Author: CIO Times

Good health is imperative to leading a happy, contented life, and is a basic human desire and right. However, from the beginning, mankind has been in a constant battle against disease. That’s why the healthcare field has always focused on supporting innovations that advance our ability to prevent, treat, and cure a variety of conditions. From sheer human brilliance to advanced technology, it makes use of every available resource to further that goal.

Historically, a few key healthcare institutions have pioneered efforts to advance the field of medicine. Michigan Medicine is the academic medical center of the University of Michigan and encompasses a network of hospitals, clinics, and specialized centers; a world-renowned medical school; and a robust research enterprise – making it a global leader in advancing medical knowledge, developing innovative treatments and delivering compassionate patient care.

As the CTO at Michigan Medicine, Dr. Tim Calahan endeavors to uphold and expand his institution’s reputation and leadership in healthcare by executing on an leadership mandate to modernize Michigan Medicine’s IT infrastructure with a strong cloud-first preference.

Lending his Expertise

Calahan started his technical career in the Marine Corps, managing the IT infrastructure for the Judge Advocate General’s (JAG) various legal offices spread throughout Marine Corps Base Camp Pendleton.  He left the Marines to pursue his MBA, and his first position after completing it was in a “Big Five” management consulting firm.  The majority of his clients were either in financial services or healthcare and over the years, more and more of his clients and customers became concentrated in healthcare and life sciences. 

Calahan left management consulting to build cloud products and solutions for EMC[GS1] [CT2]  and was responsible for the launch of their EMC Hybrid Cloud product and solution.  Shortly after, EMC purchased a cloud company called Virtustream, and Calahan and his colleagues were moved to that subsidiary.  His first assignment there was to “Go build a healthcare cloud.” He and his team created the Virtustream Healthcare Cloud, focused on hosting Epic[GS3] [CT4] , a leading Electronic Healthcare Record (EHR) provider, in their private cloud environment. After they had built that into an $80M business, Dell decided to integrate Virtustream back into the parent company.

“I have found the work in healthcare to be deeply rewarding and satisfying, as we have introduced products and solutions that allow organizations to enhance patient care and improve clinical outcomes, says Dr. Calahan[GS5] [CT6] 

Having spent the past decade developing effective ways of moving Epic to the cloud, Calahan is excited to bring that expertise to Michigan Medicine. In so doing, he intends to create a roadmap for other healthcare institutions looking to embark on similar paths. 

“We are in the early stages of our cloud migration strategy, with a specific set of plans, goals, and initiatives focused on moving Epic, Sectra[GS7] [CT8]  (a leading medical imaging solution provider), and 90% of our general-purpose workloads to the cloud, resulting in improvements in operational agility, performance, and overall security,” says Calahan.

Leading Transformation

As a public institution, Michigan Medicine started its cloud transformation journey with a series of Requests For Proposal (RFP) to identify partners to help build key foundations:  A WAN RFP to extend their network beyond its own data centers near Ann Arbor, MI to multiple cloud onramps to ensure the redundancy and reliability they need and expect from the cloud;  a Colocation RFP to provide cloud-adjacent colocation space, which will allow them to decommission one of their data centers; a Hyperscaler RFP to select a preferred cloud provider; and a Solution Integrator RFP to assist them with their cloud transformation. Finally, they issued a Skills Assessment & Training RFP to establish a baseline and then continuously assess their staff’s cloud knowledge and expertise and provide robust training to fill any gaps.

While this RFP work has been underway, Calahan’s team developed an Epic Cloud Read-Only resource to provide a cloud-hosted instance that now serves as a backup in case their primary (on premises) instance should ever become compromised. They were the first[GS9] [CT10]  to deploy Epic Hyperdrive on an Azure Virtual Desktop (AVD) instance. They now plan to expand from these initial proofs of concept to develop solutions that can serve a broader subset of customers. 

Calahan points out that maintaining traditional data centers and legacy infrastructure is cumbersome and inefficient. From long procurement lead times to complex vendor management, the overhead is real and substantial. When one adds in the hardware inefficiencies and the tendency to over-provision on-prem hardware in traditional data center environments, the move to the cloud is the logical choice for organizations that seek to elevate their security posture, improve application availability, and increase performance. Plus, with cloud platforms, the ability to deploy infrastructure as code becomes much easier and widespread, resulting in improved flexibility and business agility – basically allowing IT to respond to the business in a much more nimble, structured, and streamlined way. 

“As part of our cloud transformation, we plan to embed cloud request items into and within our existing ITSM service catalog, which will significantly improve our ability to respond to the business,” he shares.

Transformation Challenges

When Calahan and his team first developed a model for moving Epic to the cloud a decade ago, it was controversial. Today, moving Epic to the cloud is a fairly standard practice. Both Epic and the public cloud providers have invested tremendous amounts of time, effort, energy, and resources to create standardized reference architecture to properly run and operate Epic in the cloud.

Explaining further, he says a primary challenge is that most existing Epic teams do not know the cloud, and cloud-savvy engineers do not know Epic. So, any institution or team that wants to embark on a cloud transformation involving Epic needs to understand that there will be a bridge or gap that needs to be filled.  Fortunately, Calahan brought a team of engineers with deep experience in public cloud migrations  when he moved to Michigan Medicine. As such, they confident in moving Epic to the cloud, as they have already been performing that work for the last decade. In fact, they have recently helped and guided some other institutions making similar journeys to assist with their success.  As a testament to this collaboration, Charles E. Christian, VP & CTO of Franciscan Health said[GS11] [SG12] , “Leveraging Mitch Duff’s and Charles Knight’s knowledge of migrating and running Epic in the public cloud was critical to our Epic cloud migration project.  Their knowledge, experience and partnership regarding public cloud and Epic is unmatched.”

Fostering Innovation in Healthcare Technology

Michigan Medicine has a rich history of fostering innovation in healthcare technology, driven by its commitment to integrating cutting-edge research with clinical practice.  It also strongly encourages interdisciplinary collaboration among its faculty, researchers, and clinicians, creating an environment where diverse perspectives come together to solve complex healthcare challenges. 

Michigan Medicine supports healthcare startups and entrepreneurial ventures through programs like Fast Forward Medical Innovation.  This initiative provides resources, mentorship, and funding to bring new medical technologies to market.  It also places a strong emphasis on continuous learning and adaptation, ensuring that staff and students stay at the forefront of medical advancements and technological innovations. This commitment not only enhances patient care but also sets the standard for academic medical centers worldwide.

Balancing Technology and Business Needs

Digital transformation within healthcare is complex, as the landscape of clinical applications is broad, diverse, and in some cases – old[GS13] [CT14] . Because of those challenges, healthcare is just now beginning to adopt cloud transformation, where other industries have already largely embraced cloud and are reaping the benefits. At Michigan Medicine, Calahan and his team are aware of the intricacies of a cloud transformation and that appreciation is apparent in Michigan Medicine’s cloud strategy. 

Providing and ensuring seamless continuity of service – especially for patient care and research needs –is critical to Michigan Medicine’s cloud transformation efforts. One of the first questions he received upon arriving was about the potential disruption to the business as applications were migrated to the cloud. Michigan Medicine’s cloud strategy employs strategies to seamlessly mirror and migrate data and applications to the cloud without disrupting customers. Some reference such strategies as a “lift and shift” and while this approach borrows elements of that, it also allows for fine-tuning and optimization of the application landscape to capitalize on the advantages the cloud provides to their application landscape. 

“Following our migration to the cloud, we expect to spearhead some degree of application re-design to fully embrace the latest and best tools and technologies that cloud platforms can provide and not available via on-prem data centers. Essentially, we will be elevating the computing platform that the applications operate from, providing a broader range of tools and technologies that did not exist within our legacy data centers,” says Calahan.

Ensuring Safe Transitions

For Calahan, data security and the privacy of sensitive information are top of his mind in Michigan Medicine’s digital transformation journey. It is a core pillar of the cloud strategy, and his team intends to inject security and resiliency into the very fabric of its cloud computing infrastructure to provide the security, reliability, and recovery required to protect patients, research subjects, and the institution’s overall reputation.

By moving to the cloud, Michigan Medicine will be able to segment applications, like Epic and Sectra, and ensure that only relevant networks and ports are allowed access, and those access points will be monitored to baseline traffic patterns to understand if malicious activity is driving network traffic anomalies. Additionally, cloud platforms have the ability to deploy compliance solutions to ensure that cloud configurations meet the compliance requirements set by our information assurance teams.

Assessing Trends in Healthcare IT

A recent McKinsey study commented on the growing adoption of industry cloud platforms that have been modified to meet industry needs.  Over the years, the major cloud providers have done a terrific job of making sure their specific cloud platforms meet the compliance, security, and application requirements that are unique to the healthcare vertical. Calahan views that as a critical initial step, but stresses that healthcare organizations still have to undergo the journey to take advantage of these capabilities. 

He believes that once healthcare organizations have made the move and migration to the cloud, the next area of evolution will be to take advantage of the many tools and technologies it enables.  One area they are starting to explore is the use of generative AI, and Calahan expects their cloud journey will fuel those development efforts. 

“As we start to operationalize some of these generative AI solutions, we will benefit from the fact that our data and application environment is adjacent to our generative AI solution.  As we look ahead in healthcare, we believe leveraging cloud data products and solutions, coupled with generative AI solutions to augment the use of traditional AI and predictive analytics solutions will yield significant business advantages,” says Calahan.

Thinking Ahead

Calahan and his team have spent the last couple of years at Michigan Medicine preparing for a massive migration to the cloud to fuel innovation and business agility. They are now focused on executing that plan. To do that, they intend to implement a “cloud capability center” to accelerate migration, concentrate cloud skills and capabilities within the organization, and assist institutional stakeholders and partners in maximizing the benefits of using cloud tools and technologies. They will also facilitate the massive cloud migration project that will be underway with their selected system integrator.

“If we fast forward 2-3 years, we will have done an amazing job if we have Epic, Sectra, and all of our general-purpose applications operating in the public cloud.  While every IT project comes with its own set of challenges and adversity, we will view those as good and exciting problems to address, as it will mean we are making progress toward our goals and objectives,” concludes Calahan.

Quote: “The secret of change is to focus all of your energy, not on fighting for the old, but on building the new.” – Socrates

 [CT14]Yes, but old just puts an exclamation point on it.  I’m fine with changing, but “old” in this context and within this context carries with it a negative connotation.

“The answers are all out there; we just need to ask the right questions.” – Oscar Wilde

In finance, the key to success often lies in the ability to ask the right questions. The industry thrives on inquiry—on probing deeper into markets, trends, and strategies to uncover hidden opportunities. It’s this sense of curiosity, this relentless pursuit of understanding, that separates the good from the truly great.

For Cem Buyukkaya, the Chief Investment and Finance Officer at Dream International, this quote represents more than a reflection of curiosity. It’s a guiding principle that has shaped his journey from an ambitious young professional to a leader at one of the most prominent names in luxury hospitality.

Cem’s story is one of passion and a relentless pursuit of excellence. A journey that has seen him play pivotal roles in strategic deals and expansions that have placed Dream International on the global map. But more than just being a leader in the finance world, Cem is a visionary in the hospitality sector, someone who believes that luxury is about creating lasting, memorable experiences for every guest.

The Making of a Visionary Leader

Born with an entrepreneurial spirit, Cem Buyukkaya’s career path was far from linear. He began his professional life at PwC, gaining invaluable experience in the financial world, but it wasn’t long before he sought out new challenges that would push him beyond the typical boundaries of investment.

Doğuş Group—one of Turkey’s largest conglomerates—was at the heart of Cem’s journey into strategic investments. Under the visionary leadership of its President and CEO, Mr. Ferit Şahenk, the Group has solidified its market-leading position and generated significant value for the country across a diverse range of sectors, including automotive, construction, energy, hospitality, media, and technology. Additionally, it has successfully expanded its global presence, establishing a strong foothold in new international markets.

At Doğuş,  Cem found himself working closely with key figures in the organization, including Eryigit Umur, the CEO of Doğuş Hospitality and Retail Group, and Mustafa Sayir, Executive Vice President of Doğuş Group Investments. Under their mentorship, Cem learned the art of deal-making, taking part in numerous buys and sells-side M&A transactions that spanned a wide range of industries, from hospitality to media. “Eryigit was inspirational with his global expertise where as Mustafa, my first line of manager back then, had been an exceptional leader and a true team player with strong influence on my professional growth. This support really means a lot in early years of carrer when you are eager to learn” says Cem.

But Cem’s passion wasn’t just in deal making and the numbers. Growing up in a Mediterranean city, he had developed a love for food, design, and the sea, passions that would later drive his career trajectory. It was this passion that led him to volunteer for projects in the hospitality, maritime, and entertainment sectors, areas where he could marry his professional expertise with his personal interests. Doğuş Group, as an employer that champions equal opportunity and hardwork, provided Cem an inclusive environment where he had the chance to grow professionally while following his passion. His journey within the Doğuş Group coincided with the company’s expansion into the global luxury hospitality market, a sector that was just beginning to embrace new levels of innovation and experience-driven services. For Cem, the timing couldn’t have been better.

In 2019, as Dream International brought in new minority partners, it further cemented its status as a globally recognized platform. Cem transitioned to his current role as Chief Investment and Finance Officer at the company’s London office, where he now focuses on managing the financial and investment strategies of Dream International’s restaurant portfolio—a collection that includes some of the world’s most iconic luxury brands.

A Global Stronghold in Luxury Hospitality

Dream International isn’t just another player in the luxury hospitality market. It is a visionary platform that has revolutionized the way high-end dining experiences are curated. Founded by the Doğuş Group, the company’s mission is to create unforgettable venues that transcend the traditional dining experience, offering guests something unique and immersive. Today, the company operates across 15 countries with over 90 locations, showcasing an impressive collection of luxury restaurant brands, including Amazonico, Coya, Nusret, Roka, and Zuma.

Under the leadership of Chairman Ferit Şahenk and CEO Jean Francois Casanova, Dream International has taken bold steps to not only create world-renowned restaurant concepts but also expand their reach through strategic global partnerships. With its international and institutional shareholder base, which includes a sovereign wealth fund and two international private equities, Dream International has solidified its place as a leader in the restaurant business, continually raising the bar for luxury dining.

“In this industry, there’s zero tolerance for compromising on service,” Cem explains. “But we also have to remain flexible and adaptable, especially in volatile markets. That’s why we take a long-term approach, investing in our people and ensuring our brand remains synonymous with quality.”

Through the company’s leadership team, Dream International has not only survived but thrived, continuing to expand its footprint and redefine luxury hospitality on a global scale.

Innovation at the Core

For Cem and the team at Dream International, innovation is not just a buzzword; it’s a core principle that drives every decision. The company constantly reinvents itself, creating new brands that reflect the evolving tastes of consumers while expanding into new markets to seize emerging opportunities.

“We’re always thinking ahead,” Cem says. “Whether it’s through strategic partnerships or the introduction of new dining concepts, we’re always looking for ways to push boundaries and create something that resonates with our guests.”

One of the most exciting aspects of Dream International’s approach to innovation is its use of cutting-edge technology. From AI-powered reservation systems to data-driven insights that enhance operations, the company is embracing the future while maintaining its commitment to the personal touch that defines luxury hospitality.

Turning Challenges into Opportunities

Operating at the intersection of luxury and hospitality comes with its own set of unique challenges, and Cem is no stranger to the intricacies of managing such a dynamic environment.

As Dream International continues its global expansion, it faces constant pressure to maintain its reputation for excellence. In an industry that thrives on exclusive experiences, the slightest dip in service quality can have significant consequences. This is why Cem, and Dream International team remain steadfast in their commitment to excellence, ensuring that each new venture reflects the high standards that Dream International is known for.

“Competition is fierce, and we know that maintaining our edge means we can never afford to compromise,” says Cem. “But beyond just staying competitive, we focus on long-term sustainability. This requires significant investment in our people, our brand, and the guest experiences we create.”

The company’s unwavering focus on sustainability is also reflected in its business practices. As part of the broader Doğuş Group, Dream International adopts a corporate social responsibility strategy that promotes sustainable business models across its sectors. Cem is particularly passionate about reducing the environmental impact of the company’s operations, including its efforts to lower carbon emissions, manage energy consumption, and minimize waste. This commitment is not only about meeting regulatory requirements but also about setting an example for the luxury hospitality sector.

“We recognize the impact we make, both locally and globally,” Cem explains. “Our goal is to ensure that each of our brands contributes positively to the communities where they operate, whether through sustainable practices or community engagement initiatives.”

As a leader who is deeply invested in creating positive change, Cem takes pride in how Dream International leads by example. The company’s dedication to sustainability extends to every part of its operations, from eco-conscious utilities management to waste reduction in its restaurants.

But beyond the operational challenges, Dream International is also focused on staying ahead of industry trends. Personalized dining experiences, immersion in unique spaces, and a growing emphasis on health and wellbeing are key trends shaping the luxury hospitality sector.

Dream International is quick to adapt to these changes, offering immersive experiences that create lasting impressions. Whether it’s through fusion cuisines, artisanal craftsmanship, or exclusive private dining spaces, the company is always one step ahead, providing experiences that speak to the evolving tastes of the global elite.

“Guests are no longer just looking for a meal; they want an experience,” Cem says. “Our venues are designed to transport them to a different world, to offer something that lingers with them long after they leave.”

Cem’s ability to strike the right balance between growth and financial stability is one of his defining strengths as a leader. While Dream International’s rapid expansion has been a hallmark of its success, maintaining financial health in an unpredictable global market requires strategic foresight.

“We place a huge emphasis on brand recognition and retaining key team members,” says Cem. “Both are critical in ensuring that we remain agile and can navigate any economic volatility that comes our way.”

For Cem and for all Dogus Group finance professionals, disciplined financial management goes hand-in-hand with the company’s vision for growth. He closely monitors the company’s P&L and cash flow, ensuring that Dream International is well-positioned to weather any storms while still pursuing new opportunities. By doing so, the finance teams ensures that the company remains resilient in the face of challenges and poised for future success.

Inspiration that Drives Growth

Cem’s leadership is shaped by his close collaboration with Dream International’s CEO, Jean Francois Casanova, and other senior leaders within the Doğuş Group. Together, they share a commitment to pushing boundaries and delivering excellence in every aspect of the business. Jean Francois, in particular, has been a significant influence on Cem, inspiring him with his passion for design, service, and strategic business development.

“Jean Francois has built a team of world-class professionals, from chefs to operators and design directors, all of whom bring something unique to the table,” Cem reflects. “Working with such a diverse and talented team has been an incredible learning experience for me. We constantly challenge each other, pushing ourselves to be better and to create new experiences for our guests.”

One of Cem’s key roles at Dream International is to foster synergies between the company’s various verticals and portfolio companies. He is responsible for aligning the financial strategies of each business with the broader vision of the group, ensuring that every decision contributes to the long-term growth and sustainability of the company.

“Working with strategic leaders like Akin Tavuz, our COO at Doğuş Group, and Ozlem Kavasoglu, our Chief Legal Counsel and our brand management teams/founder partners has been invaluable,” says Cem. “Their expertise helps me navigate complex legal and commercial matters, while also shaping our international expansion strategies.”

Cem’s ability to manage relationships with investors, partners, and stakeholders is another critical aspect of his role. Dream International’s success has been driven in part by its strong partnerships with global brands and investors, and together with the leadership of Dogus Group Investment team, Cem plays a central role in maintaining those relationships

In Tandem with Technology                           

In the luxury hospitality sector, standing still is not an option. The team at Dream International constantly seeks new ways to enhance the guest experience, from developing cutting-edge restaurant concepts to integrating the latest technological advancements.

“Technology plays an essential role in how we operate,” Cem explains. “With the support of Doğuş Technology, we have moved many of our operations online, which allows us to manage things like reservations, shifts, and customer interactions in real-time.”

But while Dream International embraces the latest innovations, it never loses sight of the personal touch that defines luxury hospitality. Cem believes that technology should complement, rather than replace, the human experience—especially in high-end restaurants where customer service is key.

“In the luxury segment, our guests expect more than efficiency; they want to feel a connection,” says Cem. “While AI and data analytics can streamline certain aspects of our business, the essence of what we do is built on personal relationships and creating unforgettable moments. Technology is there to support our operations, not replace the human touch.”

This balance between innovation and personal service is what sets Dream International apart in an increasingly competitive market. As technology continues to reshape the industry, Cem and his team are excited about the potential it holds for improving operations and guest satisfaction. Yet, they remain committed to the traditions that make their venues special.

“We closely monitor developments in operations andtechnologic landcape, but we are careful to maintain the qualities that make our restaurants unique,” Cem explains. “For us, it’s not just about staying ahead of the curve; it’s about enhancing the experience for our guests without losing the magic that defines luxury dining.”

Staying Ahead of the Curve

For a leader like Cem Buyukkaya, keeping up with the fast-paced nature of the luxury hospitality industry requires more than just an ability to adapt—it demands a proactive approach to learning and growth. As markets shift and new trends emerge, Cem and Dream International team makes it a priority to not only stay informed but to lead the way in setting trends rather than merely following them.

One key method through which Cem stays updated is by maintaining strong relationships with thought leaders and innovators across the hospitality and financial sectors. These connections, along with insights from his Executive MBA program at Oxford University, enable him to keep abreast of the latest developments that can impact Dream International’s operations and strategic planning.

“The opportunity to exchange ideas and learn from peers and industry experts is invaluable,” says Cem. “Whether it’s through attending global forums or being part of a diverse cohort at Oxford, I’m constantly gaining new perspectives that inform my decision-making process.”

For Cem, the combination of a forward-thinking mindset and a collaborative approach is essential to driving long-term success. Dream International’s ability to innovate and stay relevant in a competitive landscape is a testament to Cem’s commitment to ongoing growth—both personally and professionally.

A Vision for the Future

Looking ahead, Cem Buyukkaya has a clear vision for where he sees Dream International in the next five years. Under the leadership of  the board, management team, and with the support of the Doğuş Group and its partners, the company aims to further solidify its position as a global leader in luxury hospitality, expanding its presence in new markets while continuing to innovate.

“Our chairman, Mr. Şahenk, has always had a bold vision for Dream International, and we are committed to building on that foundation. In the coming years, we will focus on amplifying our brand recognition, forging new partnerships, and continuing to invest in our people and technology,” says Cem.

Cem’s strategic roadmap includes expanding into new geographical locations, leveraging Dream International’s extensive portfolio to enter emerging markets while reinforcing its dominance in established regions. As the company grows, it will continue to prioritize innovation—creating unique dining concepts that blend art, culture, and cuisine in ways that resonate with its discerning clientele.

“Our goal is to create iconic destinations that offer more than just food; they offer experiences that people will talk about for years to come,” Cem explains. “By staying true to our core values of excellence and innovation, we can ensure that Dream International remains at the forefront of the luxury hospitality sector.”

In terms of long-term sustainability, Cem is equally committed to making sure that Dream International’s growth aligns with Dogus Group sustainibility objectives ; As we expand, we are mindful of our impact—not just economically, but socially and environmentally. Our vision is to be a global leader that operates with integrity, delivering value to our guests, employees, and the communities we serve,” Cem concludes.

“True leadership is about understanding that the journey is not defined by the destination, but by the growth, transformation, and connections made along the way.”

What does it mean to be a visionary leader? For some, it’s about the ability to see what others can’t—the capacity to imagine a future that’s still beyond reach. But for Andrea Recupero, the Director of EMEA Smart Collaboration at Lenovo, visionary leadership is less about seeing into the distance and more about having the courage to bring people together in the present, shaping that future collaboratively, one step at a time.

When you speak to Andrea, it’s clear that his passion goes beyond technology; it’s about the people who use it. He believes that the true measure of leadership lies not in how much you can achieve on your own, but in how much you can inspire others to achieve together. His story isn’t just about leading a business—it’s about leading with intent, fostering collaboration, and building a legacy of inclusion and growth.

In a conversation that’s more reflective than business-focused, Andrea offers insights that challenge conventional wisdom and reframe what it means to lead in today’s world. For him, leadership is less about power and more about creating spaces where people feel empowered. It’s about guiding a team not by dictating the direction, but by illuminating the possibilities and letting them chart their course.

A Journey of Passion and Persistence

Andrea’s path to becoming a prominent leader in Unified Communications wasn’t marked by an overt desire for prestige, but by an inherent fascination with how technology can bring people closer. His academic journey began at the prestigious Politecnico of Milan University, where he earned a Master’s degree in Telecommunications Engineering. It was here that Andrea’s curiosity about the interconnectedness of people and technology took root—a curiosity that would fuel a career spanning over 15 years in the Unified Communications industry.

In 2019, Andrea joined Lenovo with a clear mission: to lead the Smart Collaboration business across EMEA and help organizations embrace digital workplace transformation. For Andrea, the role is not just about managing products or driving sales; it’s about crafting solutions that transcend the traditional boundaries of communication and collaboration.

“Working in collaboration and unified communication is inspiring because it fosters a sense of connection and teamwork,” Andrea reflects. “The ability to bring people together regardless of their physical location to work towards a common goal is incredibly motivating.”

Lenovo: A Global Leader with a Vision

At its core, Lenovo is a company that believes in the power of smarter technology for all. With operations spanning 180 markets and nearly 66,000 employees, the $57 billion company stands as a beacon of innovation in a digital-first world. Lenovo’s mission is more than just delivering cutting-edge devices—it’s about enabling a more inclusive, trustworthy, and sustainable digital society.

As the EMEA Director, Andrea has the unique opportunity to translate the needs of diverse customers into practical solutions. He works alongside teams at local, regional, and global levels, focusing on Lenovo’s ThinkSmart brand—a comprehensive suite of hardware, software, and services that empower organizations to embrace smarter collaboration. But Andrea’s role isn’t just about delivering products; it’s about providing answers to some of the most pressing challenges in today’s digital workspace.

The Challenges of Unified Communications

For all the opportunities that Unified Communications offers, there are significant challenges that can’t be ignored. One of the most prominent obstacles Andrea faces is integration. Many organizations rely on a myriad of communication tools, and merging these into a single, cohesive system is often complex and time-consuming.

“Our job as a trusted partner is to provide technology that can be easily integrated into existing workflows,” Andrea explains. “That’s the goal of Lenovo ThinkSmart.”

Yet, integration is only one part of the challenge. Employee adoption can be equally daunting, as users are often hesitant to change long-established routines and methods. Andrea emphasizes that success in this area hinges on comprehensive training and support—a commitment Lenovo upholds through its array of professional services.

Fostering Collaboration Across EMEA

One of Andrea’s greatest strengths lies in his ability to foster collaboration across diverse and geographically dispersed teams. In a region as varied as EMEA, where cultural and linguistic differences abound, this is no small feat. Andrea’s strategy is built on leveraging advanced technologies that make collaboration not just seamless but engaging.

But it’s not just about flashy technology.  Andrea also leverages AI and edge computing to enable faster decision-making and more efficient collaboration. By integrating these innovations, Andrea ensures that diverse teams can work together effortlessly, regardless of their physical location.

Smart Collaboration: A Comprehensive Support System

While Lenovo’s ThinkSmart solutions are designed to enable seamless collaboration, their full potential can only be realized with the right support system in place. This is where Lenovo’s Smart Collaboration Professional Services come into play—a comprehensive suite of services designed to ensure organizations can effectively integrate, deploy, and manage their collaboration tools.

Andrea emphasizes that successful digital transformation requires more than just the right technology; it requires a tailored approach that addresses the unique needs of each organization. Lenovo’s Smart Collaboration Professional Services offer end-to-end support that covers every aspect of the collaboration journey. From room assessments that identify the ideal configuration for specific spaces to detailed deployment plans that ensure smooth implementation, these services are integral to helping businesses maximize their investment in collaboration technology.

“Our Professional Services are designed to take the burden off IT departments,” Andrea explains. “We provide everything from hardware and software deployment to ongoing training and support, so our customers can focus on what matters most; achieving their business goals.”

This holistic approach doesn’t stop at deployment. Lenovo’s services extend to continuous monitoring, troubleshooting, and optimization, ensuring that collaboration systems remain efficient and up to date. By offering solutions that are tailored to each customer’s unique workflow, Lenovo simplifies the complex process of integrating Unified Communication tools, making it easier for businesses to adopt and scale new technologies.

Ultimately, Lenovo’s Smart Collaboration Professional Services are more than just technical support; they are a strategic partner in helping organizations navigate the ever-changing digital landscape. For Andrea, providing this level of personalized service is not just a differentiator—it’s a core part of Lenovo’s commitment to empowering customers and enabling smarter, more connected workplaces.

Staying Ahead of the Curve

Andrea is acutely aware that the tools and practices that work today may not be enough to meet the demands of tomorrow. For Lenovo, this means delivering smart collaboration solutions that are hyper-flexible, universally accessible, and always reliable.

“Smart collaboration must work everywhere, for everyone, every time,” Andrea asserts.

Lenovo’s solutions are designed to cater to the varied needs of a modern workforce. Whether employees are in the office, working remotely, or in hybrid setups, Lenovo’s ThinkSmart offerings are built to be adaptable.

For instance, the ThinkSmart Core—a versatile compute solution that can be tailored to small, medium, or large rooms. Similarly, the ThinkSmart View Plus, a standalone display running Microsoft Teams, offers premium audio, video, and whiteboarding features, making it ideal for hot desking and home office setups.

Beyond flexibility, Lenovo focuses on inclusivity. Andrea points out that in hybrid meetings, equal participation is crucial. One in five participants worry about not being heard, and nearly 50% remain silent. To address this, Lenovo’s AI-driven features—like automated focus and framing, intelligent audio experiences, and enhanced whiteboarding capabilities—ensure that everyone has a voice, whether they’re in the room or joining remotely.

Data security and privacy are also at the forefront of Lenovo’s strategy. As collaboration tools become more integrated into critical business processes, safeguarding data is essential. Lenovo’s ThinkSmart devices are equipped with proactive security features from ThinkShield, ensuring protection at every level—from the supply chain to firmware and self-healing BIOS.

Measuring Excellence

For Andrea, the effectiveness of collaboration efforts cannot be measured in abstract metrics alone; it must translate into tangible business outcomes. The journey begins by setting clear objectives and key performance indicators (KPIs) that align with the organization’s broader goals. Metrics like the number of collaborative projects completed, the quality of outcomes, employee engagement levels, and the speed of decision-making are just some of the indicators Andrea and his team track.

But numbers only tell part of the story. Andrea emphasizes the importance of qualitative feedback, which provides valuable insights that data alone might miss. Regular surveys, performance reviews, and in-depth analysis of collaboration software analytics help paint a fuller picture. This holistic approach allows Andrea to continuously refine Lenovo’s collaboration strategies, ensuring that they remain effective and aligned with business objectives.

“Evaluating collaboration isn’t just about metrics; it’s about linking those metrics to broader organizational goals,” Andrea explains. “For instance, improved collaboration might lead to faster product development cycles, higher customer satisfaction, or increased innovation.”

Building a Culture of Innovation

For Andrea, diversity and inclusion are not just buzzwords; they are critical components of creating a thriving, innovative workplace. “Encouraging diversity and inclusion in the workplace while fostering an innovative culture involves several strategic approaches,” he shares. Andrea has embedded diversity, equity and inclusion into the very fabric of his organizational culture.

This commitment goes beyond hiring a diverse workforce—it’s about ensuring that every employee feels valued and included. Andrea has been instrumental in implementing comprehensive anti-discrimination policies and providing regular bias training, helping to mitigate unconscious biases and foster a more equitable environment. “It’s essential that all employees feel they belong and that their perspectives are heard and valued,” he adds.

In line with Lenovo’s core values, Andrea promotes a culture of open communication, where team members are encouraged to share their perspectives. This diversity of thought is a powerful driver of creativity and innovation, leading to more effective problem-solving and groundbreaking ideas. By creating an environment that supports risk-taking and experimentation, Andrea empowers his team to think outside the box, driving Lenovo’s success in a competitive market.

Preparing for Progress

Looking ahead, Andrea sees AI as the biggest game-changer in Smart Collaboration. The future of collaboration isn’t just about enabling better communication during meetings; it’s about leveraging data to drive more informed decisions. From capturing meeting metrics like attendance and room usage to automatically generating summaries and action items, AI is set to revolutionize how organizations collaborate.

“The market is moving from simply focusing on meeting effectiveness to also capturing and mining meeting data,” Andrea observes. “We’re working closely with partners like Microsoft to develop solutions that harness this data in meaningful ways.”

By embracing this shift, Andrea ensures that Lenovo stays ahead of industry trends, offering solutions that are not only cutting-edge but also tailored to meet the evolving needs of customers.

The Next Big Goals

For the near future, in Andrea’s view is that the big opportunity is to drive AI integration and adoption in the IT/AV landscape. “AI integration in the IT/AV world is a key goal,” he says, emphasizing the importance of supporting customers and partners in their hybrid collaboration journeys. As technology evolves, Andrea is committed to providing the right tools to enhance employee experience and manageability, ensuring that Lenovo’s solutions remain at the forefront of the industry.

Central to this strategy is Lenovo’s One Lenovo approach—a vision to offer comprehensive solutions that cater to every aspect of the digital workplace transition. By consolidating Lenovo’s vast array of products and services into a unified offering, Andrea aims to position Lenovo as the go-to partner for organizations navigating the complexities of digital transformation. “One Lenovo is pivotal in helping our customers and partners make Lenovo their ‘one-stop shop,’” Andrea explains.

This ambitious goal will require overcoming significant challenges, from aligning diverse business units to ensuring consistent quality across Lenovo’s global operations. However, Andrea is confident that with the right strategy and leadership, Lenovo can achieve its vision of being the trusted partner for organizations worldwide.

The ThinkShield Advantage

As organizations increasingly rely on digital collaboration tools, data security and privacy have become critical concerns. Andrea recognizes that no matter how innovative a collaboration tool might be, it cannot compromise security.

To address these concerns, Lenovo ThinkSmart compute products are built with proactive security features, leveraging ThinkShield – Lenovo’s robust portfolio of cybersecurity solutions. By integrating these security measures into every stage of product development, Lenovo ensures that its collaboration tools are not only effective but also secure, giving customers peace of mind in an increasingly complex digital landscape.

A Visionary Leader’s Mantra

When asked about the philosophy that guides his leadership approach, Andrea offers a simple yet profound mantra: “We’re stronger when we connect, collaborate, and communicate.” This belief lies at the heart of everything he does—from fostering inclusive teams to driving innovation at scale.

For Andrea, leadership is not about commanding from the top; it’s about connecting with people, understanding their needs, and empowering them to reach their full potential. Whether he’s leading a global team through a complex digital transformation or mentoring future leaders within Lenovo, Andrea remains focused on creating an environment where everyone feels valued, heard, and motivated to contribute.

Shaping the Future

Andrea Recupero’s journey is a testament to the power of visionary leadership grounded in empathy, innovation, and inclusivity. From his early days exploring the potential of telecommunications to leading Lenovo’s Smart Collaboration business across EMEA, Andrea has consistently demonstrated a commitment to bringing people together through technology. His ability to navigate the challenges of a rapidly evolving digital landscape, while staying true to his core values, makes him a leader worth admiring.

As the world continues to embrace hybrid work models and digital transformation, Andrea’s insights and leadership will undoubtedly play a crucial role in shaping the future of collaboration. Fostering diverse and inclusive teams and delivering solutions that are both innovative and secure, Andrea is leading the Lenovo EMEA Smart Collaboration Team toward a brighter, more connected future where technology truly brings people closer, regardless of where they are.

For decades the name Nokia Corporation was synonymous with mobile phones. A Finnish multinational telecommunication, information technology, and consumer electronics corporation, Nokia Corporation was established in 1865. Since then, the company has been known to be a pioneer in the industry and a technology innovation leader in networking, bringing together the world’s people, machines, and devices to realize the potential of digital in every industry. 

Since its establishment, Nokia has had many lines of business throughout its company history. After giving the world some iconic mobile phones, it stepped away from the mobile phones business some years ago, bringing a halt to the production of phones. However, what it did not stop doing was to grow. The Corporation has continued to grow as a telecommunications giant, one of the dominant telecommunications industry companies in the world, and in a trusted branch. Its primary focus today is on networking and connectivity and ubiquitous software development.

Apart from developing software they use internally; the company also focuses on developing Software As A Service (SaaS) Solutions. They have a software-oriented division and have moved into new technologies, like private networking, exposure of the network, and software as a service. As the SVP, of SaaS Business Operations, Nokia Cloud and Network Services, Mark Bunn is responsible for driving Nokia’s Cloud and Network Services business unit in its transformational SaaS initiatives, leaning on his experiences in Cloud (IaaS/PaaS/SaaS), 5G and software engineering.

Innovative Solutions 

The telecom industry is changing rapidly due to new trends and challenges. To succeed, service providers need to adapt their networks and business models to 5G, IoT, and the cloud. Nokia Cloud and Network Services helps them achieve this goal with expert advice, software solutions, and network deployment. 

Nokia Cloud and Network Services offers a unique blend of software skills and network know-how. They have unmatched experience in deploying 5G, core, IoT, and cloud solutions across the world. Nokia’s innovativeness sets it apart from its competitors, creating a differentiation factor.

For private networking, or what they call enterprise customer solutions, they enable, both, communication service providers and enterprises, to use Nokia’s technology that they deliver to them in a cloud-like way, delivering it to essentially their premise or the cloud edge, shares Mark. The clients can make use of the technology for high-value use cases, like manufacturing and drone management and safety, public safety, and more.

Nokia also delivers innovative solutions like the network as a coding platform, which allows them to open up and expose the network, so that communication service providers and others, even development communities, can build applications on top of the communications network. “We’re starting to deliver increasingly more of our software in models that are unique to the industry. In the telecom domain, software as a service has not been prevalent. It hasn’t even been available until recently. And Nokia has taken a leadership position in driving that change in the marketplace. And that would span multiple areas of communications technology. And that would span multiple areas of communications technology,” says Mark.

He continues, “There’s definitely a lot to be done with everything, a lot of experimental sector development that I think we have to go into and coupled with how this technology… How this technology is available, and if there is either an ongoing implementation or analysis around that specific technology.”

Mark’s Journey to Nokia

When Mark started his professional journey, he had his ambitions set on the finance and banking sector. After completing his education, when it came to choosing a career, he received more options in information technology, which was taking off. There was no dearth of people and companies waiting to take young budding professionals like him, train them, and offer them good positions and compensation. The more Mark learned about computers and programming and networking, the more he became fascinated by how everything works and he wanted to explore even further. At that point, he became a self-taught programmer. Gradually, as his career progressed, he moved away from technology as far as being hands-on was concerned, but he never drifted far from technology. 

“So even in my role today, as the SVP, I stay very close to the technical underpinnings, how things are accomplished, what processes we’re following to make sure that we are rigorous and we create an environment in which we can be successful. But it has been an interesting journey, really have been blessed with a lot of different opportunities working with different types of companies and professionals. But the consistent thread is that I’ve always, starting my career, been in information technology and more than that, I’ve been in software,” he says.

Before joining Nokia in 2021, Mark worked with Oracle Corporation where he served as Senior Director of Product Development for nearly three years and then as Vice President of Products. He provided leadership, alignment, and direction to a large globally distributed product team across all phases of the software development lifecycle using Agile methodologies. He was responsible for an expanding global customer portfolio of more than 200 communications and digital service providers, with a particular focus on optimizing the customer experience through the delivery of high-quality products. He also led portfolio-wide mission-critical 5G and Cloud-native Agile software initiatives.

While at Oracle, Mark saw the company go through its own transformations from principally an on-premise, supplier of enterprise software to a cloud-based supplier of software even building their own cloud on which that software is provided. He went through that journey at Oracle and had responsibility for telecom products. He took some telecom products from an on-premise model to a more contemporary size model. This stint made it easy for him to conclude that this was the next stage that was coming for more organizations and also helped him with the steps that he is now taking at Nokia. 

Initiatives at Nokia

Mark’s responsibility is for the global management of Nokia’s Software-as-a-Service business. Software-as-a-Service is not a new concept, it’s something that has been around for some time, but it’s been principally in the information technology layer, very close to the customer interaction of software. Applications like order capture, catalog management or even billing and revenue management systems, ERP systems, have been running as software provided as a service for some time. What has been changing though

is that the telecom industry hasn’t widely adopted Software-as-a-Service. It has adopted cloud for its telecom domain, but it hasn’t widely adopted SaaS for applications that sit in or close to the network, and that is a new change that we’re seeing starting to

emerge. 

Mark was brought into Nokia to help drive this initiative to align with where the management believed the industry was going. Even more than that, to set the pace, to establish the standard for SaaS in the industry for the telecom domain. 

“And we refer to it, in our vernacular, we call it telecom or telco Software-as-a-Service, which is different from what you would see in the traditional model in that we also have to account for many stringent service level agreements in order to satisfy our customer base. So that’s what I’ve been doing and my journey has led to this point,” says Mark.

Leading from the Front

Throughout his career, Mark’s working style has been entrepreneurial because most of his

career he has had the opportunity to create new products, principally software

products, and bring them to market. In virtually every company, he has worked with rigor and discipline that he feels are essential to building high-quality software.  

The biggest challenge that he faced in his career, isn’t a particular incident or situation or project, but rather the inherent bias that every human faces to let things be the way they are. “It’s a bias to continue to move in the same direction in which we’ve always moved. Call it inertia, or fear of change, or resistance to change, but it’s inherent in all of us and I’m no exception. But I think that can be a challenge for companies, especially in this environment in which we operate today, because the pace of change or the pace of innovation is hard to keep up with,” he explains.

The solution, that has helped him throughout, has been his willingness to adapt and then create the ability to do so by being a constant learner. Learning new technology, searching for new opportunities, and making a strategic shift, all demand our will to make that change. This willingness to adapt and change and move beyond the inertia often tends to characterize the way a leader and subsequently his team and his organization behave, feels Mark. This is what makes them open to challenges, responsive towards them, and innovative. 

Mark also shares that as a leader, he has never been a strong believer in micromanagement. He has always been the type of person and the type of leader who wants to hire the best talent, and to help to organize them, to certainly give them a mission that they can all agree on and that gets them excited every day that they come to work.

And then let them run. “At the end of the day, their expertise is greater than mine. And so, they should be the ones that can make key decisions about what to do with the technology to drive the business forward and to drive society in the right direction with the solutions that we’re bringing to market,” he says.

Micromanagement, however bad the word looks, has its place at times. There can be situations where there’s a critical outage, and so as a leader, one can’t divorce oneself or stand too far from a situation where the customer is having problems. The leader has to get very close to that. The resolution actions at that point may even have to direct the team. And at times in his career, Mark has done that. But as a general rule, micromanagement is not a part of his repertoire. His leadership style is more about hiring the best fit-for-purpose people in the role and then letting them drive the business and drive the right outcomes. He is responsible for establishing what those outcomes are supposed to be, but the how is something he wants the team to formulate.

“I want them to execute against, and then I will do regular check-ins to make sure that we are achieving what we set out to do. And we’re doing it with high integrity,” he says.

Technology At the Centre

Technology is the heart of everything Mark does. In a career spanning three decades, he has seen radical shifts in innovation and in technology in the telecom domain. The reason why he thinks SaaS is so important is because it has already been proven in the IT space that SaaS promotes and improves agility for companies. For example, earlier, we used to build software and have an independent software vendor who would build software, and test it. That would take a year to do, and it would be built to specs that may even be obsolete before they send it over. Then it would be sold to a company that has to implement it. That implementation project could take a year. By the time that whole cycle finishes, it may be too late to really take advantage of the innovation because the innovation has either evolved or we’ve moved to a better innovation.

With SaaS, however, it’s different because with SaaS, a customer will subscribe to the service. The service gets updated regularly, routinely, and in some cases, daily. They can always take advantage of the latest updates, and that creates agility. It also helps to guard against the risk of obsolescence. This ensures that people and organizations are taking advantage of the latest technology when the technology is most relevant.

What Mark observes in the telecom space, is the same shift that was seen in the IT starting to make its way into the communications network, both in and around the communications network. “We have the same problem. If we did things the same way as we’ve done before, then the pace or the speed at which we would get the most relevant updates. We would be measuring in years, by the time that the consumer or the customer actually implements the change or the software, it’s almost too late. It’s time to move on to the next update, and then it takes them another two years. We’re trying very hard to change that paradigm, and we need to,” says Mark.

The communications network has evolved. It is no longer dominated by hardware. It does have hardware in it, but the intelligence is in the software, and that software can change rapidly and radically. Also, the nature of the network and the way that it gets utilized has changed. What we saw in previous generations of the communications network is that the standard communications provider, the large providers were very much able to monetize the network by selling services like voice service, but a lot of those services now have become commoditized, they have to move on to more contemporary services, more innovative services, and they haven’t been able to do that very universally. 

Many other companies are leveraging communications technology and communications networks to deliver their applications, all at the cost of the communications provider without the benefit, at least not the commensurate benefit coming back to the communications service provider. And so that whole dynamic has to change, and it is changing. And so, what we’re starting to see now are networks, or at least the demand for them, for different networks to open up for communication service providers to deliver applications, their own unique applications on top of these networks.

But we also at the same time have to remember how we used to do things, as Mark referred to earlier. It took long periods for vendors to build software, and long periods of time for companies to implement it. And so, these evolving networks are being opened up and being opened up so that communication service providers can better serve their customers by delivering contemporary, useful, relevant applications. And so that’s where SaaS comes in as a complementary value to the evolution that’s already happening in the communications network. 

That’s how Mark and his team are working day in and day out. “That’s how that technology does with this change in a technical and business model in SaaS. The combination of the two is aiding our customers. To create more successful lines of business, new and create their innovations for our future,” he says.

The Bigger Picture

Mark believes that it is the team that needs to be successful, and not just the individual.

Though he has collected several awards in his career, again he feels that more than awards, it is the relationship we build with people around us, teams, colleagues, and the industry, is that matters.  

“The Tele management Forum runs a regular program that allows companies to come together and synergize on solutions using their products. And I’ve been a part of several of those kinds of events and I’ve had the benefit of receiving awards as a result of some of those activities. And that I’m proud of, not again, proud of the product, but prouder of the fact that the products were built by teams, even in those events, the synergies that you have to establish,” he says. 

He’s just proud of the fact that he has been a part of the process of building these companies across companies, with people that he hasn’t worked with before. “It’s really great to see how we can pull together in such a short timeframe and build our camaraderie that spans companies. And I’m proud of those relationships and engagements as well.”

Digital Global Systems (DGS) specializes in advanced solutions for monitoring, analyzing, and securing wireless communications networks. With a strong focus on the defense, transportation, utilities, public safety, and telecommunications sectors, DGS leverages its extensive expertise to optimize Radio Frequency (RF) environments. The company has been awarded approximately 135 patents for its innovative spectrum monitoring and RF data management technologies, enabling real-time situational awareness and enhanced spectrum utilization.

DGS offers both off-the-shelf and custom solutions, addressing a wide range of industry needs through its cutting-edge hardware and software products.  Their flagship platforms, such as CLEARSITE™ and CLEARSKY™, provide critical asset protection and network optimization, ensuring safe, reliable, and automated RF environments.

A Dynamic Leader

As the Chairman and CEO of Digital Global Systems (DGS), Fernando Murias has been driving the company with a passion for technology and innovation. His background as managing partner of PwC’s Washington, DC, office provided a solid foundation for understanding complex systems, which was crucial as he transitioned into leadership roles. His early career involved working in mergers and acquisitions, with a focus on technology development and strategy. This is where he gained invaluable experience in managing teams and driving projects from conception to completion. 

A pivotal moment in his career was joining DGS, where Fernando was tasked with developing the business plan and capital raise strategy. Besides being a significant moment, it was also a challenging one as he was entrusted with transitioning DGS from a research-focused organization to one that is now poised for commercial production. 

This shift required not only a change in DGS’s business strategy but also in the organizational mindset. To overcome this challenge, Fernando focused on building a strong leadership team that could drive this transition, ensuring that they had the right talent and resources in place to scale their operations. He also placed a strong emphasis on fostering a learning culture within the engineering team, which allowed them to adapt quickly and effectively to the new demands of commercial production.

“Collaborating closely with the existing team, I played a key role in expanding our engineering footprint and structuring the organization, which paved the way for my current leadership role,” he says.

Fostering Innovation & Positive Culture

What sets Fernando apart as a dynamic leader is his commitment to fostering innovation and building a collaborative environment where ideas can flourish. He believes in leading by example, maintaining transparency, and ensuring that every team member feels empowered to contribute to the organization’s success. His guiding principles include integrity, adaptability, and a relentless focus on continuous improvement. 

For Fernando, fostering innovation and adaptability within DGS starts with creating an environment where experimentation is encouraged, and failure is seen as a learning opportunity. DGS has implemented processes that allow for rapid prototyping and iteration, which helps it stay ahead of the curve in a fast-paced industry. 

“Additionally, we invest heavily in our team’s development, ensuring that they have the skills and knowledge needed to navigate the complexities of our field. Open communication and cross-functional collaboration are also key elements in driving innovation within the organization,” shares Fernando.

Cultivating a positive organizational culture at DGS starts with a strong emphasis on communication and transparency. Fernando ensures that every team member feels valued and has a clear understanding of how their work contributes to the overall mission. DGS also promotes a collaborative environment by encouraging cross-functional teamwork and providing opportunities for team members to share their ideas and insights. Recognizing and celebrating achievements, no matter how small is another way they foster a positive culture and keep their team motivated and engaged.

Significant Achievements

Fernando considers his most significant professional achievement to be the successful capital raise of $100M for DGS. This funding was critical in allowing them to invest in their R&D efforts and develop a strong patent portfolio that positions them as a global leader in spectrum management. Securing this level of investment was not an easy task, but it has been instrumental in enabling DGS to innovate and drive forward the vision for the company.

Significant achievements come with risks and tough decisions. Fernando also had to make some very tough decisions during the transition of DGS from an R&D-focused company to one ready for commercial production. The decision to shift the focus required careful consideration of resources, talent, and market opportunities. He approached this decision by gathering input from his leadership team, conducting a thorough market analysis, and weighing the risks and benefits. Ultimately, the decision was driven by their long-term vision for the company, and while it was challenging, it has proven to be the right path for their growth and success.

Fernando is particularly proud of their recent advancements in AI for spectrum optimization. This initiative has not only positioned DGS at the forefront of addressing the global demand for efficient spectrum usage but will also significantly impact the telecommunications industry. The AI technologies they are developing are set to revolutionize how quickly usable RF data can be made available, making wireless networks more efficient and accessible, which is crucial for the future of connectivity. 

“The success of this project underscores our commitment to innovation and our ability to lead in a rapidly evolving industry,” he says. 

Honing Leadership Skills

Fernando believes that every dynamic leader should possess a strong vision, the ability to inspire and motivate their team, and a high level of emotional intelligence. It’s important to be adaptable and open to change, as the business landscape is constantly evolving. Effective communication is also crucial, as it ensures that everyone is aligned and working toward the same goals. Lastly, a dynamic leader must be committed to continuous learning and self-improvement, always seeking out new ways to grow and develop as a leader.

As a leader, he makes continuous learning a core part of his daily routine. He regularly engages with industry experts, attends conferences, and reads extensively to stay updated on the latest trends and technologies. Mentorship is another key strategy he employs, both as a mentor and a mentee, as it provides invaluable insights and learning opportunities. He also sets aside time for reflection and self-assessment, which helps him identify areas for improvement and set goals for his development as a leader.

Envisioning the Future

Fernando envisions the future of leadership being increasingly focused on adaptability and emotional intelligence. As the business landscape becomes more complex and interconnected, leaders will need to be more agile and responsive to change. He plans to continue evolving and adapting by staying committed to continuous learning and being open to new perspectives and ideas. 

“Additionally, I will focus on nurturing the next generation of leaders within DGS, ensuring that they are equipped with the skills and mindset needed to navigate the challenges of the future,” concludes Fernando.

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Words of Wisdom

Fernando’s advice for young and aspiring leaders is to stay curious, be adaptable, and never stop learning. The path to leadership is filled with challenges, but those who are willing to take risks, embrace change, and continuously seek out new knowledge will find success. It’s also important to build a strong network and find mentors who can offer guidance and support along the way. Finally, always lead with integrity and stay true to your values, as this will build trust and respect among your team and peers.

Rapid Fire Questions: 

• Favorite leadership book or resource? Leaders Eat Last
• One word to describe your leadership style? Relentless
• Biggest lesson you’ve learned as a leader? It is best if people want to follow you versus managing by fear.
• Favorite productivity hack? I Like To Do Lists to help prioritize my time.
• Best piece of advice you’ve ever received? Stay focused and never ever give up.
• Favorite leadership quote? Leadership is the ability to translate vision into reality.

Quote: “I am driven by the belief that the best solutions come from a diverse team working together toward a common goal, and I strive to create an environment where that is possible.”