Narawadee Bualert: Top 10 Visionary Business Leaders Transforming Business in 2025 | CIO Views

Leaders Who See Beyond the Horizon

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Visionary leaders have become the game changers for most innovative transformations in business today They recognize opportunities before they are apparent and test the assumptions that may be holding back industries. Their ability to combine foresight with action enables them to rethink processes, redefine customer expectations,andreshapeentireindustries.Theycreateculturewhere experiments are more than tolerated and where new, breakthrough thinking and acting can be inspired. They design organizations that bring together technology, insights, and human-centered strategy to create responsiveness to changing global conditions. Their forwardthinking mindset advances growth and inspires teams toward bold, audacious achievements and results. In a world of widespread upheaval in business, these leaders differentiate themselves by their clarity of vision and relentless pursuit of momentum.Their impact is a reflection one approach in a new phase of transformational change where transformation no longer is an option for success but rather an avenueofsuccessintothefuture.

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AtCIOViews,wehonortheseempoweringleadersbydedicatingthis issue titled “Top 10 Visionary Business Leaders Transforming Business in 2025” to them. Featuring as the cover story, we have coveredthesuccessful&motivatingjourneyofNarawadeeBualert, Owner of lebua. We have also included the inspiring stories of Dr Karimi Ngeera, Finance Director of HEVAFund; Ben Chodor, CEO of CallRevu; Madeline Ross, CEO of SuperSlow Zone; Daria Dubinina, CEO and Co-Founder of Crassula; Alessandro De Luca, CIO at Merck KGaA; Gordon Tredgold, CEO & Managing Consultant at Leadership Principles Ltd.; Sonya Smith-Valentine, CEO and Chief Financial Intelligence Officer at Financially Fierce, LLC; Dr. Kenneth Maundu, Chief Finance Officer at Eclectics International Limited; and Surendra Tadikamalla, Chief Financial OfficeratTangaPharmaceutical&PlasticsLtd.

CIO Views is a business magazine that mainly focuses on business leaders,theirjourney,viewsoncurrenteconomicstates,andallother relevant subjects that refer to the business world. Our goal is to be a leadingsourceofinformationdedicatedtoprovidingourreaderswith detailed perspectives and views of successful business leaders who aretransformingthebusinessoutlookandredefiningtheirgoals.With exclusive editions on various industries like software, education, healthcare, technology, real estate, and many more, CIO Views is driventopromoteexcellenceintheworldofbusiness.

Mousmi N. Mousmi

PIONEERING THE FUTURE OF HOSPITALITY

Redefining Luxury Hospitality with Vision and Heart

Success stories in hospitality are rarely linear They are often shaped by unexpected challenges, bold decisions, and a determination to transform fleeting ideas into lasting experiences.Among the leaders who have redefined luxury hospitality inAsia, Narawadee

Bualert stands out as an inspiring figure.As the owner of lebua, she has built more than a brand; she has created an international destination where innovation, culture, and service come together to deliver unforgettable moments. Her journey is not only about luxury but also about courage, creativity, and a belief that hospitality is ultimately about human connection.

ALife Shaped by Vision and Resilience

For Narawadee, the meaning of success has always been tied to impact rather than titles. “At this level, success to me comes in the form of our guest feedback,” she explained. “What they take back with them as a memorable experience is what defines our success today.” While her company has reached global recognition, she

emphasizes that she does not consider the journey complete.As she asserted, “We are satisfied with what we do each day, but we are not complacent with past achievements. I believe our team can always do better.”

Her path into hospitality was not the result of a long-planned career but rather an entrepreneurial response to circumstance.After theAsian financial crisis of 1997, many businesses in Thailand collapsed, including major financial institutions. What might have been only a setback became the beginning of a new vision for her family's property at the State Tower in Bangkok. Instead of viewing it as a liability, Narawadee saw potential to transform the space into something iconic. “The label was built by default, not by design,” she recalled. “I wanted to create something unique by turning a real estate challenge into an extraordinary destination.”

Planting the First Seeds of Innovation

The transformation began with a bold idea:

rooftop dining. In 2003, Narawadee launched a restaurant concept that had never been seen before in Thailand. Every detail mattered, from the cocktails to the service, and the goal was to deliver an experience “on the sky” that guests would never forget. This commitment to detail set the tone for everything that followed. However, the early days were not without doubt and resistance.

“Initially, no one believed it would be possible,” she said. The hotel management company at the time excluded the dome area from their contract, leaving the space abandoned.As a fresh graduate, Narawadee decided to take the leap. With determination, she approached her mother, asking for the opportunity to lease the space and start her own company That decision marked the

true beginning of her journey as an entrepreneur

Growth Into a Global Destination

What began with one rooftop restaurant and bar soon grew into a remarkable vertical destination. Over the years, lebua expanded to include six bars and four restaurants, each with its own distinctive identity.

Among these is Mezzaluna by lebua, a fine dining restaurant on the 65th floor that has earned and retained two Michelin stars for eight consecutive years, the only restaurant in Thailand to achieve this feat.

Recognition followed not only from Michelin but also from international platforms. Lebua has been recognized among the world's finest, ranking 72nd in the list of the Best Hotels in the World and one of the Top 3 Best Hotels in Bangkok by Travel + Leisure US 2025. “I am very happy and proud of the team,” she said. “They have just made my day with this news.”

Defining What lebua Stands For

At its core, lebua is about creating emotional connections. Narawadee described it as a place where people and experiences merge seamlessly. With staff from over 18 nationalities, the company embraces Thai hospitality while blending global perspectives into its service model. “It is about making every touch point something that you have to come to experience, to see, to believe,” she explained.

To her, the true strength of lebua lies in its people, whom she affectionately calls her “amazing team of talents.”

Achievements and Future Aspirations

Looking back, Narawadee sees her greatest achievement as successfully transforming a family property into a globally recognized brand. Yet she is not dwelling on the past. The future of lebua involves expansion, innovation, and reimagination. Plans include listing the company within the next three years, redeveloping suites, launching a day club by the pool, and even creating a nightclub in the basement to extend the guest experience beyond dinner

She is also focused on expanding internationally, with recent moves to return to India by signing a hotel in Udaipur. Beyond hotels, she envisions adding boutique villas to the portfolio, including a property in New Zealand that she hopes to reintroduce to the market. “We want to grow organically,” she emphasized. “Not too fast, but with purpose, making sure every step adds value to our guests and the brand.”

Leadership Through

Empowerment

In an industry as dynamic as hospitality, competition is inevitable. But Narawadee sees it not as a threat but as an opportunity to innovate.

“Competition is good. When we see more players entering the market, it means our industry is booming,” she explained. New entrants bring more people to Bangkok, which strengthens its position as a global destination. For her, competition pushes everyone to improve, from human resources to service standards, and she is proud that lebua has maintained one of the lowest staff turnover rates in Thailand.

Narawadee's leadership philosophy centers on empowerment. She separates operations and support teams but ensures both report directly to her. “I want them to take ownership,” she said. “At lebua, every team member is not just doing their job, they are shaping an experience that matters to someone's life.” She encourages open dialogue, listens to their ideas, and holds them accountable to the highest standards. This balance of trust and responsibility has allowed lebua to maintain excellence across all levels.

Staying Motivated Through Meaningful Work

Narawadee shares that in both her professional and personal life, she continues to prioritize balance. Every morning, she drives her children to school, which often makes her one of the first people to arrive at the office. Reflecting on her upbringing, she recalls that in her mother's generation, it was often believed that a woman who succeeded in her career could not also be fulfilled in her personal life. Her mother, a single parent, embodied resilience and dedication, setting an example that deeply influenced Narawadee's own outlook. Today, Narawadee feels lucky to have found the right balance between her professional and personal worlds, managing both with commitment and grace.

What keeps Narawadee and her team motivated is not just awards but the joy of creating lasting memories for their guests. “It is the smiles that we see from our guests that keep us motivated,” she explained. She acknowledged the sacrifices her team makes, from missing birthdays to working late hours, but emphasized that the reactions of satisfied guests fuel their energy and pride.

LookingAhead with Courage

Narawadee's personal values, sincerity, truthfulness, trust, and respect, are embedded in lebua's culture. “We share common values that we treasure,” she asserted. “That is how we uplift the company and maintain our competitiveness.” For her, hospitality is about more than service; it is about authenticity and heart.

The future of lebua is ambitious but

grounded. From expanding to new markets to reimagining existing spaces, Narawadee is steering the company with courage, the one word she uses to define herself.

“Everything and anything is possible,” she said. “You just have to take calculated risks and stay true to your values.”

Conclusion

Narawadee Bualert's story is a testament to how vision and resilience can transform challenges into opportunities. From converting a family property after a financial crisis to building one of the most

recognized hospitality brands in Thailand, her journey reflects the power of innovation rooted in human connection.As she proudly stated, lebua is proof of what can happen when you dare to dream and commit to seeing it through. For Narawadee, success is not a destination but a continuing journey, one where courage, creativity, and care shape every experience.

Dr. Karimi Ngeera

Finance Director, HEVA Fund

Championing Africa’s Creative Industries

Dr. Karimi Ngeera's journey to becoming Finance Director at HEVA Fund shows resilience, passion, and a commitment to providing creative entrepreneurs from all overAfrica with the kind of support and resources they deserve. With a history in marketing, finance, and impact-driven work, Dr. Karimi has merged finance acumen with her love of the arts seamlessly. Hers is a story of perseverance and continuous learning towards making a difference in the creative industries.

From Marketing to Finance:AStory of Resilience and Growth

After earning her Bachelor of Commerce at JKUAT, Dr Karimi started off working in the marketing department of Standard Chartered Bank in Meru. It taught her great lessons on perseverance as she brought in new customers to the area dominated by local banks. The experience eventually served as a good foundation for future work; it made her understand resilience and adaptability.

After gaining this experience, Karimi (as known before her doctorate degree) knew that her real passion was in finance. She went out to find a new role and almost got one as an AssistantAccountant at Chuka University However, it was during the talk by the Vice

Chancellor Prof. Njoka that helped her understand the importance of further education. Her educational milestone ensured she was equipped with the appropriate credentials and instilled a sense of accomplishment and preparedness within her core values.

In 2021, Karimi transitioned into the non-profit sector as a Finance and Grants Manager at the Center for Public Health and Development. This introduced her to impact financing, where she managed budgets for projects that saved

“If you can't fly then run, if you can't run then walk, if you can't walk then crawl, but whatever you do you have to keep moving forward."

– Martin Luther King

Jr

lives. The management of budgets and performance measurement for projects providing oxygen to hospitals and supporting maternal and neonatal health gave her a deep sense of purpose.

Joining HEVAFund:APerfect Match

Karimi felt that joining HEVAFund was a perfect match. Through her brother, who is a film producer and scriptwriter, she had personal experiences about the challenges that

“The critical ingredient is getting off your butt and doing something. It's as simple as that. A lot of people have ideas, but there are few who decide to do something about them now.”

— Nolan Bushnell

artists face when trying to access finance and technical support. She joined as Grants Manager for the Ignite Culture Program and then moved up to become the organisation's Finance Director

It was the fusion of her financial acumen and love for the arts that developed a requited match. Her initial role supported creative entrepreneurship in 14 EastAfrican countries. She leads post-investment support and partnering with creative businesses on their journey to success. This included vision-setting sessions, aligning the business goals with measurable metrics, and ensuring that both the creative entrepreneur/business and HEVA achieved meaningful impact. "When we invest in a creative business, we don't just hand over funds and walk away. Instead, we partner with them on their journey to success," she asserts. Karimi is deeply inspired by seeing raw talent turn into sustainable businesses. "Whether it's a musician or a fashion designer, the ability to help someone turn their creative vision into a career that supports them and others is incredibly fulfilling."

Wins and Daily Responsibilities

Karimi reminds herself of what HEVAseeks to always achieve and feels energized by, "In celebrating small, and big wins, it breeds a sense of accomplishment and encourages us to take things head-on with energy.” The daily routine for Karimi is a balance act between being strategic, working on budgets, and engaging face-to-face with creative entrepreneurs directly. She starts her day with a morning run to set a positive tone and enjoys meeting with entrepreneurs to support their growth. Part and parcel

of her activities is monthly post investment sessions, mentorship, and having meetings with innovative entrepreneurs. Doing so inspires a sense of purpose that reemphasizes her desire to contribute to supporting creative industries. This brings her and the team closer and closer to meeting HEVA's objectives by mixing daily work routines with a zeal for celebration and accomplishment.

“Start from wherever you are and with whatever you’ve got.”

— Jim Rohn

Most creative entrepreneurs seek outside funding in their growth journey; Dr Karimi equips them to attract investment through HEVAor other sources. She works on bettering their financial literacy, budgeting, forecasting, and investor readiness. She helps entrepreneurs understand financial statements, create realistic budgets, develop monitoring tools for financial inflows and outflows, and teaches them to interpret financial documents for informed decisionmaking.

Mentorship Success and Growth stories at HEVA

One of Dr. Karimi's greatest achievements is mentoring and nurturing the growth of her teams. It shows a commitment to leadership and mentorship, as she focuses on empowering others to achieve their goals. Dr. Karimi is also proud of the impact HEVAhas made in the creative industries through the Ignite Culture EAProgram, which she steered as the Grants Manager

One of the program's most notable successes is the curriculum development of Kenya's first accredited poetry course by the Kenya National Theatre. Now poets can be officially certified. Successes like these show that strategic support has the power to transform, hence HEVA's commitment to pioneering Africa's creative industries to thrive.

“Owning our story can be hard but not nearly as difficult as spending our lives running from it. Embracing our vulnerabilities is risky but not nearly as dangerous as giving up on love and belonging and joy—the experiences that make us the most vulnerable. Only when we are brave enough to explore the darkness will we discover the infinite power of our light.” Brené Brown.

Rising to the top: Taking HEVAto Mount Kilimanjaro

This year, Karimi is thrilled to take on the challenge of climbing Mount Kilimanjaro,Africa's highest point. She draws similarities between this life ambition and the mission that HEVAis on. "This climb is a statement of borderless ambition and breaking barriers.” she explains, “it's in perfect sync with HEVA's tireless commitment to lead the way for Africa's creative industries to scale undiscovered heights in employment creation, and economic growth, and development."

Dr. Karimi plans to take others along on the journey by documenting her ascent of Kilimanjaro and activities that lead to her preparation. She'll be flying the HEVAflag high when she gets to the top.

Conclusion

Dr. Karimi Ngeera's journey is a powerful example of how passion, perseverance, and a commitment to impact-driven work can lead to remarkable achievements.As the Finance Director at HEVAFund, she is empowering creative entrepreneurs and fostering a thriving creative economy inAfrica. Through leadership, mentorship, and dedication, Karimi and HEVAare helping shape a future where creative talent is recognized, supported, and celebrated across the continent at the witness of a global audience.

Ben Chodor CEO, CallRevu

Harnessing AI and Empowering People to Achieve Customer Intimacy

Since the beginning of his career, Ben Chodor has been a trailblazer in the technology space, businesses founded by him have redefined innovation and disrupted industries, and he's looking to do the same with his current focus on the automotive industry as the CEO of CallRevu.

Under his leadership, the company is revolutionizing the industry with its advancedAI-based solutions, which enable dealerships to engage more effectively with prospective and existing customers, selling more, and fostering loyalty

Besides harnessing the power of technology andAI to elevate communication intelligence, Ben places a strong emphasis on empowering his team, a key factor to his success. He believes that the empowerment of employees is critical to ensuring a better service to customers. Ben leads the way he expects to be led, which includes being involved.

From Streaming Service toAIbased Service

In 1998, before Netflix introduced its video streaming service and videos appeared on the internet, Ben dove into entrepreneurship with a streaming media business, and it is this first endeavor that had him hooked on tech-driven innovation.

Following the sale of his streaming company, Ben embarked on a new venture in the healthcare sector, cofounding the pioneering digital health mobile application marketplace in 2011. This was a time when the iPhone and apps were just beginning to become a part of daily life and reliance on them was in its infancy.

Ben and his partner's first total mobile solution provided healthcare enterprises, including hospitals, continuing care facilities, and physician practices, with the capability to create individually branded, secure, multi-platform app stores to support the mobile technology use of employees and

patients. The venture not only thrived but also led Ben to an opportunity to address Congress on the nuances of FDAregulations concerning apps, delineating between medical and monitoring applications.

As President of Notified, he managed the world's only communications cloud for events, IR and PR. Subsequentially, he transitioned to CallRevu inAugust of 2023.

Views on the Use ofAI

Ben's decision to join CallRevu was driven by his goal to do something veryAI-focused, although he recognizes that it is neither an antidote nor a secret pill. Currently, in addition to his role as CEO at CallRevu, Ben also serves on the Board of CoCreations, a company specializing in aggregatingAI content.

He recalls the time, about 7 or 8 years ago, when everyone was raving about cryptocurrencies and saying, “blockchain is the future.” This led to the mushrooming of blockchain

companies. “My joke used to be, 'if you could substitute the word blockchain with database, it was not a blockchain company that was doing providence and everything that goes along with it,” he says.AI currently is in a similar phase. Everyone is getting on theAI bandwagon, believing that it is going to solve everything. “No, it is not,” Ben says.

He refers to a quote to explain how AI can help: “AI takes away the fear of the blank page. It is a tool that you have to be in control of. It helps you get things started.” Ben says that it helps in doing tasks that one prefers not to do or those that take longer to complete. “But it can't solve everything,” he adds.

Giving an example of theAI-based interactive voice response (IVR), he

points out that it can be useful only when leveraged thoughtfully and methodically. Customers, especially in the automotive industry, still prefer to talk to humans at the end of the day rather than anAI voice. “I am not buying a car from an avatar or anAI product,” Ben points out. “I still need to get to a human to close on a purchase.”

However, for Ben and his team at CallRevu, the use ofAI makes perfect sense. Previously, humans were used to type the transcript and write the summary. “If I could do this faster, more accurately, and improve engagement – the use ofAI makes a lot of sense,” Ben explains.

This is one of the most exciting things at CallRevu, Ben says. The shift from human transcription of every phone call to theAI-based

system that transcribes every single call and interaction “[It] is not a technology just for the sake of technology,” he says. “It is enabling us to be more accurate, give better information, and be faster.”

Disrupting theAutomotive Space

Currently, CallRevu operates exclusively in the automotive space, revolutionizing how dealerships engage with customers through their intelligent communication solution for call tracking & monitoring.

Ben points out that the car is one of the biggest purchases – the other being the house – made by a person, and a prospective buyer still visits a dealership to buy a car, as the process to buy it remains traditional. At dealerships, salespeople are the ones who assist a buyer in choosing

the car. CallRevu was born out of a dealership when a dealer was dissatisfied with the responses of his salespeople to customers, so he began to monitor and record their calls, and later, called his salespeople to his office to review their responses. “You could have said this,” he pointed to them, explaining how they could have responded more effectively. This led to the creation of CallRevu.

The CallRevu call monitoring system, transcribes and analyzes every call, extracting its summary, sentiments, and keywords. These actionable insights, such as keywords trigger real-time notifications, alerting managers about a salesperson's response potentially causing a misunderstanding or a missed opportunity This, Ben explains, enables managers to intervene promptly, in real-time and clear the misunderstanding or provide additional support.

On the service side, too, the use of CallRevu is proving to be beneficial for dealers, as it provides proactive and relevant conversational insights. For example, when a customer calls to schedule an oil change, customer service can inquire about additional services like tire rotation, or tune-ups based on the data they have, leading to better customer engagement, and service.

Elevating performance within the dealership to enhance the customer experience and engagement is what makes us a leader in this space. Ben points out, “We are making the business operations of dealers more seamless, making their customer service better, enabling them to engage with their customers in a much better way, and helping them sell more cars.”

ATypical Workday and Leadership Dynamics

Upon joining CallRevu, Ben identified and addressed prevailing organizational silos, initiating cultural transformations that dismantled these barriers. His approach of listening and empowering staff has been pivotal in reshaping the company's culture. Ben's typical workday is

characterized by a mixture of engagements, including one-on-one meetings with his leadership team and direct interactions with customers. He routinely holds discussions with the CFO to assess the company's monthly progress, a practice he considers part of his fiduciary duties, especially critical in a private equity-run company like CallRevu.

Beyond his executive team, Ben ensures to connect personally with staff members who are not in his direct reporting line, reflecting his commitment to comprehensive organizational engagement. He also supports the customer service team by participating in client calls, emphasizing the value of customers and using the interactions as learning opportunities, particularly valuable as he navigates new industry terrains. Additionally, Ben also prioritizes enhancing customer intimacy through active engagement, recognizing that direct communication with clients is

invaluable. He asserts, "You can't build relationships without engaging," highlighting his approach to learning and relationship-building with customers.

As CEO, Ben's responsibilities extend to ensuring financial robustness and revenue growth. However, he adopts a unique perspective on leadership, focusing on empowering his team, inspiring motivation, and collaborating with colleagues who may possess greater expertise in specific areas. Ben describes his leadership style succinctly as "empowering," a

philosophy that also defines his selfperception.

Ben believes that a successful CEO not only holds power but also shares it, trusting his team to make pivotal decisions. This empowerment strategy not only prepares his team for potential executive roles within or outside the company but also fosters a culture of growth and autonomy.

Distinctively, Ben does not see himself as the ultimate decisionmaker. He avoids micromanagement, choosing instead to surround himself with capable individuals whose ideas and insights help shape the company's path. He values diverse perspectives, often noting that the best ideas are those he learns from others, not those that originate from him alone.

The Future

Ben's vision for CallRevu is grounded in continuous growth, securing new business, and consistently surpassing competitors, all through CallRevu's unified intelligent communication solutions. Under his leadership, CallRevu intends to not only remain the leader in its current space but also expand into new sectors by consistently innovating products and leveraging technology to redefine the automotive industry. CallRevu's strategic acquisition of TotalCX, followed by the release of TestTrack – the first immersive,AI-powered automotive training platform –underscores this commitment to innovation.Acquiring industryleading technology and talent has enabled CallRevu to innovate on a larger scale and at an even more accelerated pace.

In the coming months, CallRevu is set to introduce another groundbreakingAI-driven solution specifically designed to tackle persistent, daily business operational challenges, promising to enhance and elevate customer interactions and service efficiency within the automotive industry. This addition will further enhance CallRevu's technology suite, delivering streamlined, intelligent communication and reinforcing its market leadership.

“We want to push ourselves to the limit of what technology can achieve. Our goal is to create deeper customer intimacy,” Ben states. He highlights that SaaS-plus companies often have a tendency to undervalue customer service and intimacy, even as customer choice remains pivotal.

"For our customers, we aim to make leaving us an incredibly difficult decision," Ben asserts. "Beyond liking our product and technology, they should also like us for the customer service and the people who are there to support them. It's integral

to everything we do – both in our people and products. By prioritizing this, we ensure our ability to bring innovative, scalable solutions to market."

“We are always going to be customer and employee-first,” he adds

Message toAspiring Leaders

In his guidance to aspiring leaders, Ben underscores the significance of active listening, which he describes as a critical yet often neglected art form. He notes that many leaders fear that silence might be misconstrued as disengagement. However, Ben clarifies that true listening is not about multitasking but about fully absorbing and understanding the messages conveyed by others.

Ben emphasizes the importance of a robust finance team, a critical element he believes is often underemphasized. He advises those in technology or sales roles to ensure they are supported by skilled finance professionals, explaining that effective financial management not only secures a company's foundational aspects but also frees leaders to concentrate on fostering innovation and enhancing sales.

For emerging leaders Ben advises: "Listen, take a deep breath, fail fast and forward, and keep moving. Being thoughtful and passionate about what you're doing is essential for success.”

Madeline Ross CEO, SuperSlow Zone

Changing Lives with a Healthy Approach

Madeline Ross is a passionate businesswoman who was driven by her vision to nurture a change of lifestyle.Addressing one of the most vital concerns which is health, she founded SuperSlow Zone one of the leading premium and welfare franchise that specializes in personal strength and balance, strong bone health and Type 2 Diabetes programs and many more health beneficial programs. The global presence of SuperSlow Zone LLC defines Madeline's success as an inspiring businesswoman. We are thrilled to share her journey in this exclusive article as we learn the business from the expert herself, Madeline Ross, Founder and CEO of SuperSlow Zone LLC.

What were dreams and aspirations while growing up?

I was going to be a 'Dance Therapist'…LOL…so I could use something I really enjoyed helping others. I was then going to be an Environmental Lawyer [until I worked as a para-legal and learned it had very little to do with 'justice'…]. Finally, my very conservative Dad asked, “Looking ahead, do you want to be a teacher, secretary or air stewardess? I said, “No, Dad, I am going to be board, Chairman of the Board.”And so I am: helping others, doing things I really love and leading 3 companies.

What led to the foundation of SuperSlow Zone, LLC?

I was working for the Institute of Directors [IOD], London, England, which enabled me to work for various companies in 9 countries. I grew very dissatisfied with how senior executives treated employees, the awful behavior of some executives and they still got their

'golden parachute' on the way out…finally, that I was not really helping others [even though I love the travel, diverse cultures, etc.]. So committed to changing this.

What led you into the franchise industry?

Two things. I knew I wanted to offer services that enabled people to help themselves.And I had a seasoned franchise expert ask me if I had considered using franchising for the service I wanted to bring to the world. After research and developing a team to explore the concept I created, we plunged!

What were the initial challenges and setbacks you faced? How did you overcome it?

Two big ones

Accreditation: Our first service was 'SuperSlow Zone personal strength training'. I knew the 'personal training' industry was an undisciplined mess! I was going to position as a 'professional service' [like a physician, attorney, CPS, service.] Professional services are governed by 'accreditation' [both to get their license and required continuing education]. I got expert help and we achieved accreditation by IACET.org the same year we opened our first franchises.

IACET accredits the National Institute of Health,American Physical Therapy Association, Centers for Disease Control, Duke University Medical Center, Federal Deposit Insurance Corporation (FDIC) Corporate University, GE Healthcare and many others.

This means we founded our second business, SuperSlow Zone Institute. It is

the education arm of our franchise.

Shareholder Lawsuit in Years 3 and 4 : Our initial investor was one of the princes of the Emir of Qatar. I got wind of a likely hostile takeover so I sued them first. They sued me and SSZ.And away we went into a horrible legal challenge. We are a very organized company so responding to them happened in rapid time.At one point, my two attorneys, who had just completed a lunch meeting with their attorneys, came to my office and basically said, “They have more money than you can imagine, they are mean, they want to take your company. Settle.”

I told them, “I know my body is crying but I want you to ignore this and listen only to my words. 'I am going to win'. How? “I will buy them out.”And I did…sounds so easy and put together now…but it was really, hard and awful…but I did it!

As a woman in the franchise industry did you feel it was difficult to survive.

No. I cut my teeth in the high-tech and manufacturing industries. I was seasoned at surviving and thriving. Same hard challenges working internationally Franchising has been a piece of cake regarding this compared to my previous experience. PLUS, there are so many incredible women helping women, helping everyone, in franchising.

Is the franchise industry a common career path for women?

I don't have the numbers on this. It should be.

How has franchising helped the growth of SuperSlow Zone?

First, franchising embodies one of my

most important principles: mutuality = 'has to work for you, has to work for me/us'. SSZ Corporate wins when the franchisees win [first].And, of course, mutual accountability meaning we are tied at the hip in all aspects of business and as good people. The International Franchise Association, our primary industry association, is the best in the world.We th just completed our 60 annual convention;the education, technology resources, etc….all-round help is best in class. Period. So helpful and supportive.

Franchising is a landscape of adventure, growth and development for me personally, our team and all the stakeholders…while doing something we feel passionate about. I/we get to address our struggles, weakness and fears [an inside job] with the support of others while doing good for the world. We all like this.

Tell us in brief about the services of SuperSlow Zone

We Have Three Companies:

SuperSlow Zone: premium wellness and exercise studios [franchises] in USA, Turkey and Colombi

SuperSlow Zone Institute: education engine of our brand

SuperSlow Zone Technology and eCommerce: central services support for our brand and all thing technology

Brand Promise:

Maximum, Measurable Results In Minimum Time

5 Services –All Delivered One Accredited, Certified Instructor with One Client

Personal Strength & Balance: 20 minutes, 2 x/week

Strong Bone Health: 15 minutes, 1 x/week

LowerA1C: 15 minutes, 1/x week

Healthy Eating/ Weight Loss: 12 weeks

Healthy Slimming with UltraSlim: 45 minutes, 8 sessions

Our Glorious, Primary Clients: ages 40 – 85+

Busy people/general exerciser

Medical exerciser: helping people with 52 medical health conditions/injuries

“NotAGym” –APremium, Professional Studio

Personalized program focused on results

One instructor with one client, continuously [no classes]

IACET accredited certified instructors

No membership fees or long-term packages

What is the business growth strategy of SuperSlow Zone?

Our Growth Journey Strategy will accomplish maximum help for our client in many countries, establishing a very profitable return for investors and franchisees and creating retirement wealth for our franchisees and front-line staff.

How do you define the growth SuperSlow Zone over the past few years? (Can be explained with statistical data too)

Intentionally slow and stable. I know the challenges for our franchisees.At different times, I have intentionally paused sales to new franchisees because we needed to fix some things. Once fixed, I would re-start franchise sales. I will always pause franchise sales, at any time, if I need to, so that we can strengthen our weaknesses before we accept additional franchise owners. Always a team effort.

It is my job, with the franchisee's help, to bring them the best branding, marketing,

technology systems and service solutions possible. Of course, these are constantly changing given the tsunami of technology change. It is the franchisee's job to deliver exceptional services and care for each client individually every visit Additionally, they must provide consistent meaningful-to-our-client measurable results.

Our franchisee studios run as an 82% to 92% annual client loyalty rate [retention]. They earn this with each client…every visit This is the engine for recurring revenues and long-term profitability

What is your vision for the company?

For Our Clients:

BE STRONG, HEALTHY, LOOK AND FEELGOOD AT EVERY AGE.

For Our Company & Stakeholders

Maximum success and profitability by caring for our clients. Wealth creation as a natural and focused result of doing good for and with others. Lots of personal growth and fun along the way Effective global contribution.

Is the franchise industry a competitive one? How does SuperSlow Zone deal with this competition?

Absolutely. Bring it on! We have an 'allhands-on-deck' approach. Our company engages the following. Most importantly = listening to the ideas, insights, desires, aspirations and complaints of our clients to push the boundaries of our competitive advantage. This is entwined with internal and external help from advisory groups, CEO groups, and professional associations.

Finally, reading, and hunting for insights, innovations and ideas for our brand from medical, wellness, biotech, technology, anti-aging,research experts and awardwinning news sights. Finally, surveys of staff and franchiseesby external resources.

Give us a brief of your life before SuperSlow Zone

Worked since age 12. I have large multinational corporation experience and entrepreneurial experience. Prior SSZ, I was the CEO of Gylanix Institute where I designed business systems that are now implemented in SSZ franchises worldwide. Through the Institute of Director [IOD], London, England, I worked with companies throughout Europe and LatinAmerica.As Marketing Manager of Borland International, we grew to $10 million in gross revenues company within 10 months.

Tell us about your roles and responsibilities as the CEO of SuperSlow Zone and how does it make you feel?

I LOVE WHAT I DO!!! Even working though doubts, fears, roaring business challenges and personal patterns that don't serve me and others…well, I love it when I am through these. LOL. Equally important, and very fun, is 'reading/listening to the world' to bring innovation and care for our clients…more and different than they expected. My primary role is the above. This of course includes strategic growth, capital to grow and working with the right people.

What are your greatest achievements?

Our greatest achievement, as a company, is helping thousands of people be accountable for their strength and health, with our fine expertise. Our clients also look and feel good – whatever that means to them. Our clients are the fragile of the fragile, peak performing athletes, busy busy professionals/breadwinners, seniors who want to live in their home as they age, kids, moms…the whole human enchilada!

Additionally, I am very proud of working collaboratively with our franchise owners, teachers and students/frontline staff. One of the toughest things is to create a culture where people can feel confident stating concerns and complaints. I personally

address every complaint.And, I insist that everyone says what IS working, what is wonderful and 'thank you' …gosh…such a simple yet powerful thing, 'thank you'!

I am proud we made it through our shareholder lawsuit in years 3 and 4…it didn't kill us! Woohoo!And that we are in 3 countries, we keep evolving our brand services, we are committed to ongoing education for everyone and finally, we go after the best technology as the ground for the best human care and expertise.

How do you manage to balance your personal and professional life? Describe yourself in one word and tell us what inspires you?

Dogs inspire me. I travel everywhere with my two dogs, Bella [terrier, 12 lbs] and Dixie [yorkie, 3 lbs]. They fly, uber, bike, trike, mass transit,Air BNB, hotel, grocery stores, board meetings, attend 10,000 person conventions – you name it and we go together. I feel a deluge of love all day long with these pups.And, they make everyone so happy [at least dog lovers…not so much the cat lovers]. We are a dog friendly company [employees can bring their dogs to work] so each day we have 2 to 5 dogs at work. Just love it!

In addition to dogs, what inspires me is helping people help themselves. Being on the hunt to find, refine, innovate how to do this through our company is very wonderful and pure fun.As a member of Toastmasters International, I compete weekly and at the district and state levels, in public speaking.As a past Trustee of, and continuing as a member of Florida Executive Woman, we support women's education and success. I love Latin and ballroom dance, singing,African drumming, Toastmasters, improv…and anything outside.

What keeps you and your employees motivated?

Learning how we help clients. Wow Incredible stories. Deeply inspiring to all of us. On-going education, learning from and with each other, a positive environment and culture and knowing we can mess up, fess up, fix it and move on.

“None of us is as smart as all of us.”

What does the future of SuperSlow Zone look like, globally? How do you plan to widespread the company services in the franchise industry?

We will continue to grow in the USAand add additional countries. I do this through the IFAand the Hero Club. The International FranchiseAssociation [IFA] is THE premier, global franchise th association. We just had our 60 annual convention. The help and expertise is immense.Anything I need, I can get through the IFA. The Hero Club is a private CEO membership group. Both of these are my go-to resources for help, innovation, support, trend-futuring – I get and I give back. I am currently working on expansion in Canada, Latin America and the Middle East with a wonderful team I met at IFA.

She is a go-getter and she motivates her team with the same passion that she is led by. Madeline Ross has phenomenally transformed the health regime for people making it simper and convenient. Her journey is truly inspiring, and we are proud of her exceptional success as a businesswoman in the franchising industry

Dubinina CEO and Co-founder, Crassula

Advancing the FinTech Industry Ahead with Crassula

For some successful leaders,

their success lies in fulfilling the needs of different stakeholders. It means if customers require a new product or the team needs the company around, or the industry calls for new transforming innovation taking place and the leader can manage all this then, that makes all the difference. One such dedicated leader is CEO and Co-founder of Crassula, Daria Dubinina. For her, one is successful when he can confidently answer the vital question, “Why do we do what we do?”.

Inspired by Ben Horowitz's book, “The Hard ThingAbout Hard Things,” she knows, “there's no such thing as the universal, ultimate best CEO.” No doubt, she feels pride in getting recognized by an external organization or media edition. However, she states, “The real recognition occurs when your opinion matters, you are inspiring others, you can make a difference, lead people and grow the company.”

Stepping Stones to building Crassula

Daria experienced her first entrepreneurial experience at the age of 20. Then, after completing her Master's degree in FEAmanagement, she began working from the lowest position at an international payment system where she learned about FinTech, and over the years, she has grown professionally; in 2014, she and her fellow employees started building their own ventures.

In 2017, Crassula was the result of the team effort of Daria and her cofoundersAlex Novozhenov and Vlad Nikolayev. The trio shared the same vision and strived hard to demonstrate their unique skills in building strategy and technology They had their designerAndrew Ponochovnyi created an attractive look and feel of the product.

She shares, “Together we created a

unique skillset in which everyone played their part bringing the concept to life and giving each other confidence in what we were doing, inspiration for creating something new, and supporting each other during the bad times.”

While building a company from scratch, there were new challenges every day which the small team needed to solve and make smart decisions. Many times, the decisions were right; however, sometimes they were wrong that could hamper the company's growth and take them behind for months.

Initially, their main roadblock was getting the right investors for funding the company growth. The team spent many months in this process, which resulted in high frustration and no gains. Then, Daria shares, “We started focusing on business,staying bootstrapped, and that was the best decision that we could make because it taught us to survive difficult times,

do big and beautiful things with very limited resources, and actually earn money.”

Brief about Crassula's Remarkable Services

Crasula specializes in developing White Label core banking products, PSP services, FX services, wallets, crypto banking, and crypto exchange solutions. It offers an all-in-one software platform that facilitates the launch of products within a few days and with a low budget. Its products are cloud-based and provide backend with its core banking system, admin panel for managing the business, and

frontend with client web interfaces, iOS, andAndroid mobile apps. Crassula's systems are provided with dedicated openAPIs which enable a myriad of FinTech services and assist most innovative business ideas.

Crassula embodies a unique culture of freedom and responsibility that fosters prudence, communicability, proactivity, striving for development, creativity, decisiveness. Daria says, “We embrace these qualities and develop them by providing constant education opportunities, helping each other in day-to-day work, and always trying something new by developing new products, trying to implement

new solutions, and always doing something that we have never done before.”

For Crassula, their people have always been the main backbone of the firm. The industrious team always keeps developing and ameliorating their products to empower the customers with world-class solutions. She adds, “We value the elegance of solutions and everything related to their quality This combination helps us to make new people want to join the company, reach new clients and partners, engage them and make them want to stay with us.”

Daria's efforts in redefining the fintech industry

She shares, “The FinTech industry is very fragmented, but each element is connected to another. On one side we have large and mature financial institutions - they have history, trust, reliability.At the same time, they have legacy, bureaucracy and low speed of innovation. On the other side, we have young companies which are able to disrupt the industry, brilliant ideas, but don't have time and money. On the third side, we have a totally parallel world of crypto with its technology, dynamic, risks and transformation. These are only 3 of so many, but supporting such fusion solutions helps to move the whole industry forward”.

As a visionary, she looks ahead to bring a huge metamorphosis in the financial industry where all the banks and financial institutions will amalgamate into platform solutions. She aims to make the ultimate FinTech platform and proffer a comprehensive range of tech-enabled financial services for companies around the world to take the industry forward.

Balancing Personal and Professional Fronts

Being CEO of Crassula, she ensures that the company keeps growing. For that, she formulates a strategy and stays involved in the daily activities connected to IT development, product development, sales, partner relations. She handles about 2-5 work meetings daily, with different departments and external parties and is usually involved in making smart business decisions or resolving complex issues.

Her secret in maintaining a perfect work-life balance is thoughtful

planning. Even though it is hard to take ample rest while working from home, she always adds an outdoor walk or workout on the calendar. Also, she keeps her weekends free for outdoor rejuvenation.

She feels staying positive and supportive in all situations is her key motivator. To explain it further, she says, “When something goes wrong, I prefer not to waste time on finding out whose fault it is, but rather fix the problem and analyze how to avoid repeating the situation. This approach helps to reach the highest result, and the result is the most powerful progress mover.”

Future Roadmap

Crassula aims high and has many prime goals for the future, such as entering new markets, speaking new languages, adopting more technologies, transforming the platform into a no-code product builder so that anyone can design and launch FinTech products without any

hassle.All-in-all, the entire team desires to make complex and deep technologies incredibly easy-toimplement, highly accessible, and attractive for their customers.

Personally, Daria wishes to grow the company by 5x while maintaining excellent performance and effectiveness as a company.

Sharing her advice for budding entrepreneurs, she says, “Never be afraid to start, experiment, and keep moving, improving and delivering even if things are not so shiny right now.”

Delivering and Implementing Technological Solutions to Advance the Healthcare Sector

The CIO role is still evolving as digital transformation efforts and organisational shifts like those described byAdobe's Stoddard advance. While CIOs once relied solely on their technical talents to advance their careers, today's most successful CIOs also excel in other areas, including communication, bridging gaps between groups, and empathy, all of which are crucial during periods of significant cultural change. Though they may be regarded as "soft skills," any CIO will tell you that these are the most difficult abilities to learn.

Alessandro is a Merck group CIO and leads the IT for all Merck. His goal is for IT to become the partner of choice for the business for digital technology enablement to support the company's growth.

Alessandro joined Merck in Switzerland around ten years ago as Global Head of Supply Chain for the Healthcare business. In September, 2021, he assumed the role of Merck Group CIO.

Merck KGaA

Merck KGaAis a leading global scientific and technological corporation with 58,000 employees in 66 countries. The team is Merck totally committed to research and development, where the firm has

more than 7,500 professionals working for it. Three business segments make up the company: healthcare, life sciences, and electronics. Merck KGaAwas founded in 1668 in Germany, and the whole team is proud of its heritage.

The Beginning of a Career and Learning

Alessandro began working for Procter & Gamble as a Process Engineer in a Manufacturing Plant (Pomezia site) in 1991 as a newly graduated engineer He collaborated closely with technicians and the maintenance team to enhance the efficiency of the production lines. This was incredibly enlightening for him because he had to deal with actual technical issues (not the ones from the books) and people management, another ability that is rarely taught in universities!

Alessandro holds both a civil engineering and a nuclear engineering degree.Alessandro worked for Procter & Gamble for a number of years in senior roles in operations, engineering, and supply chain management before joining Merck. He has operated in countries such as China, Russia, Venezuela, Spain and several Eastern European countries and has been based in Italy, Belgium, Switzerland, and Spain.

During these early years, he gathered three key learnings about what it means to be a good leader and he adopted these learnings throughout all his career:

• Put people first on your agenda.

• Do what is right as if the company was yours.

• Get your hands dirty What counts is the execution, not the PowerPoint slides.

Global Recognition

Alessandro has won numerous awards throughout his career, but he probably feels most proud of the Wall Street Journal interview they conducted with him in 2016 regarding his work on "Self-Driving Supply Chains," a concept that is now well-known in the field but was at the time highly novel and almost revolutionary

• Alessandro was named a "top 100 leader in healthcare" by the IFAH (International Forum for Advancements in Healthcare) in 2019.

• In 2017, he was interviewed by the Wall Street Journal and several other newspapers about his ground-breaking work in "Self-Driving Supply Chain."

• In 2016, he was elected "The Inspirational Leader of the Year" within the Merck BioPharma division.

• In 2015, he was awarded the No. 1 Pharma "Most Influential Supply Chain Executive in Europe" (among the top 5 across all industries) by the SCM magazine.

The Role of Group CIO

According toAlessandro, the healthcare industry is going through a revolution driven by the confluence of two elements: science and technology The companies that are able to master these two elements to the benefit of their patients and customers will certainly thrive. He shares, "we can humbly say that this is our vision."

As the Group CIO at Merck, his mission is to drive the digital technology roadmap to create value for the company's customers and patients worldwide and to support the company's growth in an effective and efficient way. The firm's IT strategy is built upon 4 strategic pillars:

• IT operations continuous improvement

• Effective and efficient operating model

• State-of-the art technology

• Diverse and inclusive organization

Alessandro defines himself as a pragmatic leader. He states that progressing across these four strategic areas while balancing the daily activities (and emergencies) is the challenge of his regular day at work.

The Responsibility of Being in Healthcare

Alessandro believes that working in an industry such as healthcare is both a great privilege and a great responsibility at the same time. The general purpose is to contribute to the health and well-being of every patient and human being in the world, and this is truly fulfilling. He opines, "If

we look at how much scientific progress has been helping humanity to eradicate diseases, fight poverty and starvation, and, more recently, to cope with the deadly pandemic, we should be proud. But we cannot stop here, as so much is still to be done. Today, we can leverage new technologies to access an enormous quantity of data and to be able to process all this information in a very powerful way."

Alessandro firmly believes that the marriage of science and technology will cause the healthcare sector as a whole to adopt precision drugs, individualised therapies, and preventive care that will positively improve lives.

Keeping Balance

To reconcile personal and professional lives and to find the right balance,Alessandro tries to perform a "digital sabbatical" of nearly 36 hours every weekend by switching off his phone, laptop, and tablets on Friday night and switching them on only on Sunday late morning. This allows him some time to totally disconnect from the continuous information flow that everyone must deal with every day and to invest time with his family, doing sports, reading books, or playing chess.

Learn from Each Challenge

Acareer is made of ups and downs. AsAlessandro sees, learning from setbacks (the down moments) is extremely important for an individual as well as for an organization. The key is to find the right balance between the humility to accept a failure (and learn from it) and the courage to always strive for excellence combined with "intelligent" risk-taking. He asserts, "We have all made mistakes throughout our careers and overcome significant roadblocks. What matters most is how we react to these

challenges that might happen to us and how we bounce back from them." In this context,Alessandro finds it very inspirational to quote from one of the most appreciated world's leaders, Nelson Mandela, who said: "I never lose. Either I win or I learn."

Success inAlessandro's Words

ForAlessandro, success is a "relative" term rather than a "absolute" one.A person is said to have succeeded when they have made an organisation, a team, or a project better than when they discovered it. Better, not worse, not the same; ideally, noticeably better He claims that although it might seem unimportant, it is, and that if everyone embraced this way of thinking, people would undoubtedly live and flourish in a better world.

InAlessandro's situation, he is working to continuously improve the Merck IT organisation, little by little.

Heading toAligning with the Change

As we know and as we experience every day in our personal and professional lives, the world is changing faster and faster The leaders of the future cannot rely on static knowledge, nor can they hope to manage in the same way they did in the past. On the contrary, success will depend on our ability to adjust our ways of thinking, learning, managing and, eventually, being. Alessandro truly believes that the source of competitive advantage for an organisation as well as for an individual is in his or her capability of continuously learning. He adds that, in fact, if work is learning and learning is the work, then leadership should be all about enabling learning and personal/professional development in a very inclusive way

Gordon Tredgold CEO & Managing Consultant, Leadership Principles Ltd

A Leadership Expert who helps Good Mangers to becoming Great Leaders

This goes beyond the age-old debate over whether or not leaders are born or made. As per , leaders Gordon Tredgold are made, not born. Gordon is the CEO Managing Consultant & at Leadership Principles Ltd. and has a passion for building successful teams, coaching and developing people, creating strategies to turn around underperforming teams and failing projects, and delivering complex change programs.

At Leadership Principles Ltd, Gordon focuses on helping develop people's leadership skills, helping them go from being good managers to become great leaders. He has the practical experience of how to do this, having delivered $150 million programs, run $300 million departments, led 1000-person teams, and developed 100s of

leaders. To do that, he offers training and coaching, and also consulting services to help leaders and companies with specific initiatives, setting strategies, or overcoming challenges.

Where it started?

Before Leadership Principles, Gordon was a turnaround specialist working in IT, leading complex projects and programs, and it was during this time that he developed the skills and understanding of what makes great leadership that he now shares.

Gordon likes to be successful and worked for too many bosses who were just role occupants who relied more on hope than leadership skills. That led to a lot of failures and poor performance, and that made him decide to set up shop, challenge the

status quo, and try to turn things around. He did get a bit of push back, but in reality, many of them wanted to be in charge, but not accountable for the results, so they would often let him take the lead, knowing they had a scape goat if things failed. Fortunately, Gordon is great at problem solving, and team building (that came from sports) and he was able to actually improve the results and ultimately, he was offered their position.

He says, "Remember leadership is about action, not the role you occupy."

Big Challenge is also a Big Opportunity

One of Gordon's challenges was that he was usually a little vocal, which didn't make him popular, and leadership is sometimes a popularity

battle. He says, "So to get ahead, for me, it was all about delivering results, taking on the tougher projects, the bigger challenges, and this was where I developed the reputation that made people take an interest in me."

Gordon loved big challenges because they provided him more leeway in how he did things and the methods he took, which allowed him to hone his talents and advance his abilities.Also, when he was given greater and better chances, he was compelled to further develop his leadership abilities, because he couldn't handle everything himself when the task was so large. He asserts, "At some point you need to make that transition from leading from the front to leading from

behind; setting the budget for the department or organization, but also identifying and developing leaders who can assist you in delivering and extending and increasing your impact. It is tough though, because you need to give up control, share the glory and that can be tough, especially if you're a winner or like to win. But this is what separates the great from the good, and why I say that leadership success is not just about what you do, but about what you leave behind and how well your teams perform in your absence. "

Being a Leader

As per Gordon, the one word that defines him it would be 'FAST'. Gordon's day is all about setting the

tone for Leadership Principles by living the values. He works on developing leadership concepts, or simpler ways of sharing those concepts through articles and videos to help promote good leadership. Then the rest of the day is spent on training, coaching with clients or marketing.

The team has just created, and had certified by the Institute of Leadership and Management, its Breakthrough Leadership Training course, and Gordon will be looking to promote and give that around the world and at various companies.

Success that Make others

Successful

In Gordon's opinion, success for a

leader is that when he/she leaves their team in much better shape than when they took it over. He says, "You have to develop a culture of continuous improvement, where the team shows initiative, strives to drive performance, and that they have the belief that they can do it. To do this, you have to focus on developing the team, giving them the skills, tools, and confidence to be successful; such that their success continues in your absence. "

He feels that if his team needs him to be successful, then he is a limitation and not a leader

Gordon's goal is to make himself redundant and put the teams in a position where they know how to be successful on their own. He firmly believes "Everyone wants to come to work to be successful, and that if you show them how to be successful then they will take the opportunity to be successful and do that repeatedly."

Making Leadership Easy

Gordon thinks good leadership has always been there, he has just made it easier for people to understand and helped identify the actions/approaches that people can take that will help them on that journey. He opines, "It helps you understand what drives you, and I think for me it was just being involved in teams that were under performing and deciding that I didn't want to be part of that, that I thought we could do better, and that I could do better. I don't always succeed, but I do always make things better. " He has helped them

see a simpler approach, one that they believe in, and when people believe it, it inspires them to take action.

Deeply Ingrained Core Values

Leadership Principles Ltd.'s core principles are FAST: Focus; Accountability; Simplicity; and Transparency. These are deeply rooted in everything the company does and that keeps the team hungry and striving to improve. Gordon says that the team understands the benefits of great leadership, so that is motivation enough to keep it not only doing what it does, but to make great leadership simpler and more accessible to people.

As per Gordon, culture is development. It is a simple three step process. Say it, live it, reinforce it. He says, "So tell people what the culture is you are striving for so they understand what's being asked of them. Then be the role model for

that culture, show them what it looks like, and finally reward and recognise the people who live up to it, and this will reinforce the desired actions within the organization."

Gordon's vision is for the company to become recognised as the premier leadership training consultancy.

Gordon emphasizes, "I'm proudest of the people we have helped to develop and who have gone on to be better leaders, because great leadership is a great enabler not just for the leader but the people they lead. Great leadership makes things better for everyone in their charge."

A Finance Professional - Guiding Business Leaders to Achieve Exceptional Results

Dr. Kenneth Maundu Chief Finance Officer, Eclectics International Limited

Revolutionizing Finance and Leadership in Africa

In the intricate world of finance, few leaders have made as profound an impact as Dr. Kenneth Maundu, the Chief Finance Officer at Eclectics International Limited. With a career spanning over two decades, Dr. Maundu's journey is a testament to the power of relentless dedication, continuous learning, and unwavering integrity. His story is one of rising through the ranks, overcoming challenges, and driving transformative change in the financial sector

From Humble Beginnings to Financial Mastery

Dr. Maundu's ascent to the role of CFO at Eclectics International Limited is a tale of perseverance and growth. "I have had the opportunity to work in various positions in Finance andAccounting in diverse industries," he shares.

From starting as anAccountsAssistant to becoming a Chief Finance Officer, his career trajectory is marked by continuous education and adaptation to industry advancements. He holds a Bachelor's Degree inAccounting, a Master's Degree in BusinessAdministration (Finance), and a Doctorate in BusinessAdministration. Additionally, he is a Certified Public

Accountant (CPAKenya) and a Lead Auditor and Trainer in multiple ISO standards. His journey is a reflection of his commitment to excellence and his ability to navigate the complexities of the financial world.

Choosing Eclectics International

When asked why he chose Eclectics International, Dr. Maundu explains, "I have always wanted to rise to higher levels that would enable me to supplement my extensive expertise with strategic management thinking and operational know-how."

Eclectics International, a Pan-African company serving over 244 financial institutions across 25 countries, provided the perfect platform for him to leverage his skills and drive impactful change. The company's vision and mission aligned perfectly with Dr. Maundu's professional aspirations, making it an ideal environment for him to thrive and contribute meaningfully.

Rewarding Moments

Reflecting on his career, Dr. Maundu highlights the corporate celebration of wins

achieved through collective effort as some of the most rewarding moments. "Celebrating a commercial contract that has been closed by a colleague or making a corporate decision involving everyone to combat challenges like COVID-19 is very rewarding," he explains. These moments of shared success not only boost morale but also reinforce the importance of teamwork and collaboration in achieving organizational goals.

Conquering Challenges and Leading with Purpose

One of the significant challenges Dr Maundu faced was dealing with a major fraud case while working for a multinational organization. "Fraud cases require swift action to prevent

reports to the Managing Director and executive management team, and acts as the chief financial spokesperson for the organization.

"I lead efforts to secure new funding sources to support company initiatives and manage risk to ensure sustainable growth," Dr. Maundu explains. His role is pivotal in driving the financial health and strategic direction of the company, ensuring that it remains competitive and resilient in a rapidly changing market.

StayingAhead: Trends and the Future of Finance

To stay updated with the latest trends and developments in finance and technology, Dr. Maundu dedicates

“Never give in – never, never, never, never, in nothing great or small, large or petty, never give in…” “Quit” was a four-letter profanity ”

- Winston Churchill

the good workplace atmosphere and professional culture from crumbling down," he explains. His approach involved gathering information without making onset accusations, ensuring the accused had the right to a proper defense, and making swift decisions while adhering to legal guidelines and corporate procedures. His ability to navigate such complex situations with integrity and decisiveness has been a hallmark of his leadership.

As the Chief Finance Officer at Eclectics International Limited, Dr Maundu's responsibilities are extensive. He supervises and aligns departmental transactional programs to corporate strategic objectives,

significant time to reading relevant publications, engaging in LinkedIn forums, and networking with professionals. He is also a member of several professional organizations that offer value through seminars, conferences, and workshops. "I have subscribed to professional forums such as CFO.com, which give me weekly insights and advice for CFOs," he shares. By staying informed and connected, he ensures that he is always at the forefront of industry advancements and best practices.

Looking ahead, Dr. Maundu sees the finance function evolving rapidly with technological advancements, demographic shifts, and the

increasing use of artificial intelligence. "Finance teams must look ahead and ensure they monitor and measure sustainable business model goals to remain relevant in the next decade," he asserts.

Dr. Maundu believes that the role of the CFO will continue to evolve beyond traditional reporting functionalities to encompass wider value creation and management. His vision for the future is one where finance professionals are equipped with the skills and knowledge to drive innovation and sustainability in their organizations.

Mastering Work-Life Harmony: Dr. Maundu's Secrets

Throughout his career, Dr. Maundu has been guided by a set of core values that shape his decisions and actions. "Integrity, commitment, sacrifice, and celebrating corporate achievement rather than self are some of the values that describe who I am," he asserts.

Maintaining a healthy work-life balance is crucial for Dr. Maundu. He believes in setting realistic goals and practicing effective time management to achieve equilibrium between personal fulfillment and professional responsibilities. "I have learned to establish clear boundaries between work and personal time to preserve mental and spiritual health," he explains. His supportive network of family, church, mentors, friends, and colleagues plays a significant role in helping him maintain this balance. By prioritizing his well-being and that of his loved ones, he remains grounded and focused on what truly matters.

Dr. Maundu employs several strategies to maintain this balance. He

“After all is said and done, when the dust settles, we all win”

- Senior Pastor of Elijah Centre and President of Congress WBN

emphasizes defining career ambitions alongside personal values, subscribing to effective time management, and knowing when to say no.

Additionally, he stays connected to the values of the Bible, which helps

him maintain a big-picture perspective on life.After a busy day, Dr. Maundu finds solace in listening to gospel music, reading motivational books, and watching action-packed movies. By engaging in activities that nourish his mind, body, and spirit, he maintains high levels of energy and

enthusiasm in both his personal and professional life.

Advice forYoung Professionals

For young professionals aspiring to enter the finance industry, Dr. Maundu emphasizes the importance of continuous learning and staying current on the latest trends. "Remain curious and open to new knowledge and skills, build and cultivate strong professional networks, and engage in continuous learning by attending workshops and seeking further certifications," he advises.

Dr. Maundu's guidance reflects his belief in the potential of the next generation to shape the future of finance through dedication, innovation, and ethical leadership.

Conclusion

Dr. Kenneth Maundu's journey is a remarkable example of how dedication, continuous learning, and adherence to core values can lead to a successful and fulfilling career.As the Chief Finance Officer at Eclectics International Limited, he continues to drive impactful changes and inspires future generations of finance professionals. His story is a testament to the power of perseverance and the importance of maintaining a balance between professional responsibilities and personal fulfillment.

Through his leadership, Dr. Maundu is not only transforming the financial landscape but also setting a standard for excellence and integrity in the industry

Tadikamalla Chief Financial Officer, Tanga Pharmaceutical & Plastics Ltd

Leading with Vision: Surendra Tadikamalla’s Journey in Finance

Capturingthe

SSJOURNEYSOF NESSLEADERS