RESILIENT LEADERSHIP
How to Effectively Lead Despite a Pandemic
PEOPLE-CENTRIC
Top Corporate Culture Trends to Look Out For in 2022
Entrepreneurialtendenciesandbeingan
entrepreneuraretwoverydifferentthings. Individualscandemonstrateinitiative, inventiveness,out-of-the-boxthinking,andadesireto livelifeontheirownterms,allofwhichareexcellent indicationsofwhetherornotsomeonecanflourishas anentrepreneur.Butitisthemindsetthatmotivates potentialentrepreneurstotaketheplungeandfacethe hurdlesofstartingtheirownbusinessthatsealsthe deal.
Whenitcomestorunningasuccessfulbusiness, havingtheappropriatemindsetisequallyascrucialas meetingsalestargetsordevelopinglong-term businessstrategies.Ifentrepreneurshipistheprocess ofstarting,expanding,andrunningyourown business,thenanentrepreneurialmentalityisa methodofthinkingthatwillassistyouinaccomplishingyourgoals.Challenges,mistakes,andfailureare allchancesforsuccessfulentrepreneurstolearnnew skillsthatwillhelpthemflourishinthefuture.
Amindsetisacognitivebeliefsystemconsistingof interconnectedbeliefs,assumptions,andknowledge thatweusetoabsorbinformation,makedecisions, anddirectourbehavior.Auniquesetofbeliefs,
knowledgeandmentalprocessesthatdriveentrepreneurial conductisknownasanentrepreneurialmindset.
Thespiritofbeinganinfluentialbusinessleaderliesinthe pursuitofmeaning.Generally,therearetwotypesof entrepreneurs–theoneswhostarttheirenterpriseinorder tomakelotsofmoneyandthosewhoendeavortoanswer thequestion-“Howcanyouchangetheworld?”Those whosetouttomakealargesumofmoneyrarelygetfar Meanwhile,historyislaidwiththestoriesofthoseaudaciouscreatureswhosoughttochangetheworld.
Appleaspiredtodefineitselfbydemocratizingcomputers, puttingcomputingcapabilityinthehandsoftheaverage person.Googleaimedtodemocratizeinformationsothat everyonecouldhaveunrestrictedaccesstoit.eBaychanged theworldbydemocratizingcommerce,allowingevensmall firmstoselltheirgoodsasreadilyaslargecorporations.
Theyhelptheirpeoplegrowtheirskillsandabilitiesby creatingjobsanddrivinginnovation.Inordertoencourage ahealthylifestyle,theybringnewideas,products,and peopletothetable.Giventhecorrectcircumstances,an entrepreneurcandevelopintoavaluablememberofsociety
whocanenhancethelivesofotherswhilealsoinspiring themtostarttheirowncompany
InthiseditionofInsightsSuccessMagazine–‘The10Most InfluentialBusinessLeadersinAustraliaandNewZealand,’ wedivedeepintotheprofessionallivesandvocational escapadesofsomeofthetopbusinessleadersandentrepreneursintheAustralianandNewZealandMarkets.These exemplarychieftainshavedisruptedthedynamicsofthe businessworld,proving,onceandforall,thattheyhave whatittakes.
So,sitback,relax,andbrewyourselfafreshbatchofcoffee becauseit’sgoingtobeagoodone.
Happyreading!
-AdityaUmale
Sculpting Expert Caregivers through Comprehensive Nursing Education
ANTHONY GRICE Upholding the Legacy of Australia’s Favorite Retail Chain
HIRANJAN ALOYSIUS Setting Effective Leadership Benchmarks
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MARK LIM A Fearless Spirit Leading the Business Consulting Space
Innovating Makeup that Empowers You NOVA JANE WARD
Transforming Challenges into Stories of Triumph TONY ANTONIOUS
Editor-in-Chief Sumita Sarkar
Managing Editor
Assisting
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Art & Design Assistant Rahul Shinde
Art & Picture Editor Priyanka Rajage
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Marketing Manager Joseph D'souza
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Anish Miller Senior Editor Kelly, David
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SME-SMO Executives Gemson, Renuka
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sales@insightssuccess.com
November, 2021
Featuring Brief CompanyName GuildfordGrammar School ggs.wa.edu.au
ClarkRubber clarkrubber.com.au
SilverChainGroup silverchain.org.au
dnata dnata.com
AustralianCollegeo Nursing acn.edu.au
EldersLimited elders.com.au
MagneticAlliance magneticalliance.com.au
HickinbothamGroup hickinbotham.com.au
AnneDunstan Principal
AnthonyGrice CEO
DaleFisher CEO
HiranjanAloysius CEO
KylieWard CEO
MarkAllison MDandCEO
MarkLim CEO
MichaelHickinbotham ManagingDirector
GuildfordGrammarSchoolisaco-educationalAnglican, independentdayandboardingschoolwheregirlsandboysfrom KindergartentoYear12areequippedtolivealifeofpurpose.
ClarkRubberisaniconofAustralianretailingwithahistory datingbackto1946.
With60storesnationally,ourstoresarespecialistsinpools, foamandrubber–atrulyuniquepositionintheAustralian retailmarket.
SilverChainGroupacknowledgestheTraditionalOwnersof countrythroughoutAustraliaandrecognisetheircontinuing connectiontoland,watersandculture.
dnataisoneoftheworld'slargestairservicesproviders offeringgroundhandling,cargo,travel,andflightcatering servicesacrossfivecontinents.
TheAustralianCollegeofNursing(ACN)isthenationalvoice ofthenursingprofessionfocusedonpolicy,advocacyand educationtoadvancethestatus,recognitionandrespectfor nurses.
EldershasbeenaleadingagribusinessinruralAustraliasince 1839withafocusonhelpingpeoplefindsuccesswiththeir agriculturalbusiness.
MagneticAlliance,providingbusinessgrowthand improvementservicestoentrepreneurswhowanttoovercome challengesandriskscommonlyexperiencedbygrowing companies.
HickinbothamisanAustralianfamilysuccessstory Aleading andtrustedcompanywithafinereputationforbuildingSouth Australia’sbestvaluehomes.
FitcoverGroup fitcover.com
PolivacInternational polivac.com.au
NovaWard Founderand PrincipalCEO
TonyAntonious OwnerandManaging Director
Fitcoverissweat-proof,andcruelty-freemakeup,beauty,and wellnessproductsmadeforactivelifestyles.Fitcoverembraces andpromotesallofthesebysupplyinghighintegritycosmetics, skincare,andwellnessproductsforbothmenandwomen.
PolivacInternationalwasfirstformedin1949andisnow recognizedasAustralia’sleadingmanufacturerofcommercial cleaningequipmentandamajorexporterofadvancedcleaning technologyworldwide.
Adjunct Professor Kylie Ward CEO Australian College of Nursing
Sculp ng Expert Caregivers through Comprehensive Nursing Educa on “ “ Our vision is to shape healthcare by advancing nursing. “ “ The 10 Most Influen al Business Leaders in Australia and New Zealand
Thefieldofnursingisinthemidstofasignificant transformation—consideringtheimpactofthe pandemic—thatwillredefinewhatitmeanstobea nursetodayandintothefuture.
Nursestodayareempoweredtousecomplextechnologyon theirterms,makemoreinformeddecisionsaboutpatient carewithaccesstodataattheirfingertips,andcontribute newinsightsabouthowcomprehensiveandqualitycarecan bedeliveredmoreeffectively.
Aswemovefromanerawherenursesweremostly restrictedtohospitalsettingstoonewithenormousscope forprofessionalautonomy,nursesmustalsorethinkwhatit meanstobeethicallyresponsibleforpatients’well-being outsidethewallsoftraditionalhospitals.
Foranynursetoachievethislevelofexpertise,thelevelof educationandtrainingrequiredmustbeunparalleled.And TheAustralianCollegeofNursing(ACN)leavesno stonesunturnedindeliveringsuchqualityoftrainingand education.
Inperspective,nomatterthesizeorindustry,every organizationneedsabeaconoflighttostayonthepathto excellence.Thus,throughouredition,the10Most InfluentialBusinessLeadersinAustraliaandNewZealand, wetakeyouthroughthestoryandjourneyofAdjunct ProfessorKylieWardFACNandCEOofTheAustralian CollegeofNursing.
KyliehasservedastheCEOofACNsince2015,andover thattime,theCollegehasgrowntobecomeAustralia’s beaconforNurseLeadership.“Forme,educationshouldbe arightandnotaprivilegewhichiswhyIhavediversified oureducationofferingstoaccreditedandnon-accredited, andwegivemillionsofdollarsoffreeeducationawayeach year,”sheexpresses.
“Ialsolovethatnurses’hungerforlife-longlearning, acquiringextensiveknowledgetodeliverclinical excellence,providethebestpedagogyineducation,best practiceinleadershipandmanagement,allensuring excellentcaredelivery,”Kylieadds.
Kylieispassionateaboutmakinglastingimpacts.Forthis reason,shehasledtheworkinestablishingtheACN Foundation,launchedNurseStrong,andhasbeen instrumentalinnumerouskeynationalpolicycampaigns thatsupportgreateraccessandequityforall.
“ My advice for anyone considering a career in nursing is to understand you will devote the rest of your professional life to learning. “ Kyliealsoholdshonoraryacademicappointmentswithfive AustralianUniversities.Shewasministeriallyappointedto ADHAandNHMRCHealthTranslationAdvisory Committee.ShewontheTelstraBusinesswomanofthe YearinACTforPurposeandSocialEnterprisein2017,and in2020,KyliewasnamedoneoftheTop100HealthVoices forLinkedInworldwide.
Opinionsthatmatter Sharingheropinionregardingtheimpactofthepandemic ontheglobalhealthcaresectorandhowACNovercamethe challengesrootingfromthepandemic,Kyliesays,“The globalpandemichashighlightedtheimportanceof universalhealthcare,thedisadvantageanddividethatexists globally,genderinequality,racismandthataccesstohealth careshouldbeahumanright.Womenarethedominant workforceinhealthcaregloballyandhavebeenatthe forefrontincaringfortheirfamiliesandtheircommunities. Willtheyreallygettherecognitiontheydeservewhenwe areontheothersideofthispandemic,orisitexpecteddeep inthepsychethatwearecarersandthencangetonwithit afterward?TheWHOannouncedlastweekthat115,000 healthcareworkersgloballyhavediedfromCOVID, leavingchildrenorphanedandpeoplescarred,yetnurses stillturnupandhelpothersthroughdifficulttimes.”
“Thisshouldnotgounnoticed,undervalued,or underappreciated.Theglobalpandemicprovidesan opportunitytoremindeverycitizenoftheimportanceof
accessandequitytohealthcareservicesandtheneedto shiftfromtraditionalmodelsofdeliveryandfundingto supportpeoplewheretheyliveandafocusoncommunity andprimaryhealthcare,aswellasbuildinghealthy communitiesincludinghousing,employment,welfare, safety,foodsupply,cleanwater,andeducation.Itwilltake ashiftinthepowerbrokersanddecision-makersofwhere theyplacevalue,includinginsalaries,wages,and conditions,”sheadds.
Whenaskedforheropiniononthenecessityforhealthcare organizationstoaligntheirofferingswithnewer technologicaldevelopments,Kyliesays,“Iamastrong advocatefortheadoptionofthedigitalplatform,for interoperabilityandforconsumerstobeempoweredtohold andhavetheirownhealthcarerecordsthroughtheuseof theMyHealthRecord.”
“Thedeliveryofcareshouldalwaysbeevidence-basedand includenew,andemergingtechnologiestobeintroducedas thisprovidestheopportunitytobelessinvasive,havefaster recoverytimes,andeventhroughtheuseofappsand wearingtechnologiesenablespeopletomonitortheirown healthcaretoinformcliniciansandbepartnersintheir needs,”shestates.
Overcomingadversities Duringthepandemic,tosustainoperationsallthewhile ensuringthesafetyofACN’semployees,Kylieledthe
developmentofacriticalstrategy—theCOVID-19Nurses SupportStrategy—whichprovidedpracticalhelpandasixprongedapproach:Information,Upskilling,Advocacy, Support,ChangestotheHealthCareSystemand CommunityAwareness.
Thisstrategyneededtoimmediatelyaddresstheneedfor accurateresearchandclinicalprocedures,asthelandscape wasmovingfast.Thestrategyresultedinthedesign, development,andlaunchof:
Ÿ COVID-19DisclosurePortalforanonymous complaints
Ÿ COVID-19informationfornurses–linkstothelatest information(therewasarealneedtofindthelatest researchandinformationontheunknownCoronavirus)
Ÿ LiveQandAsessionsfornurses(whattodo,whatnot todo)
Ÿ Mentoringsystemsextendedandlaunchedinsome areas
Ÿ PoliticaladvocacyfornursesonthePPE,moving betweenfacilities,etc.
Ÿ Promotedmaterialstousewithpatients
Ÿ EstablishedtheNEOCOVID-19Forumforongoing discussionsaboutthevirus
Kyliebelievesthatthechallengefacingthenursing professionisunder-representationatthedecision-making tableofmajorhealthandpolicyissues.Shehighlightsthe factthatAustralia’s400,000tertiaryeducatednurseskeep
“ The Australian College of Nursing and its predecessor The College of Nursing (TCoN) have a long-standing history in providing education to nurses dating back to 1949. “ thecommunity,public,andagedcarehealthsystem functioning.
“IamdeterminedthatACNwillleadthechargetoensure theprofessionisrespectedandconsultedon,”Kylie expresses.
Tochampionthischange,ACNhas:
Ÿ Provided$1Minscholarshipstonursestoundertake leadershiptraining
Ÿ Developedandlaunchededucationforemerging, returning,andmid-careernurses
EnvisioningImpactfulChange WeaskedKyliewhatshewouldwanttochangeaboutthe healthcareeducationecosysteminAustralia,towhichshe said,“TwothingsIwouldliketoseethatwould complementtheecosystemwealreadyhaveisforall clinicalspecialtiesintheirundergraduateyearstohave interprofessionallearningatuniversities.Anatomyand physiologydon’tchangebecauseyouareanurse,doctor, physiotherapystudent,paramedic,orothers,andIthinkthe earlyencouragementofcollegialityandteamworkasa postgraduatewouldbeenhancedifundergraduatestudents weresocializedandeducatedtogetherwhereshared learningsarepossible.”
“Secondly,IwouldliketoseerespectforourFirstNations peoplewitheducationrelatingto‘bushmedicine’and
traditionalhealingpractices.Ifcourseslikethiswere offeredinourcurrenteducationsystem,itwouldreiterate theimportanceofancientknowledgeandwisdomand ensurethisvaluableknowledgeisnotlostforfuture generations,”sheadded.
BequeathingtheKeystoExcellence Asexcerptsfromherprofessionaljourney,Kyliesharesher advicetothoseaspiringtoventuretowardsthedisciplineof nursing.Shesays,“Myadviceforanyoneconsideringa careerinnursingistounderstandyouwilldevotetherestof yourprofessionallifetolearning,andtruetonursing philosophy–thisshouldbeundertakenthroughaholistic lens.”
“Forthebuddingeducationalists,Iwouldencouragethem tokeepeducationandthesharingofknowledgeinteresting. Worktotheneedsofallstudents,notaconformist approach.Workhardtochallengebeliefsystemsofpeople andinstitutionsandproducelearnerswhohaveaninquiring mind,arecriticalthinkers,andarebravetoquestionwhy thingsarethewaytheyare.Thefuturewillrequire courageouspeopletryingnewthings,andeducationisthe keytounlockthedoorofconfidence,conviction,and possibilities,”sheexpresses.
AFutureSynonymoustoProgress SharinghervisiontowardsscalingACN’soperationsforthe comingyears,Kyliestates,“Myanswertothisisnotbased onmytitlesorpositions,ratherinwhoIamasaperson. Myorganizationwillsustainourstrongholdmoving forwardbecauseIwillkeepconnectedandconnectingto thepeopleweserve.”
“Relevanceisthekeyfactortoanysuccessfulbusiness,and beingabletocombinevisionwithlistening,learning,and deliveringwillkeepuscontemporary,inclusive,and successful.Wearepurpose-drivenandwillnotlosesightof thisinhonorofwherethenursingprofessionhascome fromandwherewewillgointhefuture,”sheconcludes.
AnthonyGrice CEO
AnthonyGrice Astheretailindustrycontinuestoevolveinaneverchangingworld,businessesmustadaptquicklyto keepupwithchangingconsumerneeds.Forretail businessowners,thegoalisnomorejuststayingafloat amidstcompetitorsbutalsomakingsurethatthecompany’s productsarewhatpeoplewantandneed.Todothis,itis importanttostayontopoftrendstokeepupwithchanging consumerdemands.
AprimeexampleofsuchcompaniesisClarkRubber,a successfulAustralianretailerwithahistorydatingbackto 1946.With60storesnationally,thecompany’sstoresare specialistsinpools,foam,andrubberprovidingitwitha uniqueplaceintheAustralianretailmarket.
InthefollowinginterviewwithInsightsSuccess,Anthony Grice,CEOofClarkRubber,talksabouthowhebecamea partofthebrand’slegacyandhowheclimbedtheladderto leadingittoday
Anthonyalsospeaksaboutthebrand’s75+yearsofhistory, itsvisiongoingforward,thedevelopmentofthecompany’s proprietarysupplychainandthefutureoftheretailsector postthepandemic.
Herearetheexcerptsfromtheinterview.
Giveusabriefoverviewofyour7+years’journeyat ClarkRubberandalsotelluswhatinspiredyouto ventureintoretailspace.
Ihaveabackgroundrichinallfacetsofretailingwith previouspostsatWoolworths,TargetAustralia,andToysR Us&BabiesRUs.I’maretailerthroughandthrough.
I’vebeenatClarkRubberforsevenyearsnow,threeof whichI’vebeenCEO.Priortothisappointment,Iwasthe GeneralManagerofMerchandisewithClarkRubber,which heldmeingreatsteadtotakeontheCEOrole.
Backinthelate90s,aftercompletingUniversitystudiesin Business,IwasofferedatraineeshiprolewithWoolworths SupermarketsinQueensland.Iwasseekingtheopportunity toputintopracticetheskillsgainedfrommyformal educationwithaverylargeandreputablebusinessthat couldprovideasolidcareerpathandWooliesprovidedme withexactlythatopportunity.Overmy16-yearcareerwith Woolworths,Iworkedinavarietyofrolesfromretail operations,buying,marketing,brandmanagementand internationalsourcing.
Overthattime,Iwasfortunateenoughtoworkwithand learnfromanumberofexceptionalretailbusinessleaders, manyofwhomhavegoneontorunsomeofthelargest companiesinAustraliaandglobally.Itwasinthis environmentthatIgainedtheskillstooperatethebusinessI currentlyleadtoday
Retailisanamazingindustrytoworkin.Dynamic,fastpaced,sometimeschallenging(particularlyatthemoment withCOVID),howeververyrewarding.Igettoworkwith peopleanddeveloppeople,whichIlove.
TellusmoreaboutClarkRubber,itsvision,andthekey aspectsofitsstrongholdintheretailniche.
ClarkRubberisaniconicretailerwitharich75-year history.Itisoneofthelongestcontinuallyoperatingretail brandsinAustralia,operatingunderafranchisemodelfor over25years.ClarkRubberholdsauniquepositioninthe market,offeringacompleterangeofpool/spa,foam,and rubberproducts–allunderoneroof.
Inmin-2020,ClarkRubbercameundernewownership withambitiousplanstogrowthenetworkandrevitalizethe customerexperiencein-store,onlineandinthehome.There isanongoingchallengetonurturetheiconic75-year-old brand,whilealsotransformingthecustomerexperience throughdigitalmarketing,customerlifecyclecommsand newshoppingtouchpointssuchasendlessaisleanddrop shippingetc.
Fromaleadershipperspective,whatisyouropinionon theimpactofthepandemicontheglobalretailsector andhowdidyouovercomethechallengesrootingfrom thepandemic?
Supplyanddemandhavelargelybeenaffectedbythe pandemic.Asaresult,ClarkRubberisdevelopingitsown supplychain.Abusinessofoursizeneedsitsown independentsupplychaintoimportdirectlyfromoverseas markets.Thatwillbequitetransformationalforthebusiness andallowusthescopetoparticipateefficientlyand effectivelyinbigbusiness-to-business(B2B)contracts.
Thepandemichashighlightedtherisksandimpactsof sourcinginternationallyandhowquicklysourcingcanbe impactedbyglobalevents,leadingtochallengesinsecuring products.Aligningwithincreasedcustomerexpectation, greaterimportancehasbeenplacedononlineshoppingand contactlessservices.
Whatisyouropiniononthenecessityforretail companiestoaligntheirofferingswithnewer technologicaldevelopments,especiallywhenitcomesto cateringtotheever-evolvingcustomerpreferences?
Ÿ It’scriticalwedothis.Asthemarketevolves,it’s imperativewecontinuetodevelopourproduct/service offering,andthecustomerexperience,toreflecteverchangingcustomerneedsandwants.
Ÿ Particularlyacrosspool/spatech,wecontinuetooffer themosthigh-techsolutionsforpooloperation, servicingandmaintenance.
Ÿ Thebusinesstodayisverymuchfocusedonitsdigital appearance,thewayinwhichweactandinteractwith customers.
Ÿ Strongonlinepresence:flexibility,variety,accessibility.
WhateffortsdidyouandyourteamatClarkRubber takeduringthepandemictosustainoperationsand ensuresafetyofyouremployeesatthesametime?
FromaFranchiseSupportOfficeperspective,employees werefullyenabledandsupportedinworkingfromhome andhavebeenprovidedwiththeequipmenttheyneedto efficientlyoperateonaremotebasis.
Storeshavetransitionedteammembersintooperatinginan entirelyclick-and-collect/homedeliverycapacity, enhancingtheonlinecustomerexperienceforthosewho wouldotherwisevisitthebricksandmortarstore.
Thecompany’sdigitalpresenceenabledittopivotvery quicklyintoprovidingonlineservicesthroughclickand collectandhomedeliveryservices.
Veryrapidoperationalresponsestotheconstantlyshifting ‘restrictions’environmentsonastate-by-statebasis.With storesopening/closing,therewasagreatneedtoquickly deployandcommunicateanexpandedcontactlessservices offering,ensuringstoreteamswereadequatelypreparedto manageandadheretogovernment-mandatedrestrictions.
Ifgivenachance,whatistheonethingthatyouwould changeabouttheretailbusinessecosysteminAustralia?
Asaleaderofaniconicbutrelativelysmallretailbrandin theAustralianmarketplace,Iwouldliketoseemoreofa levelplayingfieldacrosstheAustralianretailmarketplace. Weneedarichcross-sectionofretailbrandsinourmarket
toensurethatallconsumerneedsarecateredfor.Assuch,I wouldliketoseethemajorshavelessdominance.
Asanestablishedleader,whatwouldbeyouradviceto thebuddingentrepreneursaspiringtoventureintothe retailspace?
Beexactlythat….“Beentrepreneurial”.Therearemany examplesacrosstheAustralianretailsectorof entrepreneurialmindsetsbuildingwildlysuccessful businesses,particularlyintheonlineretailspace.
Don’tbeinahurrytogettothetop.Asuccessfulleader needstounderstandtheirbusinessandinretail,thatmeans knowingwhoyourcustomerisandhowtoservethem.I wouldnevertradethetimeIspentworkingontheshop floor.
Inyouropinion,whatcouldbethefutureoftheretail sectorpostthepandemic?Andhowareyoustrategizing yourorganization’soperationsforthatfuture?
Throughthepandemic,wehaveseenaseismicshiftin consumersswitchingtoshoponline.Thisissettogrow furtherasAussiescatchuptoconsumersinothermarkets thatmadetheshifttoonlineanumberofyearsbeforeus.
Brickandmortarstoreswillstillremainhighlyrelevant,as consumersseekto“shoplocal”atastorethattheygetin andoutofwithrelativeease,withoutencounteringcrowds ofpeople.ClarkRubberstoresofferexactlythat,anditis forthisreasonthatweintendonmaintainingand optimizingourbrick-and-mortarstorefootprint,whilst simultaneouslyimprovingouronline/contactlessservices landscape.
Weintendonexpandingourfull-servicestorefootprint from60to120locations.Growinganetworkofdedicated smallerfootprintPools&Spasstorestobetterservethis highlyprofitablesegmentatalocallevel.
EstablishingalargenetworkofPools&Spasmobile servicevans,toefficientlyserveourpool/spacustomersin theconvenienceoftheirownhomes.
Establishingourownsupplychainsothatwehaveamuch higherdegreeofcontroloversupply,andourabilityto serviceabiggerpushintoB2Bmarkets.
Hiranjan Setting Effective Leadership Benchmarks Airlinetransferisoneofthebiggesttransport industries,anditcontributesmajorlytothe economyofanycountry Theindustryincludes hugeriskswhenitcomestomanagingairlineservices.It takesextremeaccuracytooperateandsupervisethe activitiesassociatedwithairtravel.
Managinganaviationservice-providingcompanyisajob fullofcomplexresponsibilities.Itcomprisestaskslike aircraftgroundhandling,cargotransport,travelandtourism management,andflightcateringservices.
Inthefollowinginterview,HiranjanAloysius,theCEOof dnata—anaviationserviceprovidercompanyfoundedin Dubai,UAE—sharesvaluableinsightsanddetailsintothe challengeshefacedthusfarinhisjourneywithinthe industry.
Giveusabriefoverviewofyour15+years'journeyat dnataandtelluswhatinspiredyoutoventureintothe airlineandaviationspace.
Myjourneyintheaviationindustrybeganin2002,working withtheUK-basedAlphaAirportsGroupPLCasthe RegionalCommercialDirectorforAsiaandBoard RepresentativeforAsianjointventures.Theserolesfocused ondrivingairportretailacrossAsianairports,givingme greatinsightintoairportoperationsanddealingwiththe variousstakeholdersthatinfluenceaviation.
In2005IrelocatedtoAustraliaonamissionfromthe shareholdertodrivethegrowthandprofitabilityofAlpha's latestacquisitionofanAustralianinflightcateringcompany –alphaflightservices,nowknownasdnatacatering.
Withfourinflightcaterersinthecountryatthetime,this businesswasverymuchtheminnowwhencomparedwith thelargest-Qantas'cateringbusiness,QCatering.Sixteen
yearson,anddnatacateringisnowbyfarAustralia'slargest andmostadmiredinflightcateringandretailpartner
WhileIhaveworkedwithmultipleshareholdersoverthe years,wehavebeenpartofdnatasince2007.Since acquiringAlpha,dnatahasverymuchencourageduswith investmentandsupportedustoachievetheexponential growthseen.I'mblessedtohavehadadiversecareer.In whatfeelslikeapreviouslife,Istartedmyworkinglifeas anAuditoratErnstandYoung,workedinafewdifferent businesses,andthenworkedmywayuptothisroleat dnata.
OnceIstartedwithdnata,IknewIhadfoundtheright industryforme.Thechallengespresentedwhileworkingin theaviationindustrymotivatesmetodobetter,tobebetter, andtopushtheboundaries.Aviationhasconstantly challengedandencouragednewlearningsforme,initially drivinghugegrowth,tonowdealingwiththedevastation COVID-19haswreakedonourindustry
Tellusmoreaboutdnata,itsvision,andthekeyaspects ofitsstrongholdintheairtravelservicesniche.
dnatawasfoundedin1959,growingfromateamoffive peopleintheUnitedArabEmiratestomorethan34,000 peopleacross35countries.We'reproudleadersacrossthe fullspectrumofairservicesandtravel-fromconsumerand corporatetravelservicestoairportoperations,inflight cateringandretail,cargo,andlogisticsmanagement.
Whileweareabusinessthatcontinuestogrow,we'remore focusedonourvision To be the most admired air and travel services provider Weplacedeliveringanadmirable, consistent,andhigh-qualityserviceabovetryingtobethe biggestinanythingwedo.Growthwillcomeifwefocuson therightthingswithinourbusinessandacrossour customersandthose,wedobusinesswith.
Once I started with dnata, I knew I had found the right industry for me. 19 November 2021|www.insightssuccess.com
Fromaleadershipperspective,whatisyouropinionon theimpactofthepandemicontheglobalairtravel servicessector,andhowdidyouhelpdnataovercome thechallengesrootingfromthepandemic?
Leadershiphasbeencritical,and,likeallorganisationsand businessleaders,thepandemicanditsimpactscontinueto testhowweapproachtheongoingchallengeswhilst navigatingourwayoutofthestorm.COVID-19has certainlybeenaleadershiptestbeyondwhatmosthave facedinthepast.
InAustralia,wewerehithard.Initially,wehadtofightto survive.Leveragingtherelationshipswithunions, suppliers,airports,andofcourse,ourcustomershelpedget usthroughthesurvivalstagetoemergestronger.
Wealsousedtheopportunitytopivotandinnovatewhilst simultaneouslyworkingthroughright-sizingthebusiness, anticipatinglowerdemandinthemediumterm–a heartbreakinganddifficulttaskbyanymeasure,made harderwhenyoustoptothinkaboutthetime,investment, andteamworkithadtakentobuildustothepositionwe werein.
But,whilstourbusinesshassufferedimmensely,the impactshavebeenfeltmostintenselybyourpeople.We identifiedthisearlyoninthepandemicandhaveremained committedtocommunicatingwith,reassuring,and providingsupportforourpeople.
Continuallyprovidingreassuranceandasenseofstability toourpeoplehasbeenchallengingwhensomuchisoutof ourcontrol.But,despitethehardshiptheyhavefaced,our peopleremaindedicatedtoourbusinessandourfuture.Itis thespiritandresilienceofourpeopleandthebeliefthatwe willemergestrongerthattrulyinspiredme.
Whatisyouropiniononthenecessityfor airlines/aviationcompaniestoaligntheirofferingswith newertechnologicaldevelopments,especiallywhenit comestocateringtotheever-evolvingcustomer preferences?
Technologyisdrivingsignificantchangeinourindustry, particularlyinprovidingmorechoiceandflexibilityto travellerswhilegivingairlinesthecapabilitytotapinto moredata,increaseancillaryrevenueandefficiencyacross theiroperations.
Forus,thatmeanselevatingourexpertiseacross technologyandmovingfromsupplier/customer relationshipstomoreofapartnershipapproach.We're workingwithfirmsoutsideofourindustrytohelpdrive innovation,whetheritbethroughtechnologytrialslike thoseweconductedinEuropewithiFleatand takeaway.comorourengagementwithstart-upincubators acrosstheworld.
InAustralia,we'reworkingwithseveraltechnology providerstoliftthefoodretailexperienceonboardandto providetheabilityforpassengerstobookdestination activitieswhileonboard.Understandingtechnologyand investinginitiscritical.
Whateffortsdidyouandyourteamatdnatatake duringthepandemictosustainoperationsandensure thesafetyofyouremployeesatthesametime?
We'vehadtobeincrediblyflexibleandrelyheavilyonthe trust,commitment,andwillingnessofouremployees.We hadtomakemanyharddecisionstoright-sizeourcost base,butwenevercompromisedonsafety.Ourpeoplehave dealtwithamultitudeofchallenges,fromcomplete changesinhowweallocateworkandrostershiftsto retrainingfornewrolesanddealingwithlong-termstanddowns.
Continuedtrainingiskey,particularwithirregular schedulesandlengthytimeoutofbusiness.We'veinvested heavilyintrainingandengagement,bothintheworkplace anddigitally,whileemployeesareathomestooddown.
We'vealsosustainedoperationsbyincreasingourbusiness outsideourcoreindustry,launchingdirect-to-consumer foodsales,andincreasingwhatwedowithGovernment andotherfacilityoperators.
Ifgivenachance,whatistheonethingthatyouwould changeabouttheairtravelservicesbusinessecosystem?
We'veseenthroughthepandemicthattheservices ecosystemisn'tunderstoodnorappreciatedbysome Governmentsinatimeofcrisis.Ourgroundhandlingand cateringoperationsarecriticaltotheabilityofairlinesto operate,yetthesupportfortheseoperatorstostayin businessandretainemployeeshasbeenlimited.
There'saroleforairlinesandairservicesproviderstotella moreconnectedstoryandforservicesproviderstopromote theirvaluemorestrongly,whichisanongoingtask.
Asanestablishedleader,whatwouldbeyouradviceto thebuddingentrepreneursaspiringtoventureintothe airtravelservicesspace?
Theaviationindustryisacomplexecosystemofdifferent players,allplayingaroleinensuringtravellerscantravel safely,ontime,andwithanexperiencetheyvalue.Itisa challengingbutrewardingindustry,wherenoyearisthe sameasthelast.It'scertainlynotforthefaint-hearted. However,ifyouareadisruptoratheart,therearealways areasthatareripeforfurtherinnovation,and,coupledwith ever-increasingexpectationsfromtravellers,therearegaps forgreatideas.
Focusingonbuildinguniqueproducts,focusingonsafety, building,andleveragingrelationshipswithkey stakeholders,understandingtheecosystemwillhelpbuild success,butaboveall,bepassionateaboutyourproductand people.Aviationisanindustrythatisfullofpeoplewhoare passionateabouttheindustry,nomatterhowtoughthings lookattimes.
Inyouropinion,whatcouldbethefutureoftheair travelservicessectorpostthepandemic?Andhoware youstrategisingyourorganisation'soperationsforthat future?
Technologywillcontinuetobekey,bothinrespectof productdevelopmentandinnovationandinguidingthe righttalentmixrightforthefuture.We'llseemoreefficient airportexperiences,connectedexperiencesacrossall
travellerinteractions,andtechnology-leddisruption-as we'veseenacrosseveryotherindustry.
FlexibilityincreasedasaresultofCOVID-19,andthiswill changelong-termexpectations,fromticketingtomeal ordersandothertravelproducts.Whilewe'veseenthe consolidationofmajor,traditionalindustryplayersoverthe pasttenyears,we'lllikelyseemoreentrepreneurial,start-up businesseslookingtoaddvalueinspecificpartsofthe aviationandtravelindustries.
Ourfocusistobeonthefrontendofinnovation, strengtheningpartnershipswithourkeycustomers, diversifyingourrevenuestreams,usingtechnologytokeep uniteconomicsattherightlevels,andseekingopportunities togrowourcorebusinessinAsiaaswecontinuetobuilda strongcultureinanintegratedorganisation.
to a Effectively LEAD Despite How PANDEMIC TTheLeader’sWay:Howtofacethetestingtimes
Thepandemic,whichwasamassivehumanitariancrisis, testedtheleadershipofmanycorporateleaderslikenever before.Theworldwasinlockdownforalmostayearand mostofthecompanieswereforcedtoclosetheiroffice. Peopleweredislocated,manywerepushedtohaveremote orwork-from-homescenarios.SupplyChainswerein turmoilandthedemandsidewascompletelydisrupted.Ata pointintime,thereseemednohope.
Facingthesechallengingtimes,corporateleadershave transformedtheirstyleiningeniousandexpedientways. Thebestkindofleaderswhoweresuccessfullyabletosteer theirshipoutoftheseturbulenttimeswereaclassapart. Theyaretheonesthefuturegenerationwouldlookupto. Thetransformationwasatimelynecessitybuthasgreat potentialtotransformthefutureofleadership.
Ifthistransformedleadershipstylebecomesthenew standard,thenonlycorporatewillbeabletothoroughly recalibratetheiroperationalstrategies,willbeableto
achievetheirfullpotentialforsustainableperformanceand thecompany’srelationshiptoitsstakeholders.
OnlyLeaderscandecidetheverynatureofthatchange, transformation,evolution,andthedegreeandextent required.Calibrationisapartoftheirrole,andasa calibrator,theymusthaveatemplateoftransformationthat willbethebestsuitfortheircompany’sfuture.Thegreatest leaderswillalwayssensesignalsearlyonandwillquickly prepareafine-tunedresponsemodel,seizingtheunique momentofopportunityforself-calibration,profoundly transformingtheorganizationforever
The Calibrator’s
Way:Howtoevolvethroughcrises ACalibratorsensespositivityamidstcrises.Theyquickly twisttheweakestknotsinthesystemandrecalibratethe entireresponsemechanism.Inshort,theyseizethemoment andpassontheirlearningontoacriticalmassofother leaderssothattheytoocanrespondtothethreatsquickly
Andcollectively,throughthatsinglemoment,theycreatea massmovement—onethatisdeeplypositiveforthe accomplishmentofhuman,corporate,andsocietalpotential.
• BePositive,ThinkPositive,Actfast:
Leadershaverecognizedthatthebarrierstopositivity, boldness,andspeedareinternalratherthanexternal.Like technicalobstaclesarenotintechnologybutinour mindsets.Weourselvessetthelimitsofpossibilitiesand impossibilities,whatwecando,andwhatwearewillingto do;thesetofimplicitorexplicitrigidpoliciesandbureaucraticchainsofcommandwhichslowusdownisartificial (ofourownmaking)andnotreal.Thosewhorealizeditand actedfasttochallengethemarecelebratingthemagnitude oftheirachievementandplanningfurthertopushthe boundariesmore.
• Refocus,Realign,andRecalibrate:
Duringthetravelbansandwork-from-hometime,keen CEOsrealizedthatthey(andtheiremployees)hadmore timeontheirhands.Andtheyseizedthosemomentsto focusontheissuesandthingswhichmatterthemostfrom thecompany’saswellasfromemployee’spointofview
Realigningtheirpriorities,theyquicklyrecalibratedtheir entirestrategictemplateaccordingtothechangingtimes anddemands.
Forexample,manyCEOsrealizedthattraveltime(flight time),downtimewithcolleaguesatthewatercooler,outside
quickbreaks,etc.,wereallmuch-neededdistractionsand creativeoutletsandopeningsfornewwaysofthinkingand lookingatthesameproblemswithanovelperspective.
• RoleMoraleBoosters:
InnormaltimesroleofaCEOisallaboutstrategicbusiness leadership,butduringatimeofcrisis,peoplelookuptothe CEOasarolemodelwhowillleadthemoutofthisgloomy situationbyboostingtheirmorale.Andthattheywill preparethemforanyandeverysituationwhichmayarisein suchuncertaintimes.
Thus,leadersseedifferentlevelsthroughdifferentlenses. Liketheyarelookingupattheirseniorteammembersto standuptothesituationwhileempathizingwiththeirjunior colleaguesandseeingthemastheirownprofessionalfamily members,ratherthanjustemployeeswhoworkunderthem.
• EQVersusIQ:
InsteadofplainIntelligenceQuotient(IQ),Emotional IntelligenceQuotient(EQ)istheneedofthissustained periodofuncertaintyandfeartoforgeamorecohesive, stronger,healthier,encouraged,andmotivatedworkforce.
Thus,theEQlacedtranspiringleadershipisinspiring people,formingandstrengtheningbonds,andexchanging loyaltieswithinandoutsidethecompany Theyaredoing thiswithasimpleemotionalapproach—bysteppingintoa humanrole—trulylisteningto,virtuallyextendinghands, relatingto,andconnectingwiththeirownpeoplewherever theyareandwhateverthecircumstancesmightbe.
TheResilientWay:Howtoleaddespitepandemic
Leadershavealwaysbeenexpectedtobeperfect,rocksolid,toughest,andsuperhumans,forgottenbyalmost everyone(includingthemselves)thatattheendoftheday, theytooarehuman.
Andduringadversetimeslikeapandemic,thetougherthey become,theweakertheyemerge.Butthemorehumane theybewiththepeople,themoreresilienttheywillbecome totheharshestofthesituation.
-GauravWankhade
Lim Founder and CEO
Mark
The 10 Most Influen al Business Leaders in Australia and New Zealand.
MarkLim Managementconsultingisachallengingprospect formostorganisations.Ontheonehand,it requiresin-depthknowledgeoftheclient’s domain,andontheotherhanditrequiresvalue-additionto theirbusinesswithakeeneyefordetailsandthorough examinationoftheirbusinessmodels.
Toanuntrainedeye,managementconsultingsimplyoffers anoutsider'sperspective.However,thisdoesn'tevenbegin toscratchthesurface.Managementconsultantscanprovide anoriginal,independent,andexpertinsight,whichis unparalleledinitsweighttocarryabusinesstonew heights.
Beingamanagementconsultantrequiresaninsight ingrainedinrichexperience.Italsorequiresyearsof experienceinpeoplemanagement,businessmodelanalysis, andafearlessspirittoguidethefutureofabusiness.
Onthequesttofindsucheminentleadersinthemanagementconsultingspace,InsightsSuccessmetupwithMark Lim,theFounderandCEOofMagneticAlliance,a promisingventureinthemanagementbusinessconsulting space.Markdeliversarareinsightandwisdomfromthe industryinhisconversationbelow
GiveusabriefoverviewofyourjourneyastheFounder andCEOofMagneticAlliance,andalsotelluswhat inspiredyoutoventureintothemanagement/business consultingspace.
Iusedtoworkinthecorporateworldandusedtoworkon projectsinconjunctionwithbigfirmsinthemanage-
A Fearless Spirit Leading the Business Consulting Space our We do thing; itworks. It helps people; we love what we do, and that's allthatmatters. ,, ,, ment/businessconsultingspacelikeMcKinsey&Co,Booz AllenHamilton,IBM,KPMG,Accenture,andthelike,and Ireallylikedtheaspectofanindependentthirdparty comingtohavealookathowthebusinesscoulddothings differentlytoimprove.
Theteamscamefromthebestschoolsandcompanies aroundtheworld,butIsawabiggapinthattheconsultants Iworkedwithstruggledalotwithbridgingthegapbetween theoryandtherealworld.Theyhadgoodideasbutlittle grasponwhetherthoseideascouldbeimplemented.They alsocamein,didaproject,andleft,oftenleavingstaffnot knowingwhattodo,soalotofthingsdon'tgetfollowed throughuntilcompletion.
Andfinally,theyweresoexpensive,onlyverylarge corporationscouldreallyaffordthem.SinceIhadavery goodgroundinginthecommercialandoperationalsideof thebusiness,Icombinedthisexperiencewiththestrategic
side,whichgavebirthtotheideaofMagneticAlliance. Wherestrategymeetsimplementation,andwehangaround toseeresultscomethroughforsmalltomediumbusiness owners.
TellusmoreaboutMagneticAlliance,itsvision,andthe keyaspectsofitsstrongholdintheconsultingniche.
We'vejustrecentlyupdatedourmissionandvision,which is"ToPowerYourBusiness,FuelYourLifestyleandHelp MakeYourDreamsComeTrue"withavisionof"Our visionistomovehumanityforwardbyhelpingentrepreneursachievetheirultimatepotentialandtakelifetohigher dimensions."
Everythingwedorevolvesaroundourmissionandvision. It'sourguidinglight,ourtrueNorth.Ihaven'treallylooked atanyothercompetitorsorwhatothersaredoinginthe consultingniche.Ihearaboutalotofthings,butIamnot reallyconcernedaboutwhatanyoneelseisdoing.Wehave apaththatworksbeautifullybetweenbusinessownersand us,andthat'sallthatmatters.
Wearemorecollaborativeratherthancompetitive.Yes,we havewonAustralia's#1Firmforbusinessgrowththree yearsinarow,butthat'swithoutworryingaboutwhat anyoneelseisdoing.Wedoourthing;itworks.Ithelps people;welovewhatwedo,andthat'sallthatmatters.
Fromaleadershipperspective,whatisyouropinionon theimpactofthepandemiconbusinesses,andhowdid youovercomethechallengesrootingfromthepandemic?
Ipersonallythinkthatthepandemic,ormoreso,"the responsetoit",withlockdownsandrestrictionsthatchange theplayingfield,requireahigherlevelofleadership.Ithas thepotentialtonotonlysinkbusinessesbutentireindustries.Butwherethereischange,thereisopportunity.
Itallowsthosewhoarewillingtostepuptorethinkwhat theyaredoingandhowtheyaredoingit.Itforcespeopleto becomemorecreativeatsolvingproblems.Itrequiresusto reallytakeagoodhardlookatourfutureratherthando whatwe'vealwaysdone.
Thewaywethrivedduringthiscrisisistostepup.Tohelp morepeopleanddiversifyourbusinesstobepandemic proof.Businessesneedtostopthinkingintermsof'what theydo',i.e.Ihaveabarbershop,wecutpeople'shair…and startthinkingintermsof"whatbusiness(es)shouldIbe in"?
Diversityiscritical.Thischallengeshowsusthatwecan't justdowhatwe'recomfortablewith;wecan'tjustrelyon ourpastexperienceandtechnicalskillsbutreallytake ownershipofourfuture.Thismeansthatwemayhaveto takeonthingsthatwehaveneverdonebefore,learnskills thatareunfamiliaroruncomfortableforus.
Whatisyouropiniononthenecessityforcompaniesto aligntheirofferingswithnewertechnologicaldevelopments,especiallywhenitcomestocateringtotheeverevolvingcustomerpreferences?
Technologyisn'tgoingaway Therearechallenges,and thereareopportunities.Therearemorethreats,like cyberattackswhichareinvadingthesmallandmedium businessspace.Whetherpeoplearecomfortablewiththisor not,theyneedtoaddressit.Thereareadvancementsin technologythatwillrequireustobemoreresponsiblefor ourownlives,suchastheblockchain.Itprovidesuswith theopportunitytobecomeourownbanksbutrequires knowledgeandupskilling.
Notmanypeopleunderstandtheblockchainnow,butIdon't thinkit'sreservedforcryptocurrencytraders.Ithinkalotof thingswilltakeplaceonblockchainandquantumtechnologiesgoingforward.Smallbusinessesmayneedtoprovide paymentoptionsthatinvolvecryptocurrencyinthenot-toodistantfutureasmorepeoplebeginusingitforpayments.
WhateffortsdidyouandyourteamatMagnetic Alliancetakeduringthepandemictosustainoperations andensurethesafetyofyouremployees?
Thefirstthingthatwedidwastoprotectourteam.Tomake surethatweretained100%ofourstaffanddidn'thavetolet anyonego.Weunderstoodthateachteammemberhad families,mortgages,andbillstopay,andwehadtostickby themthroughthesechallenges,andweweresuccessfulwith that.Wemovedeverythingonlinesoeveryonecouldwork fromhomeandprovidedemotionalsupport,security,and certaintymorethananything.
Wehelpedourclientsandcommunitywithfreeworkshops, forecastingwhichindustrieswethinkwillsufferandwhich industriestofocusonbecausetheywilldowell.Thenwe implementedourownadviceasperusual.In2020,we endeduppartneringoracquiringfivebusinesses.Theonly thingthatwouldslowusdownwasnotthepandemic;it wouldbetheset-upandrestructureofallthesenew ventures,settingupsystems,teams,andthefoundationsto createfutureplatformsforgrowth.
Ifgivenachance,whatistheonethingthatyouwould changeaboutthebusinessecosysteminAustralia?
Ithinkit'salreadyquitewellknownthatAustraliahasreally cutting-edgetalentbutnotsobullishwhenitcomesto funding.Manyprojectsneedinternationalfundingbecause ourhome-growninvestorsseemtobemorerisk-averse.I believethatifthegovernmentwasmoreactiveincreatinga hubforinvestment,aswellasmovingtechtothecommercialisationstage,thenwewoulddomuchbetter
Thebusinessecosystemcouldalsodowithalotlessred tape.Ifeelthatallourrulesandregulationscangetabit overthetopandchokesmallerbusinessesratherthan
encouragethemtothrive.Toomanyrulesandhoopsto jumpthrough,alsotoomanytaxesandpenalties.Weneed simplercompliance,sobusinessownerscanfocuson growth.
Asanestablishedleader,whatwouldbeyouradviceto thebuddingentrepreneursaspiringtoventureintothe consultingspace?
Youhavetobegoodatwhatyoudoandbeabletowalkthe talk.Thelastthingthatbusinessesneedrightnowisanother mouthpiecetellingeveryonewhattodo,butnotreally havingdoneitthemselves.
Lovingwhatyoudoalsoshinesthrough.Ifyouarejust doingitforthemoney,Idon'tseeitaslong-termsuccess. Andyouneedtoaddvalue.Ifyoudon'taddvalue,you're justanothercost.Dothosethings,andthatwillgetyoua reallygoodstart.
HowdoyouenvisionscalingMagneticAllianceandits offeringsin2021?
2021isactuallyayearofconsolidationforus,butit'slike pruningbackatreetoprepareforfreshgrowth.Weare activelyconsolidatingineveryareaofourbusiness, whetherit'seliminatingthingsthatwestartedthatdoesn'tfit withourobjectiveanymoreorstreamliningandintegrating systemsandprocesseswithourteam.Wehavegrownfor eightyearsinarow,andit'stimetolettheconcretedry,so wecanbuildonastrongerplatformforthefuture.
Itseemscounter-intuitivetoscalebackjustalittlebit,tie uplooseendsandfreeupresourcesandfundingtotakethe nextstep,butitjustmakessenseandisinharmonywith howtheuniverseworks.It'slikeacontrolledburntomake wayfornewlife.
Thenextstageofgrowthisexcitingthough.Webelievethat bydoingthis,thenext12-18monthsofgrowthwillexceed thegrowththathastakeneightyearstobuildup.Wehavea lottolookforwardto!
Innovating Makeup that Empowers You Thecosmeticsandthefitnessindustrybothhaveone similarity– the feeling of looking good.
Aperson’sappearanceandskinhealthaffectssomuchmore thanjusthowothersperceivethem.Italsoimpactsmood, confidence,andmentalwellbeing.Anewstudyfoundthat exercisereducessymptomsofanxietyanddepressionas wellasbodydissatisfactionamongbothmenandwomen.
Boththeseindustriesareimmenselycompetitive.This cutthroatnaturehasledtotheriseofseveralmicro-niches, makingspacefortransformativeinnovation.
NovaJaneWard,theFounderandPrincipalCEOof Fitcover—arevolutionarymakeupbrand—setaprominent exampleofthisinnovationwhenshediscoveredalackof dedicatedmakeupproductsforgym-goersandfitness enthusiasts.
Inthefollowinginterview,NovaJanetakesusthrough Fitcover’sjourney,itsrangeofinnovativeproducts,andher visionforscalingthecompanyin2021.
Belowarethehighlightsoftheinterview:
GiveusabriefoverviewofyourjourneyastheFounder andPrincipalCEOofFitcoverandtelluswhatinspired youtoventureintotheHealth,Wellness,andFitness space.
Ialwayshadaloveforsportandfitnessmyentirelife, however,Istruggledwithbadskinandfeltself-conscious abouttrainingbarefacedatthegym.Mybadacne controlledmyconfidencesomuchthatIdidn’twantto leavethehousewithoutcoveringmyface,andknewthatif Iwasgoingthroughthis,othergirlsoutthereweretoo.
Nova Jane Ward Founder and Principal CEO
The 10 Most Influential Business Leaders in Australia and New Zealand
Duringthistime,Icouldnotfinda productspecificallyfortrainingand sweatingthatcouldcovermyacnein thegymwhilstnotcloggingupmy poresandaggravatingmyacneeven more.Isawthisgapinthemakeupand fitnessindustryandsoin2017(whenI waspregnant),Ineededtotalkto someoneandbringthisproductout myself.Startingtohaveafamilywas theperfecttimetostopwastingtime andtakelifeseriouslyandsoItookthe plungeandcreatedFitcover
Nowinnearlyfouryearsinthemarket, Fitcoverhasalreadyachieved remarkablebusinessgrowthdrivenby itsverynichemarketingstrategyand loyalfollowingamongfitnesslovers andprofessionals,notjustinAustralia, butglobally
TellusmoreaboutFitcover,itsvision, andthekeyaspectsofitsstronghold intheskincareniche.
Fitcoverisrevolutionisingthefitness andmakeupindustrywiththefirst-ever Australian-made100%natural,vegan, cruelty-freemineralmakeupspecifically designedtowithstandthemostintense sweat-a-thon,perfectforgym-goers, fitnessenthusiasts,andjusteveryday activepeople.
Fitcoverismadethroughacareful selectionofnaturalingredientssuchas ZincOxide,VitaminE,andOlive
Squalenecreatedinauniqueformuladesignedtoaccompanyanywoman’s activelifestyle.Ourbest-sellingactivemineralfoundationisspecially formulatedtobesweat-resistant,waterproof,hypoallergenic,andfreeofporecloggingingredients.
Theformulaisalsopotentwithanti-agingbenefitsandhasanall-naturalSPF 15+tokeeptheskinhydratedandprotected.OurVisionisto live, look and feel a healthy active lifestyle, andthisisintegratedintoeverythingwedo.
Fromaleadershipperspective,whatisyouropinionontheimpactofthe pandemicontheglobalHealth,Wellness&Fitnesssector?
Thepandemichasnodoubtaffectedandputastrainonall industriesincludingours.However,ifanythingelse,it’s thattheseindustrieshavebecomeleadingonesnowthat peopleunderstandtheimportanceofprioritisingourhealth, wellness,andfitnessduringlockdownstokeepussane.We areluckythatfitnesswillalwaysplayanimportantrolein people’slivessoFitcovermuststaytruetowhatitdoesbest whichisrevolutionisingthefitnessandmakeupindustry.
Whatisyouropiniononthenecessityforskincare companiestoaligntheirofferingswithnewer technologicaldevelopments,especiallywhenitcomesto cateringtotheever-evolvingcustomerpreferences?
Weliveinaworldthat’soversaturatedwithbrandsand productofferings,andsotostayaliveIbelievethatall businessesneedtobeinnovativetofindthegapsmissingin themarketthattheycouldpotentiallyfill.Icertainlysawa gapinthemarketforaproductlikeFitcoverandweare continuingtoassessouringredientsandproduct performancetostayaheadofcompetitors.
WhateffortsdidyouandyourteamatFitcovertook duringthepandemictosustainoperationsandensure thesafetyofyouremployeesatthesametime?
Weareluckythatin2021,e-commercebusinessesarethe wayoftodayandthefuture.Peoplearetime-pooranddon’t havetimetoshopfortheireverydayfoundationsoaclick ofabuttonwillsatisfythemmore.Forustosustain operationsandensurethesafetyofouremployeesduring thepandemic.Itreallywasallaboutcommunicatingwith customersandremindingthemhowimportantitistofeel confidentwithyourskinandcontinueafitnessroutineeven
inapandemiclockdown.Wealsoranmultiplead campaignsonsocialmediatokeepourbrandtopofmind.
Ifgivenachance,whatistheonethingthatyouwould changeabouttheHealth,Wellness&Fitnessecosystem inAustralia?
Ifgivenachance,Iwouldchangetheimagesportrayed (especiallyonsocialmedia)thathealth,wellness,and fitnesslooklikeaparticularbodyshape.Wewantto empowerpeoplethathealth,wellness,fitness,andbeautyis notanimage,it’safeelingofbeingconfidentandenergetic inyourownskin.
Asanestablishedleader,whatwouldbeyouradviceto thebuddingentrepreneursaspiringtoventureintothe skincarespace?
Iwouldsaytoothersthatifyourmindsetisnotintheright place,youwillnotsucceed.Iinvestinprofessional coachingandmindsettrainingtoensureIamalways backingmyselfupwiththebusinessdecisionsIhavemade inthepastandwillmakeinthefuture.Venturingintothe skincarespaceisdifficultwhentherearealreadysomany productofferings,sowhatwillyoubringthat'sdifferent fromothers?
Inyouropinion,whatcouldbethefutureoftheHealth, Wellness&Fitnesssectorpostthepandemic?Andhow areyoustrategizingyourorganization’soperationsfor thefuture?
Onethingthathasseenthespotlightduringthepandemicis theneedtolookafterourselvesandtheplanet.Peopleare becomingmoreandmoreconsciousoftheenvironmental impactstheyhaveonanindividuallevelaswellas supportingbusinessesthatareeco-friendly.Fitcoverisso excitedtohaveenteredtheeco-friendlyspacerecently launchingourActiveMineralPowderFoundationBioRefill Pouch.Wewanttocontinuethinkingofinnovativewaysof decreasingourfootprintontheplanetandmakingapositive differencetoplayourpart.
2022 Corporate Culture Thechangehasarrived:EmergingCulture Thepasttwoyearshavechangedeverything.Foremployees,for organizations,forcorporates,andforleaders.Thechangeinitswake hasconvincedeveryonetoacceptonefact;theindustrydynamicsare shifting.
Amidstthechallengesandchaos,thepandemichasbroughtonegood norm,andthatissafetyfirst.Staysafe,stayhealthy,thenonlywillyou beabletoworkandgrow.Corporatesarefastadoptingthisnew mantra.Becausetheyknowthatonlyhealthypeoplecanworkhardand smartly,andpeoplemakecorporates,withoutthem,thereisno business.
Thus,theemergingcorporatecultureissurprisinglypositive,whichhas arefreshingfocusonemployeesafety,wellbeing,voice,choice,and futureprospectsasemployeecareerandskilldevelopmentprograms aregainingrenewedattention.Justlikepeople,corporatestooare tryinghardtoregaincontrolovertheirpresentandfuture.
ThePositiveCulture:TopTrends Inthecontinuouslyevolvingdynamics,corporatesarerapidly reorganizingthemselves.Theyarere-strategizingtokeepupwiththe
presentaswellasplanforthecomingtimes.Thetrends whicharegoingtobeprominentin2022arealreadybeing initiatedbymanyofthecorporatesintotheirfuture planningdecisions.
Ÿ FlexiblyHybrid:TheRightChoice
Thenewcorporaterealityisthatcompaniesareloosening theirrigidityandadoptingmoreflexibleworkplacecultures thanearlier.Theyhavethreechoices.Completephysical workplace,completeonlineworkplace,oraflexibleand hybridworkplace.
Thisflexibilitynotonlyincludeswhenandwherean employeewillworkbutalsothekindofjobtheywilldoat theofficeandathomeorremotely Thechoiceistheirsto make,andthecompanywillwillinglyaccommodate.Asthe 2022GlobalCultureReportbyTannerInstituterevealed thatcreativethinking-basedtaskscouldbeeasilydoneat home,whilecollaborativetasksaremoreproductiveinthe office.
Ÿ DigitallySmartCorporates:TheRiseofMachines
Inthewakeofthelaborcrunch,companiesareadoptingthe alternativesofferedbyAutomationTechnologieslike ArtificialIntelligence,MachineLearning,andRobotics. Machineslikerobots,auto-bots,andchatbotsarewidely deployedintomanuallaboractivities,manufacturingunits, assemblyworkshops,callcenters,andotherroles.
Theyear2022willseeanexplosivegrowthofHyperAutomationTechnology(HAT).Init,multipleautomation technologiesarealignedtocreateanautomatedecosystem toeffectivelyimplementthecompany’sautomation strategy.GartnerpredictstheworldwideHATmarketto reach$600billionby2022,withupto30%operationalcost savingsforthecompaniesdeployingthetechnology.
Ÿ Three-tieredWorkforce:Glocal,Global,and Automatons
Ascanbeseenfromtheabovetwotrends,therewillbe threekindsofemployees.Firstwillbethosewhowillwork fromtheofficeaswellasremotely Theywillincludethe top-tiermanagement,middle-levelprofessionals,offline maintenancecrew,andkeylaborworkers.Wecancallthem Glocal.
Thesecondtierwillcontainalltimeremoteworkers.These aretheemployeesworkinginothergeographiesthanthe company’smainofficesarelocated.Theywillmostly includeexperts,professionals,outsourcedlabor,andan onlinemaintenancecrew WecancallthemGlobal. Andthethirdtierwillcontainalltheautomatons.
Ÿ
AttentiononAttrition:TheGreatResignation Inwhatisbeinglabeledas‘TheGreatResignation,’15 million-plusemployeeshavelefttheirjobssinceApril 2021.And55%ofprofessionalssignalthatthetrendwill onlyacceleratein2022whenemployeeturnoverisgoingto bethemainconcernofHRM.
Thebasicsolutiontothisissueisapayhike.Itisalready beingusedbygiantcorporatefirmsinabidtolureand retaintalent.Whileothersareexpandingtheiremployee benefitsbouquets,offeringperkslikepersonal,financial, andhealthcareaides,familywellnesspackages,andstock options.Somearealsofocusingonretainingtheircurrent workforcebyupskillingandtrainingprograms.
Ÿ People’sLeader:Needofthehour
Thebestleadersknowthatcompaniesthatdonotlistenor carefortheiremployeeslosetheirtrustedpeoplequickly andstruggletorecruitnewtalent.Intheageofsocial media,employeeshavefoundthattheycanvoicetheir concerns,andtheywillbeheardtheworldover
So,thebestbetforthecompaniesis‘PeoplesLeaders,’who willempathizewiththeirlong-ignoredco-workersand addresstheirconcernsinthebestpossiblehumanway.
Ÿ DigitallySmartEmployees:AdviceofMachines
By2022,employeeswanttraditionalaswellastechnologybasedcareercounselingsupportfromtheiremployers.A surveybyWorkplaceIntelligencefoundthat85%of employeeswanttheirfuturedefinedanddesignedby technology,while82%believethatrobotscanbetterguide themintheircareerscomparedtohumans.
Theyalsobelievethatrobotscangiveunbiased recommendations,canquicklyanswertheirquestions,and canfindasuitablejobforthemtomatchtheirskillsetand personality.
ThePromisingFuture:People-Centric
Simplyput,consumersandemployeesarehopingfora healthy,better,sustainable,andall-inclusivefutureand payingmoreattentiontothecompaniesthatarepositively respondingtotheglobalissuesofequity,diversity, inclusion,andclimatechange.Thus,peoplearelooking forwardtoapromisingpeople-centriccorporateworldthat willtrytohelppeopleallaroundtheworld.
-Gaurav Wankhade.
Tony Antonious Owner & Managing Director
TONY ANTONIOUS Transforming Challenges into Stories of Triumph Beingagoodbusinessleader doesnotjustmeanmanaging thebalancesheetorchecking invoices,butitisfarbeyondthat.One shouldcomeupwithaninnovative ideaeverydaythatwouldfosterthe organisation’sgrowth.
Havingastrongpersonalityand providingeveryemployeethe opportunitytolearnandgrowarethe mostimportantqualitiesan entrepreneurmusthave.
Onourquestforthemostinfluential businessleaders,wecameacrossan amazingpersonality,TonyAntonious, Owner,andManagingDirectorat Polivac.Hehasalltheleadership qualitiesnecessarytocreateabetter futureforthecompany
Inthefollowinginterview,Tonyshares thechallengeshefacedwhileentering theindustryandhowhemanagedto convertthemintoopportunities.
Giveusabriefoverviewofyour journeyastheownerandManaging DirectorofPolivacInternationaland telluswhatinspiredyoutoventure intothecommercialcleaning equipmentmanufacturingspace.
Istartedmycareeralmost35yearsago asacleanerandsupervisorina
cleaningcompany.Throughoutthe journey,Ialwaysbelievedthat opportunitiesarenotofferedbut seized.Hence,Iestablishedmy cleaningsupplyshop,whereIsoldall typesofcleaningequipmentand chemicals.
Theendusersapproachedmewith differentproblems,andmyfocuswas toprovidesolutionstotheseproblems. Thisnewventurehelpedmegain knowledgeandexpertisetoinnovate andsucceedintheindustry
Laterin1990,anexcitingopportunity knockedonthedoor,Igotachanceto purchasePolivacfromareceivership. Butthisopportunitycamewithgreat challenges.Thechallengewasto surviveandsucceed.
WhenIpurchasedthecompany,they alreadyhadlargebranchesinalmost everymajorcityinAustralia.The brancheswerenotmanagedwell.My challengewastocutoverheadsand startsurviving.Iclosedallthe branchesandstartedoperatingfroma centralwarehouse,whichwasalsothe headoffice.Iinitiatedastrategicmove toconcentrateonmanufacturinghighly productiveandoperator-friendly machines.Thesestrategiescontributed toPolivac’ssuccessovertime.
TellusmoreaboutPolivac,itsvision, andthekeyaspectsofitsstronghold inthecommercialcleaning equipmentspace
Polivacembarkedonthejourneywith avisiontoequipthecleaningindustry withmachines,whichincreases productivityusingintelligentdesign. Polivacmachinesarediligently designedtoaugmentperformance, efficiency,andsafety,reflectingthe potentialofAustralian-made technologyandreliability
Polivac’sstrongholdinthesectoris becauseofourfocusoncustomisation, thesafetyoftheoperators,and powerfulcollaborationwithpartners. Wealwaysputtheneedsofour customersfirst.Hence,wecustomise machinesaccordingtotheirdiverse requirements.
Safetyisourpriority;hence,we provideregularriskassessmentand trainingforeachmachine.Wehave createdastrongnetworkofover120 distributorstocatertothelocaland internationalcommunity Wefoster strongrelationshipswithoursupply partnersanddistributors,whoarethe keysupportingpillarsforus.
Fromaleadershipperspective,what isyouropinionontheimpactofthe pandemicontheglobal manufacturingsector,andhowdid youovercomethechallengesrooting fromthepandemic?
Thepandemichasshedlightonthe significanceoflocalmanufacturersand suppliersbecauseofthedisruptionsin internationaltrade.Buildingastrong localpresenceandmaintaininggood relationswithlocalsuppliersare crucial.
Manufacturersshouldlookfor opportunitiestodiversifytheirproduct offeringsthatcanhelpincreasedemand duringthesetimes.Weidentifiedthe opportunitytocatertothedemandand upscaleourbusinessbyselling foggers,masks,andsanitizersduring thepandemic.
Anotherchallengewastobuild machinesinashorttimebecauseofthe increaseindemandduringthe pandemic.OurteamatPolivachas workedhardtomeetthesupplyneeds anddeliverqualityproductsontime.
Whatisyouropiniononthe necessityforcommercialcleaning equipmentmanufacturing companiestoaligntheirofferings withnewertechnological developments,especiallywhenit comestocateringtotheeverevolvingcustomerpreferences?
Firstly,theprimefocusshouldbeon creatinganoperator-friendlymachine. Alongwithinnovativetechnology, companiesshouldfocuson manufacturingequipmentincorporated withergonomicdesignandsafety suggestions.
Secondly,differentcustomershave differentrequirements.Hence, customisingthemachinesaccordingto theirworkingneedsisessential.
Whateffortsdidyouandyourteam atPolivactakeduringthepandemic tosustainoperationsandensurethe safetyofyouremployeesatthesame time?
Duringthepandemic,weadheredto theCOVID-19safetyplanand compliedwithguidelinesprovidedby thegovernment.Regularcleaningand useofhandsanitizersandmaskswere mandatory.Ouremployeestookan onlineCOVID-19infectioncontrol training.
Ifgivenachance,whatistheone thingthatyouwouldchangeabout themanufacturingbusiness ecosysteminAustralia?
TheAustralianmanufacturingbusiness ecosystemneedstofocusmoreon automation.
Post-pandemic,contactlessapproach willbeprioritisedtoincreasesafety measures.Automationintheindustry canhelptoachievethisobjective.
Asanestablishedleader,whatwould beyouradvicetothebudding entrepreneursaspiringtoventure intothemanufacturingspace?
Focusonsectorswithlesser competitionandnichemarkets,which canyieldhighermargins.Makewise decisions,leaseoutspacesand equipmentduringtheinitialstages.
Buildandnurtureyourrelationships withyoursuppliersandcustomers. Investtimeandmoneyinresearchand development,andrememberitisa continuousprocess.
Inyouropinion,whatcouldbethe futureofthecommercialcleaning equipmentmanufacturingsector postthepandemic?Andhowareyou strategizingyourorganization’s operationsforthatfuture?
Thefuturelookspromisingforour sector.Cleaningstandardsand frequencyhaveincreasedandwill remainthesamepost-pandemic.Our strategyistoincreasethe manufacturinglinestoaccommodate thegrowingdemandbut,atthesame time,successfullymaintainthequality standardsofthemachines.
