Editorial
-AlayaBrown
The Architects of Change in Business and Beyond
Inaneradefinedbytransformation,leadershipisnolonger
measuredsolelybytitlesorpositions—butbytheabilityto inspireprogress,embraceinnovation,anddrivemeaningful change. The Most Prominent Leaders Driving Change to Follow celebratesadistinguishedleagueofindividualswhoareredefining successthroughvision,resilience,andpurpose.
Acrossindustriesandgeographies,theseleadershavetranscended conventionalboundariestobuildorganizationsthatnotonlythrivein competitivelandscapesbutalsomakeatangibledifferenceinthe world.Theyarethechangemakerswhoseeopportunitiesin challenges,thestrategistswhoalignpeopleandpurpose,andthe visionarieswhoshapethefuturewithintegrityandforesight.Whether steeringdigitaltransformation,championingsustainability,fostering inclusion,orreimaginingcustomerexperiences,theirjourneysreflecta sharedcommitmenttoleadershipthatempowersothersandignites collectivegrowth.
At Insights Success Magazine,wetakeimmenseprideinshowcasing leaderswhostandascatalystsofprogress.Eachprofilewithinthis editionoffersaninsidelookintotheirleadershipphilosophies, decision-makingapproaches,andthevaluesthatdefinetheirimpact. Thesearestoriesofindividualswhonotonlyadapttochange—but leadit,turninguncertaintyintopossibilityandvisionintoreality.
Thetitle The Most Prominent Leaders Driving Change to Follow servesasbothrecognitionandinspiration.Itacknowledgesthosewho areshapingindustrieswithauthenticityandinnovationwhile motivatingotherstoelevatetheirownleadershipjourneys.Their successremindsusthatleadershipisnotaboutcommand,butabout connection;notaboutpower,butaboutpurpose.
Asyouexplorethisedition,weinviteyoutoreflectontheevolving meaningofleadershipinaworldthatdemandsagility,empathy,and vision.Thesetrailblazersdemonstratethatdrivingchangeisnotanact ofdefianceagainstthenorm—itisaconsciouschoicetobuildabetter tomorrow Theirinsights,achievements,andphilosophiesoffer valuablelessonsforanyoneaspiringtoleadwithcourageand conviction.
Maythisissueserveasatributetothoseredefiningleadershipfora newgeneration—leaderswhoinspireustothinkboldly,act responsibly,andleadwithimpact.
Leading the Global Event Industry into a Sustainable Future
Y T R H O E T S S I G E R N A U T
Building Trust, Not Titles
The New Leadership Advantage
Inspiring Change from Within The Art of Transformational Leadership
Editor-in-Chief
Managing
Art
Business
Business
Digital
Co-designer
Marketing
Technical
The Most Prominent Leaders Driving Change to Follow
ROBERT TREBUS
Leading
the Global Event Industry into a Sustainable Future
Director-Global Sustainability d&b group
My mission is to ensure that not only the d&b group, but the entire event industry, becomes a global pioneer of sustainable transformation.”
TurningTides―TransformingTimes:TaleofaTitan
It needs some of the most prominent leaders to drive changetotransformunsustainabletimesintosustainable ones. Resolute human will has always turned tides in humanity’s favor while battling turbulent waves of the passing moments and raging storms of personal, local, and global challenges.That’s how these visionary minds shaped thepresenteventswhiledirectingthecourseoftomorrowfor abetterfuture.
AstheDirector-GlobalSustainabilityatthe –a d&bgroup global leader in event technology comprised of d&b audiotechnik GmbH & Co. KG and d&b solutions Ltd. –Robert Trebus is redefining this era by showing how innovation,data,andcollaborationtransformliveeventsinto sustainablegrowthengines.
Whenyouthinkabouttransformation,mostpeopleimagineit as a recent phenomenon. But for Robert Trebus, Director Global Sustainability at the d&b group – a global leader in event technology, comprised of d&b audiotechnik GmbH & Co. KG and d&b solutions Ltd. – transformation has been a professionalconstantformorethanthreedecades.Hiscareer hasspannedtheintroductionofinnovationsintheentertainment market, the creation of new business models, and the steady advancement of sustainability as a core business driver
“Transformation in the economy is often perceived as something new,” Trebus reflects, “but I’ve been actively shaping it for over 30 years. Today, sustainability and digitalizationarethestrongestforcesdrivingthischange.My missionissimple:tofuture-prooftheeventindustry.”
Fromearlyon,hewasfascinatedbythedualroleoftechnologyandinnovation–asbothasourceofchallengesandakey tosolutions.Thatconvictionledhimtofocushisworkwhere impact is greatest: at the intersection of industry, regulation, and society. Through his involvement in national and international standardization bodies, associations, and projects, Trebus has helped make sustainability measurable, comparable,andpracticallyapplicable.
Today, at the d&b group, he is responsible for steering the globalsustainabilityagenda–notjustforthecompany,butas partofalargerefforttoshapethefutureoftheentireliveevent industry. His vision is bold yet pragmatic: events must continuetocreatepowerfulexperiences,butwithoutleaving deepscarsontheenvironment.
Beyond Compliance: Embedding Sustainability in Strategy
Unlikemanyexecutiveswhotreatsustainabilityasacompliancefunction,Trebusseeshisroleasfarmoreexpansive.“My jobisaboutshapingtransformationholistically,”heexplains.
This means managing regulatory frameworks such as ESG reporting, the EU Taxonomy, and the Green Deal, while simultaneously developing strategies for the circular economy,climateneutrality,andsustainableproductdesign. His team creates systems that streamline internal processes and deliver transparency to customers, investors, and partners.
Hisguidingprinciple:sustainabilitymustbeembeddedatthe very heart of corporate strategy – not as an add-on, but as a driver of innovation, competitiveness, and long-term relevance.
RecognitionBuiltonConsistency
Recognition has followed Trebus in recent years, but he is quick to emphasize that awards and honors do not emerge from isolated actions. They are the product of years of consistent work: leading international projects, building networks, shaping standards, and bridging politics, industry, andscience.
“Formepersonally,suchrecognitionconfirmsthatconsistent effortsinstandards,strategy,andinnovationarenotonlyseen, but valued,” he says. “For the d&b group – comprising d&b audiotechnik GmbH & Co. KG and d&b solutions Ltd. –itis also a strong signal: we are not only a manufacturer and serviceprovider,butanactivedriverofsustainabletransformationintheglobaleventindustry.”
LeadingbyBalance:VisionandPrecision
Trebusisclearabouttheessenceofsustainabilityleadership: balancingvisionwithreality.Hisprincipleissuccinct– think big,actwithprecision.
No event transforms in isolation. Collaboration across politics, industry, and practice is essential.”
Thatbalancerequiresadeepunderstandingofthevaluechain, from suppliers and partners to customers and policymakers.
“Eachstakeholderhasuniqueneedsanduniquecapabilities. Only a holistic approach creates a robust foundation for sustainablegrowth,”henotes.
Visions may inspire, but they only generate impact when translatedintovalues,processes,metrics,andaction.Trebus emphasizesgovernanceandsystemsthattielong-termgoals tomeasurableshort-termprogress.Heseeshimselfasbothan inspirer and a bridge-builder – translating the language of politics and science into the operational reality of a global marketleader
“Inthisway,”hesays,“transformationisnotonlypromised–itisdelivered.”
CultureChange:FromObligationtoPride
Sustainability has already reshaped d&b group’s culture.At the leadership level, market transformation commands top attention. Customers’sustainability goals are understood in detailandsupportedwithtailoredsolutions.
Attheteamlevel,sustainabilityhasshiftedfromanobligation to a source of pride and motivation. ButTrebus underscores that cultural change doesn’t happen by chance – it requires structure.
Processeshavebeencontinuallyrefined,sustainabilitytargets embedded in strategy, and mandatory training programs established.Theresult:sustainabilityisnolongeranabstract conceptbutalivedpractice,anchoredindecision-makingat everylevelofthecompany.
InnovationinPractice:SustainSymphony
Trebus’s vision for innovation is clear: make sustainability notonlypossible,butaccessibleandscalable.
The company’s flagship initiative is SustainSymphony, an ESG platform offering tools for organizers, venues, and partners to measure, manage, and report their sustainability performance transparently. It reflects international standards but remains practical and user-friendly Importantly, it is freely accessible with lower barriers and encourages widespreadadoption.
The impact is already visible. Events that once viewed sustainability as a cost factor now recognize it as a value driver.Dataandtransparencyhaveunlockednewopportunities – from operational improvements to access to green
finance.“Sustainabilityisshiftingfromareportingexerciseto atruegrowthenginefortheindustry,”Trebusnotes.
ThePowerofDataandInternationalStandards
ForTrebus,crediblesustainabilitystartswithrobustdata.He acknowledges that this is often a major hurdle, but emphasizesthattheeffortquicklypaysoff.High-qualitydatacreates long-term value, and genuine sustainability depends on verifiableimprovements.
Fromthestart,d&bensuredthatevenasmallESGplatform like SustainSymphony woulddeliverdataqualitycomparable tobankingstandards.“Credibilityonlyemergeswhenaligned with frameworks like the SDGs, CSRD, ISO, and the EU Taxonomy,”heexplains.
Sustainability, he argues, is now one of the most powerful driversofeconomictransformation.Butcompaniescanonly harness its potential if reporting is absolutely reliable – for shareholders,banks,partners,andcustomersalike.
ShapingtheNextDecadeofEvents
Theeventindustryisalreadyundergoingaprofoundtransformation – and has the potential to become a societal frontrunner Trebusidentifiesthreepriorities:
1. Net-Zero Events – climate-neutral production and reporting.
2. Circulareconomy–productsdesignedformultipleuse cycles,remanufacturing,andrecycling.
3. New Business Models – moving from ownership to services and sharing, enabled by digital transparency toolsliketheDigitalProductPassport.
“
At d&b, sustainability is not an addon. It’s a driver of innovation, competitiveness, and global relevance”
Increasingly, organizers adopt ISO 20121 to embed sustainabilitysystematically–fromweddingstotheOlympic Games. Trebus stresses that sustainable events are never accidents: “They are the result of good organization, clear processes,andcontinuousimprovement.”
Events, he adds, are societal milestones: “They can serve as showcasesforlarge-scaletransformation–inspiring,visible, andimpactful.”
CollaborationasaCatalyst
“Noeventtransformsinisolation,”Trebusinsists.Thatiswhy he engages actively with international standards bodies, associations,universities,andpolicymakers.
Together, they develop shared processes, tools, and roadmaps. In parallel, pilot projects with organizers and
production firms test innovations directly in practice. This multi-levelstrategy–politics,industry,practice–ensuresthat solutionsmovebeyondlaboratoriesintobroad,economically viableapplications.
Thebenefitsofefficiency,headds,quicklybecomevisiblein cost structures and competitiveness. Training and capacitybuildingareequallyvital,enablingallstakeholderstoactively shapethetransition.
Guiding Principles: Integrity, Impact, Resilience, Teamwork
Trebus grounds his leadership in four principles: integrity, impact, resilience, and teamwork. Integrity means honesty, even when uncomfortable. Impact means making initiatives measurable.Resiliencerecognizesthattransformationbrings setbacks.Andteamworkunderscoresthattruesuccessalways comesfromcollectiveeffort.
Transformation in the economy is oen perceived as something new – I’ve been shaping it for over 30 years.” “
A formative moment in his career was working within international standardization bodies, where he saw both the complexity and the immense power of creating shared processes. That experience deepened his conviction that transformation succeeds only through bridge-building –acrossindustries,nations,interests,andpeople.
ChallengesAhead:ComplexityandSpeed
Trebusiscandidaboutthehurdles.Complexityisthegreatest challenge – with global supply chains, diverse regulations, cost pressures, and cultural differences Meeting this challengerequirescleargovernance,standardizedprocesses, and digital tools, alongside empowering employees and fosteringacultureoflearning.
The second challenge is speed. Regulations, markets, and expectationsareevolvingfasterthanever.Trebusstressesthat transformation cannot be treated as a one-time project. “It must be understood as a continuous process that demands flexibility,adaptability,andendurance.”
AdviceforEmergingLeaders
Asked what advice he would give to the next generation of sustainabilityleaders,Trebusoffersthreeguidingprinciples:
• Strategy:Makesustainabilitycore,notperipheral.Build roadmapswithbindingtargets.
• Resilience: Stay committed through resistance. Transformationisamarathon,notasprint.
• Partnerships: Build alliances and networks. Nobody transformsalone.
Aboveall,hesays,don’tletsetbacksderailyou.“Everymajor change begins with small steps, pursued consistently. Sustainability thrives on continuity – and on the belief that everycontributionmatters.”
Looking Forward: Twin Transformation and Green Finance
For Trebus, the coming years are rich with opportunity. He highlights the Twin Transformation – the convergence of sustainability with digitalization, data, and AI – as the decisivedriveroffuturebusinessmodels.
“What looks like bureaucracy today will soon form the backboneoftomorrow’svaluecreation,”hepredicts.
Atthed&bgroup,thisvisiontranslatesintobuildingafutureproof ecosystem for the event industry – one that integrates sustainabilityintostrategy,operations,andfinance.Accessto green finance is a central part of that future. Sustainable events will increasingly qualify for new funding models, bridging ecology and economy in ways that create both resilienceandgrowth.
Cross-industrycollaborationwillalsobeessential.“Onlyby workingwithsectorslikeautomotiveandenergycanwescale transformationglobally,”Trebussays.
TheGreatestInnovationOpportunityofOurTime
For Robert Trebus, sustainability is not an obligation but an unparalleledinnovationopportunity.Asheconcludes:
“My mission as a leader is to ensure that not only the d&b group,buttheentireeventindustry,becomesaglobalpioneer ofsustainabletransformation.”
LEADERSHIP ADVANTAGE THE NEW
Inthetumultuousbusinessworldofourtimes,theold definitionsofleadershipashierarchy,authority,and controlarerapidlybecomingobsolete.Thegreatnew leadersarenowdeterminingsuccessnotintermsoftitleor influencebutintermsoftrust—thatslipperyyetpotent forcethatunitespeople,drivescollaboration,anddrives sustainablegrowth.Intheageofunprecedentedchange,the mostvaluableleadershipcurrencyistrust,mobilizinghighachieving,committed,andpassionateteamstoperformat theirbest.
FromCommandtoAuthenticity
Commandandleadershipwereoneandthesamefor decades.Powerwasflowingdownwardandbasedonroles andpositions.Butintoday'sworkplace—thatof empowerment,transparency,andcross-functionalteaming —anewmodelisrequired.Today'steamleadersdonot desirecommandordistancebutratherauthenticity, empathy,andtransparency.
Authenticityisthefoundationoftrust-basedleadership— beingyourself,reliable,andhonest.Leadingwithintegrity bybeingtransparentincommunication,owningupto mistakes,anddeliveringonpromisesbuildscredibilitynot foundedonrole.Authenticleadersgowheretheyare,not wheretheyaresupposedtogointhecompany
LeadingwithConnection
Inthisageofnetworking,leadershipisnotabout controllingpeople;it'saboutconnectingwiththem.
Employeesdesirepurpose,belonging,andmeaninginwhat theydo.Leaderswhobuildauthenticrelationshipsand showthattheycarefortheirpeopleashumanbeings, constructcultureswherepeoplefeelvaluedand empowered.
Trustisbuiltthroughsmallbutsteadyactions—listening, recognitionofcontribution,andgenuinefeedback.Once theyrealizetheirleadersrespectthemascolleagues,not subordinates,employeesreturnthefavorwithloyalty, creativity,andaccountability Theoutcomeisacultureof collaborationinwhichperformancebecomessomething everymembercanbeproudof.
TransparencyasaLeadershipSuperpower
Dataismorereadilyavailablethaneverandstaffwant transparencyataminimum,notanaddedextra.Innovative leadersrecognizethatopennessaboutinformation—about objectives,issues,andevenfailure—generatestrust.Ifthe staffareintheknow,theyareempoweredtobringinideas andsolutions.
Transparencydoesnotmeanover-sharingorlosingcontrol; transparencymeanstransparencyarounddecisions,honesty aroundexpectations,andhonestyaroundboundaries. Transparentleadershipinuncertaintydecreasesanxiety, createsalignment,andincreasescommitment.Transparent leadershipredefinesleadershipfromaplaceof commandingtoaplaceofpartnershipdrivenbytrust.
Empowerment,notcontrol,isvaluedintoday'sworkplace. Teacherswhoacceptlettinggoandtrustingtheirstaffto own,decide,andinnovateontheirowncreateacultureof sharedresponsibility.Micromanagingkillscreativity; empoweringsetsitfree.
Empoweringleadershipisaquestionofestablishinggoals, providingtheequipment,andthentakingastepbackand lettingpeoplegoanddoit.Psychologicalsafety,aswell— thatfeelingoftrustwhichteammembersneedinorderto feelsafeenoughtotakerisksandofferopinionswithout fearofpenalty Whenleaderscreatesuchspaces,theytap intocollectivesmartsandcontinuetogetbetter
IntegrityandConsistency
Integrityisafoundationforotherleadershipqualities. Integrityrequireshonestbehavior,doingwhattheythinkis right,andkeepingpromises.Managerswhodothisalways areethicalleadersintheirinstitutions.
Consistencyreinforcesintegrity.Whenleadersare predictablyconsistent—makingdecisionsonwhatisfair andrightandnotconvenientoraccordingtoone'smoods —theybuildstabilityinthemidstofchange.Peoplewill followthesekindsofleadersnotbecausetheyhavetobut becausetheywantto.
Leadershipnowisallaboutemotionalintelligence— knowing,managing,andrespondingtoemotionsinoneself andothers.Empathy,self-awareness,andcommunication skillsarenotsoftskills;theyareleadershipskills.
Emotionallyintelligentleadersareabletoreadwhentheir teamsareunderthreat,adjusttovaryingpersonalities,and remaincoolinthemiddleofafight.Empoweredbytheart ofhumandynamics,theybuildbridgesthatdonotbreak understress.Thatemotionalconnectiongivesbirthtothe trustthatleadsteamsthroughchaosandtransformation.
TheFutureofLeadership
Asorganizationsembraceflatterorganizationalstructures, remotework,andinternationalcollaboration,leaders tomorrowwillbeshapedbytrust.Titlesmayopendoors, buttrustopensthemajar.Leadershiptomorrowwillnotbe towieldpowerbuttoinspiretrust,fostercollaboration,and empowerotherstoleadwithyou.
Goodleadersaren'tledbecausetheyhaveatitle—they're ledbecausethey'rereal,theyfeel,andtheymakepeople feelseenandempowered.Trustlastslongerthanpower ultimately,andrelationshipslastlongerthanrank.
Leadershipistransformingfromtitle-hierarchytotrust culture.Buildingtrust—bybeingauthentic,transparent, empoweringothers,anddemonstratingintegrity—isthe newleadershipedge.Trustignitescultureswhere individualsareabletocontributetheirfullpotential, innovationblossoms,andperformanceissustained.
Therealgaugeofleadershiptodayisn'tthequantitywho workforyou,butthequantitywhotrustinyou.Those leaderswhohaveanideaaboutthisparadigmconstructare notonlyofgreatorganizationsbutofanenduringlegacy uponrespect,purpose,andhumanconnection.
THE ART OF
TRANSFORMATIONAL LEADERSHIP
Today’sleadershipisn'taboutbeingthebossor stickingtooutdatedrules.Goodleaderscreate changeinthemselves,theirteams,andtheir companies.Forgetorderingpeoplearound;it'saboutgetting themexcitedabouttheworkoranyactivity Yougetpeople pumpedaboutgrowing,pushthemtothinkbig,andset goalseveryonesharessoyoucanallmoveforward.
LeadershipNow
Withtechchangingeverything,folkswantingdifferent thingsfromwork,andtheworldfeelingshaky,theolddoas Isayleadershipdoesn'tcutit.Peopledon'tjustwant instructions;theywanttofeelliketheirworkmattersand thattheyhaveavoice.
So,leadersconnectpeopletoabiggerpurpose.Theydon't justfocusonthedailygrind;theygetpeoplestokedabout it.Theyusetheirabilitytogetpeopleexcitedandlinktheir owngrowthtowhatthecompanywants.Thismakes workplacesplaceswherepeopletrusteachotherandcome upwithawesomeideas.
WhatMattersforLeaders
Itstartswithbelievinginpeople.Leadersknowthatchange startswithyou—yourattitudeandwhatyoubelieve.By beingreal,caring,andclear,theymakepeoplefeelheard andvalued.
Fourthingsmatter:
Inspiration:Gettingpeopleexcitedwithasimpleideathat pushesthemtobethebest.
Thinking:Gettingpeopletobrainstorm,questionstuff,and fixproblems.
Caring:Takingtimetogetwhatpeoplearegoodat,what theywant,andtheirproblems. BeingaRoleModel:Showingthewaybybeingrealand committed.
Thesethingshelpteamsdomorethanjustworkfora paycheck.Ithelpsthemworktogetherforacommongoal andgrowtogether.
WhatLeadersDo
Realchangebeginswithknowingyourself.Leadersneedto knowwhatmakesthemtick,theirbiases,andwhatthey needbeforetheycangetanyoneelsefiredup.Theyare alwayslearning,thinking,andgettingbetterat understandingothers.Theyseebeingopenabouttheirfaults asstrength--owningtheirmistakes,takingcriticism,and learningfromscrew-ups.
Beingopenbuildstrust,whichcomesfrombeingreal. Goodleaderstakecaretobridgethegapbetweenpower andpeopleandmakeitokayforeveryonetobethemselves atwork.
PeoplePower
Goodleadersknowthatmakingpeopleempoweredisn't justaboutgivingupcontrol;it'saboutmakinginfluence bigger.Theyhelppeoplegrow,letthemmakecalls,and rewardthemfortakingcharge.Insteadofmicromanaging, theyguideandmentorandsupportpeopletoowntheir work.
Thisspreads.Iffolksthinkthey'retrustedandcaredfor, theybecomemorecreative,bouncebackbetter,andwork bettertowardssharedgoals.Whathappensisateamculture wherepeoplepushthemselvesbecausethey'reexcited,not becausetheyhaveto.
HandlingChangewithaCoolHeadandAKindHeart
Leadersareimportantduringmessyorchangingtimes. Theydon'tpanic;theyknowtheirpurpose.Theyhavea vision,shareithonestly,getteamsonthesamepagewith values,andkeepthingsflexible.
Then,theycareaboutpeople.Theymakepeoplefeelsafe andabletohandletoughspotsbyunderstandinghow changehitsthem.Theiractionsturnbadtimesintochances toimprove—asacompanyandasindividuals.
SeeingtheBigStuff
Numbersmatter,butleadershipalsomeasuressuccess:if peoplearemoreengaged,worktogetherbetter,andkeep growing.Therealmeasurementishowmuchenergy, creativity,andcommunityagrouphas.
Whenpeopleareconfident,theylifteveryoneelse.This makesthewholecompanymoreinnovative,productive, andfeellikeithasapurpose.
WhatLeadersLeave
Leadersleavelastingeffects,notjustinpositions,butinthe peoplethey'vehelped.Youcanseetheirleadershipinthe leaderstheymake,theteamculturetheybuild,andthe changestheymake.Theyknowchangeneedstime.It'snot aone-offthing.It'ssomethingthatstartsasanopinionand isfollowedbyaction.
Theyhavethatinnerglowandcreatecultureswheregrowth andpurposemeet.Theresultofleadershipextendsbeyond companylinesintomarkets,communities,andfutureteams.
Conclusion
Leadershipislikeanartbecauseitcanbringoutthebestin people—inyourself,inateam,andinthewholegroup.It's leadershipbeyondtheorgchartandkeepingscore.It's abouthuman,sharedpurpose,andtruegrowth.
Leadingmeansleadingwithaclearmind,caring,and bravery.Itmeansgettingpeopleexcitedtonotonlyfollow butalsotolead.Inatimeofchange,leadershipis important—nottoorderbuttocreaterealchange.
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