EUROPE’S MOST INFLUENTIAL BUSINESS LEADERS OF THE YEAR 2025
DECEMBER 2025
www.cioviews.com
Process Improvement Director metALCOM Távközlési és Rendszerintegrációs Zrt.
Curiosity, People, Integrity
METALCOM’S MONIKA KOCZAN, WHO THINKS IN SYSTEMS BUT LEADS WITH VALUES
Intelligent Minds Steering Europe Forward
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The changing leadership of Europe has reached a turning point as Europe has entered a new era of executive leadership. The changing landscape of the global economy has created a demand for executives with the ability to lead their organisations toward improved performance. At the same time, these executives are also demonstrating a new style of leadership that is changing the way we think about the concept of leadership in today's world. In an everchanging global environment, leaders need to have a strong sense of purpose and vision, be capable of anticipating and adapting to changes in the global marketplace, and have the courage to challenge conventional thinking and develop new models of operation. By taking a holistic approach to innovation as a discipline rather than a fad, these executive leaders create and support systems and cultures within their organisations that foster long-term growth and success. These leaders are redefining their industries by creating partnerships between businesses, promoting sustainability, and recognising that true value creation and long-term success are reliant upon having a long-term vision. At CIO Views, we honor these empowering leaders by dedicating this issue titled “Europe's Most Influential Business Leaders of the Year 2025” to them. Featuring as the cover story, we have covered the successful & motivating journey of Monika Koczan, Process Improvement Director at metALCOM Távközlési és Rendszerintegrációs Zrt. We have also included the inspiring stories of Lars Gunnar Fledsberg, Founder and CEO of Wittario; Fernanda Platero, Legal Director of Honda Brasil; Aiden Keegan, CEO of Esquires Coffee; 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.
COV E R S TORY
10.
Monika Koczan
CON T EN TS
22.
Lars Gunnar Fledsberg
26.
Fernanda Platero
32.
Aiden Keegan
36.
Ekaterina Petrova
10 | DECEMBER 2025
COVER STORY
Curiosity, METALCOM’S MONIKA KOCZAN, WHO THINKS
People, IN SYSTEMS BUT LEADS WITH VALUES
Integrity Process Improvement Director metALCOM Távközlési és Rendszerintegrációs Zrt.
CIO VIEWS | 11
COVER STORY
Meet Monika Koczan, a real force in Europe's technical sector. She drives strategic operational efficiency, currently serving as the Process Development Director at metALCOM ZRT and Co-Managing Director of metALCOM GMBH in Austria. That's a key subsidiary of metALCOM Távközlési és Rendszerintegrációs Zrt. Her career began in procurement and supply chain management. Her journey into process improvement and strategic leadership is really founded on three core, interlocking values. What are they? Relentless curiosity, people-centred empowerment, and integrity. Monika indeed views precision in processes and holistic, end-to-end thinking as absolutely essential. But she maintains that the actual engine of sustainable change is always found in people. This approach lets her seamlessly combine her deep systems insight with a clear, long-term strategic vision. It's how she shapes both the processes and the broader organisational culture.
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COVER STORY Cultural Shift and Measurable Transformation
Defining Influence in Europe's Technical Field
Monika's impact on metALCOM Zrt is evidence of a transition away from managing the daily tasks to a role in defining a collective culture and steering its long-term direction. "The greatest transformation at metALCOM was in people, not in processes," she says. This cultural shift is the transformation she is most proud of, having successfully fostered an environment where teams moved from resistance to camaraderie. Now, people genuinely believe that change can be positive and proactively bring forward their own ideas and solutions, approaching tasks with a gung-ho spirit. This is critical for metALCOM, an organisation dedicated to innovation in the technical and infrastructure space.
Her inclusion as one of 'Europe's Most Influential Business Leaders of the Year 2025,' is proof of the value Monika brings to the sector. For her, influence in a highly technical and operational domain goes way beyond managing processes or just hitting those targets. She explains that being an effective leader is really about moulding the way organisations think and act. It's about inspiring teams to embrace both innovation and rigour. In Europe's diverse business sector, genuine influence is found in the ability to bridge cultures, disciplines, and perspectives, all while keeping a clear strategic vision in place.
While the cultural shift is paramount, Monika has also delivered significant, incontrovertible results to support implementation, most notably the assiduous implementation of the Competency Matrix. This tool provides a clear, annually updated overview of every employee's qualifications and proficiency levels, covering everything from language skills right through to job-specific requirements. The Matrix serves multiple functions: it helps to identify skill gaps, defines objective development needs, and provides a transparent, objective foundation for selection, promotion, and succession planning, ultimately ensuring the company is future-ready.
In the highly technical worlds of telecom and infrastructure, leadership demands a deep understanding of day-to-day realities. A leader must know how to communicate complicated ideas. Their manner should ne easy and resonate with multiple stakeholders. Monika emphasises that influence is earned through competence, consistency, and transparency. Every decision must rest on solid data and insight. It also requires genuine respect for the people who put those decisions into action. Ultimately, her style of influential leadership means combining technical credibility, operational insight, and human leadership. This balance allows her to deliver tangible results while actively shaping an organisational culture that is adaptive, inclusive, and forward-thinking. This comprehensive technique, in the CIO VIEWS | 13
end, creates a sustainable impact that successfully transcends the varied markets and regulations across the continent. A Professional Challenge That Sets the Bar Higher We asked Monika a tough question that she feels can be a stumbling block in her operational remit. She points out, "One of the main challenges at metALCOM was supporting a company that had grown from a small company into a 300+ person organisation, which was preparing for an important international expansion targeting several countries." Many of the processes that once worked effectively no longer align with the company's scale. The real challenge was not logistical but cultural. Changing the perception that process improvement means finding mistakes. First, she had to focus on building trust and demonstrating that this approach makes everyone's work easier and more efficient. By listening, involving the people in reorganisation, and demonstrating quick, measurable wins, they built credibility and engagement. The Strategic Balance of Efficiency and Innovation For Monika, integrating innovation and efficiency is quite simple. It starts with one imperative core principle. Every new idea just has to create measurable value. She stresses that innovation is not really about change for its own sake, but about making the value creation
COVER STORY
process overt. Instead, it revolves around thoughtfully rethinking processes. The goal is to make them smarter, faster, and more sustainable. And doing that without adding unnecessary complexity, jettisoning unneeded steps. Matter-of-factly, she approaches process improvement using a kind of bifocal lens. On one side, she and her teams are busy rigorously analysing current workflows. They pinpoint bottlenecks and, yes, carefully measure outcomes. On the other side, though, they are actively encouraging experimentation and creative solutions. By combining these datadriven acuities with the innovative
ideas generated by the team, they can implement changes that are both effective and operationally efficient. Another key component here is definitely continuous feedback and iteration. They test things, learn quickly, and then assimilate the lessons to refine processes. They usually opt for smaller, incremental changes rather than large-scale, risky overhauls all at once. Benefits? It helps innovation to flourish while maintaining high efficiency and minimising risk. Ultimately, Monika considers these two concepts perfectly complementary. The former provides the foundation and discipline, while the latter pushes 14 | DECEMBER 2025
boundaries and unlocks new opportunities. When that balance is thoughtfully maintained, the processes become better, adaptable, resilient, and agile. A Typical Day, Does it Exist? This industry leader firmly states that no two days are ever the same. That's exactly what she loves about her work. While there's a natural flow, Monika thrives on the vibrant energy of her roles. She notes, "Even with a well-structured plan, there's always that little 'spice.' A new challenge, an urgent issue, or an opportunity that makes the day unique.”
COVER STORY
Her technique for prioritising across multiple projects is precise and practical. Monika's focus is always on where her presence is most valuable in achieving results or keeping work on track. She always stays flexible, of course, to quickly address urgent issues or interventions. When the workday concludes, her "second shift" with her family begins. Monika emphasises the deep importance of being truly present for her two sons and husband. Those family moments, whether helping with schoolwork or simply sharing stories, bring balance and meaning to everything she does. She regards this balance as essential to feeling complete.
Future-Readiness, Sustainability, and Social Impact At metALCOM, sustainability and future-readiness aren't separate goals, Monika confirms. They're actually built right into how the company designs, operates, and grows. For them, it's about creating systems and infrastructure that are resilient and adaptable for tomorrow, not just meeting today's needs. They're constantly looking at ways to enhance ubiquitous digital connectivity while supporting a greener, more sustainable future for their communities. Monika highlights that, for metALCOM, this purports that their systems are being built to thrive in a rapidly changing world.
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Sustainability at metALCOM also extends beyond a mere semblance of strict operations and into social responsibility. Monika mentions, "If we build the infrastructure of the future, we must also give back to the communities that rely on it." They are committed to creating longterm value for society as a magnanimous corporate citizen. This includes supporting local initiatives, contributing to educational programs, fostering opportunities for future generations, and supporting a more convivial public life. An Achievement That Stands Out Looking back over two decades in diverse industries, Monika points to a defining professional moment: leading through the intense challenges
COVER STORY of the COVID period. It's important to note that this achievement took place while she was working as Procurement Director for Germany and Eastern Europe at a French industrial group. It was a very taxing time that required enormous discipline and fortitude. Factories were either closing or barely functioning with strict safety measures. Monika focused on two things. First, keep the supply moving. Second, keep her people's well-being safe. She put equal devotion to both. Teams started and kept the operations running while protecting personnel and caring for partners. More importantly, she reflects, they strengthened their unity and empathy as a company. Leading through that crisis taught her resilience. On a personal level, Monika emphasises that her proudest achievement is having built a life where her career and family coexist in proper balance. This practice allows her to actively mentor young professionals who are now prospering in their own paths. "Watching them grow into strong, values-driven leaders is my true success," she affirms. The key takeaway for her here is that it taught her purpose. Cultivating Cross-Functional Collaboration Talk about collaboration, you will find out that it is at the heart of delivering complex turnkey solutions. Monika firmly believes in creating an environment where every team, from engineering to installation and operation, fully understands the collective objective. And, of course, everyone must feel ownership of the final outcome. Tools such as open communication, mutual respect, and transparency are key here. When people clearly see how their specific work connects to the bigger picture, she finds that collaboration just becomes natural. That's precisely when different expertise aligns seamlessly. That is when real innovation finally happens across functions.
Advice
for Aspiring Process Leaders When asked what advice she'd offer to aspiring professionals entering the field of process improvement and systems integration, Monika emphasises a core mindset. "Stay curious, courageous, and collaborative," she advises. She specifies that this field sits squarely at the crossroads of technology, business, and people. Because of this, the best process leaders are those who can see connections where others only see complexity. Her guidance is to never be afraid to ask why, to challenge assumptions, and to learn continuously. Every process you analyse and every system you touch will teach you something new about how organisations truly function. Monika reiterates a fundamental theme: "improvement isn't solely about systems; it's always about people." The most successful professionals in this discipline are those who can listen, communicate clearly, and build trust across teams. Technical knowledge is, of course, essential. However, she stresses that empathy and integrity are what eventually make change sustainable. Finally, she recommends patience. Change takes time, and so does mastery. If one approaches each challenge with genuine curiosity and a desire to make things better, one'll naturally improve processes. Over time, that person also grows into the kind of leader who inspires others to do the same.
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COVER STORY metALCOM's Key Role in European Infrastructure
Next, she attends international conferences and follows major technology forums. She explores best practices, tracks emerging trends through research and professional networks, and uses these insights to connect technology, strategy, and practical execution.
metALCOM plays a pivotal role in shaping the future of European infrastructure and digital transformation. It achieves this by bridging engineering excellence with innovation and sustainability. Monika deeply values the team's innovative mindset. A culture that is constantly looking ahead, adapting, and pushing boundaries. In the telecommunications industry, standing still isn't an option. Every plan, design, and construction project they deliver creates tangible value. "We are not just building infrastructure," Monika states, "we are building communication bridges that bring people closer together." Through metALCOM's work, they enable technologies that make everyday life easier, more connected, and more inclusive, ultimately ensuring that distance is no longer a communication obstacle. She concludes that the essence of leadership in this field is to combine strategic vision with human impact. metALCOM stands for progress, collaboration, and a deep belief that innovation is meaningful only when it improves how people live and communicate. Staying Ahead of the Curve In the fast-paced telecommunications and infrastructure industry, Monika underlines that staying up-to-date is absolutely essential. The speed of change is extraordinary, but that's exactly what makes the field so exciting. She explains that her continuous learning happens on numerous levels. First, she learns every day from the incredible professionals she works with. Her colleagues have deep, hands-on expertise across every part of telecom, from engineering to digital innovation. Being surrounded by such talent keeps her informed and constantly inspired.
But most importantly, she believes that learning is simply a mindset. You need to stay curious and open to new ideas because innovation never stops, and neither should you. A Legacy of People, Purpose, and Progress The legacy Monika hopes to leave behind is one of lasting impact built on people, purpose, and progress. Her focus has consistently been on creating not just successful projects. Then? It centres on sustainable possibilities such as systems and teams that continue to thrive long after her direct involvement. She also hopes her journey sends a powerful message to other women, especially mothers and those aspiring to leadership, that it is absolutely possible to find your place and your balance, regardless of the industry. "Leadership is not about fitting into a standard; it's about creating your own path with authenticity and purpose." If her story inspires even a few women to believe in their potential and embrace both professional ambitions and personal lives with confidence, she will feel she has made a genuine contribution, not just to her industry, but to the next generation of female leaders.
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“Lea
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path
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Lars Gunnar Giving a new form to outdoor learning Fledsberg games with Wittario AS
A
serial entrepreneur with a vast 23-years managerial experience in the ICT industry, Lars Gunnar Fledsberg, Founder and CEO of Wittario AS, is developing a new way to outdoor learning games by harnessing the power of digital technologies. Wittario is a digital platform for outdoor-game based learning. He adds, “Schools and businesses increase learning engagement and outcomes by using our gaming platform. We focus on creating fun and efficient experiences through outdoor physical activity and inspirational technology. Inspired by PokemonGo, Wittario moves audiences off their office chairs and school desks out onto a fun and effective hunt for knowledge. The best part is that anyone can create learning games for all.” Walking the path of revolutionizing outdoor learning games In his long career, Lars held “safe” corporate management positions until I was 42 years old. His first job was as a product manager in Telenor, a
leading telecommunications company across the Nordics and Asia with 187 million customers and annual sales of around USD 14 billion. However, at the back of his mind, he always wanted to own a company as he enjoyed the freedom to learn and progress further. So, taking the leap of faith, he cofounded his first company, Skooler, together with the founder Tor Ove Henriksen. Skooler is an EdTech company with customers in over 100 countries worldwide. After his journey with Skooler, Lars has co founded five other companies. Four of them are successful. The most succesful company is Wittario, a company which has occupied 100% of his time the last two years. All his adult life, Lars has been inspired to see how much school children are engaged in learning when the teacher takes the children outside of the classroom for some outdoor learning. To fill true colors in this concept, he marked the advent of Wittario, a company that delivers an EdTech solution for outdoor-game based learning.
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He believes that a person is successful in business when the company manages to reach its business goals and at the same time has satisfied customers, employees, and shareholders. Working on the same notion, he drives the wheel of Wittario AS in the right direction. Learning valuable lessons on his path Lars states, “If you only enjoy success without meeting any roadblocks, you will most likely struggle harder to handle the situation when you meet the first heavy roadblock compared to a person who has handled multiple roadblocks on the way.” While fueling the growth of his first company, Skooler, Lars realized the true value of the quote, “a CEO of a startup should always be fundraising.” Amalgamating latest technologies at Wittario to create a unique solution Wittario, an EdTech company which Lars and his colleague Tor Ove Henriksen founded in 2019, has
Founder and CEO, Wittario
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developed a game-based mobile application that will promote learning through outdoor movement using augmented reality (AR) and GPS. The app combines reality with virtual elements to create fun and effective learning experiences for schools and companies and was rolled out to a wide audience in March 2021. Boasting its clear vision, “learning through games and physical activity,” the team wants to change the way of learning. Lars states, “We boldly want to change a 1000-year-old proven tradition of learning by reading and listening, by improving it using education technology. Wittario was founded on the principles of leveraging outdoor
game-based learning and how we can create a platform that accommodates for more engaging, active, and relevant learning experiences.” Inside Lars professional and personal lives As the CEO of Wittario, Lars has numerous hats to wear. From handling the overall responsibilities of sales, marketing, finance to product development, delivery, and support, his typical day commences at around 8 AM in the office where he goes through his emails, creates a schedule for his days, and manages everyone by walking around and conversing with his employees.
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After that, he meets with his staff, customers, suppliers, and external stakeholders and then leaves work to have dinner with his family at 5 PM. Later, he again works from home from around 8 PM. Being a goal-oriented leader, he is super proud of his accomplishments. He states, “The best recognition that I have received as a business leader was when the Wittario product were launched four months ago, and quickly got users in six countries. Another great recognition is being interviewed as one of the 10 Most Successful CEOs Making a Difference in 2021 by CIO Views magazine, which is a true honor.” Lars is well aware of when he is working and when he is off work.
With such designated work and rest hours, he is able to experience more peace and happiness in his life. It has even elevated his productivity. With proper time analysis and allocation, Lars is able to stay on top of his schedule. Not just this, he stays aware of the schedules of people surrounding him as well and never lets his personal and professional life meddle with each other. His peace of mind comes with regular exercising and meditation. “Motivation is the electrical power that activates the engine of success.” Motivation is the key to keep the team dedicated to the company's long-term goals. Keeping his team's work engaging is his way of keeping his employees engaged in work. He adds, “The most powerful way to do this is to give employees the opportunity to experiment and solve problems that really matter. I frequently ask them questions such as: Where can we deliver amazing service to our customers? What's broken in our product that our team can fix? How can we optimize our customer journeys even more?” In this way, he is able to find the flaws and fix them easily. He also spends his time and money on different social activities and personal development training. Appreciating the employees' hard work and seeking their feedback are other ways to keep the motivation flowing. For him, motivation comes from attaining the overall company goals, receiving excellent feedback from satisfied customers, and watching a broad smile on his employees' faces.
Outlining the future plans Lars shares, “My long-term goal for Wittario is to build the world's leading digital platform for outdoor gamebased learning.” Personally, he shares the same goal as his business goal. He states, “In order to achieve this, my team and I need to further develop our product so that it goes viral in both the business, education, and home markets. Our strategy is executed by a world-class team which results in satisfied
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customers, employees, and shareholders.” Lars knows that learning is life-long and can enhance the understanding of the world and improve the quality of life with better opportunities. With the amazing Wittario platform, he is trying to playfully impart more access to education to everyone.
Navigating Legal Horizons Fernanda Platero’s Journey at Honda Brasil
I
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. 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.
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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 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
Legal Director Honda Brasil
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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 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. 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
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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.
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
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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. 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.
CEO, Esquires Coffee
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The Best Coffee Service Esquires Takes the Lead
Aiden Keegan
C
offee is the most popular beverage consumed in the world. Statistics say that more than 400 billion cups are consumed each year. The aroma, the essence and relief it offers in a cup, is mesmerizing, making it an important part of peoples' day to day life. Doug Williamson, a 24-year-old young Canadian man realized that people needed a place to congregate outside of the local pub. With love for coffee and the people, Doug and his close friend set out on a daunting venture of exploring this flavorsome industry. They started Esquires in 1993, in a small “strip mall” that has grown to be the leading coffee brand in Canada and New Zealand today. As young, amateurs who had nothing but passion with the power to think out of the box, Doug and his team have an inspiring tale to tell. Passion that Paved the Way Starting their first coffee shop in in a small “strip mall”, as we refer to them in Canada, Doug refers to this opportunity as his first lucky break. The small but charming center, comprised of about 30 or so retail businesses, had come under tough times and was in receivership, which
worked in favor of Doug's business plan. He grabbed the opportunity embarking a new career path without any experience. Evidently, the first obstacle that would befall them was sustainability in the market without a name. They needed to work doubly hard to stay put in the competitive field. With the presence of the big brands around, Doug and his team worked tirelessly to earn a position and acceptance within the community. CIO VIEWS | 33
They needed to listen to the customers and evolve to serve them and customize their design according to the taste and choice of the local community. Hard work and dedication saw them through, and they gained the trust of and respect of people living in North Delta. By the 90s they had established Esquires as a leading specialty retail coffee brand in western Canada.
opening Esquires franchise outlets throughout the country. Today, they have more than100 stores, but Doug is very proud to say that Esquires Coffee evolved from that one small store in a small suburb of Vancouver; by showing people that they valued their business more than the big brands. The Essence of Remarkable Services
Name and fame followed as the team kept working relentlessly year after year. More doors of opportunities started opening every year. There was all sorts of pressure, as happens in business, to grow and expand, but they had worked really hard building the chain and did not feel a great deal of urgency to expand for expansion's sake. However, fate had something different in store. In 1999, a lovely
couple who were franchise experts in UK happened to visit the Vancouver Island store and cite their experience as “We fell immediately and madly in love with their energy, environment, and friendliness. We knew Brits would just adore this brand!” Well, another lucky break in the book of Esquires wrote a new chapter of success and the following years just Saw Doug travelling across UK 34 | DECEMBER 2025
Today, Esquires is a fast charging coffee brand in the U.K. and Ireland with market leading innovation around food and beverage. Today's coffee shop plays a unique role in their social interaction evoking different emotions in people. The Esquires coffee shops offer many other services apart from their refreshing coffee. They are places to meet friends, places to find peace; they are places where business is performed in an ever-increasing manner, they are places to unwind after the stresses of a busy day. They function as an extension of homes and businesses, as well as a place to escape them. Whatever the reason for visiting Esquires, every customer enjoys being in a comforting and peaceful environment where they can rely upon exceptional service and delicious food and coffee. Esquires draws on that need by providing a warm and welcoming experience while offering Organic Fair-Trade coffee, along with a range of quality teas and the latest in health focused cold drinks as well as delicious food freshly made in store. This clearly differentiates Esquires and has created a distinct goodwill with our customers who have become enduring and loyal devotees of the brand. The Expansion of the Business with Strategic Planning From moving into new markets to developing new products, franchising has given the company different avenues of growth. More specifically,
it has helped the company grow by allowing them to utilize the talents and local knowledge of their franchise owners whilst they can focus on building the brand, the supplier network, generating value and improving their systems. Additionally, having franchise owners that challenge them daily to refine their systems for maximum efficiency is a powerful way of growing, which they would not have otherwise. Indeed, franchising has its challenges as well. Assembling a team of like-minded individuals is incredibly important, as is finding qualified franchise owners that share our vision and values. However, franchising has fostered the growth of the company largely with over 100 successful stores today. Over the last number of years store growth has been steady and indeed continues to be so and in the more recent past they have also been marrying store growth to in house improvement in profitability through improved food programs and focus on procurement. While the latter does not necessarily bring about growth as such it does drive profitability in store for the people at the coal face, their franchisees. The Experts Driven by a Vision Doug started Esquires at the age of 24 along with his friend while they were still in search of a promising career path. Without any experience to begin an entrepreneurial journey was a challenging task however the suburb of Vancouver known as North Delta, is a land brimming with working professionals, students, and families of all ages, which could have been one of the factors that boosted Doug to take an unnerving step of risk. Taking calculated risks and standing strong despite the challenges has brought Esquires in the lead position today. Aiden Keegan took over from Doug in 2018 and has played a vital role in
the strategic growth of the company and having been a major contributor in the growth of the business. “Having been with Esquires, albeit in the Irish and GCC sides of the business since 2004 it sometimes seems to me that I have done little else! However, I did also spend some years in Ireland's biggest indigenous coffee chain before joining Esquires and before that in various roles across hospitality.” Says, Aiden. Aiden's roles and responsibilities as the CEO of Esquires are quite varied and cover everything from operational improvements to procurement to franchisee development as well as looking after the balance sheet. In terms of the emotions around this, it is mainly pride in the job being done by the great team, Aiden finds himself lucky to have a skilled team around him and the 'product' they deliver to their customers, the franchisees. The Vision of a Unanimous Team The team is passionate about ensuring their customers enjoy their experience at Esquires. They focus on building an emotional connection with the customers, paired with a functional solution to achieve a unique brand attachment and loyalty. Some of their key means of ensuring an exceptional experience in their coffee shops are: •
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A commitment to third wave coffee excellence and the desire to pioneer new innovative espresso beverages that are helping to shape the future of our coffee such as our recent Black & Tonic. Freshly roasted Organic Fairtrade coffee, teas and chocolate served alongside a selection of carefully chosen healthy and freshly prepared in store food. Individually designed and immediately recognizable cafes, exhibiting our sustainability commitments, independent CIO VIEWS | 35
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character and proudly located in premium locations. Comfortable seating and readily accessible internet connections, supported by great music and magazines Staff are extensively trained to ensure they value all customers and practice a personal service Constant innovation to stay ahead of our competitors and strengthen our reputation of always being “the place to be”
The Future of Esquires Esquires already operates in numerous countries around the globe including Ireland, Canada, China, Pakistan, UAE, Saudi Arabia, Bahrain, Kuwait, Jordan and Portugal. Franchising at its core, is essentially the leveraging of a good idea or a suite of good ideas and sharing that IP and adapting it for the market you are entering, however, for it to work one key factor must be at the heart of the business, the Franchisee. Without the Franchisee there is no franchising so their wellbeing in the business is the keystone to building any successful franchise. However franchising may change in the future, this tenet ought to remain true and adhered to. Esquires plan is to continue this expansion but in a sustainable way with strategic partners on the ground in these and new locations. Esquires started with soul, passion and love.and today, 25 years later it has made a remarkable impression on the coffee industry. With over 100 successful stores, Esquires has taken the lead in the market as one of the best coffee brands with the best service. The skilled leadership and knowledgeable team continues to work hard to stay in the lead.
Ekaterina An Innovative and Motivating Businesswoman Petrova Leading a Successful Innovation Development and Consulting Platform in Russia
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s the Managing Director of GenerationS, Ekaterina Petrova is an experienced professional with more than 15 years of innovation management and innovation consulting services for corporations and government entities. She is a successful entrepreneur who is paving the way and expanding career opportunities for many women. Receiving the status of “Best manager in the field of innovative business” at the first independent award for businesswomen “Charmous” in the year 2017, she completely redesigned the development strategy and relaunched the corporate accelerator GenerationS that became the top and worldknown accelerator. She is responsible for the launch of several strategic projects aimed at the development of the innovation ecosystem of Russia in partnership with development institutions and major Russian corporations as well as international. In 2020 Ekaterina became a 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 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.
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Managing Director, GenerationS
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Ekaterina's inspiration to take the leap of faith in her field of work
international (e.g. Michelin, Unilever, PepsiCo, Airbus, Enel Group, Ferring). Considering the current world's situation they are focusing a lot on innovation market research by defining strategic areas for companies' growth, innovation audits, strategic sessions that help to identify strategic technological directions to implement innovations, and developing innovative strategies for their partners that include a longterm plan of innovation initiatives with key metrics.
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. Valuable lessons Ekaterina learned throughout her successful professional journey Finding balance is a serious problem for women in top positions. But it is not the only one. Fighting to be perceived and heard is another challenge for women in business. You can develop innovation strategies, and new directions, form a team of professionals, set goals, and achieve them, but sometimes even that is not enough. “There were moments in my life when I had to repeatedly prove that I was doing the right thing and leading the team in the right direction. Not everyone can hear you the first time, so 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.
The culture of integrity and innovation in GenerationS
GenerationS: Its services and growth under Ekaterina's successful leadership GenerationS is like a baby to Ekaterina. She feels like GenerationS has always been with her. She used to work for some state companies, but she counts the start of her professional growth from the moment GenerationS was launched. “We are going through a teenage stage where we are trying to understand who we are and who we want to become in the future, what path to follow, what goals to set, identify market needs and our potential clients – to make a service that is in high demand,” she explains smilingly. In the last two years, they have been working hard on trying to adapt to the changes that shook the world of business tremendously; that is an ongoing process. GenerationS was launched in 2013 and went a long way from being just an accelerator to a fully functioning independent platform offering different innovation services to companies – Russian and 38 | DECEMBER 2025
GenerationS' vision is simple – they are trying to find some points of intersection between the market and the main business activities their company has. They are trying to offer new innovative tools and mechanisms through these points of intersection that will improve or strengthen certain processes. They are trying to get business process holders interested and motivate them to work with innovations because innovations can significantly improve some processes. Corporate innovation development platforms, accelerators, and incubators represent support networks in the innovation ecosystem. Therefore, they are aware of the best international market practices and try to share them with their partners in Russia, showing how some processes can be optimized and improved, and how to come up with new types of business and solve global challenges. The future of GenerationS Ekaterina aims for GenerationS to become a global international project. She does not think that the current economic situation can somehow affect these goals.
GenerationS might become the right basis for building any processes in general related to the development of the economy of more than one country, 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.
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Her usual day begins with operational activities and pushing through various tasks. This requires a lot of meetings with the team because she believes it is very important to give feedback, get feedback, and process requests that come. “Well, of course, a large percentage of my day is occupied by communicating with clients. Communication and clarification of processes is the ultimate key to success,” she explains. Motivating herself and her team with work-life balance The stereotype that you can't have both – family and a successful career in society has been fought for a long time. “Happy family, career, and other life milestones and achievements depend only on you. It's in your power to find and maintain a work-life balance prioritizing one thing over another. Yes, sometimes this is not easy, but it is possible if you know how much time should be given to the family for the sake of harmony within and to maintain a healthy relationship and environment. At work, you have to constantly keep many tasks in your head, and the solution most often required is to stay here and now,” states Ekaterina. You need to set your priorities and build a system in which you can live comfortably. One type of motivation is financial and the other one is non-financial motivation where there is a desire to create something worthwhile together, which, drives them as a team, because they believe in what they are doing. Ekaterina says, “We are motivated by the fact that we are each other's support, we get out of different difficult situations, and set clear goals for ourselves on what to do next.”
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