FELIPE MENDES
The Architect of the Corporate Mind
Vision isn’t what you see. It's what you build
earReaders,
Theword‘visionary’getsthrownaroundalotinbusiness,oftentodescribeanyonewitha futuristicidea.Buttruevisionisn’taboutpredictingthefuture;it’sabouthavingtheclarity toseethepresentforwhatitisandthecouragetotransformit.Themostvisionaryleaders arenotjustdreamers;theyarearchitectsofchange,expertsinnavigatingthemessy,complex,andoften painfulworkofturningastrugglingenterpriseintoathrivingone.Itisthisbrandofhands-on,resultsdrivenleadershipthatwecelebrateinourspecialissue,TopVisionaryLeaderstoWatchin2025.
Ourcoverstory,FelipeMendes,FounderandCEOofBrains&Bytes,istheembodimentofthis philosophy.Hiscareerisapowerfulcasestudyinchoosingthehard-wonlessonovertheeasypath.At 34,heleftthesecurityofaglobalgiantlikeUnilevertotakethehelmofasmaller,culturallybroken, andfinanciallybleedingcompany.Itwasatrialbyfire.Thatexperiencetaughthimafundamentaltruth thatnowdefineshiswork:youcannotfixabalancesheetuntilyoufixthehumansystembehindit. Today,throughhisfirmBrains&Bytes,hedoesn'tjustconsultondigitaltransformation;heguides executivesthroughtheintricateworkofchanginghowtheirpeoplethink,askillforgedoverdecadesof leadinghigh-stakesturnaroundsandM&Aintegrations.
Thiseditionalsorecognizesadiversegroupofleaderswhoaredemonstratingvisionintheirown distinctarenas.WefeaturetheprofoundsocialimpactworkofAnnaRottenecker,FounderofThe PhoenixInitiativeforHumanDignity;themarket-definingbrandbuildingofTonyCalamita, Co-FounderandCEOofLoveHemp;theenterprisetechnologytransformationledbySavneetSingh, PresidentandCEOofPARTechnology;andtheservicemodelinnovationofSeanHicks, CEOofNewLeafServiceContracts,Inc.
Theleadersprofiledinthesepagesarenotdefinedbytheirabilitytogazeintoacrystalball.Theyare definedbytheirwillingnesstorolluptheirsleeves,diagnosetherealproblem,andexecuteadifficult planwithprecisionandempathy.Theyremindusthatthemostvaluablevisionistheoneyoucan actuallybuild.
PaNKAJ GHOLAP Managing Editor
PUBLISHER
EDITOR-IN-CHIEF
VIKRAM
MANAGING
PROJECT
Mirror Review Media & Tech
AKSHAY
Cover Story
FELIPE MENDES
FELIPE MENDES
The Architect of the Corporate Mind
After decades of leading high-stakes corporate
turnarounds, Felipe Mendes is building a new kind of consultancy. His belief: before you can transform a company’s technology, you must first transform how its people think.
Theyearwas2008,andFelipeMendesstoodataprofessional crossroads.Atjustthirty-fouryearsold,hehadbuilta successfulcareerasanexpatriateMarketingDirectorat Unilever,aglobaltitanofconsumergoods,aworldof structuredprocessesandestablishedbrands.Hemadethe decisiontoleaveitallbehind.HeacceptedaroleasPresident ofaglobalmarketresearchcompany—asmaller,less structuredprofessionalservicesbusinessthatwasbleeding money.Hisfirsttaskuponarrivalwasnottoinnovate,butto triage.Hehadtorenegotiatethebudget,makeseverecutsto thecostbasetostanchtheP&Llosses,andredesignthe commercialstrategyfromthegroundup.
Thecompanyheinheritedwasnotjustfinanciallyunstable;it wasculturallybroken.Employeeengagementwaslow,andthe mostfundamentalvalueinanyservicebusiness—trust—was conspicuouslyabsent.Forayoungexecutiveaccustomedtothe robustframeworksofamultinationalCPGgiant,thiswasa trialbyfire.Hemadethetoughdecisions,andslowly,the resultsfollowed. Thefinancialsstabilized,clientsrespondedto thenewstrategy,andteammoralebegantorecover That experience,henowsays,wasthemomentthatignitedhis passionfortransformation.
Itwasthefirsttimeherealizedthatturninga businessaroundwaslessaboutspreadsheets andmoreaboutthecomplex,oftenmessy, workofchangingahumansystem.This journeywouldeventuallyleadhimto establishhisownfirm,Brains&Bytes,where henowservesasfounderandCEO.
TheMakingofaTransformation Specialist
Felipeisformallyabusinessadministrator withaspecializationinMarketing,buthe defineshimselfasalifelonglearner
Throughouthiscareer,hehasconsistently investedinhisowneducation,pursuing coursesinmanagement,leadership,and businessstewardshipattop-tieruniversities intheUK,US,andBraziltostaycurrent withthemostadvancedthinking.This commitmenttolearningprovidedthe theoreticalframeworkforthepractical,highstakeschallengesthatwoulddefinehis professionallife.
Think about adding value to others. This should be the
goal for every
professional.
Nearlyadecadeafterhisfirsttrialbyfire,in2017,Felipefacedhis secondgreattest,onethatwouldcementthephilosophythatnow defineshiswork.HebecametheLatinAmericaPresidentofGfK, adataanalyticspowerhouse,justasthecompanywassailingintoa perfectstorm.Themarketwasshiftingbeneaththeirfeet. Externally,majorclientswereverticallyintegratingtheirowndata analyticsservices.SomeofGfK’sdataproviderswerebeginning tobypassthem,sellingdirectlytoindustryclientsatmore competitiveprices.Afewkeyretaildatapartnerswereactively workingto “eliminate the middle man,” threateningacorepartof theirbusinessmodel.
Theinternalsituationwasjustasprecarious.Thecompany’s marginswerecompressed,adirectresultofahigh-touch,low-tech servicemodelthatwasexpensivetomaintain.Thesalesprocess itselfwasinefficient,withthesamepeopleresponsibleforboth salesanddelivery,creatingaconstantbottleneck.Tocompound thepressure,GfKhadbeenacquiredbyKKR,aventurecapital fund.Thearrivalofprivateequitywasviewedwithdeep reluctancebytheteam.Theinitialactivities—sellingoffless profitablebusinessunits,closingofficesinsomecountries,and makingseniorpeopleredundant—unleashedawaveofanxiety. ThisledtowhatFelipedescribesasregrettablelossesofkeytalent acrossLatinAmericaandpushedemployeeengagementtoanalltimelow Thiswasthebusinesshewasgiventomanage.
KKRprovidedasoundstrategyanda “textbook”digitaltransformationplan. However,Felipequicklyrealizedthe planonpaperwasonlyafractionofthe realchallenge.Themostdifficultwork wouldbetochangehoweveryone—his internalteams,hisdataproviders,his strategicpartners,andevenhis clients—thoughtaboutthebusiness.It requiredafundamentalrewiringof perspectives,expectations,and behaviors.HecallsthisaCognitive Transformation
“Itwasatough,butbeautiful CognitiveTransformation,whichI’m extremelyproudof,”Felipesays.The processwasarduous,involvingdifficult conversationsandarelentlessfocuson rebuildingtrust.Buttheoutcomewasa testamenttotheapproach.TheLatin Americandivisionemergedwithmuch healthiermargins,top-tierNetPromoter Score(NPS)resultsfromclients,anda recordlevelofteamengagement.This experience—navigatingabusiness throughexistentialmarketthreatsand deepinternalturmoil—becamethe crucibleinwhichhisownunique consultingphilosophywasforged.
TheGenesisofBrains&Bytes
Aftermorethanadecadeofleadingsuch high-stakestransformationsfromwithin, Felipeidentifiedacriticalgapinthe externalconsultingspace.Heobserved thatwhenestablishedconsultancies managelarge-scaledigital transformations,theyoftenaddalayerof “changemanagement”andcultureas partoftheiroffering,however,he contendsthatthishumanelementis frequentlytreatedasasecondarypriority “The most ‘sexy’ part are the techenabled activities and projects,” he explains. “As a consequence, most of the resources, either money or senior, talented people, are allocated in reviewing business processes and implementing the digital way of work.”
Life is all about where you put your best energy. It's not just time allocation, it is about intentionality.
Thisapproach,hebelieves,issufficientifthegoalismerelytodigitizeacompany.But ifthegoalistotrulytransformhowacompanythinks,operates,andcompetes,a deeper,moreintegratedapproachisnecessary.Hefounded in , Brains&Bytes 2025 headquarteredin ,toaddressthisgap.Thenameitselfencapsulates SãoPaulo,Brazil hiscorephilosophy.Thecompany slogo,abutterfly,furtherillustratesthisconcept, ’ representingfourdistinctphilosophicalpillars:
First,thebutterflysymbolizesmetamorphosis. “Just as a caterpillar embarks on an unseen journey within its chrysalis only to emerge as something entirely new,” he explains,“weguideorganizationsthroughtheirownmetamorphoses—nurturing growth,refiningvision,anddeliveringstunning,tangibleresults.”
Second “butterfly effect.” ,itrepresentsthe
Thisistheideathatevenasubtle disturbance—ashiftinprocess,anewtechnology,asinglestrategicdecision—can rippleoutwardtoreshapemarketsoravertacrisis.Brains&Bytesaimstohelp companiesanticipatechangeandharnesstheforceoftheseincrementalimprovements.
Third,thelogodrawsonalinguisticinsight.FelipediscoveredthatinHarari,an Africantongue,thewordfor“butterfly”isrootedintheconceptofabook—avesselof knowledgeandstory. hesays, “It’s a poetic reminder,” “thateverytransformationis bothinformedbywisdomanddestinedtowriteanewchapter.”
Fourth,andmostcentraltohismodel,thebutterflyrepresentssynchronicity Thetwo wingsmustmoveinperfectharmonyforthebutterflytofly TheBrains&Byteslogo places“Brains”ononewingand“Bytes”ontheother,reflectinghiscorebeliefthat onlybyleveragingboththecognitive,humanelementandthetechnological,digital elementinperfectunisoncanacompanyachieveasustainabletransformation.’
TheMethodologyofaCognitive Transformation
So,whatdoesaCognitive Transformation,asenvisionedby Brains&Bytes,actuallylooklike? Felipeoutlinesaprocessthatbegins notwithtechnology,butwithculture. Thefirststepisa . culturaldiagnostic Thegoalistoanswerthemost fundamentalquestion:“Dowehave the‘techmindset’neededtosupport thebusinessmodelwe'llbuild?”He assessesthisbyinterviewingkey leadersandmiddlemanagersabout theirviewofthebusinessandtheir visionforthefuture.
“If they just present an incremental thinking, if they don’t think about a couple of specific technology applications to enable either the business or their function, if they just consider traditional competitors… well, maybe they don’t have the right mindset,” hesays.
Theoutcomeofthisdiagnostic determinestheambitionoftheentire project.Ifsignificanttimeand resourcesmustbeinvestedinshifting theculture,theinitialtechnological changesmightneedtobemoremodest inpaceorscope.Astheadagegoes, “Cultureeatsstrategyfor breakfast.”
Afterthisinitialexercisecomesa detailedValueChainReview, structuredinthreeparts:
1.ValueGeneration:Thisphaseseeks touncoverthebusiness’sunique contributiontoitscustomersand society.Forexample,everyretailer addsvaluebycuratinganassortment ofproductsandreducingfrictioninthe purchasingjourney.Thereviewaims tounderstandthe specific valuea particularbusinessgeneratesandhow thatisperceivedbyitsclients.
Thisinvolvesinterviewingclient-facingstaff,likestore managersorclientsuccessteams,butalsoclients,whobring theiractualperceptionofthecompany’sabilitytotrulyadd valuetotheirbusiness.Thenwematchinternalandexternal perceptions,sharingitwiththeCEOandCFO,whoare confrontedbyhowtheirresourceallocationtranslatesinto actualvaluegenerationfortheirclients’.
2.ValueCapture:Thisisabouthowthecompanyattracts customersandmonetizesitsbusinessmodel.Thereview scrutinizesSales,Marketing,andPricingfunctions.A centraltaskhereistoidentifythe “ideal customer profile” (ICP)—thetypeofclientthatbringsthehighestmarginsor lifetimevalue.Thisisacrucialdiscussion,asallsubsequent activities,frommarketingchannelstosalesteamstructure andpricingmodels,shouldbealignedtoattractandserve theseICPseffectively
3.ValueProduction:Thisisthemostextensivepartofthe review,dealingwithalltheinternalprocessesrequiredto createanddeliverthecompany’soffering.Thisiswherethe operatingcostslie.Forservicecompanies,thisoften presentsthegreatestopportunityforsystematizationand productization,butitalsoinvolvesmovingsenior professionalsoutoftheircomfortzones.
Felipeisadamantabouthisdelivery approach.Herejectsthetraditional modelofaconsultancythatdelivers aPowerPointpresentationoutlining whatacompanyshoulddo.
“Iwantthemtodevelopproposals with me, with theirclients,andnot receiveit from me,”heinsists.His processisagileandcollaborative, involvingstakeholdersfromacross thevaluechain—internalteams, partners,providers,andexternal clients.
Thisco-designapproach,heargues, isessentialforacceleratingadoption andensuringthetransformationis enduring.Felipeacknowledgesthe challengeofpushingclientsbeyond incrementalimprovements, referencingthejokethat“thebest alternativeforahorse-drawncart wasn'tmorehorses,butacar.”He seeshisroleaschallengingthe statusquo,evenifthefirststepis simplyadigitizationofkey processestobuildtrustand momentum.
TheHumanElement:People, Industries,andBalance
Felipebelieveshis“Brains-meetsBytes”modelismostimpactfulin industrieswherepeoplearetruly essentialforlong-termsuccess.
WhileCPGandDurablescompanies relyheavilyonprocessesand systems,othersectorsarefarmore people-dependent. “Retail is a sector which is highly people dependent,” henotes. “They sell to people, they are run by people, and the overall focus of the company is in how people work.” Becauseretail marginsareoftencompressed,these companiestendtoinvestlessin back-officefunctions,makinga transformationplanthatprioritizes peopleandcultureparticularly effective.
ButthesectorwhereheismostenthusiasticisProfessional Services.Thesecompaniesareaspeople-dependentas retailers,buttheircultureof“onlypeoplematter”iseven moredeeplyingrained.
“The senior professionals are so proud of their own work and of their individual cumulative knowledge that it is extremely hard for them to accept a digital transformation proposal, where a ‘low touch, high tech’ model takes place,” he explains.
Hisseventeenyearsofexperienceleadingtransformationsin thisexactenvironmentgivehimauniqueadvantage.Hehas boththeformaltrainingandthehard-wonexperienceof implementingthesechangesasaregionalpresident.Healso noteshowculturalrealitiescanaffectthiswork,observing thatcrisesoftenleadtogreaterflexibility. “Executives in Brazil and Argentina are more open to question the status quo than in Chile, which has been a more stable country to make business in the last 20 years,” Felipesays.
Leadingpeoplethroughthediscomfortoftransformationis, heacknowledges,incrediblydifficult.Felipeidentifieshis numberoneimperativeascommunication:frequent, transparent,andspecific. “As there are so many unknowns in these processes, people become anxious and defensive,” he says.Hebelievesleadershipmustacknowledgethis,provide clearresponses,andbehonestaboutwhattheydon'tyet know “Sharingtheirownvulnerabilitybringspeople closer,”headds,“triggeringtheirwillingnessto collaborate.”
Thisfocusonthehumanelementextendstohispersonal philosophy.Felipedislikestheterm “work-life balance,” asit impliesworkistheoppositeoflife.Hepreferstothinkofitas abalancebetweenwhereone puts energyandwhereone recovers energy “Lifeisallaboutwhereyouputyourbest energy,”hesays.“It’snotjusttimeallocation,itisabout intentionality.”
Heacknowledgesthatatdifferenttimes,workitselfcanbea sourceofbothexpenditureandrecovery.Thereweretimes,he notes,whenarewardingjobwasnottheprimaryplacehe recoveredenergy,sohefounditelsewhere,throughmore exercise,writingaboutbusinesstrends,orevenbingewatchingseries.Now,ashebuildshisnewcompany,hefinds thathebothgivesandtakesbackenergyfromthepassionate workoffinishinghisbookand“coding”hisknowledge.To counterbalancethementaldrainofthisintensefocus,heis playingmorebasketballandwatchingmorefootballmatches thanever “And I feel perfectly balanced,” hesays.
TheVisionandtheLegacy
Lookingahead,Felipe’sgoalsfor Brains&Bytesareclearandstrategic.Heis finalizingabookthatwilldocumenthis CognitiveTransformationprocess,witha specificfocusonProfessionalServicesfirms,a sectorhebelievesisthemostunderservedin LatinAmerica.“Therearemany consultancieswhichhaveIndustryand Retailexperts,buttransformationprojects forProfessionalServicesisstillablue ocean,luckilyforme,”hesays.
Felipeintendstodedicatehisbusiness developmenteffortstohelpingmid-sized companies,thosewith40-50ormore employees,whicharelargeenoughtohave significantchallengesbutmaynotbeserved bythelargestconsultingfirms.Forthe numeroussmallerprofessionalservicesfirms, thosewith5to10employeesthatcannot affordaformalconsultancy,hismissionis different.Heplanstodevelopinspiring content—trainings,whitepapers,podcasts,and consultingguides—sotheycanimprovetheir businessesina “try and learn” environment. “This is how I intend to give back to this amazing Sector, which was so important in my professional and personal life,” hesays.
Hisadviceforemergingleadersreflectshis ownjourney.Heurgesthemtofocuson addingvaluetoothers,asthisiswhat customerspayforandwhatbringsdeep professionalsatisfaction.Andhestressesthe importanceofcontinuouslearning.
“As a consultant, you need to be at the edge of your domain, once people will hire you to hear fresh perspectives, innovative thinking, and profound knowledge. So keep studying and keep talking to potential clients, to develop your skills, so you’ll serve the world with confidence” Felipeconcludes.
In the demanding world of human rights, where burnout is rampant and resources are scarce, Anna Rottenecker is building a new kind of infrastructure. Her organization, The Phoenix Initiative for Human Dignity, is a quiet, digital sanctuary designed to sustain the people on the front lines of upholding human dignity.
Therearemomentsinalifethat,in retrospect,serveasacleanpointofdivision, alinedrawnbetweenoneselfandanother For ,onesuchmoment AnnaRottenecker occurrednotinasingleinstant,butovera periodoftimespentintheworldofhighstakessportssponsorships.AsanEvent ManagerforaSwissinsurancecompany, shefoundherselforganizingcorporate hospitalityatprestigioustournamentslike theDavisCupandtheSpenglerCupin Davos.Itwasaworldofglamour,influence, andimmensefinancialinvestment.Itwas also,shecametofeel,aworldof “ .”Thestarkcontrast meaningless waste betweentheenormoussumsofmoneyspent ontheseeventsandthepressingneedsshe knewexistedelsewherebegantocreatea profoundsenseofdissonance.
ThisfeelingpropelledAnnatoleave.She tooktimeoffforreflection,ajourneythat ledherthroughthecountriesofSouthern Africa.There,inatownship,shebegan workinginalocalHIVclinic.
Theclinic,alongwithahostofothervitalcommunity projects,wasrunbyvolunteersandlocalgroupsoperating withalmostnofunding.Theresourcefulnessand dedicationshewitnessedstoodinsharprelieftotheworld shehadleftbehind.Theexperienceplantedaseed.Itwas thebeginningofwhatshenowcallsher“ .” second life
ASecondLife,ForgedinScarcity
OriginallyfromGermany,AnnareturnedtoSwitzerland and,withthesupportofthecountry’srobustsocial securitysystem,tookherfirststepintohernewcareer Itwasamodestbeginning:asix-month,less-than-halftimepositionwithCaritas,fundraisingforanational awarenesscampaign.Thiswasherentrypointintothe non-profitsector.Buttherealitiesofthisnewworld quicklybecameapparent.Justayearandahalflater,she wasmaderedundantfromanotherNGOduetoalackof funding.
Itwasafterthissetbackthatshefoundhertruecallingwith theAssociationforthePreventionofTorture(APT).The yearsshespentwiththeAPTwereformative.Annamet someofthemostinspiringanddedicatedfiguresinthe humanrightssector.Shealsoexperiencedfirsthandthe immensechallengestheseorganizationsface. Shelivedthroughthebeginningofaperiodofstrategic change,atimewhenfundingstreamswerequietly beginningtodecline.Sheraisedconcernsaboutthe organizationalrisksshesawonthehorizon,buther warningswerenotheard.Thisexperience—witnessingthe vulnerabilityofevenestablishedorganizations—would deeplyinformtheworkshedoestoday.Herjourneyhad takenanotherturn,fromageneralinterestinnon-profit worktoaspecific,focusedpassionforhumanrightsand, crucially,fortheorganizationalresiliencerequiredto sustainthatwork.
Thispassionwasfurtherignitedduringherengagements withgrassrootsorganizationsinAfricaandAsia.In conversationswithlocalleaders,sheheardarecurring storyoffrustration.Theyfeltoverwhelmedbythe expectationsofinternationalfunders,discouragedbythe slow,inherentpaceofprogressinhumandignitywork, andexhaustedbytheincreasingbarriersputintheirway Theywereindesperateneedofprofessionalfundraising andmanagementsupport,butcouldnotpossiblyaffordit.
“I kept thinking that there must be a way to share this knowledge with those on the ground who are, in the end, the real bastion of upholding human dignity in their communities,”Annarecalls.
Fromthisidentifiedneed,ThePhoenix InitiativeforHumanDignity(PH-I)wasborn. Foundedin2024,itwasconceivedasa collaborative,fullyremoteplatform.Itsmission istosupportthecivilsocietyorganizations, informalgroups,andmovementsworkingonthe frontlinesoftheruleoflaw,humanrights, democracy,andjustice.Thegoalisnottolead theirwork,buttohelpthembuildtheresilient, healthyorganizationalstructurestheyneedto surviveandthrive.Itismeanttobeasafespace forhumanrightsdefenderstolearnfromeach other'schallenges,shareopportunities,and accesstheknowledgeandtoolsrequiredto withstandtoday’sthreats.
TheViciousCycleofSupport
Throughherwork,Annaidentifiedaseriesof systemicchallengesthatgrassroots organizations,particularlyintheGlobalSouth, consistentlyface.Manyofthesechallenges,she notes,areinadvertentlycreatedbythevery fundingsystemsmeanttosupportthem,creating akindofviciouscycle.
Internationalfundersareoftenhappytopayfor trainingandorganizationaldevelopmentforlocal groups.However,theknowledgegainedfrom thesetrainingsessionsrarelystayswiththe organizationforlong.“Salaries are often so low that the staff that received training soon walks off for better paid positions in international NGOs that have a local office in their country,”Anna explains.Thegrassrootsorganizationisthen forcedtohirenewstaff,whointurnneedtobe trained.However,funderstypicallyonlyoffer thiskindofsupportonceortwiceinafunding cycle,andsovaluableknowledgeisperpetually lost.
Anotherchallengeliesinhowfundingis allocated.Muchofhumandignityworkinvolves advocacy,legaladvice,andtraining—activities thatarelabor-intensiveandrequiresalariesfor skilledpeople.“Funders have a hard time to accept that this is where their investment will generate the highest impact,”Annasays.They oftenfailtorecognizethatthecostoflivingin manypartsoftheGlobalSouthcanbejustas highasintheGlobalNorth.
Finally,thereisthesheeradministrativeburden. Westernfundingframeworksareoftenrigid,with overwhelmingpaperworkandstrictrequirements, suchasformalNGOregistration,heavyreporting, theexistenceandapplicationofformalinternal policies,tonamejustafew Manygrassroots organizationsstruggletomeetthesedemands effectivelylockingthemoutofpotentialsupport.
AnArchitectureofAccessibleResilience
ThePhoenixInitiativewasdesignedspecificallyto addressthesechallenges.Annadevelopeda triangularapproachbuiltonKnowledge, Learning,andCooperation Theentireplatform isonline-based,makingitaccessiblefrom anywhere,atanytime,andaffordable.Thismodel isadirectresponsetotherealitiesofhertarget audience.Civilsocietyorganizationsinrestrictive environmentsareoftenunderintenseobservation andcannottravelsafelyoreasily Therelative anonymityoftheinternetallowsthemtoaccess resourcesandengagewithpeersatadecreased risk.Furthermore,humanrightsdefendersare chronicallyshortonbothtimeandfunding.An online,on-demandplatformallowsthemtoaccess resourceswhentheyhaveamoment,orwhenthey arefacingaspecificproblem,acceleratingtheir abilitytofindsolutions.
Knowledgeiscurrentlydeliveredthroughtwokey resources.Thefirstisa of VirtualEncyclopaedia organizationalmanagementresources,tailoredto theuniqueneedsofhumanrightsorganizations,all housedinoneplaceatwww.phoenix-initiative.org. ThesecondistheDignityFundingSphere (www.dignity-funding.com),theonlydonor databasededicatedsolelytofundingforpeace, justice,humanrights,democracy,andSDG16.
LearningatPH-Iisdefinedbyablendofexpert onlinecontent,peer-to-peerexchange,and dedicatedcoaching.Theplatformofferse-learning modulesthatarenotboundbytimeorplace, allowingorganizationstotrainnewstaffonan ongoingbasisandcombatthe“braindrain”effect. Acentralpartofthelearningmodelisthepodcast, “PH-IAgainsttheOdds,”whereAnna interviewspractitionersfromaroundtheworld tosharetheirlessonslearnedfromboth successesandfailures.
Cooperationisthethirdpillar.Inacompetitiveandoften isolatingfield,Annabelievesthatsolidarityisessentialfor buildingoperationalresilience.ThePhoenixInitiative facilitatesnetworkingamonglike-mindedorganizations,helps generatefirstcontactwithhumanrightsfunders,and promotestheconceptofjoiningforcesthroughconsortiato strengthentheircollectivevoiceandimpact.
TheLeaderattheHelm
Asthefounderofanorganizationstillinitsstart-upphase, Anna’sdailylifeisabalancingact.Asamotheroftwo, shetypicallywakesuparound5:30or6:00a.m.togetwork donebeforeherchildrenwakeup.Theinitiativeiscurrently fundedbyherownongoingconsultingengagements,areality thatcreatessignificanttimeconstraints.“I constantly struggle where to best put my energy,”sheadmits.“I have learned to be very gentle with myself in this regard now.”Herdayis currentlydividedbetweenherpaidwork,buildingthefirst e-learningmoduleforPH-Iwithherteam,andcultivatinga communityofcollaborators.
Theworkingdaysarelong,butthemotivationisclearand consistent.“The recognition I receive from human dignity leaders on the ground who hear about the initiative and keep telling me how important access to knowledge and learning at any time and from everywhere is to them is enough for me to continue,”Annasays.
Herpersonalphilosophyisdeeplyembeddedinthe organization’swork.Shedeliberatelyusestheterm“human dignity”insteadofthemorecommon“human rights.”Forher, theconceptofhumandignityismoreintrinsicand encompassing.Itimpliesthateverypersonhasaspecialvalue simplybyvirtueofbeinghuman.“Upholdingthedignityof aperson,”Annaexplains,“also means to actively listen, and ask, not assume, what is needed to protect and promote human dignity. It helps me to stay grounded and to always see the person as the main reason for the actions we undertake.”
Thissamenuancedperspectiveappliestohowsheviews impact.Whileworkingtowardssystemicchangeisthe ultimategoal,shebelieveseverysmallvictoryalongthewayis atangibleimpact—amediareportraisingawareness,avictim gainingaccesstojustice,aparliamentarianreadytoworkona newlaw
AVisionforaSustainableFuture
ThoughAnnasayssheis“exploding with ideas,”shehas learnedtotakehervisionforThePhoenixInitiativeonestepat atime.Herimmediateplansincludeexpandingherpeerexchangepodcastseriesandbuildingoutacomprehensive, accessiblee-learningplatform.Shedreamsofadaywhenthis platformcanofferaviablealternativeforgrassrootsleaders whoareoftenswampedwithtime-consumingcapacitybuildingrequirements,freeingthemuptodotheessential worktheyaretherefor.Shealsoenvisionscreatingaspace wheretheseleadersknowwhotocallforpracticaladviceand canfindpeerstosharetheirstrugglesandworrieswith.
Beyondherprofessionallife,shefindsgroundingand replenishmentinherfamilyandhercreativepursuits. Afterchallengingdays,sheenjoysthesimplemoments withherchildren—theiruncomplicatedviewsonthe world,theirjoyoveranicecream.Shelovescreating thingswithherhands,fromsewingandbakingto transformingfruitsfromhergardenintojuiceand renovatingfurniture.Herfriends,manyofwhomhave chosencompletelydifferentlifepaths,provideavital spaceforhertodisconnectandrecharge.
Whenaskedwhatshewouldsaytohumanrights defenderswhofeelisolatedintheirmission,Anna’s messageisoneofsolidarityandconnection.“I would like them to know that they are not alone, that we are here to listen to them, their challenges, and to support their hard work,”shesays.Shewantsthemto understandthatifitisnotpossibletomeetinperson, humanonlinecontactcanbeapowerfulandeffective alternative.
FROM “SECRETARY” TO CEO
The Freight Boss Who Rewrote the Rules
Youdon’tstumbleintoaleadershiproleinamale-heavyindustry. Youtakeit.
Andwhenyoutakeit,youdon’taskforpermission—youbuildyour ownplatform,setyourownrules,andmakesurenoonecanevershrink yourtitleagain.
That’sexactlywhatDianadid.Today,sherunsTexasGlobalServices, afreightforwardingpowerhouseoutofHouston.Thecompanymoves goodsacrossoceans,skies,andborders—anddoesitsowellthatglobal playerstrustthemwithprojectstoocomplexforanyoneelsetotouch.
Buthere’sthepartpeoplemiss:herbusinessdidn’tstartfromaplaceof strategyandcapital.Itstartedfromsurvival.
TheJobSheTookJusttoPaytheBills
Dianawasn’tlookingfora“careermove”23yearsago.Shewasanewly divorcedmomwithtwokids,noworkhistory,andnosafetynet.
Sheneededajob.Anyjob.
Afriendpulledherintoasmall,woman-ownedfreightforwarding company.Shedidn’tknowwhatafreightforwarderwas—andifyou don’teither,here’sthequickversion:
Freightforwardersarethebackstagecrewofglobaltrade.Theymove goodsfromPointAtoPointBacrossland,sea,andair Theycoordinate thetrucks,ships,planes,warehouses,andallthepaperworkinbetween.
It’smessy.It’shighstakes.Andifyouscrewitup,someone’smilliondollarshipmentcanvanishintothinair.
Thatfirstjobdidn’tjustteachhertheropes.Ithandedherablueprintfor survivalinamale-dominatedindustry.Shelearnedhowtospeakupin roomswherehervoicewasn’texpected.Shelearnedhowtonegotiate withoutblinking.Shelearnedthatconfidenceisn'tabouthowloudyou are—it’saboutknowingyourworthandrefusingtoundersellit.
TheMoveThatAlmostBrokeHer
Yearslater,Dianajoinedaformercolleague— someoneshehadmentored—athisnewfreight forwardingcompany.Sheworkedoncommissionand crushedit.
Butthecommutewasbrutal.Twohourseachway,every day.Healthproblemsstartedpilingup.Sheknewshe couldn'tkeepupthatpaceforever.
Herhusband,whohadanITandbookkeeping background,keptsaying, "Start your own company. You can do this.”
Shekeptsayingno.
Why?Becauselikemostpeoplestandingattheedgeof entrepreneurship,shesawthecliff,nottherunway.She didn'tknowaccounting.Sheworriedaboutcapital.She wasn'treadytogambleherstabilityonahunch.
Thencamethemomentthatflippedtheswitch.
TheTitleThatLitaFire
Atabusinessevent,thatsamecolleague—theoneshe hadtaughteverything—introducedherashis secretary
Nothispartner.Nothisright-hand.Noteven"headof operations.”
Secretary.
Itwasn’tjustinaccurate.Itwasdismissive. Itwasthekindofpublicundercuttingthat eitherbreaksyouorforcesyoutobuild somethingsoundeniabletheycanneverbox youinagain.
Dianawenthomeandtoldherhusbandshe wasready.
TexasGlobalServicesWasBorn
Startingwasn’tglamorous.Ittookmonthsto securetheFederalMaritimeCommission license.Herhusbandbuiltthefirstwebsiteand handledSEOsoclientscouldactuallyfind them.
Cashflowwasanightmare.Youcan’tmove bigfreightwithoutbigmoney,andbanks aren’texactlyeagertofundasmall, woman-ownedstartupinamale-heavy industry.Shehustled.Shereinvestedevery cent.Shefoughtthroughlostcargo,botched supplierdeals,andratesthatcutmarginsrazorthin.
Mostpeoplequitintheearlyyears.
Shedidn’t.
TheFive-YearRule
Here’sthetruthnobodywantstotellyou:most businessesdon’thitrealstabilityuntilyear five.
Bythen,TexasGlobalcouldfunditsown shipmentswithoutbeggingforoutside financing.Theygotbetterrates.Clientscame backandreferredothers.Thephonestarted ringingwithoutherhavingtochaseeverylead.
Forthelastthreeyears,thecompanyhasn’t justbeenstable—it’sbeenstrong.
TheLessonsThatTurnEmployeesinto Owners
Ifyou’resittingwhereDianasatyears ago—underpaid,undervalued,and overworked—here'sherno-fluffplaybook:
Trucking
· Seetheopportunityinsidethejobyouhate. Thatfirstjobyouthinkis“beneath”you?Treatitlikepaidtraining. Learntheindustryinsideoutsonoonecantellyouyou'renotqualified later.
· Watchhowthebestoperatorsmove. Dianalearnedfromwomenwhodidn’tapologizefortheirexpertise. Studyhowtheytalk,howtheynegotiate,andhowtheyhandleconflict. You’llneedthosetools.
· Don’twaitforperfectconditions. Ifyou’rewaitingfor“therighttime,”you’regoingtobewaiting forever.Dianastartedwithnoaccountingskills,nocapitalcushion, andnoroadmap.
· Usedisrespectasfuel.
The“secretary”commentcouldhavebeenagutpunchthatknocked herout.Instead,itbecameherlaunchbutton.
· Survivelongenoughtogetgoodrates. Freightforwardingisagameofmargins.It'sthesameinmany industries—yourleverageincreaseswithtimeandprovenreliability Stayalivelongenoughtogetthatleverage.
WhyHerStoryHitsDifferent
Plentyofpeoplestartcompaniesbecausetheyseeamarketgaporsmella bigpayday.That’snotDiana’soriginstory.
Shestartedbecausesherefusedtoletsomeoneelsewritehertitleforher
Andbecauseofthatdecision,hercompany nowmovesprojectsthatmostpeopleinthe industrydon’thavethestomachfor High-stakes,high-complexity,highresponsibilityshipments—andshe’sbuilt ateamthatthrivesonmakingthe impossiblehappen.
IfYou’reThinkingAboutStartingYour OwnThing
Youdon’tneedtobeready Youneedtobe willing.
Willingtotakethefirstuncomfortablestep. Willingtostayinthegamewhentheearly yearstestyou.
Willingtolearneverythingyoudon'tknow andadmitwhenyouscrewup.
Mostofall,youneedtobewillingtobet onyourselfbeforeanyoneelsewill.
Dianadid.Andshe’sproofthattheperson theyunderestimatetodaymightjustbethe onetheyanswertotomorrow.
Ocean Freight
Air Freight
Sean M. Hicks Innovative Leader Shaping the Service Contract Industry
Thecorporatelandscapeisundergoing significanttransformations,propelledby technologicaladvancements,evolving customerexpectations,andtheever-expanding reachofglobaleconomies.Amidstthesechanges, onetrendstandsoutasparamount:thegrowing importanceofdigitaltransformation.Inordertostay aheadinthiscompetitivelandscape,modernleaders mustpossessahighleveloftechnological proficiencyandbewillingtoembraceemerging technologies.
Amongtheesteemedbusinessleaderswhoembody thisforward-thinkingmindsetandpossessawealth ofknowledgeandexperience,SeanHicksshinesas theCEOof NewLeafServiceContracts,Inc.His visionaryapproachanduniquestrategiesfor businessexpansionhavemadeaprofoundimpacton theindustry.Letusexplorehisremarkable contributionsandhowhehaspropelledhis organizationtonewheights.
ProfessionalJourneyofSuccess
SeanHicksisacreativeleaderdrivinginnovation andgrowthintheindustry.Heisaseasoned professionalwithover30yearsofexperienceinthe serviceandservicecontractsector.Seanrelentlessly pursuedqualityandlovedprovidingexcellentclient experiences,startingwithhishumblebeginningsas aServiceManageratSearsProductServicein Florence,Alabama.
SeanbeganhisworkatSearsandsoonmovedthrough theranks,obtainingpromotionsthatallowedhimto movetomoreprominentservicelocationsandtakeon moreresponsibility.MontgomeryWardtooknoticeof hisskillsandhiredhimasaCentralServiceManager inKansasCitybeforepromotinghimtoRegional ServiceManagerinTampa,Florida.Hemade considerableprogressduringthistime,launching ground-breakingprojectsthatchangedthefaceofthe businessenvironment.
FollowinghistenureatMontgomeryWard,Sean relocatedtoChicago,Illinois,wherehetookthecrucial DirectorofProductServicesjob.Inthisrole,he oversawateamofover1,500repairspecialistsspread throughout138servicefacilities.Amidrisingfinancial constraints,hesuccessfullytransitionedtheWards servicefleetintoA&ESignatureService,thecountry’s firstcountrywideserviceforappliancesand electronics.
Later,Seanstartedanewchapterinhisworkby joiningWarrantechHomeServicesinBedford,Texas. Hewasthecompany’sSeniorVicePresidentof Operations,overseeingthecontactcenter,service networkexpansion,andclaimpayouts.Ashe progressedupthecorporateladder,Seanfinally becamethepresidentofWarrantechConsumerProduct Services,Inc.,wherehiscreativeplansandoutstanding leadershipskillshelpedthecompanygrowfroman annualrevenueof$18milliontoanastounding$138 million.
Inordertomakealastingimpression,Seanandhis businesspartner,RickGavino,foundedNewLeafin 2011.InSeptember2020,NewLeafbecamean employee-ownedcompanytrulyaligningmanagement andworkergoals.NewLeafhashadextraordinary developmentunderSean’sskilledleadershipandhas establisheditselfasaninnovator.
EmpoweringServiceExcellence
SeanHicksandRickGavinofoundedNewLeaf ServiceContractswithasharedvisiontorevolutionize theservicecontractindustry Theylaunchedthe companywitha$1millioninvestment.BasedinIrving, Texas,NewLeafhasrapidlyemergedasaleading player,boastingover3,000storescoveredbyNewLeaf servicecontracts.Withadedicatedteamof approximately100professionalsspreadacrossthe Dallas-FortWorthmetroplex,theyarecommittedto deliveringexceptionalserviceexperiences.
NewLeaf’smissionrevolvesaroundbeingan empoweredorganizationthatharnessescutting-edge technologiestoprovideunmatchedservice.Anchored byitscorevaluesofService,Integrity,andCommunity, thecompanysetshighstandardsinitsday-to-day operations.Inatransformativemove,NewLeaf convertedtoa30%EmployeeStockOwnershipPlan (ESOP)inSeptember2020,fosteringacultureof sharedownership.
RedefiningServiceContractswithUnmatched Offerings
AtthehelmofNewLeaf,Seanhasrevolutionizedthe industrywithexclusiveservicesandsolutionsthat surpasscompetitors.Asathird-partyservicecontract administrator,itofferscomprehensivecoveragefor appliances,furniture,andevenshoes,coveringnearly allconsumerspendingcategoriesexceptautomobiles. Withover600clients,rangingfromsmallbusinessesto largeretailerswithhundredsofstores,theirtrusted reputationspanstheindustry
NewLeaf’sinnovationextendsbeyondtraditional contracts.Theynowcollaboratewithmarketersinthe homewarrantysector,providingconventionalhome warrantiesviaemail,directmail,andoutbound telemarketing.Theirservicesincludeproductdesign, compliance,training,andpost-salecontractservicing. Additionally,theyempoweronlinepartnerstoenterthe
servicecontractbusinessinjustoneweek,offering value-addedfeatureslikemoney-backguaranteesfor unusedcontracts.Remarkably,NewLeafisthesole third-partyadministratorcoveringshoeandouterwear brands,solidifyingtheirstatusaspioneers.
Leader’sPerspective
Seanisinchargeofthecompany’soverall managementasChairman,CEO,andPresidentof NewLeaf.Hemakescrucialjudgments,anticipates cutting-edgegoods,andestablishesstrategicgoals withaneyeonthecompany’sfuture.Seanguidesand mentorstheexecutiveteam,givingthemthetools theyneedtooperatetheirday-to-daybusiness effectively.Hehasestablishedhimselfasavisionary intheservicecontractsectorthroughhisexceptional administration,leadingtoseveralaccolades.Under hisleadership,NewLeafflourishesasatrailblazing force,influencingthedirectionoftheindustry
EarningtheTrust
NewLeaftargetsAmerican-basedapparel, electronics,andhouseholdgoodsretailersand manufacturerslookingforservicecontractandrepair networksolutions.Servicecontractsopenaprofitable retailerchannel,boostingprofitabilityandfostering brandloyalty Theseextensiveservices,carefully constructedbyNewLeaf,enableclientstoestablish enduringrelationshipswiththeirconsumers.The contractsoftenlastuptofiveyearsandlinkclientsto theretailerforalengthyperiod,producingsignificant money.Byprovidingsuperiorcustomerservice,the merchantearnsthetrustoffuturecustomers.
ProactiveMindsetinBusiness
Seanunderlinestheimportanceofproactive leadershipinahighlycompetitivecorporate environment.Seizingopportunities,managingrisks, fosteringinnovation,navigatingchange,keepinga customer-centricapproach,andinspiringand motivatingemployeesarethesixmajorareashe viewsasrequiringproactivethinking.
Furthermore,heactivelyseeksmethodstostay relevantinchangingleadershipstylesandbelievesin lifelonglearning.Heactivelyparticipatesinbusiness conferencestokeepupwithcurrentbestpractices. Attendingleadershipdevelopmentseminarsgives
himevenmoreknowledgeaboutrecentdevelopments. Seanemphasizesthevalueofdevelopinghiscompany intoacenterforcontinuingeducationbecausehe recognizestherelevanceofbuildingalearningculture. Hegiveshisstaffthetoolstoadvanceprofessionally andpersonallybyofferingthoroughtraining opportunitiesandvaluableresources.Healsospends muchtimenetworkingwithcolleaguesinthesectorto acquireessentialinsightsintotheirchangingleadership styles.
PursuitofBalancedLife
Seanenjoysafulfillingwork-lifebalanceoutsideofhis cabin.HeloveswatchingtheUniversityofAlabama footballteamplay,assportsareoneofhispassions. Travelingwithhiswifeisalsoaspecialinterest.As Seanaged,hecametoappreciatetheimportanceof familyandadvocatedforotherstoprioritizetaking well-deservedvacationswithlovedonesinsteadof workingexcessiveovertime.
New Leaf’s mission is to be an empowered organization that leverages leading-edge technologies to deliver exceptional service experiences.
Advice to Thrive
Seanoffersvaluableadviceto aspiringleaderslookingtogrowin theservicecontractindustry:
●Staycuriousandseekknowledge. Readbooks,magazines,papers,etc. tokeepthelearningcycleactive.
●Attendindustryeventsandnetwork. Buildarobustnetworkofbusiness leaders.
●Embracefailureandlearnfromit. Thenalwaysstriveforcontinuous improvement.
Mostleadersspendtheirentirecareerssqueezingcreativityinto
calendars,productivityhacks,andperformancemetrics.The irony?Themostsustainable,explosivecreativitydoesn’t comefromdoingmore.Itcomesfromaligningwiththesamecyclesthat havedrivennature,agriculture,andancienttradeforthousandsofyears.
You’vealreadyseenitworkinmarkets—boomandcorrection.You’ve seenitinsports—trainingandrecovery You’veseenitineconomies, fashion,andevenpolitics—growth,plateau,decline,renewal.
Thequestionis:Whydon’tyourunyourcreativeoutputthesame way?
I’llshowyouhowtouseseasonalandlunarcyclesaslevers—notas feel-good“naturewisdom,”butaspractical,ROI-driventoolstosharpen yourcreativedecision-making,productlaunches,andbrandmomentum.
TheSeasonalModelofCreativeOutput
Thinkofyouryearlikeafour-quarterbusinessplan—exceptinsteadof revenuegoals,you’reoptimizingcreativeintensity.
Spring:SeedingandMarketEntry
· Ideagenerationandpositioning
PrimaryObjective:
· Launchpilotprojects,testconcepts,prototypemarketing Action: campaigns
· WhyItWorks:Consumerpsychologypeaksinspringtowardoptimism andopennessto“new.”Yourinternalenergymirrorsthis— neurologicalstudiesshowincreaseddopaminewithmoredaylightand warmerweather,whichenhancesdivergentthinking(thekindyouneed forbigideas)
· CEOMove:Usespringtointroducenew messaging,products,orinitiativeswhen audiencesareprimedforfreshstarts.Thisiswhen yourun controlled experiments—notwhenyou scale.
Summer:ExpansionandBoldPlays
· PrimaryObjective:Maximizereachand capitalizeonmomentum
· Action:Scalewhatworkedinspring.Pushinto biggermarkets.Executehigh-visibility campaigns.
· WhyItWorks:Summertriggershighersocial interactionratesandpurchaseintentinmany markets.Yourownenergytendstosustain longerworkbursts.
· CEOMove:Thisisnotthetimeto“try” something.Thisisexecutionseason.Deploy budgets,activatepartnerships,andgetvisible.
Autumn:RefinementandHarvest
· PrimaryObjective:Consolidategainsand preparefortransitions
· Action:ReviewKPIsfromspring/summer projects,cutnon-performers,optimizewinners.
· WhyItWorks:Consumersstartnarrowing focusaheadofyear-end.Yourowncognition shiftstowardanalyticalthinkingwithshorter daylight—greatforediting,restructuring,and cuttingwaste.
· CEOMove:Useautumntoreposition,improve operationalefficiency,andinvestinsystems thatwillsustainyournextgrowthphase.
Winter:StrategicRetreat
· PrimaryObjective:Regroup,reflect,and designyournextgrowtharc
· Action:Stepback.Deep-divedataanalysis. Read.Research.Networkselectively
· WhyItWorks:Winterforcesslowerenergy. Thebrainrespondswelltoperiodsoflower stimulation—thisiswhenproblem-solving capacityimprovesforcomplex,long-horizon challenges.
· CEOMove:Protectthistimefiercely The payoffisn’tinstant—buttheideas,strategies, andpivotsseededinwinterwilldriveyournext spring’sbreakthroughs.
TheLunarCycleasaMicro-CycleAccelerator
Seasonsgiveyouthe macro rhythm.Themoon givesyouthe micro.Eachmonthcarriesabuilt-in creativewaveyoucanride—orignoreatyourcost.
NewMoon:Initiation
· CEOApplication:Thisisyourmonthlyreset. Launchsmall-scaleinitiatives,setgoalsfora sprintcycle,andmapdeliverables.
· BestUse:Announceinternally,notexternally Focusonalignmentandintention.
WaxingMoon:Acceleration
· CEOApplication:Pushproduction,hit milestones,andengageteamsinforward momentum.
· BestUse:Marketingpushes,investorupdates, hiringannouncements.
FullMoon:PeakVisibility
· CEOApplication:Releasemajor announcements,hostkeyevents,presentto stakeholders.
· BestUse:Leverageheightenedattention— butonlyforpolished,high-impactoutputs.
WaningMoon:Consolidation
· CEOApplication:Auditperformance,complete deliverables,closedealsquietly.
· BestUse:Tidypipelines,resolvebottlenecks, releaseunderperformingassets.
WhyThisWorksforHigh-LevelLeaders
· ItStopsBurnoutBeforeItStarts CEOsandfoundersoftenmistakesustained outputforstrength.Natureprovesotherwise— nothingbloomsyear-roundwithoutdying. Thisapproachembedsrestandreflectioninto yourworkflowwithoutlosingproductivity
· ItSharpensTiming—YourHiddenMultiplier Creativityisnotjustwhatyouproduce,but when youreleaseit.Seasonalandlunartimingisthe differencebetweenlaunchingaproductintoan audiencereadytobuy…versusonestillasleep.
· ItForcesResourceAllocationDiscipline
Ifyoufollowthesecycles,younaturallybudget high-intensityresourcesforpeakphasesand conservethemduringlow-intensityones.It's creativecashflowmanagement.
· ItIncreasesStrategicPatience
Mostleaderskillideastooearlyorpushthem toolate.Thismodeltrainsyoutoletinitiatives mature—noprematurescaling,nostale launches.
Implementation:The90-DaySeasonalSprint Framework
Ifyouwanttooperationalizethiswithout overhaulingyourentireplanningprocess:
· PickYourAnchorDate
Decidewhenyour“creativespring”starts. ThiscouldbeJanuary(calendaryear),April (fiscalyear),oralignedwithindustryevents.
· AssignOneCoreCreativeGoalPerSeason
Nostacking.Onemacroobjectiveperquarter —e.g.,spring=launch,summer=scale, autumn=optimize,winter=design.
· OverlaytheLunarCycle
Usethenewmoonforgoal-settingandsprint launches,fullmoonforhigh-visibilityoutputs, andwaningphasesforcleanup.
· IntegrateMetrics
· Spring:idea-to-testratio
· Summer:engagement/ROIgrowth
· Autumn:cost-per-outputimprovement
· Winter:strategicreadinessscore
· ReviewAnnually
Treatthislikeacapitalinvestment—analyze returns,adjustforyourmarket,andrefine.
CaseExample:ACreativeAgencyCEO
Iworkedwithacreativeagencyfounderwho struggledwithfeast-or-faminecycles. Wealignedherteam’sworkflowto seasonal/lunartiming:
· Spring:Rolledoutboldcampaignsforemerging clients
· Summer:Pushedthosecampaignsintonew geographies
· Autumn:Cuttwounprofitableservicelines,refined coreoffers
· Winter:Builtanewthoughtleadershipplatform behindthescenes
Within18months,revenuestabilized,creativeburnout dropped,andherlaunchsuccessratedoubled. Shedidn’tworkmore.Sheworked in season
TheStrategicEdgeMostWillMiss
Mostleaderswillskimthisandthink, “Interesting, but not urgent.”
They’llkeepforcingQ4launchesthatdieinthemarket, drainingteamsinsummerwhenattentioniselsewhere, andproducingflatcampaignsyear-round.
Buttheoneswhointegratethis?They’lltimeproduct cycleswithnaturalmarketreadiness.
They’llprotecttheirpeakcreativeenergyinsteadof bleedingitout.
They’llexecute when it matters most —andstay invisiblewhenit’sstrategicallyright.
YourNextMove
Lookatyournext12months.
· Wherecanyoupullbackwithoutlosingground?
· Wherecanyouplantseedsinsteadofforcinggrowth?
· Wherecanyoudoubleyourpresencewhenenergyis naturallyhigh?
Runyourcreativitylikeacrop.Plantinspring.Expand insummer.Refineinautumn.Restinwinter.
Overlaythelunarmicro-cycles,andyouhaveacreative operatingsystemthat’solderthancapitalismandsharper thananyproductivityapp.
Theleaderswhomasterthiswillownthetiminggame. Andinbusiness,timingisn’teverything—it’sthe onlything.
KeyPoints
●SavneetSingh,PresidentandCEOofPARTechnology,transformedthecompanyfromthebrinkof bankruptcyin2018toa$2billionsuccessstory,leadingitsrevivalintherestauranttechspace.
●Savneet'sleadershipdrovePAR'srapidgrowth,withsoftwarerevenuessoaringfrom$10milliontoover $200millionbyfocusingonculture—speed,ownership,focus,andwinningtogether.
●PARTechnologyhelpsover100,000restaurantsthriveinthefast-changingdigitalworldbyblending innovativetechwithahumantouch.
“Wheneverything’sontheline,youdon’twaitforthingsto happen—youmakethemhappen.”
That’sthemindsetSavneetSinghbringstothetableas PresidentandCEOofPARTechnology.Whenhe steppedin,PARwasweeksawayfrombankruptcy
Fastforwardafewyears,andthecompanyhasmadean incredibleturnaround,becomingabillion-dollarleaderin restauranttechnology.Itwasn’tluck,butratheraculturebuilt aroundspeed,ownership,andasharedsenseofpurposethat fueledthisrevival.
Savneet’sjourneyisfullofunexpectedturns—hedidn’tstartin tech.Infact,heoncethoughthe’dmakeacareeroutofplaying tennis.Whenthatdreamdidn’tworkout,heshiftedgearsand foundhimselfdrawntotheworldoffinanceand entrepreneurship.Whathelearnedfromthoseexperienceshas shapedthewayheleadsPARtoday,withafocusonpushing boundariesandembracingthegritrequiredtorebuildabusiness fromthegroundup.
Inthefollowingstory,you’llgetapeekintohow SavneethassteeredPARthroughitsmostchallenging times,whyhethinkstechnologyisthekeytohelping restaurantsthriveintoday’sworld,andhowhekeeps bothhisteamandhimselfmotivatedtotakeonwhat’s next.Theroadtosuccessisneverstraightforward,and Savneet’sstoryisproofthatsometimesthemost rewardingpathsaretheonesyoudidn’tplan.
MR:Savneet,couldyousharemoreaboutwhatled youtoentrepreneurship?
Savneet:IgrewupinUpstateNY,andforalong time,IthoughtI’dbecomeaprofessionaltennis player Whenthatdidn’tpanout,IendedupatCornell formyundergrad.Topayforschool,Istartedtrading sportscards,andalongtheway,IdiscoveredWarren Buffett’sinvestmentphilosophy,whichsparkedmy interestinfinance.Afterafewyearsworkingin finance,Irealizedentrepreneurshipwasmytrue passion.
Sincethen,I’veeitherstartednewventuresortakenon strugglingbusinessestoturnthemaround. Entrepreneurship,forme,isaboutinnovationand rebuilding—findingwaystomakethingswork,evenwhen itseemsimpossible.
MR:PARTechnologyhasaninterestinghistory.Can yousharesomeofthekeymilestonesandturningpoints thathaveledthecompanytoitscurrentsuccess?
Savneet:Absolutely.PARTechnologyhasauniquestory. Westartedasadefensecontractorbutshiftedgearsinthe late1970swhenthefounderscreatedthefirstPoint-of-Sale (POS)device.McDonald’sadoptedthetechnology,andwe wentpublicinthe1980s.
Unfortunately,wehitaroughpatchafterthat,withaperiod ofstagnationlastingalmost30years.Butthingsturned arounddramaticallyinrecentyears.Justafewyearsago, wewereonthebrinkofbankruptcy Today,we’rea$2 billioncompanygrowingrapidlywhiledeliveringstrong returnsforinvestors.Oursoftwarerevenueshaveincreased fromlessthan$10milliontoover$200million,andmost importantly,ouremployeeNetPromoterScore(NPS)is nearitsall-timehigh.
Whatmadethedifference?Itwasn’tjustourstrategyor technology.Itwasourculture.Ourmissionissimple:to enablepersonalizedexperiencesthatconnectpeopletothe brands,meals,andmomentstheylove.Welivebyfourcore values:Speed,Ownership,Focus,andWinningTogether Thesevalueshavebeeninstrumentalinourcomeback.
MR:Today,therestaurantindustryismanaginga combinationofdine-inservice,onlineorders,anda growingpileoftechnology.Howcantechnologyhelp restaurantsnavigatethiscomplexlandscapeanddeliver agreatguestexperience?
SavneetSingh:That’sagreatquestion.Restaurantsare definitelyinatoughspot.Theyneedtokeepofferinga fantasticin-persondiningexperiencewhilesimultaneously figuringouthowtobeanAmazonfortakeoutanddelivery
Theproblemisthatmanyrestaurantsareoperatinginthe samewaytheyhaveforyears.ImagineAmazontryingto runafive-starrestaurantinthebackoftheirwarehouse!It justwouldn'twork.
Thingshavegottenevenmorecomplexwiththeexplosion ofsoftwaresolutions.Theaveragerestaurantuses15-25
differentprogramsnow,andthatnumberisonlygoingup. Now,imaginebeingtheCIOofarestaurantchain,juggling 25differentsoftwareplatformstocreateaseamlessguest experience.It’salmostimpossibletogeteverythingright, andwhensomethinggoeswrong,itoftenturnsintoablame game.
Whatrestaurantsneedisaunifiedapproach,onethat simplifiesoperationswhileenhancingtheguestexperience. Theonlywaytoachievethatisthrough technology—technologythatbringsindigitalordersas customersshifttowardnewandcreativewaystointeract withrestaurants.Atthesametime,youneedtechnology withintherestauranttostreamlineandautomateprocesses sothatfront-linestaffcanfocusondeliveringexceptional service.
It’satrickybalance,buttechnologycansolvethis.Thekey istofindsolutionsthatenhance,notdisrupt,thecustomer’s experiencewiththebrand.Thetechshouldbeinvisible, workingseamlesslyinthebackgroundtodeliveronthe restaurant’spromise.
MR:Tellusmoreaboutyourcoreofferings.Whatare theirkeyfeaturesandapplications,andhowdothey addressthesechallenges?
Savneet:Ourofferingsfallintotwomaincategories.The firstbucketincludessolutionsfortherestaurant operators—thingslikepoint-of-salesystems,back-office software,andpayments.Thesetoolshelprestaurants managetheirday-to-dayoperationsandstreamlinethe internalprocesseswetalkedaboutearlier
Thesecondbucketfocusesonguestengagement,wherewe providesolutionslikeloyaltysoftwareandonlineordering platforms.Thesetoolshelprestaurantsnotonlyattractbut alsoretaincustomersbycreatingaseamlessexperience, whethersomeone’sdininginororderingthroughtheir phone.
Byaddressingboththeoperationalandcustomer-facing challenges,wehelprestaurantsthriveinthisincreasingly complexenvironment.
MR:Howdoesyourapproachtohiringreflectyour company’svaluesandlong-termvision?
Savneet:Wehireforcultureandaptitude,notexperts. We’relookingforambitiousindividualswhoarecommitted tobuildingsomethingsignificant,withthedisciplineto understandthatreachingthetoprequireshardwork.
Whileexpertiseishelpful,weseekthosewhoareselfmotivated,alignedwithourvision,andcapableofworking independently Westrugglewithpeoplewhoneedconstant guidance;instead,wethrivewiththosewhotakeownership andfindwaystoaccomplishwhatseemsimpossible.I’m continuallyinspiredbymanyofourteammemberswho embodythismindset.
MR:You’vementionedthatbusinessisfundamentally aboutsolvingpeople’sproblems.Couldyouelaborateon howthisphilosophyshapesyourleadership?
Savneet:Ifirmlybelievethateverybusinessproblemis,at itscore,apeopleproblem.Ifyoucanaddressthehuman element,you’lllikelysolvethebusinessissue.Inmynearly 20-yearcareer,I’veexperiencedhighsandlows—going fromsuccesstonearbankruptcy,losingaparent,and dealingwithhealthcrises.
Thekeytogettingthroughitallisrecognizingthattheywill neverstop.Therealchallengeisdevelopingthemental strengthtodealwithproblemsrationally,andunderstanding thattoday’sissuedoesn’tdefineyourfuture.That’sthe mindsetthatleadstosuccess.
MR:Intoday’sfast-evolvingrestaurantindustry,what innovationsareyoumostexcitedabout?
Savneet:We’refocusedonhelpingrestaurantsnotjust survivebutthriveinthedigitalera.Rightnow,thatmeans deliveringmomentsofsurpriseanddelighttoourcustomers whilestayingopentoinnovativeideasforthefuture.
Oneareawe’rereallyfascinatedbyisthedatacomingout ofrestaurants.We’reworkingonpackagingthatdataintoa platformandapplyingsomeofthenewAItoolsthathave emerged.Ibelievemasteringdatawillbekeyforthefuture oftheindustry.
MR:Howdoyoumaintainahealthywork-lifebalance, especiallywithsuchademandingrole?
Savneet:Ithinkachievingaperfectwork-lifebalanceis impossible.Someweeks,there’snobalanceatall,andother weeks,Imighthavemoretimeformyself.Forme,it’snot aboutstrikingabalancebutaboutfeelinglikeI’mthriving atworkandhome.Todothat,Ifocusonthethingsthat matterandprioritizethem.
JustasI’mdedicatedtoouremployeesandcustomers,I makesuretospendqualitytimewithmywife,children,and family.Ileavelittleroomforanythingelse,because,inthe end,I’dratherhaveaclosefamilyandafewgreatfriends thanhundredsofcasualacquaintances.
MR:Whatadvicewouldyougivetoyoung entrepreneurslookingtomaketheirmark?
Savneet:ReadTeddyRoosevelt’squote “The Man in the Arena” andlivebyit.Lifeisincrediblyshort,andifyou don’tstepup,takerisks,anddiveintothearena,you’llend upwondering“whatif”onyourdeathbed.Don’tsuccumb toexternalexpectationsorsocialpressures—followyour ownpath,trustyourinstincts,andtakethatleap.
Let’sgetonethingstraight—noonebuysyour product.Theybuytheirowntransformation.
That’sthepunchlinetoomanyentrepreneursmiss.If you’restillpitchingfeaturesorbraggingaboutyour process,you’releavingmoneyonthetable.
Thetruth?Peoplebuywhentheyfeellikethestory you’retellingsoundslike their story.Notyours.
Andthemostpowerfulwaytomakethathappenisby hijackingsomethingancient:TheHero’sJourney.
Thisisn’tatrend.Thisishumanpsychology.It’swhat ourbrainsdefaulttowhentryingtomakesenseoflife, change,orchallenges.Hollywoodknowsit. High-performingbrandsknowit.
Founderswhobuildcategory-definingstartupsknow it.
Let’sbreakdownhowyouembeditintoyourbrand messaginglikearealstrategist—notacontentcreator who’swingingit.
1.YourCustomerIstheHero.You’reJustthe Guide.AcceptIt.
Thisoneshiftwillcleanup80%ofyourmessaging clutter
Stoptryingtoconvinceyourcustomerhowsmart, qualified,orexperiencedyouare.Theydon’t care—yet.
Theycareaboutthemselves.Theirproblem.Their need.Theirconfusion.Theirdesiretostopthe bleeding.Soputthematthecenterofyourstory
You’renotthemaincharacter You rethepersonwhohelpsthemaincharacter win.
ThinkYoda.ThinkHaymitch.ThinkMoana’s grandmother They’retheoneswhonudgethe herooutoftheircomfortzone,handthemthe compass,andsay, “This way. I’ve walked this road. You're not alone.”
That’syourjob.
Sonexttimeyouwritecontent,don’tstart with, “I help women build soulful businesses.”
Startwiththis:
“You know that feeling when you’ve outgrown your business, but every pivot feels risky and wrong? Let’s fix that.”
Seethedifference?
2.TheProblemIsn’tJustaProblem—It’s theCalltoAdventure
Yourcustomer’sstuckmoment?That’swhere yourstory starts.
Notyouroriginstory.Notyour“why.”Theirs. Youneedtoarticulatethetensionthey feel—butcan’talwaysname.
Whendoneright,theyreadyourcontentand say, “Wait, how are you in my head?”
That’swhentheykeepscrolling.
Here’showyougetthatclarity:
· Lookatwhatyourbestclientssaidwhen theyhiredyou.
· CheckDMs.Emails.Exitsurveys.
· Payattentiontowheretheyalmostgave up.
· Usetheir actual words.Don’ttranslate themintobrandlanguage.
Example:
· Not: “I help burned-out professionals realign with purpose.”
· Try: “You thought quitting your job would feel like freedom. But now it’s 2PM, and you’re Googling how to price your service—again.”
That’sthecalltoadventure.
Makeitsovividtheyfeelslightly uncomfortablereadingit.That’swhenthe shiftstarts.
3.YouStepIn.NotWithHype—With Help.
Here’swheremostbrandsgowrong.They hear“guide”andthinkitmeans“guru.”
Nope.
Yourjobisn’ttosoundimpressive.It’sto offersomethingsolidtheycanuse today Somethingthatbuildstrustwithoutpressure.
Youofferawayforwardthatfeelssafe. Predictable.Testable.
Youbreakdownthenextstepsclearly.Like this:
“We map out your new messaging in 90 minutes. Then you try it out. We adjust what doesn’t land. You go live without overthinking it.”
That’saplan.
Youdon’tneedfireworks.Youneedstructure.
Shareasmallsuccessstory.Showproof.Bereal.Noneedforpolished perfection.That’snotwhatbuildsconversion.
Claritydoes.
4.ThenYouSelltheTransformation.NottheOffer.
Peopledon’tcareaboutyour6-weekprogram,yourgroupcalls,your templates.
Theycareaboutwhatchangesafterworkingwithyou.
Sostoplistingdeliverableslikeamenu.Paintaclearbefore-and-after picture.
Makeitsogrounded,theycanvisualizethemselveslivingitnextweek.
Here’swhatthatsoundslike:
· Before: “I hate marketing. It feels fake. I never know what to post.”
· After: “Now I write posts in 30 minutes flat—and people DM me saying, ‘This hit hard.’”
That’sreal.
You’reshowingthemthenewidentitywaitingontheothersideofthe work.
It’snotabout“6coachingcalls.”It’sabout“knowingwhattosaywhen someoneaskswhatyoudo.”
Sell that.
5.YouDon’tNeedaFunnel.YouNeedaNarrativeArc.
Let’sgetpractical.
ThisiswhattheHero’sJourneylookslikeinyourcontentecosystem:
Usethismap.Repeatit.Rotateitthroughyourchannels. Don’tjust“postvaluablecontent”—build narrative momentum.
6.IfYourBrandIsn’tSticky,YourStory’sNotSharp Enough
Mostpeopledon’tquityourcontentbecauseit’sbad. Theyquitbecauseit’svague.
You’renotnamingthetension.You’renotarticulatingthe shift.You’renotclosingtheloop.
Here’swhatfixesthat:
· Cut80%ofyouradjectives.Add20%moreverbs.
· Don’ttellpeopleyou’re“aligned.”Tellthemyou stoppedcryingonSundaynights.
· Don’tsayyouhelppeople“scale.”Sayyouhelped someonedoublerevenuewithoutdoublinghours.
Storystickswhenit moves.
7.LetTheirEndingBeYourBeginning
Here’sthebigone.
Whenpeopleseethemselvesinyourclients’wins,they self-select tostartthejourney
Sobuildyourcontentaroundtransformationsalready happening.
Documentyourclient’sfirstwins.Themessymiddle. Thesurpriseoutcomes.
Saythingslike:
· “Whenwestarted,Samwasn’tevensureshehadareal business.Today,shebookedoutQ3intwoweeks.”
· “Miratoldmeshefeltinvisible.Lastweek,shegother firstpressmention.”
Thesearen’ttestimonials.They’remini-herojourneys. Andtheyshowyouraudienceonething: This is possible for you, too.
NoOneBuysCoaching.OrCourses.OrSystems. Theybuybelief.
Beliefthat this time,they’llmakeitwork.Beliefthat someoneactuallyunderstandswhattheyneed.Beliefthat theywon’twastemoneyagain.
Storiesgivethemthatbelief.
Nothype.Nothacks.Nothigh-ticketurgencytactics. Stories.
Andnotjustanystory—astorywherethey win. That’stheonlypitchthatreallyworks.
FinalWord
Look.We’renotsellinglipstickhere.We’rebuildingtrust withpeoplewho’velikelybeenburnedbefore.Thattakes somethingdeeperthandopaminemarketing.
Ittakesnarrativestrategy
Soditchtheguruvibes.Stepintotheroleyou’reactually builtfor:thewomanwhoshowsupwithamap,amirror, andaflashlight.
You’renotsellingservices. You’resellingself-belief.
Getyourstorystraight—andwatchwhathappensnext.
Leading the CBD Revolution with Love Hemp
Inthefast-evolvingworldofwellness,fewleaders standoutlikeTonyCalamita,Co-FounderandCEO ofLoveHemp.Sinceitsinceptionin2015,Love Hemphasgrownfromamodeststartuptoahouseholdname, deliveringhigh-quality,naturalCBDproductstosupport mentalandphysicalhealth.Tony’sleadershipandvisionhave propelledthecompanytoprominenceinanindustryprojected toreachaglobalmarketvalueof$20billionby2025.
Tony’sjourneyintotheCBDindustrybeganasaquestfor quality.PartneringwithThomasRowland,hefoundedLove Hempwithamissiontooffersafe,reliableCBDoptionsthat peoplecouldtrust.Thecompanystartedhumbly,withjust £3,000,andoperatedoutofabedroom,sellingproducts online.YetTony’sdedicationtodeliveringeffective, transparentCBDproductsresonatedwithconsumers,helping thebrandgrowintoamultimillion-poundenterprise—without outsideinvestment.
BuildingaPurpose-DrivenCompany
LoveHemp’sguidingprincipleisclear:helppeoplelive betterlivesnaturally.Tonyprioritizestransparencyand qualityineveryaspectofthebrand.Thecompany’srange includesCBDoils,capsules,chocolates,andtopical creams—allfreefromTHC,thepsychoactivecompound associatedwithcannabis.LoveHemp’sproductshavegained significanttractioninover2,000outletsacrosstheUKand Europe,includingprominentretailerslikeBootsandHolland &Barrett.Now,thebrandisgearingupforaglobal expansion,aimingtobringitsofferingstoNorthAmerica, Asia,andAustralasia.
ForTony,successismeasurednotjustinnumbersbutinthe livestouchedbyLoveHemp’sproducts.Heenvisions successaslivingafulfilledlife,alignedwithfouressential pillars:health,wealth,relationships,andpurpose.He believesthatalifewithoutmeaninglacksrealachievement, andhestrivestoimbueLoveHempwithamissionthat extendsbeyondprofit.
EmbracingChallengesandGrowingThrough Disruption
Tony’sapproachtoleadershipcentersaroundgrowth throughdiscomfort.Fromanearlyage,hegravitated towardhealthandfitness,apassionthathasshapedhis professionalpath.Asateenager,hediscoveredhisdrivefor self-improvementandhelpingothersachievetheirgoals. Hebeganasafitnesstrainerbutsoonrealizedhewantedto makeabroaderimpact.TheentryintotheCBDindustry offeredhimauniquechancetocombinehisinterestsin wellnesswithabusinessthathadthepotentialtotransform lives.
UnderTony’sleadership,LoveHemphasembraceda disruptiveapproachtothewellnessmarket,usingeducation andtransparencytodifferentiateitselfinacrowdedfield. Hebelievesthatchallengesareopportunitiestopushlimits, encouragingbothpersonalandorganizationalgrowth. “Growthrequiresleavingthecomfortzone,”Tonysays.For him,thisbeliefformsthefoundationofbothhisleadership philosophyandthecompany'smission.Thejourneyof creatingabrandfromscratchhastaughthimthatresilience andadaptabilityareessentialforanyvisionaryleader.
AligningtheTeamaroundaCommonVision
AsCEO,TonyhastransformedLoveHemp’scultureto reflectthevaluesofpurpose,transparency,and customercare.Hisrolehasexpandedasheoversees boththeoperationalLoveHempsubsidiaryandthe publicentityLoveHempGroupPLC,whichislisted ontheAQSEunderthetickerLIFE.Tonydrivesa culturewhereallemployeesunderstandtheirpurpose andfeelinspiredbytheworktheydo.Heemphasizes thataleadermusttakeresponsibilityforthecompany culture,especiallyasitscales.
Hisleadershiphasfosteredasenseofsharedpurpose acrossdepartments,frommarketingandoperationsto sales,ensuringthateveryoneisalignedwithLove Hemp’soverarchingmission.Tonyrecognizesthat whenemployeesseehowtheirworkimprovesothers’ lives,itinstillsadeepersenseoffulfillmentand commitment.“Ourproductsgenuinelymakea differenceforpeople,andthatmakesourteamproud oftheworktheydo,”hesays.
StrikingtheBalancebetweenPassionand Practicality
Tonyhascometounderstandthatatrueleader balancesworkandpersonallife,althoughheadmits thisisoneofthehardestchallenges.Despitehis relentlesscommitmenttoLoveHemp,hevaluesthe needtodisconnect,spendingweekendswithfamily andfriendstorecharge.“Workdoesn’tfeellikework whenyou’repassionateaboutit,”heacknowledges, thoughhealsobelievesintakingtimeofftomaintain perspective.
Thisapproachallowshimtoleadwithfocusand energy.Byprioritizingkeytasksandknowingwhento stepback,hesetsanexampleforhisteam, demonstratingthatachievingbalanceispossibleeven inademandingrole.
AimingforGlobalExpansion
Withanambitiousroadmapahead,Tonyaimsto establishLoveHempasaglobalbrand.Withinthenext year,heplanstoreachatleastabillionpotential customersbycreatingdomestice-commercechannels inatleastsixcountries,backedbylocaldistribution networks.Thebrand'sexpansionplanalsoincludes
buildinghigh-streetretailpartnershipsineachnew market,astrategicmovetostrengthenLoveHemp’s internationalfootprint.
AsLoveHempreadiesforamovetothemain marketoftheLondonStockExchange,Tony envisionsthisshiftwillattractincreasedinvestment andenhancethecompany’smarketpresence.This milestonereflectshiscommitmenttocontinuous growth,notonlyforthecompanybutforhimselfasa leader.
AVisionforLong-TermSuccess
ForTonyCalamita,leadingLoveHempisabout morethanfinancialperformance;it’saboutcreatinga legacythatimproveslives.Heseeshisroleasthatof anenabler,bothforhisteamandthecustomersthey serve.Byprioritizinginnovation,maintainingquality standards,andexpandingaccesstohigh-qualityCBD products,TonyaimstomakeLoveHempa recognizedleaderinglobalwellness.Hebelieves thattruesuccessliesinbuildingsomethingthatlasts andpositivelyimpactssociety
Tony’sindividualgoalremainstoinspirethose aroundhimandtopushLoveHemptofulfillitsvast potential.Ashecontinuestosteerthecompany towardnewhorizons,Tony’scommitmentto personalandprofessionaldevelopmentdriveshis everydecision.“Inafast-movingindustrylikeours, youhavetobereadytolearnandadapteveryday,” hereflects.HisapproachensuresthatLoveHempis poisedtobecomealastingforceinthewellness space,andheisdeterminedtoleadthecompany througheverychallengetosecureitsplaceinthe globalmarket.
Subscribe Now
w w w . m i r r o r r e v i e w . c o m