Breaking Barriers The New Face of Influence in 2026 Vol-6, June2026

Editorial

-AlayaBrown

Redefining Influence Through Leadership and Purpose

Influenceisoftenmeasuredbytitles,achievements,orprofessional

recognition.However,themostenduringformofinfluencecomes fromtheabilitytoinspiregrowthinothers,createopportunities wherenoneexistedbefore,andleadwithauthenticitythroughboth successandadversity Theleaderswholeavealastingmarkarethose whounderstandthattrueimpactisnotdefinedsolelybypersonal accomplishmentsbutbythepositivechangetheycreateinthelivesof thosearoundthem.

Today'sbusinessenvironmentrequiresleaderstothinkbeyond immediateobjectivesandprepareforafutureshapedbyconstant change.Successincreasinglydependsonadaptability,continuous learning,andthewillingnesstoembracenewideaswhileremaining groundedinstrongvalues.Theindividualswhoriseabovechallenges arethosewhovieweveryexperienceasanopportunitytolearn, improve,andcontribute.Theirinfluenceextendsacrossorganizations, industries,andcommunities,creatingarippleeffectthatinspiresothers topursueexcellencewithconfidenceandpurpose.

Inthiseditionof Breaking Barriers: The New Face of Influence in 2026,wecelebrateleaderswhoareredefiningwhatinfluencemeansin themodernworld.Thesetrailblazersdemonstratethatleadershipisnot aboutauthorityalone.Itisaboutempoweringothers,embracing innovation,andcreatingenvironmentswherepeoplecanthrive.Their journeyshighlighttheimportanceofresilience,collaboration,anda commitmenttolifelonggrowthasessentialqualitiesforshapingthe future.

Thefeaturedleaderinthiseditionhasbuiltaninspiringcareerthrough determination,continuouslearning,andadeepcommitmenttohelping otherssucceed.Herjourneyspansleadershiprolesacrossglobal organizations,whereshehascontributedtofinancialexcellence, strategicdecision-making,andorganizationalgrowth.Beyondher professionalachievements,shehasdedicatedherselftomentoring emergingleaders,supportingwomeninleadership,andchampioning educationasacatalystforopportunityandprogress.Herbeliefin embracingchange,encouragingdiverseperspectives,andinvestingin peoplehasmadeherarespectedleaderwhoseinfluenceextendsfar beyondtheworkplace.Throughherexample,shecontinuestoinspire individualstopursuegrowth,challengelimitations,andcreate meaningfulimpactsintheirowncommunitiesandcareers.

Let each page inspire reflection, purpose, and forward thinking!

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Breaking Barriers: The New Face of Influence in 2026

Leading With Purpose, Resilience, and Vision

IntheEasternCaperegionofSouthAfrica,surrounded bysmalltownswherethenearestuniversityfeltworlds away,CatherineCampbell-Ferreiragrewupona farmnearthetownofFortBeaufort.There,shewitnessed firsthandhowherparentsmeticulouslyplannedalltheir financialdecisions,becauseafinancialmisstepdidn'tjust meanlosingmoney,itmeantriskingsurvival.Asachild, shehadnocluethatherchildhoodlessonsinfinancewould shapehercareerpathinthefuture.

Currently,CatherineworksastheSeniorFinance ManagerforAmazon.SheleadsthefixedcostforNorth AmericanOperations,focusingonfinanceplanningand businesspartnershipswithinthecompany.Herroleinvolves connectingfinancetobusinessdecisionsthroughAmazon's extensivefulfillmentanddeliverynetwork.Throughouther career,Catherinehasalwaysfocusedlessonherjobtitle andmoreonthedifferenceshecouldmake.

EarlyPathtoLeadership

CatherineattendedWinterbergAgriculturalHighSchool beforepursuingadegreeinfinanceatRhodesUniversity

Duringherstudiesthere,sherealizedthatnumberstell storiesaboutpeople,risk,andthefuture.Shelater completedapostgraduatecertificateineducation.What seemedlikeadetourfromafinancecareerbecameoneof themostdefiningdecisionsofherlife.Theprogramgave herastrongfoundationinpsychology,influence,andtheart ofguidingpeople.

Growinguponafarmtaughtherlessonsthatnotextbook couldprovide.Everydecisioncarriedfinancial consequences.Knowingwhentoplant,whentoharvest, andhowtomanageresourcesduringadroughtyearwere notabstractconceptsinherhousehold.Theywerematters ofsurvival.

Whilefarmlifetaughtherresilienceandresponsibility balletintroducedhertodisciplineinaverydifferentform. Fromayoungage,Catherinetrainedseriouslyinballet,and thelessonsfromthedancestudiostayedwithherlongafter thecurtainfell.Discipline,consistency,andthe understandingthatgrowthcomesthroughdiscomfortand hoursofrepetitive,unglamorouseffortbecamepartofher character Asshereflects,“Balletshowedmethatthe gapbetweenwhereyouareandwhereyouwantto beisbridgedbyshowingupeverysingleday.”

Strategic thinking, empathy, judgment, and the ability to lead through uncertainty remain deeply human qualities.”

LeadingThroughTransformationandChange

GeneralMotorsSouthAfricahiredCatherinestraightoutof RhodesUniversityasagraduatetrainee.Overthenext decade,sheworkedacrosseveryareaofthefinance function,includingprogrammeplanning,financialplanning andanalysis,expenseaccounting,transferpricing,and technologyimplementation.Shecontributedtothe Hummer,Chevrolet,andOpelprojects,buildingthekindof cross-functionalexperiencefewfinanceprofessionalsgain soearly.

Thisexperienceshapedaprofessionalphilosophythat continuestoguideherleadershipapproach.ForCatherine, financeisnotsimplyaboutreportingpastperformance.Itis aboutunderstandingthestorybehindthedataandhelping leadersmakeinformeddecisionsthatshapethefuture.As sheexplains,“Ibecamecaptivatedbytheideathatafinance professionalcouldconnectthedotsandseethefullpicture whenothersonlysawtheirindividualpiece.”

Thatphilosophyfacedoneofitsgreatesttestsin2017when GeneralMotorsannounceditsdivestmentfromSouth Africa.Thedecisioncreateduncertaintyacrossthe automotiveindustry,withthousandsofjobsandnumerous dealerbusinessesatrisk.Catherinesteppedintoacritical leadershiproleduringthisperiod.Sheplayedakeypartin developingthebusinesscaseandtransitionstrategythat helpedpreservelivelihoodsandprotectdealeroperations acrosstheregion.

Shelatersecuredinvestmentforthenext-generationIsuzu bakkie“pickuptruck”,acomplexinitiativethatrequired hertonavigatepolitical,financial,andhumanchallenges simultaneously.Indoingso,Catherineachievedahistoric milestonebybecomingthefirstfemaleHeadofFinancein thehistoryofGeneralMotorsandIsuzuMotorsSouth Africa.Reflectingonherjourney,shesays,“Truesuccessis definednotonlybycareeraccomplishmentsbutalsobythe positiveimpactwehaveonothers.”

NavigatingCrisisWithPurposeandEmpathy

DuringtheCOVID-19pandemic,whileservingasa FinanceExecutiveatIsuzuMotorsSouthAfrica,Catherine foundherselfleadingboththefinanceandITdepartments afterthecompany'sinternationalCFOreturnedhomedueto pandemicprotocols.AsCatherinerecalls,“Forecasts changedrapidly Assumptionsbecameunreliableovernight. Businesseshadtomakecriticaldecisionswithincomplete information.”

Ratherthanfocusingonlyonspreadsheets,shechoseto leadwithbothfinancialrigorandhumanempathy.She reducedoperationalcostswhileprotectinglivelihoodsand strengtheningthecompany'smarketposition.Atthesame time,sheledthefinancialplanningforamajorinvestment projectthatresultedinthesuccessfullaunchofanextgenerationvehicle.

Beyondbusinessoperations,Catherinealsosupported corporatesocialresponsibilityinitiatives.Shesupportedthe donationofvehiclesforPPEtransportationandhelpedfund hospitalrenovationsforthetreatmentofCOVID-19 patients.Reflectingonthatperiod,shesays,“True leadershipisnotjustaboutprotectingthebalancesheet.It isaboutprotectingpeople.”

ForCatherine,thepandemicalsobroughtanunexpected personalgift.Forthefirsttime,shewasathomewhenher childrenreturnedfromschool.Theywouldwalkintoher officewithsmilesandwavesthatenergizedherfortherest

The companies and individuals that succeed are not those that react the fastest, but those that prepare for what lies ahead. “

oftheday.Hereldestevenbeganjoiningteammeetings and,withachild'scandor,wouldsuggest,“Mom,maybe youshouldhavedoneitlikethis.”

ThosemomentshelpedCatherineappreciatehow differentlychildrenseetheworld,makinghermore reflectiveanddiplomaticasaleader Theexperiencealso reshapedherperspectiveonlifeandwork.Sherealizedthat familyisnotsomethingtofitaroundwork,butthe foundationthatgivesworkitstruemeaning.

AmazonandtheNextFrontier

ThedecisiontoleaveSouthAfricaandmoveherfamilyto theUnitedStateswasnotonlyacareermoveforCatherine, butamajorlifedecision.ShejoinedAmazonasaFinance ManagerforNorthAmericanOperationsin2022,entering anenvironmentwhosescaleandcomplexitywereunlike anythingshehadpreviouslyexperienced.

Reflectingontheexperience,shesays,“Buildingsomething fromthegroundupthathadneverbeendonebeforeisone ofthemostrewardingachievementsofmycareer.”Since joiningAmazon,Catherinehasearnedapromotion,which sheattributesnotonlytoherperformancebutalsotothe trustandmentorshipshereceivedalongtheway.Her growingresponsibilitieshavealsoplacedheratthecenter ofsomeofthemostsignificantchangestransformingthe financeprofessiontoday.

Oneofthemostimportantshifts,accordingtoCatherine,is theriseofartificialintelligence.Shespeaksopenlyabout theimpactAIishavingontheindustry,explaining,“Weare livingthroughararemomentinhistorythatwill fundamentallychangehoworganizationsoperate,how leadersmakedecisions,andhowteamsworktogether.”

ShebelievesAIisalreadytransformingforecasting, analytics,anddecision-makingwithinfinance.However, shestronglyrejectstheideathattechnologycanreplace humanleadership.AccordingtoCatherine,strategic thinking,empathy,judgment,andtheabilitytoleadthrough uncertaintyremaindeeplyhumanqualitiesthatcannotbe automated.Shebelievesthisisnotatimetoremainstatic, butatimetolearn,adapt,andhelpshapethefuture responsibly

ALegacyofRecognitionandEmpowerment

Throughouthercareer,Catherinehasservedasajudgefor theStevieAmericaBusinessAwards(2024),theGlobee AwardsforCustomerExcellence(2024),the22ndAnnual StevieAwardsforWomeninBusiness(2025),and,most recently,astheAppointedJudgingCommitteeChairforthe AmericanBusinessAwards2025. Shehasalsobeen featuredontheCFOClubAfricaPodcast(Episode149)and remainscommittedtothejudgingcommunity,returningas ajudgeforboththeStevieAwardsandtheGlobeeAwards forExcellencein2026.

Whatdriveshermostisthegrowthofthepeoplearound her.Shedescribesherdeepestprofessionalambitionwith thekindofclaritythatcomesfromlivedconviction:“Iwant toberememberedformotivatingandenablingsomeoneto achievemorethantheybelievedtheycould.”Sheconsiders thewomenshehasmentoredthroughouthercareeramong hermostmeaningfulachievements.“Inanindustrywhere onlyahandfulofwomenreachexecutivelevel,every womanIhavesupportedintoaleadershiproleisapersonal victory.”

HerfavoritesongisTheClimbbyMileyCyrus,achoice shesharesopenlybecauseitsmessagereflectshowshe viewslifeandgrowth.Assheexplains,“Thejourney mattersmorethanthedestination,andthestrugglesalong thewayarewhatshapeyou.”Herfavoritesaying,“FAIL standsforFirstAttemptInLearning,”reflectsthesame belief.

RoadmapforFutureLeaders

WhenCatherinespeakstoaspiringleaders,shesharesthree corebeliefsshapedbyyearsofexperienceandresilience. First,sheemphasizestheimportanceofanticipatingchange inbusiness.Thecompaniesandindividualsthatsucceedare notthosethatreactthefastest,butthosethatpreparefor whatliesahead.

Second,shehighlightsthevalueofdiversityindecisionmaking.Shebelievesthebestdecisionscomefrom collaborationanddiverseperspectivesratherthanisolation.

Third,sheencouragesleaderstoembracecourageand originality.Catherinebelievesthereisnoreturningtoanold versionofnormal.Instead,leadersshouldfocusonmoving forwardandexploringnewpossibilities.These commitmentsarerootedinabeliefshehasheldsince childhoodthateducationisoneofthemostpowerfulforces forchange.

AsanaccreditedFranklinCoveyFacilitator,shefacilitates trainingforAmazon'sfinancecommunity,champions womeninleadershipthroughtheWomen'sLeadership Program,andmentorsemergingwomenleadersaspartof theUnityinAfricaFoundation.Thesecommitmentsare rootedinabeliefshehasheldsincechildhoodthat educationisoneofthemostpowerfulforcesforchange.

Family is not something to fit around work, but the foundation that gives work its true meaning.”

Sheconnectstheseprinciplestooneof NelsonMandela'smostenduring beliefs:thateducationisthemost powerfultoolforchangingtheworld. GrowingupinFortBeaufortinSouth Africa'sEasternCape,thesameregion thatshapedMandela'searlyyears, givesthismessagedeeppersonal meaningforher.Catherinebelieves educationopenedeveryopportunityin herlifeandcontinuestobuild confidence,belief,andtheabilityto createabetterfuturenotonlyfor oneselfbutalsoforothers.

Herguidingphilosophyremainssimple yetpowerful:itisalwaysDay1.The phrase,rootedinAmazon'scultureof treatingeverydayasafreshstartrather thanrestingonpastsuccess,resonates deeplywithCatherine'sownbeliefthat growthneverstops.Assheexplains, "Thereisalwaysmoretolearn,build, andcontribute.”

Financial Strategy Driving Sustainable Business Growth

in Uncertain Times

Businessiskindofaworld wherecustomerexpectations shift,regulationschange, economiccyclesswing,and technologythrowsnewstuffinyour face.So,thepeopleinchargeare staringatthesechancesandthreatsat thesametime,andtheyreallyhaveto makestrategicchoicessotheycansort ofbalancetheriskswithpotential gains.Inthissetting,Business Resiliencehasturnedintoakeyskill forfirmsthatwantsomestabilityand reallong-termresults.It'snotonly aboutreactingoncethedisruptionhas alreadylanded.Instead,stronger organizationsanticipatedisruptionand startpreparing,early,withdeliberate steps.

Atthesametime,FinancialStrategy helpsacompanyputresourceswhere theyactuallymatter,keepoperations running,andstayontrackwithgrowth plansahead.Whenyouputthose piecestogether,businessescanremain competitiveevenwhenthe environmentfeelsuncertain. Organizationsthatkeepresiliencein focus,alongwithsmartfinancial moves,tendtostaybetteron performance,earnconfidencefrom stakeholders,andlayoutthe groundworkforvaluecreation.

TheStrategicImportanceof Resilience

Intoday'senvironment,an organizationisconfrontedwithamore complicatedoperatingenvironment. Themarketcanshift,supplychains cangetdisrupted,geopoliticalevents canoccur,technologycanchange;all ofthesecancauseunexpected disruptions.Therealityhasmade BusinessResilienceastrategicpriority andnotareactiveone.

Resilientorganizationstendtoinvestinreadiness, adaptability,andongoingrefinement.Theyputcertain structuresinplace,sotheycanquicklyrespondtoemerging obstaclesandkeepmovingtowardthecentralobjectives. Whenbusinessdisruptionshowsup,BusinessResilience workstokeepdaytodayoperationsgoing,protectthe reputationoftheorganization,andstrengthenthebeliefof stakeholders.

Leaderswhoareresilientareawarethattheyneedtochange howtheydothingswithoutreducingtheireffectiveness. Suchamindsetresultsinmoreresilientorganizationsthatare betterabletostandupagainstdisruptionyetstillthink strategicallyanddrivesustainableprogress.

StrengtheningOrganizationsThroughFinancial Discipline

Resilienceisflexibility;FinancialManagementisstability A robustFinancialStrategyprovidesorganizationswithaclear resourcebase,visibilityandflexibilitytomakedecisionsin thefaceofchangingcircumstances.

Financialplanninghelpsleadersidentifyrisk,prioritize investments,andensuretheyhaveahealthycashflow. OrganizationsthathaveaFinancialStrategyandadheretoit aremorelikelytobepreparedforuncertaintyastheyknow wheretheyarestrong,weak,andhaveopportunities.This visibilityenhancesdecisionmakingandlong-termplanning.

Besides,whentherearefinancialdiscipline,investors, customersandemployeesgainconfidenceintheinvestor. Goodresourcemanagementcanenableorganizationsto investininnovation,talentdevelopment,andoperational improvementsevenduringtoughtimes.Thiscapability enhancescompetitivenessandfuturegrowthgoals.

DrivingPerformanceThroughAdaptability

BusinessResiliencesupportsorganizationsinbecoming moreflexible,bothwithintheoperatingplanandleadership andstaffingapproaches,inordertoembracechange. Businessesthatwillberesilientwillpromoteteamwork, ongoingeducation,andtheproactiveapproachtoproblemsolving.Thesetraitsenhanceresponsivenessandfortifyan organization'sagility

FinancialStrategykindofpromotesadaptability,by aligningresourcestoprioritiesatthesametime,ithelps. Businessescanlookintofreshopportunities,putmoney intoinnovation,andhandlesuddenchallengeswithout wreckingtheirfinancialhealth.Thatkindofagilityplus disciplinecanhelpcompaniesstaycompetitiveandcope withuncertaintyeffectively,too.CreatingLong-Term BusinessValue

Morethanshort-termprofitabilityisnecessaryforlongtermsuccess.Companiesneedtobuildlong-termcustomer, employee,investor,andcommunityvalue.Onewayin whichBusinessResiliencehelpsorganizationsachievethis isbysupportingthemtokeepthebusinessgoing,buildtrust aswellasbeingabletobouncebackquicklyfromany disruption.

TheseworkwellalongsideasolidFinancialStrategy,which directsinvestmenttowardsthingsthatpromotesustainable growthandcompetitiveadvantage.Byallocatingresources strategically,organizationscanfeelconfidentofachieving innovation,enhancingtheiroperationalcapabilities,and positioningthemselveswellinthemarketinthelongterm.

Whenbusinessesincorporateresilienceandfinancial prudence,theycanreapbetterresults,astheypursue financialgoalswhilemanagingrisks.Thiswillallow leaderstomakedecisionsthatcreatevaluetodayandinvest inthefutureforopportunitiesandchallenges.

PreparingfortheFuture

Opportunitiesanduncertaintiescontinuetoexistinthe future.BusinessResilienceinvestingwillenable organizationstobetterprepareforchangesinmarket conditions,technologyandstakeholderexpectations. Resilienceoffersflexibilityforresponseandstabilityforthe organization.

Similarly,aclearFinancialStrategycontinuestobe importantforguidingandenablinginformeddecisionmakingandlong-termgrowth.Financialdisciplinehelps organizationsmakesmartuseofresources,takedecisions onriskresponsibly,andseizestrategicopportunitieswith confidence.

Influential Executives Creating the Foundation for Business Growth Sustainable

Thereisaconstantneedfor organizationstodeliver improvedperformance,cost control,andadapttocustomer expectations.Agileandproductive businessesaremorenecessarythan everindigitaltransformation, economicuncertainty,andglobal competition.Inthiscontext, OperationalEfficiencyisbecominga keyfactorinsuccessoverthelong term.Businessesthatworkmore efficientlyandeffectivelywiththeir resourcesstandtogainthebestability togeneratevalueandstaycompetitive. Concurrently,InfluentialExecutives helpguidedirection,motivateteams, andcreateculturesthatfoster excellence.OperationalEfficiency, whencombinedwithgoodleadership, cancreateaplatformforsustainable growthandlong-lastingbusiness success.

UnderstandingOperational Excellence

Meanwhile,atthesametime,therole oftheinfluentialexecutiveinshaping culturesthatareconduciveto innovationandaccountabilityispretty significant.Leadersshowemployees howtoachieve,collaborate,andgrow, motivatingthemtogivetheirbest effort,really.Inotherwords,theykeep pushingforbetterresultsandakindof follow-through,notjustideas.

Ifefficiencybecomessortofapartof theorganization'sculture,thenstaff memberstendtofocusonresultsrather thanroutineactivityandstuff.This helpswithmatchingupofday-to-day operationswithbroaderstrategicgoals. Inaworldthatisalwayschanging, OperationalEfficiencyisacritical piecefororganizationsthatwantto stayflexibleandcompetitive.

TheLeadershipAdvantage

Rarelydoreallyexceptionalresultsshowupunlessthereis strongleadershipinthesuccessfulorganization.Influential ExecutivesbringVisionalongwithDirectionand accountability;theyoftendecidethingsthatendupshaping cultureemployeeengagement,andthefinaloverall performance.Theydothisbysteering,yes,butalsoby holdingresponsibility,soeverythingmovesforward.

ThebestInfluentialExecutivesknowthatsustainedsuccess isallaboutbalancingdisciplinewithinnovation.They fosteracultureofproblemsolving,ideationand improvementamongemployees.Leadersfosteracultureof collaborationandtransparencythatsupportsgreatertrust andalignment.

Havingstrongleadershipisalsokeytohelping organizationsdealwithuncertainty Whenchangeis happening,InfluentialExecutivesclearlycommunicatetheir prioritiesandmaintainfocusonlong-termgoals.This directionalpersistenceisonewaytoenhanceresilienceand performance.

AligningStrategyandExecution

Therearemanyorganizationswithgrandschemesofthings, butwhohavetroubleimplementingthem.Betweenstrategy andexecutionliesthedifferencebetweensuccessand failureofgoals.OperationalEfficiencyaddressesthisgap byensuringthattheresources,processes,and responsibilitiesmeetstrategicpriorities.

OrganizationsthatinvestinOperationalEfficiencydevelop systemsthatwillensureconsistencyandaccountability Staffknowwhatisexpectedofthem,andleadershave bettervisibilityofstaffperformance.Thebenefitsare enhancedwhenthereiseasierprogresstrackingand challengeresponses.

Inthemeantime,InfluentialExecutivesensurebusiness initiativesarealignedwithoperationalinitiatives.They aren'tjustchasingefficiency;they'relookingfor improvementsthatwillhaveameasurablevalue.This alignmentwillboostperformanceandwillallow organizationstogoforgrowthopportunitieswith confidence.

CreatingaCultureofContinuousImprovement

OperationalEfficiencyisaframeworkthatsupports continuousimprovementthroughcontinuallyreviewing

processes,systems,andproducts.Continuous improvements,evenwhentheyfeelrathersmall,canslowly turnintobiglong-termwins.Whenemployeescouldsee howtheiractionsarehavingapositiveeffectoncustomer satisfactionandoverallperformance,theytendedtofeel moreengagedand,honestly,morewillingtokeepgoing.

Meanwhile,atthesametime,theroleofinfluential executivesinshapingculturesthatareconduciveto innovationandaccountabilityisprettysignificant.Leaders showemployeeshowtoachieve,collaborate,andgrow, motivatingthemtogivetheirbesteffort,really.Inother words,theykeeppushingforbetterresultsandakindof follow-through,notjustideas.

BuildingtheFoundationforGrowth

Moreambitioustargetsareneededtoachievesustainable growth.Itrequiresanorganizationtobeflexibleand effectiveinitsexecution.OperationalEfficiencybrings stability,whichenablesexpansion,profitabilityand customervalue.Highlyefficientorganizationscanbetter allocateresourcesstrategicallyandcapitalizeon opportunities.

Similarly,InfluentialExecutivesgiveleadershipnecessary forprovidingresponsiblegrowth.They'reabletobalance shorttermneedswithlongtermgoalsandmakesurethat organizationalcapabilitiesgrowalongwithbusinessgoals.

PreparingfortheFuture

Thefutureisfororganizationswheredisciplinedexecution meetsvisionaryleadership.OperationalEfficiencywill keepbeingakeyfactorforProductivity,Resilience,and CustomerSatisfaction.Organizationsthatkeeptesting,and thenrefiningtheirday-to-dayoperations,willbemore readytoconfrontemergingchallenges,andalsothose unexpectedopportunities.

Also,InfluentialExecutiveswillkeepshapingenterprise successinpractice,bypromotinginnovation,nudging talentalong,andalsodrivingthetransformationprocess forward.OperationalefficiencyandInfluentialExecutives formakindoffirm,lastingbusinessgrowthfoundation together,notjustaquickcycleorthing.Intheinstances wheresuchinvestmentsareputtowardbothcapability sides,performancecanrise;adaptabilitygetsbetter,and valueforstakeholdersincreases.Today,leadershipthat works,andefficiencythatstays,gohandinhand,tosustain successacrossallareas.

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