CXO Outlook – Magazine – February 2024 – Most Inspiring Business Women – 2024

February 2024

Creative Consultants

Charlie Jameson

Louis Bernard

Managing Editor

Sarath Shyam

Branding & Marketing Partnerships

Jennifer Anderson

Monica Davis

Jessica Edword

Anna Elza

Stephen Donnell

Susan Miller

Consultant Editors

Dr. John Andrews

Emma James

Andrew Scott

Sabrina Samson

Editorial Enquiry admin@cxooutlook.com

Naomi Wilson

Stanly Lui

Steve Hope

Keith Alexander

Partnerships Enquiry admin@cxooutlook.com

Americas

16192 Coastal Highway, Lewes, DE 19958, USA

International Representation

Europe

27, Old Gloucester Street,London, WC1N 3AX, UK

Middle East & Africa

P.O. Box 48299, Dubai

Silicon Oasis, Dubai, UAE

Asia-Pacific Ramanashree Arcade, 18 MG Road, Bangalore, India

CXO Outlook is a digital magazine published by Connecta Innovation Private Limited. All rights reserved. The opinions expressed in the content and pictures provided are those of the authors. They do not purport to reflect the opinions or views of the Connecta Innovation Private Limited or any of its members and we do not assume any responsibility. The publisher does not assume any responsibility for the advertisements, its content, pictures, and all representation of warranties made in such advertisements are those of the advertisers and not of the publisher. CXO Outlook is a Free Subscription digital magazine strictly not for sale and has to be strictly for internal private use only. Publisher does not assume any responsibility arising out of anyone printing copy of this digital magazine in any format and in any country and all matters related to that.

CXO

Empowering Women Leaders in Global Business

In the latest issue of CXO Outlook Magazine, we are proud to spotlight the invaluable contributions of women leaders in shaping the global business landscape. As we delve into the theme of women's leadership, it becomes increasingly evident that fostering diversity and inclusion at the highest echelons of corporate leadership isn't just a moral imperative—it's also a strategic imperative that benefits organizations and society at large.

Research spanning decades underscores the undeniable advantages of having women in leadership roles. Studies consistently demonstrate that companies with diverse leadership teams, including women, tend to outperform their counterparts in various metrics, from financial performance to employee satisfaction. Women leaders bring unique perspectives, empathy, and collaborative skills to the table, fostering innovation, driving productivity, and creating a more equitable work environment.

Yet, despite the wealth of evidence supporting the benefits of gender diversity in leadership, the representation of women in top corporate positions remains disproportionately low. Only a fraction of Fortune 500 companies are led by women—a statistic that underscores the persistent barriers

and biases that women face in ascending to leadership roles. So, how can businesses harness the power of psychological science to create more opportunities for women in leadership? Psychological research offers invaluable insights into understanding and mitigating the biases and structural obstacles that hinder women's advancement in the workplace. Strategies such as unconscious bias training, mentorship programs, flexible work arrangements, and transparent promotion processes can help dismantle systemic barriers and create a more level playing field for aspiring women leaders.

In this issue, we shine a spotlight on trailblazing women like Yasi Baiani, whose remarkable journey exemplifies the transformative impact of women in leadership. As the Co-Founder and Chief Product Officer at Raya, Yasi's visionary leadership has not only propelled her companies to new heights of success but has also inspired countless women to pursue their entrepreneurial aspirations.

Additionally, through insightful op-eds and interviews with global business leaders, we delve into the multifaceted dimensions of women's leadership, exploring key challenges, opportunities, and strategies for fostering gender equality in the corporate realm.

As we celebrate the achievements of Most Inspiring Business Women – 2024, let us reaffirm our commitment to creating a more inclusive and equitable future where women have equal opportunities to lead, innovate, and thrive. Together, we can harness the full potential of diverse leadership to drive sustainable growth, foster innovation, and build a more resilient and prosperous world for all.

Enjoy Reading.

Sarath

YASI BAIANI

CO-FOUNDER & CHIEF PRODUCT OFFICER, RAYA TAKING PRODUCT DEVELOPMENT TO THE NEXT LEVEL

Patricia Pillay

Sarah-Mae Amde, MBA Pioneering Change in Business Leadership

CEO, Paragon Digital Consulting

CONTENTS

20

IN MY VIEW

Embedding Sustainability in Client Journeys to a Bright Future

Cara Williams, Global Head of ESG, Climate and Sustainability, Mercer

EXPERT OPINION

When Is the Right Time to Seek Financial Advice?

Mohammad Uz-Zaman, Founder of ADL Estate Planning Ltd

68

36

The Crucial Role of Outcome-Focused AI Strategy in Business: A Roadmap for Success

Tom Allen, CEO, The AI Journal

LEADER'S INSIGHTS

46

Helping Startup

Founders Hire & Build a Winning Team

Alex Mason, Co-Founder, Stax - Startup Talent Experts - Europe & USA

Leading People, Cultures, & Organizations by Navigating Change & Transformation from their Current State to their Future State

Douglas Flory, International Change, Strategy, & Culture Expert

60

YASI BAIANI

CO-FOUNDER & CHIEF PRODUCT OFFICER, RAYA TAKING PRODUCT DEVELOPMENT TO THE NEXT LEVEL

Yasi is the Co-Founder and Chief Product Officer at Raya, where they support Founders, CEOs, and Executives with product and go-to-market strategy, improving internal processes for successful execution, and recruiting top talent for companies. She held senior product leadership and executive roles at companies such as Fitbit, Teladoc, athenahealth, and Cleo. Yasi has a track record of delivering cutting-edge products that are adopted by millions of people.

As the Head of Product, Software Experiences at Fitbit, she strategized and built the next generation of health and wellness offerings such as Sleep (the most-engaged part of the Fitbit mobile app) as well as Female Health (gained 2.4 million users within the first month of launch) that contributed to selling 60M devices and grew revenue by 195% from $745M to $2.2B. In her most recent role as SVP of Product & Marketing at Cleo, she led product strategy, innovation, and marketing. Under her leadership and strategic guidance, the company launched two new product lines (Teens and Eldercare) that unlocked $270+B market opportunity. She started her career in investment banking and venture capital in Silicon Valley. She still actively invests as an angel investor.

Recently, in an exclusive interview with CXO Outlook Magazine, Yasi shared her professional trajectory, what sets Raya apart from other market competitors, significant career milestones, the secret sauce behind her success, pearls of wisdom, and much more. The following excerpts are taken from the interview.

Yasi, please tell us a bit about your background and your career journey. I’m a product strategist with a track record of delivering cutting-edge products that are adopted by millions of people and defining new categories and markets.

In 2023, I officially launched Raya, where we support Founders, CEOs, and Executives with product and goto-market strategy, improving internal processes for successful execution, and recruiting top talent for companies.

In the past, I held multiple senior product leadership and executive roles at companies such as Fitbit, Teladoc, and Cleo.

As the Head of Product, Software Experiences at Fitbit, I strategized and built the next generation of health and wellness offerings such as Sleep (the mostengaged part of the Fitbit mobile app) as well as Female Health (gained 2.4 million users within the first month of launch) that contributed to selling 60M devices and grew revenue by 195% from $745M to $2.2B.

In my most recent role as SVP of Product & Marketing at Cleo, I led product strategy, innovation, and marketing. Under my leadership and strategic guidance, the company launched two new product lines (Teens and Eldercare) that unlocked $270+B market opportunity. Over 50% of the clients expanded to at least one of these new product lines in the first year, which validated the customer needs and market opportunity. My team also delivered record-high and above-industry-average performance metrics in enrollment, engagement, and email open rates.

Our mission at Raya is to help more companies reach their full potential by building products that scale and creating teams of top talents that match their business needs

I started my career in investment banking and venture capital (VC) in Silicon Valley. In my experience as a VC, I developed a strong passion for investment in early-stage startups. Over the last decade, I continued investing in startups. Some of my investments include Virta Health ($2+B valuation), Nova AI (acquired by Highspot, which is valued at $3.5B), Lemonaid Health (acquired by 23andMe), knownwell (recently raised $25M from a16z), Integral.AI, OnRamp, and Intent.

I received my MBA from Harvard Business School and my BS in Business Administration from the Haas School of Business, UC Berkeley.

What is the mission and vision of Raya? What sets it apart from other market competitors?

Our mission at Raya is to help more companies reach their full potential by building products that scale and creating teams of top talents that match their business needs.

Our clients initially come to us to help them with their product or go-to-market strategy to enable their business to scale.

Many of our clients ask our team to stay involved beyond the strategic work; they seek our expertise on how to execute the strategy, establish the right internal processes, and hire the right team.

Given that we’ve been operators ourselves in the past, our strengths go beyond putting a sound strategy in place that leads to building multi-million-dollar businesses; we have the expertise to execute those plans and build teams that can deliver on those strategies.

Launching some of the most successful Fitbit categories such as Sleep, Activity Reminder, and Female Health, each of which with millions of daily users, was one of the highlights of my career

Our team is uniquely positioned to support CEOs, Founders, and C-Level Executives because of our focus on the following elements:

1. Proven Track Record: Our team, with roots in companies like Fitbit, Teladoc, Athena, and Cleo, has unlocked billion-dollar markets and built products used by millions of users.

2. A Decade of Advisory Experience: We’ve advised leaders in health tech, SaaS, AI, and more, guiding them to build scalable products and teams.

3. Executive Insights: Having been in executive roles, we understand your recruiting challenges.

4. Extensive Network: Being based in Silicon Valley, we have worked in top tech companies, and being closely plugged into incubators, venture capitals, and universities gives us unique access to the top vetted talents and partners.

5. Flexible Engagement: Our model, both in our consulting arm and recruiting arm, adapts to your unique business needs. We have the flexibility to be a fractional leader and extension of your team, or we can scale back and just offer you pieces of our offerings as you need.

You’ve had a long career in technology and product development. What are some guiding principles that you’ve learned throughout your career that you are bringing forward to Raya?

A few of my general leadership and business principles include: Treat others the way you like to be treated. You are as good as your team. Build the best team and value them and their work. Always put your customers first. Obsess over understanding your customers and their needs.

Have a growth mindset and be comfortable with the fact that we all need to be lifetime learners to stay relevant. The AI revolution is the best reminder of this.

A few of my principles about product management:

Product management is a team sport. Make sure to effectively collaborate with others on

the team such as Engineering, Design, and Operations.

Product management is equal to business management. The line between products and the rest of the business is getting blurrier than ever before.

Product management is about delivering outcomes and not output. Focus on moving the metrics that matter for the business.

You are also an Angel Investor at Flybridge. Please tell us about this firm and your role in it.

Flybridge is a seed-stage venture capital firm based in Boston. I’m an investor out of the Flybridge Next Wave Operators Fund, created for seasoned operators within their field to invest in early-stage, high-potential startups. All Next Wave Operators investment partners are Harvard Business School alumni; the fund was created in partnership with Flybridge General Partner, Jeff Bussgang, a Harvard Business School professor.

What has been your greatest career achievement?

There are multiple events that shaped me personally and professionally.

Launching some of the most successful Fitbit categories such as Sleep, Activity Reminder, and Female Health, each of which with millions of daily users, was one of the highlights of my career.

I also take pride in building outstanding teams in any organization I’ve been part of.

Another event that shaped me as an individual, was my first entrepreneurial journey back home in Iran at the age of 14.

By identifying the customer demands, a gap in the market, and the lack of competition, I started a jewelry business that combined modern European-style jewelry design with traditional Eastern rocks and materials. The products were unique and became popular fast; I struggled to keep up with the demand. At that age, I had to recruit my family and friends to help fill the orders. The margins on this business were amazing, and the profits I made from it gave me the initial funding to move to the United States. That experience gave me the conviction that I have a talent for identifying gaps in the market and coming up with products and solutions that resonate with customers.

Going forward, which emerging technologies are you most excited about?

Of course, I’m optimistic and enthusiastic about what Generative Artificial Intelligence (GenAI) can do. GenAI has already changed the way millions of people do daily tasks, from writing content to creating marketing campaigns, generating designs and creative work, or writing codes. The exciting part is that we’ve just scratched the surface.

“AI is going to transform the global economy as surely as electricity and the steam engine did in their own times,” says Chris Hyzy, Chief Investment Officer for Merrill and Bank of America Private Bank. In my lifetime, I’ve seen how mobile and smartphones have transformed our lives in so many ways. AI will do that and so much more. Artificial intelligence is projected to contribute $15.7 trillion to the global economy by 2030.

You were featured as one of The 27 Most Impressive Harvard MBAs by Business Insider and recognized as the LinkedIn Top Voice. What is the secret sauce behind your success?

I’ve been fortunate to receive these types of recognition. I believe the most important ingredients for success are passion, perseverance, focus, and hard work. I try to best utilize those ingredients in any endeavor I start.

I believe the most important ingredients for success are passion, perseverance, focus, and hard work

What do you like to do in your free time?

I love the outdoors and sports. Going for long walks is part of my daily routine and a way to stay centered. I listen to Audible books or my favorite podcasts during my walks. If you come across me while walking, you may find me in deep thought or taking notes on my phone. The combination of walking and

listening to topics I’m passionate about such as AL, business, and leadership allows me to stay active while intellectually stimulating my brain. I read (or technically listen to) about 20 books per year.

I am a connector and community builder. I like to bring people together, whether it’s for a casual dinner, a big party, or for business

I am a connector and community builder. I like to bring people together, whether it’s for a casual dinner, a big party, or for business reasons

reasons. I love cooking and gathering everyone around a feast.

Last but not least, I love spending time with my two kids (5 and 7 years old), my husband, and our immediate families. My kids are my best teachers; I learn so much from them and their wisdom. They enable me to see the world from their lenses -- which are different from mine. I also love teaching them new things and instilling in them that they can do whatever they put their minds to.

Where do you see yourself in the next 5 years?

This is the million-dollar question! As Steve Jobs said, “You can’t connect the dots looking forward; you can only connect them looking backward.”

With what I know today, I suspect I will continue to be involved in technology and innovation, doing similar things -- working with Founders and Executives to help them build the best products and scale their businesses utilizing AI and other technologies as well as investing in startups.

I’ve turned down multiple CEO and CPO job opportunities in the last 12 months because I’m excited to build my own business, Raya.

One piece of advice that you would like to share with aspiring product managers. Be the voice of customers in your organization! The best competitive edge a product person or leader can create for themselves is to intimately understand customer needs and the market they are playing in. You want to know your customers and market better than your CEO, Sales, Customer Success, Marketing, Engineering, and Design teams.

Embedding Sustainability in Client Journeys to a Bright Future

Cara Williams, Global Head of ESG, Climate and Sustainability, Mercer

Cara, please tell us about your background and areas of interest.

I am from New York City where I was raised. I went to Paris for my last year of university. I ended up doing a master’s in business in Paris at the University of Hartford and then moved to Germany where I worked for the US Army and NATO. After several years working with

the military and a couple of deployments I returned to New York to work in financial services. I have been with Mercer for 19 years and have had several roles while there. From Global Chief Operating Officer to Head of Wealth Management, to my current role as Global Head of ESG, Climate and Sustainability

Cara Williams, Senior Partner, is ESG, Climate and Sustainability Leader for Mercer. Located in London, Cara leads the program of work to articulate and amplify Mercer’s ESG value proposition and positioning, embed sustainability in the journey to a bright future, and drive highly practical, relevant and value-added outcomes both internally for Mercer and externally for organizations all around the world. She presents regularly on global ESG, sustainability, diversity and investment trends.

In addition to her leadership role, Cara is an active mentor for external programs and to colleagues, supporting and promoting women and people of colour in their careers. She sits on a number of boards including Girls With Impact, training girls to be entrepreneurs, as well as on the Board of Directors of The German School, London.

Recently, in an exclusive interview with CXO Outlook Magazine, Cara shared her career trajectory, insights on how AI can help organizations accelerate their climate and sustainability commitments to investors and customers, her current roles and responsibilities as Global Head of ESG, Climate and Sustainability at Mercer, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.

AI ought to be a great contributor to scenario analysis and the ability to assess and measure potential risk to physical assets

How can disruptive technologies such as AI help organizations accelerate their climate and sustainability commitments to investors and customers?

AI is a wonderful way to ease some of the challenges facing investors, from simple things like summarizing Sustainability and ESG reports to aggregating and making sense of reporting coming from organisations and potential investment opportunities. AI ought

to be a great contributor to scenario analysis and the ability to assess and measure potential risk to physical assets.

Tell us about your roles and responsibilities as Global Head of ESG, Climate and Sustainability at Mercer. My role is both internal and external. Internally I am responsible for building our employee value proposition so that ESG and sustainability resonates for our colleagues

Diversity, Equity and Inclusion is a key component to robust decision making

and prospective joiners. We have recently developed mandatory training for all of our 23,000 colleagues about ESG, Climate and Sustainability to ensure all colleagues have a baseline of understanding of what ESG is and how we, as a firm, manage our organization in line with these non-financial factors. Externally I am responsible for building Mercer’s go-to-market across all ESG and sustainability services. Helping organisations to better integrate ESG

and sustainability within all aspects of their operations.

You are also an Advisory Board Member at Girls With Impact. Can you please tell us about this academy and your role in it?

It’s a wonderful organization which works with young women to develop their own businesses or foundations. They gain the skills needed to pitch their ideas, and ultimately to stand these up. They have access to great coaches and training. The program can be rolled out as a one off or organizations can offer it to the daughters of their employees.

What are your thoughts on diversity and inclusion? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?

Diversity, Equity and Inclusion is a key component to robust decision making. We see more and more organizations recognizing the importance to such diversity but are challenged as to how best go about it. The key to getting started is to establish a measured baseline. It needs to be measured in order to manage the numbers. Some markets are farther ahead of others as regulations vary in countries. Europe has a new regulation coming out with the Corporate Sustainability Reporting Directive (CSRD) which is focused on broader sustainability to include both the environment as well as social issues. Regulation like that will start to move the needle as organisations are keen to fall in line.

Try to do what brings you joy-wealth management is about people and helping them achieve their lifetime goals-if that excites you it’s the right field.

In your academic or work career, were there any mentors who have helped you grow along the way? What’s the best piece of advice you have ever received?

I have been very lucky with mentors in my life. Some have even gone further to support me and my career as I have moved up in my career. In the military, I had a wonderful leader who taught me that every person takes criticism and motivation very differently and the key is to understand what makes people tick and which method will be the most effective. I joined Mercer specifically to work with one person and I had the great pleasure to learn from him for several years. He taught me to listen and respect yet not be afraid to make an unpopular decision.

What’s a leadership lesson that you’ve learnt that’s unique to being a female leader?

It’s a stereotype but in the main women tend to have honed empathy skills. It can certainly be a strength to see all sides of an issue but when over indulged can be a hindrance to speed and efficiency of decisions.

What is your biggest stress reliever?

Hobbies are genuinely the spice of life. I do love physical exercise but also love time with my

teenage sons (if they ever grant it to me), and motorcycling which I’ve been doing since I was 23 years old.

What is your secret to striking a work-life balance?

The only secret is there is no such thing. Never is everything in balance. Oftentimes most things need attention and there doesn’t seem enough time in the day to tend to those and others it may only be one thing that needs extra focus. However, I would add the need for flexibility. It’s the only way not to get overwhelmed with work and all things life entails.

Where do you see yourself in 5 years from now?

I’ve never been one to plan my journey and I won’t start now. Hopefully Mercer. I prefer to find where I may be most useful and can hopefully share and learn from others.

One piece of advice to aspiring wealth management professionals?

Try to do what brings you joy-wealth management is about people and helping them achieve their lifetime goals-if that excites you it’s the right field.

MOST INSPIRING BUSINESS WOMEN 2024

Patricia Pillay

CEO,

POLYCO

DRIVING CHANGE AND MAKING A POSITIVE IMPACT ON THE ENVIRONMENT & SOCIETY

As scientists, activists, entrepreneurs, and business leaders, women have blazed a trail for the plastic recycling industry. Through their innovation they have had brilliant breakthroughs, and have crafted real-world applications that keep us safe, and create a lasting legacy for the next generation of women who aspire to change the world for the better.

One such inspiring business leader is Patricia Pillay, CEO at Polyco. Patricia's vast legal, advocacy, and regulatory experience, having served as the Executive for Legal, Regulatory, and Sustainability at the Consumer Goods Council of South Africa for over ten years, has adequately

prepared her for close collaboration and partnerships with government, industry bodies, and regulatory agencies in order to represent the interests of the industry. She is also an Attorney of the High Court of South Africa and a certified part-time commissioner of the CCMA.

In addition to her leadership roles, Patricia is passionate about empowering women for the betterment of society and, in her spare time, works with the Home of Hope for Girls, who provide support to girls rescued from Human Trafficking. Today, Patricia is moving the needle on sustainability and making a positive impact on the environment & society through her passion and commitment at Polyco.

Patricia Pillay CEO, POLYCO

A Journey Guided by a Strong Passion for Environmental Sustainability

Patricia’s journey to becoming CEO at Polyco started with a strong passion for environmental sustainability and a deep understanding of the challenges posed by plastic waste, having headed the sustainability division at the CGCSA (Consumer Goods Council of South Africa). She has always been driven by the desire to make a positive impact on the world, and leading Polyco allows her to do just that. Currently, with a team of dedicated professionals and the support of Polyco’s members, Patricia is able to invest

in plastic recycling and collection businesses, driving the growth of the industry in South Africa and, most importantly, creating a cleaner, healthier environment for all.

What truly inspires Patricia about her work at Polyco is the opportunity to contribute to a sustainable future and make a positive impact on the environment and society. Even though plastic waste poses significant challenges, it also presents Polyco with opportunities to innovate and find creative solutions. “For this, I have an amazing team with a shared ethos that has the energy and drive to make a positive impact,” proudly shares Patricia.

Polyco: Committed to Making the Waste Work

Polyco PRO NPC is a registered producer responsibility organization (PRO) that manages an extended producer responsibility (EPR) scheme focussed on plastic packaging in South Africa. Polyco’s mission is to bring global best practices to South Africa by investing in plastic recycling initiatives that support social inclusion

and wellbeing, an improved environment, and economic growth. Through various initiatives, the organization has invested over R120 million into projects and achieved capacity growth of over 300,000 tonnes of plastic recycling through its investments in over 140 project partners. These are plastics that ordinarily would have gone into the landfill or ended up in the ocean. One of Polyco’s key drivers being the implementation of mandatory Extended Producer Responsibility (EPR) from the voluntary scheme it had prior to 2021.

By working closely with producers, brand owners and importers, Polyco encourages them to take responsibility for the plastic packaging they produce and put into the South African market, and working together to provide solutions for increased recycling and collection rates and reducing plastic waste in the environment. This approach has resulted in a significant positive impact on South Africa's environment by promoting a circular economy and reducing the reliance on virgin plastic materials. From a socioeconomic perspective, Polyco’s Packa-Ching

Polyco PRO NPC is a registered producer responsibility organization (PRO) that manages an extended producer responsibility (EPR) scheme focussed on plastic packaging in South Africa

project, a community-based program across the country, truly shows its impact as it has paid over R17 million to informal community members and has collected over 17 million kilograms of recyclable waste from these communities.

Extended Producer Responsibility

Extended Producer Responsibility (EPR) was gazetted by DFFE to extend the responsibility for the environmental impacts of packaging to the post-consumer stage of the packaging’s life cycle. In practice, EPR involves the producers of the packaging taking responsibility for the management of packaging after it has been used and becomes waste. This can include the collection, sorting, reuse, recovery, recycling, and/ or final disposal. Producers are responsible for the full cost of collection and treatment of their identified products at their end-of-life.

With Polyco’s EPR scheme being accredited by Minister Creecy, Extended Producer Responsibility (EPR) is a fundamental aspect of Polyco's business. It now becomes Polyco’s responsibility to assist producers who are being held accountable for the entire life cycle of their products, including their post-consumer waste. By implementing EPR programs, Polyco focuses on the initiatives on behalf of their members, including project investments, waste picker integration, municipal support, education & awareness, stakeholder relationships, and design for recyclability.

Collaboration a Key Aspect of Work

According to Patricia, collaboration is a key aspect of Polyco's work. She believes that by working together with various stakeholders, more significant and sustainable results can be achieved. One such successful collaboration has

been with the Centre for Regenerative Design & Collaboration (CRDC), where Polyco provided a loan to purchase machinery that converts unrecyclable and difficult-to-recycle plastic into eco-aggregate called RESIN8. This collaboration not only contributes to increased recycling rates but also provides a high-quality eco-aggregate for the construction sector. For Polyco, such partnerships enable it to leverage expertise, resources, and networks, accelerating its impact and achieving its objectives more effectively.

Million Plus Plastics Recycling Resolution

Polyco is committed to educating both the industry and consumers about recycling throughout South Africa. One of its successful educational and awareness initiatives is through Polyco’s Million Plus Recyclers brand, which develops targeted consumer campaigns to raise awareness about the importance of plastic recycling and responsible waste management.

Patricia, while shedding light on the Million Plus Plastic Recycling initiative, explains, “Our initial target was to get a million consumers in South Africa to sign a pledge committing to make better choices for the environment. Notably, we have surpassed this number, with over 1,300,000 citizens engaging with the brand. The aim of the messaging is to change attitudes and behaviors towards plastic waste, promote the adoption of sustainable practices, and encourage separation at source and active participation in recycling programs through these campaigns.”

Under Patricia’s leadership, Polyco also collaborates with educational institutions, government departments and members to develop educational materials and programs that provide information and practical guidance on recycling

With Polyco’s EPR scheme being accredited by Minister Creecy, Extended Producer Responsibility (EPR) is a fundamental aspect of Polyco's business

to grassroots levels and upwards. For instance, Polyco’s collaboration with Pick n Pay School Club has reached over 2 million learners and over 100,000 educators in the year 2023 alone.

Supported by a Strong Background in Law

Patricia considers her background as an attorney to have played a crucial role in managing Polyco's relationships with government, industry bodies and regulatory agencies. She shares,

“By encouraging our members to understand and operate within the legal framework and comply with all relevant regulations set by the Department of Forestry Fishers and Environment (DFFE) is a priority for us.” Moreover, being an admitted attorney enables Patricia to effectively advocate for fair policies and regulations that support the growth of the plastic recycling industry in South Africa in a way that supports the environmental ecosystem.

Under Patricia’s leadership, Polyco collaborates with educational institutions, government departments, members and partners to develop educational materials and programs that provide information and practical guidance on recycling to grassroots levels and upwards

A Cause Close to Heart

For Patricia, women empowerment is a cause that is close to her heart and it also aligns with Polyco's mission of creating a sustainable and inclusive society. “I am personally involved in initiatives like the Home of Hope for Girls, where we provide support and opportunities for young women rescued from human trafficking,” shares Patricia. “At Polyco, we believe in equal opportunities and diversity, and we strive to empower women within our organisation and the wider plastic recycling industry, as we are vehement supporters of women in waste, as well as those with disabilities.” Polyco’s EPR service fee goes toward the compensation for waste reclaimers as outlined in the legislation. As an extension, Polyco also supports women in waste in collaboration with the Western Cape Department of Environmental Affairs and

Development Planning (DEA&DP) on its “Give Dignity Campaign.” This includes providing tools of the trade to waste reclaimers, such as trolleys designed for ease of transporting waste, as well as sanitary packs to these women.

Crafting an Impactful Leadership Philosophy

At Polyco, Patricia’s leadership style is characterized by collaboration, transparency, and a strong focus on results. She believes in empowering her team and fostering a culture of innovation and continuous improvement. At large, by creating a supportive and inclusive work environment, Polyco is able to attract and retain top talent and drive the success of its initiatives. She further points out that Polyco has a lean team, as they are only allowed a small percentage of their EPR fee to be allocated towards administration costs. This, however,

allows the team members to be multifunctional, willing, and able to support each other in their roles should the need arise.

As CEO at Polyco, Patricia also recognizes the importance of building strong relationships with stakeholders, as it is through collaboration and partnerships that they can achieve their goals and create lasting change.

Raising Awareness of Plastic Waste

As a sustainability advocate, Patricia hopes to shed light on the importance of sustainability and separating waste at source with responsible waste management. She feels that every small action counts, and together, we can build a cleaner, greener, and more sustainable future for generations to come. “It just takes one person to recycle one piece of plastic to make a difference. Everyone should be that one person,” concludes Patricia.

When Is the Right Time to Seek Financial Advice?

Mohammad Uz-Zaman, Founder of ADL Estate Planning Ltd

As a wealth management professional, this is a question I get asked a lotregardless of whether the person asking me is young and building their career, or experienced and supremely successful. But the question really misses the point. A better one would be: is there ever a bad time to ask for financial advice?

In a wealth management market where regulation is often impenetrable and poor advice proliferates there’s a strong case for saying that everyone should seek support with their finances right now.

This study reveals almost three-quarters of Brits struggle with money matters. In other words, UK financial literacy is poor. That means most people probably won’t be aware that good financial management isn’t something you can simply leave until later in life. Or that bad decisionmaking - or believing bad advice - can have disastrous consequences.

Most of all, you’ll lose a prime opportunity to protect your lifestyle and preserve and grow wealth with the simplest - and cheapest - planning available. No matter your age, professional standing existing wealth, or personal values, seeking advice is the first step towards sounder finances. There are three stages to tick off so that you can do this.

1. A wealth management mindset shift: Contrary to popular belief, a good adviser’s contribution to your personal and family wealth goes beyond what’s listed in your client agreement.

It’s the detailed answer to your question on a particular protection plan, investment option, or tax quandary. It’s an insight into shareholder agreements, knowing the consequences of selling a business, and being conversant on trusts. And it’s about the resourcefulness of an adviser who can wrap in the right experts to soothe your pain points - even those that weren’t on your radar.

Mohammad Uz-Zaman is the Founder of ADL Estate Planning and a Chartered Private Client Wealth Manager. He has worked in financial services for over ten years, is an associate member of the Society of Trust and Estate Practitioners (STEP), and is a former senior adjudicator for the Financial Ombudsman Service. Mohammad works with business owners, property developers, and non-UK domiciled/non-UK residents who have UK-based assets. His clients tend to have at least £500,000 and require strategic investment advice. Mohammad is an expert in structuring clients' wealth during their lifetime and beyond. Financial literacy is one of Mohammad’s passions, enabling his clients to become more involved in the decision-making processes of wealth management and understand how to maximise the value of their money.

In a wealth management market where regulation is often impenetrable and poor advice proliferates there’s a strong case for saying that everyone should seek support with their finances right now

The first building block in firmer financial foundations is a shift in mindset about the purpose of wealth management. Advisers shouldn’t focus solely on investment performance, because there isn’t much, they can do to manage markets.

It’s better to implement optimal principles, tailored to your unique individual circumstances, that:

Prioritise your concerns

Promotes your values

Protect your lifestyle

Prevent costly mistakes

Preserve more of your wealth

2. Taking stock of your financial situation: To frame wealth opportunities and threats it’s useful to answer the following questions:

Do you have sufficient emergency cash? If not, build it to a satisfactory level before seeking an adviser.

Do you have appropriate protection plans? If you don’t have these in place, it’s worth getting help to point you in the right direction.

Do you have an idea of your capital needs over the next five years? Great - that’s the amount you can’t afford to risk.

Have you thought about how much income you need in retirement? If the answer is no, you need some coaching.

Are you aware of how your Death In Service employee benefit can impact your inheritance tax? Again, coaching is required.

3.

Spend some time charting your life plan

With the best will in the world, your financial adviser may struggle to make their expertise count unless you provide some vital information upfront. This is about creating an overview of your current financial details, your dependants’ needs, and your dreams.

An initial helicopter view of your situation is enough to provide an adviser with insight into the amount of capital you’ll need, set against your level of disposable income today.

This enables you and your adviser to explore your financial hopes and concerns

With the best will in the world, your financial adviser may struggle to make their expertise count unless you provide some vital information upfront

more thoroughly. It should cover your plans for the short, medium, and long-term future, in areas that include your family, career, property, and plans for retirement.

Financial advice covers a lot of ground. To illustrate, here are two (anonymised) people we’ve helped with wealth management input.

A healthy plan

A couple, both 70, have a main residence valued at £400,000 and nine investment properties valued at £1m altogether. They also have ISAs of £300,000; pensions worth £550,000; and a joint life policy for £120,000.

Concerned about their health and using rental income as a primary source of funding for their retirement, they wanted to tackle a £328k inheritance tax (IHT) liability to help their beneficiaries.

In response, we have identified surplus income; arranged specialist wills, trusts, and Lasting Powers of Attorney; determined the best investment equity settlement into trusts, and held over the gain on the properties.

In addition, we reviewed the couple’s existing pensions. We determined that by reducing the overall charges without compromising on investment strategy, sufficient rental income could be given up. The amount of rent given up was associated with the equity-settled into trusts.

Ringfenced retirement

A 79-year-old, divorced farmer wanted to protect her wealth for her two sons - but lived in a farmhouse with 195 acres of land,

presenting a potential IHT bill of £2.4m. This was a complex situation where we needed to consider:

Whether the farmhouse really was a farmhouse

If agricultural property relief (APR) applied to the land

Whether, on sale, the client would lose IHT exemptions

We determined the farmhouse and 25 acres did not qualify for APR. It meant those assets could be ringfenced and sold to help fund the new home she desired as well as her longterm needs. But the IHT issue remained - so speed and efficiency were key to protecting the client’s wealth. Our advice included a wide range of options:

Whole of Life insurance policies; it often makes sense for large life policies to put in place multiple policies of £250k each Strategic settlements into discretionary trusts during lifetime

Flexible Lifetime Annuity via a Protective Cell Company

We set out the cost-effectiveness and the risks of various options. For instance, the risk of the client not surviving for seven years. But we ultimately determined the cheapest option inclusive of all fees; not just our advice fees, but also related-product provider fees, would be significantly lower than the IHT bill.

It’s worth noting that in the ‘farmhouse’ case if the client had sought our advice sooner, her savings would have been greater. There really isn’t a bad time to engage in prudent financial planning and wealth management - boosting your knowledge and the power of your decision-making.

MOST INSPIRING BUSINESS WOMAN

2024

Sarah-Mae Amde, MBA

CEO, PARAGON DIGITAL CONSULTING

PIONEERING CHANGE IN BUSINESS LEADERSHIP

Change management wasn't always at the forefront of business leaders' minds in North America, but SarahMae Amde, the dynamic CEO of Paragon Digital Consulting, saw a shifting trend that emerged two decades ago. She positioned herself uniquely, catalyzing a remarkable transformation in her career as a business and management consultant by focusing on innovative technologies and solutions to tackle distinct business challenges.

Over a decade of independent consulting saw Sarah-Mae honing her expertise, but it was in 2016 that she took a pivotal step. She formed a coalition of specialists united by a common vision of supporting a client's digital transformation journey. Since then, she has painstakingly built a

dedicated team of Associates, each an expert in various facets of management consulting. SarahMae's approach is founded on her unwavering belief in a fresh perspective for guiding people through change and her unique framework for orchestrating large-scale transformations. Her strategies and plans elevate not just businesses but also the leaders, managers, and teams within them.

In Sarah-Mae's own words, "I have always dreamed of finding a space to help others in a real and practical way. From an early age, I always sought ways to mediate disputes, stand for what mattered, and lead my peers by example as a devout follower of Christ." Her vision for a collaborative space where individuals could enhance their strengths while sharing similar goals began to take shape in her early career, where she

Sarah-Mae Amde, MBA CEO, PARAGON DIGITAL CONSULTING

effectively managed projects and teams. However, it was during her journey, navigating the intricate web of competing priorities between HR, IT, Finance, and Operations teams, that a common thread of success in complex projects revealed itself: the people.

Envisioning a Faith-Driven Transformation

As a woman of faith, Sarah-Mae has founded Paragon Digital with a profound vision — to inspire purposeful, positive, and pragmatic change in the world. Her guiding principle is simple yet

As a woman of faith, Sarah-Mae has founded Paragon Digital with a profound vision to inspire purposeful, positive, and pragmatic change in the world

powerful: "We are a dedicated team of Associates that help organizations transform their customer and employee experiences through a sustainable model that creates meaningful engagements and impactful interactions while preparing them to implement next-gen technologies to compete in this rapidly changing digital economy."

In any transformation, whether personal, professional, or otherwise, the challenge lies in replacing legacy systems, ideas, or processes while carefully balancing the desires and necessities of impacted leaders, stakeholders, and teams. Paragon Digital isn't just a consultancy; they are trusted change advisors. Clients view them as partners in their journey to success, setting them apart from competitors who may hesitate to candidly reveal what's truly essential for success. As Sarah-Mae firmly states, "We are committed to providing solutions that are in the best interest of our clients, strategies that meet their goals and objectives, and ensure that the implementation plan results in all parties winning."

Paragon Digital specializes in guiding businesses through the complexities of transformational change. Whether it's business, digital, or HR-related transformations, these programs often revolve around enhancing internal processes, adopting new technologies, or improving corporate culture by breaking down departmental silos and eliminating redundancy. Sarah-Mae emphasizes the significance of having a Trusted Change Advisor to navigate this intricate process, unlocking employee engagement, technology adoption, and productivity through their Change That Sustains framework for Operational Excellence.

What sets Paragon Digital apart is its faithbased approach to managing change, wisdom

rooted in the Bible. Sarah-Mae expounds on their service approach: "We serve our clients by guiding them along their transformation journey, starting with recommending what's best for the business, customers, and their teams. We ensure that the activities bring cross-functional teams together, balance the needs of all stakeholders, streamline processes, make all content easy to understand, communicate messages with compassion, build results-oriented plans, and serve everyone who's impacted equitably."

Offering Change Management Excellence

Many organizations were initially skeptical about change management. However, SarahMae's insights shed light on this issue. She explains that although the industry has evolved and there are now more certified professionals, companies still face challenges in accurately assessing the impact of changes, determining the benefits of managing the change, and estimating their team's capacity to handle the change process.

Today, Paragon Digital is a beacon of guidance for senior leaders who want to understand how to achieve transformational change. Their services provide these leaders with invaluable tools and techniques to minimize risks and maximize benefits. SarahMae emphasizes, "We changed who we were willing to work with; we only work with senior leaders and businesses where we align on the expected outcome and results.”

Mentorship is a core belief at Paragon Digital, and they consider it an important aspect of professional life. They believe that everyone needs a mentor, coach, or advisor, just like how people have mentors in other

aspects of their lives, such as wealth, fitness, and career. Paragon Digital values inclusivity and welcomes diverse perspectives from Associates around the globe who have different religious beliefs and ideals. “Doing what's best for our clients, their customers, and teams is at the heart of what we do,” pinpoints Sarah-Mae.

Time Management and Service: Formula for Success

In Sarah-Mae's philosophy, time management and dedicated service stand as the keys to unlocking success. She firmly believes, "We all have the same time in a day, so prioritizing what's most important is essential

and serving others in a way that elevates their best interest."

For Sarah-Mae, any worthwhile endeavor demands time, effort, and unwavering perseverance. She advises, "Anything in life that's worth doing will require time, effort, and lots of perseverance, so choose wisely. Don't give

up when times get tough; this is when your true character develops."

Furthermore, she underlines the significance of self-investment. According to her, "Investing in yourself through personal development books, professional mentorship groups, or business coaches is not just beneficial but required to succeed and remain competitive."

Pioneering Diversity and Embracing Change

Today, Paragon Digital is a beacon of guidance for senior leaders who want to understand how to achieve transformational change

Diversity and inclusivity serve as cornerstones of Paragon's success, ingrained in its very DNA, permeating business processes, operations management, social procurement, and its affiliations. "The future of work has dynamically changed as many companies are challenged to create the same cohesive team environment with hybrid or fully remote employees. In addition, the mass introduction of Generative AI and other nextgen technologies has added pressure on business leaders to evaluate the risks vs. the rewards; the answer lies at the intersection of HR, IT, Finance, and Operations, and the business' appetite for change," shares Sarah-Mae.

In a marketplace seeking familiar, safe harbors, Paragon Digital takes the helm, guiding its clients through the turbulent waters. This entails helping clients discover the technologies that seamlessly integrate with their business processes, corporate culture, and expertly stewarding them through the RFP process to procure technology vendors.

Sarah-Mae envisions the next five years as a litmus test, revealing which companies invested in their transformation journey, emerging as industry leaders, while others faltered in providing their teams with the tools to adapt to a rapidly changing future. "We live in exciting times. The future is here," she concludes.

Helping Startup Founders Hire & Build a Winning Team

Alex Mason, Co-Founder, Stax - Startup Talent Experts - Europe & USA

Alex, what is your background? What led you to starting your own company, and how did you end up in this space?

I have 12 years of international recruitment experience as both a Consultant and Leader across the UK, USA and Europe. I decided I wanted to start my own business to put myself and experience to the ultimate test. I always loved working directly with Founders of innovative Startups so wanted to focus the business on something I felt passionate about.

What is Stax? Tell us about what you do and what your overall mission is. What was the inspiration behind the company name?

Stax are Startup talent experts. We saw a gap in the market where we can offer our experienced guidance around many of the challenges Startup Founders face in the early stages of growth. Many founders have an exceptional product or service but lack the knowledge or experience for effective hiring.

Our Mission is to be the leading talent service provider for Startups and Incubators across the leading Startup Cities Globally

Alex Mason is a Co-Founder of Stax. He is an international recruitment expert with 13 years of international experience with tech startups and scale-ups. Having led offices in Munich - Germany, Austin - USA, and London - UK, Alex Co-Founded Stax startup talent experts. A tech startup talent specialist, supporting the hiring strategies for many of Europe’s most innovative startups and incubators. Recently, in an exclusive interview with CXO Outlook Magazine, Alex shared his professional background, the inspiration behind establishing Stax and its mission, significant career milestone, his favorite quote, future plans, and much more. The following excerpts are taken from the interview.

Starting a business was always going to be challenging but this is definitely the most challenging market I’ve experienced in my 12 years

We support Startup Founders directly through headhunting for difficult, high in-demand hires and help them design an exceptional hiring process. We also support some of Europe’s leading startup incubators and investment groups by offering our free ‘Hiring Strategies for Startups’ workshop. This gives us a great opportunity to get an introduction to some fantastic startup founders in the hope that we can support them with headhunting when the opportunity arises. We work with Startups in some of the growth sectors such as Deeptech, AI, Clean-tech and Blockchain.

Our Mission is to be the leading talent service provider for Startups and Incubators across the leading Startup Cities Globally.

For Stax’s name we wanted something that sounds like the tech space we support. It’s a kind of abbreviation for ‘Startup Talent Experts’.

What have been the most challenging moments for you and the company?

Starting a business was always going to be challenging but this is definitely the most challenging market I’ve experienced in my 12 years.

The day before launching the business I found out that my youngest daughter had been diagnosed with a rare cancer which was a curveball I wasn’t expecting! Luckily I had the support of a great Co-Founder who held things together when I needed time supporting my family. She is responding well to treatment and I’ve used this experience to spur me on.

What is one thing about building a business you did not know that you’ve learned so far since launching StaxStartup Talent Experts?

I don’t think I really appreciated the amount of time you need to spend doing things that aren’t generating income for the company. Now that we’re more established we have set ourselves up to operate more efficiently and utilise our support functions.

What are the top qualities or skills you believe entrepreneurs need in order to be successful? Also, what advice do you have for entrepreneurs who are just starting out?

Adaptability and grit are the most important in my eyes. In this World and with so much competition out there you have to be prepared to work harder than the others to stand out from the crowd. Maximise every opportunity.

If you could have a one-hour meeting with someone famous who is alive, who would it be and why?

Sir Alex Ferguson. He took on a failing club, was almost fired but then implemented his own methods, drive, and expectations to turn the club into winners year after year. It didn’t happen overnight, but he instilled

a winning belief and pride in everyone that surrounded him.

How do you keep your mind healthy and stay resilient? And how do you motivate your team?

I exercise frequently and make sure I take plenty of time away from my work. Being a founder is highly addictive but I’ve learned that overworking isn’t healthy for yourself or anyone around you.

I love motivating by leading from the front. I have been an armchair leader before (not by choice) and hated every minute.

What is your favorite quote?

I saw this recently and it really resonated with me: “Growth is painful. Change is painful. But nothing is as painful as staying stuck somewhere you don't belong.” ― Mandy Hale

What is one accomplishment you’re proud of?

Taking the leap to start my own business and seeing it succeed is the thing I am most proud of.

What drives you? How do you measure personal success?

Continuous improvement drives me. I’m so proud of what we’ve achieved in our first year but there’s so much more I want to do.

The health and happiness of myself and my family are the only things that I truly measure. Everything else is just my ego.

What do you think 2024 will have in store for Stax?

We plan to hire experienced staff across the EU to continue our growth and the support of more regions in leading Startup cities.

MOST INSPIRING BUSINESS LEADER 2024

Bret England

PRESIDENT & CEO, CALLTOWER INC

SPEARHEADING TEAM TO DELIVER INTEGRATED

BEST-OF-BREED COMMUNICATION

SOLUTIONS

Bret England is an accomplished leader with over 25 years of experience as a senior financial and operational manager and investor. As President and CEO, Bret leads the CallTower team in delivering integrated best-of-breed communication solutions. Before CallTower, Bret worked in senior, domestic and international financial and operational roles at Symantec, Informix, Alta Vista, Portal Software, NetManage, and JDA Software. He has assisted several technology companies in various CXO and board positions and as an investor through England Consulting and Capital Group.

In the realm of inspiring business leaders, Bret’s wealth of experience in financial and operational management has been instrumental in shaping CallTower’s strategic direction, operational efficiency, and financial stability. Likewise, his expertise in mergers and acquisitions has not only allowed CallTower to expand its portfolio of communication solutions, tap into new markets and reach a broader audience but also provided the company with access to additional resources, including talented personnel, advanced technologies, and intellectual property. As President and CEO, Bret embodies visionary leadership and

Bret England PRESIDENT & CEO, CALLTOWER INC

unwavering dedication, propelling CallTower to unparalleled success.

The Journey of a Successful Leader Bret started as a Certified Public Accountant for KPMG and Deloitte & Touche. He joined Symantec shortly after its initial public offering and benefited from its excellent management training and career development opportunities.

Bret had several different senior operational leadership opportunities with international responsibilities over an eight-year period. He could apply what he learned as a consultant at Deloitte to real-world operational experience at Symantec. He also deepened his appreciation for building global teams to challenge and motivate others at Symantec and post-graduate executive education.

As President and CEO, Bret embodies visionary leadership and unwavering dedication, propelling CallTower to unparalleled success

“It was at Symantec and part of my executive education that helped me appreciate the richness of bringing together teams and technology to make the sum of the parts greater than individual, stand-alone organizations,” shares Bret. He also learned the dangers of poor integration postacquisition and the destructive nature of egodriven, selfish thinking – both dangerous to any thriving, growing organization.

The Inception Story of CallTower

CallTower has been Bret’s passion to bring together the best of what he had learned in the past decades of growing organizations. In its early days, CallTower required a bit of a restart. However, Bret could see the ability to deploy amazing technology with a common interface and identified some talented individuals wanting to grow CallTower professionally. Soon, Bret and his team started with what they had and committed to building an organization that would be healthy and provide clarity of purpose for their team members, customers, vendors, and shareholders. Collectively and consistently, they applied the principles of ‘The Advantage, Why

Organizational Health Trumps Everything Else in Business’ by Patrick Lencioni. Undoubtedly, the results turned out to be excellent.

“Today, we have grown about 10X; we have produced strong profits, many of our employees have been promoted, and CallTower is a great place to work,” shares Bret. “I am also grateful for the past experience of a great education, the chance to learn from some of the best organizations

and leaders, and an opportunity to bring them all together at CallTower while being nurtured by excellent organizational health tools.”

CallTower: Connecting People Everywhere

Since its inception in 2002, CallTower has grown into a unified communications, collaboration and contact center solutions provider, changing how

CallTower has been Bret’s passion to bring together the best of what he had learned in the past decades of growing organizations

people communicate worldwide. The company combines the power of global voice enablement and key business integrations, enabling organizations worldwide with the most advanced unified communication and collaboration solutions. Empowered by 16 geo-redundant data centers, CallTower delivers connectivity to more than 6,000 cities and 60+ countries.

Regarding a diverse range of offerings, CallTower provides cutting-edge communication and collaboration solutions of over 25 different services designed to enhance business productivity and streamline communication processes. Some of its key solutions include Unified Communications as a Service (UCaaS), Microsoft 365 Integration, Contact Center

Solutions, Audio and Video Conferencing,

Collaboration Tools, Business VoIP Solutions, Secure Cloud Services, and Global Connectivity.

Tailoring Solutions to Client Needs

Whether a small business or a large enterprise, CallTower’s cloud-based Unified Communications and Contact Center solutions are tailored to specific needs and can grow with the client organizations. Therefore, its customers don't have to worry about outgrowing its current communication system, as they can adapt to CallTower’s offerings. Additionally, CallTower’s global reach is backed by an expanding Global Channel Partnership team, allowing the company to provide support to its customers no matter where they are based, ensuring seamless communication and reliable service.

Moreover, Bret and his team constantly look for ways to improve and revolutionize the communications landscape so their customers can always access the latest and greatest solutions. As a result, CallTower’s commitment to innovation has been honored with awards like "Most Innovative Solutions Provider 2023". CallTower has also been consecutively recognized as a

Top Workplace in 2020, 2021, 2022 and 2023, attributing its placement to a strong emphasis on company culture.

The Key Milestones

CallTower’s journey began by specializing in hosted Cisco CallManager and providing an early Voice-over-IP (VoIP) solution as an early entrant to Unified Communications as a Service (UCaaS). Around a decade ago, the company’s mission evolved from being exclusively Cisco-focused to embracing a "best of breed" philosophy. This transition marked a shift from offering singular solutions to delivering a comprehensive suite of options catering to the diverse needs of its customers.

As part of this evolution, Bret and his team expanded CallTower’s offerings beyond Cisco to include other industry giants like Microsoft and Zoom. This holistic approach extended to UCaaS and Contact Center as a Service (CCaaS) solutions. This diversification allowed CallTower to provide enterprises with broader choices, empowering them to select the communication technologies that best suited their individual requirements. Furthermore, at the heart of

Since its inception in 2002, CallTower has grown into a unified communications, collaboration and contact center solutions provider, changing how people communicate worldwide

CallTower’s ability to deliver these top-notch solutions is its proprietary technology, CallTower Connect. This middleware is pivotal in integrating various communication technologies into a unified control panel. It facilitates seamless selection, provisioning, and management of its solutions, all tailored to customers' preferences.

Currently, CallTower’s portfolio boasts a rich selection of integrated solutions, with recent additions like Solgari and proven names like Zoom and Webex. This reflects its ongoing commitment to excellence in communication technology and its determination to provide enterprises with the tools they need to thrive.

Staying Ahead of the Curve

Over the years, CallTower's approach has undergone a significant transformation, particularly in the realm of connectivity. The company has progressed from its initial role as a hoster to becoming a pivotal provider of hosted solutions, such as Cisco Call Manager and Microsoft Skype for Business. As a leading solutions provider, CallTower aims to bridge the gap between disparate technologies and ensure seamless integration. This emphasis on solution integration aligns perfectly with the rapidly evolving connectivity landscape, enabling CallTower to stay competitive and relevant in the industry.

Fostering a Culture of Continuous Learning & Innovation

According to Bret, innovation is at the heart of everything they do at CallTower, and they are committed to continuously pushing the boundaries to deliver the best possible communication solutions for their customers. Moreover, CallTower’s team, comprising dedicated, action-oriented, and inquisitive

Currently, CallTower’s portfolio boasts a rich selection of integrated solutions, with recent additions like Solgari and proven names like Zoom and Webex

professionals, is constantly exploring new ways to enhance its existing solutions and develop new ones that meet the changing needs of its customers.

Recently, CallTower has integrated Solgari for Teams into its solution offerings, an advanced Contact Center Solution within the MS Teams App designed to help businesses streamline their customer service operations, ultimately improving customer experience and operational efficiency. Likewise, Bret and his team constantly seek feedback from their customers and partners, believing that open communication and collaboration are the keys to innovation. “By understanding our customers' unique needs and challenges, we can develop solutions that make a difference,” states Bret.

Guiding Leadership Principles

As a leader, one of the most crucial lessons Bret has adhered to is the importance of persistence and unwavering commitment. He feels that the true essence of triumph lies in your ability to weather challenges, endure difficult days, and remain steadfast in your vision. Another fundamental aspect he finds crucial is trusting

one’s instincts and intellect. It is important to remember that the road ahead will likely be long, spanning well beyond a mere few years; hence, maintaining that trust in yourself and your vision becomes paramount.

Moreover, Bret states that people are the lifeblood of business, which holds true whether you're just starting out or running a well-established enterprise. Hence, if you can't genuinely care for and respect individuals or align their best interests with the heart of your organization, then reconsidering your role as a business leader may be an option for you. He adds, “Entrepreneurship is more than just profits; it's about creating a positive impact, building relationships, and contributing to the betterment of the people and communities you serve.”

The Road Ahead

CallTower plans to expand its Global footprint with people and locations worldwide. This will allow the company to provide more comprehensive support to its customers wherever they are in the world and ensure it stays abreast of global trends and needs.

Want to Sell or find Investor for your Business?

Leading People, Cultures, & Organizations by Navigating Change & Transformation from their Current State to their Future State

Douglas Flory, International Change, Strategy, & Culture Expert

Hi Douglas, could you tell us a little bit about your background and how you got into change management?

Hello! First, I offer an attitude of gratitude to CXO Outlook for reaching out to be part of this. It is my hope that your readership finds the answers they seek with this interview. Upon graduation with my bachelor’s degree, I was involved in Sports Medicine as my choice of careers. Yet, “change” had a different plan for me. Overnight, I was amidst a job market

during the 11 September 2001 calamity. I had to find work and landed at a top financial firm.

During my time there, I accelerated into leadership roles where they emphasized professional development. This is when I was first introduced to concepts like Project Management and Lean Six Sigma. As it turned out, I really liked it. Next, they introduced this new thing called Change Management, to which I had no clue why it was necessary or that it existed. Experience taught me that it always comes back to the people

Our aim is to support the CEO, COO, and current Board of Directors with special assignments and thought leadership to give ACMP members the best experiences, governance, and opportunities possible

Douglas Flory is also known as The Changeologist and Culture Alchemist. He works with global leaders, cultures, and organizations to lead them from the current state to their future state by navigating change & transformation with the art & science of a people centric strategy to achieve benefits realization. With 20 years of experience leading the way change works, his passion is leading change via a toolbox of mixed methodologies combined with other related certifications. He is recognized on LinkedIn as: A Top Change Management Voice on LinkedIn; A Top Culture Change Voice on LinkedIn and A Top Change Leadership Voice on LinkedIn. His vision statement is “to foresee a solution to the new so that it casts a light for others to advance through ambiguity”. Recently, in an exclusive interview with CXO Outlook Magazine, Douglas shared his professional trajectory, insights on some of the key challenges faced by global companies when it comes to implementing change, personal sources of motivation, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.

and change – regardless of the scope. From that moment, I dedicated my career pursuits to the profession, credentials, and community. Over time, I was fortunate enough to be given many chances to see change management at work in a variety of fields, applications, and geographies.

You are an Advisor at the Association of Change Management Professionals (ACMP Global). Can you please tell us about this association and your role in it? The Association of Change Management Professionals (ACMP Global) is like PMI (project management), SHRM (HR), American Bar (law), and other specialized bodies. ACMP is where change specialists come together “facilitating connections between its membership community and commercial, government, nonprofit and educational organizations of all sizes, ACMP provides a community for its members to

belong, learn, and thrive”. Initially, I founded a local ACMP chapter in my home state. From there, I was fortunate to be elected by my global peers to serve on the Global Board of Directors and then in the Office of Treasurer. It was an amazing time to connect and learn more about the people side of change in places like Africa, Ukraine, Australia, Saudi Arabia, and many other parts of the world. Recently, we established “The Council of Advisors”. Although it just began in Q4 2023, I believe it will lead to great contributions in the near future and long-term accomplishments.

We act as a forum of change leaders who historically served on the Board of Directors. Our aim is to support the CEO, COO, and current Board of Directors with special assignments and thought leadership to give ACMP members the best experiences, governance, and opportunities possible.

You must continue to reinforce the new behaviors, procedures, and systems so that they do not revert back to old habits. Recognizing their efforts and rewarding your team’s results are an important part of that delivery

From your extensive expertise on change, why do you think change is one of the biggest challenges leaders have?

i. Mindset – change management is often characterized as hard to do or the soft side of business that is a ‘nice to have’. Ironically, it is also recognized by many firms as a prioritized focus and skill set for modern employees and organizations. Unfortunately, leaders do not always maintain their focus, dedicated resources, and consistency to how change works in their culture. How you think about change is what can create change!

ii. Training/Education – Many leaders of today attended university. However, they did not have a course elective or a degree in “Leading Change 101”. Most likely, it was not

a topic in the curriculum of the past. Today, we see the opposite with many academic institutions recognizing the importance of this aptitude while offering courses and even terminal degrees. How do your leaders know how to lead change and is it a competency as part of their development?

iii. Awareness – Many people may create change via their daily work or they might be involved in solutioning transformation via communications. Yet, they may not realize that there is a legitimized field that is dedicated to this practice. A common myth is that “you just send an email” to get it done. Yet, there are strategies, plans, levers, art, and science that create truly transformative change.

Change does not and will not stop, but people are always at the center of change. Even as change experts, we have to navigate ambiguity and transitions

With the psychological impact of change in mind, would you say that change management and delivery are separate skillsets or are they one and the same?

May I begin with a definition to answer this question and so that we are all reading from the same perspective? Please see below as a starting point.

Change Management = The practice of applying a structured approach to the transition of an organization from a current state to a future state to achieve expected benefits. (ACMP, The Standard) This structured approach does not necessarily mean a checklist, but a framework that can be utilized and blended with a tailored approach to the type of change occurring. Therefore, your delivery and expected benefits are a part of the equation to solve for change. It is also important to note that change does not stop when a product, service, or policy starts. In fact, change is really just beginning because it is now being adopted and applied by the stakeholders. You must continue to reinforce the new behaviors, procedures, and systems so that they do not revert back to old habits. Recognizing their efforts and rewarding your team’s results are an important part of that delivery.

In your experience, what would you say are some of the key challenges faced by global companies when it comes to implementing change?

i. Leadership Styles/Organizational Models – There are currently five generations in the workforce, which is a historical milestone never before seen. How do you lead others with such distinct history, traits, commonalities, and differences? You have to consider not only the audience and context, but your own intrinsic ways and thinking. Today’s world is different than it was decades ago, even just three years ago. Our styles, models, and architecture need

to evolve with this rather than stay in legacy forms previously created.

ii. Common Threads – In my consulting experiences, I have the chance to work with multiple industries, sizes, and tenures. Two of the most common quotes that I often hear are:

1. “Yes, but we are different.” Sure, everyone wants to be and likes to think that they have some special sauce secret. That is to be expected because of the pride, achievements, and history of their company. So, my next question is “How?” This allows me to understand how they are unique or what is it that makes the situation so rare that no one else has encountered it (yet). All too often, the same issues exist, but maybe with a slightly different twist or flavor.

2. “But, that is the way we have always done it!” Whenever this quote arises, my next question is going to be simple. “Why?” I ask them to explain to me why it is that way. It is a reason that involves regulatory, regional, industry, or special case handling? Often, the answer is no and they truly do not know the ‘why’ behind their Standard Operating Procedures other than “the legend of our forefathers…” For every rule or policy, be sure to always include an explanation that accompanies it.

iii. A Human Centric Approach – We can design the best laid plans and forethought. But let’s be honest and real: when people get involved, there are variables that are introduced that can divert the process. We need to lead with more trust, civility, and emotional intelligence to bring people along with us on the journey and as part of the solution. By doing so, employees are engaged, they feel like they are making a impact to something bigger, and you are reducing resistance/increasing adoption with their inclusion.

iv. Culture & Values – “Culture eats strategy for breakfast” is a common misunderstanding. In fact, Peter Drucker did not say that according to the Drucker Institute. What he did say, in his article for the Wall Street Journal (28 March 1991) was that “culture—no matter how defined—is singularly persistent.”

Can you define and tell me what your company culture is and what your values mean? What about the culture of your different departments and teams? How does written culture/values and the unwritten culture/values help your employees to achieve their best every day? Culture, when aligned with strategy and values, can be the catalytic asset that truly differentiates performance.

Do you think change management is typically considered early enough in the project lifecycle?

We want to help you! All too often though, It is often overlooked and considered towards the end of the project. Someone usually comments, “how are we going to let everyone know about this?”

Below is data (Prosci, 2020) that shows the consequences of “Change Management Starting Late”.

Fortunately, this way of working is shifting with more coaching, collaboration, and maturation. If you were to ask any change practitioner, they will guide you to an answer that suggests:

o starting during the project initiation phase

o engaged in the RFP process

o as soon as possible

This allows the change manager to optimize the ROI, benefits realization, and possible tactics with more time allowance to contribute. When we have less time or are brought in later, our onboarding to the initiative is a delay and we

typically reduce the options that are possible. Therefore, results can still be achievable, but most likely to a lesser degree.

How have you kept yourself motivated in difficult times? Have you developed any new skills, or a focus on personal well-being?

If anything good came from the Covid Pandemic, I believe that it is more attention on well-being, including mental health realities. I hope that people are more self-aware of their emotions, body reactions, and capacities. These are more than just randomized symptoms; they are feedback that is unique to you. I think this has also been a focus for me to get more in tuned. Trying to develop a more robust vocabulary and awareness of the specific emotion or feeling that I am facing rather than a generic term, like “good” or “bad”. Asking others how they are as an inquiry rather than a salutation so that I stop to listen to their response and support them.

A few things that keep me motivated in difficult times are: (not in exact order)

i. Notice each day a different gift or blessing that occurred than another day.

ii. Writing and music has helped me to clear my mind and moods.

iii. Intentional time in my calendar to ponder, ideate, think, and reflect.

iv. Watching my children grow provides a different perspective than just thinking of myself in the moment.

v. Ice Cream!

What does the term "authentic leadership" mean to you?

This is the question that I thought most about. I believe that our examples of authentic leadership

are fluctuating, and that Bandura’s Social Learning Theory (1977) is more relevant than before. I am optimistic because when I see good leadership it stands out looking like the following characteristics: - seeing others before selfinterests - respect and civility for one anotherintegrity and honesty - kindness over selfishness - helping others to ease their burden with time, encouragement, or service - stating thanks to those who help - optimism instead of pessimism knowing what is important rather than a popular trend - and a willingness to learn for growth

What are some of your passions outside of work? What do you like to do in your time off?

The most important title that I will ever hold is not found in the corporate sector. My legacy is that of father. My family is the center of all that I do and occupy much of my devotion. With six children, they keep me rather busy with their school and growth. I love spending time with them if we are watching a movie, traveling, or learning to cook. When people find out that I have six children, I often say this is where the real change leadership and management occurs; I just work here for fun, and it seems easier because of my life at home! (LOL)

What are your plans for the future?

More change of course! Change does not and will not stop, but people are always at the center of change. Even as change experts, we have to navigate ambiguity and transitions. That is why I love my work as much as I do; I find it simultaneously fun and challenging with amazing rewards to help others succeed.

Continue to learn more. One of my favorite sayings is: “Change Management + _

Do not avoid or be afraid of change. It is often stigmatized as hard, scary, or something that will very frequently fail (this is myth by the way!)

(methodology/tactic) __ = ___ (positive outcome) __ !” I really love to learn and partner with other colleagues in related fields to see how we can synchronize our efforts to achieve more together. We know that Change Management and Project Management have a symbiotic relationship. What about other qualifiers, such as Diversity Equity Inclusion (DEI), Environmental Sustainable Governance (ESG) factors, Remote/Hybrid Work, Neuroscience, Behavioral Science, Customer Experience, Coaching, and so many others?

Perhaps teach at a university? I have been at university teaching Change Management on occasion. I never would have thought that I would be in this role. Yet, I wish that I had it when I was younger in my personal story; the chance to learn about change, help others, and to give back to our future change leaders is an exciting privilege.

Looking back on your career and experience: if you could give readers one piece of advice, what would it be?

Do not avoid or be afraid of change. It is often stigmatized as hard, scary, or something that will very frequently fail (this is myth by the way!).

The fact is change happens every day, sometimes

on a small scale with new features added to our smartphones and other times when life events occur less frequently. Our ability to change is how we learn, grow, and experience our world. Responses to change are often based on our own personal biases, meaning that we follow a scenario such as the following:

i. Awareness of change

ii. Recall historic involvements with change

iii. Memories remind us of the positive, neutral, or negative outcomes.

iv. Emotions are attached to those memories.

v. We very quickly, almost instinctively interpret change based on this bias.

Have a growth mindset. Try new things. Say yes to new possibilities. If you are pursuing something different and there is a bit of hesitation, this most likely means that you are on the right path and should keep going as you are outside of your comfort zone. When our brains have found the efficient and effective routine, that is a sign that we are in a routine or ritual. Conversely, when we encounter something different, our brains grow (neuroplasticity) new neural activity so that are brains are active and engaged. It is literally and figuratively a growth mindset in action!

The Crucial Role of OutcomeFocused AI Strategy in Business: A Roadmap for Success

Tom Allen, CEO, The AI Journal

Artificial Intelligence (AI) has emerged as a transformative force, revolutionizing industries and reshaping the business landscape. As organizations navigate the complex terrain of AI adoption, the importance of an outcome-focused AI strategy cannot be overstated.

In this article, you'll join me in exploring why businesses need to prioritize outcome-driven approaches, the significance of understanding long-term roadmaps, and the immediate actions companies can take to embark on a successful AI journey. All of which you can take to your own business model and team to adjust as required.

The Need for Outcome-Focused AI Strategy

In the realm of AI, it's easy to get caught up in the allure of cutting-edge technologies and sophisticated algorithms. However, the real value of AI lies not just in the technology itself but in the outcomes it delivers. An outcome-

focused AI strategy places the emphasis on achieving tangible and measurable results rather than merely implementing AI for its own sake.

Aligning AI with Business Objectives

The foremost consideration in crafting an outcome-focused AI strategy is aligning AI initiatives with overarching business objectives. It's amazing how many times you will see businesses doing something just because it's the flashy new toy or a new thing to be in on.

Business owners, department directors, and leadership teams need to ask themselves the question: What specific outcomes are we aiming to achieve through AI adoption? Whether it's enhancing customer experience, optimizing operational efficiency, or gaining a competitive edge, the AI strategy should be tightly integrated with the organization's broader goals. And it's a great exercise for your entire team, regardless of seniority or position to take part in.

Tom Allen is an AI enthusiast and CEO of The AI Journal. With a background in marketing, Tom has set out to build the world's biggest community platform for tech enthusiasts. Tom regularly speaks on panels around the world and interviews decision-makers from globally recognized brands. Tom founded The AI Journal 3 years ago which has now grown to more than a million monthly views on content, 90k+ subscribers, and is where tech enthusiasts go for anything to do with AI. The AI Journal acts as your ultimate gateway for AI market insights, products, and solutions. This has led to Tom and The AI Journal being featured in Forbes, Harvard Business Review, VentureBeat, The Independent, and many more.

An outcome-focused AI strategy places the emphasis on achieving tangible and measurable results rather than merely implementing AI for its own sake

A strategic, longterm vision positions businesses to adapt to changes, remain competitive, and capitalize on emerging opportunities

Measurable Key Performance Indicators (KPIs)

To ensure the effectiveness of an outcomefocused AI strategy, businesses must define and track relevant Key Performance Indicators. These metrics should directly reflect the impact of AI on the organization, be it in terms of revenue growth, cost reduction, customer satisfaction, or other critical benchmarks.

Establishing clear KPIs enables businesses to measure progress and adjust their strategies as needed. Without a benchmark to use as a success guide, a lot of hard work will be for nothing.

Understanding the Long-Term Roadmap

While immediate gains are essential, a forward-thinking approach involves understanding the broader 5 or 10-year roadmap. This involves anticipating industry trends, technological advancements, and evolving customer expectations.

A strategic, long-term vision positions businesses to adapt to changes, remain competitive, and capitalize on emerging opportunities. You need to anticipate where your customer is going, how you're going to serve them, and how adopting AI will give you more value to give a customer and the market you're serving.

Technological Evolution

The field of AI is dynamic and everevolving. A successful AI strategy requires businesses to stay abreast of technological advancements. Investing in a scalable and flexible AI infrastructure ensures

adaptability to emerging technologies, preventing obsolescence and fostering a culture of continuous innovation.

This complements why businesses need to invest in R&D and look ahead to what new technologies are emerging that matches their AI strategy and can be leveraged to add value to customers.

Regulatory Landscape

The regulatory environment surrounding AI is evolving rapidly, with an increasing emphasis on ethical AI practices. Businesses need to anticipate and comply with regulatory changes to avoid legal issues and maintain public trust. A proactive approach to ethical AI not only mitigates risks but also enhances the organization's reputation.

As more potential restrictions come into place with recent guidelines being proposed by the Biden Administration and the AI Safety Summit in the UK, businesses need to be adaptive to how they can meet the law when they are using complex machine learning models, be cautious of black boxes that are not clearly explainable, and where data they are using has come from.

Immediate Actions to Kickstart an Outcome-Focused AI Strategy

Embarking on an outcome-focused AI strategy requires a structured approach. Here are immediate actions businesses can take to set the wheels in motion:

1. Conduct a Comprehensive AI Readiness Assessment: Before diving into AI implementation, businesses should conduct a thorough assessment of their readiness.

This involves evaluating data infrastructure, skill sets within the organization, and potential roadblocks. Identifying strengths and weaknesses provides a foundation for crafting a realistic and effective AI strategy.

2. Establish a Cross-Functional AI Team: AI initiatives are most successful when they involve collaboration across various departments. Establishing a cross-functional AI team that includes expertise from IT, data science, operations, and business units ensures a holistic and well-informed approach. This team can work together to define objectives, set KPIs, and oversee the implementation of AI projects.

3. Invest in Employee Training and Education: AI adoption necessitates a workforce equipped with the skills to harness its potential. Investing in employee training and education programs ensures that the organization has the talent to develop, implement, and manage AI solutions. This not only enhances the capabilities of the workforce but also fosters a culture of innovation.

4. Start with Pilot Projects: Rather than implementing AI across the entire organization at once, businesses should consider starting with small-scale pilot projects. These projects serve as proof of concept, allowing for testing, refinement, and learning without the high stakes associated with widespread implementation. Successful pilot projects can then be scaled up for broader impact.

5. Embrace Agile Methodologies: The dynamic nature of AI projects requires a flexible and iterative approach. Embracing

By aligning AI initiatives with business objectives, establishing measurable KPIs, and understanding the long-term roadmap, organizations such as yours can unlock the full potential of AI to drive tangible outcomes

agile methodologies allows businesses to adapt quickly to changing circumstances, learn from feedback, and continuously improve AI implementations. This iterative process is integral to achieving desired outcomes and maintaining a competitive edge.

What can you do next?

When you think of an outcome-focused AI strategy is not just a technological endeavor but a strategic imperative for businesses aiming to thrive in the digital age. By aligning AI initiatives with business objectives, establishing measurable KPIs,

and understanding the long-term roadmap, organizations such as yours can unlock the full potential of AI to drive tangible outcomes.

Immediate actions you and your team can take today, such as conducting readiness assessments, building cross-functional teams, investing in employee training, starting with pilot projects, and embracing agile methodologies, lay the foundation for a successful and sustainable AI journey. As businesses navigate the complexities of AI adoption, an unwavering focus on outcomes will be the compass guiding them toward success.