and striving to bring about transformation from within (culminating in her role as a university campus dean), she was compelled to establish HEI. This organization's purpose is to conduct crucial research, develop solutions, and provide training methods for today's leaders, particularly presidents and administrators, enabling them to transform their institutions into what is most needed in contemporary times.

Overcoming Challenges

Dr. Darden often finds inspiration in a quote from Friedrich Nietzsche: "That which does not kill me, makes me stronger." She has faced moments where she felt she was teetering on the edge of collapse. Starting a company is undoubtedly one of the most formidable challenges one can

undertake. During the initial three years, the company faced multiple instances where it was on the verge of failure due to insufficient funding. Thankfully, several individuals, both financially and in terms of expertise, emerged as angels. Without their support, the company would not have survived. While these challenges undeniably made the company stronger, they also imparted wisdom and improvement. From this experience, Dr. Darden learned that journeys are not meant to be traversed alone. Other people can serve as mentors and guides, and if one focuses on a great mission and wholeheartedly strives to achieve that goal for the betterment of all, the right people and opportunities will manifest themselves.

Integrity and Innovation in Higher Education

Launching a venture like HEI necessitated possessing foundational expertise and credibility as a scholar in the field of higher education, holding a terminal degree, and having accumulated years of successful administrative experience. However, it also demanded the mindset of a visionary entrepreneur, someone willing to take risks and deviate from conventional norms within academia to forge new paths towards success. Fortunately, Dr. Darden possessed the required credentials and felt a deep sense of calling towards the mission, which motivated her to embrace the risk. Undertaking such an endeavor is not for the faint-hearted.

To foster a culture of integrity and innovation within the team, HEI actively seeks out individuals who exhibit both innovative thinking and a lengthy track record of successful practice, while maintaining the highest levels of integrity. It is

paramount that every action and decision align with the most rigorous standards of integrity. Dr. Darden recalls one of her beloved mentors, Robert C. Cloud, who used to emphasize that being merely "clean" is insufficient; one must strive to be impeccably clean, or "squeaky clean."

Striking the Balance

Dr. Darden admits to struggling with maintaining a healthy harmony between her personal and professional life. Throughout her career, she consistently dedicated excessive

hours to work, believing it necessary to achieve goals and advance missions. While she acknowledges that she may never truly know if such intensity was essential, she does not recommend this level of overwork to others.Although she always made time for her children and grandchildren, she realizes that she likely somewhat neglected her husband and herself. Balancing personal and professional aspects can feel like a daunting feat, particularly when overseeing a campus around the clock.

On the other hand, the team at HEI finds it relatively easier to stay motivated and deliver their best. Continuous research efforts keep them engaged and enthusiastic about what is possible. Moreover, they

recognize that the success and, at times, even the survival of an institution rest on their shoulders. This knowledge serves as a powerful motivation to stay dedicated and focused on their work.

Empowering Lives, Inspiring Dreams, and Making a Meaningful Impact

Dr. Darden cherishes the awards and recognition she has received, but what truly brings her the greatest joy is when a student or staff member tells her that she made a difference in their life or helped them achieve their dreams. It is these moments that hold the utmost significance to her, surpassing any other form of acknowledgment. Such heartfelt

expressions bring her immeasurable satisfaction and fulfillment.

Today, Dr. Darden gauges success based on the impact she makes on individuals, institutions, and the world. Her ability to facilitate transformation and growth in colleges and universities, empower people to pursue their dreams, assist her community in meeting their needs, and support her children and grandchildren in finding their passions are all criteria she uses to measure success.

InspiringAspiring Leaders to Pursue Passion and Excellence in Higher Education

Dr. Darden's personal goals include transitioning into semi-retirement, passing on the leadership of HEI, engaging in part-time consulting, embracing travel, nurturing relationships with family and friends, and making meaningful contributions to her communities.

Aspiring higher education leaders can draw inspiration from her message, which emphasizes the pursuit of passion, the acquisition of credentials, the pursuit of excellence, active listening, the embodiment of high values, kindness, proactivity, courage in innovation, mentorship, work-life balance, self-care, and lifelong learning. By incorporating these principles, aspiring leaders can chart a fulfilling and impactful path within the realm of higher education.

Laetitia Cailleteau

A Progressive Leader Delivering Robust And Innovative Technology Solutions

All of us are constantly driven by the desire to succeed. However, success is a relative term, because what you may consider 'successful', may not fit someone else's definition. Laetitia Cailleteau, states that success for her is about making the world a better place, working as one with clients, communities, and her teams. Creating impact and being a change agent are essential elements of her definition of success. Staying balanced and grounded across all her roles - mother of three, wife, and daughter is an important aspect of her successful journey.

Laetitia is the Managing Director, DATA&AI Europe Lead, and the Global Lead for ConversationalAI for Accenture. She believes that the toughest part these days for many of us is to be in the now, to ride that crest and enjoy it. “I work hard at being present in the moment. But I've always got my eye on the future. I'm always

thinking of ways to lead my teams to have that greater impact, to master the transformations required to better serve our clients,” she says.

LeadingACompany To Success With CourageAndALeap Of Faith

The consulting industry, by default, always pushes you to the edge of a world of possibilities driving transformation and change. “The depth and breadth of the impact are exciting, especially in a company likeAccenture that covers all industries and facets of transformation,” she states.

She strongly believes in the fact - what doesn't kill you makes you stronger. “The biggest roadblocks are the ones we learn from most, forcing deep reflection, causing us to question things, reassess and change course. It's hard to pinpoint specific roadblocks,” she explains. Laetitia's job is all about pushing the boundaries of what's

possible so perseverance, rethinking, and evolution are key.

There are precious few templates around how to be a woman and mother in such a demanding leadership role in tech. It requires vast stores of energy. And it requires constant awareness of the cultural stereotypes that must be resisted. “I can see meaningful progress in the industry but it's not happening quickly enough. The key is to grow your support networks with people who believe in you, who give you energy.And you must never stop believing in yourself,” she states.

The Services OfAccenture

Accenture is a global professional services company with cutting-edge capabilities in digital, cloud, and security. Their mix of specialist skills and experience is, truly, unparalleled. They've got 674,000 people working across more than 40 industries. They

offer services in Strategy and Consulting, Technology and Operations, and Interactive, all powered by the world's largest network ofAdvanced Technology and Intelligent Operations centers.

“Without hesitation, I can say our people deliver on the promise of technology and human ingenuity every day, giving their best to clients in more than 120 countries. We embrace the power of change to create value and shared success for our clients, our people, our shareholders, partners, and communities,” exclaims Laetitia.

Vision ForABright Future

Laetitia believes that we have entered the 4th industrial revolution and that significant and accelerated change will power the world. She wants to be at the forefront of this movement - a shaper of a better future rather than a passive actor. She loves this quote by Churchill: If you don't take change by the hand, it will take you by the throat.

She strongly claims thatAccenture is the best place to work and that's not only her biased opinion, the market agrees. It has an inspirational ethos and mantra: 'Let there be change'. Change is the only constant and it is what unites them all to be the best at what they do.

Julie Sweet, their CEO, is spearheading their transformation, and Laetitia exclaims that being on this journey with her is very exciting. The organization is about living a purpose. “How we infuse the crossroads of technology and human capability to deliver differentiated value to our clients is made possible only through the individuals here,” she says.

She believes that their talented people are what will carry them forward to

even greater success. She also believes they must keep investing in a diverse employee base, as the diversity of thought and experience is what will allowAccenture to thrive in an evolving society. She is committed to creating a vibrant and engaging community to help shape the paths of people, allowing them to see how important they are for the company's future.

Women Empowerment & Representation

Women represent more than half of the global population. They tend to be superstars at emotional intelligence, mastering versatility, and balancing various demands and needs.Asociety without the right level of women empowerment is a society that tends to be more divisive, power-hungry, and reactive, always firefighting. “We are essential in bringing more balance, openness, and harmony to our roles and we do it proactively – fact surveys and statistics tend to overlook,” says Laetitia.

Laetitia surrounds herself with a very diverse team in terms of gender, religion, social background, disabilities, age, and sexual orientation. She states that she knows her teammates well. “I know what they can bring at work but also what motivates them outside of the office. I also make time to see how junior staffers and new hires are getting on in my division. I recently created what I call #nofilter sessions for the 3,500 people aligned to Data &AI,” she adds. She invites all of them to book 20 minutes with her to discuss anything they like.

Authenticity is key in these sessions and Laetitia openly shares her struggles and her coping strategies. She creates a safe space for people to open up, to show her their true selves, and

let her help them navigate the workplace.Arecurring topic for working mothers is how to manage the guilt . She helps them find their ways and power in what others may see as quirks or vulnerabilities.

The ultimate recognition for Laetitia is the feedback she receives from members of her team and their clients. “It's often unexpected, coming out of the blue, and it's always appreciated. Knowing you're making a positive difference is such a great reward,” she exclaims.

ResponsibilitiesAs Managing Director

Laetitia, who defines herself as a visionary, is the lead forAccenture's Data &AI business for Europe, which means she's responsible for ensuring its strategic growth. Data is a key enabler for business growth and having the opportunity to lead the charge in this space is a phenomenal opportunity.

“I would say my days are far from regular. That's why I enjoy my work. Oscillating between client requests and the business the piece of work we're doing, means wearing multiple hats and constant multitasking. Every day is exciting,” she states. Laetitia thrives on the challenge of staying on top of market trends, innovating, and delivering leading-edge value to their clients is always on top of her mind.

Balance In Personal And Professional Life

Laetitia claims to be a very driven person and she is passionate about what she does. When she sets a goal for herself, she achieves it. That said, she states that she can't do it on her own. She has a fabulous support system. Her family understands the

demands she places on herself and gives her the space to operate. Similarly, she recognizes that getting the balance right for herself and them requires the right dynamic. They create a good space to thrive as a whole.

Secondly, she surrounds herself with very smart, capable individuals. They are people she trusts, people who challenge her, people who are better than her, people who complement her and each other. Laetitia tries to create an environment for them to flourish. They create a north star and vision of what they would like to achieve as a business and consistently celebrate their successes. Giving teams autonomy and recognition sparks productivity and collaboration. It fosters growth and helps achieve shared objectives.

“It's also not always about work; we have great programs encouraging wellbeing. People are not just a set of professional skills. We consider the whole person,” she says. In addition,Accenture provides a world of possibilities for reinvention. It's a great place for someone to define their space and their interest and drive their ambitions for growth. Laetitia states that when her team grows and is successful, so does the business. They strive to thrive together and that's how they keep raising the bar.

Pearls Of Wisdom For HerYounger Self &Aspiring Businesswomen

“I would give my younger self the gift of having more hope. Nothing is impossible if you put your mind to it. We are all humans, even the people at the very top of the career ladder. They are there because of their choices, their focus, their sacrifices, their hard work,” says Laetitia, “Where you come from may give you an advantage but it is not defining who you are. I'm proof of that,

the proud daughter of a single teen mum,” she further adds.

She now has a fantastic mix of international experience, she's made a wonderful family, and she's achieved things that amaze her every day. Laetitia believes in herself, in her abilities, and took opportunities that she created or that presented themselves.

Her message for aspiring businesswomen is - don't compromise on your values and interests. These become your framework and guide to

reaching your level of success. “In the end, what matters is to be passionate about what you're doing. Stop proving yourself and keep improving yourself; do it because it matters to you. The rewards and recognition will follow,” she adds.

Vidya Peters

Implementing smart payment solutions with Marqeta

Having simple and tailored payment solutions is often at the heart of innovative customer experiences. Building the capability to make custom and safe payments with the least amount of risk is the goal of every high growth tech company. Vidya Peters, CMO of Marqeta, is bringing to market the world of modern card payments. Marqeta has developed an innovative platform that puts the control of building cards in the hands of businesses looking to create innovative experiences for their customers and end-users. Marqeta uses openAPIs and modern developer-first technology to simplify the world of complex payments infrastructure. With deep experience in leading various functions of marketing including PR, design, corporate marketing, and demand generation at various

companies, she aims to transform complex technology into simple solutions to reach more businesses across industries.

The education

After completing the bachelor's degree in industrial engineering from Northwestern University, Vidya started her career at Bain & Company as a strategy consultant. She worked on a variety of strategy projects in Chicago, Bangkok, Singapore, Hong Kong and Mumbai. Subsequently, she returned to university to pursue a dual masters degree in Business and Public Administration from the Kellogg School of Management and Harvard Kennedy School.

Working her way to become CMO at Marqeta

After graduate school, Vidya started as anAssociate at Intuit and worked her way up to Director of Marketing. Over 7 years at Intuit, she worked across a variety of businesses including desktop and online software products in Intuit's small business division.As the Director of Markting for QuickBooks Online, she grew the subscriber base of the company's leading SaaS program by over 50%.

After Intuit, she joined MuleSoft as the Vice President of Corporate Marketing. She led in-house creative/design, web development, public relations, analyst relations and developer relations. She built a strong strategy and vision for the

corporate strategy team, and her role was subsequently expanded to include events, partner & training marketing, and talent marketing. Vidya helped lead a successful IPO for MuleSoft with a strong narrative for the company as a category creator and market disruptor.

Vidya was promoted to CMO at MuleSoft in 2017. She led the product marketing, demand generation, brand, corporate marketing, and field marketing functions, and scaled the team to over 100 marketers globally across NorthAmerica, SouthAmerica, Europe andAsia Pacific.

She has always been fascinated with disruptive technology that simplify complex infrastructure. Marqeta was doing exactly that in the financial technology industry. Historically, card products were standard in functionality and took ages to change. Marqeta has disrupted this entrenched industry with legacy technology and built a platform with openAPIs that allow any company to create very specific experiences for their customer, worker or vendor. Vidya is currently the CMO at Marqeta where she leads design, corporate marketing, demand generation, PR, and product marketing.

Role as CMO at Marqeta in transforming the future of money

Being the first modern card issuing platform, the company is redefining how money moves globally. Now every company can have full control

over the payments make to their constituencies without worrying about fraud.

Vidya says,"Afew large enterprises have historically dominated the financial services industry." However, in a technologyempowered world, every company, no matter small or large, is a contender in the industry.”

To change the card experience for companies, Marqeta developed a modern card issuing platform. The modern architecture allows for flexibility, a high degree of configurability, and accelerated product development, democratizing access to card issuing technology. Marqeta's openAPIs provide instant access to our highly scalable, cloudbased, and configurable payment infrastructure that enables companies to launch and manage their own card programs, issue cards to their customers or end users, and authorize and settle payments transactions.

The technology is complex and in largely unchartered territory.Acore part of the CMO's role is to make the technology more accessible and understandable to innovators who are not steeped in payments but know that card products are essential for their customer experience.

The power of team

Acore tenet of Vidya's management is to build a high performing team where collaboration is valued. “When you put the interests of the

customer first, and the company before yourself, you build a higher performing team that goes further.” And it's critical to ask for help – from colleagues, mentors and managers –there is deeper collective context and knowledge that is impossible to build alone.

And as the world has been working from home, the team realm has extended to the home. "You were never meant to do everything on your own. We support each other as we ebb and flow between work and family related work that all needs to get done when working from home." she adds.

In addition to the CMO responsibilities at Marqeta, Vidya Peters is a board member of InfluxData andApisero, an advisor at SnorkelAI and the Dutch Operator Exchange.

The face of Marqeta in future

Marqetea has issued over 270 million cards and just launched a new credit card issuing product that makes it a truly comprehensive platform. The company has over 500 employees and is certified to issue cards in 35 countries. With payments at the heart of some of the most disruptive companies in the world, Vidya Peters is thrilled to be a part of Marqeta and fuel the global money movement.

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