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Masam Malik & Omar Hayat : High Performance Pioneers of HR

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The field of Human Resource has seen enormous development in the last few years. At the helm of this growth are impactful leaders who take their teams to the next level. One such visionary duo is Masam Malik & Omar Hayat who has taken the industry by storm! Masam believes that Leadership is more about listening than telling. The only way to induce discretionary effort was through inspirational leadership and coaching. These experiences have set him on the path to develop his brand of servant leadership, seeking to install workplace cultures that help employees become the best versions of themselves.  

Subsequently, Omar is passionate about guiding and mentoring others to help them become the best version of themselves, and has used his skills and knowledge to impact the lives of those around positively. He has been inspired by the act of helping others achieve their full potential. 

Humble and Hardworking Backgrounds

Masam’s background is in Finance, working for several years in the Corporate Finance and Investment Management domains as a C.F.A. in Canada. When he was tasked to manage a team of high-performing wealth Advisors as a Director at Scotiabank, he realized that helping create superstars was significantly more complex than being one. This was Masam’s introduction to the world of Human Capital Development some 18 years ago. He continues, “Operating across different markets and cultures requires a high level of adaptability and agility. The business world has become dramatically interconnected and requires internal and external responsiveness. What I have learnt over the past 20-odd years of my career is that emotional resilience and persistence go a long way in ensuring you not only survive but also thrive given the right opportunities.”

Omar has been fortunate enough to have had mentors who have played a significant role in shaping his career.  He has gained valuable insights into the importance of business growth and leadership. He shares, “Through my experiences, I have understood that among the typical levers in a business – people, processes, and products – the most crucial lever to pull is the people/human capital lever. This is because a company’s success ultimately depends on the people who work within it and their ability to work together effectively towards a shared goal. Businesses can unlock their full potential and achieve long-term success by building a solid, motivated team.”

Core Values Transitioning into Company Values

Having a mindset of abundance versus scarcity means one approaches life looking for opportunities rather than dwelling on difficulties. Omar has personally viewed failure not as an ending but a beginning. As an optimist with a mindset of abundance, he firmly believes in the saying, “The pessimist sees the difficulty in every opportunity, while the optimist sees opportunity in every difficulty.” This outlook allows him to approach challenges with a positive attitude and look for ways to turn them into opportunities for growth. He explains, “In my opinion, it is impossible to offer something to others if you do not possess it yourself. Therefore, I firmly believe that personal growth is the key to organizational growth.” At his company CLD MENA, Omar emphasizes investing in the development and growth of their employees. This would help their employees reach their full potential and enhance the organization’s overall growth and success.

Masam has a non-negotiable belief that most people he comes across are unaware of their peak capabilities. He shares,” I believe that we can achieve much more success in life if we are willing to become better versions of ourselves. My leadership brand is built around this enduring belief in people’s potential.” Masam encourages everyone within the team to learn at least one new skill each quarter. In the broader context of the industry, he views everyone as collaborators, seeking to learn as much as they teach.

Changing Dynamics in the HR Industry 

The role of HR is evolving from being solely administrative to being more strategic. HR professionals play a crucial role in ensuring an organization’s values are established, aligned, and embedded throughout the workforce. This shift in HR’s function emphasizes the importance of creating a solid company culture and promoting values that drive business success. Omar continues, “In the ever-evolving landscape of HR, staying abreast of industry trends and advancements isn’t just an option—it’s a necessity. As an advocate for personal and organizational growth, I am committed to keeping CLD MENA ahead of the curve.”

Through engaging in ‘Train the Trainer’ sessions 

themselves, participating in conferences discussing industry best practices, and meeting with thought leaders, the leaders ensure that CLD MENA remains innovative and adaptable. This proactive approach allows them to lead the way in integrating the latest advancements and methodologies, effectively serving their clients and setting new standards in the HR industry.

In Masam’s opinion, HR is the building block of any organization’s competitive advantage, irrespective of the industry. He views the company’s role as a global enabler of future success for its partners. He encourages organizations to look towards the future as they prepare for an evolving marketplace, developing skills for those opportunities. He emphasizes, “As a team, we understand the importance of staying ahead of the curve by keeping up with the latest HR developments. To achieve this, we actively engage in various networks of HR professionals and industry leaders both locally and globally. Through these networks, we stay informed of the latest advancements, emerging trends, and best practices, enabling us to provide our clients with the best possible guidance and support.”

Addressing Unique Evolving needs of Organisations

CLD MENA operates in close collaboration with various experts from diverse fields. They work with skilled trainers and experienced consultants who specialize in different aspects of HR, such as Emiritisation, employee training and development, and policy and procedure formulation. 

Through this cross-functional approach, they are committed to delivering comprehensive and practical solutions that meet the organization’s and employees’ unique needs. One of the most significant hurdles in modern workplaces is ensuring employees remain engaged and motivated. This challenge is amplified with the younger generation, who tend to have a lower attention span of eight seconds and are always looking for the next big thing. As a result, HR departments play a vital role in finding ways to keep these younger employees engaged and invested. Failure to do so may lead to disengagement and losing talented employees to other companies.

Taking over from Omar, Masam continues, “We operate through a network of closely aligned associates and partnerships throughout the MENA region. We believe that the best collaboration model is to operate through industry leaders in each domain, providing our clients with the best-in-class solutions. With a relentless focus on the future. What made us successful previously is not the formula for future success. We continue to evolve as an organization with a keen eye on where the market is leading.”

Advice for Aspiring HR Professionals

When building a successful business, one of the most important things to focus on is internal service. After all, external service can never exceed your internal service, and the true strength of any organization lies in its people. Omar shares, “As an HR professional, your role is crucial in shaping your organization’s culture. How you treat your employees will directly impact how they treat your customers. Therefore, investing in your people, their growth, and your organization’s culture is essential. 

Remember, culture eats strategy for breakfast. So, prioritize building a positive and supportive culture that empowers your employees to thrive and deliver their best work.”

“Being shortlisted for the best OD Consultancy and Training Company in 2023 at the CIPD awards was a personal high point for me as a Leader and professional. The project was a culmination of 12 months of hard work by the team, and to be recognised as one of the best initiatives across the MENA region was a personal source of pride for me,” shares Masam speaking of his incredible achievement. 

Massam concludes, “Develop a network and leverage it as much as you can. No HR leader knows everything or has a solution to all the world’s problems. Continue to learn and take every single opportunity available to develop yourself. Finally, live outside your comfort zone. All progress in life comes exclusively in the stretch zone.”

Melissa Griffiths: The Impermanent Leader

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Why do we work towards permanent goals and achievements, when the only permanent thing is change?

Nothing in our lives is permanent.

As leaders, we often strive for stability, sustainability, and perpetual growth as key organizational goals. But what if these goals are ultimately fleeting and unattainable?  This concept of impermanence is a tough one to integrate, especially in a world where we look towards the future and use the past to guide us. 

The changing nature of business is reflected in past and current theories of leadership. Historically, a leader’s role was to maintain the status quo. Stability was considered a cost saving and energy-efficient way of doing business, and change was perceived to disrupt operations and exhaust resources. The new focus of organizations is change. Accommodating change requires more than flexibility or adaptability. Today’s leader is a “visionary” or “change agent”, who always seeks new and better ways of attaining goals by challenging current paradigms. A leader must be able to cope with a dynamic environment, but more importantly must be able to change themselves frequently in order to remain ahead of the game. 

Today’s leader must embody a deep awareness that the conscious world is always changing. The mind moves through so many mental states in a day, in an hour, sometimes even in a few minutes or seconds, and can move from the distant past to the future in an instant. It is ungovernable and unreliable, and yet we try to control it and make sense of it. We can no more control it than we can control weather patterns. 

We resist change and try to control because we seek permanence, but the truth is, everything changes. Resistance to change comes from a fixed mindset; it is our resistance to this impermanence and uneasiness in the face of it that, in my opinion, is fueling a lot of our current woes. Control is not the answer. Surrendering resistance is. Expecting temporary circumstances to remain permanent only serves to intensify challenges and highlights our lack of control. 

We don’t mourn a beautiful flower when it drops its petals. We accept that it has bloomed, will reset, and bloom again. Yet when we have a bad day, mess up a proposal, don’t hit revenue numbers, we forget about our beautiful petals and instead focus on the loss.

Coming from a background in sales, I felt this keenly – you’re only as good as your last sale. Basketball Coach Phil Jackson said it best: “You’re only a success in the moment of the successful act, then you have to do it again”, after winning two consecutive NBA championships in the mid-1990s with the Chicago Bulls and then going for a third ring in 1998.

What would it look like if we approached the workplace with a conscious understanding that everyone, top to bottom, inside to outside, partner or competitor, is at some level suffering from the same sense of loss related to this temporary effervescence of life?

We need to understand that everyone walks the Hero’s Journey. The people you encounter every day are each living a Hero’s Journey – they are striving to find meaning while facing unexpected twists and turns of fate. Obstacles test their character, strength, skill, and resolve. Each person came into life without a name and will leave their name and body behind, yet we see the people around us as unchanging; we name them as friends or foe, as obstacles or helpers. 

One of most powerful techniques I work on with my clients is to assist them to stop torturing themselves about their past failures by understanding that is not who they are today. Letting go of attachment to the past is essential to accepting impermanence. 

As humans we often use blame and shame when the situation does not turn out like we hope. By holding on to hope, we actually invite suffering. Accepting impermanence reminds us that nothing lasts forever. It embraces change as a constant. We often mistakenly invest in multiple aspects of life as if they are fixed and certain such as our relationships, jobs, income, and housing. But accepting that all circumstances are subject to change, both from bad to better and from good to worse, helps us manage life’s ups and downs.

Impermanent leadership allows for the impermanence of all things. Impermanent leaders trust that the organization will survive and thrive as long as it can be of service in the world. They are willing to let go when the work of the organization is finished. They are willing to surrender their own agendas when doors close. They listen for the new when their plans fizzle. They receive what is given with humility and gratitude. Impermanence, and fully embracing it, helps leaders to realize that leadership is full of surprise, humility, humor, awe, and surrender. To embrace impermanence is to start a journey toward positive transformation.

Melissa Griffiths

Ascension, Inc.

www.active-ascension.com

Melissa Griffiths focuses on bottom line impact. By working directly with the leaders and teams of growing companies, Melissa combines almost 30 years of sales experience with the latest research in self-development and creative intuition to bring about positive and measurable change. Melissa founded Ascension to educate the next generation of leaders on how a balanced and coherent mind, heart, and emotions can positively impact the growth of a business. She has worked with some of the world’s largest companies to bring about lasting change and shift mindsets. Melissa is certified in HeartMath®, Emotional Resolution®, BodyTalk™ and PSYCH-K® and brings these scientifically focused modalities to her coaching.

Read Full Magazine – The 10 Most Dynamic Women HR Leaders to Watch, 2024

Robin Hirsch Everhart: Strategic HR Executive Driving Transformation and Culture Change

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If you are not learning from your past mistakes, then you are not growing and most likely repeating the same mistake. We as humans are imperfectly perfect, and we cannot do everything alone. Thus Robin Hirsch Everhart is grateful for the people who provided her a helping hand along the way as she now aims to continue pulling people forward. Today she is Chief People Officer at The Ideal Tridon Group – a family of brands dedicated to supporting, securing, and connecting pipes, tubes, and hoses. Robin is committed to doing what’s right, valuing each other as individuals, and recognizing the impact of her role within the company.

Here’s more to embrace change and overcome challenges with resilience from Robin through an interview –

1. Brief our audience about your journey as a business leader until your current position at IDEAL-TRIDON Group. What challenges have you had to overcome to reach where you are today?

My path leading up to Ideal Tridon Group has been both challenging and rewarding. I’ve worked in both publicly traded and privately held companies ranging in size from Fortune 500 to mid-market private equity portfolio companies. My experience includes B2C as well as B2B in retail, professional services, and manufacturing industries. My roles have spanned Compliance & Ethics, Operations, Communications, Government Affairs, Diversity/Equity/Inclusion & Belonging, and HR.

Starting my business career in male-dominated environments, I was often the only female executive, which necessitated tough conversations and efforts to pave the way for future women leaders. At times, I found I had to do more to prove my value vs. the assumed potential that was extended to my male counterparts. To remain competitive, I made unconventional career moves to accelerate my leadership development and enhance my value proposition. 

Additionally, I was often the only, or one of few, Jewish people within the leadership and executive team and had to raise awareness about being conscientious of not scheduling important meetings or company outings on high holidays if they wanted the entire employee base to be able to attend. Transitioning from social work to business at 28, I started from an entry-level position, becoming a vice president by 33 and entering the C-suite shortly thereafter. As a female executive, there was tremendous eyeball scrutiny on my career as well as how I would handle the work/life balance after having my three children between the ages of 35-37. 

Despite spoken skepticism from male colleagues about my intentions to return-to-work post-pregnancy, I continued to do so. While being young and female during my journey created some entry barriers, I found that remaining confident in my leadership style, building trust through relationships, continuing to learn along the way, and demonstrating my value through my actions has led to continued success and where I am today. It did not come without making mistakes and certainly wasn’t a perfect journey. But the key is to learn from the mistakes we make and realize that we are all perfectly imperfect, and we cannot do it alone. I am grateful for all those who reached back to provide a helping hand along the way and aim to continue pulling people forward as I go.

2. Could you tell us more about IDEAL-TRIDON Group’s mission, vision, and operations?

The Ideal Tridon Group is a family of brands dedicated to supporting, securing, and connecting pipes, tubes, and hoses. Based in Smyrna, Tennessee, we manufacture and distribute our products globally, with facilities across North America, Europe, and Asia. Our mission is grounded in core values centered around growth, teamwork, positive energy, authenticityadapatability, accountability, solution orientation, and customer satisfaction. We emphasize personal and company growth, holding ourselves to high standards of performance and ethics. We are team builders and problem solvers, embracing change and overcoming challenges with resilience. Our success hinges on understanding and meeting customer needs, building trust through reliability, and fostering long-lasting relationships. Service is paramount. We are committed to doing what’s right, valuing each other as individuals, and recognizing the impact of our roles within the company.

3. How do you build and manage a motivated and effective team?

To build an effective and motivated team, I prioritize hiring the best talent I can find. Often, these individuals are smarter than I am and have the potential to surpass me. This approach is based on the belief in their ability to learn and grow within the business, fostering a culture where we are all moving in the same direction and where they can develop. Many of my past hires have grown into executive positions themselves and I would feel proud if I found myself working for them one day. To maintain team effectiveness, accountability is key. I set high standards, expecting my team to meet them, while also holding myself to the same expectations. Celebrating achievements, providing growth opportunities, and offering honest feedback are essential to motivation and effectiveness. Trusting the team with challenging assignments further encourages their development. Additionally, understanding my team members personally is crucial; knowing what drives them enables me to tailor motivation strategies effectively.

4. Where do you envision yourself to be in the long run, and what are your future goals for IDEAL-TRIDON Group?

In the future, I aim to ascend to a CEO position or secure roles on paid boards, leveraging my unique experience with business operations, risk, and human capital to aid other companies in their operationsgrowth. Upon retirement, my goal is to continue board work while also engaging in speaking and consulting roles focused on communication, leadership, and strategy. For the Ideal Tridon Group, my objectives include establishing it as a premier workplace and further developing our human capital strategy. This will ensure we attract, retain, and nurture top talent, which is crucial for our continued business success.

5. What was your inspiration behind venturing into the business arena?

My inspiration came from a challenge early in my career, where I was asked to do something unethical. Although it wasn’t illegal, it compromised my values. It would have provided the company with a short-term gain but would have negatively impacted our clients, customers, and employees in the long run. I refused to do it, and I was fired. This was a pivotal moment that shaped my approach to leadership and defined the kind of organizations I wanted to be part of. This experience also led me to my first role in compliance and ethics, where I began building programs focused on ethical practices for companies and launched my business career.

6. What, according to you, could be the next big change in the HR? How is company preparing to be a part of that change?

The next significant shift in HR, in my view, will be the integration of Artificial Intelligence (AI). AI offers the potential to streamline and expedite many of the routine tasks within HR, and we are already beginning to explore these opportunities. The longer-term possibilities include AI’s role in talent screening, applicant testing, and even functioning as HR generalists. Recognizing the importance of this technology, we are actively incorporating AI into our strategic planning, not only within HR but across other support functions as well, to ensure we stay at the forefront of this transformation.

7. What change would you like to bring to the HR-industry if given a chance?

I would advocate for HR professionals to evolve beyond traditional roles and become integral business partners. My vision is for the HR industry to enhance its business acumen, showcasing how HR can actively contribute to and drive business objectives through strategic people management. Rather than confining themselves to conventional HR responsibilities, HR leaders should engage deeply in business discussions, influencing decisions with insights on how these decisions affect personnel and the organization. This approach positions HR as a key player in shaping business strategy, emphasizing the importance of understanding and leveraging human capital to achieve broader business goals.

8. How have you made an impact in the HR?

My impact in HR stems from leveraging my unique background in operations and business risk to adopt a comprehensive view of the organization. I’d like to believe that this perspective has enabled me to enhance communication and implementation strategies for changes affecting personnel, facilitating smoother transitions with less resistance. I’ve emphasized the importance of storytelling to understand the individuals behind the roles, fostering a culture of transparency by sharing information openly, even when the news is challenging or there is disagreement. My approach as a true business partner involves a holistic examination of decisions to anticipate their broader implications; ensuring strategies are comprehensive and considerate of all variables. Additionally, I’ve prioritized diversity, equity, inclusion, and belonging in every aspect of HR practice, from hiring and development to setting behavioral expectations, aiming to create a more inclusive and representative workplace.

9. What would be your advice to budding entrepreneurs who aspire to venture into the HR sector?

My advice for budding entrepreneurs venturing into the HR sector would be to take the time to listen and understand the real needs of their potential customers to fully understand the problem they are trying to solve for them. Entrepreneurs should also gain an understanding of any existing competitors so they can articulate what makes them different from the various tools already available to HR practitioners. Know the legal and ethical dimensions of the businesses you aim to help as well. Lastly, find a personal board that is inclusive of HR practitioners so that you can garner their input on the front end and help point out any issues as you are building.  

Read Full Magazine – The 10 Most Dynamic Women HR Leaders

Alan Siegel: Pioneer in Branding and Clarity in Communication

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Art and stories are something you don’t forget. A true artist takes every opportunity to showcase his ability by doing something extra-ordinary. Alan Siegel, one of the best-known figures in the branding business, has achieved the stature of both pillar of the establishment and provocative iconoclast while building brand consultancies, Siegel+Gale, and more recently, Siegelvision. As a consultant, author, academic, and commentator, Alan’s influence extends to advising such diverse organizations as Xerox, American Express, the National Basketball Association, Caterpillar, Girl Scouts of America, and Carnegie Mellon University. He has created guides for The Wall Street Journal on understanding financial markets and served on the boards of numerous business and cultural organizations.

In 2011 Alan founded Siegelvision, a firm committed to helping organizations driven by a passion for making a difference in society. Drawing on small teams of experienced, handpicked talent, Siegelvision develops distinctive brand identity programs for clients seeking to make their social purpose a reality.

Of special note is Alan’s focus on law and justice. In the 1970s, he developed a groundbreaking writing course for lawyers, Writing Contracts in Plain English, at Fordham University School of Law, where he served on the adjunct faculty for 10 years. Alan also served on the executive committee of the Document Design Project, which was funded by the National Institute of Education, for which he worked on simplifying federal government regulations.

Alan has a passion for helping educational institutions articulate their visions, develop distinctive identities, and attract top-flight faculty and students. He served as adjunct associate professor at Carnegie Mellon University, where he conducted research and was the founder and co-director of a popular graduate program, The Communications Design Center. For six years Alan was the president of the Advisory Council for the College of Art, Architecture, and Planning at Cornell University. 

When Jeremy Travis was President of John Jay College of Criminal Justice, Alan created its branding program, developing the “Fierce Advocates for Justice” identity to change the general perception of John Jay from a “cop college” to a preparer of fervent, liberally educated professionals in forensics, law and law enforcement, social science, and academia. He headed the business advisory board for the school’s New Media program and was interim director of its data-visualization center, and in March 2015, the Alan Siegel Writing Center was dedicated on campus. 

A graduate of Cornell University’s School of Industrial and Labor Relations, Alan also attended New York University School of Law and the School of Visual Arts, as well as Alexei Brodovich’s Design Laboratory.

The Story of Alan’s Evolution

As Alan entered his senior year at Cornell’s School of Industrial and Labor Relations, he found himself uncertain about his future in the business world. Despite his advisors’ attempts to guide him towards interviews in sales and marketing, Alan found these prospects drab and uninspiring. Consequently, he defaulted to studying law at NYU School of Law.

However, tragedy struck when Alan’s mother passed away, prompting him to take a leave of absence from law school. He took his commission from the ROTC as a 2nd Lt. and requested to be stationed in Germany with a heavy artillery unit. It was during his downtime in Germany that Alan discovered his passion for photography with the guidance of an elderly German photographer who ran the photo lab on the base.

As Alan traveled around Europe, he honed his photography skills and began writing about his experiences, realizing his penchant for creative projects. Following the completion of his military obligations, Alan returned to New York City, where he began showcasing his photographs and published articles to prominent figures in the photography and publishing industry.

Fortuitously, Alan had an interview with Richard Avedon, the renowned fashion photographer, who suggested he enroll in a course led by Alexey Brodovich, a Russian designer and art director. This course, held on the 4th floor of Avedon’s townhouse, attracted influential figures from advertising, photography, and media.

With newfound inspiration, Alan secured interviews with leading advertising agencies, magazines, and television networks, aiming to build a career in communications. He landed a coveted trainee position at BBDO, where he gained invaluable experience in various departments, including media, TV production, art direction, and finance.

Upon completing the training program at BBDO, Alan was selected by one of the agency’s top advertising teams to manage accounts and advise graphic designers. When, due to his age, the firm failed to deliver on promised equity, he sought alternative avenues. He continued to experiment and break new ground in the communications business, taking positions at Ruder Finn public relations and Sandgren & Murtha, a premier branding consultancy.

Alan’s entrepreneurial spirit led him to pitch his ideas for a dynamic branding firm to some college friends who were in charge of venture capital investments at First National City Bank. Impressed by Alan’s vision, they provided significant investment for the establishment of a firm, Siegel+Gale, specializing in comprehensive brand identity programs for global corporations, not-for-profits, colleges, universities, and government agencies.

Building Credibility and Innovation in Branding

As a small, unknown company led by a young entrepreneur, Alan’s team faced stiff competition from established firms with strong reputations, successful track records, and impressive staff. Building credibility was a significant challenge, particularly when structuring new business presentations for specialized fields where Alan lacked experience.

Overcoming these hurdles, however, Alan persisted in demonstrating his capability to handle challenging projects and attract top talent, including strategists, writers, designers, market research specialists, and financial managers.

Despite these challenges, Alan’s company earned a reputation for crafting distinctive, bold, and memorable brand identity and voice programs for a diverse range of organizations, from Fortune 500 companies to leading foundations and educational institutions. 

Alan thrived on tackling the most demanding global projects, offering innovative solutions, and pioneering groundbreaking brand voice strategies that set his company apart in the industry. He reinforced his reputation in the expanding branding business with speaking engagements, interviews with major media outlets, serving as a columnist for the National Law Journal, and publishing several books including On Branding and Clear Communications and Simple: Conquering the Crisis of Complexity, which he co-authored with longtime colleague, Irene Etzkorn.

Insights and Guidance from Alan Siegel’s Journey in Leadership

With over 40 years of leadership experience in the industry, Alan Siegel is now focused on driving innovation and embracing new technologies to enhance the firm’s deliverables. He is dedicated to integrating artificial intelligence (AI) into Siegelvision’s solutions, providing educational offerings for clients, and developing programs for colleges and universities. Additionally, Alan actively participates on the boards of not-for-profit museums, educational institutions, and professional groups, contributing to their growth and development.

A significant portion of Alan’s time is spent identifying, recruiting, and training young professionals who are drawn to the firm’s culture of innovation and creativity. He believes in building a work environment that fosters bold and impactful solutions for clients, encouraging collaboration and reliability among team members.

Alan emphasizes the importance of seizing cultural opportunities available in New York City, including dance, music, museums, and lectures. He is deeply involved in various educational institutions and theater groups, such as John Jay College of Criminal Justice, Fordham University, Carnegie Mellon University, and Cornell University. Alan’s engagement in these activities has not only enriched his life but has also led to important projects for the company.

For aspiring CEOs, Alan offers valuable advice based on his extensive experience:

1. Establish a clear purpose for the organization to guide its direction and priorities.

2. Attract talented professionals across diverse disciplines to drive innovation and excellence.

3. Encourage a culture of innovation, creativity, reliability, and collaboration among team members.

4. Support staff in joining the boards of respected not-for-profit organizations to broaden their networks and contribute to meaningful causes.

5. Invite talented individuals from various fields to share their expertise and insights with the company.

6. Establish a financial system that recognizes and rewards staff achievements, fostering motivation and engagement.

7. Prioritize clarity in communication and decision-making processes to ensure alignment and understanding across the organization.

Mikael Hoier CEO | Lowenco A/S

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  • Please provide detail of your background (educational background and professional journey)

Original I am educated as Electronic Technicians and 17 years ago graduated with an Academy Profession Degree in Leadership and Management.

I have been in sales for the last nearly 22 years. Always technical related sales, where I have benefit from my technical background. It is, and have always been important to me, that I have been able to “talk the same language” as my clients. The last nearly 12 years have been in management positions as Sales Manager, General Manager, Sales Director/CCO – and now CEO.

I have always had – and will continue having, ambitions and clear goals with my career.  

If I can contribute to the benefit of the company and its development and growth, as well the development of the people around me – I’m in, having a mission and gives full speed. When I have the feeling, that I have contributed to the company and the people with what I can contribute with – I’ll need to move forward. 

In my previous company, I started as Sales Manager (General Manager) with full responsible including P&L, for the sales subsidiaries Denmark. After a period of 5 years of declining in turnover, I was brough onboard to make the change. After analyzing the markets, the trends as well the internal staff. I made a strategy on how to get this turned. – I managed to turn the 5 years declining to 4 years with year-on-year growth, even with changing the team “on the fly”. 

When people stuck in “we are used to do”, “we have tried this and it is not working”, “this is not possible” – they cannot be a part of my team. If a change needs to be like here, you cannot just do like you did yesterday – then the decline will just continue. By building up a brand-new motivated team – this was possible. I managed to create and develop a team of strong individual businessmen, who took ownership of their own job – and my role become more and more a supporting function to my team. And this is exactly what I understand of leadership. My most important role as leader and manager is, to get the optimal out of each individual person and to develop them to become “self-propelled” – and to a point where they do not need me along any longer. And as mentioned earlier – when I’m no longer needed, it’s time for me for the next chapter.

My personal goal/ambition have since my early 20’s has been very clear and straight forward; Sales Manager when I’m 30, CEO when I’m 40 (both check/ reached at an age of 28 and 40)– financial independent to choose whatever I like when I’m 50. Whether this will be as now working all day as CEO, stepping down, working with Board work in various companies, investments – or just relaxing – who knows, only the future can tell.

But for me it is very important to have goals and milestones. – Maybe you are not reaching all of them – but having a vision and missions in life, I believe is very important for the personal development. And this is something I’m trying to tell my staff and even trying to give to my kids. 

As mentioned earlier, goals and ambitions have always been a big part of me – at home as well professional and as business leader. When I go into something – it’s with 110% focus. When I started my career as Electronic Technician Trainee, I discovered early, that I didn’t want to continue on this road and couldn’t see myself repairing televisions etc. when I become 50. But of course, I finished my educated – this is what I have been brought up to “finish what you have started”. And after finished education it was clear to me that I needed to meet people, talk to and with people – and I moved into sales, and have not regretted. 

But ambitions were there at an early stage in my career. So, I decided to startup education after work – in the evenings – with a clear goal – to have a management education. I took different classes at business schools over a period of 6 years beside my fulltime career job, with more and more responsibility. Graduated with an Academy Profession Degree in Leadership and Management, it was time to go for a management position – which I did. And things have moved fast ever since.

At my previous job at GM, several satisfaction survey as well more leader evaluation was made. – My staff evaluated me – and so did my CSO. The feedback from the staff as well from the CSO was very nice readings – and this just confirm me the way I would like to lead my staff. This have been some very nice comments and scores – and have been my best recognitions. A recognition from employees which I’m leading, coaching and manage every day – is the ones knowing me best – and therefore the best recognition to get.

For sure the development I have been a part of the last 6 years at LOWENCO, have also been a great recognition from the clients. – The trust in me and the products I’m talking to them about – and the figures from more years talks its own language. With me developing the strategy, executing the strategy and the only one during sales – I think I do have a huge influence in this development and journey LOWENCO have been on over the last years – developed the company from a EBITA of € 270,000 the year before to € 10.8M. in the 2021 financial year. Of course, the promotion to become CEO at LOWENCO is for sure also a huge recognition – the founder and owner hands-over his “baby” to me – with full confidence that I can lead the firm and bring LOWENCO to the next level and beyond.

  • Throw some light on your company and its major products/services/offerings.

There are many different thoughts of how to change the future, and at LOWENCO, we are designing some of them with our cold storage facilities.

We are one of the leading manufacturers of cold storage facilities, and we have formed a strategy on how to change the expensive, inefficient, and non-environmental friendly temperature controlled storage. The solution has been developed under the brand names CON20 and LSSU and more cold storage facilities are under development.

At LOWENCO, we produce high-end cold storage facilities, refrigerated units, and freezers from well-known quality components in our facilities in Denmark, but we are also able to deliver custom-made freezers and cold storage facilities where GMP guidelines must be applied worldwide.

We have strong experience with cold storage facilities for high demand markets like the biotech and pharmaceutical industries. We are performing Factory Acceptance Tests including performance tests documented according to customer requirements and to GMP.

At LOWENCO we have unique product solutions to the pharmaceutical market. A product which are so much more than just a product. We are not only offering Large Scale ultra-low temperature freezer storage solutions, but solutions where highest quality goes hand in hand with highest possible safety – safety for the people handling the products going into the very low temperature storage area of    -80C and safety of the products been stored – and a unique low energy consumption per liter of product stored. In every product we are developing – saving of energy is essential – without any reflection on the quality and performance. We want to help, making the world a better place to live. The name LOWENCO comes from Low Energy Cooling – and our slogan is – Creating a better world – one unit at a time. Every time we can replace existing solutions used in the market with our innovative solutions with much lower energy consumption, we are helping to reduce the Co2 footprint – and Creating a better world.

LOWENCO vision and mission:

To support the biotech and pharmaceutical industry and create a more sustainable world through transformative ultra-low temperature storage solutions.

We want to be part of creating a better world – one unit at a time

  • What led you to start/join your company?

I’m not the founder of LOWENCO – but I have been “on the sideline” from nearly day one. Before I came to LOWENCO, I was General Manager of another company, supplying temperature transmitters to LOWENCO. And after my first meeting with the founder of LOWENCO at the very early start of LOWENCO, I clearly remember my own “speak to myself”, when walking from the LOWENCO workshop back to my car; “This is a company I really would like to be a part of”.

Three years later I became a part of LOWENCO. 

I was original hired as Sales Director / CSO with one single message from the owner; “Build-up a sales organization and grow the company”. This is exactly such challenge which drives me – a challenge I couldn’t reject and just needed to take. Starting from scratch – and build-up a vital part of a company for growth, to bring brilliant product solutions to a very interesting market like the pharmaceutical and healthcare segment.

Being a new company with new products and technologies, trying to get into a more conservative market are not always easy – and it takes some time to convince clients to go for new technologies and new way of looking at ultra-low temperature storage solutions. But with more years of hard work, the breakthrough has come.

I founded the strategy for the sales and growth and executed it over the following years – and we are now seeing the result of many working hours, travels, meetings and consistency – a company in extremely growth. Until my promotion in 2020 to CEO, I have had the freedom to ack and develop the organization as I preferred with full support from the owner. This support has just continued after the official promotion to CEO from the owners as well the Board of Directors – and has continued with the new owners, Impilo and SHS Capital, who acquired LOWENCO back in February 2022.

  • What sets your company apart from its competitors?
  • How important is well-being in employee performance?

It is extremely important – well-being is essential. We are trying to create (keep developing) an open and honest environment, where all are important and knows they are important to the company, positiveness, and humor – gives us a great working environment. 

Great products to work with – and where people can focus on quality instead of quantity, this I believe brings proudness into the job – and proudness brings ownership for what you do. And all summed-up gives a great working environment – a great atmosphere – and a great place to be, which I believe motivates all the employees – including myself.

Additional I’m personal strongly motivated by having the possibility to develop people and to develop the company. To see people growing in their positions, personal as well professionally, is really motivating me. Success is based on people – so is our growth.

Be transparent and speak to you staff. We execute yearly Employee Development Dialogues, quarterly follow-up sessions, yearly Employee Satisfaction Surveys – followed by team sessions for initiatives to become an even better place to work etc. We have just succeeded to become Great Place to Work certified – even by first survey.

In one sentence: Well-being is the key to success!

  • How do you continue to grow and develop as a leader?

I am closely following the trends in the market and our segment of product solutions, by having a close contact to clients in combination with getting feedback from our sales team. Visiting clients and exhibitions to get newest feedback from the market.

To be informed about trends in the market you are operating within is essential to your success as business leader. 

Hard work, very business oriented and focused. Learning and getting the knowledge about the client and market needed for making business. Open, honest and direct communication – internal as well external. Availability to the clients as well to the staff.

  • What is the most important trait in a business leader’s career?

As leader, be yourself – trying to be another is not you. Develop the people around you – they are the key to your success. Give yourself to the company – instead of expecting to get. Give yourself to your employees and do not expect just to get. By doing so – you will get so much more return that you are giving. Your and nobody else can take gave of your career and your life in general – take full responsibility of your own personal development – and you will get success in life.

Learn everything about yourself – you need to know yourself, before being able to know and develop others.

  • What are your company’s future aspirations? And how do you plan to achieve those?

My plans for LOWENCO is clear. I want to continue the great developing process already started to become an even stronger and greater company to being a part of. To continue executing our growth strategy to growing our business, grow our market share, entering new markets, expand the workforce to become present more locally world-wide – to serve our world-wide clients even better than today. 

I need to fulfill the huge potential LOWENCO have, before my goal is achieved.

I see LOWENCO growing to be twice the size as today within 3 years – turnover, EBITDA as well organization – to overcome the request from our clients.

With the correct focus, a great thoroughly worked out Business Plan, extremely dedicated employees, fantastic disruptive products, and great clients – I’m sure we will succeed and achieve our goals.

  • Provide us a closing quote

As mentioned earlier – be yourself – trying to be another is not you. Develop the people around you – they are the key to your success. Give yourself to the company – instead of expecting to get. Give yourself to your employees and do not expect just to get.

Learn everything about yourself – you need to know yourself, before being able to know and develop others.

We appreciate you for fillings out this questionnaire. Thanks for your time & patience.

Susant Mallick: Unleashing Innovation at CloudHub with Susant Mallick 

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Susant Mallick’s initiative, CloudHub, indeed appears to be a pioneering platform that harnesses cutting-edge technologies like Cloud Computing and Generative AI, or AI/ML, to revolutionize user and business experiences. With a strong focus on data science and data engineering expertise, the organization is empowering organizations by unleashing the power of data and providing actionable insights for business leaders.

Susant’s forward-thinking approach in founding CloudHub not only drives innovation but also equips individuals and companies with the skills and knowledge necessary to thrive in today’s rapidly evolving tech landscape. By fostering continuous growth for organizations through data-driven solutions, CloudHub is playing a significant role in shaping the future of the tech industry.

Overall, Susant’s contributions through CloudHub are undoubtedly meaningful, as they pave the way for transformative advancements in technology and enable businesses to stay competitive in the digital age.

Today CloudHub is impacting the fields of Machine Learning, Generative AI, Data Modernization, and Digital Transformation. Embracing opportunities for rapid learning and improvement, Susant fosters a mindset of continuous innovation. The emphasis has always been on continuous talent development, introducing new perspectives and skills to meet evolving client demands. 

Pioneering Innovation and Efficiency in the Digital Landscape

Susant Mallick’s visionary leadership as the Founder & CEO of CloudHub BV has positioned the company as a powerhouse in the digital landscape. His commitment to efficiency, client-centric approach, and a team of experienced professionals from industry giants have propelled CloudHub to offer cutting-edge services in Cloud and Data Engineering, Generative AI, Security, and Compliance. 

With a delivery model promising 2-3X faster value, the company is not just thriving but setting new standards in the competitive realms of Cloud Solutions, IT Staffing, IT Training, and In-House Projects. His leadership underscores innovation, security, and transformative business solutions, making the organization a leader in the ever-evolving tech industry.

Predictive Maintenance – Building a sophisticated predictive maintenance & Sustainability platform using AI/ML 

Leveraging AI/ML, predictive maintenance is transforming asset management by proactively forecasting and preventing equipment failures. Analyzing extensive real-time datasets enables organizations to identify subtle patterns and anomalies, facilitating timely intervention and optimized maintenance schedules. This proactive approach minimizes unplanned downtime, lowers maintenance costs, and prolongs asset lifespan, enhancing reliability, efficiency, and safety. Seamlessly integrating with current systems, predictive maintenance provides actionable insights and recommendations, fostering continuous improvement and competitive advantage in today’s dynamic business environment.

DataCube to accelerate the deployment of Enterprise Data Platform in days instead of months or year. 

The DataCube accelerates the deployment of Enterprise Data Platforms, condensing implementation time from months or years to just days. An Enterprise Data Platform (EDP) provides a comprehensive solution for efficiently managing, processing, and analyzing large datasets. By consolidating data ingestion, storage, processing, and analytics into a unified platform, organizations can expedite their data initiatives. This agile data management approach facilitates quicker decision-making, boosts operational efficiency, and enables businesses to promptly derive actionable insights from their data assets. 

CloudHub’s DataCube empowers organizations to leverage advanced analytics, machine learning, and AI capabilities, driving innovation, gaining competitive advantage, and fueling growth in today’s data-driven landscape. Discover the future of data management with DataCube, integrating advanced analytics, machine learning deployment, data mesh, and data enrichment to transform data complexity into clear, actionable insights.

Automated Compliance Solution (CompQ): Building end to end automated continuous compliance solution for regulated industry.

The Automated Compliance Solution (CompQ) is a comprehensive system designed to streamline and automate the compliance processes within regulated industries such as healthcare and banking. By leveraging advanced technologies such as AI, machine learning, and robotic process automation (RPA). It streamline the compliance need with state-of-the-art compliance automation and proactive threat scanning. It automates Infrastructure Qualification, Operational and Performance Qualification, cloud application validation, access insights within minutes, and expedite your go-to-market strategy. By implementing CompQ, organizations can mitigate compliance risks, improve regulatory oversight, and achieve greater agility in responding to evolving regulatory landscapes.

Vision for CloudHub IT Solutions in Digital Transformation

Under the leadership of Susant Mallick CloudHub  IT Solutions positions itself as a key player in digital transformation, empowering clients to navigate Business As Usual (BAU) operations while embracing disruptive themes for sustained market leadership. With a strategic focus on becoming a leading end-to-end solutions provider, CloudHub excels in cloud & data engineering services across diverse horizontal and vertical segments.

Distinguished by its commitment to building and operating enterprise data platform, CloudHub covers critical areas such as Data Science, Data Engineering, Data Analytics, Data Governance, Predictive & prescriptive analytics. Susant’s leadership underscores a dedication to enabling transformation through services in Mobility, Cloud, and Security, emphasizing meeting business SLAs and enhancing the end user experience.

CloudHub IT Solutions, guided by Susant’s vision, aims to leverage its extensive scale and global reach to broaden its portfolio. The company envisions offering high-value and innovative end-to-end solutions in both IT and outsourced business segments, marking significant progress in the dynamic tech industry.

As a technology evangelist for Digital Transformation, Susant foresees the profound impact of key advancements on various industries:

Data Analytics and Artificial Intelligence 

CloudHub, under Susant’s guidance, underscores the transformative potential of data analytics and AI, empowering industries to extract meaningful insights and drive informed decision-making.

  1. Predictive analytics, powered by AI, becomes a strategic focus, enhancing forecasting accuracy and optimizing resource utilization for clients.
  2. Internet of Things (IoT): Susant and his team at CloudHub recognize the significance of IoT in fostering seamless communication and connectivity among devices. The company envisions the development of smart ecosystems that streamline operations and enhance productivity in manufacturing & healthcare.
  3. Cloud Computing: Cloud solutions emerge as a cornerstone, providing scalable and flexible infrastructure. Susant emphasizes the role of these solutions in supporting rapid innovation and ensuring cost-effective operations for clients.

The company, under his leadership, anticipates the transformative power of cloud-based tools in enabling remote collaboration and enhancing agility in responding to market dynamics.

  1. Generative AI

Susant anticipates the immersive experiences created by GenAI technologies, particularly in impacting industries such as education, healthcare, and manufacturing. CloudHub aims to leverage these technologies to revolutionize the way of doing business and reduce the overhead cost.

  1. Data Engineering & Data Science

Automation and robotics take center stage in enhancing operational efficiency under Susant’s leadership. By automating routine tasks, these technologies enable human resources to focus on strategic and creative aspects, fostering a culture of innovation.

In summary, guided by Susant leadership, CloudHub IT Solutions foresees the integration of these technologies driving efficiency, innovation, and redefining business models. The company is poised to lead the way, paving the path for a more interconnected and digitally transformed future across various industries.

CloudHub offers cutting-edge cloud infrastructure solutions designed to optimize performance, scalability, and reliability for businesses of all sizes. Leveraging advanced cloud technologies and best practices, CloudHub streamlines the deployment, management, and integration of cloud-based applications and services, empowering organizations to achieve greater agility, cost-efficiency, and innovation in today’s digital landscape.

Nurturing Innovation and Client Success through Core Values

At CloudHub, the team comprises dedicated professionals driven by a set of core values that serve as the foundation for the company’s commitment to delivering value 2X faster and driving transformative changes in businesses. A brief overview of the company’s guiding principles includes:

  1. Expertise and Experience

CloudHub boasts a team of seasoned professionals with diverse backgrounds and extensive experience in industry giants such as Amazon and Microsoft. This collective expertise is leveraged to provide comprehensive solutions across Cloud, Data Engineering, Security, and compliance.

  1. Client-Centric Approach

CloudHub prioritizes its clients, adopting a client-centric approach in all aspects of its work. Understanding and addressing the unique needs of clients are fundamental to the company’s strategy, ensuring client success is at the forefront of all endeavors.

  1. Efficiency and Innovation

Efficiency is a cornerstone of CloudHub’s values, evident in the commitment to delivering value 2X faster. The company fosters a culture of innovation, encouraging the team to think creatively and proactively contribute to solutions that push boundaries in the digital landscape.

  1. Agility and Adaptability

In the fast-paced and ever-evolving tech landscape, agility and adaptability are key to CloudHub’s success. The team responds quickly to changes, staying ahead of technological advancements and market trends to provide cutting-edge solutions.

  1. Transparency and Integrity

CloudHub operates with transparency and integrity, fostering trust with clients. The commitment to ethical business practices ensures that clients can rely on the team for openness, honesty, and integrity in all interactions.

  1. Continuous Learning and Development

CloudHub places a high value on continuous learning and development, both at an individual and organizational level. This commitment to ongoing education ensures that the team remains at the forefront of industry knowledge and can adapt to emerging technologies.

By upholding these principles, CloudHub aims not only to meet but to exceed the expectations of its clients, positioning itself as a reliable and innovative leader in the digital landscape.

Innovative Leadership Wisdom

  1. Iterate Swiftly, Learn More Rapidly: Embrace setbacks as valuable opportunities for swift earning and growth, fostering a mindset of continuous innovation and improvement.
  1. Enhance Emotional Intelligence: Acknowledge the significance of emotional intelligence in leadership, adeptly understanding and managing emotions to cultivate robust, collaborative teams.
  1. Embrace an Attitude of Experimentation: Foster an attitude of experimentation, promoting a culture where calculated risks are welcomed, nurturing a spirit of innovation and ongoing enhancement.
  1. Leadership Driven by Purpose: Align your leadership style with a sense of purpose, linking your efforts to a broader mission to inspire and energize your teams.
  1. Foster a Hackathon Approach: Embrace a “hackathon mentality” when tackling problems, advocating for swift, collaborative, and creative solutions to overcome challenges in the tech industry.

Pioneering Excellence with Accelerated Solutions

• Accelerated Value Delivery Commitment: CloudHub stands out by pledging to deliver value 2-3X faster, providing clients with swift and effective solutions.

• Strategic Industry Insight: CloudHub benefits from the expertise of seasoned professionals from Amazon and Microsoft, enriching the company with strategic industry perspectives for specialized services.

• Tailored Solutions for Clients: CloudHub’s client-centric approach extends beyond conventional offerings, crafting solutions that specifically address each client’s unique needs, nurturing enduring partnerships.

• Culture of Continuous Learning: CloudHub places a strong emphasis on ongoing talent development, ensuring its team remains at the forefront, bringing fresh perspectives and skills to meet evolving client requirements.

• Quality Beyond Standards: CloudHub is unwavering in its commitment to quality, surpassing industry benchmarks to provide clients not only with services but also with high-quality, dependable solutions.

• Comprehensive End-to-End Solutions: CloudHub aims to be the premier end-to-end solutions provider, offering a comprehensive suite of services covering infrastructure cost management, cloud, data engineering, and security.

How Amazon and Microsoft Veterans Drive Innovation at CloudHub

The wealth of experience brought by former employees from esteemed companies like Amazon and Microsoft plays a pivotal role in enhancing CloudHub’s client-centric approach and delivering innovative solutions. This expertise manifests in various ways:

  1. Deep Industry Knowledge

Professionals with a background in major tech companies offer profound insights into industry intricacies. This knowledge is instrumental in understanding trends, best practices, and emerging technologies, aligning CloudHub’s solutions with the dynamic needs of clients.

  1. Best Practices from Tech Giants

Having ex-employees of tech giants brings access to industry-leading practices and methodologies. CloudHub benefits from adopting proven approaches in solution development, project management, and service delivery.

  1. Technological Innovation

Former Amazon and Microsoft employees, exposed to cutting-edge technologies, infuse CloudHub with innovation. This expertise drives the company to offer state-of-the-art solutions, keeping it at the forefront of technological advancements.

  1. Robust Project Management

Experience gained in large-scale organizations provides exposure to robust project management methodologies. CloudHub’s projects benefit from effective planning, execution, and delivery, ensuring timely and within-scope outcomes.

  1. Customer-Centric Culture

The emphasis on customer-centricity in major tech companies is ingrained in CloudHub through its experienced personnel. This mindset translates into a strong commitment to understanding and meeting the unique needs of CloudHub’s clients.

  1. Global Perspective

Employees with multinational backgrounds from Amazon and Microsoft bring a global perspective to CloudHub. This is invaluable for serving diverse clients, aiding in understanding global market dynamics, compliance issues, and cultural nuances.

  1. Network and Partnerships

Professionals with experience at tech giants boast extensive industry networks. CloudHub leverages these connections to establish partnerships, collaborations, and access resources contributing to overall growth and success.

  1. Scalability and Reliability

Insights from large-scale operations contribute to building scalable and reliable systems at CloudHub. This is particularly crucial for solutions dealing with significant data volumes, traffic, or concurrent users.

  1. Adaptability to Change

Experience in dynamic tech environments fosters adaptability to change. This quality is essential in ensuring that CloudHub remains agile and responsive to shifts in the rapidly evolving tech landscape.

  1. Leadership and Mentorship

Former tech giant employees bring strong leadership skills and mentorship abilities. This contributes to the overall professional development and cohesion of the CloudHub team.

In summary, the expertise of professionals with backgrounds at Amazon and Microsoft enriches CloudHub’s capabilities, ensuring a client-centric approach and the delivery of cutting-edge solutions by drawing on industry knowledge, best practices, innovation, and a customer-focused mindset.

Quotes and Highlights

1. Visionary Leadership:

   – “Susant Mallick’s visionary leadership drives CloudHub towards unprecedented heights, where innovation meets excellence.”

   – “In the dynamic tech landscape, Susant Mallick stands as a beacon of visionary leadership, guiding CloudHub towards pioneering achievements.”

2. Driving Innovation:

   – “Susant Mallick’s relentless pursuit of innovation fuels CloudHub’s mission to revolutionize the digital landscape.”

   – “Innovation is not just a goal; it’s a way of life at CloudHub, under the dynamic leadership of Susant Mallick.”

3. Client-Centric Approach:

   – “Susant Mallick’s client-centric approach ensures that every solution crafted at CloudHub is tailored to exceed client expectations.”

   – “At CloudHub, clients aren’t just partners; they’re the driving force behind every innovation, thanks to Susant Mallick’s unwavering commitment to their success.”

4. Transformative Impact:

   – “Susant Mallick’s leadership at CloudHub is synonymous with transformative impact, reshaping industries and redefining standards.”

   – “Through Susant Mallick’s leadership, CloudHub isn’t just changing the game; it’s rewriting the rules of digital transformation.”

5. Continuous Learning and Growth:

   – “Susant Mallick’s emphasis on continuous learning and growth fosters a culture of innovation and excellence at CloudHub.”

   – “At CloudHub, learning never stops, thanks to Susant Mallick’s dedication to fostering a culture of continuous improvement and development.”

6. Global Vision:

   – “Susant Mallick’s global vision propels CloudHub towards becoming a key player in the international tech arena, transcending geographical boundaries.”

   – “Under Susant Mallick’s leadership, CloudHub is not just a local success story; it’s a global phenomenon in the making.”

7. Ethical Leadership:

   – “Susant Mallick’s ethical leadership sets a benchmark for integrity and transparency in the tech industry, earning trust and respect from clients and peers alike.”

   – “At CloudHub, ethical leadership isn’t just a choice; it’s a way of doing business, thanks to Susant Mallick’s unwavering commitment to transparency and integrity.”

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Simone Grimes: From Start-up Success to Financial Leadership

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Being at the right time and place is important; but what is far more important is how a leader responds to external forces, and the resulting skills they develop. These experiences codify their leadership approach and journey. An early start-up success gave Simone Grimes, CPA the confidence needed to establish her reputation in the business community as someone who can execute on complex strategies, consummate business deals, and shape company culture. That is why doing the right thing is the cornerstone for success.

All of these things have led to getting to know the story of Simone, let’s check it out.

Unconventional Path to Business Success

Simone Grimes, CPA started her career, not in finance, but by venturing into the world of the culinary arts, opening restaurants and crafting specialty vegetarian delights. Her unexpected success in the culinary domain prompted a shift from perfecting recipes to navigating the intricacies of scaling a business.

In her early twenties, Simone found herself raising capital, presenting growth strategies to investors, and delving into the meticulous quantification and communication of key performance indicators (KPIs). Despite her relative inexperience, she viewed the capital entrusted to her as a personal mission to generously reward investors who placed their trust in her. As she approached her mid-twenties, she successfully expanded her culinary empire to encompass multiple restaurant and real estate assets.

As the business expanded, Simone was careful to ensure she had the full support and buy-in from the communities in which she operated. 

Within a span of five years, she steered her ventures through a prosperous M&A disposition, culminating in a significant payday for everyone involved. This pivotal experience not only solidified Simone’s approach to subsequent endeavors but also instilled in her a profound understanding of the importance of delivering returns to shareholders, comprehending valuation multiples, fostering bottom-line growth, executing ambitious strategies, and building a team of talented and reliable individuals to support her vision.

Simone Grimes, armed with early career confidence and a burgeoning reputation in the business community, was recognized for her business acumen being offered the opportunity to play a key role in the insurance industry. 

After two decades of experience in the financial services industry, including working with a large P&C carrier, auditing large banks and insurance companies with Big 4 public accounting firms, and close to a decade spent in real estate finance, she joined Acadia Insurance as their Chief Financial Officer in 2021.

About Acadia Insurance

Acadia Insurance a member of the W. R. Berkley Corporation group of companies stands as a beacon of reliability and understanding in the realm of commercial property casualty insurance. With a rich history rooted in Maine, they have expanded their footprint to serve small and midsize businesses throughout New England and New York. Their commitment to being a “Closer Coverage” provider, goes beyond geographical proximity; it reflects their dedication to comprehending the unique needs of each community and business they serve. Acadia Insurance continues to uphold its mission of providing superior service and tailored insurance solutions, ensuring that clients receive the utmost support and coverage for their evolving needs.

Crafting a Vision

Acadia Insurance passionately emphasizes a deep understanding of customers, tackling unresolved challenges, and delivering personalized solutions. Positioned as a favored risk partner for both insurance distributors and business owners, Acadia Insurance maintains a small company ethos amid substantial growth, ensuring a unique blend of expertise and personalized service. 

The Guiding Principles and Robust Culture of Acadia

The team culture at Acadia is an embodiment of its guiding principles, which form the bedrock for a robust future. With an unwavering commitment to integrity, professionalism, and ethical conduct in all endeavors, Acadia places a premium on achieving financial objectives to ensure strength, viability, and continued investment in both its people and business. The culture is characterized by a relentless pursuit of improvement, rejecting complacency and embracing a proactive stance to enhance operations.

In building strong relationships with customers, Acadia prioritizes decisions made closest to the customer, attentive listening to agents, and adopting a common-sense approach. The business believes in providing outstanding service, even if it adds complexity to internal processes, emphasizing the augmentation of personal relationships by technology rather than transcending them.

Acadia’s commitment to the success and well-being of employees is at the core, fostering fairness, dignity, and respect within the team. Acadia encourages continuous learning, creative thinking, and measured risk-taking, empowering employees to own their career development with the assurance of support. The team operates cohesively, valuing what is right over who is right, emphasizing individual accountability, and recognizing and rewarding achievements.

Further, Acadia demonstrates a commitment to improving communities and the environment. Actively engaged in community initiatives, the business empowers local employees to positively impact their communities, focusing on environmental sustainability. The overarching goal is to make a lasting difference for key constituencies and contribute to a better future. 

Pioneering a People-First Approach

Being the first in the U.S. to receive the Mindful Employer Designation, Acadia Insurance underscores its dedication to prioritizing people within its business framework. This accolade symbolizes a steadfast commitment to fostering purposeful work, engaging leadership, and overall well-being for all employees. The designation is a testament to Acadia’s proactive approach, as reflected in the results of an anonymous survey crafted and conducted by Mindful Employer.

Maximizing Risk Adjusted Returns, Nurturing Talent, and Upholding Integrity

In pursuit of maximizing long-term risk-adjusted returns, the business maintains a proactive approach, comprehensively assessing current exposures while anticipating the impacts of a dynamic environment on future risks. With a decentralized structure, the business remains intimately connected with customers, offering tailored and innovative solutions with swift decision-making capabilities. 

Insurance Industry Outlook in 2024

When asked what trends finance leaders should anticipate in 2024, Simone Grimes shared the following:

Finance Industry Improvements 

When asked what changes she would like to see in the finance industry, Simone Grimes responded that there is a need to refine the value proposition of sustainable investing. 

“We still have a long way to go in terms of proving out the ESG hypothesis statements,” she said. “There is much more to be done to demonstrate above average returns for sustainable investing which means creating quantifiable metrics that resonate with Wall Street.” The cumulative flow of investments into US ESG funds has been flat to slightly negative since the first quarter of 2022. So much of ESG is qualitative, which makes it challenging to get to materiality. “I am hopeful that Artificial Intelligence will help reinvigorate this space because of the immense amount of data it can access and analyze,” Simone states. If you can incorporate the immense computational capabilities of an AI model into crunching all the data with transparency that will bring legitimacy back to it.

Paving the Way for Progress

Simone Grimes’ words to young business leaders is to not shy away from the financial services sector as a great place to make a difference for society while having a great career. The finance industry has historically been a catalyst for progress. Financial products shape behaviours (both instances) and help organizations manage through economic and societal changes. Young business leaders who invest in the industry and are ambitious enough to develop new products and services could help shape behaviours and norms for years to come, and in so doing help create the society they want to see.

The views and opinions expressed are those of Simone Grimes and do not necessarily represent the views of W. R. Berkley Corporation or Acadia Insurance. 

The escalating frequency and severity of global risks will require a renewed focus on the industry’s capacity and readiness to react as society’s financial safety net.

Insurers will need to invest in proactive risk management by leveraging analytics, technology and the internet of things (IoT). By embracing cutting-edge technologies, insurers are seeking to detect and prevent threats early on. 

The impact of three years of heightened M&A activity will reshape distribution channels and require insurers to adapt.

As tech savvy customers continue to expect insurers to meet them where they are, insurers will need to invest in advanced technologies, which includes investing in augmenting employee’s skill sets. With an increase in technology, insurers are looking to AI to help them maintain a customer centric look and feel.  

Changes in tax rules for global companies will require insurers to adopt International Financial Reporting Standard 17 (IFRS 17) which requires a company to measure insurance contracts using updated estimates and assumptions that reflect the timing of cash flows and any uncertainty relating to insurance contracts. 

U.S. Public Companies and foreign private issuers will need to adopt the SEC’s final rule on cybersecurity risk management, strategy, governance, and incident disclosure which requires silers to disclose material cybersecurity incidents they experience and, on an annual basis, material information regarding their cybersecurity risk management, strategy, and governance.

A fundamental question remains on the degree to which insurers will need to report on their role as sustainability ambassadors, influencing and propelling purpose-driven decisions and the strategies of clients across industries.

The views and opinions expressed are those of Simone Grimes and do not necessarily represent the views of W. R. Berkley Corporation or Acadia Insurance.

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Kirsty Gordon: Kirsty Gordon’s Impactful Legacy in Travel

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Everyone should have the value of oneself and know to fight for his/her happiness. Meet Kirsty Gordon, a trailblazer in the travel industry who has fought not just for herself but for the community. Her journey began with a passion for travel and tourism, leading her to a distinguished career that has seen her shape and redefine the landscape of travel management.

Driven by this passion, Kirsty launched Anywhere in Africa Safaris on a low-key basis, catering to local and inbound travel to Africa. Today, Anywhere in Africa Safaris stands as a testament to Kirsty’s dedication to excellence, client satisfaction, and industry innovation. 

Kirsty Gordon’s story is one of resilience, passion, and a relentless pursuit of excellence in the travel industry. As she continues to lead the company, her vision remains clear – to offer unparalleled travel experiences and make a lasting difference in the world of travel.

To know more about her values we at CIO Business World conducted interview with Kirsty. Below are the highlights of the interview:

Brief our audience about your journey as a business leader until your current position at your company.

When I left school I went to study travel and tourism and then was offered a job with a travel agency called Wynberg travel in Cape Town in their corporate division.  About a year later there was an opening in their incentive division.  I was very keen on this position and was lucky enough to be offered this opportunity working with an amazing lady called Sally O’Molony, who in those years (32 odd years ago) was one of the travel icons in the industry. She taught me so much about attention to detail, logistics and being creative in planning incentive travel. 

I was then head-huntered by a new company called Chameleon Indabas which was part of the Felix Unite Tourism group working in their incentive division creating amazing events for corporate companies and large travel groups. it was then time for me to branch out and start my own company which was called WebTour Africa focusing on local and inbound travel to Africa, and another overland ‘’glamp camping’’ company called Heading South Safaris.  Then I took a break, in 2006 as I had an opportunity to ride horses professionally in the UK and try and qualify to compete for South African in 3-day evening at Beijing Olympics.  Sadly I missed this by three qualifications as I had a fall and slipped disks in my lower back and I couldn’t catch up the qualifications in time.

Then returned to South Africa in 2008, note quite sure if wanted to stay in the travel industry or branch out into another direction. I asked myself the question when I was at this cross road – why do want to stay in travel – my answer – I love Africa, I love people and I love travel.  I then started Anywhere in Africa safaris on a low key basis as I have also been asked to run another travel company (Timeless Africa Safaris) which focused more on the (Young President Organization – YPO) market. 

I was there for 5 years building up this company for FIT Travel (fully inclusive tours) for individual people and small groups but then also got involved with running big YPO groups into South Africa.  

In 2015 I decided that it was time to re-invent Anywhere in Africa Safaris which has been on the back burner for 5 years. It took me 6 months to get the structure of the company set up and working with the right systems so that I could comfortably offer my services to my network of clients which I had built up over the past 32 years.  What an amazing journey this has been and I am super proud of where Anywhere in Africa Safari is situated in the travel industry today.

What challenges have you had to overcome to reach where you are today?

  • It was super scary to step away from a company where I was happily settled and take the risk to re-start Anywhere in Africa Safaris.
  • Keeping myself focused and positive in the startup and not allowing myself to doubt my ability and experience in getting Anywhere in Africa Safaris up and running. 
  • Trusting my own decisions 
  • Something I firmly believe in and kept focusing on – it isn’t the problems that arise but how we solve the problems that make the impact.

Tell us something more about your company and its mission and vision.

  • I am a sole owner but have an incredible team of people working for me and in the background behind the scenes.
  • Having worked for bigger companies over the years, I found that clients get passed from consultant to consultant and this was something I wanted to do differently in my business.
  • Clients will always be handled by myself directly, any enquiries, planning, proposals will be presented to the clients by myself. This builds incredible confidence with my clients as they know the trip is being planning as if ‘’my family’’ was traveling.
  • The client is the most important person – they are the one that is paying money to have a dream / bucket list trip so hence myself and my team are very focused on this at all times.
  • We work on quality over quantity bookings so are not going to grow into a massive company where the focus on the clients get lost just to make turnover.
  • My clients will never feel like they are in a sausage machine. 
  • We work on bespoke, high end travelers who want to experience Africa and make a difference in their travel and come away with wanting to be an ambassador to Africa.
  • It is the journey not only the destination that we focus on when creating and planning an itinerary.
  • Our focus in creating  is based on clients’ interests, wish list, passions, bucket list dreams and budget.

Where do you envision yourself to be in the long run, and what are your future goals for your company?

Anywhere in Africa Safaris has established itself as high end and tailored travel to ‘’anywhere in Africa.’

  • I want to keep the company tight and small so that our clients are assisted to perfection and note passed from consultant to consultant.
  • Keeping the 60/40 rule in mind
  • We will keep focusing on our repeat and referral business
  • But now branching out more into the social media to encourage more reach but focusing on quality leads over quantity leads
  • My goal is when a clients want to travel they must think call Kirsty at Anywhere in Africa Safaris.

Describe in detail the values and the work culture that drives your organization.

  1. Passion 
  2. Attention to detail
  3. Client focus and service 
  4. 24/7 available when clients are traveling
  5. Caring for our clients and making their dreams a reality
  6. Crafting and creating incredible Itineraries  
  7. Listening to clients’ needs before we jump in with a proposal
  8. Doing our best to work within client’s budgets and expectations

Looking ahead, what are your main goals and aspirations for your company’s future?

  • This is the year of consolidation and house-keeping to make sure that our systems and logistics on the business are 100% 
  • Focusing on our social media reach
  • Focusing on offering clients new and different destinations in Africa not the same run of the mill destinations that many other travel companies focus on.

What inspired the vision that drives your company’s strategies and innovations?

Working for other companies and seeing what I didn’t want – which was that the clients are not the top priority even though they are spending a large amount of money to travel.

What advice do you have for aspiring CEO?

  • Choose your team well – be it In-house staff or consulting staff
  • Choose people with passion and in this industry it is about the love of your job not just chasing the money.
  • Don’t be pressured by other people or business trust yourself and your instincts.

Paige Arnof-Fenn: Navigating the Intersection of Finance and Marketing to Redefine Entrepreneurship

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“Your network is your net worth and your health is your wealth. Everything else is a distraction so stay focused on what matters most”, are the wise words of Paige Arnof-Fenn. Shaped by a familial legacy in commercial banking, Paige initially pursued finance, only to realize her true passion lay in marketing. The accidental entrepreneur, Paige founded her marketing firm – Mavens & Moguls, over two decades ago, driven by a commitment to bringing world-class marketing talent to organizations aspiring to make a positive impact.

A firm believer in authenticity, loyalty, and the power of a strong network, Paige Arnof-Fenn’s insights on leadership, navigating the digital landscape, and building lasting brands offer invaluable lessons for aspiring CEOs in today’s dynamic business landscape. Thus we at CIO Business World conducted an interview with Paige to know more about her journey. 

Below are the highlights of the interview:

Brief our audience about your journey as a business leader until your current position at your company. What challenges have you had to overcome to reach where you are today?  

My dad and both grandfathers were commercial bankers in the South.  I was always good with math and numbers and like my dad an Economics major in college.  I started my career in NYC on Wall Street in the 80s thinking I would follow the 3 of them in finance albeit a more intense path.  I was good at the job and it paid very well but I did not really enjoy it at all so I decided to return to grad school to get an MBA to figure out a better fit.  There were really only 3 parts of my investment banking job I truly enjoyed — upon completing a deal, transaction, merger or sale I was responsible for planning the closing dinner, advertising it in the financial trade publications, and buying a gift for the team to commemorate and celebrate its completion.  My friend pointed out to me that the parts of the job I most enjoyed were not in fact finance in nature at all they were all under the marketing function—event planning, advertising and promotions.  I also got the top grade in my first year required marketing course for my MBA and a great summer internship that lead to a full time offer in marketing post-graduation.  My friend was right and very perceptive, I was not meant to be a banker after all but a marketer!      

I worked at a series of more main stream corporate jobs for 1-3.5 years at places like Procter & Gamble and Coke then I ran marketing at 3 successful venture backed startups that all had strong exits for 1-2  years each so if you had told me my longest job would be at a company I started I would have said that’s crazy yet here I am running a global branding and digital marketing firm that I started 22 years ago right after 9/11 when the startup I ran marketing for cut their budget so I hung out a shingle and the rest as they say is history.  I guess that makes me the accidental entrepreneur.

 I joke that now I am screwed if I get sick of my boss this time, after 20+ years of self-employment it would be really hard to work for someone else ever again.  The truth is I love running my business and helping my clients find the right words and pictures to tell their stories in relevant and compelling ways.   By having a portfolio of organizations I work with across a variety of categories I have more job security now than I ever would working as a hired gun for someone else.  Plus I only work on things I enjoy doing with and for people I want to help succeed which is incredibly fulfilling and gratifying.  

Tell us something more about your company and its mission and vision.   

My company’s mission is to bring world class marketing talent and expertise to organizations that want to make a difference in the world regardless of size or budget.  We believe every organization deserves the right words and pictures to tell their story in compelling ways. Your core values and mission statement are intangible assets that are your roadmap to success. It’s important that they evolve as you grow, and that they are reflected in your branding because people choose to do business with companies that align with their own values, so this information needs to be visible to them. Your mission also gives your team a clear objective, which helps them to make decisions that align with the company’s purpose.

Where do you envision yourself to be in the long run, and what are your future goals for your company?  

I have no idea where my business will go but I am confident I have built a great foundation with interesting clients and colleagues who value communications and want to use marketing best practices to make a difference in the world.  It has been a circuitous route to get here but as Steve Jobs said it is only looking backwards where you can make real sense connecting the dots in life.  I believe I am on the right path and am going to follow it and see where it goes.  The lessons from the pandemic that will stay with me include my gratitude and appreciation for the simplicity of good food, nature, my inner circle, essential products/services and health.  In my experience the sayings are true that your network is your net worth and your health is your wealth.  Everything else is a distraction so stay focused on what matters most!

Describe in detail the values and the work culture that drives your organization 

It is important to me to stay true to my core beliefs. Loyalty is one of my core values loyalty to self and to others whom I respect. It’s important to me to gauge how many colleagues and customers come back and refer us to those who trust them. Being true to the mission of the organization and delivering superior experiences matter to me a lot too. Having the confidence to walk away from a client or colleague who’s diluting the equity in your brand is tough, but it’s necessary sometimes. You must always be authentic to the essence of your brand and surround yourself with people who reinforce your brand and its values–not tarnish it.  My biggest mistake early on was not realizing sooner that the people you start with are not always the ones who grow with you.  The hardest lesson I learned when I started my company was not getting rid of weak people earlier than I did in the first few years of my business.  I spent more time managing them than finding new customers.  I knew in my gut they were not up to snuff but out of loyalty to them I let them hang around much longer than they should have.  It would have been better for everyone to let them go as soon as the signs were there.  They became more insecure and threatened as we grew which was not productive for the team.  As soon as I let them go the culture got stronger and the bar higher.  “A” team people like to be surrounded by other stars.  It is true that you should hire slowly and fire quickly.  I did not make that mistake again later on so learned it well the first time.  I wish I had known it even earlier though but lesson learned for sure!  

Looking ahead, what are your main goals and aspirations for your company’s future?  

To keep having fun, solving important communications problems, attracting/working with great people, giving back where I can be helpful, inspiring others and being able to continue to learn/grow personally and professionally.   

What inspired the vision that drives your company’s strategies and innovations?  

I love helping bring great stories to life and working with and for people I respect.  I am very proud that my business has pivoted and survived the deaths of 7 loved ones in a 6 year period, the Great Recession, 2 month long holidays off the grid, Covid and the Great Resignation!  We don’t just live to tell the tale, we are better, stronger and more resilient because of it in fact.  

What advice do you have for aspiring CEO?   

If we learned anything during Covid it is that your online presence is only growing in importance.  You do not exist today if you cannot be found online. Being invisible online is a terrible strategy so making sure your site is keyword rich/mobile friendly/loads quickly/produces meaningful content is the price of entry/great foundation for effective SEO.  Social media is critical too. Technology is 24/7 so it is easy to get sucked into it but don’t let it drive you crazy, you do not need to be everywhere, it does not matter which platform you choose just pick one or 2 that are authentic to you.  In my experience, leaders need to be on LinkedIn so that they can be found.  It adds credibility and transparency when you know the people you are meeting or working with know people in common.  LinkedIn has become more than an online resume or rolodex, it is the foundation for building trusted relationships in the digital economy.  If your target audience doesn’t use Facebook/Twitter/Instagram to find you then you do not need to make them a priority.  For professional service businesses like mine, LinkedIn matters most.

Paul Michael Gledhill: A Trailblazer in HR Innovation and Entrepreneurship

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Introducing Paul, a dynamic entrepreneur with a rich background in technology and training. His journey began when his business partner approached him with the idea of starting an eLearning company, a venture that aligned perfectly with his expertise and passion. Together, they co-founded XpertLearning in 2003, pioneering eLearning solutions in a market where LMS was still a novel concept. 

Over the years, Paul has steered XpertLearning to become a leading consultancy, specializing in learning, talent, and performance solutions for corporate, academic, and government sectors. With a vision to provide top-notch digital learning solutions and exceptional service, Paul has led XpertLearning to great success, earning a reputation for innovation and excellence in the industry. His leadership style emphasizes open communication, fostering a motivated and effective team that drives the company forward. 

Here’s a detailed interview held between Paul and CIOWorld

Brief our audience about your journey as a business leader until your current position at XpertLearning. What challenges have you had to overcome to reach where you are today?

My background was in Tech and also Training, so when my business partner came to me and said she was looking to start an eLearning company, it seemed like the perfect fit for me, and we had complimentary skillsets that would set us on the right path.

When co-founding the company in 2003, it was all about educating the market. E-learning was new and LMS was unheard of in our region, slowly introducing trials and demos, and showing ROI, we were able to convince a few early adopters and they became our reference sites and influencers before Influencers were even a thing!

Tell us something more about XpertLearning and its mission and vision.

We founded XpertLearning in 2003 to be a consultancy focused on providing learning, talent, and performance solutions to the corporate, academic, and government sectors. 

It was always our vision to provide the best of digital learning, talent, and performance solutions from global providers to organizations in the region to help them with their digital transformation strategies and organizational performance, all while ensuring excellent quality of service, support, and thought leadership.

It’s clear with our amazing customer base we have achieved this, and will look to future tech and innovation to ensure we are always at the forefront to continue to help our customers.

How do you build and manage a motivated and effective team?

We have been fortunate to have so many of our team stay with us for many years. I often joke with them, “What are you still doing here?”, so we must be doing something right. To be honest, I think it boils down to constant and open communication. Everyone knows where we are in our business regardless of whether it is a high or a low period. A healthy balance of hierarchy is established so that it’s not too flat but not too triangular either. It’s cliché to say we have an open-door policy but our culture is practically a no-door policy, so everyone feels comfortable to approach us when they need. Obviously, as we have grown, it’s not as easy, however, if the culture and DNA feed down to our managers and leaders, then the trend continues.

Where do you envision yourself to be in the long run, and what are your future goals for XpertLearning?

I believe there is a right time for founders and entrepreneurs to exit, and a myriad of variables inform those decisions.  For many, this is traditionally at the point where growth through expansion needs to accelerate beyond the current capabilities, I would like there to be a legacy for our continued brand recognition in the region as a leader, and for that, one needs to choose the right strategy for future sustainability.

What change would you like to bring to the HR industry if given a chance?

I would love to see the HR community relax and embrace new technologies. AI is the current disrupter and is spreading fear among many. I’d like to help in embracing these changes and adapting to how we can add value to our organizations in more emotional, empathetic, and creative ways which will enable our community in HR to work alongside the future. Don’t forget artificial intelligence at the moment is still artificial, so let’s do our bit from our human intelligence perspective

How have you made an impact in the HR?

We have continually brought global best-of-breed digital HR and Learning technologies to our local markets and helped the digital transformational experience to be as seamless as possible. This has, indeed, helped the HR community to feel more comfortable knowing they are in good hands and embracing the best of future trends. 

What would be your advice to budding entrepreneurs who aspire to venture into the HR sector?

HR has massive depth and breadth to offer. Everything from hire to retire is part of the remit and it seems to get bigger and bigger, requiring new skills and flexibility. Entrepreneurs must look to solve problems and innovate with simple solutions. It’s one thing to build and bring a product to market but something else to sell, support, and constantly evolve and improve it. At the end of the day service support and, above all, relationships are still at the core of business success, so although I’m an avid and staunch supporter of all new technologies, the human touch is still irreplaceable. 

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