Author: CIO Times

After completing his master’s degree in technology Mr. Vijay Chaudhary took on roles that would align with his deep interest in the world of computer and information technology. His professional experience provided him with a solid foundation in Information systems, database management, and network administration. He gained hands-on experience with various IT systems, honing his problem-solving skills and learning the intricacies of client engagement.

With time and experience, Vijay gradually moved into management positions within IT and Infosec. Starting as an IT project manager, he successfully led complex projects on time and within budget. He soon pursued certifications in ISO Lead Auditor in 27001:2013, ISO 27001:2022, ISO 27701:2019, and CISO certifications in technology management. This helped him develop a well-rounded skill set that combined technical knowledge with business acumen, a crucial asset for aspiring CIOs.

He soon transitioned into roles that saw him oversee the entire IT-Infosec department, manage budgets, and initiate strategic IT-Infosec initiatives, showcasing his ability to align technology with business goals. Soon he was appointed as the VP – Infosec & Compliance/CIO. In this role, Vijay is responsible for the overall IT- Infosec strategy, ensuring that technology investments drive innovation and growth while maintaining a strong focus on data security and compliance.

Aligning Technology with Business Needs 

Achieving this balance requires a strategic and collaborative approach. Some key strategies that Vijay employs are: 

1. Establish a Strong IT Governance Framework: – Implement a governance framework that includes IT steering committees, regular strategic planning sessions, and project portfolio management. This ensures that IT decisions align with the broader business strategy.

2. Engage with Business Units: – Actively engage with leaders from various business units to understand their goals and challenges. 

3. Prioritize IT Projects: – Prioritize IT initiatives based on their alignment with the company’s strategic goals, expected ROI, and potential impact on the business. Use a structured process for project selection and resource allocation.

4. ROI Analysis: – Conduct a thorough return on investment (ROI) analysis for IT projects to demonstrate their value to the organization. Assess not only financial returns but also non-financial benefits, such as improved efficiency and customer satisfaction.

5. Regular Reporting and KPIs: – Establish key performance indicators (KPIs) and reporting mechanisms to track the progress and impact of IT initiatives. Share this information with executive leadership and stakeholders regularly.

6. Risk Management: – Consider the potential risks associated with IT initiatives and develop mitigation strategies. This helps ensure that technology projects do not jeopardize business operations.

7. Continuous Review and Feedback: – Continuously review the alignment of IT projects with business goals and seek feedback from business units. Adjust priorities and strategies as needed.

8. Vendor Partnerships: – Collaborate with technology vendors and partners to explore solutions that align with the company’s objectives. Vendor partnerships can provide insights into industry trends and innovations.

“Balancing technology demands with business needs is an ongoing process that requires collaboration, strategic thinking, and a deep understanding of both technology and the organization’s goals. Regular communication, adaptability, and a commitment to delivering value to the business are essential components of this balancing act,” says Vijay.

Challenges in the current technology landscape

In the current technology landscape, there are several significant challenges that Vijay, as a CIO, faces. These challenges often require a strategic approach and a combination of technology, leadership, and organizational solutions. Here are some of the biggest challenges and how he plans to address them:

1. Cybersecurity Threats and Data Privacy:

Challenge: The ever-evolving landscape of cybersecurity threats poses a constant risk to an organization’s data and systems. Ensuring data privacy and compliance with regulations is also challenging.

   – Addressing it: Vijay’s team has implemented a comprehensive cybersecurity strategy that includes regular security assessments, employee training, and robust incident response plans. They continuously update their defenses to stay ahead of emerging threats and adhere to data protection regulations with the help of a dedicated compliance team.

2. Digital Transformation and Innovation:

 – Challenge: Rapid technological advancements require organizations to adapt quickly to stay competitive. Balancing innovation with security and stability can be challenging.

   – Addressing it: He fosters a culture of innovation and continuous improvement within its IT department. They invest in emerging technologies like AI, IoT, and cloud computing while maintaining a focus on security and scalability. 

3. Legacy Systems and Technical Debt:

   – Challenge: Many organizations have legacy systems that are costly to maintain and not easily integrated with modern technologies. Technical debt can hinder agility.

   – Addressing it: They have a roadmap for gradually modernizing legacy systems while minimizing disruption. They prioritize projects based on strategic impact, ROI, and risk reduction. This includes investing in modernization tools and methodologies.

4. Cloud Adoption and Hybrid Environments:

   – Challenge: Managing a hybrid IT environment that includes on-premises, cloud, and edge computing can be complex and require careful planning.

   – Addressing it: Vijay’s team has a cloud strategy that considers cost optimization, scalability, and data security. A well-defined governance framework helps them make informed decisions about cloud adoption.

Looking at Trends in Technology 

Artificial Intelligence (AI) and Machine Learning (ML), feels Vijay,will continue to advance, impacting various aspects of business, from customer service chatbots to predictive analytics. To adapt, organizations must invest in AI/ML talent, tools, and infrastructure. They need to identify use cases where AI can enhance operations, customer experiences, and decision-making. 

Another trend, Edge Computing will gain prominence as organizations seek to process data closer to the source, reducing latency and improving real-time decision-making. Organizations need to assess their IT infrastructure for edge computing readiness and explore use cases where edge computing can enhance performance and reliability. 

Cybersecurity threats will continue to evolve, emphasizing the need for robust security measures and data privacy compliance. Organizations need to strengthen their cybersecurity posture through regular assessments, employee training, and incident response planning. They need to stay updated on data privacy regulations and ensure compliance.

Sustainability concerns, points out Vijay, will drive organizations to adopt eco-friendly IT practices and reduce their carbon footprint. He suggests developing a sustainability strategy that includes energy-efficient data centers, responsible e-waste disposal, and eco-friendly IT procurement.

Fostering Innovation 

Fostering innovation and encouraging experimentation within an organization while maintaining control over IT initiatives can be achieved through a balanced and strategic approach. As a Chief Information Officer (CIO), some strategies that Vijay employs to strike that balance are:

• Establish a Culture of Innovation: In today’s business climate, innovation is more than a buzzword. It is a necessity for businesses that want to stay competitive. Every Company Needs an Innovation Culture, Not an Innovation Team which can be achieved by some of the below:

1. Empower Employees
2. Embrace a culture of upskilling
3. Adapt quickly to lead change
4. Provide constructive feedback
5. Encourage open communication

• Clear Vision and Objectives: A clear vision statement defines the direction the organization is going, sets the stage for strategic plans, and illustrates exactly what an organization stands for. While objectives define the goals, by fulfilling an objective, you progress toward your goals and ultimately, your vision

• Encourage Risk-Taking: Whether your business is large or small, local or global, B2B or B2C, taking risks is important. Big businesses have taken many large risks, challenged the status quo, and moved forward even through failure. Risks can improve business growth, help to improve processes, ensure you stay innovative, and much more.

• Collaboration and Networking: Networking and Collaboration are essential for success in any field. They help you build relationships, share information and ideas, find new opportunities, gain support, and achieve greater success. Work and implement the 6C’s of collaboration for better networking: character, caring, competence, consistency, credibility, and communication.

• Hackathons and Innovation Challenges: Organize hackathons, innovation challenges, or internal competitions to stimulate creativity and idea generation. Recognize and reward innovative contributions.

• Collaboration between IT and Business Units: As per the latest Gartner study, after the impact of COVID-19, CIOs and IT leaders now enjoy a deeper, two-way relationship with the business as a result of the changing business needs spurred by COVID-19. They are educating senior stakeholders on the value of IT, especially during times of crisis, and assuming leadership of higher-impact initiatives. On the flip side, business leaders are also assuming more accountability for IT projects. The enterprise’s path to the future runs through IT, and surprisingly most of the boards and CEOsacknowledge it.

• Innovation Governance: Implement governance structures that guide and oversee innovation initiatives while ensuring alignment with organizational goals and security standards. 

• Regular Reviews and Assessment: Regular reviews can help establish transparency and foster trust. Creating clear expectations and goals will ensure that no one feels blindsided by their feedback, creating a sense of trust. Employees can benefit from self-reflection, too. Employees can improve their own performance by being encouraged to self-reflect. Reviews help provide clarity about company goals and expectations and provide a benchmark.

Measuring Success 

Measuring the success of IT initiatives and effectively communicating that success to the rest of the organization is critical for demonstrating the value of technology investments and fostering confidence in the IT department. Here are the steps and strategies Vijay uses to achieve this:

1. Define Key Performance Indicators (KPIs):

   – Identify and define specific KPIs that are directly tied to the objectives of each IT initiative. These KPIs should be measurable and aligned with the organization’s goals.

  – Ensure that each IT initiative has clear, well-defined objectives and expected outcomes. Objectives should be SMART (Specific, Measurable, Achievable, Relevant, and Time-bound).

 – Continuously monitor and track the progress of IT initiatives against established KPIs and objectives. This helps identify issues early and make timely adjustments.

– Compare the performance and outcomes of IT initiatives with industry benchmarks or competitors to gain perspective on how well your organization is doing.

– Clearly demonstrate how each IT initiative aligns with and contributes to the achievement of the organization’s broader business goals and strategic objectives.

2. Assess ROI and Cost-Benefit Analysis:

   – Conduct a thorough return on investment (ROI) analysis and cost-benefit analysis for each initiative. Calculate the financial and non-financial benefits achieved compared to the costs incurred.

      – Conduct post-implementation reviews to evaluate the impact of IT initiatives on the organization’s operations, efficiency, and overall performance.

3. Share Success Stories:

    – Highlight success stories and case studies that showcase the positive impact of IT initiatives on the organization. Use real-world examples to make success tangible. This is very important since sharing success stories from real-world examples can:

• Helps spotlight what is working well
• Spurs individuals and teams to continue to push the boundaries
• Activates behavior in the intended direction 
• Prods people to share good practices—that they might have thought as just ‘not worthy of sharing’
• Helps facilitate the unlearning of unproductive, obsolete, and restrictive practices

4. Transparency and Accountability:

    – Promote transparency in reporting and accountability for outcomes. Acknowledge both successes and areas where improvement is needed.

5. Continuous Improvement:

    – Use the insights gained from measuring success to inform future IT initiatives. Continuously improve processes, methodologies, and strategies based on lessons learned.

Collaborative Culture

Vijay concurs that working collaboratively with other executives and departments within the organization is essential for ensuring that technology is integrated into all aspects of the business. The strategies he uses to foster collaboration and alignment are:

• Understand Business Objectives: Regularly meeting with other executives, such as the CEO, CFO, and COO, to gain a deep understanding of the organization’s strategic objectives and business priorities. Objectives are important because they provide focus, direction, and motivation for an organization and its employees. They help prioritize resources and efforts, increase efficiency and accountability, and enable measurement of progress and success

• Align IT Strategy with Business Goals: Alignment between IT and business strategies promotes a culture of continuous improvement and innovation. By closely linking technology initiatives with business objectives, organizations encourage IT teams to constantly evaluate and enhance their processes, systems, and applications.

• Collaborative Planning: Collaborative planning allows companies to be more agile and adaptable in their technology and day-to-day operations. By fostering collaboration across departments and stakeholders, businesses can enhance communication, streamline workflows, and mitigate risks. 

• Cross-Functional Teams: Establish cross-functional teams or committees that bring together representatives from IT and other departments to collaborate on specific projects or initiatives. Cross-functional teams help organizations put their customers first, by encouraging effective communication across teams. Bringing people together with different perspectives can improve problem-solving and lead to smarter, more sustainable decision-making.

• Regular Communication: Maintain open and regular communication channels with other executives and department heads. Share updates on IT projects, achievements, and upcoming initiatives. This will ensure that everyone is on the same page and there is a two-way flow of information. By communicating regularly and proactively, everyone in the company becomes experienced and habituated to responding to queries which can help resolve them quickly.

• Business Impact Analysis: Collaborate with department leaders to conduct business impact assessments for technology projects. Determine how each project will affect different areas of the organization. A business impact analysis (BIA) lets a business recover from unforeseen roadblocks quickly by offering proactive strategies for recovery and risk management. The main function of a BIA is to ensure business continuity in the face of critical emergencies and disruptions.

• Metrics and Reporting: Define and share key performance indicators (KPIs) and metrics that demonstrate the impact of technology on various aspects of the business, such as revenue growth, cost savings, and customer satisfaction.

• Change Management: Change management drives the successful adoption and usage of change within the business. It helps in establishing a framework to manage the changes in the processes or departments. Prioritizing necessary changes to properly allocate resources and incorporating relevant information for smarter decision-making.

• Governance and Compliance: Collaborate with legal and compliance departments to ensure that technology initiatives meet regulatory requirements and data protection standards.

Words of Experience

Vijay’s advice for aspiring Chief Information Officers (CIOs) and essential skills for success in this role:

• Develop a Strong Business Acumen: Understand the business side of your organization. Familiarize yourself with its goals, challenges, and competitive landscape. A successful CIO needs to align technology with business objectives.

• Generally, many CIOs will have a background in either IT or business, but it’s becoming increasingly essential for them to know both and to understand how the two interact. A CIO needs to combine these skill sets in order to manage IT resources and plan for all aspects of IT, including development and policy, planning, budgeting, resourcing, and training. Good CIOs surround themselves with technology experts with deep domain knowledge. The ability to have a customer-first view when designing a solution, or even a strategy on how tech can improve the business, is so very important for a CIO.

• Communication, Project Management, and Leadership Skills: Effective communication is paramount. Develop strong leadership and interpersonal skills to collaborate with executives, departments, and teams across the organization. Leadership is not the same as management – it’s more abstract and harder to measure. Management is more about planning, organizing, delegating, and controlling, whereas leadership is more about vision, inspiration, and motivation.

• Think strategically and long-term: All CIOs must see the “big picture.” How will your current tech strategy play out in five or ten years? What will you need to do to achieve the most successful outcome? How does the company’s tech stack power those outcomes on a tactical level?

• Financial Acumen: Understand budgeting, cost management, and ROI analysis. CIOs often manage substantial budgets and must justify technology investments.

• Change Management: Leading your teams through change is one of the most critical skills a CIO can possess. Any enhancement will impact the entire organization. It’s best to consider the entire life cycle of the changes you make in order to ensure they’ll have a positive long-term effect. CIOs need to keep up-to-date with the wide variety of tech options available today, which are constantly changing. When big changes occur in a company, the CIO needs to keep IT moving forward. This could be through business process reengineering, organizational restructuring, or an entirely new strategic direction.

• Risk Management expert: Expertise risk management module thoroughly as it is the core module for any CIO or business as everything is about Risk.

“Lastly, becoming a CIO requires a blend of technical expertise, business acumen, and leadership skills. Embrace a holistic approach to your development, and remember that successful CIOs not only manage technology but also drive innovation, create value, and lead organizational change,” concludes Vijay.

Quote: “Dreams can become a reality when we possess a vision, a plan and the courage to chase that vision relentlessly”.

Quote: “Security is always too much until the day it is not enough.”

Quote: “The best CIOs are those who can make lasting positive change.”                         

William Rubio is an accomplished executive with over 29 years of experience in the global telecommunications, IT, Cloud industry, and M&A space. As the Chief Revenue Officer at CallTower, he has demonstrated exceptional proficiency in strategic planning, executive leadership, and technological innovation. His forward-thinking leadership and innovative approach to the Cloud Communications and Collaboration sectors have significantly advanced CallTower’s standing among the industry’s top solution providers.

Under William’s guidance, CallTower has seen exceptional revenue growth achievements, particularly in both emerging and mature markets. His ability to forecast industry trends and business development has been pivotal in capturing opportunities, fostering alliances, and propelling startup ventures into competitive positions. William’s technical expertise spans VoIP, Cloud solutions, wholesale, IT, and operations, which he adeptly combines with his passion for strong partnerships and quality solutions.

The Journey                                  

William’s professional journey commenced as an industrial engineer at AT&T back in 1995. During his pursuit of an MBA, he unearthed a profound interest in Sales, Marketing, and Business Development. The ability to bridge the gap between crafting solutions for clients and effectively communicating and implementing these solutions has always been a source of satisfaction for him. In today’s dynamic work environment, extended tenures with a single organization are becoming increasingly rare, yet he has remained dedicated to two companies over the past 22 years. As time has progressed, William’s passion has shifted towards leading teams, nurturing employee development, and witnessing the growth and success of the organizations he serves. These aspects continue to be his driving force today.

Within his current position, William oversees a spectrum of responsibilities encompassing sales, marketing, business development, and product support. Additionally, he engages in collaborative efforts with the vendors and plays an active role within the M&A Team. 

William believes that in any capacity, the essence of continual innovation and fostering challenges among team members is paramount. Simply assuming a managerial role falls short; true leadership entails inspiring individuals to explore new territories and embrace experimentation. “A leader guides rather than merely manages, recognizing the subtle yet crucial distinction between the two. Not all ideas resonate universally, and as a leader, it is imperative to acknowledge and leverage the unique strengths of each team member effectively. Effective leadership hinges on this ability to discern individual capabilities and harness them to drive collective success,” he asserts.

The Company

CallTower offers, integrates, and supports cloud-based communication and collaboration services to a global clientele of businesses. With a strategic focus on platforms such as Microsoft Teams, Zoom, and Cisco Webex, it augments its offerings with additional services like failover, contact center solutions, text messaging, analytics, AI, call recording compliance, and more, delivering a comprehensive end-to-end solution from a single provider. To maintain its distinctive edge, continuous learning and creativity are essential components of its approach. 

CallTower dedicates itself to exploring new technologies, monitoring trends, analyzing market data, and delving deep into industry insights to discern the leaders, the laggards, and how it can elevate its performance. “I firmly believe that without challenging our product and engineering teams, sustaining our success becomes an insurmountable challenge. Innovation remains at the core of our ethos, driving us to craft inventive solutions that cater to the unique needs of our valued customers,” says William.

Navigating the Turbulent Market

In the swift currents of the technology industry, continuous research and development are imperative for achieving success. As such, maintaining a mindset of innovation is a perpetual concern that resonates with William. Remaining static and failing to reinvent oneself swiftly places one at a significant disadvantage within a rapidly evolving landscape. The essence lies in the art of reinvention and staying ahead of the curve. 

Apart from the above, securing capital poses a perennial challenge for startups or ventures undergoing a fresh start, necessitating prudent utilization of investments. The pivotal question remains: How can I expand my business and boost revenue while keeping the cost of acquisition minimal? Acknowledging that returns on investments may entail a longer gestation period, it’s equally crucial to recognize the importance of swiftly pivoting if a chosen distribution channel proves ineffective. Flexibility and foresight are paramount, feels William and so having a contingency plan ready to deploy is imperative. 

“The ability to adapt rapidly stands as the linchpin of success in the startup landscape. While market data and analyst insights offer valuable perspectives, the true litmus test lies in engaging with potential customers and partners. This direct interaction reveals whether you are hitting the mark or veering off course, emphasizing the significance of agility and responsiveness in aligning your strategies with market demands,” he says.

When navigating the realm of revenue generation amidst an evolving market, William observes that being a master of one domain reigns supreme over being a jack of all trades. Selecting a specific vertical and distribution channel as one’s focal point is essential for unlocking success. While secondary channels and verticals remain crucial, concentrating on the primary lead that promises substantial growth is pivotal in propelling bookings and revenue forward.

Embracing Trends

William states that AI stands at the forefront of technological innovation, reshaping the industry and presenting a unique challenge: deciphering its potential to enhance customer experiences. 

“Understanding our customers’ requirements and translating them into actionable solutions lies at the heart of this endeavor. Equipping our organization with the requisite knowledge and training is pivotal in establishing our leadership in the realm of AI. By preparing our workforce and fostering a culture of creativity, we empower our employees to drive progress and innovation within the organization,” he says.

At CallTower, staying abreast of industry changes and meeting the evolving demands of modern consumers are integral to the operational ethos. The Company maintains a proactive approach to market trends, technologies, and consumer preferences through continuous research, engagement with industry experts, and monitoring competitor landscapes. By fostering a culture of innovation and learning, it ensures that the teams are equipped to adapt swiftly to shifts in the industry and consumer expectations. 

“Our commitment to ongoing training, skill development, and strategic planning enables us to not only meet current demands but also prepare effectively for sustained growth and future opportunities,” adds William.

Going Forward

As CallTower’s team embarks on a global expansion, it becomes paramount for each member to embrace personal growth, lead through demonstration, and continuously challenge our colleagues. The prospect of contributing to a rapidly expanding endeavor and leaving a lasting legacy over the next decade or two is truly exhilarating, per William. Every individual in his team now has the chance to seize this opportunity, embracing it wholeheartedly and relishing the journey ahead.

Words of Wisdom

As we conclude the interaction, William shares the following message for aspiring entrepreneurs:

“Among the myriad principles for success, several key tenets have been instrumental in shaping my journey. Establishing trust within your teams, leading through action, fostering open communication, maintaining humility, providing constructive feedback, and investing in the growth of your team members are pivotal elements that underpin success. These fundamental practices are non-negotiable for any aspiring entrepreneur setting foot into the realm of business.”

A Quote to Live By:

“Being an avid baseball enthusiast, I have long admired Babe Ruth and his legacy. A quote of his that resonates with me on a weekly basis is – Never let the fear of striking out keep you from playing the game.”

Quote: “CallTower is the leading provider of hosted enterprise-class unified communications solutions for growing businesses globally.” 

Quote: “We empower organizations worldwide to elevate their communication capabilities to new heights.”

It’s not easy for founders trying to build a startup company. When done with the right guidance it’s proven to be a differentiating factor in building a successful company. WestWave Capital invests in pre-seed, seed, and Series A enterprise startups. They give advice to cofounders, working closely with startups to reimagine industries and advance their product strategies to build a successful company. They focus on building deep technology enterprise companies in areas such as SaaS, Security, Cloud Infrastructure, Edge Computing, Analytics, Robotics and Artificial Intelligence. Their portfolio includes innovative ventures across various domains, and they actively support their portfolio companies with operational strategy, networking, and introductions to customers and partners.

Finding his Forte

Early in his career, Warren Weiss, Founder, and Partner, of WestWave Capital, didn’t really know that he wanted to be in the software and technology business because there wasn’t much of a technology business.  He majored in criminology at Western Illinois University, thinking he would pursue a career at the FBI. He learned through doing some internships, that this wasn’t the direction he wanted to go. 

During that time, a friend of Warren’s developed a voice response system to prevent companies from accepting bad checks. This system allowed users to input a driver’s license or social security number via touchtone phones or point-of-sale systems, providing voice responses to verify or guarantee checks. Inspired by this experience, Warren became passionate about the software industry and eventually played a key role in selling to a public company.

Warren’s professional career was most influenced by John Imlay who ran a company called Management Science America (MSA) in Atlanta, Georgia. His motto, “People are the key”, guided his decisions.  It was very early in the technology business, so there were no readily available software executives or engineers. They had to build teams from different sectors of the industry, such as service bureaus, computer hardware, and consulting industries. Warren was very fortunate to be at an inflection point in the software industry in the late seventies. There was no experienced software talent like there is today. It gave him an opportunity to grow with an industry from the very beginning. Culturally, he adopted the “People Are the Key” motto, and this formed his thinking throughout his career about the importance of culture and leadership. He believed patience, discipline, desire, teamwork, and loyalty formed the framework for recruiting and retaining the best talent. These attributes were what he looked for in the people that he wanted to work with and hire throughout his career.

Warren, as head of a regional sales organization at MSA, worked with incredibly talented pioneers in the software industry. During his eleven years there, MSA produced over 200 CEOs who spread throughout the industry, creating an extensive personal network that benefited Warren throughout his career. Later, at Continuum, he leveraged their customer base to build a successful outsourcing business, capitalizing on the emerging technology of graphical user interfaces and achieving a remarkable outcome for investors when the company was sold for over 1.5 billion dollars.

At this point, Warren’s goal was to become a CEO. He got an opportunity from Steve Jobs, who called him at home one day and said, “I think you understand the technology we built at Next, and what it can do for the software industry”.  Working alongside Steve Jobs, they shut down the hardware business and built a software company with a great operating system and development environment. They ended up selling the company back to Apple which used the Next Software, operating system, and development environment, App Store, iTunes, etc.  Warren was able to meet a lot of people whilst working at Next, which helped him build a great network in Silicon Valley.  He had four CEO roles where he took the culture that he learned early on at MSA and used it as a model for management and leadership to build successful companies, delivering great returns to the investors.

Asera was one of the first SaaS companies in the world.  They built order processing and inventory systems that became new front ends for ERP systems like Oracle and SAP.  Warren spent two years doing that, and although it wasn’t a great outcome for investors, it was a great experience for him, as it helped him learn how the Venture Capital industry makes decisions to invest in startup companies. That took him all the way up to the 2002 era where he met the partners at Foundation Capital. He joined the firm, changing his career to become a venture capitalist. Using the skills, experience, and culture he had learned along the way, he has now built a long and successful venture career.  

Establishing WestWave

When Warren started WestWave Capital in 2018, he was able to use a lot of the things that he had learned at Foundation Capital.  At WestWave Capital, they started in the emerging manager space, investing in the enterprise, deep technology market.  They invest in the earliest rounds, between $1 to $5 million dollars, becoming the first institutional investor in a startup company.

“In this very competitive industry partnering with Co-investors is an important part of our business. I wanted to start the firm from scratch with people and a team that really had the same passion I had for the enterprise market in areas such as Security, SaaS, Analytics, Edge Computing, Robotics, and AI.  AI has been around for 30 years. It has recently gotten much easier with Chat GPT-like products so that consumers and employees can use the technology in the same way they use Google Search,” shares Warren.

Warren has spent the last 6 years building a team of equals at WestWave Capital. Their partnership, rooted in the principles of early-stage venture capital, focuses on long-term success. The firm helps startups find customers, key employees, and strategic partners with the goal of building great companies which provide excellent returns for investors. Warren emphasizes direct communication with entrepreneurs about exit strategies, recognizing that sometimes selling or shutting down a company is necessary due to market shifts or other challenges.

The team has now evolved into a firm that is great at finding its own unique proprietary companies to invest in, using their own personal networks.

“We have a firm with a very diverse culture that can express their different opinions, creating a much higher bar in making investment decisions. We all vote together on projects we invest in. We all set the budget for the firm. We all know each other’s compensation.  Being a small firm makes it easier to understand what it takes to go from someone who is just learning to invest, to being a full general partner in the firm.  It has all come together for us as we’re in our 6th year now, heading towards our third fund,” shares Warren.

A Structured Methodology for Promising Startups

Warren’s working style is structured yet flexible, benefiting from everyone’s unique approaches.  His team at WestWave Capital follows a well-thought-out process for reviewing investment opportunities and conducting due diligence.  They work within a framework that assesses these questions: Why should we invest in this? How are we going to make money for our limited partners and ourselves? And what are the risks? 

Working in Venture Capital as an Alpha-style investor involves seeking high-impact opportunities akin to baseball analogies such as home runs or grand slams. If a company lacks product-market fit, either an early sale exit or closure of the company is crucial. Assessing portfolio companies, their market value, financing needs, and leadership (especially CEOs) is essential. Beyond financial investment, WestWave Capital actively supports their investments by facilitating customer acquisition, strategic partnerships, talent recruitment, and additional funding rounds. Collaborating with the right investors, board members, and advisors is key to a company’s success.    

While assessing a promising startup, there is a little bit of what Warren calls motherhood-and-apple-pie in the venture industry. It needs to be a large market and have a great team that can build an exciting product. The team must have a go-to-market strategy for sales, marketing, and customer service which allows them to make a minimum 70% gross margin.  The company needs a proven business model for customer renewals, upselling new products, and cross-selling existing products.  

As a company grows, the CEO often needs to replace key executives who may not be suited for all stages of the business. Similar to changing tires on a car, personnel adjustments are necessary. While founding CEOs may struggle to lead a company all the way to an IPO, it’s crucial to prioritize shareholders’ interests. If needed, WestWave Capital proactively brings in new talent to facilitate growth.

As an established Venture Capital firm, WestWave Capital has many portfolio companies to work with. Staying connected with portfolio companies, their customers and employees is important to the success of the company. Customer satisfaction matters, especially in an era where alternatives abound. Continuously improving products ensures customer retention.  

Looking at Trends & Innovations

WestWave Capital focuses on new markets, including Robotics and AI software companies. They invest in new companies where they have a deep investing thesis in each of these categories. From evaluating one thousand new companies annually, they narrow down to about twelve investments. Over the past six years, they’ve invested in approximately one new company per month. Markets like Climate, Crypto, Consumer, and Healthcare don’t align with their investing thesis. In a new market like Multi-Cloud Management, Warren was an investor in Cliqr Technologies, which pioneered Multi-Cloud Management, enabling you to move any application to any cloud. The investment he made in Cliqr Technologies was successful, despite skepticism from Venture Capital Investors that Amazon would be the only Cloud company in the industry. He recognized the need for many cloud computing options. WestWave Capital’s approach spans the entire cloud stack, from middleware to security, and Artificial Intelligence, enabling digitization in new trillion-dollar industries. Solutions built atop multi-cloud environments, like WestWave Capital portfolio companies Solo.io and Spectro Cloud, increase revenue growth, and yield substantial returns to investors.

“If an investment meets one of our theses, and we decide to do due diligence, we will then do references on the team, talk to customers, do a deep technical dive on the product, research competitors in the industry, and talk with any existing key investors.  Next, we formalize our work into an investor summary to make the final decision.  We will then have a unanimous vote by the partnership to approve the investment,” shares Warren.

Mentoring Entrepreneurs

Warren believes that successful entrepreneurs possess a unique blend of positive outlook, curiosity, and a desire to build a great company. They need to prioritize critical areas such as financial business models, product-market fit, sales cycle and a complete go-to-market strategy. For entrepreneurs, he advises that interacting with larger customers will lead to building a better product. Investments from Venture capital firms can be very expensive as they will require a large ownership stake in the company. It’s important for companies to hit their revenue milestones so that it will be worth taking a Venture Capital investment. In the early years of a new company, it’s important to grow revenue at 100% per year. As a company grows larger, it’s important to have a plan to be profitable. A company must always understand it can never run out of cash. Companies must plan on hitting their revenue milestones so they can arrange new financings 6-12 month ahead of when they will need more cash. Before seeking additional funding, entrepreneurs need to have product market fit, a proven sales cycle and happy customers. Otherwise, securing more capital becomes challenging.

“We help our portfolio companies understand the journey of raising several rounds of funding from different types of venture capital firms. It’s like horses in a horse race. There are seed firms, series A firms, B firms, C firms, growth firms, and mezzanine firms, and they all want different things. Different levels of revenue and different levels of proof. The management team needs to work together, to process and understand these important goals for raising money from these different series of investors,” says Warren.

He suggests that for early-stage companies, being analytically driven and tracking key performance indicators (KPIs) is crucial. These KPIs will allow you to make rapid adjustments to changes to your business. Startups, unburdened by existing customers, can innovate more freely. However, once a customer base is established, innovation becomes slower. Entrepreneurs must evaluate whether they truly deserve funding or if selling the company to a larger entity is a better path. Before accepting an investment, an entrepreneur needs to do thorough due diligence on potential investors to ensure they are picking the right venture firm and partner for their business.

“Entrepreneurs are talented individuals, and as a seasoned investor you must earn their trust to help them to solve hard problems. We guide them through short- and long-term priorities. Operational control over financials is crucial. Often, founders come from product and engineering backgrounds, not sales or marketing. CEOs must excel in strategy, execution, and leadership to succeed,” shares Warren.

Future Landscape

Even though it’s always hard to predict the venture landscape, Warren feels that it’s one of the fun and exciting things about it. However, there are a lot of venture capital firms today and it’s hard to envision that all will be successful.  Warren has been through several periods where the number of VC firms increase and then decrease. He thinks it’s important to take investments from venture firms and partners who will be around for a long time.  

“We see this as probably the greatest time in history to be a venture capitalist in the technology business. The world is in for massive changes in how everything operates at every level of our society. Many of those hopefully will be for the betterment of society. Left unchecked, we know there are already concerns about AI and what that could do, but if we think 50 or 100 years ahead, we’ll look back at today and say we were barbarians. For example, looking at crystallized medicine, air travel, health, how we commuted around, and how we lived our lives. Every aspect of life will be challenged by every generation. I believe technology could play the most critical role in doing good for society,” concludes Warren.

Founded in 1976, Acer is a Taiwanese multinational company that specializes in advanced electronics technology. Acer is one of the world’s top ICT companies with a presence in more than 160 countries. It produces various products, such as laptops, desktops, tablets, monitors, projectors, and Chromebooks. Acer is one of the world’s largest PC vendors, and it also has a presence in the gaming, education, and business sectors. Acer’s mission is to break the barriers between people and technology and to provide innovative solutions that enhance people’s lives.

As Acer evolved with the industry and changing lifestyles, it is now focused on enabling a world where hardware, software, and services will fuse, creating ecosystems and opening up new possibilities for consumers and businesses alike. Acer distinguishes itself by offering an extensive range of products and services catering to both commercial and consumer segments. Its commitment to breaking barriers between people and technology, coupled with a focus on a long-term vision, has positioned it uniquely in the market. 

“Acer’s 7,700 employees are dedicated to the research, design, marketing, sale, and support of products and solutions that break barriers between people and technology. We’ve created an atmosphere that stimulates creativity and encourages individuality, freedom, and autonomy,” shares Mr. Harish Kohli, President & Managing Director at Acer India.

An Industry Veteran

With a career spanning over 40 years in the Computer Hardware industry, Harish has had the privilege of playing significant roles at various companies before joining Acer in 1999. At Acer, he has held various roles, starting as the General Manager of Sales in 1999 and progressing to become the Managing Director in 2011. Since September 2016, he has led Acer’s ‘Pan Asia Pacific (PAP) Regional Commercial Task Team,’ focusing on financial strategy planning for the region.

Harish’s career in the Computer Hardware industry stems from a genuine passion for technology’s impact on people’s lives and the industry’s dynamic nature. Joining Acer in 1999, was a deliberate choice, driven by the company’s commitment to breaking barriers between people and technology. “I’m motivated to contribute meaningfully to Acer’s journey and the broader industry through innovative solutions. Over the past two decades, I’ve been involved in efforts to bridge the gap between people and technology and contributed to Acer India’s growth across Commercial and Consumer segments,” he shares.

Navigating Challenges

One of the most notable challenges in his career, mentions Harish, occurred at Acer India, where he held nationwide responsibility for revenues and profitability. Successfully addressing this challenge required strategic planning and implementation, with a focus on establishing a robust foundation across all market segments. The experience underscored the significance of resilience, adaptability, and a forward-thinking approach. “When Acer entered the Indian market, a key challenge was to grow and establish the brand, securing market share across crucial segments. Acer has since become a leading brand, attaining top positions in multiple market segments, a testament to our diverse product portfolio,” he shares.

Navigating the dynamic landscape of technology, which undergoes constant change, requires a deep understanding of consumers and the industry. As a leader, anticipating consumer behavior and staying ahead of industry trends is crucial, feels Harish. Recent months have demonstrated shifts in consumer demand and purchasing behavior, prompting us to swiftly adapt and play a pivotal role in their digital transformation. He strongly believes that every challenge and crisis serve as a chance for growth, and Acer’s outstanding team, they are well-positioned not only to overcome challenges but to emerge even stronger.

Taking Acer to the Leader Board

The achievements of Acer India are rooted in a set of fundamental leadership principles. These encompass emphasizing a customer-centric perspective, promoting innovation, and empowering our team. Harish shares that their leadership style is grounded in transparency, integrity, and a commitment to quality, forming the basis for Acer’s consistent growth. Acer has instilled a culture that encourages all employees to share ideas, stressing the significance of implementing valuable suggestions to foster creativity and ongoing improvement within the organization.

“I encountered various challenges in leading a dynamic organization. One notable obstacle was navigating the complexities of market fluctuations, which required agile strategies to adapt to changing economic conditions. Additionally, the competitive landscape posed challenges, necessitating a focus on innovation and differentiation to maintain our market position,” he shares.

Internally, aligning diverse teams with the company’s vision and ensuring optimal collaboration presented another set of challenges for Harish. Surmounting these challenges required establishing effective communication channels, cultivating a culture of ongoing enhancement, and offering specialized training programs to boost team skills.

Strategic decision-making during periods of uncertainty, such as global economic downturns or unforeseen industry disruptions, demanded a careful balance of risk mitigation and seizing opportunities from the leadership team. Implementing comprehensive risk management strategies and leveraging emerging trends were crucial for overcoming these challenges.

Contributing to the Sustainability Goals

Acer is actively integrating eco-friendly practices into operations and product development to contribute to environmental well-being. Their focus on energy efficiency, carbon footprint reduction, and responsible sourcing is evident in initiatives like the Vero product line, emphasizing sustainability. Committed to carbon neutrality for the Aspire Vero laptop line, they’ve joined the RE100 initiative for 100% renewable electricity by 2035 and pledged net-zero emissions by 2050. 

“As a leading ICT company, we aim to amplify our environmental impact through collaboration. Sixty percent of critical suppliers are committed to RE100 or science-based carbon reduction targets. We’re progressing towards using 20-30% post-consumer recycled plastic in our computers and monitors by 2025, achieving 17% usage in 2022. Our ongoing initiatives showcase dedication to sustainability and positive industry influence,” shares Harish.

Preparing for Growth in the Coming Years

Acer is strategically advancing its footprint in the Indian market by expanding into consumer electronics, eMobility, and AI PCs. Its active participation in the ‘Make in India’ initiative involves collaboration with local manufacturers, boasting an annual manufacturing capacity exceeding 3 million units. Acer’s commitment to cutting-edge technology is showcased through its focus on AI-powered PCs and entry into artificial intelligence products, particularly Generative AI. The investments in IC design chips and initiatives within the medical field underscore its dedication to innovation, shaping the future of the industry in India.

“To drive growth, Acer India intends to prioritize ongoing innovation, broaden its range of products, and capitalize on current technology trends. Strengthening our footprint in emerging markets and improving the customer experience in our retail outlets are integral elements of our growth plan,” concludes Harish.

Quote: “Beyond laptops, desktops, monitors, accessories, and peripherals, we have expanded our portfolio to include Purifiers.”

Quote: “Looking ahead, our strategic plan involves further diversifying our product offerings to continue meeting evolving market demands.”

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Mr. Harish Kohli’s Advice for the Young Entrepreneurs 

I would recommend aspiring entrepreneurs embrace challenges, remain dedicated to their vision, and prioritize customer satisfaction. Long-term success in the dynamic business environment requires continuous learning, adaptability, and the formation of a motivated team. Leading by example is paramount; establishing high standards for oneself will inspire the team to pursue excellence and integrity.

Equipping your team with the right tools, training, and guidance is crucial for both their success and the organization’s success. As a leader, it’s essential to consider your employees as contributors to success stories and support their professional growth within the company. This collective effort is pivotal for the overall success of an organization.

A Quote to Live By

One quote that has had a profound impact on me is: “Success is not final, failure is not fatal: It is the courage to continue that counts.” This quote resonates with the dynamic nature of leadership and business. It underscores the idea that success is a journey, not a destination. It reminds me to remain resilient in the face of setbacks and challenges, recognizing that failure is not the end but an opportunity for growth. Embracing the courage to persevere through difficulties is the essence of sustained success and continual improvement.

The technology industry has grown leaps and bounds over the last decade and the pace refuses to slow down. As an industry, it offers opportunities to think creatively, solve difficult challenges, and work with incredibly talented people. These are the things that Georg Beyschlag, President of TeamViewer Americas, feels make his work fulfilling and exciting at the same time. 

The Company

TeamViewer provides a connectivity platform to remotely access, control, manage, monitor, and repair devices of any kind – from laptops and mobile phones to industrial machines and robots. It enables companies of all sizes and from all industries to digitalize their business-critical processes through seamless connectivity. TeamViewer’s use cases focus on remote troubleshooting and collaboration, employee onboarding and training, and streamlined knowledge sharing for frontline workers. Each use case provides efficiency bonuses for enterprises, as they can better direct knowledge and expertise where it is most needed.

Against the backdrop of global megatrends like device proliferation, automation, and new work, the primary focus at TeamViewer is empowering the workers through technology. To them, this requires connecting people to devices, people to people, and people to data through an umbrella of technologies and initiatives. “For example, we are intensely focused on building a functional ecosystem of AR and AI-driven tools that can securely connect frontline workers to the knowledge they need and when they need it. The key word there is “functional,” as AR tools have existed for years, but they are ultimately just toys if they do not provide a value-add to enterprises,” explains Georg. 

Keeping Innovation First

“As a tech company, TeamViewer would be nothing without innovation,” Georg acknowledges. It’s in their genes and the driving principle of everything they do. As a company like TeamViewer grows, it’s imperative to support core services while also broadening out the overall technology portfolio. TeamViewer began as a remote support technology company. Over the years, they have incorporated the augmented reality and artificial intelligence solutions highlighted above that unlock new opportunities for their business and more value for their customers. That said, they haven’t lost touch with the core offerings. That’s why they recently launched TeamViewer Remote, the next generation of their remote access and support solution that retains the proven remote connectivity functionalities while also significantly modernizing the tech stack, usability, and interface. This demonstrates TeamViewer’s strategic approach to innovation; one that advances technology not for the purpose of chasing the shiny new thing but for the betterment of the customer experience.   

Through scrappy creative innovation, they have now grown to enterprise scale and support 60 countries, over 627K SaaS subscribers, and 2.5B connected devices while helping enterprises avoid 37M tonnes of CO2 per year through the use of TeamViewer solutions. 

A Hard-Earned Position 

In his role, Georg’s focus is to increase sales effectiveness and efficiency in the Americas region. Prior to his role as President Americas, he oversaw TeamViewer’s global human resources and customer support functions, and previously served as Vice President of Finance & Controlling. He was a key player during TeamViewer’s landmark IPO in 2019 and has led many important projects since then, including key acquisitions and overall strategy development. These former positions were instrumental in helping ensure a smooth transition to President of TeamViewer Americas.

Georg holds a Master of Science in Finance from the Technical University of Munich and a Master of Science in Banking, Corporate, Finance, and Securities Law from the University of Sydney. He also has a German Pre-Diploma in Business Administration and Management from the University of Augsburg.

TeamViewer CEO Oliver Steil said: “[Georg Beyschlag] has the right mentality and brings in fresh perspectives to boost growth and to drive the region’s success for the coming years. He has proven to be an excellent leader in various roles at TeamViewer, where he successfully brought people and departments to the next level.”

Georg’s Working Style and Goals

Georg’s working style is characterized by direct communication and trust. He feels that important information is often left out of conversations when people beat around the bush, leading to issues down the line. No matter the leadership role, it is important to him that his teams feel comfortable approaching him and laying out the facts clearly. This way, he feels, they can find a path that moves the team, project, and business to the best outcome quickly. In the same way teams trust him to receive information with an open mind, he trusts them to know their role best and propose a solution. “It isn’t an efficient use of anyone’s time and resources if I micromanage every aspect of a project, so I believe in empowering my teams to take ownership of decisions. My role in this area is to provide strategic guidance to ensure their decisions are complementing the direction and priorities of TeamViewer overall,” says Georg.

As the leader, Georg is committed to accelerating growth in the Americas region first and foremost through his diverse and stellar team. He works with teams across roles, including strategy, corporate development, sports partnerships, human resources, and customer support. All of these are roles with a tremendous impact on the long-term target to bring TeamViewer to the next level as a global technology company. His priority is further developing and strengthening the sales organization across the region to help them leverage their full potential.

Other ways that he plans to support growth at TeamViewer include:

1. Commit to focusing on the customer and identifying their needs.
2. Develop enterprise solutions tailored to the customers’ needs and not developed as a one size fits all.
3. Build and maintain close relationships with our customers in the field.
4. Develop and make use of strong strategic partners like SAP, Microsoft, and Google, as well as distributors and resellers.

Applying AI

Georg points out that ChatGPT is a great example of why user experiences are so critical. Artificial intelligence is not new, but companies have struggled to implement the technology at scale for years because developing a broadly useful user interface was challenging. The inherent usability of ChatGPT in this regard is what makes it such a momentous innovation. 

“Large Language Models (LLMs) are particularly well-suited to improve solutions in the remote support industry, and we see a lot of potential for their integration into TeamViewer’s products. From improving our AiStudio’s image recognition to helping frontline workers make better, more informed decisions – the use cases are abundant. Step changes like this are what make working in tech so interesting, and I am excited about the future,” exclaims Georg.

Challenges in Adopting Emerging Technologies

Georg appreciates that customers in today’s enterprise environments have high standards for adoption. If your product does not meet the needs of a business, then there is typically a line of competitors ready to offer them something better. The key is to focus on providing not just the latest technologies but to do so in a manner that offers the best and most flexible user experience. This requires providing a product that works seamlessly across all possible use cases, from R&D to manufacturing, to marketing. 

“A critical way to enable powerful and flexible solutions is customizability through an open ecosystem. There are countless applications, integrations, and tools that all combine to make workers effective today. The key for a platform technology like TeamViewer is to make its capabilities fit so seamlessly within the user’s workflow that it becomes difficult for them to determine the barriers between our product and the other solutions they use. Developing a flawless user experience is imperative yet tricky, which is why so many companies with good ideas fail,” shares Georg.

Achieving Sustainability

Sustainability is at the core of TeamViewer’s offering. Its products were born out of the need to reduce the necessity for travel and physical presence, which naturally leads to the avoidance of CO2 emissions. This positive impact gets multiplied by a business model granting free access to TeamViewer’s solutions to private users for non-commercial purposes. TeamViewer and its product portfolio have evolved massively since its founding – but the company still helps its customers to avoid unnecessary travel and thus be more sustainable. By using TeamViewer technology to remotely maintain or repair machines and access devices like mobile phones, computers, heavy equipment, robots and vehicles, distances across the globe can be bridged easily, and traveling from one place to another becomes unnecessary in many cases. The company is therefore enabling clients to limit their carbon footprint and help avoid approximately 37 megatons of CO2e emissions per year. This is the same as a fully booked A380 flying 7,000 times non-stop from Singapore to New York or the emissions of 11 million average cars in one year. 

To monitor and optimize its own footprint, TeamViewer participates in the Carbon Disclosure Project as part of its sustainability reporting. The company also scrutinizes its emissions according to GHG protocol standards, using certified software for calculations and external scientific support. The results show the achievements of TeamViewer’s efforts: In 2021, the company reduced CO2e emissions by about one-third compared to one year prior.

Quote: “Innovation comes from everywhere.” 

“Leadership is not about commanding. It’s about enabling, nurturing, and empowering others to reach their fullest potential.”

Imagine walking into a room where you just know that every person feels appreciated, valued, and are encouraged to contribute their ideas. There’s an energy in the air, not from a single voice leading the charge, but from a shared belief that everyone has something meaningful to contribute. This is what transformational leadership looks like, where the focus isn’t on who’s in charge, but on how many people are being empowered along the way.

Carol Hanlon, a visionary entrepreneur, who exhibits the essence of this leadership. For decades, she’s been the quiet force behind initiatives that have helped many thousands of women and small businesses thrive, both in Australia and around the world.

It’s easy to think of leadership as a role reserved for the loudest voices or the most influential figures. But Carol’s approach shows us something different. Her impact is profound, not because she’s front and centre, but because she works tirelessly behind the scenes, making sure that those who are often overlooked get the support they need. She’s the kind of leader who knows that success isn’t measured by how many people follow you, but by how many people you lift up.

Carol’s story radiates empowerment at every turn. From local initiatives to global programs; her work is rooted in the belief that when you invest in people, you create ripples that spread far beyond what you can see.

A Journey Rooted in Passion and Purpose

Carol Hanlon’s journey began in the 1970s in Victoria, Australia, where she established her own fashion design, manufacturing, wholesaling, and retail business, selling her label to hundreds of boutiques across Australia and overseas. Her entrepreneurial venture thrived for 20 years, laying the foundation for the expertise and insight she would later channel into empowering others. During this period, with two young children, the stable hands, and apprentice jockeys that also lived with the family, Carol also managed the business administration for her racehorse-trainer husband’s stables.

However, in 1993, Carol relocated to Western Australia and after her divorce was finalized, her journey took a pivotal turn when she shifted her focus from running her own business to supporting small businesses and entrepreneurs globally. Recognizing the need for accessible small business support systems, in 1994 Carol became the founding manager of the not-for-profit organisation Belmont Business Enterprise Centre Inc. (BBEC) in metropolitan Perth, Western Australia.

BBEC quickly became a hub for small business advisory services, catering to entrepreneurs who needed guidance, training, and mentorship. Four years later, in 1998, she expanded her mission by establishing a second not-for-profit organisation, the Textile Clothing Footwear Resource Centre Western Australia Inc. (TCFWA); which has since expanded to include TCF Australia and TCF Global.

Both BBEC and TCFWA were created with the vision of providing inclusive, low-cost, and sometimes even free, support to entrepreneurs and small businesses, particularly those led by women. Carol’s commitment to inclusivity and accessibility is what sets her apart as a leader.

Over the years, her projects and initiatives have directly assisted more than 35,000 small businesses across Australia and globally. The impact of her work can be felt in the farthest corners of the world, from regional communities in Australia to women-led micro-enterprises in developing countries.

A Leader’s Guiding Principles

Carol’s leadership is defined by her deep empathy and understanding of the challenges faced by women entrepreneurs, especially those operating in remote areas or balancing business with family commitments. Her experience as a small business owner profoundly shaped her leadership approach. It taught her that accessibility is key—an idea that has guided her initiatives ever since.

One of the core principles driving Carol’s leadership is the belief that every woman deserves the opportunity to succeed, regardless of her location or resources. This belief has led her to focus on innovative ways of delivering training and mentoring, such as online programs that reach women in regional and remote communities. By embracing technology, Carol has been able to break down geographical barriers, ensuring that no woman is left behind.

Her emphasis on inclusivity is also reflected in the programs she has developed for specific communities, such as Muslim women looking to start home-based sewing businesses, or Aboriginal women in regional areas pursuing creative enterprises. These tailored initiatives exemplify her dedication to creating opportunities for those who often face the most significant obstacles. Through her tireless efforts in coordinating major fashion shows, trade exhibition shared showcases, or establishing a retail fashion incubator, emerging designers were able to showcase their skills and talents to extensive audiences.

As established, Carol’s leadership is rooted in a combination of empathy, accessibility, and a hands-on approach, but what truly sets her apart are the strategies she employs to lead effectively across diverse contexts.

A key aspect of her leadership is her belief in leading by example. For Carol, leadership isn’t about sitting behind a desk; it’s about getting involved in the day-to-day work, understanding the challenges her team faces, and demonstrating the same level of commitment she expects from others. Whether it’s personally reducing her salary during times of financial strain or volunteering extra hours to keep initiatives running, Carol’s actions consistently align with her values, setting a powerful example for those around her.

Ultimately, Carol’s leadership philosophy is built on a foundation of authenticity, empathy, and a relentless focus on empowering others. By staying connected to her core values, continuously reflecting on her leadership approach, and remaining committed to inclusive and accessible support, Carol exemplifies a style of leadership that is as compassionate as it is effective.

Exhibiting Resilience and Leveraging Strategic Alliances

Running not-for-profit (NFP) organizations presents its own unique set of challenges. For Carol, one of the most significant hurdles has been securing sustainable funding for her initiatives. Providing free or low-cost training to thousands of women entrepreneurs requires ongoing financial support, which is not always easy to obtain.

However, Carol’s resourcefulness and strategic thinking have allowed her to navigate these challenges successfully. She relies heavily on the dedication of long-term volunteers and has formed alliances with partners who share her vision. The NFP boards of directors for BBEC and TCFWA also provide invaluable support, enabling these organizations to continue making a meaningful impact despite funding constraints.

Carol’s ability to overcome financial obstacles while maintaining the quality and reach of her programs is a testament to her resilience and commitment. Her leadership demonstrates that with the right blend of passion, innovation, and collaboration, even the most daunting challenges can be turned into opportunities.

A Legacy of Empowerment

Among Carol’s many achievements, one stands out for its profound and lasting impact: the BPW Business Incubator ‘Women in Business’ Online Training & Mentoring Project. Developed as a project, promoting Business and Professional Women (BPW) International; this initiative was designed to address the critical needs of women in small and home-based businesses. Through her own personal experiences and her many years running small business support organisations, Carol identified the specific challenges faced by these women, such as isolation, lack of resources, and difficulties balancing business with family life.

The BPW Business Incubator provided cost-effective, flexible training and mentoring that was tailored to fit the lives of time-poor women entrepreneurs. It offered them the tools, confidence, and support they needed to grow their businesses, delivered through an accessible online platform. The project’s success was not only reflected in the number of women who benefited but also in the recognition it received at both national and international levels.

As a long-standing member of BPW Belmont and a former club president, Carol’s involvement in BPW has spanned nearly two decades. She has held leadership roles at both the state and national levels and has represented BPW at international congresses in Finland and South Korea and as BPW delegate during the United Nations CSW sessions in New York.  Beyond her work with BPW, Carol has presented workshops and forums for women entrepreneurs in countries like the Philippines, Taiwan, Iran, Pakistan, India, Nepal, Mongolia, Indonesia, Vietnam and St Kitts – further extending her reach and influence.

Paying it Forward

One of the defining elements of Carol’s leadership is her unwavering belief in the power of ‘paying it forward.’ This philosophy is not just a guiding principle but a cornerstone of how she operates her not-for-profit organisations.

Over the years, Carol has fostered a culture of giving back, where both current and former volunteers and past small business clients feel a deep connection to the cause and are always ready to contribute when needed. Whether it’s packing a 40-foot container of donated sewing machines and textiles for a global community project or helping organize large-scale events, the spirit of volunteerism runs deep in Carol’s initiatives.

A striking example of this culture is the number of volunteers who return long after they have moved on from the organization. Many of these individuals come back during critical moments, whether to assist with an event or contribute to a specific project, simply because they feel like they are still part of the team.

Celebrations and recognition are also key to maintaining this collaborative spirit. Carol and her team organize an annual ‘thank you’ dinner to celebrate the volunteers who have dedicated their time and energy throughout the year.

This event is not just a gesture of appreciation; it is an opportunity to reinforce the sense of community and shared purpose that drives the organization. By acknowledging the efforts of her team, Carol ensures that everyone understands they are a vital part of the broader mission and thanking them for giving back in meaningful ways.

Fostering Innovation and Adaptability

For a business to endure the storms of change and progress requires more than just technical expertise. It requires a culture of continuous learning and adaptability. Carol understands this better than most. Under her leadership, BBEC and TCFWA have continuously evolved to meet the changing needs of the communities they serve.

One of the key methods through which Carol fosters innovation is by embracing cross-sector collaboration. She believes that knowledge-sharing and joint efforts are essential for driving growth and creating new opportunities. Whether through partnerships with other community organisations, government bodies, or linkages with business and trade associations, Carol has always sought to bring together diverse perspectives to create innovative small business projects that can improve business development and opportunities. For her, empowerment and inclusion are about making sure that those who are often left behind have the chance to catch up.

Celebrating Excellence

Carol’s work has not gone unnoticed. She has been the recipient of numerous prestigious awards and recognitions throughout her career. Among the most recent are:

• Hall of Fame Bronze Women Changing the World Awards, UK (2024), which recognizes her significant contributions to empowering women globally.
• Hosting and presenting at the UN CSW68 NGO Forum in New York (2024), focusing on the economic empowerment of women entrepreneurs.
• Named among the Top 50 Small Business Leaders in Australia (2022) by Inside Business Magazine.
• Awarded the Paul Harris Fellow by the Rotary Foundation of Rotary International (2022).

These awards reflect not just her individual accomplishments, but also the success of the initiatives she has led and the lives she has touched.

Lessons from a Lifetime of Service

Carol’s journey is grounded in integrity and a clear sense of purpose. One of the core tenets of her leadership philosophy is empathy—understanding the unique challenges and circumstances of those she leads and finding ways to address those needs effectively.

Throughout her career, Carol has demonstrated a commitment to personal growth and learning. Having grown up in a disadvantaged family and challenging environment, she understands the importance of resilience and resourcefulness. Leaving school and home at the age of 15, she built her career through self-teaching and an unrelenting drive to succeed. These early experiences taught her that no obstacle is unbeatable, and that growth comes from continuously pushing oneself beyond one’s comfort zone.

Carol’s leadership is also characterized by her willingness to take on new challenges and learn from diverse experiences. From serving as District Governor for an International Women’s Service Club focusing on speech and hearing impairment in the 1980s to leading global forums on women’s economic empowerment, she has consistently sought opportunities to broaden her horizons and strengthen her leadership capabilities.

Navigating Tough Decisions with Compassion and Clarity

Every leader faces moments when difficult decisions must be made, and Carol is no stranger to these challenges. One such moment came when a significant government-funded small business support program that her organization relied on was suddenly cut. The loss of funding put immense pressure on her not-for-profit, threatening its ability to continue serving the community.

Rather than giving up, Carol made the tough decision to relocate the organization’s office to reduce rent costs and put out a call for sponsors and supporters. She even personally reduced her salary by 50% and volunteered additional hours to ensure that essential services could continue. This selfless approach exemplifies Carol’s unwavering commitment to her mission and her determination to lead by example.

Focus on Action and Authenticity

For those looking to make a meaningful impact, Carol offers simple but powerful advice: “Words are easy. Action is what counts.” She emphasizes the importance of being clear about your purpose, understanding the tasks your team is delivering, and maintaining attention to detail. Leadership, in her view, requires rolling up your sleeves and getting involved in the day-to-day work, not just directing from the sidelines.

Carol also stresses the importance of staying humble and continuously learning. “The moment you think you know it all is the time to give up,” she says. In her experience, leadership is a never-ending journey of growth, discovery, and adaptation. By keeping an open mind and remaining curious, aspiring leaders can develop the resilience and flexibility needed to navigate an ever-changing landscape.

Another key lesson from Carol’s leadership journey is the importance of staying true to your values. For her, authenticity is central to effective leadership. By leading with integrity, empathy, and a clear sense of purpose, she has been able to build trust and inspire those around her. Her advice to emerging leaders is to stay connected to what drives you and to let that passion guide your decisions and actions.

A Vision for the Future of Leadership

As the world of business continues to evolve, so too must the approaches and strategies of those who lead it. For Carol, the future of leadership lies in fostering inclusivity, collaboration, and continuous innovation. Her vision is one where leadership is less about hierarchy and more about empowering others to take ownership of their growth and success.

Carol is a firm believer in the potential of virtual and online platforms to break down barriers and reach individuals who would otherwise be left out. As the founder and driving force behind several virtual incubators and online training programs for over 20 years, she sees technology as a powerful tool to democratize access to resources, especially for women in regional or underserved areas. Her goal is to continue expanding initiatives like the BPW Business Incubator for Women in Business, enabling thousands more women across the world to gain the training and support they need to thrive.

Looking ahead, Carol plans to keep creating global opportunities for emerging fashion designers and creatives, facilitating their entry into international markets through trade missions, exhibitions, and mentorship. Her experience hosting trade missions and organizing platforms for designers across Asia has given her a deep understanding of the challenges and opportunities within the global market. As new trends and demands emerge, she remains committed to adapting her initiatives to ensure that they stay relevant and impactful.

A Guiding Light

“Do not follow where the path may lead, go instead, where there is no path, and leave a trail.”

Throughout her extensive career, Carol Hanlon has left an unforgettable impression on the lives of many thousands of entrepreneurs, particularly women, who have benefited from her guidance, mentorship, and unwavering support. Her legacy is one of empowerment, accessibility, and a relentless commitment to helping others succeed.

The impact of her work extends far beyond Australia. Through her involvement in her extensive global networks like TCF Global and BEC Global, and through her participation in international forums and initiatives, she has inspired and supported entrepreneurs and women linking with over 120 countries. From coordinating micro-livelihood sewing projects in developing nations to providing business training to women in remote Australian communities, Carol’s influence is truly global.

For Carol, success is not measured by personal accolades or recognition. Instead, it is measured by the stories of the women and businesses she has helped to grow. Whether it’s a regional entrepreneur who finally turns her passion into a thriving business or a community project that uplifts families in a developing country, these are the moments that define Carol’s legacy.

As she looks to the future, Carol remains focused on the mission that has guided her for decades: to empower others to achieve their business dreams and create positive, lasting impacts in their communities. Her journey is far from over, and as the world continues to change, she will no doubt continue to adapt, innovate, and lead with the same passion and dedication that have defined her career.

And the Voyage Continues

Carol Hanlon’s story is one of resilience, innovation, and a profound commitment to service. In a world that often prioritizes profit over people, she has carved out a space where inclusivity, empathy, and support take centre stage. Her work has empowered thousands, particularly women, to break through barriers and achieve their goals, proving that with the right support and opportunities, anyone can thrive.

As businesses and organizations around the world continue to grapple with the challenges of the 21^st century, leaders like Carol offer a blueprint for how to lead with compassion, purpose, and integrity. Her approach to leadership, focused on nurturing potential and creating accessible opportunities for all, serves as a powerful reminder that true leadership is about more than just achieving success—it’s about helping others find their path to it as well.

Carol’s journey is an inspiring one, and her legacy as a leader and mentor will undoubtedly continue to shape the landscape of entrepreneurship and small business support for years to come. Through her work, she has shown that leadership is not just about being in charge—it’s about lifting others up and helping them realize their dreams.

Dr. Gilbert Ng is a distinguished figure in executive coaching and leadership development. With a rich background that spans various industries in the Asia-Pacific region, Dr. Ng has dedicated over a decade to fostering leadership excellence. He is a celebrated author, having penned ‘The Indubitable Leadership Principles,’ and is a John Maxwell Certified Coach, Teacher, and Speaker.

His academic achievements are equally impressive, holding a Doctorate in Human Resource Management and serving as an Ambassador for LIGS University. Dr. Ng’s professional credentials include being a Professional Certified Coach (PCC) by the International Coach Federation (ICF), a Certified Training Professional (CTP) by ARTDO International, a CeMBA – Commonwealth Executive Master of Business Administration (WOU) by Wawasan Open University, and a member of several prestigious institutes such as The Institute of Leadership & Management (ILM) and the Chartered Institute of Marketing (CIM) UK.

Dr. Ng’s corporate experience is extensive, with a history of impactful roles in the financial, investment, corporate training, and automotive sectors. His leadership prowess has been recognized through numerous awards. He received many awards during his tenure in the banking industries – Best Branch, Best Deposit, and Best Regional Managers. He also received the Emeritus Leadership Scholar award and was named the top Innovative Leader of the Year for 2020-2021 by the Leadership Excellence Awards. He has also been acknowledged by the British Publishing House Ltd, as a “Successful People in Malaysia 2022” and won the CEO Executive Coaching Awards 2022 – Leadership Coach & Motivational Speaker of the Year – Malaysia.

In 2009, he founded GMCC Coaching Management, through which he has transformed the leadership behaviors and practices of over a thousand leaders via experiential workshops and executive coaching. Dr. Ng’s unique coaching approach is designed to ignite leaders’ motivation, passion, and intuition, guiding them to insights that translate into impactful actions

The Transition

Dr. Ng started his professional journey in the Financial Industry in Malaysia working in various roles within marketing and business development. During his professional journey from an Executive to a branch director, he gained valuable experience in areas such as team leadership, yearly business budgeting, and strategic planning. After he left the banking profession, he became a regional trainer for an investment company and his last corporate position was the Dealer Principal for Volvo car company. While in different industries holding management positions for more than 3 decades and gaining a lot of success, he started to feel a sense of fulfillment was missing.

During his time in the corporate world, Dr. Ng found himself naturally gravitating towards mentoring and guiding his colleagues, helping them navigate challenges and develop their skills. This experience sparked an interest in coaching and leadership development.

Motivated by a desire to make a more direct and meaningful impact on individuals’ growth and development, he decided to pursue certification in training while still working in his corporate role. He started to provide corporate training to clients during weekends, honing their skills and building a reputation as a trusted corporate trainer. Along the way, he noticed many learners were very motivated during the workshop. However, when they get back to their workplaces, they are not able to sustain their motivation and apply the new skill set in the real world.

Through a period of research with his learners from various industries, Dr. Ng found out that most of his learners’ companies did not provide follow-up and support after they completed their learning in the workshops. This finding inspired him to explore “How to sustain learners’ motivation after a 2-day high impact workshop” as his goal in 2007.

He started a small group of learners where he provided a workshop and followed through with 3 sessions of coaching to support and motivate them. The result was commendable, and this is where his motivation that congruent with his passion. The calling to grow and develop future leaders sparked a desire in him to design a comprehensive leadership series program.

The Inception

In 2009 Dr. Ng decided to leave his full-time corporate role and formed his enterprise, GMCC Coaching Management. He successfully closed a deal with a multi-national company in China, with his Leadership Development series program.

Through the years of training and coaching their leaders, the management witnessed positive transformations in their leadership performances. He worked with this client for 7 years and also gained other clients in China through the word-of-mouth referral by his first client. He gradually gained diverse clients from various industries such as Government bodies, Medical, Banking, Insurance, Manufacturing, and hospitality services.

Dr. Ng also continued to develop his training and coaching skills and obtained certification from the John Maxwell Team and ICF Professional Credential Coach. With these world-class credentials, he now has clients from Indonesia, Cambodia, Taiwan, China, Vietnam, Thailand, and Malaysia. He works as a full-time leadership coach, leveraging his corporate experience, empathy, and coaching expertise to support his clients (more than 10,000) in reaching new levels of success and fulfillment. He finds immense satisfaction in helping others discover their strengths, overcome obstacles, and lead with authenticity and purpose.

Effective Programs

GMCC’s Leadership Development program is designed to provide comprehensive support and growth opportunities for aspiring leaders and seasoned executives alike. What sets its program apart is the integration of personalized one-on-one coaching sessions following each learning module.

Here is how the program upholds its uniqueness in the market:

1. Tailored Approach: Understanding that every leader has unique strengths, challenges, and goals, GMCC customizes its coaching sessions to address individual needs identified during the learning modules. This tailored approach ensures that participants receive targeted support to maximize their development.
2. Continuous Feedback Loop: The program fosters a culture of continuous improvement through ongoing feedback. Participants receive personalized feedback from their coaches after each module, helping them reflect on their progress, celebrate achievements, and identify areas for growth.
3. Accountability and Support: GMCC’s coaches serve as accountability partners, supporting participants in staying committed to their development journey. They provide encouragement, guidance, and practical strategies to help leaders overcome obstacles and achieve their goals.
4. Holistic Development: In addition to covering essential leadership competencies such as communication, decision-making, and team building, the program emphasizes holistic development. They explore topics such as emotional intelligence, resilience, and work-life balance to nurture well-rounded leaders who can thrive in today’s complex business environment.
5. Sustainable Results: By combining structured learning modules with personalized coaching, GMCC’s program delivers sustainable results. Participants not only acquire new skills and knowledge but also develop the self-awareness and confidence to apply them effectively in real-world situations.

Corporate Experience in the Coaching Environment

Dr. Ng’s varied leadership experience has taught him to understand and connect with people, helping them grow deeply. He uses his strategic thinking to assist clients in defining their goals and planning for success. His ability to communicate and influence motivates and empowers those he guides. He has learned to adapt and be resilient, which allows him to support clients through changes and challenges. Lastly, his knack for team building and fostering collaboration helps clients improve their leadership skills and achieve group success.

His experience as a people and thought leader in various industries has shaped his coaching approach by instilling empathy, strategic vision, effective communication, adaptability, resilience, collaboration, and team-building skills. These skills make him well-equipped to support clients in achieving their leadership potential, navigating complex challenges, and driving sustainable success in their personal and professional lives.

Balancing Self-awareness with Action-oriented Coaching

As a credential coach and JMT certified trainer/speaker, juggling between self-awareness and action-oriented coaching is not easy, nevertheless, Dr. Ng has been very cautious in balancing both the self-awareness and action-oriented coaching with the following actions: –

–      Start with self-awareness: He encourages his clients to reflect on their strengths, weaknesses, values, and goals. He helps them develop a clear understanding of themselves, their motivations, value, and their areas for growth. He uses techniques such as journaling, self-assessment tools, and reflective questioning to facilitate this process.

–      Set clear goals: He works with his clients to establish specific, measurable, achievable, relevant, and time-bound (SMART) goals that align with their values and aspirations. By defining clear objectives, he provides direction for action while also fostering self-awareness about what they want to achieve. His framework is GROW in this process; i.e. Goal, Reality, Options, and What’s Next.

–      Identify barriers: Dr. Ng helps his clients identify any internal or external barriers that may be impeding their progress. These barriers could include limiting beliefs, fears, lack of skills, or environmental constraints. He encourages them to explore how their thoughts, emotions, and behaviors may be influencing their ability to act.

–      Encourage experimentation: He encourages his clients to experiment with different strategies and approaches to achieve their goals while emphasizing the importance of acting and learning from both successes and failures. By experimenting with new behaviors and habits, they can gain valuable insights into their strengths and areas for improvement.

–      Provide feedback: This is crucial for him to offer constructive feedback to help his clients to gain a deeper understanding of their strengths and development areas. He has to be specific, timely, and supportive in his feedback, focusing on behaviors rather than personal attributes. He encourages them to reflect on the feedback and consider how they can apply it to enhance their performance.

–      Promote self-reflection: He always incorporates regular opportunities for self-reflection into his coaching sessions. He encourages his clients to pause and evaluate their progress, challenges, and learnings. 

–      Adjust coaching approach: He is flexible in his coaching approach based on the needs and preferences of his clients. Some individuals may benefit from more structured, action-oriented coaching, while others may require a greater focus on self-awareness and introspection. Adapting his style to meet the unique needs of each client is his coaching strategy.

–      Celebrate progress: He recognizes and celebrates his clients’ achievements and milestones along their coaching journey. Acknowledge their efforts and growth, reinforcing positive behaviors and motivating them to continue acting towards their goals.

“This integration of self-awareness and action-oriented coaching approaches, I could help my clients develop the insights, skills, and motivation needed to achieve meaningful and sustainable change,” he says.

Common Leadership Challenges in the Asia-Pacific region

Dr. Ng has been working in the Asia-Pacific region since 2008. He has trained and coached over 10,000 people, mostly management-level employees in 7 countries. While the leadership challenges in this region can vary depending on the specific country, culture, and industry, there are some common challenges as well. 

In the Asia-Pacific region, leaders face challenges such as cultural diversity, which can lead to communication issues and trust problems within teams. Hierarchical organizational structures often limit innovation and employee involvement. The region’s rapid economic and technological changes demand quick adaptation from leaders. Finding and keeping skilled workers is tough due to high competition and industry-specific skill shortages. Additionally, navigating complex government regulations and maintaining ethical business practices is crucial. Leaders must also engage effectively with stakeholders like government officials to manage regulatory challenges proactively.

As a trainer and coach in this environment and at times, Dr. Ng was also appointed as a consultant to certain companies. In his workshop and coaching sessions, he always creates awareness and encourages his learners to reflect and act according to their situations with the following mentoring and coaching content based on his observations.

To the leaders, he suggests embracing cultural intelligence by understanding and respecting different cultures to foster open dialogue and inclusion. He advocates for empowering employees and decentralizing decision-making to boost innovation and creativity. He also emphasizes the importance of agility and flexibility to adapt to rapid business changes. Investing in talent development is key to attracting and nurturing top talent. Building strong relationships with stakeholders is essential for navigating regulatory challenges. Finally, he encourages adapting leadership and business strategies to local contexts in the Asia-Pacific region.

Ensuring Lasting Changes 

Dr. Ng observed that many learners’ motivation faded quickly once they got back to the workplace. The root cause is that there is no supporting platform in most organizations. 

His leadership series program incorporates a 2-day workshop and 2 follow-up one-to-one coaching sessions, to explore further and deeper on learner’s application of learning. He noticed many learners encounter challenges in all aspects when they are modifying their leadership styles and behaviors. The obstacles could be they are not comfortable modifying their leading approach, or their direct reports were not receptive to the change. 

His follow-up coaching sessions also include mentoring and he must be resourceful to work with them on their options for further improvement. His past decades of leadership roles in the corporate environment for a few different industries are very useful in his training, coaching, and mentoring for his clients. 

“The follow-up coaching/mentoring sessions are essential and crucial to sustain their consistency in developing and improving their leadership skills. What has satisfied me in my profession as a coach/trainer is I continue to receive favorable feedback from my clients in this region. Besides, I have a lot of repeating clients engaging me to train/coach/mentor their people. Most of my new clients are referred by my past and existing clients which is a great achievement in what I am doing now,” he says. 

Embracing Change in a Dynamic Environment

Over his years of working with numerous learners, Dr. Ng has observed that those who adapt well to the dynamic nature of today’s work environment share certain qualities. They are resilient, maintaining a positive attitude and self-care even when faced with setbacks. They embrace a growth mindset, see challenges as learning opportunities, and are always open to developing new skills. Flexibility and open-mindedness are key, as they remain receptive to new ideas and ways of working.

Continuous learning is a part of their routine, ensuring they stay up-to-date and relevant. They also build strong networks for support and collaboration, communicate effectively, especially during changes, and are proactive in anticipating and preparing for change. Lastly, they are self-aware, understanding their responses to change and managing their behavior accordingly.

“These successful individuals incorporate these strategies into their approach to work and life, they enhance their ability to adapt to change effectively and thrive in today’s dynamic and unpredictable work environment,” he says.

Valuable Lessons learned about Leadership

As an Emeritus Leadership Scholar, Dr. Ng has learned that effective leadership is multifaceted. It involves adapting to various situations with appropriate leadership styles, whether it be transformational or servant leadership. Success hinges on strong communication skills, such as active listening and persuasive speaking, which help in resolving conflicts and building relationships. Strategic thinking and decision-making are crucial for aligning actions with organizational goals. 

Emotional intelligence plays a vital role in managing emotions and motivating others. Building and leading high-performing teams requires fostering a culture of collaboration and empowerment. Navigating change is essential, and this involves understanding change management principles and promoting adaptability. Ethical leadership is about integrity and transparency, while personal and professional development focuses on continuous self-improvement. Innovation and creativity are key to driving progress, and global leadership skills are necessary for leading diverse teams in an interconnected world.

“Though leadership topic is wide, I personally feel I have gained a widening perspective in my leadership understanding and practices from the Emeritus Leadership program,” he says.

Staying Updated

To stay current in the training and coaching industry, Dr. Ng constantly engages in learning and development, attending events, and earning certifications. He subscribes to publications and websites for the latest insights and trends. Networking is key, so he connects with professionals through various platforms and events. He utilizes online resources like blogs and podcasts and stays active on social media to follow industry news. 

Regular web searches and alerts keep Dr.Ng informed about new developments. Feedback from clients and colleagues is invaluable for him to understand industry needs. Joining professional associations provides additional resources and networking opportunities. Mentorship offers insider knowledge, and he always experiments with new methods to meet the evolving demands of his clients.

“If we want to be a market leader. We must adopt a proactive approach to staying updated on industry trends and developments, we can enhance our effectiveness as a trainer or coach and better meet the evolving needs of our clients and participants,” he says.

Foreseeing Trends

Predicting the exact trends in leadership development and coaching over the next decade can be challenging. In Dr. Ng’s opinion, several overarching themes are likely to shape the field and some trends that may emerge. The future of leadership development and coaching may be influenced by several key themes: the growing use of digital tools for training, an increased focus on mental health and resilience, and a stronger emphasis on diversity and inclusion. The rise of remote work will likely shape how these programs are delivered, with more virtual skill-building. Leaders will need to be agile and adaptable, with personalized learning experiences becoming more common. Ethical and purpose-driven leadership will gain importance, as will coaching skills for all leaders. Collaborative learning communities and a commitment to continuous, lifelong development will be central to helping leaders navigate the fast-paced changes in the business world.

These predictions provide a glimpse into the potential future of leadership development and coaching, it is important to remain flexible and adaptable as new challenges and opportunities emerge in the coming decade. Leaders and organizations that prioritize learning, innovation, and growth will be best positioned to succeed in an increasingly complex and dynamic world.

A Culture of Leadership Excellence

Organizations aim to foster a culture of continuous learning and leadership excellence in today’s fast-paced and ever-changing business landscape. Dr. Ng opines that to cultivate such a culture, organizations should have leaders who actively engage in and promote learning. They should provide diverse learning opportunities and create a safe space for open communication and innovation. Encouraging feedback and reflection, supporting career development, and recognizing learning efforts are also important. Integrating learning into daily work, fostering a growth mindset, ensuring easy access to learning resources, and measuring the impact of learning initiatives can further enhance this culture. These strategies help organizations adapt to change and encourage professional growth among employees.

“By implementing these strategies, organizations can create a culture where continuous learning and leadership excellence are valued, supported, and ingrained in the fabric of the organization. This not only enhances employee engagement, satisfaction, and retention but also fosters innovation, agility, and long-term success,” he says.

Expectations in the Coming Years

Dr. Ng at GMCC is preparing himself in the coming years with more adaptable and flexible in responding to changes in the market, customer preferences, and business environment. He is looking to develop agile processes and workflows that allow the organization to pivot quickly and seize. He is to put the needs and preferences of customers at the center of the training and coaching offerings. He’ll be listening to feedback, gather insights, and tailor services to address specific client challenges and objectives. He is looking forward to building long-term relationships with clients based on trust, transparency, and value delivery.

Dr. Ng would like to maintain high standards of quality and excellence in the delivery of training and coaching services. GMCC will continue to implement robust quality assurance processes, conduct regular evaluations and assessments, and solicit feedback from clients to ensure continuous improvement and customer satisfaction.

GMCC will be differentiating its training and coaching enterprise by focusing on niche markets, specialized expertise, or unique value propositions. It will clearly articulate the benefits and value proposition of its services to prospective clients and demonstrate how our offerings meet their specific needs and goals.

Dr. Ng is looking forward to establishing the organization as a thought leader in the training and coaching industry by producing high-quality content, thought leadership articles, white papers, and research reports. He will be sharing insights, best practices, and innovative approaches to training and coaching through blogs, webinars, and speaking engagements to position GMCC as an authority in the field.

He’ll also be integrating sustainability and social responsibility into the business practices by adopting environmentally friendly practices, supporting social causes, and promoting diversity, equity, and inclusion. He looks to demonstrate their commitment to corporate social responsibility and ethical leadership to attract clients who share similar values.

“With our decade of services that have served more than 10,000 learners in the Asian Region, continued in implementing these strategies. We can position our training and coaching enterprise for sustained competitiveness and success in the next decade, while also making a positive impact on clients, employees, and society,” concludes Dr. Gilbert Ng.

KEO is a creative enterprise, uniquely resourced with end-to-end services to take clients from inspiration – through conceptualization – to realization of planning, design, and project delivery in the built and natural environments. For over 58 years they have led with vision, contributing to many of the world’s most ambitious projects, iconic places, remarkable experiences, and prosperous communities.

As the Managing Director of the Design Division at KEO, Darryl Custer leads with an acute understanding of development and operations. He works with developers and design teams to lead projects through a coordinated process to ensure the end product clearly reflects the client’s goals and vision.

Early Career                       

Darryl’s family moved around a lot as he was growing up and he learned to be independent, to lead by example, help others, and take care of things as they come. This led him to be somewhat of a “self-starter.” His father was an engineer, and mother an interior designer which gave him exposure to the design and build industry at an early age. A family trip to “Falling Waters” when he was 12 hooked him on architecture.

Darryl has been practicing architecture for 33 years. He spent his early career in the USA working on various commercial projects and then moved on to China and South East Asia before taking up his current role and changing his base location to Dubai. “I was lucky to receive a good amount of organizational leadership training early in my career which combined with my embedded belief systems brings an inherent entrepreneurial approach. A big part of my career has been spent on opening new offices with a focus on design and operational leadership and I humbly consider myself somewhat of an urban mixed-use expert, given most of my time has been working on that typology,” says Darryl.

Handling Challenges

Darryl inherited a troubled project early in his career and was essentially told to “make it or break it” with no expectations of success. At the time, he had just obtained his architectural license and was extremely excited to carry this torch. With some trepidation, he dug in and learned all he could at night and on weekends about contracts and aspects of the design business that really is not taught in school. This gave him a springboard to shift from just designing buildings to the business and operational side of architectural practice. At a young age, he found himself negotiating fees and contracts with the client and sub-consultants as he managed all aspects of the project. This experience fundamentally changed his career, and he took to have some form of leadership position ever since. The challenge served as a valuable experience for Darryl, albeit it was stressful at the time.

Innovation and Adaptability

Darryl strongly believes that technology can enable us to achieve remarkable things if used properly. In most ways, good design principles remain consistent. However, the method of approaching good solutions must adapt. Speed to market, cost expectations, evolving consumer demands, and how to build assets is an ever-changing narrative. “Our team at KEO is constantly learning and working with the most recent tools available. By way of example, my career started with primarily hand drawing to solve problems then quickly shifted toward two-dimensional digital drafting and now we work exclusively in three-dimensional digital modeling. We are now starting to adopt artificial intelligence and machine-driven problem solving into our work – it is all extremely exciting,” he says.

Creating an Inspiring Workplace

Darryl has had the opportunity to work with world-class architects throughout his career and feels he has learned more by collaborating directly with his mentors than in any other manner. While many things change through time, some things in the business stay the same. He tries to remember this and pass it down in his daily work and one of his greatest joys is helping the next generation grow and learn. “I really do get excited learning new things from younger architects about new tools and recent technology. In many ways, it works as a quid pro quo as we collectively adapt tried and true experiences with new ways of thinking,” he says.

He also is a firm believer in teamwork and believes that a well-organized team can accomplish more than compartmentalized individual efforts if everyone involved understands the value of group learning. As a leader, he tries to limit “one-off” conversations and encourages team dialogue with players seeking multiple source points for problem-solving. Short term, this brings better and more well-rounded results and long term, it supports a better work-life balance for everyone. “I have found that if managed properly, this approach does gain buy-in as it helps grow careers and raises the value of everyone’s participation through comradery,” he shares.

Being a Successful Leader Even in Uncertain Times

To be a successful leader, Darryl believes that the most crucial qualities in today’s constantly evolving times are humility and open-mindedness. “The profession is constantly evolving, and no one person knows everything, no matter how much experience they have. Architecture is fundamentally a human service business, and good architectural leaders need to be capable of helping other designers get where they need to be as opposed to telling people what to do as a fundamental mindset,” feels Darryl. In addition, being able to look ahead and change course or adapt when needed is another important trait required to be a successful leader since things do not always work out as planned.

Hiring good people, says Darryl, is another way to ensure that the leader and the entire team are ready to face uncertain situations. They must face the facts when needed. “As a leader, I do not want to be the smartest person in the room, I strive to be surrounded by the smartest people I can gain access to,” he says. Having a strong team with players who can focus on their given strengths, then enabling them to work together in covering the entire pitch is the single best way to manage risk in Darryl’s view. At the same time, being able to recognize an issue openly and honestly as early as possible and then forcing corrective action is the best way to manage uncertain times.

Balancing Short-term Goals and Long-term Vision

Darryl learned early on that good planning is as important as good execution and so a leader should always have a five-year framework guide. Once the framework is ready, Darryl then works backward from that in a stacked hierarchical manner. From the framework guide a three-year plan with some general KPIs is developed followed by a more specific one-year plan with specific KPIs. From that, he looks ahead on a quarterly basis with a once-per-month re-check with a reset as required every six months. That said, in his business KPIs are not just financial metrics but they also constantly measure team composure, the projects they are working on, and the portfolio they are building.

Upskilling and Employee Advocacy

Darryl makes it a point to attend as many industry events as he can, particularly ones that focus on recent  technologies.This helps him stay on top of the latest developments. KEO has strong relationships with its software providers and is always collaborating with them on what is new and how they can stay engaged. He also tries to stay involved in other award-based industry events as a means of staying current with design trends locally and globally. Finally, staying connected to local universities via periodic project reviews is important to see what the next generation is thinking as they enter the workforce.

KEO has a robust employee review program to monitor and track progress. However, Darryl’s focus in this regard is to make sure everyone in his team has at least one mentor and at least one person they are mentoring. “I strongly believe that people can learn and grow their careers tremendously by teaching others and so require everyone to participate in this mindset,” he says.

Addressing Socio-environmental Issues

As designers, Darryl admits, it is especially important, they consider their social and environmental impact. The results of their efforts leave an indelible imprint on the societies they touch, and they must consider the cultural and social impacts of their design work. He and KEO also recognize that the construction industry contributes a significant amount to the world’s human-made carbon dioxide emissions and therefore consistently try to find solutions that minimize these impacts wherever possible.

Handling Challenges

Over the years, Darryl has learned that humans are primarily motive-driven creatures and some of his biggest failures have come when not understanding a client’s motives. “I truly do not mean this in any bad manner and am just saying it is critical to understand what each client is really looking for before starting any assignment. I have also learned that as a design practitioner, it is important to understand that not all clients are a good fit. Sometimes it is ok to decline a project if the work is not suited to my skills. I have learned this the hard way in the past,” he shares.

Looking Ahead

Given KEO’s client’s expectations and with the massively scaled projects in the Middle East [LM2] [SS3] currently, Darryl and his team are exploring the idea of using pre-built modular units in some of their projects. They need to be very selective in where this is used, but for those suitable projects, they are now working with fabricators to assemble wet rooms (kitchens and bathrooms primarily) as a new method of delivery solutions. Good design is always a key priority for his team, and they hope this approach will enable them to focus on the larger, more impactful design areas at hand while using this concept to deliver on repetitive spaces in primarily residential projects.

“I feel blessed to have the current role as Managing Director of the Design Division in KEO and we have been recognized as the #1 architectural firm in the Middle East for three years in a row by the WA100 survey of top architecture firms. Over the coming years I hope we can build on this accomplishment for a broader recognition globally to be recognized in a broader context,” concludes Darryl.