Author: CIO Times

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

Nokia has had many lines of business throughout its company history since its establishment. Since stepping away from giving the world iconic mobile phones some years ago, Nokia has continued to grow as a telecommunications giant, a dominant and trusted brand. Its primary focus areas today are network connectivity and communications software.

Nokia has a software-oriented division named Cloud and Network Services (CNS), which develops technologies like private and core networking, network exposure and monetization, autonomous operations, and software as a service (SaaS). As the SVP of SaaS Business Operations, Mark Bunn drives Nokia’s CNS business unit in its transformational SaaS initiatives, leaning on his experiences in Cloud (IaaS/PaaS/SaaS), 5G, and software engineering.

Innovative Solutions

The telecom industry is changing rapidly due to new trends and challenges. To succeed, communications service providers must adapt their networks and business models to accelerate value derivation from 5G, IoT, and cloud technologies. Nokia CNS helps them achieve this goal with advanced networking technology, robust software solutions, and expert advice. Nokia’s ingenuity sets it apart, creating a differentiation factor.

For example, Nokia provides enterprise private wireless solutions that enable customers to use Nokia’s technology delivered and managed as a cloud at the customer’s site or “edge,” shares Mark. Customers use the technology for high-value industry use cases such as manufacturing, ports, mining, and more.

Nokia also delivers innovative solutions such as the” Network as Code” platform, which enables exposure to the communications network for communication service providers and development communities to develop innovative applications using APIs.

“We’re starting to deliver increasingly more of our software in models unique to the industry. For my area of responsibility, SaaS has not been prevalent in the telecom domain. Nokia has taken a leadership position in driving the SaaS change in the marketplace across multiple areas of the communications domain,” says Mark.

Mark’s Journey to Nokia

When Mark started his professional journey, his ambitions were set on the finance and banking sector. After completing his education, though, he received more options in information technology (IT), which then took off. There was no shortage at that time, and companies were waiting to take young, energetic professionals like him, train them, and offer them good IT positions due to the rising demand. The more Mark learned about computers, programming, and networking, the more fascinated he became about the inner workings, driving him to explore further. He eventually became a self-taught programmer. Gradually, as his career progressed, he moved away from hands-on programming, but he never drifted far from technology.

“So even in my role today, as the SVP, I stay very close to the technical underpinnings, how technology is used in our operations and security practices, the discipline we are following in our processes so that we create an environment in which we can be successful. Mine has been an interesting journey, blessed with many diverse opportunities, working with world-class companies and professionals. But the consistent thread is that, from the onset of my career, I’ve always been in information technology, and specifically, I’ve been in software,” he says.

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

Mark experienced Oracle’s transformation from principally a supplier of on-premises enterprise software to a cloud-based supplier of SaaS, simultaneously building their own cloud on which to host SaaS services. During this time, he led the transformation of telecom products from an on-premises model to a more contemporary SaaS model. This experience led him to the conclusion that SaaS was the next logical revolution in communications software, which laid the foundation for the role for which he is now responsible at Nokia.

Initiatives at Nokia

At Nokia, Mark’s responsibility is for the global management of Nokia’s SaaS business. SaaS is not a new concept – it’s a business and technical model that has been around for some time. However, it has been principally applicable in the IT layer, very close to customer experience. Applications like order capture, catalog management, revenue management, and ERP systems have been running as SaaS for several years. Even the telecom industry has adopted SaaS applications in the customer experience layer, although it hasn’t widely adopted SaaS for applications that sit in or close to the communications network. This is the new change that we’re seeing starting to emerge.

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

“In our vernacular, we refer to it as “Telecom SaaS” or “Telco SaaS”. Telecom SaaS is different from that which you would see in the traditional model because we also have to account for stringent service level agreements in order to satisfy our customer base. My entire journey has led me to this very important mission for Nokia, a mission that is vital for our industry as a whole,” says Mark.

Leading from the Front

Throughout his career, Mark’s working style has been entrepreneurial. For most of his career, he has had the opportunity to create new products, principally software products, and bring them to market. In virtually every company, he has worked with rigor and discipline that he feels are essential to building high-quality software. 

The biggest challenge that he faced in his career, isn’t a particular incident or situation or project, but rather the inherent bias that every human has to remain comfortable with the status quo. “It’s a bias to continue to move in the same direction. Call it inertia, fear of change, or resistance to change, but it’s inherent in all of us, and I’m no exception. I believe this is a key challenge for companies, especially in this highly competitive environment in which we operate today because the pace of change and innovation is so rapid,” he explains.

The solution that has helped him throughout his career has been his eagerness to be a constant learner, which has enabled him to adapt to the various technology shifts through which he has been. Learning new technology, searching for new opportunities, and making strategic shifts all demand volition to learn and adjust to make the necessary change. This willingness to change, adapt, and move beyond comfort will shape the way a leader and, consequently, the team behaves and feels Mark. This type of mindset creates teams that are open to new challenges, proactively responsive to these challenges, and ultimately innovative.

Mark also shares that as a leader, he has never been a strong believer in micro-management. He is the type of leader who hires the best talent, helps them to organize, and calls them to a mission to which every team member can agree. he is meaningful and inspiring and drives excellence every working day. And then let the team run. “At the end of the day, their expertise is greater than mine. They should be the ones to make key technology decisions to drive the business forward and to improve society with the valuable solutions we bring to market,” he says.

With this said a micro-managing leadership style may have its place at times. For example, during a critical customer support scenario, a leader must lead from the front, and not distance oneself from the situation. The leader must remain close to customers, especially when the customer is experiencing trouble with your products. It’s often during those kinds of situations that a leader’s mettle is revealed, and most often the time when the team needs support and direction. But as a rule, Mark’s leadership style is more about hiring the best fit-for-purpose people in the role and then expecting them to lead the right business outcomes.

“I want the team to execute against our agreed objectives with my full support and guidance, ensuring that we achieve all that we set out to do, and do it with high integrity,” he says.

Technology At the Centre

In a career spanning three decades, Mark has seen radical shifts in innovation and in technology in the telecom domain. The reason why he thinks SaaS is so important now is because of the absolute need to improve agility of the communications industry.  SaaS has already led to improved agility in the IT sector, and it can do the same for communications networking. Historically, the communications industry has been content and reasonably successful with a manufacturing-like supply chain for telecom software. The independent software vendor had the responsibility to construct and pre-test on-premises applications and then turn them over to the customer for implementation and production testing. The entire process could often take a year or more to complete, during which time the software may become outdated. This a-to-z linear process is far too slow by today’s standards.  By the time that whole cycle finishes, it may be too late to really take advantage of the innovation due to the exponentially increasing pace of technological change.

SaaS, however, is different.  With SaaS, a customer will subscribe to a service that is updated regularly, routinely – in some cases, daily. Customers remain on the latest software updates, which creates agility and guards against the risk of obsolescence. In other words, customers can take advantage of the latest technology when the technology is most relevant, which can help them to differentiate from their competitors.

What Mark has been observing recently in the telecom space is that the same shift that was seen years ago in IT has been making its way into and adjacent to the communications network. “We have a similar problem to what the enterprises recognized a while ago. If we continue with the same business models and pace as before, then we as an industry risk eventual irrelevance. Reducing time-to-value – the time required to create new value for consumers and businesses – is crucial for communications service providers to capitalize on the new value chains that are emerging as we move from 4G to 5G and beyond.  The SaaS model is a critical element in substantially reducing time-to-value, and subsequently creating an environment where speed and agility are possible. We’re trying very hard to change the old paradigm, and we need to,” says Mark.

Fundamental to the change that Mark is leading is the fact that the communications network continues to evolve. It is no longer dominated only by hardware, but by the software that provides the inherent intelligence. The software enables the potential to deploy networks anywhere that there is a medium and within minutes/hours vs. weeks/months.  This change is a paradigm shift when compared to the past. In addition, what had historically been profitable communications network services – voice for example – are now largely commoditized.  Communications service providers need to create new lines of business, moving on to more contemporary and innovative services. The risk continues to be that many enterprises will leverage communications networks to deliver their own applications, all at the cost of the communications service provider without mutual financial benefit. This dynamic emerged during the 4G era but now must change. The communications service providers must benefit in a way that is commensurate with the substantial investments they are making in 5G networks.  SaaS-based solutions from Nokia, such as the previously mentioned “Network as Code”, provide at least part of the answer. ” We are starting to see the demand for networks to open so that communication service providers can deliver their own unique applications on top of these networks,” says Mark. As these evolving networks open, SaaS provides complementary value by accelerating the overall delivery velocity.  “The combination of Network as Code and SaaS will greatly help our customers to experiment and ultimately create more successful lines of business, innovations to secure our future,” Mark says.

The Bigger Picture

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

Though he has collected recognitions in his career, he feels that recognitions are simply a side-effect of building the right teams and relationships.  The relationships we build with people around us, teams, colleagues, and the industry, are what matters. 

For example, Mark says, “The TM Forum (TMF) runs a regular program that allows companies to come together and synergize on solutions using their own products. TMF calls these initiatives ‘catalysts. I’ve been part of several catalysts, some of which received awards. While I’m proud of the products with which I have been associated in my career, I’m prouder of the fact that teams collaborated to build these products and that these teams were able to work across company boundaries in catalyst events to develop comprehensive solutions that demonstrate industry leadership. It’s great to see how we can pull together in relatively short timeframes to build solutions to real-world problems.  It’s also awesome to experience the camaraderie that results, that spans companies.”

To summarize, Nokia has pioneered the incorporation of the SaaS model into its portfolio, a trend that is now being embraced by its competitors. “I am pleased to be a part of a progressive company whose strategy is to lead the market rather than follow it,” says Mark. He continues, “We are moving into a very exciting future in communications technology, a future that Nokia intends to steer.”

Paths, like silent companions, weave through the fabric of our existence. We often believe that we are the architects of our journey, meticulously selecting each turn. However, sometimes, paths choose us, beckoning from the crossroads of fate.

The winding trail through life reveals its intentions subtly. It whispers in the rustling leaves, the chance encounters, and the serendipitous moments. We stumble upon crossways, and suddenly, a path unfolds before us—a choice made not by conscious deliberation, but by the currents of the universe. Bishoy Edward, coming from a business family, chose a path different from what he had seen. He chose to study Pharmacy and initially aimed to establish a chain of pharmacies under his name. However, fate had other plans. 

Bishoy made a significant career shift and joined Dhabi Contracting as an operating officer. His father, Samy Edward, is the CEO of Dhabi Contracting, and the family connection played a role in his decision. Bishoy’s move turned out to be mutually beneficial for him and the company. Today, he serves as the COO, contributing to Dhabi Contracting’s growth.

Three Decades of Construction Solution

Dhabi Contracting LLC, founded in 1983 as a ‘Special Category’ entity in the United Arab Emirates (U.A.E.), stands as a beacon of excellence in the realm of contracting. With a visionary approach, it has evolved into one of the most advanced and forward-thinking construction companies in the region.

The company’s inception was marked by the assembly of a highly motivated team comprising seasoned engineers and dedicated support staff, all with impressive track records within the UAE. It started with around 100 employees. Today, it boasts approximately 8,000 employees. Their collective expertise has been instrumental in shaping Dhabi Contracting’s reputation.

Innovation lies at the heart of Dhabi’s success story. The company has consistently introduced cutting-edge technologies across various facets of project development, from conceptualization to execution. Whether it’s designing, planning, or scheduling, Dhabi Contracting has embraced state-of-the-art methodologies.

Dhabi Contracting’s portfolio spans a diverse range of turnkey construction projects, including industrial, commercial, institutional, high-rise residential complexes, luxurious villa developments, and sewerage infrastructure. Their commitment to quality and excellence has positioned them as a trusted partner in the construction industry.

Plethora of Services

Dhabi Contracting LLC specializes in comprehensive construction services, encompassing conceptualization, design, planning, and execution of diverse projects. From electrical and mechanicalinstallations to the operation and maintenance of commercial and industrial structures, they operate on a turnkey basis.

Their expertise extends to a wide spectrum, including power generation, water and sewage treatment, chilled water systems, and extra low voltage systems. Dhabi Contracting LLC boasts an extensive inventory of construction machinery and equipment, enabling it to handle various civil engineering and electro-mechanical tasks. 

Dhabi Contracting has expanded its subsidiaries from just a few to more than 25. These subsidiaries cover various areas, including safety consulting and security services.Among these subsidiaries are:
1. Dhabi General Services (DGS) – Facility Management company
2. Dhabi Properties – Property management
3- Dhabi Realty – Real estate 
4- Dhabi Tower crane
4-      Al Dhabi Al Motaqadima Safety Consultants: This firm specializes in fire safety engineering and management. Licensed by the UAE Ministry of Interior, it ensures safety compliance across various projects.

5.       Al Dhabi Security Services: Providing comprehensive security solutions, this subsidiary plays a crucial role in safeguarding properties and facilities.

Prestigious Projects

Guided by the philosophy of a “Single source solution through effective team approach”, they undertake projects of all scales, ensuring quality and timely completion—a hallmark of their commitment to excellence.

The company’s active projects in the UAE are valued at 1.3 billion AED. Notable completed projects include the Water front Residential and Commercial Towers , the Emirati Schools, Al Barsha, Dubai and Al Khail Avenue Mall retail, JLT S198 and entertainment property developed by Nakheel in Dubai.

Delivering his Best

To presume that the accomplishments of Bishoy in his professional realm were handed to him without challenge would be a misconception. He has toiled for every accolade under his belt, a fact he underscores with pride. Despite lacking a traditional engineering background, he has dedicated numerous years to advancing his education.

His academic credentials are impressive, boasting an Executive Master in Business Administration (EMBA), a Diploma in Project Management, and a Master of Science in Engineering Management, all conferred by Middlesex University London.

Yet, his educational journey is far from over as he is currently pursuing a PhD in engineering. A long way for someone to didn’t have a start in engineering! This journey leaves him balancing academic pursuits with a demanding career, especially given his frequent trips to the UK for consultations with his academic advisor. He’s accustomed to a full schedule, so much so that he forgoes weekends off, opting instead to catch up on work at his office.

A Hands-Down Leader

Bishoy capitalizes on Saturdays at the office, a day when government offices and most consulting firms are closed. He finds it the perfect time to tackle administrative tasks and attend to necessary signatures. On other days, he’s to be found at various construction sites.

Usually clad in jeans, a T-shirt, and sturdy Timberland boots, Bishoy is a constant presence on construction sites because that’s where the real action is. “The projects aren’t tucked away in an office; they’re alive with the workers on the ground,” he says.

He employs this approach to maintain a firm grasp on the progress of each project and to ensure that the workforce adheres to the highest standards of practice. That’s his modus operandi for project management. He immerses himself in every aspect and leaves no stone unturned.

Recruiting the Best

Bishoy has an integral role in the company’s recruitment process. He understands how crucial it is to hire people who believe in themselves, and their capabilities and also align with the company’s vision. So, he acquires the de facto role of HR manager. Apart from the laborers, Bishoy has the final say on all hires, from the supervisors to the engineers, and from the construction managers to the project managers, including the health, safety, and environment personnel. No one is hired without his consent.

Aspirants seeking employment at Dhabi must navigate through a multi-tiered selection process, which includes an IQ assessment and a demonstration of their experience and technical proficiency for the role in question. Once through, they need to interact with Bishoy who looks for a keenness to learn and distinct skills akin to what he had when he started. He looks for people who have the ability to rise to the occasion and are determined to learn and find their way.

Bishoy’s unconventional journey demonstrates that success in the construction industry isn’t limited to engineers alone. His story inspires us to embrace diverse paths and contribute meaningfully to our chosen fields.

Quote: “Dhabi Contracting remains unwavering in its pursuit of excellence, setting new standards and leaving an indelible mark on the landscape of the UAE.” 

Quote: “Dhabi’s commitment to quality and innovation continues to drive our success in the industry.”

Quote: “Our commitment to the environment, our employees’ health and safety, and the communities, in which we operate, is absolute.”

Many people aspire to be an entrepreneur. Some dare to realize that dream. A few aspirants fail in their attempt and a few succeed. Rare are those who have a knack for understanding the right opportunities and creating not just one but many successful businesses. Dr. Takahisa Karita is one of them. Known as a “serial entrepreneur” not only in Japan but also worldwide, Dr. Karita has extensive experience in creating and growing businesses in various sectors and regions.

Starting Young

While a student at a university in Japan, Dr. Karita worked as a volleyball coach for three years at a girls’ high school, one of the strongest schools in Japan. This led him to plan and get a high school teacher’s license after graduating from a university in Japan and getting a job at a private high school in Japan. However, at the time he was working as a coach, sports medicine was not yet widespread in Japan, so he keenly felt the need for it, and studied sports medicine in the United States. Soon, he dropped out of university and returned to Japan, and while working as a tutor at a cram school, his father invited him to participate in the launch of a bio-venture as a managing director at the age of 26. That was the start of his managerial career.

Later Dr. Karita became the representative director, launched a bio-venture company, and served as an officer and advisor to various companies. Currently, he is the CFO of CDTEC China, a company that operates a service platform for educational institutions that has been installed in more than 5,000 kindergartens in China. Dr. Karita is also a co-founder of Unify Platform AG in Switzerland, which operates UNIPLAT. The UNIPLAT is the world’s first online platform that promotes the matching of entrepreneurs and researchers who support the SDGs advocated by the United Nations, regardless of their economic or geographical conditions and their supporters (investors, VCs, accelerators, HNWIs, etc.) from all over the world. In addition, he serves as a senior advisor to more than 10 institutions and provides management support to each organization.

“The reason why I chose the current SNS industry is that I wanted to build a global ecosystem that works with everyone to solve the SDGs and confront climate change, without being aware of the borders of the whole world,” he says.

Tapping Potentials

In most of the institutions Dr. Karita works with, his role is to pioneer new and untapped business areas and build a global ecosystem to follow. As an idea his team has developed, the credit rating of participants on the supported side in UNIPLAT, the NFT conversion of all posted content (live streaming archives, videos, documents) and the throwing of money by Ethereum to the content, and the AI for creating business plans are all attracting attention as innovative services worldwide. It was covered by many media outlets.

In addition, Vector Holdings Inc., a listed company (TSE Standard Code: 2656) for which he serves as an advisor, began providing regular information on climate change and AI, which still need to be recognized in Japan, as the cornerstone of its new business last summer. While incorporating cutting-edge information from around the world, it delivers information that even complete beginners can understand Climate Change and AI and has been well received.

A Unifying Platform

Pharmaceutical research has often been driven by incentives and publications, limiting the scope of open collaboration. However, Dr. Karita envisions a future where individual researchers can join and share research projects and outcomes. Therefore, he saw the need to build the world’s first platform for recruiting research partners, enabling more researchers and companies to work together and achieve innovative research outcomes, such as patent filings (protection of research results) and others.

Launched in September 2021, Unify Platform AG has more than 100,000 participants from 135 countries as of December 2023, with 52 advisory board members and 84 companies and organizations participating to promote UNIPLAT’s idea generation and the development of a global ecosystem. As an online platform, UNIPLAT maintains its unique marketability in terms of its specialization in solving the SDGs, the diversity of participants and their content, and the introduction of many of the latest technologies such as Web3 and AI.

This platform is a new way for researchers to share their work and get funding. It allows them to livestream their research to a wide audience, including potential collaborators and sponsors. It also enables ordinary people to interact with and support various researchers, creating a democratic funding model similar to crowdfunding. Unify’s goal is to foster a network of specialized knowledge literacy and to achieve a fair and balanced distribution of knowledge that supports the SDGs and world peace.

Facing the Hard Days

The hardest moment in his career was during the Lehman shock, which was a global economic recession. Due to the sudden closure of the public underwriting department of the lead underwriter securities that Dr. Karita had contracted with his company at the time to apply for listing, he was forced to abandon the management of the company that was in the period immediately before the IPO and sell the company. That is why he decided to reset all his businesses and start his career from scratch.

“As a business owner, I learned a lot from that experience about how vulnerable businesses are against uncertain risks. I don’t know if I was able to overcome that situation at the time. However, even after that, I continued to participate in various projects regardless of my own preferences, just to survive day by day. As a result, I was able to identify the business that I really wanted to do, and I think it led to overcoming the challenges,” he shares.

Guided by Innovation

Innovation, per Dr. Karita, leads to higher customer satisfaction for users who use the service. In addition, he says, we live in an era in which the culture and economy centered on users are constantly changing. Innovation is necessary to ensure that it is always applied optimally. In addition to differences in countries and ethnicities, users in the same market will become increasingly diverse, including the generation gap. Innovation is always needed to include them.

Challenges in the Industry

Dr. Karita shares that one of the challenges that must be solved in the online platform industry is the protection of the vast amount of data storage, especially the protection of users’ private information. Currently, there are regulations such as the GDPR, which was enacted in Europe and is considered to be the strictest internationally, but it cannot be said that this problem is uniform worldwide. He explains that there are two main solutions. The first is a blockchain, based on distributed data storage that supports internationally unified quantum technology. The R&D in this field is progressing very well in many places, and Dr. Karita is personally optimistic that it can be achieved. The second is the construction of data centers in borderless regions (including extraterrestrial planets) that have been internationally agreed upon. He is personally concerned that this will take a lot of time to achieve consensus among the stakeholders.

“In the online platform industry, software development tends to take precedence and hardware countermeasures tend to follow, and I think that there are many cases where it is not perfect. The earth itself is prone to natural disasters, and there are many issues to be addressed, such as the development of places and facilities that can withstand them, and the construction of a system that can minimize power consumption and utilize renewable energy. The development of specialists and developers in the field of hardware is also an international issue,” he shares.

Predicting Industry Trends

Dr. Karita believes that the borderless online platform and the diversity of participants will be greatly improved. He also predicts that the need for democratic, autonomous platform systems, such as DAOs, will increase. UNIPLAT has already taken these measures, and they believe that they will be able to build them by 2024. In the next 5 years, they would like to increase the number of countries of origin of UNIPLAT participants to 196 countries (the number of countries in the world as of 2023). “And even if I don’t get involved, I want to make full use of the current GenZ generation, the DAO, and the AI so that we can run UNIPLAT autonomously,” he says.

Currently, we can easily obtain not only information on the Internet but also timely macro information and customer-level information on SNS. Dr. Karita thinks it is a good idea for managers to constantly acquire and share information on various SNSs. It’s also important to build a collection with key people in the industry. In order to build connections with these key people, he feels it is a good idea to share management information other than confidential information on SNS.

Words of Encouragement

For the young and aspiring entrepreneurs, Dr. Karita’s message is as follows:

“I want entrepreneurs to determine the business they want to do for the rest of their lives without compromising. No matter how difficult it is, if they can contribute to society in their own way, there will always be supporters. I want them to not care if it’s big or small, and to push forward as entrepreneurs.”

Quote: “When in doubt, make your own way.”

Quote: “We want to support more entrepreneurs and researchers around the world, and people who want to start their own businesses as much as possible. To that end, we believe that we can build a stronger relationship of trust as a team.”

Rapid Fires:

1.    How would you sum up your 2023: It was a time when we had to adapt to change.

2.    A Contemporary Leader You Admire: Mr. Bill Gates

3.    A Book/Audiobook you are currently Reading/Listening: “Principles for Dealing with The Changing World Order” by Ray Dalio

4.    Your biggest role model: Hideo Karita, my late grandfather, wanted to build an international sphere of peace centered on Asia.

5.    Success to you is: To produce many leaders who can bring peace to the world.

If only we could see our future, life would be easy. We could know what will be the impact of what we are doing today. However, the roads ahead of us are always in the mist and we cannot be always lucky enough to have only favorable moments. One’s decision in every moment will decide or shape the eventual performance. So one needs to have a sober mind before a stuck or confusing moment to take rational measures in solving the encountered difficulties to better incubate the intended goal or results.

Being decisive or rational may have different levels. The more equipped or knowledgeable you are or have, the upper level you own. It is therefore our basic recognition to well-equip or well-master ourselves to greet the challenges present in our life journeys. While this holds true for all walks of our life, matters of law need very specific talent. It is not for the common people to understand each and every aspect of the law that could affect their daily life and business. For matters of business law and specific regulations, one must depend on experts in the field. The patent attorneys and patent engineers at Deep & Far Attorneys-at-Law are just the ones businesses can rely on.

A Trusted Firm

It is Deep & Far Attorneys-at-Law’s philosophy to provide competent legal services that other firms cannot comparably provide.  The necessitated ensuing problem is how they can provide so?  The secret lies in selecting, edifying, and nurturing people who have the following personalities: learned in expertise, morally earnest and sincerely behaved in mind, and strictly disciplined between give and take.

It is well-believed that such properties are key factors for people to properly and competently behave themselves.

The staff at the firm normally holds outstanding and advanced degrees and are generally graduated from the top three universities in Taiwan.  The prominent staff is dedicated to providing the best quality service in IPRs in this country. By the perseverance that they only do what they do and only perform works that enable the firm to be deep and far, Deep and Far can then equate the reality with its name. 

About one-half of the top 100 incorporations in Taiwan have experienced seeking patents for their techniques. Interestingly, more than one-fifth of the top 100 incorporations have once or more used the services of Deep & Far Attorneys-at-Law. Hi-Tech companies in the science-based industrial park located at Hsin Chu are playing the most important role in booming the economy of Taiwan. Likewise, more[蔡豐德1]  than 50% of the patent-experienced companies in that park have entrusted Deep & Far with their IPR works.

The firm has been highly ranked by most reputable IP survey entities including Chambers & Partner; Managing I.P.; IP STARS; International Advisory Experts; Corporate INTL; Asialaw; Corporate LiveWire; Corporate USA Today; Global 100; Asia IP;  and more. It currently represents international giants, like Armani, Baidu, Beckhoff, BYD, CICC, Chep, Cypress, Dr. Reddy, Gleason, InterDigital[蔡豐德2] , Lenovo, Lupin, Motorola, MPS, NovaLED, Oppo, Piramal, and more.

An Experienced Name

Deep & Far attorneys-at-law was founded in 1992 by C.F. Tsai because he understood that other firms’ services may not be imaginarily satisfactory, or may not be wonderful enough for the clients. The firm grew rapidly in the early days of its establishment because of its competence.  As time goes by and when more and more newcomers jumped into the market, competence is no more a dominating factor and it challenges the philosophy or mindset of running a business or maneuvering the journey. The founder, Mr. C. F. Tsai is the first patent practitioner in the IP industry in Taiwan who both has technological (Marine Technology from National Yang Ming Chiao Tung University/NYMCTU)) and law (LLB from National Taiwan University/NTU and LLM from Soo Chou University) backgrounds and is qualified as a local attorney-at-law.

To secure the outstanding service output, one of the successors of the firm is Yu-Li Tsai, a Bachelor from the Electrical Engineering Department of NTU and a Master’s from the Graduate Institute of Communication Engineering of NTU. He received an IP Master’s degree from UNH Law (Franklin Pierce Center for Intellectual Property) and a Scientific Law Master’s degree from NYMCTU and earned the qualifications of Taiwan Patent Attorney and patent agent of US and Mainland China. Another successor is Lu-Fa Tsai who is an attorney-at-law and graduated from the Department of Law of NTU, the Graduate Institute of Law of NTU, and the Faculty of Law of the University of Göttingen in Germany. 

Proven and Efficient Methodology

There is no formula for overnight success. The way to the top for Deep & Far started with the way they tackled their initial struggle. The secret was to insist on the provision of the best quality and improvement of the service quality so that neither the client nor the competitors can find a criticizable loophole in the work quality they provide. As an example, they worked on the validity of Taiwan Utility Model No. 4986, filed and patented in 1971, because it involved historical damage records and disputes until December 17, 2010. More than 50 civil, criminal and administrative court cases have been filed in this regard, and more than 200 judges have ruled in favor of the patentee. This firm represented the accused infringer to challenge the validity of the patent at issue in 1996. Deep & Far won two times in the very same cases at the Supreme Administrative Court (SAC), ruling that the Patent Office and the lower court were wrong. Unfortunately, the patentee made it possible that the Code of Civil Proceedings was amended in 2003 to stipulate that even if Deep & Far won the very same administrative cases, the civil damage cases could not be overturned and that it eventually lost the very same cases before SAC in 2010. “The weapons we had are merely justice in mind and the truth and our competence to show that the patent at issue should be invalid. Our efforts then brought lots of attention, sympathy, and admiration,” says C.F. Tsai.

The roadblocks and challenges included: (1) the severe price cut competition because competitors keep entering this field in various forms; (2) the domestic Clients are typically very cost-sensitive, especially the small and medium-size entities, and often ask for a discount or extra free services.

For the price cut competition, Deep & Far did not like to participate in the price wars and they found that the fundamental problem is that those Clients who ask for a discount or extra free services do not really understand the value of IP rights, and the reasons why they file the IP applications are just because they know the rights are important but they do not know why and how the rights are important.

Therefore, the firm’s strategies to overcome the price cut competition are (1) sharing the knowledge of IP rights when they have the opportunity to meet with Clients; (2) sharing the approaches how they provide services with quality higher than other competitors’ and convince clients that they are the better choice even though their service fees are slightly higher than others.  “ For example, we tell the Client that we are confident in and proud of our competence, and welcome to be challenged to so prove or show by, e.g. (a) sending us a pending or granted a patent for our comments about how we can improve the claims, (b) sending us a pending patent specification without the claims for us to draft the claims for the client’s comparison with the original claims, or 3) sending to the firm the client is currently using and this firm at the same time an initial disclosure so that the client can compare and find out which firm can provide the better claims,” explains Tsai.

Becoming a Leader

As per C.F. Tsai, Perseverance (to pursue the chased goal), toughness (to take challenges encountered in chasing the goal), and courage (to cope with all ensuing difficulties upon taking challenges) are good attributes or friends that are always your companions who are often ready to assist you in maneuvering the life journey for exploring a successful life.

On being asked if he believes in micromanagement, he says, “Because devils are hidden in details, micro- or efficient management are important. Nevertheless, management is costly and needs subtle skills. The most efficient management is embedded in the routine works automatically subject to micro-management under an effective system. This is never easy and maybe a reward and punishment system under which everyone needs not feel satisfactory but accepts to be governed, and colleagues are willing to pay efforts in working and try best to safeguard the interests of the clients and the firm.”

He continues, “In the past, the patent portfolio is a valuable asset which deserves handsome investments. There is a tendency now that although the patent portfolio is still important, a company would like to build it under a predetermined budget.  It is therefore a firm being the most competent needs not necessarily win the service opportunities.  Accordingly, service opportunities can be secured at a right time from the right person in a service-seeking company.”

The Change, Brought about by the Pandemic

Because every industry will keep rolling, Deep & Far Attorneys-at-Law staunchly believes that the values of perseverance in adhering to quality service, the toughness of never omitting or neglecting quality service, and the courage to chase quality service endlessly are the most priceless tools to help the firm prosper or survive in the future. The recent years become even more challenging because of market competition and the unprecedented pandemic situation of COVID-19 which is merely something similar to a struggle or challenge in the society met in the past so that they need to or just stay with the virtues of perseverance, toughness, and courage related to cognition of quality services, and consigns the future results to the universe what it should deserve through adhering to such virtues.

Words of Wisdom:

Here’s what C.F. Tsai has to say to the young entrepreneurs:

“Never give a “no” answer.  Try to improve society while achieving your goals.

Don’t stop after you overcome a small difficulty, because you may encounter new or bigger obstacles.  Try to do what is very important.

The best companies are driven by vision.  Therefore, you should stay firm and full of passion.

Try to locate the correct colleagues.

Some entrepreneurs end up in failure because they lack perseverance and problem-solving characteristics.  The secret to succeeding, at least in the early stages, lies in the ability to deal with problems.  If you can solve a problem even faster which you have never had, you should have the characteristics of success.

If you dare wait for success through virtues, success is a shadow you cannot get rid of.”

Even if you are remotely associated with all things technology and software, you would have heard about Software-as-a-Service (SaaS). It is a way of delivering software applications over the internet, without requiring users to install or maintain them on their own devices. Users can access the software through web browsers, mobile apps, and APIs, and pay a monthly or yearly fee for the service.

What makes it great?

SaaS offers users advantages such as lower or no upfront costs, scalability, flexibility, and accessibility.

And if you ask Feyzi Fatehi about his latest book on the subject titled ‘Democratizing SaaS’, he would tell you that it isn’t just a book, but a manifesto for a new movement in the software industry! In his book, Feyzi captures the essence of the entrepreneurial movement that would create a radical change in the way we develop, deploy, and manage software—as a Service (SaaS). A movement that opens the gateway to millions of net new good-paying jobs and the resulting economic and social good.

“No matter if you are an entrepreneur bringing a SaaS solution to market, or an intrapreneur within a corporation working on publishing one or more of your internally developed software assets ‘“as a Service,” Democratizing SaaS is a call to action for you,” he states.

As Arun Batchu, the Vice President and Software Engineering Leader Practice at Gartner says:

“The efficient, elastic, and scalable delivery of software—as a service—has been very difficult, time-consuming, costly, and complex, shutting out innovators across the world. Until now. In Democratizing SaaS, Feyzi Fatehi paints an exciting vision of a world where software innovators can focus on creating their core software applications and leave the toil of standing up, operating, and commercializing their creations to automation…”

The key takeaway from the book is how Jim Whitehurst, the former CEO of Red Hat and President of IBM summarized it: “Democratizing SaaS powerfully articulates the power of using a SaaS automation platform such as Corent’s SaaSOps for both software companies as well as for the enterprise.”

An Industry Veteran

A visionary innovator and entrepreneur, Feyzi Fatehi currently serves as the Chairman and CEO of Corent Technology and is a sought-after inspirational speaker on tech innovation, entrepreneurism, and the conscious corporate culture of intrapreneurism and leadership.

He was the recipient of the 2019 CODiE Lifetime Achievement Award, an award previously bestowed on Steve Jobs, Steve Wozniak, and Bill Gates, for his significant long-term contributions to the software industry as well as for his industry leadership, mentorship, and philanthropy. A Silicon Valley veteran, Feyzi studied at Cambridge, Princeton, UT Austin, and UCLA and has given talks at Harvard, Wharton, Stanford, CalTech, and Carnegie Mellon, as well as a commencement speech at UC Irvine in 2022. He was featured in Forbes as a disruptor in the software industry and ForbesBooks published his book mentioned above titled “Democratizing SaaS” on how Corent’s breakthrough technology is poised to transform the software industry into a service industry and create hundreds of thousands if not millions of direct and indirect  new high-paying jobs in the process.

Being Innovative and Adaptive

Innovation is at the heart of Corent Technology‘s existence and Feyzi and his team constantly look outside the box and see and connect the dots that are visible, but not seen. “We not only saw the benefits of an automated SaaS delivery platform years before it became obvious to the market but also had the wisdom and courage to pursue it years before it was even understood,” he says.

Corent started as just a few engineers who set out to create Software-Defined SaaS®. They called their creation SurPaaS, which was initially devised to automatically transform existing applications into multi-tenant SaaS. Over the years, by bringing application awareness to the Cloud, SurPaaS continues to position Corent to quickly respond to new opportunities, including continuous on-Cloud optimization, modernization, and management of infrastructure, applications, and SaaS operations.

Today, SurPaaS acquires, transforms, and deploys models of an application, from anywhere, to anywhere. Unlike other platforms that stop at the infrastructure layer, SurPaaS models the entire application, its data, its dependencies, and its lifecycle on the Cloud. It’s like ETL for applications.

As for adaptations, the company is home to industry veterans as well as Gen Z. The result is a charged atmosphere that is buzzing with new ideas verified by experience and expertise. As it has been proven a diverse environment is more conducive to fostering innovation than a homogeneous environment. Innovation is a result of diverse thoughts and disciplines as well as an inclusive work environment where everyone is a stakeholder and expected to contribute and be recognized for it. 

 “As CHARLES DARWIN said, it is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. So, we adapt and celebrate the differences in styles while honoring, fostering, and respecting our core values,” shares Feyzi.

Views on Novel Technologies and the Challenges in Application

While not an expert, Feyzi believes that Metaverse will help “test marketing” messages and strategies before bringing them to the real world. That said, he asserts who knows what the ‘real’ world will be like in the future as he can see scenarios it will be the other way around.

As for AI – whether you interpret it as Artificial Intelligence or augmented intelligence – is a form of robotic automation. Like the introduction of any other form of automation into the market, it will have its own socio-economic impact. Like in the past, others will accelerate the introduction of their own versions and variations, like now many auto manufacturers are introducing their own electric vehicles after the first mover success of Tesla.  

As for emerging technology, one of the first challenges in facilitating them is getting the initial customer adoption with a handful of “early adaptors” that use the new technology in operations and therefore give it real-world credibility, through case studies and announcements. The second, says Feyzi, is the awareness building for the new technology and brand recognition or co-branding with a complementary and trusted brand. Given the right sales and channels of distribution, the rest would be the classic new product introduction process.

Plans for the Future

Team Corent is readying itself to offer a lot to the market in the next few years. They are determined to pursue their mission of positively disrupting the B2B software industry and transform it into a service industry, in a mostly automated fashion, powered by the best of AI technologies.

“And as a result, generate a significant sustainable social economic impact, by empowering a new generation of SaaS entrepreneurs and hundreds of thousands of well-paying jobs created because of it, and hence “democratizing SaaS,” concludes Feyzi.

Quote 1: “There is no traffic jam on the extra mile.”

Quote 2: “If I could change one thing about my career, I would have started to work on my communication skills earlier and would have focused on having active mentors and career coaches at an earlier stage.”

In the aftermath of disasters—whether fire, water, mold, or other forms of property damage—people often find themselves overwhelmed and unsure of how to navigate the path to recovery. It’s during these challenging times that the importance of reliable and efficient restoration services becomes paramount. Enter Nick-Anthony Zamucen, a serial entrepreneur and adept leader who recognized this need and founded Best Option Restoration (BOR) as a trusted national leader in the disaster restoration industry.

BOR stands out as a beacon of hope amid the chaos. Committed to the highest standards, their certified technicians specialize in a range of restoration services, from mold and sewage remediation to fire damage restoration and debris removal.

The Making of a Serial Entrepreneur

Nick-Anthony’s journey into entrepreneurship was shaped by humble beginnings and an unwavering drive for success. Growing up in a financially struggling household, he intimately understood adversity. His family’s unwavering love and support provided the foundation for resilience. Nick harbored a burning ambition for success. He recognized that succumbing to circumstances was not the answer; instead, he sought to transform his challenges into strengths.

Best Option Restoration is Nick’s fourth franchised organization. He had three prior national brands which he developed and sold to private equity companies over the past 15 years. He has created a pizzeria franchise, a non-medical home care franchise, a bio franchise, and now the Best Option Restoration franchise. 

“I enjoy helping young entrepreneurs begin their new life of business ownership. To be able to pluck someone from their corporate life and show them had to build a business bigger than their wildest dreams is something that excites me daily. I love seeing the moment it becomes all real for them, the moment their hard work has paid off. It’s an exciting time for everyone,” he says.

Helping in Recovery

Fueling his desire to make a meaningful difference in the lives of those affected by disasters, Nick envisioned a path of restoration and renewal. Thus, Best Option Restoration (BOR) was conceived—a lifeline for individuals in dire need. Despite entering a fiercely competitive industry, Nick’s unwavering determination propelled BOR to the forefront with its superior services and efficiency, swiftly earning a reputation as a trusted leader in the field.

BOR is a Water-Mold-Fire and Contents cleaning franchise. When a pipe breaks or a bathtub overflows, mold is found in a home inspection, etc. Nick’s highly skilled and trained franchisees spring into action. They build drying chambers and use their patented thermal technology to heat structures up to around 95 F -105 F and force evaporation from the wood studs. They also use BOR’s patented Serum solutions to clean mold in places no one can get to, cutting out labor time and demolition costs. They’ve just used new technology to their advantage over the competition. These factors are why they win and their franchisees win big. 

“We have the ability to place 1700+ franchises in the continental United States. Now, why would could place 1700, we only want to do this with around 400 owners. Our vision is to have each one of our franchisees own multiple locations. If I had my druthers, I’d have all my franchised units producing 1 million dollars a year and growing 20-25% year over year. This would be life-changing for our franchisees and great for their locations,” says Nick.

Technology is at the forefront of BOR. They use thermal technology on every water job the franchisees do. This is the core of the business. They also use the most state-of-the-art Mold chemicals for cleaning in the market. 

Learning from Challenges

Nick feels that if one is in business, one has problems, it’s part of the game. Problems aren’t all inherently bad, they’re there to tell you something needs to be improved. Nick has had franchises not follow the model and have to shut down, losing money, and costing the system time and energy trying to help them. 

“The fact of the matter is in franchising you can’t force everyone to work as hard as you’d like them to. Hard work to some is part-time to others. I wish I could find a magic pill where I could give it to someone and they would instantly work as hard as our number one franchisee in the company. The unfortunate reality is some people aren’t cut out for entrepreneurship. They just don’t have what it takes and they should just stay in their corporate life because they need to be told what to do on a daily basis. Some people can’t take responsibility for their own success. To me, that’s a shame, but again, not much I can do when people won’t help themselves or get out of their own way,” he shares.

Managing his Roles

Nick’s job ultimately is to grow and support his franchise organization, Best Option Restoration. However, he has an even more important job and that is to be a husband and father. There is nothing he spent more time on and nothing more important in his life than being a family man. His priority is always his wife and three kids. Everything he does in life is for them. 

“We take wild trips that make memories for a lifetime. Paris, London, Rome, Athens, the Bahamas, Mexico, and everything else in between. I love making memories with my kids because these are the times do to so. I love to spoil my kids with private jets, 5-star restaurants, opulent suits in the finest resorts around the world, private VIP cruises, front row tickets to their favorite artists which lately for my girls has been Taylor Swift. I go on boys’ trips every year with my son, just him and I, so we can connect and talk about life as father and son and just as one man to another. I take my daughters shopping and we go on dates to fine restaurants so they understand how a man should treat a woman. I even bought my daughter their first Louis Vuitton’s this year and they’re nine and seven,” he shares with excitement.

Nick feels that work-life balance needs to be intentional and scheduled. It’s a key to massive success. When you’re working, work your face off and when you’re not working and you’re spending time with your loved ones, be fully present and love every minute. You’ll never get the time back for either, so go all out is what he suggests.

Taking Decisions as a Business Leader

The number one core principle that guides Nick’s decision-making is honesty, gut-wrenching, brutal honesty. It’s not that he wants to come down on people or be unnecessarily harsh with someone, it is more because he never wants there to be confusion about what he means or what he wants. Too many leaders tend to treat people with kit gloves and then turn around and get upset when someone doesn’t do or act or respond the way they want. Being overly nice and trying to get everyone to like you is a quick recipe for disaster. As a leader, he feels one has to be OK with shaking the trees, letting people know what they really think, and at times not being distracted when feelings get hurt. 

“Be honest, be true to yourself and what the situation needs and most of all, be effective. Again, trying to be too nice causes confusion and hesitation and hesitation causes your worst fears to come to life. Make decisions, the right ones, and move forward,” he says.

With all that being said, there are times when a leader can be wrong, make the wrong move, hire the wrong person, say the wrong thing, or make the wrong call. When this happens, he must be the first to jump on the grenade. “Take full responsibility, say with confidence it was your call and it was a wrong one. Be accountable and intentional with handling mistakes, own them, and move forward,” he says.

Being the Change

BOR is the change to the industry. Nick shares that he doesn’t think the other companies saw BOR coming and they’re paying for it now. Everyone in the industry was so used to doing the same old thing, singing the same old song. Nick came in and changed the music on them and left them standing there not knowing how to respond. This is why Best Option Restoration franchisees have been dominating in every market they open in. 

“I love this stuff, I love shaking people up, it’s what I live for. Placing fear, causing confusion and chaos in my competitor’s boardrooms is what sweet dreams are made of. I’ll continue to do so for another decade or so. Buckle up and pack a lunch people, it’s going to be a bumpy ride for you all. I’m here to stay,” he says.

Today, BOR stands as a testament to Nick’s resilience and vision, ranked as the fourth-largest company nationwide. But Nick’s impact extends beyond business profits. His initiative, Project Penny Pickup, aids the homeless and embodies a commitment to social responsibility. In the coming years, Nick is looking forward to continued domination in the marketplace. He plans to grow this franchise to over 1000 units. “We won’t stop until Best Option Restoration is a household name, whereas every homeowner thinks of us when disasters happen. We want it all and we’re willing to work for it. Adding new service lines and expanding our portfolio is something each and every Best Option Restoration franchise is striving to do,” he says.

Advice for Aspiring Entrepreneurs

Nick concludes our interaction with the following message:

“One of the best things I think I could tell a young entrepreneur is that nothing in business that’s sustainable happens as fast as you want it to. Good things take time to build and great things take years. There is no overnight success, not even me. I’ve been in this Entrepreneurship game for over 25 years and while it’s exciting and financially rewarding, it didn’t happen overnight. It didn’t even happen in a year. My success has been years of planning, proper execution, and some smart decisions, not to mention major perseverance. All great things take time. Anything worth doing isn’t easy and you are never proud of anything that came easy. Work to be proud of yourself, there’s nothing wrong with that.”

Quote: “I don’t want to be a product of my environment. I want my environment to be a product of me.”

Quote: “Technology is our life. We’re not just a man in a van with a fan, we are thermal technically experts.”

Based out of the San Francisco-Silicon Valley region, Foundry 415 Innovation Group provides corporate innovation consulting services and executive education program services to global enterprises, government agencies, and tech startups. The firm has helped 40+ global corporations achieve measurable outcomes by uncovering new trends and opportunities, scouting cutting-edge startups for strategic partnership, investment, or acquisition, and successfully piloting new business concepts. They also offer custom executive education and coaching programs for transformational leaders to innovate from within and bespoke acceleration programs that propel startups to new heights.

As the Growth Strategist at Foundry 415 Innovation Group, Mallek Aminullah’s core responsibilities include designing and implementing corporate innovation programs that begin with establishing game-changing strategies and creating measurable growth. The company acts as adjunct members of the client team, providing mindful guidance and support to internal teams tasked with championing innovation within their organizations. Their optimized methodology allows for a surgical approach to pinpoint how emerging technologies can solve pressing business challenges and proactively clear innovation blockades. “We capture a holistic view of the client organization at every engagement to identify synergies amongst internal teams that could amass further support. Our dedication to go beyond isolated project goals and create overall corporate value is what allows us to build trusting and long-term relationships with our clients,” says Mallek.

Creating his Path

Early on in his career, Mallek always wanted to be involved in the startup community. This drive landed him several growth-oriented roles in startups such as head of business development & partnerships, and head of expansion. As his experience grew, he was also asked to mentor in accelerator programs across Australia. “I was very fortunate that in my early 20s, I was able to hone the necessary skills to drive growth for startups across Europe, South East Asia, and Oceania. This provided me with a global lens on how I approach business challenges as I leverage my experience across these diverse geographies and team dynamics to understand where impactful opportunities lie,” says Mallek.

He wanted to craft a brand for himself as a Growth Strategist who is passionate about helping organizations build meaningful innovation capabilities. Thus, bringing him into his current industry, innovation consulting. Mallek’s innovation consulting career started in Malaysia, where he helped corporations accelerate innovation by crafting strategies around the disruption faced in their industries. Often, he would shed light on what startups in their industry are providing to identify opportunities for his corporate clients. This allowed him to lead several open innovation initiatives for corporate and government agencies in Malaysia. With the aspiration to further build his expertise in this field, he opted to do an MBA program in San Francisco, which led him to where he is today, with Foundry 415 Innovation Group, helping global corporations engage with startups through various open innovation initiatives.

A Working Style Curated with Experience

Mallek has two working styles that he believes separate him from other executives. The first is adopting a futurist approach to strategy crafting. The futurist approach compels him to look beyond traditional industry borders and reimagine the competitive landscape with expansive thinking. “Often innovation is done in silos within large companies, this divergent approach can create a sense of urgency at an enterprise level which could then mobilize other relevant business units to meet innovation goals,” he explains.

The second working style is having an ecosystem-centric approach, delivering value for organizations at an accelerated pace through targeted partnerships and collaboration. This is the basis of his reliance on open innovation activities, as large corporations have the opportunity to leverage external expertise and assets to craft a competitive advantage.

Facing Challenges with Determination

At the age of 23, Mallek was with a TravelTech startup based in London. His team got accepted into an accelerator program in Brisbane, Australia. Due to conflicting commitments by the senior members of the team, Mallek was selected to relocate to Brisbane for 6 months on his own to take part in the accelerator program. While there, he was tasked with not only taking part in the accelerator program but also leading the expansion of the startup into the APAC region.

Given his limited experience at the time, this was one of the most challenging assignments of Mallek’s career. He was able to stay in touch with his team in London to help guide him through the challenges faced but this was infrequent. He had to build his networks in a completely new region to identify opportunities for the startup and build a support system for his professional development such as mentors and relevant technology experts. He learned quickly from his network of more experienced and established players in the region to understand how he could accelerate his efforts toward his goals. Through the help of some mentors, he was able to develop a partnership plan in 4 months that allowed the startup to evaluate potential collaboration opportunities effectively.

“This was my first exposure to how effective an ecosystem-centric approach could be to drive growth. I learned that there is always room to learn from what others within or outside your industry might be doing and executing this could turn an unfamiliar territory familiar very quickly,” shares Mallek.

Leveraging Technology and Staying Ahead

At Foundry 415, Mallek and his team continuously evaluate digital tools that could further optimize their internal operations and external deliverables. Vetting new tools by engaging with internal and external stakeholders allows them to get a rapid understanding of current technological capabilities and where human intervention is needed. For example, some of the activities provided include Startup Showcases and Demo Days. Increasingly, they are expected to host these events in a hybrid format given the nature of distributed teams. They often find the use of advanced communication and conferencing tools helps them meet the expectations set by their clients. “We are also leveraging generative AI to accelerate and improve various aspects of our work with clients. Given the relatively nascent stage of generative AI, this often means experimenting with different platforms and use cases and having the discernment to separate the hype from approaches that are truly impactful for our work and our clients,” shares Mallek.

Foundry 415 has a role in driving new opportunities for corporations by engaging with high-impact startups. Therefore, they are constantly scanning the horizon for new developments in technologies that are impacting industries. Being at the heart of Silicon Valley, they are actively monitoring the VC and startup ecosystem here for signals on what might come. They apply the same practice to their own industry and ensure there is enough agility in the team to craft a unique position during times of change.

Rewards and Motivations

During his MBA in San Francisco, Mallek was the President of the Social Impact Club and they were awarded the Largest Impact on Global Community by the student body. This was largely to do with their work to drive social entrepreneurship across the student body. They had various initiatives that provided the opportunity for social enterprises across the globe to share their experience in building their companies with the students. Finally, they also allowed for a social enterprise to provide traditional garments as part of Graduation wear, where the proceeds were provided to communities in Ghana.

Mallek believes that a lot of the challenges faced early on have brought him to where he is currently positioned. In the spirit of growth, he highlights the skills and capabilities he hopes to gain as he grows in his career. He is keen to further build his expertise as an innovation consultant and will constantly be learning new approaches and frameworks around corporate innovation. Strategic futurist frameworks and tools such as strategic foresight, scenario crafting, and horizon scanning are always of interest to him, as they encourage expansive thinking and challenge contradictions. “This is an area I am always looking to improve on and apply in my work,” he says.

“Technologies that replace physical capabilities of humans are inherently less risky than those that replace cognitive capabilities of humans.” This quote was provided to Mallek by one of his professors in his MBA. He feels it’s incredibly insightful to understand what kind of risks you are taking with the technologies you plan to adopt. It also indicates the level of human intervention still required depending on the task that needs to be done by said technology. “It’s always a quote I go back to should I have any doubts,” he shares.

Challenges in the Industry

In Mallek’s opinion, the most urgent challenges that businesses face currently are navigating the increasingly blurred industry lines and ambiguity of technological capabilities which compound the complexities faced by corporate decision makers. This is primarily due to digitalization taking place across many verticals at an accelerated pace.

Senior executives in global companies are constantly challenged with defining their strategies in embracing emerging technologies to craft competitive advantages. Understanding the relationship between technological developments and macro environment signals would be a critical capability to overcome this challenge. For instance, some technology use cases influence regulatory developments such as the use of Metaverse, while other use cases are influenced by regulatory developments such as the case with Fintech platforms. Being able to synthesize signals in the macro environment, and understand the interactions between specific technologies helps to identify growth opportunities.

Preparing for the Year Ahead

The Foundry team is made up of entrepreneurs with a growth-oriented mindset. They are in a high growth phase this year and continuing into 2024. In the next few years, Foundry 415 will solidify its position as an innovation agency nestled in Silicon Valley capable of leveraging new technologies from startup ecosystems to drive measurable outcomes for global companies. “As the innovation needs of our clients grow in complexity, we will expect to meet this with a growing team of diverse minds and backgrounds and continue to deliver value at an accelerated pace,” says Mallek.

Advice for Aspiring Entrepreneurs:

“My advice to aspiring entrepreneurs is to try and understand where your passion lies and craft a path that could provide you with the most learning opportunities. Even if this is in areas outside your original ideas and goals. Be thoughtful throughout the process on what can be learned and keep focus on internal or personal goals rather than external accolades.”

“True innovation is born not from comfort, but from the audacity to venture beyond it.”

In the ever-volatile world of entrepreneurship, some simply follow a rhythm, while others compose entirely new symphonies. Through this musical analogy we intend to establish that it’s not enough to merely understand the landscape; true leaders reimagine it, crafting pathways where none existed before.

These leaders are the architects of progress, driven by an insatiable curiosity and the courage to challenge the ordinary. Leadership, in its purest form, is about igniting change and inspiring others to see the world not as it is, but as it could be.

Juan Felipe Santos, the Vice President of Strategic Partnerships – Americas at VOX SOLUTIONS exemplifies such leadership with his unique vision and relentless drive. Juan’s story is one of turning challenges into steppingstones, continually pushing the boundaries of what’s possible in the telecommunications industry.

A Gamut of Experience

Juan’s professional odyssey spans over a decade, marked by diverse roles across the telecommunications and technology landscape. His career has been anything but linear, with experiences ranging from mobile operators to aggregators, cloud SaaS, and technology companies. This eclectic background has equipped him with a holistic understanding of the industry’s multifaceted nature, enabling him to craft strategies that are both innovative and pragmatic.

Currently, Juan holds the esteemed position of VP of Strategic Alliances at Vox Solutions, a role that places him at the intersection of business development and technological innovation. His contributions to the industry have not gone unnoticed, earning him a spot among the top 25 most influential people in the roaming, messaging, and interconnection industry, as recognized by ROCCO Genesis in 2022 and 2024. This recognition is a testament to Juan’s ability to navigate the complexities of the industry and deliver results that resonate on a global scale.

Innovation at the Heart of Telecommunications

Under Juan’s leadership, Vox Solutions has carved out a niche in the competitive telecommunications market. The company operates with a singular focus: to enhance, simplify, and optimize international voice and messaging services. In an era defined by rapid technological advancement, Vox Solutions has consistently stayed ahead of the curve, leveraging innovation to remain a key player in the global telecommunications arena.

Innovation at Vox Solutions is not just a buzzword; it is a guiding principle that informs every aspect of the company’s operations. Juan emphasizes that in a dynamic market, the ability to move as fast as, or even faster than, the market itself is crucial. This philosophy has driven Vox Solutions to develop cutting-edge anti-fraud solutions that not only maximize value but also mitigate risks in an increasingly complex digital landscape.

The company’s commitment to innovation has been recognized by industry platforms such as ROCCO, Capacity, and Juniper, which have bestowed multiple awards on Vox Solutions in recent years. These accolades underscore the company’s role as a leader in the telecommunications space, continually setting new standards for excellence.

A Leadership Perspective

Juan’s tenure at Vox Solutions has been characterized by both challenges and opportunities, each presenting unique tests of his leadership and strategic acumen. When he joined the company three years ago, he was tasked with developing a new region from scratch—a daunting challenge that required building a brand and establishing partnerships in a market dominated by well-established players.

Reflecting on this period, Juan acknowledges that the journey was anything but easy. The first year was particularly challenging, as he worked tirelessly to position Vox Solutions as a credible and competitive player in the region. Convincing Mobile Network Operators (MNOs) to consider a new entrant in a saturated market demanded not just persistence but a deep understanding of the industry’s nuances.

In recent times, the telecommunications industry has faced significant shifts, with increasing fraud, channel substitution, and commercial pressures reshaping the landscape. These challenges have required Juan and his team to adapt quickly, collaborating closely with partners to navigate the uncertainties and ensure that Vox Solutions remains at the forefront of the industry.

Scalability in a Dynamic Market

The telecommunications industry is notoriously fast paced, with technological advancements driving constant change. For Juan, the key to staying relevant lies in scalability—ensuring that the solutions offered by Vox Solutions can grow and adapt alongside the market’s evolving demands.

In 2024, the industry underwent an intense period of evaluation, with new threats and opportunities emerging at a rapid pace. Juan likens this year to a period of three to five years of change condensed into a single year. To thrive in such an environment, Vox Solutions has had to continuously refine its processes, develop new solutions, and stay agile in the face of uncertainty.

Juan takes pride in the company’s recognition by research and market intelligence entities like Juniper and MEF, which have praised Vox Solutions for being the fastest in developing solutions that address emerging market demands. However, he is acutely aware that there is no room for complacency. The company’s success hinges on its ability to anticipate challenges and seize opportunities before they fully materialize.

Navigating a Complex Landscape

The telecommunications industry is fraught with challenges, many of which threaten to disrupt the traditional ways of doing business. Juan identifies two primary challenges that are currently impacting the industry: the rise in fraudulent practices and the intense commercial pressure exerted by high rates and operational costs.

Fraudulent activities like AIT (Artificial Inflation of Traffic) and SMS Trashing are eroding trust in SMS as the conventional and most reliable global authentication channel. As a result, brands are increasingly exploring alternative solutions that often exclude MNOs, leading to significant shifts in traffic patterns.

The second challenge is the commercial pressure that has become a global phenomenon. Aggressive commercial conditions are driving up costs for traffic originators and transporters, forcing the market to seek out different solutions and alternative mechanisms. These pressures are reshaping the industry, and Vox Solutions is at the forefront of developing strategies to address these challenges.

Preparing for Future Trends

Looking ahead, Juan is keenly aware of the trends that will shape the telecommunications industry over the next five years. The advent of 5G, ongoing research into 6G, and the rise of edge computing, AI, IoT, network slicing, and cybersecurity are all poised to redefine the industry’s landscape.

Among these trends, AI and cybersecurity stand out as particularly relevant to the solutions offered by Vox Solutions. The company’s AI-based solution leverages machine learning to monitor and detect various types of fraud or bypass attempts in real-time. This proactive approach not only protects users but also ensures correct traffic termination, thereby boosting MNO revenues.

Juan is committed to continuous innovation, recognizing that the company’s ability to anticipate and address new challenges is crucial to its long-term success. By staying closely connected with customers and monitoring market trends, Vox Solutions aims to remain a leader in the telecommunications space, ready to tackle whatever challenges the future may bring.

Building a Strong Team

In addition to his strategic responsibilities, Juan is deeply invested in the well-being and growth of the Vox Solutions team. Over the past three years, the company has made significant strides in enhancing processes, adopting new tools, and creating clear career development paths for its employees.

When Juan first joined VOX Solutions, the company started a phase of hyper-growth, with many processes and job boundaries still undefined. Today, the company boasts a more established structure, with numerous internal and external training sessions, workshops, and recognition programs designed to empower employees and enhance their performance..

Despite these advancements, Juan recognizes that there is still work to be done to further refine the company’s culture and ensure that every team member feels valued and supported. He is particularly proud of the dedication and commitment that Voxers bring to every task, which he sees as the driving force behind the company’s success.

The Pillars of Vox Solutions

At Vox Solutions, diversity and inclusion are not just corporate buzzwords; they are integral to the company’s success. Juan believes that diverse perspectives fuel innovation and drive the company forward. As a multicultural organization with team members from around the globe, Vox Solutions benefits from a wide range of preferences, personalities, cultures, and beliefs.

Juan emphasizes that the company’s greatest asset is its diverse team, where everyone contributes their unique strengths to achieve the best possible outcomes. By fostering an environment where employees feel comfortable being themselves, Vox Solutions creates a culture of genuine passion and collaboration.

Innovation is another cornerstone of the company’s culture. Juan is committed to ensuring that Vox Solutions remains at the forefront of the industry by continuously refining its processes and developing new solutions that address emerging challenges. This commitment to innovation, coupled with the company’s focus on diversity and inclusion, positions Vox Solutions as a leader in the telecommunications space.

Ambition and Strategy in Action

As Vox Solutions continues to grow, Juan remains focused on ambitious goals that push the company to new heights. The company has set an aggressive target of doubling its revenue, even in the face of a dynamic and competitive market. In Latin America, where Juan plays a crucial role, the company aims to expand its presence by establishing more alliances with MNOs.

When Juan first joined Vox Solutions, Latin America was an unexplored region with no established partnerships. Despite the complexity of these types of alliances and the long sales cycles involved, the company has already established more than 10 alliances in seven countries. Looking ahead, the goal for 2025 is to double these numbers and significantly contribute to the company’s overall target.

Juan understands that achieving these goals will require more than just strategic planning; it will also demand a strong and dedicated team. He is committed to building a team that not only helps Vox Solutions achieve its objectives but also maintains the highest standards of service, professionalism, and continuous improvement.

The Power of Preparation and Hard Work

Throughout his career, Juan has drawn inspiration from many sources, but one particular quote resonates with him strongly: “There are no secrets to success. It is the result of preparation, hard work, and learning from failure.” – Colin Powell.

For Juan, this quote encapsulates the essence of leadership in the telecommunications industry. He staunchly believes success is not about luck or shortcuts; it is about the relentless pursuit of excellence, guided by a commitment to preparation, hard work, and the ability to learn from every experience.

Personifying Vision and Integrity

Juan’s journey in the telecommunications industry is a powerful reminder that true leadership is not just about achieving success; it is about having the vision, resilience, and integrity to turn challenges into opportunities. Through his leadership at Vox Solutions, Juan has not only built a successful career but has also set a new standard for innovation and excellence in the industry.

As he looks to the future, Juan remains committed to the principles that have guided him thus far. He is dedicated to continuous innovation, the well-being of his team, and the pursuit of ambitious goals.

In an industry defined by rapid change, Juan stands as a beacon of stability, guiding Vox Solutions with a steady hand and a clear vision for the future. In the years to come, there is little doubt that Juan will continue to be a driving force in the telecommunications and technology sectors, leading Vox Solutions to new achievements and setting the stage for the next era of innovation.