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THE 10 MOST INFLUENTIAL PEOPLE SHAPING THE FUTURE OF BUSINESS IN 2026

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JANUARY 2026

Brilliants Minds Steering Global Progress

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Throughout history, there have always been a limited number of leaders who possess an uncanny ability to see things in a way that no one else does, as well as act on those insights before the rest of the world does. Today's leaders are redefining how businesses and other organizations think about and operate within a tumultuous and everchanging environment, and how to compete against other businesses and organizations. Their success can be measured not just by financial results, but by the clarity of their visions for solving the most difficult problems expected in the future. They take advantage of the times of great uncertainty through a combination of courage and discipline, and convert those challenges into opportunities to reinvent themselves, their organizations, and the marketplace in which they operate. In addition to their keen instincts to innovate beyond any given moment or current industry trend, the leaders of today are also committed to developing the future's leaders and the technologies that will further advance society. At CIO Views, we honor these empowering leaders by dedicating this issue titled “The 10 Most Influential People Shaping the Future of Business in 2026” to them. Featuring as the cover story, we have covered the successful & motivating journey of Elkhan Samadov, President of Azerbaijan Professional Football League. We have also included the inspiring stories of Gordon Tredgold, CEO & Managing Consultant of Leadership Principles Ltd; Janet Schijns, CEO & Founder of JS Group; Katherine Delikoura, Chief Compliance Officer at Council of Europe Development Bank; Yılmaz Bozan, CEO and Founder of revolutionDM; Mohit Gupta, Senior Vice President of Apex Group Ltd.; Martin Reniere, CEO and Founder of Nuvoola AI; Saeed Valian, CEO of symplr; Hudi Shehu, CEO of Postjer Group; and Neil Mistry, Founder & CEO of MIS3 US Inc. 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.

Elkhan Samadov

CONTENTS

20.

Gordon Tredgold

24.

Janet Schijns

28.

Katherine Delikoura

36.

Yılmaz Bozan

40.

Mohit Gupta

44.

Martin Reniere

52.

Saeed Valian

56.

Hudi Shehu

60.

Neil Mistry

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Where Passion Meets Purpose Football has been an inseparable part of Elkhan's life since childhood. “It was not only the dynamics of the game that captivated me, but also its ability to bring people together around a shared idea,” he reminisces. What began as a childhood passion eventually turned into a clear professional direction, guided by his desire to build his ambitions on a realistic foundation. Reflecting on the early stages of his career, Elkhan explains that he quickly learned that success in the football world goes beyond tactics or administrative decisions. “The greatest achievements in football are not defined solely by tactical or administrative decisions. True success comes from building team spirit, earning people's trust, and fostering unity,” he observes. These early experiences helped define Elkhan's leadership philosophy, reinforcing his conviction that leadership must be built on humility, long-term vision, and integrity. As he puts it, “Leadership, to me, is more about listening, leading by example, and thinking about long-term development rather than immediate gains.” Where Resilience Meets Leadership Beyond the professional dimension, football represents emotion, unity, hard work, and pride for Elkhan, as it is one of the rare forces capable of bringing together people from completely different backgrounds. The game means more to him than mere management or systems. “Beyond the administrative aspects, I see football as a platform of hope and opportunity for young people - where

hard work and dedication turn dreams into reality,” he explains. A defining test of character came in 2023, when Elkhan experienced a serious car accident. He describes that period as among the toughest challenges of his life. “Despite unbearable pain, life-threatening risks, and medical restrictions, I did not disconnect - even in the hospital, I stayed in touch and remained with my team,” he says. As he looks back, Elkhan acknowledges how this experience reshaped and strengthened his understanding of leadership, a conviction that still holds firm today. “That period showed me once again that leadership is not about avoiding difficulties, but about keeping the people who believe in you united around a common purpose,” he adds. “This experience reaffirmed that the power of football also lies in our unity.”

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Strengthening Azerbaijani Football Reflecting on the milestones that define his leadership, Elkhan points to structural progress rather than personal accolades. “One of our most significant achievements has been the organizational and structural strengthening of the Professional Football League. We expanded cooperation with UEFA and other international partners, increased transparency, and improved competitive balance across the leagues,” he shares. One of the most important steps forward has been expanding access to football. “I would particularly emphasize the creation of the Second League, the integration of new clubs into the football ecosystem, and the fact that professional football is now accessible in almost every region of the country,” he elaborates. This shift represents meaningful progress to him because today, people can find professional teams close to where they live, which creates equal opportunities for all.

Elkhan also highlights the transformation in visibility and international reach. “Additionally, ensuring that almost all professional matches in Azerbaijan can be watched from anywhere in the world has greatly contributed to the international recognition of our football.” As he sees it, this accessibility has changed perception and ambition. “Today, both young talents and fans feel that professional football is within reach.” Strengthening Football Through Cooperation Elkhan emphasizes the importance of relationship-building in creating strong cooperation between clubs, federations, and international bodies. “Cooperation begins with mutual respect and open dialogue. As the PFL, we maintain close and continuous communication with the federation, clubs, and UEFA. Our goal is for every member of the football family to move forward in the same direction,” he states. Progress in football requires shared learning and aligned objectives, and he places great importance on knowledge and experience exchange, joint projects, educational programs, and technical cooperation. According to Elkhan, international collaboration has played a particularly meaningful role, and their collaboration with the European Leagues (EPFL) has been especially valuable. “I am happy to inform you that we are in the process of negotiations to be a member of the World League Association (WLA),” he shares proudly. For Elkhan, the philosophy is simple and deeply rooted in the sport's global nature: “Football is a global game, and development is only possible through collective learning and partnership.”

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“The future of football will be defined by technology and sustainability. Data analytics, digital fan engagement, artificial intelligence, and automated processes will create new standards in football management.” “The leagues that adapt most quickly to these changes and achieve financial sustainability will become the leaders of the future,” he notes. When reflecting on legacy, his vision remains rooted in national development and long-term impact. Elkhan's greatest goal is to contribute to building a football ecosystem that stands strong on both regional and international stages. “My greatest aspiration is to help build a stronger, more influential, and internationally recognized Azerbaijani football system,” he says.

A Lifelong Passion for Sport Elkhan's connection to sport has always been more than administrative - it has been a lived experience, and he cherishes his journey as an athlete with pride. He explains, without hesitation, that he would absolutely repeat the journey he has taken because he feels blessed to have taken part in signiﬁcant national milestones, including the signing of the Contract of the Century, hosting the U-17 Women's World Cup, and organizing the First European Games. “As an athlete, I have been a multiple-time champion of the Azerbaijan Futsal First League and

diﬀerent futsal and mini football competitions, and was recognized as the best player and top scorer in several tournaments. I also won the Azerbaijan Basketball Championship,” he states proudly. Yet, despite all those achievements, one accomplishment stands above the rest for him - winning the Azerbaijan Futsal Cup as a coach. Leading Football into a New Era Looking ahead, Elkhan believes the next era of football will be shaped by rapid technological and structural evolution, and competitive advantage will belong to those who adapt.

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For him, the true measure of success goes beyond trophies or rankings. “If, during my leadership, we succeed in establishing a more professional, transparent, and ambitious league and if this system inspires young people to aim higher - then I consider that the most meaningful legacy I could leave behind,” he reﬂects. Conclusion As he looks to the future, Elkhan Samadov remains grounded in the values that guided him from the beginning - integrity, long-term vision, and service to the game. His hope is simple yet profound: that the systems built today create opportunities, inspire ambition, and position Azerbaijani football conﬁdently on the global stage. For him, success is not just about change it's about leaving the sport stronger than he found it.

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CEO & Managing Consultant, Leadership Principles Ltd

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Gordon Tredgold A Leadership Expert who helps Good Mangers to becoming Great Leaders

his goes beyond the ageold debate over whether or not leaders are born or made. As per Gordon Tredgold, leaders are made, not born. Gordon is the CEO & Managing Consultant at Leadership Principles Ltd. and has a passion for building successful teams, coaching and developing people, creating strategies to turn around under-performing teams and failing projects, and delivering complex change programs. At Leadership Principles Ltd, Gordon focuses on helping develop people's leadership skills, helping them go from being good managers to become great leaders. He has the practical experience of how to do this, having delivered $150 million programs, run $300 million departments, led 1000-person teams, and developed 100s of leaders. To do that, he oﬀers

training and coaching, and also consulting services to help leaders and companies with speciﬁc initiatives, setting strategies, or overcoming challenges. Where it started? Before Leadership Principles, Gordon was a turnaround specialist working in IT, leading complex projects and programs, and it was during this time that he developed the skills and understanding of what makes great leadership that he now shares. Gordon likes to be successful and worked for too many bosses who were just role occupants who relied more on hope than leadership skills. That led to a lot of failures and poor performance, and that made him decide to set up shop, challenge the status quo, and try to turn things around. He did get a bit of push CIO VIEWS | 21

back, but in reality, many of them wanted to be in charge, but not accountable for the results, so they would often let him take the lead, knowing they had a scape goat if things failed. Fortunately, Gordon is great at problem solving, and team building (that came from sports) and he was able to actually improve the results and ultimately, he was oﬀered their position. He says, "Remember leadership is about action, not the role you occupy." Big Challenge is also a Big Opportunity One of Gordon's challenges was that he was usually a little vocal, which didn't make him popular, and leadership is sometimes a popularity battle. He says, "So to get ahead, for me, it was all about delivering results, taking on the

tougher projects, the bigger challenges, and this was where I developed the reputation that made people take an interest in me." Gordon loved big challenges because they provided him more leeway in how he did things and the methods he took, which allowed him to hone his talents and advance his abilities. Also, when he was given greater and better chances, he was compelled to further develop his leadership abilities, because he couldn't handle everything himself when the task was so large. He asserts, "At some point you need to make that transition from leading from the front to leading from behind; setting the budget for the department or organization, but also identifying and developing

leaders who can assist you in delivering and extending and increasing your impact. It is tough though, because you need to give up control, share the glory and that can be tough, especially if you're a winner or like to win. But this is what separates the great from the good, and why I say that leadership success is not just about what you do, but about what you leave behind and how well your teams perform in your absence. " Being a Leader As per Gordon, the one word that deﬁnes him it would be 'FAST'. Gordon's day is all about setting the tone for Leadership Principles by living the values. He works on developing leadership concepts, or

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simpler ways of sharing those concepts through articles and videos to help promote good leadership. Then the rest of the day is spent on training, coaching with clients or marketing. The team has just created, and had certiﬁed by the Institute of Leadership and Management, its Breakthrough Leadership Training course, and Gordon will be looking to promote and give that around the world and at various companies. Success that Make others Successful In Gordon's opinion, success for a leader is that when he/she leaves their team in much better shape than when they took it over. He

says, "You have to develop a culture of continuous improvement, where the team shows initiative, strives to drive performance, and that they have the belief that they can do it. To do this, you have to focus on developing the team, giving them the skills, tools, and conﬁdence to be successful; such that their success continues in your absence. " He feels that if his team needs him to be successful, then he is a limitation and not a leader. Gordon's goal is to make himself redundant and put the teams in a position where they know how to be successful on their own. He ﬁrmly believes "Everyone wants to come to work to be successful, and that if you show them how to be successful then they will take the opportunity to be successful and do that repeatedly." Making Leadership Easy Gordon thinks good leadership has always been there, he has just made it easier for people to understand and helped identify the actions/approaches that people can take that will help them on that journey. He opines, "It helps you understand what drives you, and I think for me it was just being involved in teams that were under performing and deciding that I didn't want to be part of that, that I thought we could do better, and that I could do better. I don't always succeed, but I do always make things better. " He has helped them see a simpler approach, one that they believe in, and when people

believe it, it inspires them to take action. Deeply Ingrained Core Values Leadership Principles Ltd.'s core principles are FAST: Focus; Accountability; Simplicity; and Transparency. These are deeply rooted in everything the company does and that keeps the team hungry and striving to improve. Gordon says that the team understands the beneﬁts of great leadership, so that is motivation enough to keep it not only doing what it does, but to make great leadership simpler and more accessible to people. As per Gordon, culture is development. It is a simple three step process. Say it, live it, reinforce it. He says, "So tell people what the culture is you are striving for so they understand what's being asked of them. Then be the role model for that culture, show them

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what it looks like, and ﬁnally reward and recognise the people who live up to it, and this will reinforce the desired actions within the organization." Gordon's vision is for the company to become recognised as the premier leadership training consultancy. Gordon emphasizes, "I'm proudest of the people we have helped to develop and who have gone on to be better leaders, because great leadership is a great enabler not just for the leader but the people they lead. Great leadership makes things better for everyone in their charge."

Janet Schijns Setting high goals for women in the tech industry

eing a firm believer in the saying of Thomas Edison, “Opportunity is missed by most because it's dressed in overalls and looks a lot like work,” Janet Schijns, CEO of JS Group, knows that the road to success is long and full of twists and turns. She believes success is not measured by money or power. Instead, it is a perfect combination of fulfilling one's promise to the team and customers while staying true to one's morals and living the best possible life. The golden recipe to achieve success is to have a clear and concise plan, talent to fulfill the plan, and willingness to outwork one's competition to get to your goal. A person has to perform against all the odds to achieve victory and be willing to change when conditions change to achieve their goals.

Long journey to success Janet stepped into the tech industry by accident. In the early phase of her career, she was working in the cosmetic industry. She was working at L'oréal and was involved in an early CRM project for her sales team where she helped the technology vendor better translate their product to business-speak. The company then asked her if she would be interested in consulting for them to help them win more deals and expand their business share. She took the offer and never looked back. This way, she pivoted away from marketing to the technology sector. Before JS Group, Janet served as a CVP and EVP at several large firms. She mentions, “I was the Chief Channel Executive for Motorola, Chief Channel Officer for Verizon, and Chief Merchant and Services Officer for Office Depot.

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During my tenure in these ﬁrms, I launched and grew multi-billion dollar businesses that were key to the transformation of the company.” Leading JS Group is a dream come true for Janet. She is able to disrupt the technology industry working with a highly talented team and create winning game plans that produce rewarding results. She adds, “As we have built the company, we stay driven by a simple mission to #savethechannel; in other words, to ensure that the routes to market for technology are strong and capable of driving the needed technology adoption that drives the needed change in our world.” Tackling the battles upfront Janet believes, “Leaders are not born; they are carved out of their life-long experiences making mistakes, learning from the mistakes and

CEO & Founder, JS Group

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ﬁnding a way to win.” Thus, she takes all the obstacles coming her way as a way to learn valuable lessons and advance towards new opportunities. She quotes, “What does not destroy us propels us to growth – it is our ability to see this and act on this belief that separates successful people from those who just desire to be successful.” Being a female in the technology industry came with its own challenges. Janet was all alone, forced to quit or create her path. Having a strong will and determination, she structured her own path and tunneled through all her roadblocks.

To help other women in technology, she designed and created Tech Worlds Half, a safe space for women in technology to discuss their issues, career needs, and project needs and come together to keep women in the industry. She oﬀers a piece of advice to all of us trying to navigate challenging times “be kinder than the situation calls for, show empathy and understanding in every situation, once you listen and learn the real reasons for change you can innovate”.

needs to bend that change to one's will. Besides being focused on the change, it is necessary to take a course of action that will lead to the desired outcome.

Redeﬁning tech industry

She adds, “Shifting the industry towards recurrent revenue, as-aservice solutions sold and marketed digitally has been a huge undertaking

The tech industry is always changing and evolving, and as a leader, one

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During her leadership tenure, Janet has evolved the channel approach for several Fortune 500 ﬁrms, taking slow and low growth via traditional routes to market and ﬁnding new routes to market that led to double and triple-digit growth.

for our industry. JS Group has developed and designed services to ease the journey for distribution, partners, and vendors. “ JS Group is a leading technology goto-market consulting firm. They offer services for channel evolution, marketing innovation, and sales enablement. Their industry-leading programs include their PartnerExpert program designed to equip organizations with the skills and tools to sell via an indirect channel, their Market Action Planning Process (MAP) developed to accelerate revenue and growth, and their 40x ROI Social Selling Program that helps firms get leads and close business in a location independent work environment. Maintaining a perfect balance between Work and Home Working as the CEO of JS Group, she has to wear multiple hats to ensure high company growth. She firmly opines, “Results are what matter. No amount of progress matters if the end result is not what was desired.” She leads the team towards their responsibility of delivering the results that they commit to for their clients while maintaining the team's wellbeing. She states, “My regular day starts with reflection: What do we need to achieve? How are we progressing on our goals? How can I better support the team? My day then moves into a hectic schedule of client, industry, influencers, and mentees meetings as I look to ensure we are relevant and strongly positioned in the market.”

Janet is a team-oriented leader and knows that her team is a driving force in the industry as the technology sector faces unprecedented changes in sales, marketing, and channel. They work in restructuring the company's go-to-market, proffer innovative programs to capture share as well as open doors to the growing market. Capturing the growth that is inherent in the current market while building long term value is a key focus for the team. Being a tenacious leader, she never gives up and always keeps moving ahead with her head held high and a sense of humor. For her, the best recognition comes from her daughter, who takes her mother as an inspiration and has recently joined the technology space with great results building a successful digital practice for clients. However, in giving her best efforts, she sometimes has to make sacrifices at home. Nonetheless, she feels there is no such thing as work-life balance, it is a myth. As a leader it's more about a successful work-life blend in which she needs to ensure a healthy lifestyle that includes all the things that make her the person she is. To achieve this, she believes discipline is the thread that helps her in prioritizing herself both at work and at home. Also, when she makes a personal commitment she sticks with it, keeping her word is especially important. Her persistent efforts help her gain self-worth, which enables her to prioritize what is important without any guilt or FOMO.

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Charting the Future of JS Group The world is on a new path as we exit more than a year of isolation and remote work. Growth is now the name of the game and Janet and her team have evolved their oﬀerings to ensure channel acceleration in the market while simultaneously being a good partner and excellent member of the industry. For that, they are on edge of innovation, building creative new ways to maximize channel capacity while maximizing growth and crafting new ways to generate high margin revenue for their clients. Personally, she looks forward to continuing mentoring women and supporting the cause of diversity in the industry. Helping others is a cornerstone of her leadership in the industry and one that she wants to ensure is her legacy in the technology space. For aspiring business leaders, her special message is, “Write a plan, and document what you want. Then, go work on the plan changing it when needed but always keeping true to the plan's purpose. You will never achieve what you don't plan for, so this is the way to personal growth.”

Navigating Compliance:

Katherine Delikoura's Journey in Upholding Integrity

n the intricate landscape of corporate governance, the role of compliance officers stands as a cornerstone of integrity. Delving into the insights of one such luminary, Katherine Delikoura, Chief Compliance Officer at the Council of Europe Development Bank (CEB), reveals a journey marked by dedication, resilience, and unwavering commitment to high ethical standards. Let's explore her odyssey, insights, and aspirations in the realm of compliance. Exploring the Path to Compliance Leadership Katherine's journey to assuming the role of Chief Compliance Officer unfolds over a span of more than twenty years, characterized by a profound understanding of the intricacies of the multilateral development banking and a fervent dedication to mitigating risks.

Reflecting on her formative years, she recalls the dynamic environment of the nineties and early 2000s, a period marked by significant shifts in the global banking landscape, including towards more stringent recommendations on supervisory oversight, capital adequacy and market discipline to strengthen the banking system under Basel Accords. "My journey commenced during a pivotal phase in banking history," Katherine reminisces. "The [the advent of Basel II in 2004] brought to light the complexities and vulnerabilities inherent in banking practices, igniting my curiosity and driving my focus towards the realms of risk management and compliance." This pivotal moment not only shaped her professional trajectory but also laid the groundwork for her unwavering drive to upholding integrity and regulatory standards within the financial sector.

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Unique Compliance Challenges at CEB Leading the compliance efforts at CEB, which is Europe's oldest multilateral development bank, Katherine confronts the ever-shifting geopolitical terrain, characterized by its intricacies and uncertainties. "Operating in regions grappling with issues like money laundering and corruption underscores the critical nature of our compliance work," she elaborates. The presence of high-risk areas necessitates a proactive approach to due diligence, prompting an ongoing refinement of policies and practices to ensure strict adherence to compliance standards. This adaptive approach enables CEB to navigate the complex challenges inherent in its operational landscape more effectively, while upholding its commitment to integrity and ethical practices.

Chief Compliance Oﬀicer, Council of Europe Development Bank

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Embedding Compliance in Company Culture Katherine underscores that compliance is more than a department at CEB, and is deeply embedded in the organization's core values and day-to-day operations. "We've cultivated a culture of integrity, transparency, and accountability that permeates every level of our organization," she emphasizes. This commitment is reinforced through robust governance practices, transparent communication channels, and ongoing training programs aimed at fostering awareness and adherence to compliance standards across the board.

By instilling a strong emphasis on compliance in every decision and action, CEB ensures that integrity remains at the forefront of its operations, contributing to its reputation as a responsible and ethical institution. Compliance Team Strength and Strategy Evolution A robust compliance framework hinges upon the strength of its team. "Recruiting competent individuals and nurturing a culture of freedom and trust are paramount," Katherine emphasizes. She elaborates, "At CEB, our core values of commitment, cooperation, transparency, and professionalism underpin our

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compliance ethos." By aligning individual values with organizational principles, CEB cultivates a corporate-wide cohesive and eﬀective compliance team that operates with integrity and a shared commitment to upholding compliance standards. This approach not only fosters a sense of belonging but also empowers team members to contribute meaningfully and share in our success. Investment in cutting-edge technology is a cornerstone of CEB's strategy to meet future compliance challenges. "Harnessing the potential of the latest compliance solutions is paramount," Katherine asserts. She elaborates, "In a complex compliance landscape, harnessing innovative technologies and fully leveraging

high-integrity teams under her guidance. "Establishing trust and upholding stringent integrity standards have remained cornerstones of my leadership philosophy," she elaborates, highlighting the enduring values that have propelled her success in navigating complex compliance landscapes. Navigating Challenging Moments

them are increasingly essential for risk detection and mitigation." These planned investments will bolster the speed and eﬃciency of our compliance endeavors. Predictions, Regulatory Adaptation, and Future Compliance Strategies Looking ahead, Katherine anticipates challenges in the integrity due diligence process and heightened complexities in fraud and corruption. "Geopolitical uncertainties and the proliferation of AI-driven abuses necessitate proactive measures," she predicts. ”"It's imperative for compliance professionals to stay ahead of emerging threats and technological advancements." Katherine Delikoura underscores the paramount importance of staying informed about regulatory changes by actively engaging with intergovernmental bodies,

collaborating with peer multilateral development banks (MDBs), and keeping her ﬁnger on the pulse of change. "Agility and eﬃcacy are crucial in our compliance operations," she remarks. This proactive stance enables CEB to anticipate regulatory shifts and promptly adjust. Key Attributes Fueling Success Katherine's remarkable achievements in the realm of compliance are underpinned by her mastery of logical persuasion and an unwavering dedication to ethical principles. "Leading by example and cultivating a culture of integrity and professionalism have been fundamental tenets of my approach," she emphasizes. Her leadership style is distinguished by a harmonious blend of people-centricity and a relentless pursuit of results, which has consistently cultivated cohesive and

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Reflecting on her compliance journey, Katherine acknowledges the complexity inherent in investigating cases of corruption and fraud. "Such instances epitomize the epitome of a challenge," she admits. She further reflects, "They demand a delicate balance between professional rigor and personal resilience."It also involves meticulous attention to detail, on which the organization's overall compliance framework relies. Greatest Achievements and Impact Measurement Katherine's accolades, including winning the 'Woman Chief Compliance Officer of the Year 2019,' underscore her significant contributions to the field. "Such recognition reflects years of dedication and teamwork," she reflects. She elaborates, "It serves as a testament to the collective efforts of our compliance team and reaffirms our commitment to upholding the highest standards of integrity." Additionally, CEB's comprehensive compliance programs are evaluated through robust assessment mechanisms, ensuring adherence to integrity and transparency principles. This diligent evaluation process not only validates the effectiveness of

their compliance initiatives but also fosters continuous improvement and accountability within the institution. Advice for Aspiring Professionals Oﬀering guidance to aspiring compliance professionals, Katherine underscores the importance of integrity and continuous learning. "Entering the dynamic and fastchanging realm of compliance demands unwavering commitment to integrity," she advises. She further emphasizes, "Embrace excellence, lead by example, and embody the virtues of integrity and humility."

Drawing inspiration from Nelson Mandela's wisdom, Katherine adds, "Great people are all people of integrity, of honesty, but humility." This advice highlights the transformative power of integrity in shaping exemplary professionals, guiding them to navigate challenges with resilience and uphold ethical standards amidst evolving regulatory landscapes. Conclusion Katherine Delikoura's journey epitomizes the essence of compliance leadership—a blend of expertise, 3 2 | JA N UA RY 2 0 2 6

integrity, and forward-thinking vision. As she continues to steer the compliance ship at CEB, her story serves as a guiding light for aspiring professionals, emphasizing the indispensable role of compliance in fostering trust, integrity, and sustainability for both multilateral development and the corporate world.

CEO and Founder, revolutionDM

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Yılmaz Bozan An Astute Marketer and Skilled Business Leader

ılmaz Bozan, CEO and Founder of revolutionDM, is an industrial engineer with over 20 years of experience in the internet industry. He founded the ﬁrst online home furniture sales business in Turkey, and went on to operate and consult in a variety of industries, including consumer electronics, vacations, airlines, textiles, shoes, and fast moving consumer goods. Yılmaz Bozan's name appears in numerous ecommerce site start-ups, and his role is to introduce businesses to e-commerce and build performance-oriented digital marketing strategies. He's worked on conversion-boosting techniques including neuro marketing and growth hacking, and he now consults businesses on these topics. Yılmaz has worked with both small and large businesses. He worked long hours on coding and graphic design in addition to being a white collar worker. Before revolutionDM, he spent

his time honing other hard skills that are the foundations of digital marketing. He explains, "These have motivated me to start this business, and I am pleased to see that I have put in the effort to develop these skills." Taking First Steps as an Entrepreneur Yılmaz had the chance to collaborate with a variety of firms while working as the digital marketing director for a big consumer electronics retailer in Turkey. He has recently noticed marketing companies failing to comprehend their clients' difficulties and disadvantages. Being with entrepreneurs in Dublin in 2014 inspired him to start a firm that fills that gap and understands the demands of companies as well as the complexities of this fast-paced expanding business in Turkey, while also delivering benchmark service in its own manner.

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CEO of revolutionDM Yılmaz's role in the company is like a mentor and big brother. Since the beginning, revolutionDM has set the company's organisational structure without hierarchy, in which communication among the teams and clients is seamless and frictionless. He describes it thusly, "We treat our clients' issues as our own problems, just as our colleagues' issues. There is no distinction between overseeing their digital communication processes of clients, taking action before they cause any major damage and our colleagues' problems."

In 2015, Yılmaz founded the Internet Advertising Services and Consulting company called "revolutionDM". At the same time, he was arranging "Digital Marketing and E-commerce" training and certificate programmes at several institutions, as well as writing articles for well-known publications and websites. revolutionDM revolutionDM is a digital marketing firm that places a strong emphasis on results. The firm sets itself apart from the competition by the level of service it delivers and the strategy it takes. Yılmaz says, "Our approach is being one with our clients as if we are working together at their premises. We like to act as their colleagues, in other words, their Director of Digital Marketing. Not like an agency, but an employee who has organic bounds going through challenges side by side. That's why we are not affected by the competition due to our approach and our business model." RevolutionDM's main service categories are as follows:

• • • • • • • • •

SEO (Search Engine Optimization) SEM (Search Engine Marketing) SMM (Social Media Marketing) Conversion Optimization Growth Hacking Neuro Marketing Mobile Marketing UX/UI Desing / Optimizastion E-Commerce Consulting

The Global Challenge and Team RevolutionDM The last two years during the epidemic were very difficult for the revolutionDM teams, since they are currently dealing with it. revolutionDM was able to survive this difficult phase because of the team's excellent relationships with the company's clients. In exchange, the firm has worked extremely hard to maintain the best level of service, despite the fact that the economics of the pandemic period are still shifting and tough. The team's vision is to go global and have partners as well as clients on all continents, while keeping the unique service level at its highest.

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Yılmaz goes on to say that the company's executives' attitude and pleasant corporate culture keep employees engaged, and that no matter what occurs, a solution will always be found. This approach, according to Yılmaz, characterises revlutionDM's ideals, which is why individuals in this sector's ecosystem chose revlutionDM. Yılmaz says, "I used to work in a pharmacy, so I even take care of my colleagues' health problems and sometimes I give medical treatment to my colleagues when necessary." Following the Routine Yılmaz says, "I love what I am doing here." He works long hours, even after midnight on weekdays, but his Sundays are always free. Over the years, he has learned how to manage his time. He states, "My hairdresser appointment is set weeks before. I plan my days, weeks and even months in advance so that I can squeeze personal time and responsibilities in between. That helps a lot to balance your work and life. To me, if you manage your time well, you manage what you want to achieve.”

Hard work always Pays Off In the previous five years, revolutionDM has added new clients in the United States, Europe, and the Middle East, with the number of clients in Europe increasing dramatically last year. WOM was the company's marketing approach, which meant that existing customers recommended it to new ones. The firm does not have a landing page, but it does have personal social media profiles, which is interesting. Another intriguing aspect is that it has clients who do not speak the same language. Yılmaz says, "We manage digital marketing processes for a Polish client through translation for the last 8 months and it's still working perfectly. We are confident in our knowledge and experience. "

Yılmaz has coded more than 400 websites, managed over a billion traﬃc and set up countless ecommerce start-ups with the help of tonnes of coﬀee and sleepless nights over the years. He says, "Anyone who would like to capitalise our knowledge and experience for their venture and company is always welcome at revolutionDM." View on Success In 2009, Yılmaz started to give courses about digital marketing. After 10 years, his students become professionals working for big enterprises. He feels very proud when he meets them again. He considers the biggest achievement for him to be the people whose lives he has contributed to. He says, "It's amazing to see the CIO VIEWS | 39

power of spreading knowledge and information and how it impacts people's professional lives." If Yılmaz had to choose three qualities that helped him succeed in business, he would say imagination, persistence and values. He continues to state that everything begins with a dream and that when one has a dream, one must strive and fail in order to keep the dream alive. He mentions that it takes every possible way and tries various strategies to make that dream come true. That also requires discipline and persistence. He says, "Having values and respect towards your surroundings and people that you work with, success becomes inevitable."

Mohit Gupta on Leading with Purpose, Agility, and Impact in Global Finance

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Senior Vice President, Apex Group Ltd

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CEO and Founder, Nuvoola AI

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Martin Reniere On the Path to Automating the Most Mundane Tasks and Increasing Operational Eﬀiciencies

he next stage of digital transformation is AI transformation. To stay ahead of the competition, businesses are eager to invest in AI technology. According to Andrew Ng, a globally recognized leader in AI (Artificial Intelligence) (Co-Founder of Coursera), AI transformation is a process that might take two to three years, but businesses can begin to benefit from it in as little as six to twelve months. Before businesses can begin their AI transformation, they must first undergo digital transformation since, in most cases, the deployment of AI solutions requires the utilization of digital processes and digital data for training. "By helping to speed up decisionmaking, reduce cycle-times, and improve operations, AI is having a significant impact on the efficiency and competitiveness of businesses worldwide.”

Through automation and real-time visibility, Nuvoola's AI-based SaaS solutions enhance operational eﬀectiveness. Martin Reniere, Founder and CEO of Nuvoola AI, states that the company transforms video, voice, and data into actionable intelligence with business solutions tailored to the supply chain, transport, and logistics industries. The CEO of Nuvoola AI Martin's primary duties at Nuvoola include formulating and communicating the company's vision, designing the strategic plan, directing the product roadmap, and developing the team. Martin is a visionary leader who can see the future of Nuvoola and then inspires and drives his team to make that dream a reality. To do this, each team member must have the authority to implement the strategic plan at the organizational, team, and individual levels. Martin works with a group of senior directors to make sure the business's

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operations—from ﬁnance to sales and marketing to product delivery—perform well overall. He genuinely values innovation and customer happiness, thus he likes the chance to take part in client demos to remain in touch with them and understand their requirements. He says, "Only if we understand our customers' reality and upcoming challenges can we identify the best way to innovate and ensure we have a major impact on their operations." According to Martin, Nuvoola has always been a company that values innovation, excellence, teamwork, and communication. It's the team that helps nurture a culture of innovation and integrity. He believes that they are strongly encouraged to spend time learning, educating themselves, and brainstorming; this is how they come up with new ideas. This has resulted in a company that is constantly evolving and one that customers can trust to do the right thing for them.

shift but still needed the technology to assist them with asset management. Prior to automating the shipping container inventory on the site, Nuvoola digitalized their asset inventory and processes. Nuvoola quickly and conveniently collects all the identity details regarding containers, vehicles, and trailers entering and leaving the facility using a high-resolution camera connected to the 5G network and a self-serve kiosk for drivers to check-in. Thanks to this, AGD Verchères was able to see the assets that belonged to their clients and were kept in their storage area.

Inception Story The first focus of Nuvoola's expertise when it initially began in 2017, was on business cloud services. Then in 2019, Nuvoola made a significant shift in focus after seeing an opportunity to use AI to quicken enterprises' digital transition. The group decided to make significant investments in R&D, creating AI assets and exclusive intellectual property. Martin states, "We built a powerful AI engine that is industryagnostic and able to learn and execute commands on its own, and we named it LUKE. LUKE is an acronym that stands for Learn, Understand, Know, and Execute. It's at the heart of everything we do." The business's ability to assist organizations in automating many of the more tedious operations has enabled workers to devote more time to strategic goals. The ultimate objective is to improve and transform companies, mostly in the supply chain and logistics industry.

Martin claims that Nuvoola's expansion of its ability to identify objects in challenging environments and digits in the wild is when the company first gained notoriety in the AI sector. It utilized pre-existing video streams and connected with other data sources to obtain insightful data that would help organizations: 1. Gain real-time visibility 2. Get detailed, accurate, and digitized logs of entries and exits 3. Measure the fluidity of their operations with KPIs 4. Transform their operations Unlike its rivals, Nuvoola's solutions work in tandem with the current IT infrastructure. It fills in visibility gaps in the supply chain and enhances communication across the various management systems. For instance, AGD Verchères was searching for a creative way to improve operating effectiveness in its yard while maintaining sight of everything that entered and exited the facility. Additionally, they didn't want to undergo a significant operational

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AGD Verchères was able to improve operational visibility by showing realtime data on a dashboard with the help of Nuvoola's technology. This makes it easier to analyze important performance indicators and allows for more informed decision-making. Coping with Market Challenges One of the biggest challenges Nuvoola faced was the way the world had evolved and was impacted by remote work, people having less inperson interaction, and the resulting labour shortage in all industries. It committed internal resources to developing a safer access system that could automatically screen clients and workers without the need for staﬀ. Martin claims that the group created these self-serve kiosks for senior living facilities, oﬃce buildings, public buildings, and other places where a lot of people enter and exit. The creation and implementation of the self-serve kiosks allowed Nuvoola to gain a lot of knowledge. With the expertise obtained, the company developed IGOR, an outdoor selfserve kiosk that automates gate operations for supply chain businesses and port terminals. By

focusing on a different market sector with a more pressing need, Nuvoola was able to accelerate its success. The company has seen exponential growth since its inception. Inclusive Offerings All of Nuvoola's products are built on the Learn, Understand, Know, and Execute (LUKE) online cloud platform. It is an AI-based decision engine and a data-driven framework. The LUKE AI framework is broken down into a central AI hub (the "brain" which continuously learns, orchestrates thought processes and actions) and its key modules (acting like senses and limbs). "Unlike its competitors, Nuvoola's solutions complement existing IT systems. We bridge the gaps in supply chain visibility and improve operations between the different management systems." The LUKE platform connects with current sensors, systems, and devices as well as deep neural networks (DNNs) from third parties that it may use for specific post-analysis. Because LUKE is flexible, more AI capabilities, data analytics, and visualization tools may be added. Different variations of LUKE are being used in the following sectors: Ÿ LUKE AI for Manufacturing and Distribution Centers (MDC) – A yard visibility solution that is based on a distributed computer architecture called EDGE (on premises) computing which processes data at the edge of the network, close to the source of the data. It is thus possible to minimize the bandwidth requirements between sensors and data centers by performing analysis as close as possible to the

data sources, with the advantage of reducing latency. Easily integrated with existing camera infrastructure, LUKE AI for MDC uses computer vision to digitize and centralize real-time information such as truck arrivals and departures, trailer and container numbers, as well as purchase orders.

for distribution centers. Users can connect to LUKE AI to place orders. The distribution center receives the order, and their ERP is automatically updated along with the clients' ERP. Orders can be tracked in LUKE from the moment they are received to the moment they reach their destination.

Ÿ Automated Gate Operation Solution – IGOR, its interactive self-serve kiosk that is installed at the gate, automates driver and vehicle identiﬁcation. Using the powerful capabilities of LUKE, drivers can quickly and easily identify themselves without the need for employees to get involved. The kiosks can interact with drivers, telling them where to go once they are identiﬁed. This reduces check-in time while providing secure access to the site, all without the need for someone to be present at each gate.

Ÿ LUKE AI for Inventory Management – A fully digitized process to track inventory and reorder parts and items that may be running low. An order can be made by simply scanning the code on the box where the item is stored. LUKE AI uses Order Management to place the order. Both ERPs are updated and the client as well as the distributor can follow and track the order.

Ÿ LUKE AI for Order Management – Developed as a custom solution for JRV Distribution, this product complements the suite of solutions CIO VIEWS | 47

Ÿ Operation Performance Center for Ports – A SaaS solution that is comprised of three distinct sets of advanced analytics related to visibility, ﬂuidity, and resilience. The visibility module integrates multiple sources of data and processes them to provide a

Ÿ complete view of information, such as daily throughput, railcar volume, cargo volume, and more. Real-time performance is then monitored with a fluidity dashboard that provides detailed insights on things like gateway cycle time, outbound time, average time spent by location or commodity, and more. Finally, the resilience module uses predictive analytics to alert ports about potential disruptions and their impacts on business. This is done thanks to a wide variety of data including A6 and A6A forms from CBSA, and data from the ports operations and Transport Canada. These analyses improve the ability to react to disruptive events and to recover from them without significant impact on operations and customer timelines. Ÿ Rail Shipment Visibility – Using cameras, its rail shipment visibility solution detects and classifies the type of wagon as well as the containers' type and ID number to create a detailed emanifest. Ÿ Transport of Dangerous Goods – This solution recognizes placards of dangerous goods at high and low speeds to provide visibility and compliance information on the trucks transporting dangerous goods. It can provide information such as speed and directions. Leading Competition in Artificial Intelligence Martin and the crew always strive to keep one step ahead of the competition. The team regularly conducts competitive analyses to see what new products the company's rivals are releasing and what new features may be added to their own solutions. Martin also likes talking 4 8 | JA N UA RY 2 0 2 6

Ÿ with both current and future clients to learn more about the difficulties they are experiencing and the changes they would want to see. This enables Nuvoola to develop better solutions and maintain an edge over rivals. Coping with the Advanced Landscape of AI The role of AI in the supply chain is quickly developing in order to address the growing number of difficulties the sector is experiencing. AI is becoming a more crucial tool for the optimization of supply chain and logistics operations as more companies use IoT platforms and data-intensive software, allowing them to become more visible, flexible, and predictable. AI is having a huge influence on the productivity and competitiveness of organizations all over the world by assisting in the acceleration of decision-making, the reduction of cycle times, and the improvement of operations. The supply chain and logistics industry may anticipate that AI will play an increasingly bigger role in the years to come. With its ability to optimize operations and improve performance, AI is destined to become a key component of successful businesses worldwide. Nuvoola is contributing to this change by offering solutions that bridge the gaps in visibility and streamline operations. This helps businesses become more efficient by saving time and allowing resources to focus on other priorities. Motivation Behind the Achievements Martin believes that the creation of the first AI-powered self-serve kiosk with a lift mechanism is the greatest recent accomplishment. The kiosk, which is installed at the gate, can

determine if an approaching vehicle is a car or a truck and will alter its height appropriately. He continues by saying that the Nuvoola intelligent self-serve kiosk automates vehicle and driver identification. The procedure just needs a few seconds if the motorist has permission to access the area. It speeds up check-in while allowing secure site access without requiring a gate attendant at each gate. The kiosk also communicates with the cars, directing them after they have been recognized. Paired with the reservation system, this improves the flow of operations while decreasing gate congestion and reducing dwell time. What keeps motivation high is seeing the impact the Nuvoola team has when it delivers. Just recently, the company completed a first project phase with a major customer and hearing them say things like: "We are really happy with the work, professionalism, responsiveness, engagement, and management that Nuvoola has provided" and "We have only positive feedback and Transport Canada has expressed their desire to move forward" is creating the energy and motivation the team needs to continue delivering the best services and solutions to its customers. View on the Future of Nuvoola AI In the last few years, Nuvoola has grown significantly. The concentration on road infrastructure and, more particularly, the work done to provide autonomous entry for trucks at gates utilizing cameras and video systems, served as the foundation for everything else. Due to its success there, it expanded into other transportation sectors, including ports and rail. Martin says, "Here we used our success with trucks accessing gates to do the same with cargo shipments and rail cars. The CIO VIEWS | 49

disruptions in the supply chain and the shortage of available labour affected our customers, and because our strength is in solving business problems, we realized using automation and artificial intelligence would lessen the dependency of companies on labour supply. We've been successful with this approach, as evidenced by our revenues increasing tenfold over the last year." "We quickly expanded our recognition capabilities of objects in harsh environments and digits in the wild. We were using existing video feeds and integrating them with various sources of data to gain valuable insights that would help organizations be more efficient." The growth strategy of Nuvoola AI includes strengthening the resilience of seaports. With Canadian seaports, Nuvoola is currently collaborating to improve visibility, flexibility, and resilience. Making marine ports more effective and robust is its aim. The amount of risk associated with big disruptors has significantly increased for all supply chain participants. The company's business solution for ports was developed to offer seaports and terminals strategic data and predictive analytics on the speed, fluidity, and short-term resilience of the supply chain. The main goals of Nuvoola's analytics tools are to comprehend how events affect the entire gateway, create a near-real-time warning system for particular resilience disruptors, and suggest potential actions that could direct gateway participants in their recovery efforts and lead to a return to full-scale operations.

CISO, symplr

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Saeed Valian A Visionary Leader Inspiring a Security Culture that Enables Organizations to Reach Their Business Objectives

visionary leader, published author, and cybersecurity advocate, Saeed Valian hopes to inspire and empower others to succeed while making a positive impact in the world.

and healthcare governance, risk management, and compliance (GRC), increase the eﬃciency of healthcare operations, allowing caregivers to focus on what they do best: provide high-quality patient care.

An award-winning Information Security and Technology Leader, and the Chief Information Security Oﬃcer (CISO) at symplr, the market leader for enterprise healthcare operations software and services, Saeed is known to confront and resolve technology, risk, and business challenges in a proactive manner.

Inspiring a security culture & integrating security into the business

Interoperability and value-based care are transforming how providers and payers deliver and enable healthcare services. symplr's solutions allow their customers to successfully navigate ongoing change with scalable, enterprise technology to connect and streamline healthcare operations, and tackle healthcare's top operational challenges. symplr's solutions for provider data management, workforce management,

As the CISO for symplr, Saeed's role is to inspire a security culture across the organization and integrate security into the business. Considering the significant increase in cyber-attacks, as well as regulations impacting the healthcare industry, it is his group's responsibility to ensure that security is in the DNA of the organization, solutions, and services. Saeed has the ability to reduce gaps by effectively collaborating to build relationships and define a culture of success, positioning organizations for the next stage of growth. Saeed was recognized as one of “10 Best CISOs of 2021” by Industry Era, as well as one of “The 10 Most CIO VIEWS | 53

Influential CISOs to Watch in 2021”, and he has received several other recognitions. With almost 20 years of comprehensive IT and Information Security experience, he is leveraged to promote business performance, integrity, and scalability. His strategic and technical experiences and publications have brought him recognition as an effective thought leader in the security industry. Saeed has a proven record of success in several industries: healthcare, technology, education, manufacturing and consulting. Having worked through different areas of IT and Security, including both technical and leadership, he is empowered to quickly grasp the big picture while connecting the dots addressing potential technical challenges. Saeed also has extensive global business and operation experience covering over 20 countries, with a proven record of establishing and leading cross-functional international

teams. As a seasoned professional, he brings a business understanding of small and large environments, both private and public, and is engaged in deﬁning strategies to deliver innovative solutions and services, resulting in increased productivity, improved competitiveness, and revenue growth. Saeed ﬁrmly believes in the power of collaboration with peers, as well as encouraging youth to join the cybersecurity domain. In addition to sharing his thoughts and experiences with his peers, he has also been

advocating for, mentoring, and educating the next generation of cybersecurity professionals. A visionary leader with intensive technical knowledge in infrastructure, information security, applications and data, he is currently serving as an Advisory Board Member and a cybersecurity advocate and is continuously involved in and collaborates with several groups and forums. Making security an essential business enabler

“Security does not have to be a cost center!” Saeed declares. “While overall security fundamentals might be common, it's imperative for a security leader to learn their company's business in order to adapt a security vision to further enable their company's mission. That's what we have done at symplr, by realigning based on symplr's mission and promise, security has become an essential business enabler; not only protecting our brand, but an integral component of revenue operations and customer support.” Healthcare operations are mission critical and cannot be allowed to suffer adverse interruptions. As a pioneer in healthcare operations solutions and services, symplr understands the industry's unique, day-to-day challenges, and has designed their solutions with their customers in mind. symplr has been dedicated to improving healthcare operations and providing better outcomes for patients, providers, payers, and sta ff for over 30 years. Their healthcarespecific software solutions and professional services go far beyond single, siloed solutions, to help customers achieve truly connected, integrated, enterprise-wide operational efficiencies. With the motto of, “Better operations. “Better outcomes,” symplr is a compass in a constantly changing healthcare landscape. The organization understands the daily and emerging challenges their customers face andis there to guide them through. symplr is the market leader in enterprise operations software and services for healthcare governance,

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risk management, and compliance. Their solutions increase operational efficiency, empower providers, and make the patient care environment safer. Their solutions also include provider data management, workforce management, talent management, contracting, spend management, facility access, compliance, quality, and safety, to help their customers ensure better outcomes for patients, providers, staff, and their leadership organization. symplr assists their clients in unifying workforce management and the governance, risk management, and compliance processes that they rely on to bring together the right people, in the right places, at the right time. Their mission-critical software makes healthcare operations work more efficiently. They help unify the management of their customers' workforce and the governance, risk management, and compliance processes that they rely on to create better outcomes in vital scenarios. symplr also optimizes workflows for its customers' sta ffand providers, improves patient safety, increases scalability, and delivers impactful business insights to their leaderships. According to Saeed; as with many other organizations, COVID-19 and working remotely have intensified diminishing symplr's perimeters; however, they continue to analyze and improve the cyber posture to safeguard their assets against modern cyber threats. “We believe in a balanced multilayered approach to security, and while there's no such thing as perfect

security, the key is continuous correlation through a balanced multilayered approach constructed of different pillars, including but not limited to: threat intelligence, comprehensive visibility to data, human-led AI/ML (Artificial Intelligence/Machine Learning) controls & automation, dynamic security culture, and ongoing partnership amongst international public & private sectors,government agencies, and security organizations to combat against the common enemy - cyber criminals!” Saeed explains. The power of diversity & building something meaningful To be an influential leader, Saeed believes in the power of diversity, as well as surrounding himself with individuals much smarter than himself. Throughout his career, not only have his groups continued to represent fully dedicated and intelligent cybersecurity professionals, but they also happen to represent a very diverse group of people, which he believes is the differentiating factor. As a published author and cybersecurity thought leader, Saeed collaborates (pro bono) with some small businesses that can't afford true cybersecurity resources or solutions, to provide them with high-level, but actionable, recommendations to further improve their security against cyber threats. Saeed also belongs to a technology/security volunteer program providing education and training to youths in less-fortunate urban communities. He is currently co-founding and formalizing a nonprofit organization dedicated to training and enabling youths in less-

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fortunate urban neighborhoods, to prepare the next generation of cybersecurity professionals, as well as providing a fair opportunity to all. In Saeed's opinion, success is measured based on the reﬂection of the positive impacts that one inﬂuences on their surroundings (and beyond). Are we contributing toward something meaningful? Are we mentoring and empowering the next generation of leaders? Have we been able to right a wrong? “As leaders, how we utilize our limited time to inspire others positively, as well as ensuing an encouraging impact on something meaningful, is what leads us to true success,” he states. “What we do at symplr impacts something meaningful - improving healthcare operations which ultimately results in improving patient care! Patient care impacts us, our families, our friends, and our loved ones, which makes it personal to us. This is why we are motivated and passionate about what we do!” As Saeed's parting advice to aspiring business leaders' states: “Mistakes will be made; have the courage to face them as opportunities to learn and grow, and don't be afraid to ask for help. Becoming a true leader is not about passing others by but gaining the wisdom and capacity to inspire and empower them to succeed. Time is precious, never settle, and always disrupt the status quo”!

CEO, Postjer Group

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Hudi Shehu A Technology & So ware Professional Helping People Transform Their Data, People, And Organisation

ard work is the most important key to success. Achievements without hard work are impossible. We tend to put in hard work and dedicate ourselves to something we are most interested in and love doing. Hudi Shehu, CEO of Postjer Group believes that success is deﬁned as being able to say, 'I love what I do.' He states that every day, he is reminded of this statement because, no matter how arduous the journey to his objectives might be, he is successful because he does what he wants, creates digital products, and follows his passion. “I am following my passion and making my entire dream a reality,” says Hudi. Leading a company to success isn't an easy road to take Prosperous companies owe their success to a truly distinctive way of

providing value, a powerful set of capabilities, and coherence between their strategy and their capabilities. Postjer was born as an idea in 2020 but the decision to become part of this industry came in 2021. “I knew that digital transformation would become part of every business development strategy, although it wasn't going so fast. Hence, looking at current digital systems which at the moment are very complex, we thought about coming into this ﬁeld with new innovations where the main goal would be a better experience for users of any platform that Postjer will create,' explains Hudi. It is not very diﬃcult to lead a company to success where the spirit of the whole team and the motivation is so high. Challenges amplify your achievements When you have to overcome CIO VIEWS | 57

multiple challenges to reach your goal, you appreciate your achievement all the more; these challenges serve as ampliﬁers for your success. At times certain accomplishments wouldn't feel as valuable if they were less challenging. “The challenges I went through may not have been the toughest, but they have taught me a lot,” states Hudi. He has learned that running a business is a very big responsibility. You have to withstand the pressure and keep the balance between running a team and selling. Hudi has always tried to be a leader to his team while sharing his vision with them. The growth of Postjer under Hudi's leadership Postjer's idea and the concept were developed with his team through everyday learning of what clients

needed. Their growth initiated when they started designing and coding for Postjer CMS and the website builder, which will include CRM and Marketing Tools for all users as well. “What I am trying to implement together with Postjer's vision is a platform where you can ﬁnd the service you want, for both individuals and businesses,” Hudi explains. Creating a website today is very complex and they are doing their best to make it simpler, but a website without marketing and data management is almost nothing. Postjer will come with new plans for the Postjer CMS platform, for CRM and Marketing tools but also with

platforms that will automate many processes for small and medium businesses, which have a limited budget for technology. “What I can say is that Postjer will be part of the Mobility industry with an application for booking taxis and vehicles with renewable energy as well as a platform where it will connect all businesses to work with each other on diﬀerent projects,” he explains. Best recognition received as a leader Hudi's passion for technology started at the age of 6 after his family created the ﬁrst radio in the city where he was born and raised, so he 5 8 | JA N UA RY 2 0 2 6

grew up with these devices. In addition, to exploring everything while being part of the everyday life in the business they had, he gradually learned how to sell a product and how to gain a customer at a young age, and those were his ﬁrst lessons in entrepreneurship. The best knowledge he claims to have received as a manager was when they had just created their clothing brand, in meetings with business executives from the Chamber of Commerce, and after the opening of Postjer Ltd where many successful entrepreneurs have congratulated and eagerly awaited Postjer projects.

Hudi put into practice all the lessons he had learned at a young age.

Responsibilities as CEO and leader at Postjer Before Postjer was created Hudi, who describes himself as a 'Relentless' person, was active in the ﬁeld of technology and clothing. Sometime in 2015, he started creating online sites for local businesses, and in 2016 an information media portal for his city. “With the great support of my family in 2017, one of my dreams started to come true when we started producing diﬀerent clothing items under our family brand 'Gerid Clothing' through some partners we had,” he says. For him, it was one of the most beautiful periods as he learned more about how to run a business and

At Postjer the responsibilities are bigger, every day he tries to do his best to create a product that will be ﬂexible for the customers. One of his biggest responsibilities is to make sure that all the data and customer information is as safe as possible. “I have achieved and grown a lot professionally, but I have not yet reached what I dream of. We will continue to build more digital platforms that will bring powerful and simple interactions for individuals and small or medium businesses,” states Hudi. Maintaining work-life balance “It has never been diﬃcult for me to maintain a balance between my personal and professional life,” Hudi claims. The time when he was working with his family and studying prepared him for the stage where he is now. He managed to schedule his day to give himself time for all the

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other activities outside of work. “What I say to myself, and the entire Postjer team is that we are the ones who will change the way many businesses operate, market products as simple as possible, and have harmony between customers as if they were part of our family,” he says. Hudi states that he will always tell young business leaders to never stop chasing their passion. He thinks that the moment you think you cannot go further, new ideas and new solutions arise, in this moment give yourself and your brain more time to relax and look at situations from a diﬀerent perspective.

Founder & CEO, MIS3 US Inc.

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Neil Mistry Business Transformation Through IT Modernization

unning a smooth business requires digitization and IT management. There are several options in the market and complete digital transformation can be a daunting task for the best of organizations. At Managing Information Systems 3 US Inc. (MIS3 US Inc.), founder and Chief Executive Oﬃcer Neil Mistry provides a 360-degree view of IT with an application-centric philosophy. MIS3 US Inc. guides its clients in understanding the business value, new and emerging nextgeneration technology platforms provide, thus enabling digital transformation. Business-focused Professional Neil was always an entrepreneur at heart, a natural. He comes from a family of entrepreneurs going back

over 100 years back in India and Africa. His father too led a successful business in Toronto. Entrepreneurship is in his blood. He has a Bachelors of Business Administration degree in Purchasing and Operations Management. He has also completed a Procurement Specialization CPP program in Purchasing. Apart from this, he has mastered several technology skills and he holds accreditations and certiﬁcations from diﬀerent societies. Neil has been in the IT industry for almost 20 years. He has vast experience in leading a sales team and working with clients directly. He has always been a thought leader and a business-focused professional. He views technology as a business enabler. He is also aware that technology can pose a potential

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problem if used incorrectly. And most of the time it remains under-utilized. Therefore, he wanted to advise his clients on efficient and best technology utilization with a business purpose, while deliberately avoiding IT complexities. Neil is a family guy and does his best to balance his personal life and work life. The juggle is difficult and the struggle is real, but he manages to schedule his time wisely. Every spare moment is reserved as family time. Core Focus Neil overcame several obstacles throughout his journey. Firstly, starting a company and a brand from the ground up and arranging an operating capital. Secondly, finding great people to build a team and this, is a continuous process. Thirdly, finding and establishing a place in the

market and having enough revenue sources for survival. Finally, convincing the market of their value and innovative approach. Through all these roadblocks Neil never lost focus and labored on leading a successful business. Success is something you envision and the focus should be on the purpose - what you do and why you do it. Success based on ﬁnancial gain as a core focus is not sustainable. The focus should rather be on the impact you have within the industry. IT Operational Simplicity MIS3 US Inc. has 6 core practice areas:

1. 2. 3. 4.

Next-Generation Infrastructure Next-Generation Cyber Security Next-Generation IT Operations Next-Generation Professional Services 5. Next-Generation Managed Services 6. Next-Generation Block Chain Mis3 US Inc. is branded as a nextgeneration Business Value Tech Partner and solution integrator. Through their thought leadership in invisible technology infrastructure, they educate clients to reduce complexity within IT operations through the adoption of new and emerging technology platforms. They aim to guide clients toward IT operational simplicity.

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They focus on architecting with simplicity, reduced IT operational complexity and provide full visibility into our clients' environment, regardless of endpoint or location. They explain the business relevance of adopting simpliﬁed technology that is easy to architect, deploy and operationalize, along with the impact these technologies provide to business owners. They are focused on helping clients reduce their technology footprint and moving towards IT operational simplicity. Their specialization is centered on providing innovative disruptive technologies that have business relevance for every organization. They are the disrupters

boards, healthcare, retail and ﬁnancial services to better understand how to leverage technology to serve the business while delivering key applications that are fast, available and secure. He has been helping clients utilize existing technology investments and leveraging transformational platforms such as cloud while providing thought leadership around governance and security. Helping to reduce the technology footprint and educating clients on 'how to best utilize technology' to drive their business objectives and KPI's without burdening IT operations.

and innovators of 'Business Transformation Through IT Modernization.' They are ahead of the market when it comes to their approach to business and technology. They keep themselves abreast of the market by continuing to invest time and research into learning about technologies and. MIS3 Inc. is the only Canadian company focused and dedicated to new and emerging nextgeneration technologies that drive business outcomes. MIS3 US Inc. aims to be the North American leader in helping clients reimagine their business with the Transformational IT approach. They continue to focus on the North American market and they plan to continue to enhance their brand across Canada and expand into other states in the US. They believe clients in North America are looking for an organization that can provide thought leadership and awareness around aligning business outcomes with

simplistic secure technologies and strategies. Business Leadership Neil did not just start a company but he created a brand in October 2017. This was the beginning of something amazing and refreshing. It was an unmet demand of the industry. This also sparked a new line of entrepreneurs who were inspired by Neil's success and initiated their independent business in this sector. Neil inspired conﬁdence in them to take this leap of faith. He regards this inspirational leadership as his greatest achievement. He is viewed by clients and peers as a trusted sales professional within the IT industry for over 18 years in Canada. He has collaborated with C level executives and directors within the public and private sector, including federal, provincial, municipal, higher education, school CIO VIEWS | 63

As the CEO of MIS3 US Inc., Neil is involved in all areas of the business including all 6 practice areas, ﬁnancials, HR, and more. He inspires his team through hard work by being a model example. He believes in empowering his team to be leaders in their respective practice areasmaking independent decisions and doing what is right for the business. He maintains that employee empowerment is critical to inspire a team.

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