Issuu

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

DECEMBER 2025

www.cioviews.com

KIM

THYGESEN

Pioneering Global Growth and Sustainable Transformation in Maritime & Offshore Recycling CEO Modern American Recycling Services Europe

Powering Progress rough Purpose

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Business leaders from Europe are making a positive impact on the international market with their ability to develop business with both a strategic approach and a strong sense of duty. The most inspiring executive leaders of today are redefining what it means to lead by example, through the delivery of results and the cultivation of an innovative, inclusive, and impact-driven workforce. These leaders have placed people at the core of their strategic plans, creating a culture in which creativity, support, trust, and inspiration can co-exist harmoniously. By promoting the values of bold thinking within their organizations, these leaders are challenging traditional beliefs regarding the way we think and operate, creating a shared sense of empowerment for every member of their organization. These leaders model that true empowerment is not about having a catchy phrase, but rather a constant practice of being open, accountable, and empathetic towards others in the workplace. With a steadfast commitment to sustainable and long-term growth, these leaders operate in a business environment that is rapidly becoming more complex and interconnected with other businesses and industries. 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 Kim Thygesen, CEO of Modern American Recycling Services Europe. We have also included the inspiring stories of Caterina Berbenni-Rehm, Founder and CEO of PROMIS@SERVICE; Katarzyna Moszko-Stachowska, PR Manager and Communications Manager at Currency One; Jeff Johnson, President of Summit Point Training Facility; Jens Mittendorf, Managing Director of DEHAS MEDICAL SYSTEMS GMBH; Maria José Amich, Executive Director of The Lisbon MBA Católica; Dennis Lundquist, Managing Director and Partner at Qap Legal; Fernanda Platero, Legal Director at Honda Brasil; Natalie Foster, CEO of Inspire Legal Group; and Ekaterina Petrova, Managing Director of GenerationS. 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.

Kim Thygesen

CONTENTS

20. Caterina

Berbenni-Rehm

24. Katarzyna

Moszko-Stachowska

30. Jeff Johnson 34.

Jens Mittendorf

40. Maria José Amich

44.

Dennis Lundquist

50.

Fernanda Platero

54.

Natalie Foster

58.

Ekaterina Petrova

THYGESEN PIONEERING GLOBAL GROWTH AND SUSTAINABLE TRANSFORMATION IN MARITIME & OFFSHORE RECYCLING

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KIM

CEO Modern American Recycling Services Europe

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CEO of Modern American Recycling Services Europe (M.A.R.S.), describes himself as a

passionate, hard-working, face-to-face leader.

Inspired by the changes within the recycling and maritime dismantling industry over the last

decade, with its focus on safety, environmental awareness, and raw materials, he ﬁnds it very inspiring to be a part of this transformation,

setting standards, and building up capacity around the globe.

Driving Global Expansion Through Sustainable Innovation Kim takes pride in the fact that the founders and owners of M.A.R.S. entrusted him and his team with the task of establishing the first EU-approved green recycling facility. “This is a groundbreaking milestone, as it is the first yard in the world specifically designed to recycle heavily contaminated vessels and oilproducing platforms. Additionally, it marks the company's first yard outside of the USA, expanding its footprint internationally,” he shares. Another one of Kim's significant achievements has been guiding the company from a primary focus on straightforward decommissioning and recycling towards a more specialized approach - recycling high-end, complex, and heavily contaminated assets. With significant guidance and support from the parent company, he successfully steered this transformation, positioning M.A.R.S. as a leader in recycling complex assets in a sustainable and environmentally responsible manner. Building Empowered Teams Aligned with Purpose For Kim, his greatest sense of fulfillment comes from seeing people grow and develop when given the opportunity. He likes to give young, newly educated team members a chance to develop and grow by entrusting them with responsibility early on. “I believe this approach not only builds their skills but

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Kim Thygesen,

also fosters a sense of ownership and engagement. Overall, my goal is to create an environment where team members feel supported, motivated, and empowered to contribute their best,” he explains. Kim sees empowerment in leadership as giving employees the space and responsibility to take ownership of their work. “I give a lot of room for employees to assume responsibility, trusting them to make decisions and manage their tasks eﬀectively. I often take the time to converse with them to ensure they feel conﬁdent and comfortable with the challenges they face, which helps motivate them to succeed,” he shares.

Kim credits his ﬁrst big oil and gas project for teaching him, the hard way, how to build an organization and stay on top of project management, as he lacked the organization to support a project of that magnitude. He ensures that his team remains aligned with the company's long-term mission, especially across international operations, by doing his best to give people a say in the process. “Our management system is built to follow our strategy and mission; every procedure and work instruction follows that direction. I'm not sure that all employees can say it word-for-word, but they work according to it. We also strive to show people that we've taken action

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based on the feedback we received. I understand that this is appreciated. People feel acknowledged,” he reflects. Driving Growth Through Environmental Excellence Kim insists that environmental responsibility is the cornerstone of their business as it's essential to assure all clients that they are operating with high safety standards and in an environmentally friendly manner. “This is how we can add value to our clients, so environmental responsibility has a direct impact on our growth. Because we have focused on compliance with the highest standards and are dedicated to continuous improvement, and self-critical, clients followed,” he observes. Kim's approach to innovation includes constantly looking for better ways to transform waste into resources and make sure the company stays ahead of regulations. “We constantly try to find new ways to handle the challenges in the projects. I try to push the organization to new directions, and my own profile is very much entrepreneur colored, so I challenge the team with new ideas to check, and it often turns up new ways to make things safer and cost-effective,” he explains. “Luckily, many clients are striving today to make an effort to contribute to the impact of climate change, and are urging us and competitors to continuously improve our standards on climate change and safety.” Finding Balance Through Family and Routine Kim's personal life revolves around his wife and family of three children and seven grandchildren, which keeps him grounded. As the proud husband of Gitte, his wife of over 30 years, he sees her as the centre of his family and a rock in his life. “Gitte makes sure my priorities in life are well-balanced and that everyone in my family gets the attention they deserve. When I'm not working, I usually follow the schedule Gitte sets for me,” he says. Kim's morning routine is spent at the yard, talking to people, and having daily meetings with very skilled employees who update him on market analyses and the upcoming projects they need to move on. His weekends are mostly taken up with handball matches,

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Guiding the Next Generation of Sustainable Leaders To emerging leaders in the decommissioning and ship recycling industry, who aspire to drive change in industrial sustainability or maritime services, Kim offers the following words of advice: Recruit a diverse team - not just because it's fashionable, but because varied backgrounds and perspectives drive better solutions for complex, realworld problems. Start by identifying the specific skills and competencies the team requires, then hire them to fill those gaps. Set clear ground rules for cooperation and communication from day one so everyone understands expectations, decision paths, and how to escalate issues. Foster a culture that values a variety of ideas and constructive challenge; encourage healthy debate while keeping discussions focused on outcomes.

systemic - a diverse, skilled, disciplined, and driven team will be your most eﬀective engine. Conclusion As a passionate and visionary leader in the maritime and recycling sector, Kim Thygesen's leadership has set a lasting standard for how maritime vessels and oil rigs are recycled - by prioritizing safety, environmental responsibility, and practical circular-economy solutions. His wish is for the practices they establish to become the benchmark for the industry, and to demonstrate that commercial success can go hand-in-hand with sustainable, ethical operations. Equally important, Kim aims to develop and mentor skilled leaders who share this vision and can carry it forward. By building a diverse, competent team and embedding clear standards and behaviours, he expects future generations to continue improving processes, scaling sustainable practices, and raising the bar for the entire maritime and recycling sectors.

Finally, lead by example: be curious, decisive, and accountable. Invest in continuous learning, measure progress against sustainability and safety metrics, and celebrate small wins. Change in this sector is incremental and

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football games, and family activities. In his time oﬀ, besides following his family to matches, he works on the houses, helps his children renovate their houses, and prepares barbecue evenings for friends and family.

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CATERINA BERBENNI-REHM HARD WORK IS A VIRTUE, SMART WORK IS A TALENT

hen you identify a way of performing a task with intellect over efforts, you have achieved the way of success in this fast-paced business world. Caterina Berbenni-Rehm, Founder and CEO of PROMIS@Service, started her journey with a similar approach and she mastered the smart way of business. She believed in efficiency and quality which forms the foundation of PROMIS@Service, a Cloud and Intranet eco-system of interactive tools. Caterina was positive about her vision and as she kept going, her entrepreneurial journey sped up. Leading the way with an out of the box thought, Caterina's journey is a true inspiration. In this exclusive read, Caterina shares her success mantras that motivated her to achieve her dreams. What were your dreams and aspirations while growing up? My aspiration was to do everything I had to do, with minimum effort!

Whenever a task or goal was set before me, at school or, later, at work, I always looked for the streamlined method of achieving it. My mother said I was lazy, but, which of us, these days, can afford to keep throwing time, money and effort at the work in hand? This was the beginning of my dream to offer European businesses a way of getting necessary work done in the most efficient way possible. What led you into this field of work? My emotional intelligence never squared with technology, but when I met my husband, an informatics engineer working for KPMG, he convinced me that everyone was building mere hardware and machines without considering the 'soft' side of technology e.g. human-machine interaction, cognitive science, psychology, cross-cultural aspects, multilingual communication, rules and ethics at work. These nontangible aspects were precisely what fascinated me most. 20 | DECEMBER 2025

What were the initial challenges and setbacks that you faced? Everything we do centers on the question of how to make knowledge a tangible asset, because knowledge is the most valuable individual and human capital. The challenge at the beginning was to understand the multi-sector, multilayered, multinational, and multilingual requirements of the users, so we could address their problems in the best way. The major challenge here was to simplify all that complexity down to a “bird's eye view”, which meant we had ﬁrst to map the overall situation, analyzing the status-quo to get a comprehensive understanding of it. An innovation bringing a paradigm change in the delivery of new services, with high market potential, was never going to develop smoothly! It turned out to be a long and challenging, undertaking, which we

Founder and CEO, PROMIS@SERVICE CIO VIEWS | 21

would never have managed without a trusted, international team and the support of European institutions. There were setbacks: it proved difficult, for instance, to demonstrate in practice how these methods and tools could make knowledge a 'tangible asset'; inventing and integrating the new business models into the digital platform's eco-system was not easy; and we experienced that where money can be made, certain business 'sharks' are sure to gather! It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than a new system. For the initiator has the enmity of all who would profit by the preservation of the old institution and merely lukewarm defenders in those who gain by the new ones. © Niccolò Machiavelli Tell us in brief about the services of PROMIS@Service The business-enabling e-Platform PROMIS® is a Cloud and Intranet eco-system of interactive tools that allows organizations and institutions to find their way through the maze of laws, norms and other regulations to which they are subject and, at the same time, to structure their processes and experience in a way that results in improved operations and significant cost reductions. It is a new type of multilingual, knowledge-management system combined with the versatile Integrated Management System framework. Together, they form a powerful platform for structured process documentation, compliance management, trusted communitybuilding, multilingual communication, smart working and eMentoring.

In short, it is a comprehensive 'all-inone' approach in diﬀerent languages (content included) with fully integrated machine translation technologies with access, also, to human post-editing, translation services. What is the signiﬁcance of technology in your everyday business operations? Technology is now an integral part of my life, but I strongly believe it should be an instrument at the service of people, not the other way around. As both a woman and a manager, I am convinced it should be a tool that supports us all as we seek to improve the quality of our work and life. There is a great need to create a model of society in which man and woman, 'united without confusion and distinct without separation', build up a solid civil project of democracy with more and better jobs for all. © CaBeRe 22 | DECEMBER 2025

How do you deﬁne the growth of the company over the past few years? Recent market data for Governance, Risk and Compliance (eGRC) alone, shows the potential market growth from $31,5 bln in 2019 to $51,5 bln in 2024 at a CAGR of 10,3% for the forecast period. (Research & Markets, July 2019). Our company has built upon a solid foundation, developing and integrating every aspect of this complex undertaking, so that, with proper resources, it is now mature enough to expand at an international level. What is your vision for the company? We aim at remaining ahead of the competition, oﬀering interactive multilingual services for eGRC and the Circular Economy of Knowledge on a global scale.

Among the achievements I am proudest of I count:

Give us a brief of your life before PROMIS@Service

Ÿ Winning the loyalty of employees, partners and friends during crises and diﬃcult moments.

After achieving a PhD degree, I started my career as marketing assistant for the General Director of FERRERO in Germany. After that, I directed a cultural exchange organisation with direct responsibility for 153 people. After nine years, I took a break from my professional career to devote my time to the upbringing of our son. I re-started as CEO at FUTUREtec GmbH leading an interdisciplinary team of experts in knowledge- and technology-transfer from research to industry, project management of research projects up to deployment. In 2000 we started the PROMIS® project, co-funded by the European Commission. Tell us about your roles and responsibilities as the CEO of PROMIS@Service and how does it make you feel? To be the CEO of a truly innovative company requires ﬂexibility, multitasking, a holistic approach, interdisciplinary skills and, most important, discipline and a great sense of responsibility towards employees and clients. It requires collaborative & smart working between diﬀerent nations and continents, day by day. What are your greatest achievements?

Ÿ The ability to combine professional and private life harmoniously. There's nothing easy about it!

How do you manage to balance your personal and professional life? Simple answer: work is one of my hobbies, though I do love cooking! Describe yourself in one word and tell us what inspires you? Integrity. I am inspired by nature. There, every powerful or beautiful thing, like a daisy, a storm or Alpine scenery, has behind it a world of complex systems. What keeps you and your employees motivated? Integrating good people, into better teams, for mutual beneﬁt. © a Benedictine monk Success cannot be achieved without the trust and commitment that makes for good teamwork. Disruptive innovation is never the result of one person's work only, but of the input –minor or major- made by everyone involved, whether inside and outside the company. It is like the interaction, say, between diﬀerent instruments of a symphony orchestra. All this keeps us highly ambitious, but also down-to-earth, and even a little humble!

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What does the future of PROMIS@Service look like, globally? With the right balance between resources and the existing e-Platform, its multilingual services and content, we are ready to go global. How do you plan to widespread the company services? We are looking for Corporate Venture and synergetic partners who understand the importance of shortening the time to market of innovation with a high socioeconomic value, and who are at least as ambitious as we are, maybe more so. And we are preparing recommendations, guidelines and standards, as relevant, involving international public and private organizations to implement solutions for all in a synergic approach. For the equitable economic and social development of emerging economies worldwide, it is vital to respect their own cultures, traditions and lifestyle. Caterina is confident about her business know-how and she identifies her potential as an exceptional leader, who can lead her company to greater heights. She is headed towards her future goals with a focused mind and as she steams ahead, she will surely make a difference in the conventional business practices.

KATARZYNA MOSZKO STACHOWSKA ZESTFUL PR MANAGER REVAMPING COMMUNICATIONS THE FINTECH DOMAIN

very leader defines success from his/her own journey. For Katarzyna MoszkoStachowska, PR manager and Communications Manager of Currency One SA, Open mind, nonstandard approach, respect for people and their ideas, and work-life balance form the essence of true success. She states, “Success is not only results but also the joy you derive from your job.” With her invigorating energy, she delivers the best in her job. Having led the communications and employer branding department in Currency One for about 9 years, she has gained ample experience in the field and is perfect at her role. She enjoys working in the technology industry as it keeps proffering more and more opportunities for career growth. Also, she is fascinated by the informal internal organizational culture where everyone is considered as an equal team member.

Valuable Lessons Learnt from Challenges Being a challenge-loving person, Katarzyna feels that they can help in learning life-long lessons but only on one condition. Elaborating it, she says, “You have to have good people, friends, family, boss supporting you at each step. They could help you learn something when you make a mistake; they will always act as your constant dose of strength and positivity.” When she began the operations of her PR agency, she was only 26 and lacked quite a lot of hands-on experience. Owing to this, she had to face a plethora of hardships in her professional life, such as witnessing the collapse of her company, meeting dishonest people at work, undertaking unsuccessful projects. However, during all these diﬃcult moments, she always received constant support from her friends and family. This has helped her a lot since she is quite emotional. Working for numerous 24 | DECEMBER 2025

years means having a good experience; however, new challenges and new people add fresh perspectives on public relations. Brief on Currency One SA Being the 1st currency exchange service in Poland, Currency One SA has risen to become one of the biggest companies in the online currency exchange market in Poland, with around 780,000 customers. All this has been possible with the help of 2 Currency One platforms named, Walutomat.pl and InternetowyKantor.pl, which facilitate diﬀerent users to exchange currencies in a quick and safe manner. Also known as the ﬁrst currency exchange Fintech company in Poland, Currency One also focuses on international money transfers. Further, it has also joined SEPA and SEPA Instant and RippleNet. Integration with these global networks give Currency One's

PR manager and Communications Manager, Currency One CIO VIEWS | 25

customers new standards of money exchanges and transfers. Having a culture that promises worklife balance is a superb aspect that she loves in Currency One SA. She adds, "We focus on supporting the employee, subsidizing sports activities and passions. We also organize events and family picnics. In the office, we have a chillout room, comfortable workstations, scooters, showers, parking space for bicycles, fresh fruit, and vegetables every day. Small things improve the comfort of work." Katarzyna's role in refining the fintech industry As the first company to introduce online currency exchanges in Poland and Europe, Katarzyna was mainly involved in building the credibility of the brand. Being the first in the market, people were unaware of the

smooth operations and were afraid to take the risk. She knew that she needed to make them trust their brand's services and let them know about secured ﬁnancial operations. She adds, “My task was to build public relations, trust, and recognition for InternetowyKantor.pl and Walutomat. For few years of my work as PR Manager, it has been successful. Both websites are known in Poland, in the media, and have gained more than 780,000 customers and excellent reviews on the Internet.” She is proud of her work as the Employer Branding Manager as Currency One has now become a ﬁrm with an unusual organizational culture which makes it perfect for working. The company has even been considered a desirable employer in Poland.

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The Fintech industry is famous for its dynamic nature, and thus, forecasting its future now is difficult. She further shares, “For sure, customers will expect fast, and cheap international payments, processed immediately, facilitations related to the relationship of financial operations performed on mobile devices while maintaining the security of transactions and the industry is developing in this direction.” Life before Currency One SA Katarzyna had always dreamt of becoming a sports journalist and be the first woman to comment on the football sport. Due to this, she pursued graduation in journalism and management in Poznan. She could complete her dream halfway and became a journalist. Thus, she worked as a journalist in the press and television for quite

world. I supervise social media, create press releases for Polish and foreign media to clients. I work with influencers and supervise employer branding activities, internal communication, and the image of the company as an employer," says Katarzyna. Further, she is responsible for working closely with the marketing teams to curate new and exciting ideas for the company's branding. For her, maintaining a balance in professional and personal lives is highly crucial for higher productivity. Moreover, she has even read several scientific pieces of research that have proven that a satisfied employee brings higher growth prospects for the company. Thus, a perfect work-life balance is a key to stay motivated at work and attain higher satisfaction levels at work. She herself keeps a work timer and completes all her tasks within 8 hours so that she can enjoy her digital detox time with her family after that. With this defined limit of keeping her computer and phone off after work, she never feels tired and always turns on the computer the following day with a happy face. Charting out future goals some time and then shift towards becoming a PR specialist in a reputed PR agency. She explains, “PR is closely related to the media, so when I was offered a job at the agency, I accepted it. Each new client/collaborator and each good publication are challenges that make you happy and motivated.” After learning about the ins and outs of this field, she planned to start her own company. Ever since 2012, she joined

forces with Currency One SA and is progressing in this domain. Paving the way for excellent Worklife balance She is recognized as an energetic professional who is conﬁdent of her skills and passionate about everything she does. "As a PR manager, I care about the continuity and quality of communication with the outside

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Katarzyna will keep following her responsibilities to deliver excellent content and build brand presence to furnish company image globally. She also shares, "My personal goal is to be satisﬁed at work and to be a happy person, happy wife, and mother to my two daughters.”

JEFF JOHNSON TRANSFORMING SUMMIT POINT INTO A NATIONAL SECURITY POWERHOUSE

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.

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.

A Path Forged in Service

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-billion-dollar portfolios and scaled organizations through periods of explosive growth.

Johnson's story begins at 17, when he enlisted in the U.S. Marine Corps and entered the elite ranks of Force

But when he ﬁrst walked the grounds of Summit Point in 2019, something clicked. “It was a launchpad!”

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?”

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Johnson recalls. “The place had 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 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.

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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 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 32 | DECEMBER 2025

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

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blessed with where I am,” he says with a smile. “But the best is yet to come.”

JENS MITTENDORF A JOURNEY FROM NAVY DIVER TO MEDICAL 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 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.

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 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.

Military Discipline Shaping Leadership

From One-Man Show to Global Enterprise

Jens's experiences in the German Navy and Bundeswehr Central Hospital signiﬁcantly inﬂuenced his leadership style. "The military is a hierarchical but transparent, strong result-based organization," he explains.

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

The discipline and structure of the military, combined with an

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Managing Director, DEHAS MEDICAL SYSTEMS GMBH CIO VIEWS | 35

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 the ever-changing landscape of the medical systems industry. Striking a Balance Between Work and Life 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 36 | DECEMBER 2025

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. Overcoming Challenges and Celebrating Successes 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. 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 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 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. Achievements Under Jens's Leadership Under Jens's leadership, DEHAS CIO VIEWS | 37

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 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.

MARIA JOSÉ AMICH THE LISBON MBA CATÓLICA: COMMITTED TO 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 "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 forwardthinking 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 40 | DECEMBER 2025

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 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 long-term 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."

Executive Director, The Lisbon MBA Católica CIO VIEWS | 41

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. Ÿ 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 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 self-awareness, can do introspection, 42 | DECEMBER 2025

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, everchanging 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 long-standing partnership with MIT Sloan is evidence of this curricular focus, as 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 in-company 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, 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. Rooting with Core Values 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

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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 innovating and strengthening its unique value proposition. Comprehensive, Custom-Oriented MBA Program In terms of goals, the management seeks to improve the Lisbon MBA's status as a European and international reference for MBA programs. 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.

DENNIS LUNDQUIST A BUSINESS-DRIVEN LAWYER HELPING START-UPS AND SCALE-UPS GROW & PUSH 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

and put themselves ﬁrst often end up on the losing side.

Success is achieving jointly established goals 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.

The beginning and the successful journey of Dennis' career in the legal industry

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

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Dennis' career took oﬀ when his current partner Niklas Bergman took him in as a junior 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

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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. 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 me to a small cog in a piece of large machinery and gave me a poor worklife balance,” states Dennis.

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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

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

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(b) focus on mastering the transition from theory to practice. (c) start building your network from day one. (d) don't pick a job, pick a boss.

FERNANDA PLATERO'S NAVIGATING LEGAL HORIZONS: FERNANDA PLATERO'S JOURNEY AT HONDA BRASIL

n the dynamic world of legal services, few individuals stand out as prominently as Fernanda Platero, the Legal Director at Honda Brasil. With over 25 years of experience across various industries, Fernanda's journey is a testament to resilience, innovation, and a relentless pursuit of justice. Her story is not just about professional achievements but also about personal growth and the impact of legal services on society. This article delves into her inspiring journey, her role at Honda Brasil, and her vision for the future of legal services. From Early Beginnings to Legal Leadership Fernanda Platero's career in legal services began over two decades ago, spanning diverse sectors such as

banking, the medical industry, agribusiness, and the automotive industry. "I started working very young, still a teenager, and even before starting my law degree," she recalls. Her early experiences as a legal assistant at a major Brazilian bank provided her with invaluable insights and opportunities that shaped her future career. In 2003, Fernanda joined Honda Brasil as a mid-level lawyer. Over the years, she worked across various divisions within the company, including motorcycles, banking, consortium, and automobiles. Her dedication and innovative approach led to her promotion as the General Manager of the Legal Department in 2018. By 2022, she had become the ﬁrst female director at Honda Brasil, overseeing all legal aspects of the company's operations in the country.

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A Passion for Justice: Transforming Legal Operations Fernanda's passion for legal services is driven by a deep-seated desire to correct injustices. "The inspiration has always been and continues to be to correct injustices, whatever they may be," she asserts. This commitment to justice and fairness has been a guiding principle throughout her career, motivating her to ensure the fulfillment of rights and duties in every role she undertakes. One of the significant challenges Fernanda faced was transforming Honda Brasil's internal legal department. When she joined in 2003, the department had a more consultative role with limited resources. Today, it boasts a team of nearly 50 people and over 25 law firms. "We implemented a legal

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was an intense two years of negotiation and adjustments until we finally made a significant investment in a 'Hospital Boat,'” she recalls. This initiative brought healthcare to underprivileged populations in the North of Brazil, fulfilling her role as an executive, lawyer, and citizen. The project exemplifies her commitment to social justice and community welfare. Staying Ahead of Legal Trends To stay abreast of the latest legal trends, Fernanda relies on various sources of information, including associations, committees, and benchmarking with market colleagues. "Aligning the vision with the team is essential so that everyone understands where to look, seek information, and focus," she explains. This proactive approach ensures that her team is always informed and prepared for new challenges. Additionally, she encourages continuous learning and professional development within her team, fostering an environment where knowledge is constantly updated. By staying proactive and engaged with industry developments, Fernanda ensures that her legal strategies remain cutting-edge and effective. system for process, contract, and opinion control, and we created a BI that demonstrates the department's results," she highlights. These innovations have significantly improved efficiency and risk management, making the legal department an integral part of Honda's business operations. Legal Services in the Automotive Industry: Impactful Projects and Initiatives Fernanda believes that the legal

department plays a fundamental role in any industry, particularly in the automotive sector. "The only sustainable way to expand, create, and innovate safely is to involve the Legal department from the beginning," she asserts. As the automotive industry undergoes profound changes, a strong and active legal department is essential to enable new products and business expansion. One of the most impactful projects Fernanda led at Honda Brasil was the investment in a ﬂoating hospital. "It

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Mentoring the Next Generation: Guidance for Aspiring Legal Professionals Fernanda places great emphasis on mentoring and supporting her team at Honda Brasil. She promotes annual performance evaluations and individual development plans, along with regular alignment and listening meetings. "Generating training so that each person can take on new positions and challenges is fundamental," she says. Her belief in good daily

relationships and creating challenges for her team fosters a culture of continuous improvement and satisfaction. For those aspiring to make a significant impact in their legal careers, Fernanda advises investing in both technical knowledge and selfawareness. "Hard and soft skills go hand in hand. Always do more than your job description," she recommends. Understanding the business context and staying willing to learn and progress is key to overcoming challenges and achieving success. Juggling Leadership and Life: The Dynamic World of Fernanda Platero Balancing a demanding role at Honda Brasil with personal life is a constant challenge for Fernanda. She emphasizes the importance of selfobservation and investing in what is possible at any given moment. "Work consumes a large part of my time; however, I seek alternatives to be with my family, and friends, study, travel, take care of my spirituality, physical and mental health," she explains. Her disciplined approach to time management allows her to excel in both her professional and personal endeavors. Fernanda's workdays are intense and varied, reflecting the diverse responsibilities she holds at Honda Brasil. "There is no fixed routine, and wherever there is demand, I will be there," she says. Her role involves internal and external meetings, business area projects, board support, hearings, events, and interactions with public agencies. This dynamic environment keeps her engaged and constantly learning.

A Legacy of Curiosity and Innovation Fernanda's curiosity and restless spirit have driven her to explore various facets of the legal profession. "I am a lawyer and feel like an entrepreneur in every project I participate in," she exclaims. Her contributions to the legal field and her innovative approach serve as an inspiration for future generations of legal professionals. She encourages aspiring lawyers to seek more, learn more, and use their technical knowledge to open new doors to a better world. Fernanda believes that legal professionals can significantly impact their fields by embracing continuous learning and adaptability. Her journey exemplifies how curiosity and innovation can lead to groundbreaking achievements and lasting legacies.

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Conclusion Fernanda Platero's journey is a remarkable example of how dedication, innovation, and commitment to justice can lead to a successful and impactful career in legal services. Her role at Honda Brasil and her contributions to the legal ﬁeld highlight the importance of a proactive and dynamic legal department in driving business success and social impact. As she continues to lead and inspire, Fernanda's story serves as a beacon for aspiring legal professionals and a testament to the power of perseverance and vision.

NATALIE FOSTER LEADING INNOVATION IN THE LEGAL SECTOR BY FOUNDING ADVANCE VIRTUAL LAW FIRM

o- Founder of Inspire Legal Group, Natalie Foster is a former business manager at Barclays Bank who transitioned into the legal industry to work in business development. The Group includes Inspire Legal Academy, which will give lawyers and other legal professionals the skills they need to benefit from the world of blockchain, smart contracts, and legal engineering, as well as Inspire Crypto, a company that will help develop products that enable property transactions to proceed via blockchain, are other ventures she has established. She says, It's our intention to inspire lawyers to see that there are many different things they can do in practise and to find new ways of delivering legal services. We are a group of colleagues where everyone has a stake in the success of the business."

Inspire Legal Group

Early Background

The innovative virtual law ﬁrm from Inspire Legal Group, formerly Foster Clay, aims to give lawyers the tools they need to start their own practises and related businesses, such as technology solutions.

Natalie comes from a business, ﬁnance, and lending background. She started a law degree when she had her children, and she is still pursuing her SQE and LLM because being a solicitor would be sacrilege to her. She sees herself as a business leader who develops a team and garners support to bring about change. She works in the legal industry and is aware of the signiﬁcant obstacles that must be removed before law and procedure can be applied to technology. Although the Law Commission is doing fantastic work in this area, a comprehensive solution is required. Inspire Legal Group and Vleppo (a Danish Blockchain Technology company) have forged a new alliance. She says, "We have the means to do what others are only consulting on at this stage. Being asked by Vleppo to work with them

Inspire Legal Group currently employs 23 lawyers as consultants who are building their practises with complete back-oﬃce assistance. They aim to double the number of consultants by the end of 2022. They work with paralegals, licenced conveyancers, solicitors, and legal entrepreneurs who require a support network to develop their own tech products, and are enouraging other lawyers, at all levels to “join the movement” [one of the Group's taglines] . 11 people are currently employed by Inspire in Scarborough to help the lawyers. 54 | DECEMBER 2025

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over other larger firms has been an honour and I cannot wait to let the public know what it is we have planned." Leading Legal Group In the first lockdown, Inspire Legal Group was created. After hearing Boris on the TV say that the public were not permitted anywhere, Natalie sat in her bedroom with her laptop and felt a sudden wave of freedom being taken away from her. She knew that many lawyers lawyers would find it difficult to function alone at home. She had resigned from her previous partnership position in order to start a business that would "survive the times then flourish." The objective was to establish a business that supported Web 3 and was entirely operationally digital. Regulatory compliance, lawyers' education in terms of understanding and buy-in, and the ultimate consumer client's need to be aware of the advantages of blockchain in the legal sector, such as security and speed, are just a few of the difficulties Natalie mentions. Consultants who are in their own right entrepreneurial and have project ideas of their own can join the firm to have the support of reserved legal activity insurance when they require it. Under the firm's ABS (alternative business structure), they can offer niche services to their clients, retaining the majority of their fees. She asserts, "We've created personal brand workshops, lead gen support, and back office administration to support them. But what we're doing goes beyond being part of a “firm”, it's being part of a community. I don't want to be in competition with highstreet firms, we are not. I want to offer a different way of functioning in the sector by removing the issues many artists face when transferring

property and support the legal sector in the journey to using block chain technology. This is what Inspire Legal Groupis doing. " Responsibilities at Inspire Legal Group As CEO, Natalie is responsible for the strategy, progress, and implementation of all projects within the group and ensures the relevant leaders have all the tools they need to 56 | DECEMBER 2025

undertake the roles the ﬁrm expects them to work with. Moreover, hers job is to build the brand of the group and ensure people know she is here to listen to new ideas and be non-conformist. She states, "Not anarchy, this is a diﬀerent thing. People think that disruption is an uncomfortable place to be. It isn't if you have the education, support, and direction of leaders. That's what I do."

Sharing the Significance of Challenges Natalie quotes Hamilton, "Talk less, smile more." She finds that this saying, although simple, encapsulates the changes she has made to develop and bounce back after trusting in the wrong things and learning from failure. She asserts, "We all fail. We are all allowed one mess up. If we learn from it, it has not been a waste of time and energy." Natalie states that one should partner with people that share his or her values and ethics. She adds, "Distance, background, sector, and all kinds of things can be a little obstacle in this digital age, but a gap in ethics or integrity can mess with the balance of a team. When implementing change, there are constant dynamics and relationship changes. These need to be managed and respected, and if one party isn't working as hard as the rest, it causes upset in the ranks." She has learnt from this and selects her partners based on attitude and conduct over anything these days. She thanks the challenges she has faced for allowing her to realise her value to others at darker times, and suggests that you always have something to offer. In and Out of Work Natalie fits her work in “a little and often” around the needs of her two small children. Her hobbies are supporting her daughter in her dancing and she is often sat at the back of a hall or theatre emailing the HQ team. Natalie shares that Inspire Legal Group has great respect for family. It has to be this way. Her team misss nothing. She says, "If we support

employees' personal journeys as well as their professional ones, the loyalty you receive and buy-in is unparalleled. The perception by some is that this is a weakness, it isn't." Achieving all the Dreams Natalie admits that while she feels content with what she has accomplished so far, she is unsure of her plans for the next 40 years. She thinks, "We are all working through life in chapters. We do not need pigeonholing, and so what I do now might be different from what I do in 10 years, but whatever it is, I will always love being in business, providing opportunities for others to develop and building success from the ground up." She further adds, "Hard work doesn't have to be a painful slog. If you have an amazing team and good, smart processes, you can do anything. For me, the process has been everything. I'm lucky to have a strong board who does not allow me to veer off. Energy is not enough, you need strategy and reasoning." Why are you doing this? is something Natalie asks herself regularly. She finds dreams are subjective. She initially started simply wanting to be able to take a holiday, knowing the team and business were sustainable. She asserts, "Trust gets you there, and now I want to see that the projects we have are successful and we deliver the change the legal sector so desperately needs. Ask me again next year!" Key to Success Natalie has not experienced conventional or even convenient success. If anything, it has disrupted the market more than anything else because she entered the market with a critically constructive perspective.

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She initially intended to go to law school, become licenced as a solicitor, and eventually join a partnership. This changed when she observed the extraordinary operational challenges that partners and lawyers in general face, which prevent them from working on future strategy but, more importantly, fire fight daily with outdated views of how people should handle requests and restrict their opportunities for access to justice. "Success to me now is to influence and construct positive change wherever possible using the gifts and control you have at your disposal," says Natalie. For her, this is a strong network of partners who support her vision for a web3 solution for the legal industry. That is client-focused, justice-focused, and complaintdriven, and it gives lawyers and the regulator confidence to proceed without fear. Future of Inspire Legal Group Natalie's goals for the future include expansion, senior leadership, and a focus on the areas where clients currently lack access to justice. Also included are litigation, business, and corporate, as well as crypto asset tracking. She says, "Anyone who isn't getting where they need to be in the corporate pyramid and knows they have a value, talk to us. We set lawyers up to practise in their own way with their own clients and educate them in tech so they remain relevant, supportive of their clients' needs, and multi-skilled in an everchanging landscape."

EKATERINA PETROVA AN INNOVATIVE AND MOTIVATING BUSINESSWOMAN LEADING A SUCCESSFUL INNOVATION DEVELOPMENT AND CONSULTING PLATFORM IN RUSSIA

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 world-known 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 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. She further states that the most important thing is not to be afraid

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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 never-ending source of inspiration.

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Valuable lessons Ekaterina learned throughout her successful professional journey

technological directions to implement innovations, and developing innovative strategies for their partners that include a long-term plan of innovation initiatives with key metrics.

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 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

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.

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 60 | DECEMBER 2025

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, 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.

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

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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 worklife 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.”

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