Issuu

EUROPE’S 10 MOST EMPOWERING BUSINESS LEADERS OF THE YEAR, 2025

DECEMBER 2025

www.cioviews.com

PRESIDENT EUD INTERNATIONAL FOUNDATION www.eudfoundation.info

AN ITALIAN

CIRO FERRARO

A GLOBAL DEVELOPMENT ARCHITECT WHO IS TRANSFORMING F O U N D AT I O N S I N T O E N G I N E S O F C H A N G E

Leadership that Moves a Continent Forward

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A new breed of entrepreneurs has emerged across Europe who believe in how they change norms and provide clarity to create real progress. These individuals take their companies through changing marketplace dynamics with a steady mix of resilience, strategy, and foresight. One defining characteristic of these leaders is their ability to provide purpose while being agile as the world becomes increasingly interconnected. The decisions these leaders make will impact not just their own businesses, but also the entire European business ecosystem. They will lead their companies in developing innovative products, tools, and processes, as well as in building diverse teams and creating a culture of trust and accountability within their companies. The results of their efforts will show in the manner and methods these leaders use to develop staff, as well as in the way that they enable companies to develop and maintain a culture of innovation, embrace change, and develop new standards of excellence. As Europe continues to grow and change, these leaders will be the ones who will provide guidance for those industries that are seeking to adapt. At CIO Views, we honor these empowering leaders by dedicating this issue titled “Europe's 10 Most Empowering Business Leaders of the Year, 2025” to them. Featuring as the cover story, we have covered the successful & motivating journey of Ciro Ferraro, President of Eud International Foundation. We have also included the inspiring stories of Jane Stevensen, Founding Director of JS Global; Saša Marinković, Owner & CEO of PEOPLE FOCUS doo; Vincent Schoeters, Managing Partner at Legile; Dennis Lundquist, Managing Director and Partner at Qap Legal; Ekaterina Petrova, Managing Director of GenerationS; Jeff Johnson, President of Summit Point Training Facility; Marcel Velica, Senior Security Program Manager at Eventbrite; Jens Mittendorf, Managing Director at DEHAS MEDICAL SYSTEMS GMBH; Maria José Amich, Executive Director at The Lisbon MBA Católica. CIO Views 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 source of information dedicated to providing our readers with detailed perspectives and views of successful business leaders who are transforming the business outlook and redefining their goals. With exclusive editions on various industries like software, education, healthcare, technology, real estate, and many more, CIO Views is driven to promote excellence in the world of business. Happy Reading!

Mousmi

Mousmi N.

COVER STORY

10.

Ciro Ferraro

CONTENTS

24. Jane Stevensen 28. Saša Marinković 34. Vincent Schoeters 38.

Dennis Lundquist

44. Ekaterina Petrova

48.

Jeff Johnson

54.

Marcel Velica

58.

Jens Mittendorf

62.

Maria José Amich

PRESIDENT EUD INTERNATIONAL FOUNDATION

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C OV E R X STO RY

AN ITALIAN

CIRO FERRARO

A GLOBAL DEVELOPMENT ARCHITECT WHO IS TRANSFORMING F O U N D AT I O N S I N T O E N G I N E S OF CHANGE

www.eudfoundation.info

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The international foundation sector has become one of the most dynamic arenas of global development, shaped by growing expectations around sustainability, responsible governance, and long-term social impact. In this quickly evolving landscape, only a few leaders succeed in reshaping not just the work of their organizations but the very purpose of the sector itself. Among those voices is Ciro Ferraro, a gure who has steadily emerged as one of the most forward-thinking architects of modern social development.

Ciro's introduction to this world began with his ﬁnancial leadership inside the foundation. Years spent overseeing complex international projects helped him understand the disparities that hold communities back, along with the transformative potential of collaboration. His exposure to global development challenges shaped the model he would later create: a practical framework known as social capitalism. Through this approach, he positioned economic value and social good not as opposing goals, but as

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mutually reinforcing drivers capable of creating long-term, inclusive prosperity. His commitment to community empowerment is equally central to his work. Through initiatives that focus on skills development, project participation, and shared growth, he encourages people to become active contributors rather than passive beneﬁciaries. This philosophy is reﬂected in the Eud Academy, a platform dedicated to training and

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The Honduras experience became a defining moment. It showed him that social transformation and economic growth could coexist within the same structure. At that point, he saw the presidency not as a status but as a tool to pursue a larger mission. His belief that leadership must inspire, include, and innovate shaped his transition into the role. With international partnerships multiplying and initiatives such as Eud Academy gaining traction, he recognized that the foundation needed a guiding vision powerful enough to scale globally. According to Ciro, true leadership is understanding that simply leading is not enough. Inspiration fuels collective progress. Responsibilities That Shape a Global Vision As President of Eud International Foundation C.I.C., Ciro oversees a structure that spans multiple countries and operational models. His daily work is centered around four critical responsibilities that keep the organization aligned with its mission to create shared value through social inclusion and sustainable development. Setting and Safeguarding the Strategic Direction mentorship, and in initiatives that promote environmental care and sustainability, including large-scale reforestation efforts. A Turning Point That Redefined His Path Ciro's rise to the presidency of Eud International Foundation C.I.C. did not happen by chance. It grew out of a moment that changed his

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understanding of what global development could look like. During his tenure as CFO, he spearheaded high-impact projects, including a landmark cooperation agreement with the Government of Honduras aimed at expanding education, social housing, and cultural advancement. This initiative revealed the potential of a development model rooted in social capitalism, a concept Ciro had studied and nurtured for years.

He ensures every project reﬂects the foundation's long-term vision. This means transforming ideas into operational plans and measurable outcomes that demonstrate real progress in people's lives and in regional development. Governance and Ethical Compliance Transparency is a non-negotiable principle for Ciro. He oversees regulatory compliance across

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jurisdictions and reinforces ethical management systems that protect both funds and partnerships. Integrity, in his view, is the backbone of sustainable progress. Building Global Partnerships He works closely with governments, international institutions, and responsible investors. These alliances make it possible to expand education initiatives, reforestation programs, social housing projects, and more. Ciro has positioned the foundation as a reliable partner for countries seeking inclusive development strategies.

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Measuring Impact and Encouraging Innovation Accountability drives the organization forward. Ciro monitors social ROI, emissions reduction, training outcomes, and other key indicators. He also nurtures innovation through initiatives like Eud Academy and the co-ownership project model, both designed to elevate communities from within. His commitment to this mission has placed him among the most inﬂuential entrepreneurs in Europe and has contributed to the global recognition of his pioneering approach: a business model built entirely around social capitalism. Finding Balance Between Global Responsibilities and Personal Life Leading an international foundation often demands long days and constant decision-making, and Ciro meets these challenges with a structured approach grounded in discipline and clarity. In building and implementing international projects

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with high social impact and in leading others toward success, he believes that ethics, transparency, and positive, computational thinking are essential. Delegating with Purpose He surrounds himself with a trusted group of executives, allowing him to focus on strategy rather than micromanagement. Decision-making frameworks are clearly deﬁned, which keeps the organization agile and cohesive. Planning That Protects Personal Time He uses time-management systems that separate professional tasks from personal commitments. Sports, reading, and time dedicated to his family are not luxuries but essential parts of his strategy for sustained leadership.

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Living a Mission That Matches His Values The principles guiding the foundation mirror his own. This alignment reduces the separation between work and personal life, allowing purpose to become a source of energy rather than pressure. Projects with social impact motivate him deeply, creating a meaningful balance between duty and identity. Smart Use of Technology Digital platforms allow him to stay connected without being physically present everywhere. Hybrid work styles help him maintain eﬃciency while reducing unnecessary stress. Ciro often remarks that the key is not to do everything, but to do what matters and to do it well. His

mornings begin with reading and reﬂection, a ritual that keeps his thinking sharp and imaginative. A Personal Deﬁnition of Success Ciro believes success has little to do with titles or the number of projects completed. He measures it through people: the students who gain access to education, the communities that grow stronger, and the individuals who discover new skills and autonomy. For him, true leadership creates value that lasts, visible in projects that continue to thrive even without his direct involvement, as demonstrated by the foundation's model of social capitalism. Integrity also shapes his vision, since reputation, in his view, comes from consistency between words and actions, especially in a world where misinformation is common. He

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considers well-being a non-negotiable element of leadership and sees a clear mind and a motivated team as essential to sustainable progress. Success, to Ciro, is ultimately defined by ideas that uplift communities, inspire new standards, and generate long-term value rooted in transparency, ethics, and respect for people and the planet. A Challenge That Tested His Vision Among the many hurdles that shaped Ciro's journey as President, one stands out as a defining test of his leadership. As the foundation expanded into regions such as Honduras, Mexico, and several African nations, the ambition was profound. The goal was to reduce poverty, strengthen education, improve social housing, and build public-private partnerships capable of lifting entire communities. The real difficulty lay in navigating cultural differences, complex regulations, and unpredictable economic conditions. Resources were limited, but expectations were high. Ciro approached this challenge with three decisive strategies. He built alliances with local governments, including a pivotal memorandum of understanding with the Government of Honduras. He introduced a new governance model rooted in the principles of social capitalism, a framework that made it possible to attract ethical investors during uncertain times. He also elevated transparency and communication, strengthening the foundation's credibility as a global integrator of social and economic development. His belief that adversity can become a source of innovation helped transform a moment of strain into a catalyst for growth.

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An Evolving Philosophy of Leadership Ciro's leadership philosophy has undergone significant transformation throughout his career. In the early years, shaped by his background in finance, he focused on performance, efficiency, and technical precision. Leadership meant making fast decisions and maintaining strict control. Experience in international environments broadened his perspective. Over time, he saw that meaningful change comes from inclusion and shared purpose. People give their best when they feel connected to a mission. His leadership gradually shifted from directing to enabling, fostering a culture where individuals could grow, innovate, and take ownership. Today his philosophy rests on three pillars. The first is a shared vision that aligns every decision with the foundation's mission and is understood by all stakeholders. The second is empowerment, which means placing trust in people, giving them the tools to develop, and supporting their autonomy. The third is moral integrity, which guides decisions to respect both people and the planet and create long-term value. A Landmark Achievement That Redefined His Leadership Among Ciro's many accomplishments, one milestone has had an extraordinary influence on his identity as a leader. The creation and implementation of the social capitalism model marked a turning point both for him and for the foundation. It evolved from a theoretical idea into a functioning

economic-financial system that guided the organization through the global turbulence of the COVID-19 pandemic. This model attracted ethical investors at a time when financial uncertainty dominated global markets. It enabled the foundation to launch sustainable projects with measurable impact, including a social ROI of 2.8 euros for every euro invested. It also allowed Eud Academy to train more than 5,000 people, providing skills that created real professional pathways. The success of this model demonstrated that social impact and financial sustainability are not opposing forces. They can advance together with the right structure and the right leadership. Inspiring the Next Generation of Leaders Ciro's aspiration extends beyond organizational achievements. He aims to build a legacy that teaches future leaders how innovation, ethics, and economic strength can coexist without compromise. He hopes young innovators and changemakers will adopt three core principles in their journey. He believes leadership should be viewed as a service, placing people and the planet at the center. He encourages courage in difficult times, seeing global challenges as opportunities to create solutions that benefit others. He also hopes that sustainability becomes a strategic pillar for future decision-makers, not an optional consideration. Through the foundation's initiatives, he wants young leaders to discover that impact does not begin with power but with purpose.

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Innovation and Collaboration as Drivers of Change Ciro considers innovation and collaboration to be inseparable forces behind global progress. Within the foundation, innovation does not refer only to technology. It involves reimagining economic and social structures to produce shared value. This is the philosophy that led to the creation of social capitalism, the cornerstone of the foundation's development model. Collaboration is what gives innovation the capacity to grow. Ciro has built a network of governmental, corporate, and community partners, each contributing expertise and resources. This approach has enabled programs such as Earth's Call and Eud Academy to reach thousands of people. His belief is simple: innovation plants the seed, collaboration helps that seed take root and ﬂourish.

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A Lesson That Changed His Understanding of Leadership Ciro often recalls the moment when his understanding of leadership fundamentally changed. During the early phase of the foundation's international expansion, which coincided with the global instability of the COVID-19 pandemic, he realized that control was not sustainable. Complexity demanded teamwork. At that point, he learned to trust others, delegate responsibilities, and build alliances that would strengthen the organization. The lesson became a cornerstone of his leadership. Trust must be extended before it is demanded. Human capital must be treated as the foundation's

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most valuable resource. Integrity must remain consistent, even when decisions are diﬃcult. He believes leadership is an act of responsibility that looks beyond personal success to the development of others and the creation of opportunities for future generations.

personal growth through continuous learning and communication skills. He highlights the importance of forging partnerships with governments, businesses, and communities, noting that transformative change is always a collective eﬀort.

Guidance for Rising Professionals in the Nonproﬁt World

He emphasizes the need to measure outcomes rather than intentions, using social, environmental, and economic indicators to demonstrate real results. Above all, he urges resilience and integrity, reminding emerging leaders that values must guide decisions, even when challenges intensify. His message is that true leadership is deﬁned by the value created for others.

Ciro oﬀers practical advice for young professionals who aspire to lead within international foundations or nonproﬁt organizations. He encourages them to cultivate an authentic vision built on a clear understanding of the problem they hope to solve. He advises investing in

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Foundations in the Future European Landscape In Ciro's view, international foundations will play a more strategic role in Europe over the coming decade. Their inﬂuence will expand across borders, supported by a growing number of organizations capable of operating transnationally. With assets surpassing one trillion euros and disbursements that rival American philanthropy, European foundations will increasingly shape public policy and societal development. Digital transformation will become essential, with new technologies streamlining fund management, improving impact assessment, and strengthening transparency. Sustainability will take center stage as

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foundations play a crucial role in advancing the Sustainable Development Goals. Ciro sees signiﬁcant potential in areas such as energy transition, reforestation, and social inclusion. He points to the foundation's own initiatives such as Earth's Call for reforestation, and the House of Children, Angiolino Pigiamino, and Smart Fun programs for social integration as examples of meaningful progress. He emphasizes that the construction and implementation of projects and plants for sustainable energy production must be carried out responsibly, without damaging the planet's subsoil, which he views as a shared heritage of the global community of all living beings. This, he believes, is the real global challenge of sustainability in the

ecological and environmental transition of energy production. Today, the foundation, together with its collaborators, partners, and highly qualified cultural and engineering professionals dedicated to this sector, already has three plants designed and under construction. He also anticipates a modernized regulatory framework in Europe, enabling easier cross-border collaboration and establishing a unified public benefit label. Foundations will play an increasing role in social diplomacy, partnering with governments to address migration, climate change, health challenges, and community development.

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FOUNDING DIRECTOR JS GLOBAL

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JANE STEVENSEN A L E A D E R W I T H A N U N S U R PA S S A B L E RECORD IN SUPPORTING BUSINESSES IN T H E I R S U S TA I N A B I L I T Y J O U R N E Y

uccess is different for everyone. Whether it's achieving accomplishments in building a thriving business, academic prowess, public recognition, financial gain, bringing up a family, playing a musical instrument, cooking something delicious, whatever form it takes, for Jane Stevensen, Founding Director of JS Global Advisory, success comes from following a passion and striving to make a difference – and not just for her individually but for the people and the issues that matter to her. Leading A Company To Success Is Not An Easy Road To Take Jane's career has taken her from the world of international oil & gas exploration to advising global organisations on environmental risk and opportunity, governance, climate strategy, and engagement across the whole spectrum of ESG. Jane's working environment has ranged from the

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oil rigs of the North Sea, the rare Jarrah Forest of Western Australia, the rainforest of Papua New Guinea, to the Apennine Mountain home of the European Brown bear. Many of these places comprise fragile ecosystems with enormous environmental challenges, which led her ultimately to set up her own business. Working in such beautiful and extraordinary locations, and with her underlying love of the natural world, a passion since Jane was a small child, led her to a clear understanding that the planet is a stakeholder in all operational activity, and through the amazing people she met and the teams she led, developed her belief that business has the potential to be a real force for good. “My journey has taken me through a route encompassing international business, commerce, academia, and the third sector. I have gained insight and experience from the oil & gas industry, academic institutions, management consultancy, ﬁnancial services, and inﬂuential

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climate NGOs, eventually leading me to set up JS Global Advisory in 2018”. After a long career in the commercial world, Jane grasped the opportunity to spend time in the NGO sector for four years leading up to that point in 2018. Jane was able to draw on over 20 years of experience in senior roles with leading organisations, building on expertise in creating global engagement programs and developing sustainability-driven strategies. She gained extensive international speaking experience as chair, moderator, and panellist at global events including the UN Climate Conferences most recently at COP 26 in Glasgow in November 2021, at the annual World Economic Forum meetings, the UNCTAD World Investment Forum meetings, the UN Environment Programme, New York Climate Week, and the Global Sustainable Innovation Forum events. Jane is also an advisor to a global consortium on planetary re-greening and re-balancing the carbon budget. This group is comprised of senior business leaders, high net worth individuals, academics, and policy experts, working towards developing a new framework for understanding climate change, and addressing six action areas for implementation. Challenges Make You Stronger When Jane started her career in the Oil industry, there were very few women in the professional world she was inhabiting, and being the lone woman was something she became very used to. There were many occasions when that could have been diﬃcult, but she states she has a deﬁnite “glass-half-full” approach to life and has always loved a challenge. “My years in the Oil industry

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provided me with the opportunity to build real resilience and strength – when working on location there's no HR department to ask questions of, and no time to ask them anyway – you have to deal with the situation as it arises. I believe that, as a woman in those situations, the combination of professionalism and clear understanding of the requirements of the working environment, together with a strong degree of empathy and understanding creates a powerful recipe for success,” she explains.

the mega-trends aﬀecting our planet and society.

Jane's decision to move from the commercial world to the non-proﬁt third sector could be viewed in some ways as a roadblocking moment in a successful corporate career, but she would call it a major milestone, and a decision that in many ways was a leap of faith. She viewed this as an unprecedented opportunity to work with people whose passion for the planet resonated with her own, without the pressure of shareholder returns, and by doing so she was able to eﬀectively contribute towards achieving the critical changes the world needs in addressing climate change.

Staying Abreast In A Competitive Industry

JS Global Advisory And Its Services JS Global Advisory works across sectors and brings particular knowledge, insight, expertise, and understanding of the natural resources and energy industries – often called the “hard-to-abate” sectors. Their approach to sustainability consulting and climate change strategy and engagement is built on a unique understanding of the diverse perspectives that inﬂuence the way governments, businesses and ﬁnancial market participants address

The key areas of focus for clients consist of: Engagement programs, sustainability strategy, TCFD advisory – implementing the recommendations of the Taskforce for Climate-related Financial Disclosures, and ESG services – providing a full service Environmental, Social, and Governance advisory capability.

The JS Global clientele ranges from global FTSE 250 companies to small independents. Climate change and the need for a sustainable business strategy affect every business and everyone in it. From the initial launch of JS Global, Jane has built strong relationships with other major advisory organisations, and they now have working partnerships with several firms including one of the WPP Group of communications agencies, one of the world's topranking global energy, research and data firms, and a highly respected and influential London and New Yorkbased financial communications and reputation management consultancy. The vision of JS Global in the next five years is to be able to provide the toolkit for businesses, regardless of sector or size, to address both the risks and opportunities of climate change and be part of the global solution. Moreover, they want to be able to inspire organizations to believe they really can do it and radically increase ambition to achieve much greater targets than they thought possible.

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Inﬂuencing Change As A Woman In Leadership “Part of being successful for me is being able to contribute to a wider community and give time, insight, and support to younger people. Mentoring, supporting and listening, passing on knowledge and understanding is an essential part of how I live my life,” says Jane. She is a mentor for two fantastic initiatives supporting young women – 'INSEAD IW50' and 'Inspiring the Future'. She completed her MBA at INSEAD, the international business school headquartered in Fontainebleau, France, and jumped at the chance to be a mentor on their IW50 program, established in 2017 on the 50th anniversary of women joining the MBA program. Inspiring the Future is an incredible UK-based charity that matches volunteer mentors with schools, to give the students opportunities to hear from people from across the professional world and boost their motivation, attainment and prospects. The programme is particularly targeted on working with schools in underprivileged communities to inspire the future generation. Jane's Life Before JS Global Advisory Before establishing the JS Global Advisory business, Jane was combining the challenges of working life with family life. She was building her career, and became a Director of a major Environmental Management Consultancy when she was expecting her ﬁrst child, and continued to work - sometimes part-time - as her family grew. She took some time out from the business world when her three sons were small, went into academia for a while as a Course Director for

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the University of Cambridge, becoming involved in the development of CISL, the Cambridge Institute for Sustainability Leadership. Throughout all of this, her family has been the most important part of the equation. “To be able to do this requires a huge amount of planning and prioritisation, a lot of help and back-up, and right at the top of the list, it's vital to keep hold of your sense of humour!” The start of Jane's career was dominated by travel and adventure. Joining the international oil industry opened up a world of new and exciting environments, and a need to be self-sufficient and able to think on your feet. Plus the occasional frisson of danger and no idea how things were going to turn out. She declares that she wouldn't have wanted it any other way. Jane states, “Since establishing JS Global Advisory, it is enormously gratifying - and rather humbling - to find myself regularly invited to speak and participate at major world events, most recently for example at COP26, and recognised as a voice to be listened to, addressing the climatechange-related challenges the world faces,” She has spent almost all of her working life focused on this. “To see so much engagement now with these complex issues from business, industry, governments and institutions alike – although we have an enormous challenge ahead of us to address global warming – is incredible,” she adds. Balance In Personal And Professional Life As Founding Director, Jane, who defines herself as an Optimist, says that the business reflects her style and

approach. She is collaborative, she likes to listen to all viewpoints, and determine the facts, but also the nuances and opinions of all the parties involved. The business is now a partnership, and her co-directors are involved in all the key decisions and client engagement. As the world is beginning to emerge from the Covid-19 pandemic, our ways of working are starting to go through another period of change as we begin to get back into oﬃces and public spaces. Jane is an early riser, a lark not an owl. The morning is spent checking the emails, working on client pitches, and responding to requests. She has a daily morning Zoom call with her senior business partner where they touch base on what's needed for the day, review new opportunities, discuss the current projects, and generally catch up. She takes a break and if she can she gets out into the fresh air and takes her dog for a walk. Then back to her desk for the afternoon, often with client calls and reviews. Jane enjoys cooking, and dinner is usually around her kitchen table with whoever is at home from her family. She is looking forward to getting back to the theatre and opera which she loves, and supporting the arts again. Work-life balance is always a real challenge, and although the pandemic has been devastating for the world in many ways, Jane thinks it has shown us new ways to work and create a more realistic and healthier approach to managing our time. Spending unnecessary hours travelling is something we should be avoiding – for our health and well-being, and it reduces our carbon footprint so it's good for the planet too. Jane claims to be a perfectionist, and second-best simply doesn't cut it for her.

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OWNER & CEO PEOPLE FOCUS DOO

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SAŠA MARINKOVIĆ A B U O YA N T A N D S U C C E S S F U L LY ENTREPRENEUR FOCUSED ON BUILDING STRONG AND INCLUSIVE BUSINESS TEAMS

usiness Development Specialist, Saša Marinković has more than 20 years of experience as Managing Director in fiveplus companies in Serbia and Romania. Saša is an expert in establishing foreign companies in the fields such as IT, Real Estate, Agriculture, Sports, and leading the sectors of HR, administration, and finance. He is the Owner & CEO of PEOPLE FOCUS doo; a company that mostly focuses on the IT and software industries, but their work reaches beyond just that, enabling them to help clients make a mark in whatever industry they might be in.

recruitment company in a short time, with additional support that can be a very good business development partner for any company combined with big experience and young professionals from diﬀerent educational backgrounds.

PEOPLE FOCUS and its growth under Saša's exclusive leadership

Their main focus is to work with clients with whom they have a good mutual understanding and good communication. “This makes our life easier and all sides are more satisﬁed. Connecting good and right people with good companies is our passion,” states Saša.

PEOPLE FOCUS is still a young start-up company, founded in August of 2021. Even though they are such a young company, they managed to be recognized as a good IT

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As a recruiting company, PEOPLE FOCUS is more focused on clients from the DACH region, because of Saša's Austrian background and as a German native speaker, but they are also dealing with clients from other countries like France and Britain.

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Success is the ability to do what you love and while maintaining balance in life If you are in a position of choosing the clients you want to work with, your team, the partners, all the people you cooperate with and also have your time under control to do most of the things you like without having the feeling that you are working at all, then you may say you have become a successful leader in your area of expertise, and Saša proudly says, “I am lucky I am almost at this point in my career.” In this situation, you will also have a good work-life balance. Therefore, everyone should focus more on people and choose the right people to work with. In order for Saša to select a person he looks for 3 traits: 1.

to have great energy and passion for what they do and to be a trustworthy person.

to be a proven professional in the area she/he is involved in or that she/he has the potential to be one of the best in their area of expertise and to be interested in expanding their knowledge when needed.

to be capable to teach others and also be taught, for sharing knowledge is the highest form of creative connection on the road to sustainable mutual success.

Challenges make you wiser and help you grow Saša claims that his whole life has been accompanied by great challenges, starting from his birth. He believes that challenges, even if they make our

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work more difficult, are necessary elements of individual growth and bring out our true potential. In today's environment the earlier you start to cope with challenges the better you are capable to deal with new challenges. “I would like to point out a major challenge I faced when I was 27 years old. It was the end of 1999 and I had just moved from Vienna to Serbia. I started almost from scratch (with no contacts in Serbia) to deal with big challenges and to do business development for different businesses in parallel,” says Saša. One of the specific challenges he focused particularly on was solving a lack of talent in the IT industry. To expand the IT talent pool, he supported innovative solutions created by startups. The three most successful ones specialized in conducting IT specialization and requalification training and developing an online tool for testing job candidates. This has become one of the best apps in the world in this category where People Focus is also a Sales representative. Achievements and recognition received as a talent acquisition leader Saša has a great passion in playing key roles in assembling winning teams for various projects where he connects and brings together people from different fields. He had that chance in his previous work experience where he developed and led multiple successful projects from different fields in parallel at the same time, but most of all he had a passion in somehow bringing people together from Serbia and the region and connecting them to Austria, where the end result was successful and everyone was satisfied, which was not an easy task but he

states it was so fulfilling for he finds inspiration in creating a win-win situation. The importance of a team is best described by Steve Jobs who used to say – Great things in business are never done by one person. They're done by a team of people. And that is something I always have in my mind. Personally, Saša finds gratitude and satisfaction in occasions when the employees or people that he worked with on a project told him that they liked to come to work because of the people in the team, that this was the key factor that motivates them to work where they have found a mutual purpose a friendly environment to grow that moves them way beyond the monthly paycheck. “As a leader there is a need to create a good team which is capable of organizing and reorganizing themselves for different things that pop up in a working day in order to achieve success in any field, and when that is achieved, then there is no better recognition for me than knowing I have assembled a functioning “selfsustaining” team that didn't fail,” states Saša. It is like in sports teams. As a leader you have to select the right people and put them together but you have to do this often smoothly, and sometimes you will choose the wrong people, it happens and it is normal, but you have to react very fast and choose the right ones for every position you need in your team, then you need to also give your team time to adapt and to learn to work together. “As a leader your main task and goal is to be the team support in reaching the defined goals,” he says. Life before and after becoming CEO of PEOPLE FOCUS

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Born in Vienna, Saša lived and worked in Vienna until the end of 1999, when he moved to Serbia. He started his career in Vienna in 1994 with parttime jobs, for instance, Hewlett Packard in the credit & finance department for Eastern Europe. Also, for over three years, he worked as a technical support team lead at Netway, one of the first Internet Providers in Austria (founded by Raiffeisen Group). In 2000 Saša accepted a job offer to move to Serbia to re-establish an Austrian company, Teletrader Beograd, in which he remained a managing director for the next 21 years. Teletrader was one of the first IT companies in Serbia that he developed from its inception to a business that now employs over 150 employees. He also managed another smaller IT company, a subsidiary of SUPERFUND for over 15 years. He was also the representative for Sports Sponsoring of the Austrian investment fund SUPERFUND in Serbia. Another domain of Saša's expertise was agriculture business development. Two companies he established and managed for more than ten years in this domain were Bio Farma d.o.o. in Serbia (Organic Production) and Agrimir în Timișoara, Romania. Another complex challenge was from 2017 to 2021 where he ran a complete engineering reconstruction project of an 800m2 office space (two floors), the undertaking of Teletrader Real Estate. Saša, who defines himself as a 'peopleoriented' person states that his passion is playing a key role in selecting the right people for every project, connecting people and therefore supporting businesses to reach their

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goals. To create a win-win-win situation.

your personal and professional life,” says Saša.

Saša's motto is a saying that you don't build a business – you build people. And then people build the business.

If you treat every employee as a human being with the respect and acknowledgment they deserve while also apologizing for any mistakes made and allowing your employees to be open with you and express their opinions freely on a regular basis, then you will have your employees motivated.

As owner and CEO of PEOPLE FOCUS Saša's responsibilities include a wide range of tasks focused on managing the company's overall operations and resources. Starting with finances, administration and legal work and ending with sales or finding good clients. He is consistent with what he does and the way he does it. Focused on building teams and making people he works with feel valued, included, and motivated in their work. Plans for the future of PEOPLE FOCUS The future plan for PEOPLE FOCUS is to become the No. 1 company in Serbia and the surrounding region in the IT recruitment area and in becoming a long-term partner for companies from German speaking countries like Austria, Germany and Switzerland. Saša states that he has achieved most of the dreams he put on paper when he was 23, but not all of them. “There are a few more I would like to fulfill, hopefully, by this time next year to accompany my 50th birthday celebration,” he exclaims. Staying motivated to maintain a balance in life

Also, to offer customized benefits for your team, the company needs to focus on what is important for the employee and not be only focused on what other companies are doing, i.e. to customize benefits with the personal needs of employees. Each and every company needs a different approach with their employees depending on both the company and the employee needs and capacities. “I can personally say I am mostly motivated when my clients and employees are equally satisfied in reaching the mutual goals,” Saša states. Saša's message to aspiring entrepreneurs is: you should always be fully focused on your goals and should always find the time to find the right people that you can count on. A good team and partners you can trust give you peace and mind space to concentrate fully on business and private matters. If you make a mistake in choosing the wrong people you can still do the right things eventually, but you will lose a lot of energy, opportunities and more. So be wise in your choices.

“Focus on working with the right people (in a company that has an understanding for work-life balance) gives you a chance to be successful in this mission to maintain balance in

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MANAGING PARTNER LEGILE

34 | DECEMBER 2025

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VINCENT SCHOETERS A HARDWORKING LEADER DETERMINED TO MAKE L E G I S L AT I O N A C C E S S I B L E T H R O U G H S M A R T E R USE OF TECHNOLOGY

s a legal professional and inspiring leader, Vincent Schoeters, Managing Partner at LEGILE, aims to change the legal industry by providing alternative, smart and more agile ways to do legal work.

The beginning of Vincent's professional journey

Vincent hopes to inspire the next gen of legal professionals, his team members, stakeholders, clients and even their biggest critics to work smarter.

In the last years of his private practice, he was increasingly involved in digitalization projects in order to organize his own practice more eﬃciently (e.g., for onboarding new clients) and also increase the client's experience by creating a platform which grants them interconnected insights in their digital ﬁles but also empowers them in terms of document management, legal entity management, and document automation.

Vincent's idea of success is dual: Ÿ

Make legislation accessible by means of technology; and

Help future legal professionals embrace the technological progress in legal and compliance services.

By doing so, he believes that access to legal support will eventually become a commodity.

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For more than 10 years, Vincent was an M&A lawyer at one of the leading ﬁrms in the Benelux.

“This might have been the start with Legile and now we see that it grows bigger by changing the way legal services are and will be delivered,” Vincent says. Valuable lessons Vincent has learned and implemented as an entrepreneur

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Schoeters notices that: “There are three dominating problems faced by legal counsels and compliance oﬃcers: Ÿ

The need to accommodate various factors that aﬀect the business;

European firms, specifically smaller ones, already weakened by the COVID-19 crisis, are struggling today to recover since the Ukraine war began, with the inflation estimation ratcheting up. My question here: who knows what the future holds? The reality is ever-changing, and each episode brings different challenges that demand certain agility in adapting new solutions. Ÿ

The higher complexity of the regulatory framework; (speciﬁcally in companies with a data-driven business model and/or businesses whose core activities process a lot of (personal) data)

I consider that compliance is a journey with different pitstops. The first, and hardest being when the business implements a new regulation. At this stage, legal counsels and compliance officers have to do their own homework to understand the regulation and its requirements and apply it within the context of the business's industry. The second pitstop, although not as burdensome as the first, consists of maintaining this level of compliance, which may involve investing in new technologies, staying ahead of the regulative updates, and staying on the safe side of regulatory inspections. Of course, outsourcing your compliance work would be ideal, but is it really an option for small and micro businesses?

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Lack of resources;

Without sufficient funds and resources, accommodating various factors of the market, or attaining high levels of compliance will seem like an impossible task. The solution? As a legal counsel myself, with a decade of experience within the Big 4 consultancy groups in the market, I saw in the traditional outsourcing legal services, a onedimensional vision that does not fit all business models. An agile management methodology is called for to stay ahead of the increasing demand and accommodate changes in the operations of the teams accordingly. And that's how the idea of LEGILE sparked to life. It represents the perfect fusion between Agile Methodologies and Legal workflows, offering: Ÿ

Staﬃng and interim management

Outsourcing of certain legal/compliance work streams (such as privacy management, procurement contract automation and management); and

Automation (whether tailored end-to-end legal process design/automation or implementation of oﬀ-the-shelf tooling).”

An agile management methodology is called for to stay ahead of the increasing demand and accommodate changes in the operations of the teams accordingly. And that's how the idea of LEGILE sparked to life. It represents the perfect fusion between Agile Methodologies and Legal workﬂows

Schoeters, alongside a multidisciplinary team of legal experts, curated a solution for each of these mentioned issues which he prefers to address as 'opportunities to enhance their legal and compliance operations': Ÿ

Spikes in workload can be covered by their legal staﬃng and interim management solutions,

Workflows the legal/compliance team doesn't feel a fit with or lacks expertise in, can be outsourced and taken care of by means of their different managed service modules (such as DPOaaS, Contract Management aaS, Legal team on demand); and

Processes that are repetitive, represent a certain volume of work, and require too much manual interventions, can be automated by their development or implementation teams.

Employee Testimony Legal Engineer Lennert Govaerts, working on a legal digital transformation project for one of the leading healthcare groups in the region states that “Our work revolves around helping the legal department get up-tospeed with other business units of the company, and technology goes a long way helping us achieve that result. However, as the needs of the business keep changing, implementing agile methodologies in the way we operate promotes the continuous iteration of development and testing throughout the software development lifecycle of the project.”

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Responsibilities as Managing Partner at LEGILE Vincent is the founder and managing partner at LEGILE. His scope of work includes maintaining positive client relationships and driving the business development aspects of the company. “It is the thrill of creating new business opportunities every day that makes me love what I do. In my opinion, a managing partner's top priority should be to shape and inspire: Ÿ

By shape, I mean to identify the business's true potential and bring it to life by strategically shaping the vision of the company in a way that answers the market's top needs and ensuring excellence in all client interactions. By inspire, I mean to employ innovative technology and bring signiﬁcant thought leadership to consult on complicated issues in order to get the best-in-class outcome.”

Schoeters' vision is to make the legislation accessible through technology, and LEGILE is doing just that. make the legislation accessible through technology The growth of LEGILE under Vincent's leadership LEGILE was launched exactly 2 months before the ﬁrst lockdown in Belgium. “You can imagine that this was not the most preferable economic climate, but nonetheless we succeeded in quickly adapting to the new ways of collaboration 'from home',” says Schoeters.

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“As an upscale, we try to give every team member (and not only management) his/her own skin in the game, allowing them to have the freedom to run their own projects and come up with new ideas to better serve their clients. We stay away from micro-management by stimulating our employees' entrepreneurial spirit. By doing so we guide them to lead by their own personal values to create trustworthy and timeless bonds with clients, and that's what LEGILE is all about!” Vincent adds that he sincerely trusts that everyone has good ideas and those ideas simply need to be discovered. “We stay away from micromanagement by stimulating our employees' entrepreneurial spirit. By doing so we guide them to lead by their own personal values to create trustworthy and timeless bonds with clients, and that's what LEGILE is all about!” Maintaining a work-life balance as a legal professional “I love my job, however, I also prioritise family moments, and that's why I am committed to providing an environment that endorses a healthy work-life balance for me and my employees”, states Schoeters. Vincent adds that the best way to achieve a balance at work and personal life and boost productivity levels is by enjoying both equally. “and that is what we aim to achieve!” “I believe that the development of a company lies within the collective development of the team!”

importance to employee selfdevelopment and flexible working hours. We thought out a system that encourages each employee in developing his/her soft skills, culture and well-being. Small example: LEGILE organizes yearly trips and monthly team events that aim to reinforce team bonds and increase communication and motivation. They also encourage their employees financially to take up selfdevelopment courses and participate in conferences that can boost their expertise, and hence, the expertise of LEGILE. “I believe that the development of a company lies within the collective development of the team!” Future plans for LEGILE Schoeters strongly feels that LEGILE is just at the beginning of something bigger. “I am confident that by collaborating with us, legal professionals will become masters of their daily practice (again), by creating more time for strategic and intellectually triggering work instead of repetitive low-value tasks.” Apart from that, he says that they want to create more awareness and inspire young professionals enabling them to integrate technology into their future practices. “However, the above still requires some 'evangelism work',” states Schoeters.

“If we can make work time more enjoyable, we will do it! And that's why we attribute a great deal of

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MANAGING DIRECTOR AND PARTNER QAP LEGAL

38 | DECEMBER 2025

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DENNIS LUNDQUIST A B U S I N E S S - D R I V E N L AW Y E R H E L P I N G S TA R T - U P S A N D S C A L E - U P S G R O W & P U S H THROUGH LEGAL BARRIERS

s a forward-thinking business lawyer, Dennis Lundquist has a pragmatic approach to all things business and is a strong believer in the need for change and progress within the legal industry. Dennis has a background in legal tech giving him experience in the challenges (and importance) of trying to implement legal methods and workﬂows to technology- and/or sales-driven companies. Dennis Lundquist is Managing Director and Partner at Qap Legal, a boutique law ﬁrm for the movers and shakers, the dealmakers, and the entrepreneurs of Stockholm's startup and scaleup scene, a business which Dennis very proud of. Qap Legal has established a clear M&A focus and has managed to grow its public M&A engagement substantially. The greater the obstacle, the more glory in overcoming it Success is achieving jointly established goals

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together. Dennis believes that success is continuing growth and evolvement under the theory that 1,00^365 still just equals 1,00 whilst 1,01^365 equals 31,18. Progress in its purest form. He says that success itself is not the end game, but rather a result of living by the above standards. Dennis also strongly believes that challenges do make you stronger. Without failure, there can be no success and each mistake and setback provide an opportunity for growth. Personally, he experienced challenges in pushing through barriers of age, hierarchy, and tradition in the legal industry, but it taught him that people who fear change and development and put themselves ﬁrst often end up on the losing side. The beginning and the successful journey of Dennis' career in the legal industry Dennis' career took oﬀ when his current partner Niklas Bergman took him in as a junior

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associate straight out of university and showed him that there is an alternative to the stiﬀness and sluggishness of the traditional, legal industry. Today, he has grown professionally and holds the position of Managing Director and Partner. As a leader, Dennis tries to focus 3040% of his time on operations, business development, public relations, sales, and knowledge management. The remaining 60-70% of his time is spent on their clients and coaching their associates in client-related matters. He always tries to go beyond the legal side of things and understand what the clients at Qap Legal do and why. “My life pre-Qap Legal was mainly spent in an international M&A and corporate group at Eversheds Sutherland, which, granted, gave me a lot of legal and professional experience that I beneﬁt from even today, but at the same time reduced

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me to a small cog in a piece of large machinery and gave me a poor worklife balance,” states Dennis. Dennis notes that the best recognition he has received as a leader cannot be pinned down to a single moment but in the constant development and growth of the associates and other employees at Qap Legal telling him that they are doing something right. Plans for the growth and future of Qap Legal The plan for Qap Legal is to keep disrupting a traditional legal industry and become the go-to M&A firm in Sweden for startups and scaleups. Dennis' goal is to build Qap Legal into an autonomous body that lives its own life and thrives on the growth of its employees. “I rarely reflect on the past and when I do it's to take a moment and appreciate all that we as a firm have

accomplished. Instead, I focus on the future and what we have yet to achieve. Dreams need to be forwardlooking, otherwise, what's the point?” explains Dennis. Personally, he is looking to improve and develop in his role as an advisor by constantly increasing his knowledge, improving his work methods, and providing more and more value to the one on the receiving end of such advice. He is especially interested in elevanting his experience in corporate governance by taking on board assignments and being part of advisory boards in early-stage companies. Trying a maintain a work-life balance as a legal professional “I always try to look up from time to time to see the bigger picture and maintain my focus on what's important,” says Dennis who now have a 4-year-old and a 2-year-old at

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home that help him keep that focus in the best possible way. He also has a ﬁancée who is very supportive of what they are trying to achieve with Qap Legal. “Family is the best way to keep yourself grounded and focused. For professional support, I regularly see a professional business coach to help me improve my leadership skills and work eﬃciency,” he states. According to Dennis, employees that develop and grow remain motivated. He also believes that motivated leaders create motivated employees. “Growth comes from throwing them out in the deep end but letting them know that there is a lifeline if they need it. Having a relaxed and fun workspace also helps!” he exclaims. Dennis' message to aspiring lawyers is: Ÿ

to look beyond the traditional routes and hierarchies of the legal industry and understand that clients are looking for lawyers that understand their business.

focus on mastering the transition from theory to practice.

start building your network from day one.

don't pick a job, pick a boss.

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DECEMBER 2025 | 41

MANAGING DIRECTOR GENERATIONS

44 | DECEMBER 2025

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EKATERINA PETROVA A N I N N O VAT I V E A N D M O T I VAT I N G B U S I N E S S W O M A N L E A D I N G A S U C C E S S F U L I N N O VAT I O N D E V E L O P M E N T A N D C O N S U LT I N G P L AT F O R M I N R U S S I A

s the Managing Director of GenerationS Corporate Innovation Development Platform, Ekaterina Petrova is an experienced professional with more than 15 years of innovation management and innovation consulting services for corporations and government entities. She is a successful entrepreneur who is paving the way and expanding career opportunities for many women. Receiving the status of “Best manager in the ﬁeld of innovative business” at the ﬁrst independent award for businesswomen “Charmous” in the year 2017, she completely redesigned the development strategy and relaunched the corporate accelerator GenerationS that became the top and worldknown accelerator. She is responsible for the launch of several strategic projects aimed at the development of the innovation ecosystem of Russia in partnership with development institutions and major Russian corporations as well as international. In 2020 Ekaterina became a

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Bronze winner of Stevie Awards for Women in business, one of the world's premier business awards, in the category “Most Innovative Woman of the Year – business services”. Every person has their own “ingredients” for success For Ekaterina, success means setting goals and achieving them. It's crucial not to be afraid and pave a road to success with your decisions and right actions. Being a part of a company, one can't achieve success without your team. “It's important to make workflow and communications processes as transparent as possible, to motivate and inspire. It is always important that people you are working with clearly understand and strive to achieve results together, launch new projects, or follow the same direction together. There is a huge difference between a leader and a boss. I prefer the first one,” she says.

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She further states that the most important thing is not to be afraid while going through difficulties. She believes all leaders face this problem occasionally. “You start thinking how you can recharge your batteries and bring back the spark. But for me, not giving up is the only way to turn difficulties into opportunities. The more work experience I get the more I learn to adapt and be flexible,” she states. Ekaterina's inspiration to take the leap of faith in her field of work Ekaterina states that there have been several things that have affected her decision to get into the field of innovation management and consulting services. One was the opportunity to bring some change into this world. Innovations are about that. It allows us to do something new and solve global challenges the world faces. You need to be up-to-date and follow modern trends, to understand how to respond to the challenges. There are and there will be so many fields for improvement. It's like a non-stop activity and a neverending source of inspiration. Valuable lessons Ekaterina learned throughout her successful professional journey Finding balance is a serious problem for women in top positions. But it is not the only one. Fighting to be perceived and heard is another challenge for women in business. You can develop innovation strategies, and new directions, form a team of professionals, set goals, and achieve them, but sometimes even that is not enough. “There were moments in my life when I had to repeatedly prove that I was doing the right thing and leading the team in the right direction. Not everyone can hear you the first time, so

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I learned how to be patient. It's a good skill in business and life in general,” she states. Ekaterina believes that another stereotype that has passed from life to work is that women are the weaker gender and as a result, are unlikely to succeed. She states that in such a situation, you have to show your personality, and clearly formulate tasks. Defending your position with intelligence and the right arguments is important. GenerationS: Its services and growth under Ekaterina's successful leadership GenerationS is like a baby to Ekaterina. She feels like GenerationS has always been with her. She used to work for some state companies, but she counts the start of her professional growth from the moment GenerationS was launched. “We are going through a teenage stage where we are trying to understand who we are and who we want to become in the future, what path to follow, what goals to set, identify market needs and our potential clients – to make a service that is in high demand,” she explains smilingly. In the last two years, they have been working hard on trying to adapt to the changes that shook the world of business tremendously; that is an ongoing process. GenerationS was launched in 2013 and went a long way from being just an accelerator to a fully functioning independent platform oﬀering diﬀerent innovation services to companies – Russian and international (e.g. Michelin, Unilever, PepsiCo, Airbus, Enel Group, Ferring). Considering the current world's situation they are focusing a lot on innovation market

research by defining strategic areas for companies' growth, innovation audits, strategic sessions that help to identify strategic technological directions to implement innovations, and developing innovative strategies for their partners that include a long-term plan of innovation initiatives with key metrics. The culture of integrity and innovation in GenerationS GenerationS' vision is simple – they are trying to find some points of intersection between the market and the main business activities their company has. They are trying to offer new innovative tools and mechanisms through these points of intersection that will improve or strengthen certain processes. They are trying to get business process holders interested and motivate them to work with innovations because innovations can significantly improve some processes. Corporate innovation development platforms, accelerators, and incubators represent support networks in the innovation ecosystem. Therefore, they are aware of the best international market practices and try to share them with their partners in Russia, showing how some processes can be optimized and improved, and how to come up with new types of business and solve global challenges. The future of GenerationS Ekaterina aims for GenerationS to become a global international project. She does not think that the current economic situation can somehow affect these goals. GenerationS might become the right basis for building any processes in general related to the development of the economy of more than one country,

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because they can build a cluster-based innovative economy of any country, understanding what methods, methodologies, and fundamentals must be used to achieve success. Uncertainty is difficult, but it is what makes one stronger and allows thinking and acting faster resulting in being a step ahead. Women empowerment and thriving as a woman in this competitive industry Women entrepreneurs represent about one in three growth-oriented entrepreneurs active in the world today (According to the Global Entrepreneurship Monitor). It is more difficult for women to take leadership positions in Russia than in Europe or the USA. It's fair to say that success doesn't have a gender. Besides gender, there is another issue that sometimes women face. Age bias is a common problem as well. “You can be bursting with ideas, but your initiatives are not always perceived positively. People around you may think that due to your young age you are unable to fully assess the risks and think over the strategy correctly. This attitude is often confusing, so it's important to show strength in character,” states Ekaterina. In rapidly growing startups, a leadership position can be obtained quickly. The key is quality is the ability to move the process forward, quickly solve problems, and look for different ways to achieve goals. In this segment, some women become top managers by the age of 25. However, in large companies, everything is a little different: positions of a high level are usually reached by the age of 40 because it is important that you have experience and understanding of how to build processes, and how to manage people and tasks.

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Recognition received by Ekaterina as an inspiring businesswoman “The biggest recognition for me as a businesswoman was at the moment when I realized that our project grew from a small one into an integrated platform that is well known among Russian companies (we've worked with key market players) and among our international partners (by connecting Russian startups with international markets),” Ekaterina exclaims proudly. Through the years their platform has proved itself professionally and productively, by bringing real value. For example, she recently had a conversation and she got a response stating“ we don't want to ask about what GenerationS is, what Ekaterina Petrova and her team did in the past because GenerationS is a reliable brand. And it does not require any additional words because GenerationS equals the quality of work in innovation.” Responsibilities as the Managing Director of GenerationS Ekaterina always thought that the director of innovation is the person who has to build a very transparent innovative process of working with a product/service, the process of integrating some innovative solutions into a company, working with clients, etc. But, in their company (RVC Management Company LLC), GenerationS is equal to a small business in which she has to act not only as the director of innovation but also as the general director of all those processes that occur.

with the team because she believes it is very important to give feedback, get feedback, and process requests that come. “Well, of course, a large percentage of my day is occupied by communicating with clients. Communication and clarification of processes is the ultimate key to success,” she explains. Motivating herself and her team with work-life balance The stereotype that you can't have both – family and a successful career in society has been fought for a long time. “Happy family, career, and other life milestones and achievements depend only on you. It's in your power to find and maintain a work-life balance prioritizing one thing over another. Yes, sometimes this is not easy, but it is possible if you know how much time should be given to the family for the sake of harmony within and to maintain a healthy relationship and environment. At work, you have to constantly keep many tasks in your head, and the solution most often required is to stay here and now,” states Ekaterina. You need to set your priorities and build a system in which you can live comfortably One type of motivation is financial and the other one is non-financial motivation where there is a desire to create something worthwhile together, which, drives them as a team, because they believe in what they are doing. Ekaterina says, “We are motivated by the fact that we are each other's support, we get out of different difficult situations, and set clear goals for ourselves on what to do next.”

Her usual day begins with operational activities and pushing through various tasks. This requires a lot of meetings

DECEMBER 2025 | 47

PRESIDENT SUMMIT POINT TRAINING FACILITY

48 | DECEMBER 2025

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JEFF JOHNSON TRANSFORMING SUMMIT POINT INTO A N AT I O N A L S E C U R I T Y P O W E R H O U S E

t Summit Point, the roar of engines has always carried a deeper resonance. What began as a European-style racetrack carved into West Virginia soil has evolved into something far more consequential: a hub where national security, cutting-edge technology, and next-generation training intersect. At the center of that transformation is Jeﬀ Johnson, President of Summit Point Training Facility and Summit Solutions Group. Johnson leads with a compass set on faith, family, and the freedom to build. For him, leadership isn't about titles—it's about impact. “The measure of success is simple,” he says. “Did we create jobs? Did we grow careers? Did we help our clients succeed in ways that matter?” A Path Forged in Service Johnson's story begins at 17, when he enlisted in the U.S. Marine Corps and entered the elite

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ranks of Force Reconnaissance. Nearly twelve years in the Corps' special operations community shaped him with hard lessons and extraordinary mentors. After leaving the military, he pivoted boldly into the biotech sector—learning business from veteran executives who taught him to translate battleﬁeld leadership into boardroom strategy. When 9/11 reshaped the world, Johnson answered the call again—supporting security missions in Afghanistan and Iraq, splitting time between combat zones and classrooms as he completed his degree. Later came rotations at the Pentagon, an MBA earned at night, and senior leadership roles in government contracting where he managed multi-billiondollar portfolios and scaled organizations through periods of explosive growth. But when he ﬁrst walked the grounds of Summit Point in 2019, something clicked. “It was a launchpad!” Johnson recalls. “The place had

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history, credibility, and enormous untapped potential. I saw what it could become.” Reinventing a Legacy Summit Point's roots trace back to Bill Scott, the champion racer who, in 1969, built a circuit dedicated to precision, safety, and innovation. Under Johnson's leadership, that legacy has been reimagined for a new era. He automated systems, restructured operations, and professionalized partnerships with federal and commercial clients. What was once primarily a motorsports venue is now

50 | DECEMBER 2025

a three-part enterprise: Summit Point Training Facility, Summit Solutions Group, and Summit Point Motorsports Park. Together, they form an integrated platform for mission-critical training, RDT&E, and operational support. The credo that drives it all is unapologetically bold: One Summit Point—Find a Way to Yes for the Customer. Embracing Challenge, Accelerating Innovation Johnson is candid about failure—it isn't something to hide, it's something to harness. “Failure isn't the end of

the road. It's part of the road,” he says. His leadership philosophy centers on stamina, accountability, and the courage to innovate. He rejects bureaucracies that choke talent and insists on creating an environment where teams are trusted to act and empowered to deliver. “Great organizations give their people a clear mission, the right tools, and the freedom to execute. That's when innovation happens.” Building the Next Generation of Leaders Johnson sees one of his most important responsibilities as

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unlocking the potential of the next generation. Too often, he argues, businesses underestimate young professionals because they're tied to outdated models. At Summit Point, talent isn't measured by age but by capability. Rising leaders are given early responsibility, strong mentorship, and a clear runway to grow. “Our job is to recognize potential, give opportunities, and let people prove what they can do. That's how you build the future.” A Vision That Outruns the Horizon For Johnson, Summit Point is more than an organization—it's an engine of economic development for West Virginia and beyond. He envisions it as the nation's gold standard for training and innovation, integrating emerging technologies at speed and setting new benchmarks in agility, trust, and performance. But his legacy won't be measured only in facilities or contracts. “I hope people remember that I invested in them,” Johnson says. “That through hard work, an open mind, and supporting others, they can do great things. That's the legacy I want to leave.” And while his résumé is already formidable, Johnson insists the most important chapters are ahead. “I'm blessed with where I am,” he says with a smile. “But the best is yet to come.”

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SENIOR SECURITY PROGRAM MANAGER EVENTBRITE

54 | DECEMBER 2025

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MARCEL VELICA T H E S E C U R I T Y V I S I O N A RY B U I L D I N G TRUST IN A CHAOTIC AGE

n this age of global digitalization, cybersecurity is the cornerstone of trust, and it requires leaders who balance protection and progress. As Eventbrite's Senior Security Program Manager, Marcel Velica's perspectives on purpose-driven security, responsible innovation, and humanity-first leadership, with a focus on safeguarding digital assets for a secure future are worth exploring. Purpose in Leadership For most of the business world, success is clearly defined and quantified in terms of tangible figures, easily measurable milestones, and celebrity awards. But for a select few forward-thinking leaders, there is an infinitely more subtle and important definition of success that has absolutely nothing to do with the external world. Marcel Velica explains this alternative way of thinking stating, "To me, success isn't just about metrics or milestones, it's about meaningful impact."

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In a professional environment, cybersecurity is consistent with trust, which Marcel ﬁnds most important. He asks a simple question that encapsulates this key principle: "Can people rely on your systems, your leadership, your judgment?". The Onus of Impact These moments, as much as often go unseen and unnoticed by the outside world, are the greatest indicator of success for a cybersecurity leader, with the serious responsibility and impact placed upon their work. Marcel is articulating a compelling motivation that transcends the reach of personal ambition, one grounded in a sense of purpose and service. "What drives my passion," he says, "is the understanding that each decision I make is adding to something greater than myself, protecting ideas, innovation, and lives." This

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The Job of a Connector Marcel's beliefs go way beyond the parameters of accolades and designation. He states that he considers himself to be a connector. This focus on the connector skill is a key part of what makes great leadership, especially when applied to the challenging and frequently siloed universe of cybersecurity: the ability to "bridge technical depth with executive clarity.” In navigating the complex universe of cybersecurity, this bridge function is of vital importance, facilitating clean and effective communication between technically deep groups and business stakeholders who may not be equally technically capable. Moreover, Marcel considers himself an independent force for empowerment, a far-reaching source that 'empowers others while creating lasting structures.' Lastly, Marcel defines his underlying objective and guiding principle: "My purpose is to elevate security from a reactive necessity to a strategic differentiator." Leading Security at Eventbrite

abiding sense of duty, he says, "is a privilege I never take for granted." The Cyber Leader behind the armor Though technical competence and a good professional reputation to be an achiever are the minimum requirements for success within the cybersecurity arena, true leadership

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happens through the capacity to build strong rapport with individuals and to create a team culture that fosters imagination and development. Marcel upholds this philosophy and oﬀers a glimpse into his professional identity by stating, "My strategic leadership demands clarity: balancing today's operational risks with tomorrow's innovation goals."

Within the environment of a transforming & innovative company like Eventbrite, cybersecurity holds an essential signiﬁcance that ensures the platform is secure and reliable. Marcel's leadership at Eventbrite is simply the application in practice of his principles. He outlines that Eventbrite's cybersecurity program has focused on various core areas: "strategic compliance readiness (PCI DSS 4.0, SOC 3), innovation in security automation, cloud architecture hardening, and modern incident response capabilities."

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These are strategic initiatives where Marcel emphasizes balancing agility and accountability, citing efforts like 'Shadow AI detection, BYOD policy improvement, and MDM rollout.' He describes that "these aren't technical enhancements; they're business enablers that instill trust, offer scalability, and protect user confidence as the company grows in global markets." Growing Through Adversity The leadership journey is seldom smooth; it is defined by challenges. Marcel observes that, "Every leader faces their crucible moments. Managing resource limitations, driving cross-functional alignment under duress, and building trust in skeptical environments defined my resilience." Marcel Velica describes a strong philosophy: "Vision without execution is hallucination, but execution without vision is survival mode." He keeps his focus "through quarterly strategic roadmaps, integrated risk frameworks, and continuous stakeholder alignment." Mindset is the key: "Tools are important, but mindset is what keeps resilience going." The obstacles polished his 'emotional intelligence, polished my communication,' and showed 'vulnerability earns more respect than perfection.' The Road Ahead: A Vision Beyond the Horizon The virtual world is in a state of continuous flux, with new threats and technologies arising. Marcel's vision is "adaptive resilience, security that scales with innovation, not against it." Technologies like "AI, quantum, and decentralized identity” reshape our

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threat landscape, and our strategies must evolve in tandem. His long-term vision is to lead "global security programs that fuse automation with human insight, leverage AI ethically, and develop inclusive leadership pipelines", shifting from "control" to "enabling secure innovation at every level." Marcel discusses "machine learning" and "AI" for threat detection, though with a focus on "wisdom, not hype" and applying these technologies to "amplify" rather than replace human intelligence. Marcel sees the lifechanging capability of these technologies, but holds them to a level of responsible deployment, governance is key! Intentional Living and Leadership Marcel's method is a high-intensity daily routine paired with a general philosophy of moral stewardship. His goal-driven days concentrate on stakeholder syncs and architectural security reviews, paired with strategic planning and safe product releases. It is a belief in the importance of action, wherein his leadership is deﬁned by "empathy, clarity, and empowerment," creating "psychological safety and structured collaboration" to achieve maximum focus and productivity. Marcel puts energy over hours, integrating habits such as walks to reset perspective and digital detox windows to uphold balance. He believes in exceptional work as a result of alignment and well-being, preaching for a sustainable process in both life and work. This systems thinking is aligned with Marcel's career ambitions. He trains the next generation of leaders, provides thought leadership, and enables

responsible technology. He constructs "risk-based security programs" to facilitate innovation, deﬁning "security" as "a catalyst for better outcomes." Underpinning this is a basic question: "Are we building not just securely, but responsibly?", evidencing a commitment to incorporating ethical perspectives into his work. To the Next Generation: Lead Boldly, Lead Kindly Marcel cautions leaders to "Be bold in your ideas but kind in your execution," prioritizing technical brilliance and championing empathy and teamwork. He demands less gatekeeping and more mentorship and empowers upcoming leaders: "Remember: you don't need permission to lead, you need vision, courage.to take that ﬁrst imperfect step." This promotes a nurturing and inclusive culture. Conclusion Marcel Velica's vision, shaped by his work in cybersecurity, emphasizes purpose, ethics, and human-centricity. He promotes trust, cooperation, and ongoing learning to safeguard the digital world and create a safe future. His statement, "True leadership in cybersecurity is not about control, it's about creating clarity in chaos, trust in uncertainty, and momentum where others see resistance," motivates cybersecurity professionals as builders, protectors, and storytellers who connect systems, inspire people, and navigate complexity with courage. That is the call that he hopes others will answer!

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MANAGING DIRECTOR DEHAS MEDICAL SYSTEMS GMBH

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JENS MITTENDORF A J O U R N E Y F R O M N AV Y D I V E R T O M E D I C A L SYSTEMS LEADER

n the ever-evolving landscape of medical systems, few leaders stand out as prominently as Jens Mittendorf, the Managing Director of DEHAS MEDICAL SYSTEMS GMBH. His journey from a Navy diver to a leading figure in the medical industry is a testament to resilience, adaptability, and visionary leadership. This article delves into his inspiring story, exploring the milestones, challenges, and philosophies that have shaped his career and the growth of DEHAS MEDICAL SYSTEMS. Jens's story is not just about professional success but also about personal growth and the relentless pursuit of excellence. A Serendipitous Start in the Medical Field Jens Mittendorf's entry into the medical field was serendipitous. "The start in the medical field happened by accident," he recalls. After a diving accident during his service as a navy diver, Jens was no longer able to continue

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in that role. The Navy offered him an opportunity to be trained as a medic, marking his first foray into the medical sector. This unexpected turn of events laid the foundation for his future career. It was a pivotal moment that redirected his path and ignited a passion for the medical field that would define his professional life. Military Discipline Shaping Leadership Jens's experiences in the German Navy and Bundeswehr Central Hospital significantly influenced his leadership style. "The military is a hierarchical but transparent, strong resultbased organization," he explains. The discipline and structure of the military, combined with an appreciation for individual strengths, helped Jens develop a leadership profile that values transparency and straightforward communication. This approach has been instrumental in building a cohesive and

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motivated team at DEHAS MEDICAL SYSTEMS, a company he founded 22 years ago. His military background instilled a sense of duty and precision that he carries into his business practices. From One-Man Show to Global Enterprise The journey to becoming the Managing Director of DEHAS MEDICAL SYSTEMS was marked by several key milestones. Jens founded the company with just 5,000 Euros, starting as a one-man show. "I had little knowledge about the market from my former jobs, but as a managing director, I was absolutely green," he admits. However, his military skills, determination, and a bit of luck helped him grow with his tasks. Today, DEHAS MEDICAL SYSTEMS is a thriving enterprise with a global footprint. His story is a testament to the power of perseverance and the importance of seizing opportunities as they arise. Diverse Responsibilities of a Managing Director As the Managing Director, Jens's role is multifaceted. "Like a facility manager, you have some day-to-day tasks, but you never know what's up next," he says. His responsibilities include strategic development of new markets and products, ensuring the ﬁnancial stability of the company, and overseeing a diverse range of operations, from development and quality assurance to CNC manufacturing. This variety keeps his role dynamic and challenging, requiring constant adaptation and forward-thinking. Jens thrives in this environment, ﬁnding motivation in

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the ever-changing landscape of the medical systems industry.

Overcoming Challenges and Celebrating Successes

Striking a Balance Between Work and Life

Reﬂecting on his career, Jens considers his transition from a navy diver to a leader in the medical industry as one of his greatest successes. "The plan was to stay as a lifetime soldier, but sometimes things change," he notes.

Maintaining a balance between professional responsibilities and personal life is crucial for Jens. He engages in team sports, particularly handball, and takes short breaks with extended weekends to relax and stay focused. His involvement with the German National Guard also helps him stay grounded and connected to his roots. "Always remember your roots and values," he emphasizes. This balance is essential for his wellbeing and eﬀectiveness as a leader. It allows him to recharge and bring fresh perspectives to his work. Jens believes that a well-rounded life contributes to a more productive and fulﬁlling career.

Adapting to a completely different field and achieving success in it was a significant challenge, but one that he accomplished with determination and hard work. Today, he leads a successful SME with over 40 employees. His journey is a powerful reminder that challenges can be stepping stones to greater achievements and that resilience is key to overcoming obstacles. Staying Ahead in a Competitive Industry To keep DEHAS MEDICAL SYSTEMS at the forefront of

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innovation, Jens emphasizes the importance of staying informed about industry trends. "You have to speak with innovative clinics and doctors to get the best information for new trends and treatments," he explains. The company also collaborates with local medical universities and regularly hosts students for their master's theses, ensuring they remain on the cutting edge of medical advancements. This proactive approach to innovation helps DEHAS MEDICAL SYSTEMS stay competitive and responsive to the evolving needs of the medical field. Jens's commitment to continuous learning and adaptation is a cornerstone of the company's success. Inspiring Future Generations in the Medical Field Jens is keenly aware of the impact his work has on future generations in the medical field. He acknowledges that while younger generations are welleducated, the drive to accomplish tasks may not be as pronounced as it was in his generation. "I fear that we will be stuck behind our capabilities," he says, particularly for SMEs that lack the resources of larger enterprises. Jens hopes his profile can inspire younger professionals to strive for success, showing that determination and hard work can lead to significant achievements. He believes that by setting a positive example, he can encourage the next generation to pursue their goals with passion and dedication. A Leadership Philosophy Rooted in Action Jens's leadership philosophy is

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encapsulated in his credo: "Success is written with three letters! ACT!" He believes in being fair, transparent, energetic, and driving processes and projects forward. He also stresses the importance of teaching younger generations the value of strong principles and positive thinking. "Belief in values is something that keeps you strong and positive," Jens asserts. This philosophy not only guides his actions but also shapes the culture at DEHAS MEDICAL SYSTEMS, fostering an environment where employees are motivated to excel and innovate. Guidance for Aspiring Leaders For those aspiring to lead in the medical systems industry, Jens oﬀers valuable advice: "Give trust to your people, lead them, and encourage them to learn and make experiences." Jens believes that positive leadership fosters a productive atmosphere and teamwork, ultimately freeing up time for leaders to focus on other tasks. By empowering his team, Jens creates a supportive environment where individuals can grow and contribute to the company's success. His approach underscores the importance of trust and collaboration in achieving organizational goals.

innovation. The company has achieved MDR readiness and FDA clearance for most of its products and has several new innovative products in the pipeline. "We currently have invested into two own facilities in Germany to grow further," Jens highlights. These achievements reﬂect his strategic vision and commitment to excellence, positioning DEHAS MEDICAL SYSTEMS as a leader in the medical industry. Conclusion Jens Mittendorf's journey is a compelling narrative of resilience, adaptability, and visionary leadership. His experiences, from the Navy to leading a successful medical systems company, oﬀer valuable insights and inspiration for aspiring leaders. Through his transparent and disciplined approach, Jens has built a strong foundation for DEHAS MEDICAL SYSTEMS, ensuring its continued growth and success in the ever-evolving medical industry. His story serves as a powerful example of how dedication, strategic thinking, and a commitment to values can drive both personal and professional success.

Achievements Under Jens's Leadership Under Jens's leadership, DEHAS MEDICAL SYSTEMS has achieved remarkable milestones. From its humble beginnings as a one-man show, the company now enjoys global recognition for its products. Jens has consistently invested in personnel, infrastructure, and machinery, ensuring continuous growth and

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EXECUTIVE DIRECTOR THE LISBON MBA CATÓLICA

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MARIA JOSÉ AMICH T H E L I S B O N M B A C AT Ó L I C A : C O M M I T T E D T O DEVELOPING STUDENTS' FULL POTENTIAL TO BECOME PRINCIPLED GLOBAL LEADERS

he most popular sort of business education remains top MBA programs. According to statistics by the Graduate Management Admissions Council (GMAC), MBA programs account for two-thirds of all business school admissions. The MBA's capacity to adapt to changing corporate environments is one of the reasons it has stayed so popular throughout the years. By adapting to new technology and changing corporate needs, MBA programs have maintained their status as signiﬁcant career boosters. The Lisbon MBA Católica | Nova is cooperation between two prominent European business schools situated in Portugal: Católica-Lisbon and Nova SBE. It began in 2007, and then in 2009, it partnered with MIT Sloan School of Management, a relationship that has grown stronger since then. The Lisbon MBA oﬀers students a unique blend of a challenging academic component, a

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"learning by doing" educational method, a truly international orientation, and a unique component in leadership qualities development. Given that its MBA is situated in Lisbon, a diverse and dynamic European centre, with an immersion program at MIT Sloan in Boston, a globally famous start-up hotspot. The MBA program at the institute helps students become inventive thinkers and innovators with an entrepreneurial and forward-thinking attitude, ready to make a signiﬁcant eﬀect on business and society. The Lisbon MBA Católica|Nova has been consistently recognized as one of the top MBAs in the world by the prestigious Financial Times ranking, and belongs to the selective club of <1% of MBAs in the world with the Triple Crown Accreditation (AACSB; Equis; AMBA) The Executive; Maria José Amich Maria José Amich's role as Executive Director of The Lisbon MBA is to continue working to

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improve the institute's competitiveness, unique positioning of the programs, and international reach by collaborating with deans of the schools, academic directors, and all stakeholders (faculty, alumni, students, and partner companies) to foster longterm and sustainable relationships. She states, "Our goal is to continue attracting the best talent to our programs with the integrity and the open-innovative mindset that identifies us, investing in fostering diversity in all criteria and boosting the prestige of The Lisbon MBA in the international academic landscape, reflected in our growing position in the rankings." The Lisbon MBA Católica | Nova The Lisbon MBA offers two MBA programs: Ÿ

International MBA- An intensive 12-month full-time program aimed at high-potential professionals with an average of 8 years of experience (minimum of 3), who want to accelerate or change their careers through a unique transformational experience in the development of management and leadership skills. Executive MBA is a 22-month part-time program, aimed at more senior professionals, with an average of 13 years of experience (minimum of 5), who wish to progress to top management positions in their organizations or change careers, with minimum disruption to their professional and personal life.

Both programs feature an immersion program at MIT Sloan: the International MBA lasts one month

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and the Executive MBA lasts one week, with both focused on entre(intra)-preneurship, digital business transformation, and technological innovation. According to Maria, the Lisbon MBA is constantly updating its curriculum to incorporate the latest business trends, guaranteeing that students gain the management technical abilities and behavioral competencies that firms, and organizations in general, want in their managers and leaders. She states, "We offer high levels of employability, sector change, and salary increase of 90% after 3 months of completing the MBA and salary increase of close to 80% after 3 years of having completed the program (source: FT Global MBA 2021 Ranking)." Finally, despite the pandemic's impact over the last two years, executive management programs have grown in popularity, with the institute receiving an increasing number of domestic and international applications as more companies, entrepreneurs, nomad business people, and investors from around the world consider Portugal as a place to live and work. Redefining Business Education The management of the Lisbon MBA Católica|Nova is looking for more than just strong CVs. It is committed to quality and diversity. It seeks out future global leaders who can have a substantial effect on business and society with a wide range of abilities, accomplishments, and goals, and who embrace the institution's values of honesty, cooperation, excellence, innovation, and sustainability. "People who have a high degree of selfawareness, can do introspection, and identify exactly their areas of improvement are open to change, to

innovation, and to being challenged outside of their boundaries," explains Maria. To be able to adapt to the requirements of a global, ever-changing corporate environment, the Lisbon MBA emphasizes diversity, inclusivity, and a culture of integrity. It has more than 20 nationalities represented in its programs, with 60% of full-time MBA international students coming from a variety of professional and academic backgrounds, including engineering, medicine, law, management, economics, and social sciences, and working in a variety of business sectors. The educators at the Lisbon MBA are always on the lookout for applicants who can bring a variety of experiences and views to the table, and who can inspire others with fresh ways of thinking, new models of analysis, and new solutions and techniques to improve collective learning. Furthermore, the faculty is made up of professors who are a mix of academics and practitioners with extensive international experience, bringing not only the results of their original research but also real-world business experience to the classroom, contributing to a global perspective on business management. Keeping Innovation at the Front The management of the Lisbon MBA Católica|Nova places a high priority on creativity and innovation, and believes that training managers and leaders with an entrepreneurial mindset, who can turn ideas into business models and generate creative solutions, is critical. In this regard, its longstanding partnership with MIT Sloan is evidence of this curricular focus, as

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the internationally acclaimed Professor Bill Aulet's entrepreneurship course (Disciplined Entrepreneurship) is part of the MIT immersion program for its students, which is supplemented by subjects focused on technological innovation management and digital business models. Students can also take courses in Big Data & Data Analytics, Artificial Intelligence, Business Transformation, and Financing Entrepreneurial Ventures, among other subjects. In all degrees, the institutions' action learning component – learning by doing – is particularly strong. Students in the International MBA program have the option of completing an incompany assignment, participating in an international consulting project that takes our students to different geographies, being a part of the Lisbon MBA Entrepreneurship Hub's accelerator program, for those students who want to turn their business idea into a viable business project, or participating in an ESG consulting initiative, for those students who want to broaden their knowledge in this key business d All students in colleges' Executive MBA programs work in groups to complete a business project and a business simulation, which allows them to put what they've learned throughout the program in marketing, commercial, finance, operations, organization, and human resources, as well as behavioral skills, into practice in order to excel in their teamwork as high individual and collective contributors for high performance. It's also worth mentioning the alumni community's vitality, which just inaugurated the Entrepreneurship Chapter, with monthly seminars and a start-up context, in collaboration with the world-renowned Web Summit,

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which takes place in Lisbon every year. The winner of the context, who might be a Lisbon MBA alum or current student, will receive a booth at the Web Summit.

innovating and strengthening its unique value proposition.

Rooting with Core Values

In terms of goals, the management seeks to improve the Lisbon MBA's status as a European and international reference for MBA programs.

By offering students with a unique learning experience in an entrepreneurial and international setting, the Lisbon MBA Católica|Nova is devoted to helping students reach their full potential as global, principled leaders who contribute to a better society. As a result, it has a value proposition based on five elements: Truly Global MBA experience, outstanding Action Learning, a Holistic approach, combining the learning and development of hard and "deep transferable" skills, a Meaningful Career Advancement, contributing to its students' finding and pursuing their life and career purpose, and finally, the city: Lisbon, the place to learn, live, and grow. Within these five strategic pillars, the institute is constantly renovating its proposal, by incorporating new projects, new expertise, and new partnerships that allow it to continue

Comprehensive, Custom-Oriented MBA Program

As previously stated, the Financial Times has named the Lisbon MBA Católica|Nova as one of the greatest MBAs in the world, and it has been ranked #1 in international experience for several years. It was also named one of the best MBA programs in the world by The Economist for the first time in 2021. Maria asserts, "As we look for candidates who are open and eager to challenge themselves, at the Lisbon MBA we need to set the example by permanently questioning how we do things and how we can do them better." Being a part of the world's finest MBA program makes the participant extremely proud, but it also comes with a great deal of responsibility to stay one step ahead in every aspect, including academics, but also in the way it recruits, communicates, and offers career services and customoriented program support.

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