Author: theciotimes

Anja Vandenbergh journey is a masterclass in purposeful evolution. Today, as President of the PMI Belgium Chapter, she’s not only shaping the future of project management but also redefining what it means to lead with empathy, agility, and joy.

Her story begins in a small IT firm, where early exposure to business fundamentals sparked a lifelong passion for organizing, empowering, and executing. That passion found its true calling in project management—first through freelance training, then through hands-on leadership in multilingual, cross-sector environments. A pivotal moment came during a surprise anniversary party she orchestrated for her parents, revealing her innate ability to mobilize people around a shared goal. From that spark, a career was born.

Anja Vandenbergh commitment to the craft deepened through her involvement with PMI, where she transformed theory into practice and built a reputation for delivering impact across industries. Her fluency in three languages and her experience in automotive, healthcare, and events have made her a sought-after trainer and consultant. But it’s her volunteer leadership—marked by board roles and cultural collaboration—that truly reflects her belief in project management as a vehicle for connection and transformation.

Whether she’s speaking on the power of laughter in leadership or mentoring the next generation of changemakers, Anja brings a rare blend of strategic insight and human warmth. Her journey is proof that project management isn’t just about timelines and tools—it’s about people, purpose, and the courage to lead from wherever you stand.

Evolution as a Leader

At the beginning of her career, Anja Vandenbergh had to make a strong statement as she was working as a woman in a very male-dominated industry. Although she was very direct, going for action, she still could see and understand that without the team, she could not achieve results. Empowering the team, encouraging them to achieve the results, she was able to create an impact. This direct leadership was not 100% hers. After 2 burnouts, she discovered that she could lead with more empathy, with more softness, and keep her identity. This led to a more grateful leadership.

More Than a Chapter, A Community Anchor

The PMI Belgium chapter was founded in 1998 as a BeNeLux Chapter to encourage young project professionals to become more professional by getting the certification. Today PMI Belgium Chapter has 800 members, and it provides a forum for professional project managers to promote the principles of the Project Management Institute through networking with other project managers, sharing project experiences, providing and receiving training, and supporting project managers in their certification and continuing professional development efforts. The main focus for the PM Community group of Belgium is to learn from each other.

In 2009, Anja stepped back from the board team to concentrate on her kids, but she stayed connected with the chapter as a volunteer in helping with the annual project management congress called PM Fair. After a while, she felt disconnected from the PMI Belgium Chapter, and this feeling was also perceived by other members. When, in 2023, the call for candidates came for the new board 2024-2025, some members asked her, “Why don’t you go for president?’ She gently replied that president is not a lifetime achievement, it is a working function. It is a call for action. After reflection she felt tThat call for action: it was to reconnect members with the chapter, to call it a home where people passionate by project management can rely on when struggling, when they need inspiration.

“That was the moment where I understood that PMI Belgium Chapter, in the first place, is a HOME,” reflects Anja.

Leadership Initiatives & Community Building

When Anja started as President, she had to develop a strategic plan, called a roadmap for the chapter. This roadmap was discussed and reviewed with TR1-level members. She felt that this was not the right way to do it, especially when the board . The board team team was very small. In order to get to know the chapter leaders, she developed a 1:1 meeting to discuss the function, the ideas to become stronger. These small meetings provided Anja with a global view of the chapter.

This year, she created a more dynamic review of the roadmap. From the start, Anja indicated the persons involved in the different topics of the roadmap. They discussed, in small meetings, areas they want to develop further and consolidated this into a strategic roadmap. The strategic planning is reviewed every 2-year6 months in a dedicated Strategic meeting with the board team. Anja created small task forces to empower areas and to connect all chapter leaders.

“As President, I had to write the ‘message from the president’ for the monthly newsletter. This monthly message became my heartfelt moment to talk about the chapter, to connect with the members. I shared in my very early message that the heart of the chapter is the volunteers, the members. Without them, the chapter would not exist,” shares Anja.

Volunteer-Led Transformation

Anja is proud of the new current chapter leaders. Every year, there are elections. In 2024, she had 6 open positions for the board 2025-2026. Anja remembers that some people mentioned ‘you will not find enough volunteers to fill the positions’, ‘It is impossible to find volunteers’. That last sentence triggered her.

During several events, Anja scanned members and talked with them without mentioning the elections. When the call for candidates was announced, she contacted those members and they talked, they shared their vision on the future of the chapter, and Anja shared her vision. They applied for the positions, and when the elections started, PMI Belgium had 14 memberspotential candidates. They were all elected by the members, and Anja’s grateful for them. Together, they shape the chapter into a more open, dynamic community.

Strategic Leadership in the AI Era

Anja concurs that in the age of AI and digital transformation, the role of project management is undergoing a significant evolution. Traditionally, project managers have spent a large portion of their time on administrative tasks such as scheduling, reporting, and tracking resources.

However, with the rise of AI, many of these routine functions are now automated. This shift allows project managers to focus more on strategic leadership, ensuring that projects align closely with broader business objectives and delivering value beyond simple task completion. AI is also changing how decisions are made. Predictive analytics can now identify potential risks, budget overruns, or timeline delays before they occur. As a result, project managers must develop the ability to interpret data-driven insights, making proactive and informed decisions while balancing technological recommendations with human judgment and experience. Moreover, the pace of digital transformation demands more adaptive and flexible project management approaches.

Traditional, rigid plans are often no longer effective in rapidly changing environments. Project managers are expected to embrace continuous planning, real-time adjustments, and agile methodologies to keep projects responsive to evolving needs. As technical tasks become increasingly automated, the importance of human-centered skills grows. Project managers must strengthen their capabilities in communication, emotional intelligence, stakeholder engagement, and conflict resolution. Leading diverse, distributed, and cross-functional teams requires a heightened focus on collaboration and change management. Working alongside AI and digital tools will also become a standard part of the project manager’s role. This requires a solid understanding of AI capabilities, data interpretation, and the integration of digital platforms into everyday project workflows.

Additionally, digital transformation is introducing new types of projects—such as AI implementation, cloud migration, cybersecurity enhancement, and customer experience innovation—which require project managers to broaden their technical and domain knowledge. Finally, as AI systems become part of project ecosystems, project managers will play a crucial role in overseeing ethical considerations, data governance, and regulatory compliance. Ensuring responsible AI use and safeguarding stakeholder trust will become core aspects of project leadership.

“Project management is shifting from a focus on task execution to a role centered on strategic facilitation, digital leadership, and human collaboration. Project managers who embrace this transformation will be well-positioned to lead successful initiatives in the AI-driven future,” sums up Anja.

Guiding the Shift for Professionals

PMI Belgium plays a vital role in supporting professionals as they navigate the complex landscape of regulatory and technological change. Through a combination of education, community engagement, and thought leadership, the chapter helps project managers stay ahead in an increasingly dynamic environment.

One of the core ways PMI Belgium provides support is through regular events and workshops focused on emerging trends. Initiatives like the “PMI Infinity” series offer practical insights into generative AI and its impact on project management, while major conferences such as the BeNeLux Summit tackle broader themes like innovation and digital transformation in the era of AI.

In addition to events, PMI Belgium partners offer extensive training and certification support. Members benefit from discounted access to globally recognized certifications like PMP, CAPM, and PMI-RMP, as well as to key standards such as the PMBOK Guide. Local training courses and study groups provide opportunities for continuous learning, helping project managers sharpen their skills and adapt to changing technological and regulatory landscapes.

The chapter also fosters peer-to-peer learning through specialized user groups and collaborative meetups.By launching Community of Practices for Life Sciences, Women in Project Management, PMO, Constructions and,PMI Belgium creates a platform for members to exchange experiences, share best practices, and develop solutions to real-world challenges. Furthermore, PMI Belgium actively aligns with broader European initiatives such as the EU Pact for Skills, promoting lifelong learning, digital literacy, and upskilling. By participating in these programs, the chapter helps professionals prepare for new legal frameworks and digital transformation efforts across industries. It also provides guidance on how to leverage European funding opportunities for innovation and skills development

A Holistic Model for Project Management

For Anja, the A.R.T. in project management—Awareness, Rules, and Transformation— represents a holistic approach to leading projects in a rapidly changing world. Applying the A.R.T. of project management means leading projects with conscious intent, structured guidance, and a focus on meaningful change.

It starts with Awareness, which is the foundation of effective leadership. This involves staying fully attuned to the project environment—understanding stakeholder expectations, monitoring team dynamics, and keeping an eye on market trends, regulatory changes, and technological shifts. In practice, this means engaging regularly with stakeholders, listening actively to your team, and using project data to anticipate potential risks and opportunities rather than simply reacting when issues arise.

The next element is Rules, which provide the structure necessary for projects to run smoothly. This includes setting clear frameworks at the start of the project, such as defining the chosen methodology—whether Agile, Waterfall, or Hybrid—and clarifying roles, responsibilities, and governance protocols. It also involves establishing team norms around communication, conflict resolution, and decision-making. These rules are not meant to restrict creativity but to create a shared understanding of how the team will collaborate and deliver results. Additionally, respecting regulatory and organizational guidelines ensures that the project remains compliant and ethically sound.

Finally, Transformation represents the ultimate goal of project management: creating lasting change and delivering value beyond mere task completion. Projects are vehicles for innovation and improvement, whether through digital transformation, process optimization, or cultural change. To lead transformation effectively, project managers must keep the focus on outcomes, not just deliverables. This means communicating the “why” behind the project, managing change proactively by addressing resistance and supporting adoption, and measuring the real impact of the project on the organization. Transformation is not just about finishing a project—it’s about ensuring the results drive long-term growth and improvement.

The New Pillars of Project Leadership

Over the next decade, predicts Anja, project leadership will undergo profound changes as new trends reshape how projects are managed and delivered. One of the most significant shifts will be the move from traditional project management to value-driven leadership. Leaders will no longer focus solely on scope, time, and budget but will prioritize delivering outcomes that generate real, measurable business value. This will require project leaders to think strategically, align projects with long-term organizational goals, and measure success based on impact, not just completion.

Another key trend is the integration of artificial intelligence and advanced analytics into project management. AI will assist in forecasting risks, optimizing resources, and automating routine tasks like reporting or scheduling. Project leaders will need to become comfortable working alongside AI tools, using data-driven insights to make faster and smarter decisions while maintaining the human oversight required for ethical and strategic thinking.

She also feels that there will be an increasing emphasis on adaptive leadership and agility. At the same time, human-centered leadership will become more important than ever. As automation takes over technical and administrative tasks, project leaders will need to focus on emotional intelligence, empathy, and building resilient, diverse teams. Soft skills—such as communication, collaboration, and cultural sensitivity—will be essential for motivating people, resolving conflicts, and fostering innovation in globally distributed teams.

Another trend is the rising importance of sustainability and social responsibility in project management. Future leaders will need to consider environmental, social, and governance (ESG) factors in project planning and execution. Projects will increasingly be judged not just on profitability but on their contribution to ethical practices, social impact, and climate responsibility.
Finally, continuous learning and digital fluency will define successful project leaders. The next decade will bring constant technological change, and leaders must commit to lifelong learning, upskilling, and staying adaptable to new tools and methodologies. This includes understanding emerging fields like AI ethics, cybersecurity, data privacy, and digital transformation strategies.

Vision for Purpose-Driven Leadership

Anja envisions a future where technology, innovation, and human-centered leadership will be more deeply intertwined than ever before. The project landscape is shifting from managing isolated initiatives to orchestrating complex, interconnected transformations that shape how organizations and society function. Over the next five years, project professionals will need to act not just as managers but as change leaders, strategists, and facilitators of innovation.

From a personal and professional standpoint, Anja’s goal is to continue evolving alongside this transformation. She wants to focus on strengthening both her technological literacy and leadership capabilities—staying at the forefront of digital tools like AI and data analytics, while also deepening her skills in emotional intelligence, coaching, and stakeholder engagement. Her ambition, concludes Anja, is to contribute to projects that not only deliver business value but also create positive social and environmental impact.

Mantra for a Lighter Life

“After my laughter and breathing journey, I changed a child’s play into a funny play. When you see a yellow car, you would hit another person. Instead of hitting a person, just smile at the first yellow car, see another one, then laugh. And you will feel your mood change instantly. This is my way to deal with stress: Spot a yellow car and laugh. It impacts my life so helpfully that soon I will drive a yellow car to encourage people to laugh on their way to work or home.”

Across every sector, from energy and materials to transportation and manufacturing, the call for sustainability is growing louder—and more urgent. Climate change, resource scarcity, shifting consumer values, and tightening regulations have all converged into a global reckoning: business as usual will no longer suffice. To remain viable, industries must reimagine not just what they produce, but how they operate—from supply chains and energy sources to waste management and product design.

Yet despite the imperative, the transition is notoriously difficult. Industrial systems are complex and deeply entrenched. Competitive pressures, fragmented value chains, and the sheer scale of legacy infrastructure can make sustainable transformation feel impossible. In many sectors, especially the chemical industry, collaboration between rivals is rare, innovation cycles are long, and the stakes—economic, environmental, and social—are extraordinarily high.

This is precisely the terrain where Charlie Tan thrives. As CEO of the Global Impact Coalition (GIC), Charlie is doing what many deemed improbable: getting some of the largest chemical giants to work together on solving sustainability’s toughest problems. By championing radical
collaboration, systems-level thinking, and results-driven innovation, he is catalyzing an industrial movement that prioritizes climate action without compromising competitiveness.

Whether it’s launching joint R&D initiatives to tackle plastic waste, piloting circular supply chain models, or amplifying corporate commitments at global forums, Charlie’s leadership is redefining what progress looks like in hard-to-abate industries. His work isn’t just about driving change—it’s about making sustainability operational, scalable, and, most importantly, shared.

Driving Collective Reinvention

Charlie’s journey into climate innovation didn’t start in an office environment —it started knee-deep in the realities of waste. He used to run a successful shipping waste oil collection business, working in ports around Africa, the Middle East, and Asia, where the environmental impact was inescapable and impossible to ignore. It was gritty, it was complex, and it taught him two things fast: one, the sustainability gap is often operational, not ideological; and two, change only happens when you align interests across players who don’t normally sit at the same table.

Later, at the World Economic Forum, Charlie had the chance to scale that thinking globally, working with CEOs, ministers, and innovators trying to drive systemic change. That experience gave him a front-row seat to what works (and what doesn’t) when you’re trying to build real momentum across sectors.

The idea for GIC came from seeing the same pattern repeat: high-level ambition on climate, but limited follow-through at scale. He worked closely on the foundations of GIC when it was being built inside the WEF, so it seemed a natural fit to transition to the role of CEO. It certainly wasn’t handed to him, and had to be built from scratch, but with a broader level conviction that collective leadership could fill a critical gap between ambition and action.

Now at GIC, Charlie has brought those lessons with him: stay grounded in operational reality, focus on outcomes, and build coalitions that actually deliver.

Turning Ambition into Action

At the Global Impact Coalition (GIC), the mission is to accelerate the chemical industry’s transition to net-zero emissions and circularity by co-developing solutions that are commercially scalable and impossible to achieve alone. It is not a think tank—it is a CEO-led platform that transforms ideas into real-world impact. Its members include some of the world’s largest chemical companies, and together, they tackle high-risk, high-reward challenges through shared investment, technical collaboration, and rapid project deployment.

“Less talk, more results” is more than a mantra—it’s GIC’s operating model. For instance, its circular plastics initiative in the automotive sector: with over 100 kg of plastics used per vehicle and less than 10% recycled globally, the EU’s End-of-Life Vehicle regulation is pushing manufacturers to rethink their materials. GIC stepped in to unite chemical majors, OEMs, and recyclers to build a cross-industry solution that addresses supply, traceability, and material specifications. It has already launched pilots, tested recycled materials in actual car parts, and is now building a roadmap to scale across markets.

From advanced recycling and direct waste-to-chemical conversion to sustainable olefins and R&D hubs, GIC’s portfolio is designed to de-risk innovation, connect value chains, and scale what works. It is proving that when industry leaders collaborate, sustainability becomes not just possible—but profitable.

Global Impact

The WEF gave GIC its first breath of air —and that mattered. It allowed GIC to launch with access to top-tier leaders across industries and geographies and gave early credibility to what it was building. But from the beginning, the organization knew it didn’t want to stay in a purely convening role. It wanted to move fast, stay lean, and be laser-focused on results—not just visibility. That’s why a decision was made to spin out as an independent, Swiss-based association.

GIC has kept the global reach, the senior-level access, and the spirit of collaboration that WEF helped catalyse. But it has built its own model of governance and built its own strategy for impact. Given the hard times the industry is facing, it is important to lead with the value proposition.
Every member of GIC has skin in the game. They co-fund projects, they sit on the Executive Committee and CEO Advisory Boards, and they help steer the priorities.

“It’s not just symbolic membership—it’s active collaboration. That structure gives us the flexibility to work across borders and sectors while staying grounded in real outcome delivery,” emphasizes Charlie.

Where Urgency Meets Execution

GIC focuses on solutions that are both climate-relevant and commercially viable in the short to mid-term. That means looking for projects that already have some market traction, but need a coordinated push—whether that’s shared investment, demand aggregation, or regulatory clarity. It doesn’t chase shiny ideas that look great on slides but can’t scale.

Charlie shares that it’s also about timing. One needs to act with urgency, but one can’t rush things that aren’t ready. They ask: What will make a difference in the next 2–5 years, not just the next quarter? And who needs to be at the table to make that happen?
“For me, it’s a mindset shift. Urgency doesn’t mean chaos. And feasibility doesn’t mean playing it safe. It’s about finding that edge—where ambition and practicality meet—and putting real resources behind it. That’s where the work gets interesting,” says Charlie.

Prioritizing the Initiatives

To gain clarity on which technologies or initiatives need to be prioritized within the coalition, Charlie tries to ask three key questions before incubating anything:

Does it align with high-impact pathways for the chemical industry?
For example, the IEA highlights electrolytic hydrogen and CCU as primary tools for chemical industry decarbonization, alongside high-temperature heat pumps for energy efficiency. Similarly, chemical recycling is gaining traction—Europe recycles only ~30% of plastics, while post-consumer plastics in landfill or incineration represent ~67%, indicating massive room for improvement.

Is real demand building—but blocked by coordination challenges or unclear policy?
Take plastics for automotive: the global chemical recycling market is approaching USD 15 billion in 2023 with 9.4 % CAGR, driven by demand from automotive OEMs. Yet fragmented supply chains and patchy regulations mean projects stall in pilot mode.

Is there committed leadership?
Every GIC initiative needs executive leadership who are ready to co-invest, open operations, and steer scale-up. Without that, even promising projects never leave the runway.

Ensuring Scalability

Charlie often finds that too many climate initiatives get stuck in “pilot paralysis”—great ideas, great press releases, but no pathway to scale. With the GIC, his team does try and build for commercial scale from day one. That means they don’t run pilots just to prove technology—they run them to test market readiness, business models, and the real-world frictions that come with cross-company collaboration.

He believes a key part of this is starting by making sure the right players are at the table early—procurement teams, commercial leads, not just sustainability officers. If the people responsible for buying, scaling, or integrating a solution aren’t involved, the pilot won’t go anywhere.

Second, every project has shared ownership. GIC’s members co-fund, co-design, and commit resources—not just opinions. That level of skin in the game helps avoid the “we’ll watch and see” dynamic that kills momentum.

Third, they focus heavily on market signals and regulation. For example, in their automotive plastics project, they mapped upcoming EU End-of-Life Vehicle (ELV) regulations directly to recycling integration targets. That alignment gives the pilot a real policy tailwind—and de-risks commercial buy-in.

Finally, they don’t wait until a pilot ends to plan for scale. They identify early what the scale barriers are—feedstock availability, lack of demand certainty, policy gaps—and begin solving those in parallel.

Building Momentum with First-Year Wins

It’s been a tough year for the chemical industry—margin pressure, regulatory shifts, and growing investor scrutiny. So, the fact that GIC has grown its membership during this period says a lot.

Charlie shares that they have welcomed new global players—spanning chemicals, mobility, and recycling—which tells that what they’re building at GIC is not just relevant, but urgently needed. Companies aren’t joining for the branding. They’re joining because they see GIC as a platform that helps them de-risk, accelerate, and scale sustainability commitments in a commercially smart way.

On the delivery side, GIC launched its first flagship project: a circular plastics initiative focused on the automotive sector. It’s a space with high pressure—OEMs need to integrate more recycled content to meet new EU targets, yet the supply chain is fragmented. GIC brought the key players together—chemical producers, carmakers, recyclers—and co-designed two real-world pilots, now underway in Europe.

On top of this, it is announcing at the end of summer 2 additional spin-offs from the GIC, with completely different focuses, but equally as important. And much more to come!

Promising Technologies for Decarbonization

GIC focuses on technologies that are commercially relevant, strategically aligned with global decarbonization priorities, and stuck—usually because of fragmentation, cost barriers, or policy uncertainty. GIC’s role is to unlock that next level of momentum by bringing the right companies together around shared solutions.

Right now, shares Charlie, a few areas stand out:

Traceable recycled plastics
GIC’s work in the automotive sector is advancing the use of high-quality, chemically recycled plastics in real vehicle components—like bumpers and interior trims. What’s promising isn’t just the tech—it’s the infrastructure we’re building around it: shared standards, traceability tools, and joint investment in feedstock sourcing. With the upcoming EU ELV regulation demanding more recycled content, this is a clear decarbonization lever with market demand behind it.

Drop-in low-carbon feedstocks
GIC is exploring how to accelerate the use of bio-based or waste-based feedstocks that can replace fossil-based inputs in existing chemical infrastructure. These “drop-in” solutions avoid the cost and complexity of retooling entire plants, which makes them scalable if supply and certification barriers are solved—something GIC is actively working on.

Barriers Hindering Circularity

One of the biggest barriers, per Charlie, is fragmentation—across supply chains, standards, and incentives. There are recyclers, chemical producers, and end users all speaking different languages, operating on different timelines, and dealing with different regulations. That lack of alignment makes it incredibly difficult to scale circular solutions.

Second, there’s a major trust and traceability gap. Companies want to use recycled content, but they don’t always trust the quality or can’t prove where the material came from. Without reliable data and certification systems, recycled plastics remain niche instead of mainstream.

Third, the business case is often shaky. Virgin materials are still cheaper in many cases, and policy frameworks aren’t yet doing enough to tip the balance. Even companies that want to shift to circular models struggle to justify the cost, especially in a margin-constrained environment like we’ve seen this past year.

Aligning for the Common Goals

As the CEO, Charlie needs to foster alignment among GIC’s diverse members. This alignment starts with a shared reality: every one of the members—whether it’s BASF, LG Chem, Mitsubishi Chemical Group, or others—is under pressure to decarbonise, secure supply chains, and respond to customers and regulators who are demanding more sustainable products. So, while they may compete in some areas, they’re facing many of the same challenges—and increasingly see collaboration as a strategic advantage, not a risk.

GIC helps them focus on what unites them, not what separates them. GIC structures its projects around common bottlenecks: fragmented infrastructure, regulatory uncertainty, and unclear demand signals. “When you put those problems on the table, it’s amazing how quickly alignment starts to form,” remarks Charlie.

GIC also makes sure the members have skin in the game. This isn’t a passive network—one doesn’t join just to listen in. Every member contributes funding, helps shape the agenda, and commits resources to delivery. That shared ownership drives accountability.

“And finally, we keep the conversation high-level and hands-on. We’ve got CEOs and executive teams aligned, but we also engage deeply with the technical and commercial leads to make sure what we’re building is actionable. It’s that top-down and bottom-up approach that makes the coalition actually work,” says Charlie.

Blueprint for Industrial Sustainability

Charlie believes the future circular chemical industry will feel, hopefully, surprisingly normal. That’s the goal. Recycled feedstocks, carbon transparency, and circular design won’t be innovation headlines—they’ll just be how the system works. The products won’t change—but the processes, the supply chains, and the emissions behind them will look totally different.

His job as CEO of the GIC is to help make that shift both faster and easier for the companies trying to lead. Right now, the burden of change is still too high. It’s hard to secure consistent recycled feedstocks. It’s hard to trace emissions. It’s hard to make a circular product that also works commercially. GIC exists to lower those barriers—by creating shared solutions, shared infrastructure, and shared investment.

“How close are we? Honestly, we’re maybe 30% there, closer in some product categories, like packaging, but much further behind in complex sectors like automotive or electronics. The technical tools are emerging. What’s missing is system-level alignment and scale. That’s what we’re building. But I’m optimistic. What we’re seeing now—from regulations to customer demand to investor pressure—is creating a new kind of momentum. Companies aren’t asking “if” anymore. They’re asking “how”—and that’s a major shift,” concludes Charlie.

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A Quote to Live By:

One quote that’s stuck with Charlie is: “Don’t confuse motion with progress.”
He explains:
“In the sustainability world—and especially in big industry—it’s easy to stay busy. There are always meetings, roadmaps, and projects to work on. But activity isn’t the same as impact. I try to remind myself (and the teams I work with) that doing less, better, is often more powerful than chasing everything at once. Focused action beats scattered effort every time.
It’s something we take seriously at GIC. We’re not here to be the loudest voice in the room—we’re here to get real things done.”

Jeff Gerson is a distinguished technology executive with deep experience in financial services. He currently serves as the Managing Director and Chief Information Officer at Leerink Partners where leads a dedicated team to steer the firm through its digital transformation. Jeff also concurrently served as a Divisional CIO at Silicon Valley Bank for four years and helped guide Leerink through one of the most critical transitions in its history, back to being an independent identity. For more than two decades, Jeff has helped organizations navigate technological change with a steady focus on innovation, resilience, and operational excellence. He has also been honored for his contributions, as a two-time Boston CIO of the Year (Orbie) finalist, recognized for his leadership in complex, high-stakes environments.

In addition to his role at Leerink Partners, Jeff is leader of AITEC, where he drives collaboration with industry peers to foster innovation and knowledge sharing. He also serves on the Babson College Advisory Board, contributing his expertise to support the institution’s mission of shaping entrepreneurial leaders.

Jeff’s multifaceted career reflects his commitment to leveraging technology, strategic thinking, and leadership to create meaningful impact within the financial industry.

Early Career: Seizing Opportunities and Becoming Inspired to Drive Change

From the outset of his career, Jeff was drawn to leadership—not simply as a title, but as a means of driving meaningful change. While many professionals find fulfilment as individual contributors, he was always compelled by a broader vision: the ability to shape strategy, foster innovation, and inspire cross-functional teams to achieve more than they thought possible.

Jeff’s time at Babson College played a pivotal role in cultivating this mindset. Babson’s deeply rooted entrepreneurial culture instilled in him a passion for innovation and strategic thinking, reinforcing his inclination toward leadership. It was an environment that encouraged calculated risk-taking, problem-solving, and a forward-thinking approach, qualities that would later prove invaluable in navigating the evolving landscape of technology.

The rise of the internet and the dot-com boom further accelerated Jeff’s trajectory. It was an era of boundless opportunity, where rapid digital transformation created new industries, business models, and leadership demands. He found himself naturally drawn to these dynamic challenges, stepping into leadership roles that allowed him to contribute to this wave of innovation.

A defining aspect of Jeff’s journey was the mentorship he received early in his career. At one point he had the privilege of working under the well-regarded CTO of a technology consulting firm who left a lasting impression on him. He exemplified what true leadership could accomplish—not just in managing teams, but in fostering an environment of empowerment, creativity, and transformation. His guidance underscored the profound impact that strong leadership has in shaping both organizations and individuals. That experience cemented Jeff’s belief in the importance of mentorship as a cornerstone of professional growth.

“My journey has been defined by a desire to explore, lead, and create lasting impact through transformation. Technology’s rapid evolution continues to challenge and inspire me. That’s why I stay deeply engaged in innovation, mentorship, and shaping a future that’s both resilient and forward-thinking,” Jeff shares.

The Core of Leadership: Navigating Complexity with People and Purpose

Jeff believes that success in leadership is built on a foundation of strong decision-making, meaningful relationships, and the ability to navigate complex ecosystems. At the core, a great leader relies on a blend of common sense and logic to guide critical decisions. While data and analysis play an essential role, sound judgment and intuition often make the difference between a good decision and a great one.

Equally important is the ability to build and nurture relationships. Leadership isn’t just about strategy—it’s about people. Understanding different perspectives, actively listening, and fostering trust allows leaders to create environments where collaboration thrives. This is especially true in dynamic industries like technology, where long-term relationships with IT teams, peers, and external vendors are essential for success. Trusted experts not only enhance teamwork but also provide a valuable network of insights and support.

A successful leader, Jeff reflects, also recognizes that knowledge is power. Combining experience, industry expertise, and input from a diverse range of sources leads to more informed, forward-thinking decisions. No leader operates in a vacuum; leveraging collective knowledge strengthens both strategy and execution.

“The key lies in the ability to construct and sustain a dynamic ecosystem—one that integrates people across multiple dimensions, fosters innovation, and generates actionable insights. By cultivating these qualities and continuously refining them, I strive to create not just strong business outcomes, but a culture of resilience, collaboration, and progress,” says Jeff.

The Test of Leadership: Steering Through Uncertainty and Rising Above

Throughout his 23 year career as CIO, Jeff led organizations in the high-stakes, fast-paced world of financial services, where risk management, regulatory compliance, and stringent security demands are unrelenting. Serving a highly demanding and sophisticated user base, he has consistently navigated complex challenges, balancing innovation with operational stability in a heavily regulated industry. His leadership has been tested across some of the most pivotal financial and technological disruptions, including the dot-com bubble, the financial crisis of 2008, and the 2023 collapse of parent Silicon Valley Bank (SVB) – an event that triggered widespread disruption across regional banks and innovation economy, raising systemic concerns and heightening operational uncertainty in global markets. Each of these experiences reinforced the importance of balancing immediate challenges with long-term resilience and understanding the broader implications of decisioning and business outcomes.

“Leading through significant change requires a balance of decisiveness, strategic foresight but also knowing when to take calculated risks and when to pause for a more measured approach. Change is rarely linear and understanding where you stand in those cycles is key to informed, timely decision-making,” says Jeff.

During the dot-com boom and bust, Jeff’s organization was acquired by IBM, immersing him in the complexities of merging distinct corporate cultures and the operational complexities of being absorbed by a global enterprise. This experience strengthened his ability to keep teams aligned during periods of rapid change. The 2008 financial crisis presented a different test of leadership, marked by intense pressure to reduce costs while preserving long-term value. Jeff had to make tough trade-offs, including adjusting staffing levels, reassessing IT investments, and taking a more proactive approach to technical debt.

Jeff reflects, “Navigating the 2008 financial crisis as CIO taught me that resilience isn’t just about cutting costs—it’s about making hard decisions with empathy, preserving long-term value while facing short-term pain, and placing strategic investments in talent and technology not only to survive, but to emerge stronger and more focused.”

The collapse of Silicon Valley Bank posed Jeff’s most complex leadership test, casting significant uncertainty over Leerink’s future. Leerink had been operating independently from SVB for over four years, but had been gradually assuming regulatory responsibilities, dual reporting structures, and other functions required to operate more aligned within SVB. When the commercial bank suddenly failed, Jeff led a rapid response to unwind shared services, reassess critical IT infrastructure, accelerate the spinoff of two business lines, and execute a fast-tracked rebranding effort to preserve client confidence and stability. This period demanded decisive leadership, operational agility, and steadfast commitment to ensuring business continuity.

Pioneering Peer Collaboration: The AITEC Legacy

The most innovative part of Jeff’s tenure involves the founding of a peer network focused on investment banks that he originated in 2008 and merged with AITEC in 2016. This formed an overall peer network membership of over 350+ firms globally with 500+ members that spans alternative investment firms with over U.S. $4.2 trillion in assets under management.

Jeff continues to cultivate strong relationships with fellow industry CIOs, spearheading discussionson at organized roundtables, vendor events, monthly discussions and more. He can address timely business topics with guidance on issues encompassing people, processes and technology. For instance, recent discussions on how investment banks can navigate the risks and benefits of AI have been invaluable. They shared perspectives on AI governance/policies, training, technologies, vendors and legal/regulatory implications, enabling Jeff to launch an effective approach for Leerink Partners.

Staying up to date with the latest trends and developments in the industry is essential, agrees Jeff, especially in a field that moves at an incredibly fast pace. No one can claim to know everything—most of us operate within highly specialized environments—but the key to staying informed is recognizing that learning is an ongoing process. Engaging with peers, industry leaders, and other organizations provides invaluable perspectives that help fill knowledge gaps and broaden strategic thinking.

Relying solely on individual experience is limiting. To gain a well-rounded view, Jeff prioritizes diversifying sources of knowledge, leveraging insights from peers, vendors, expert channels like IANS Research, industry conferences, and continued networking. These varied inputs help ensure that decisions are based on a broader, more informed understanding of the landscape.
Being connected to the right people is just as critical as staying informed. Real conversations and firsthand experiences can often be more applicable to solving key business and technology challenges than sanitized information.

Building Leaders: Mentorship, Growth, and Team Development

“Another key factor in successful leadership is building the right team and empowering them to succeed. Leadership is not just about making decisions—it’s about leveraging talent, fostering collaboration, and creating an environment where individuals feel supported and challenged. The best leaders recognize when to delegate, how to develop their teams, and how to create a culture of trust,” he says.

In his role as CIO, cultivating a nurturing environment focused on employee engagement, lifelong learning, and career progression stands at the core of Jeff’s talent management philosophy. At Leerink, the approach is intentionally designed to attract, develop, and retain exceptional talent, emphasizing the creation of a workplace where each individual is not only engaged and empowered but also appropriately rewarded for their contributions.

A prime illustration is the career arc of an esteemed member of their IT team, who embarked on his journey with the company 17 years ago as a contractor. His journey followed a strategic progression through multiple stages, initially serving as a member of the IT Operations teams, advancing to become the lead infrastructure engineer, and then transitioning into the security domain where he ultimately established the firm’s current security program. His career trajectory exemplifies Leerink’s approach to career advancement, crafted by a series of hands-on development opportunities, training, and mentorship.

Over the years, Jeff has had the privilege of guiding several members through similar trajectories across domains such as Engineering and Compliance. Employing the same approach, he helped identify their unique strengths and guided them toward roles that fostered their personal growth while aligning with the firm’s needs. The success of this approach is reflected in the longevity of his team, with the majority having been with him for nearly a decade and newer positions representing those with shorter tenures.

Beyond the Office: Building a Life of Purpose and Balance

Successfully managing the demands of executive leadership while maintaining a fulfilling personal life requires intentional decision-making and adaptability as well as the ability to remain attuned to both professional and personal priorities. Leading in demanding environments reinforced the necessity for balance – not only for personal well-being but also for sustaining long-term effectiveness as a leader. For Jeff, engaging in structured personal activities is essential for maintaining a sense of stability amid the demands of a high-pressure leadership role. Whether through family engagement, sports fandom, community involvement, or other personal commitments, having dedicated outlets fosters sustainability.

Jeff’s carries this philosophy into his leadership approach, encouraging his teams to build their own sense of balance and perspective. He believes that supporting personal priorities alongside professional goals builds stronger, more resilient teams that can address challenges with focus, creativity, and purpose.

A Network of Trust: The Heart of Jeff’s Legacy

Jeff’s legacy is deeply rooted in the lifelong relationships he has built with Leerink leaders, staff, IT vendors, and industry peers. Together, they have created a sustainable network of trust and collaboration that has shaped both the organization and its people over decades. Jeff has focused on cultivating strong, enduring partnerships, working side by side with his teams and complemented by the expertise of vendors and peers. While technology, products, and policies inevitably evolve, it is these relationships that have remained the driving force behind progress and the foundation for overcoming challenges.

Exclusive conversation and discover his journey in our latest digital edition

The fire service industry plays a critical role in safeguarding communities, ensuring that first responders are equipped with the skills and tools necessary to handle emergencies effectively. At the heart of this mission is Maggie Scaletty, a visionary leader dedicated to enhancing firefighter training through innovative solutions. As the CEO of WHP TrainingtowersTM, Maggie has been instrumental in shaping the future of fire training infrastructure, ensuring that firefighters receive the highest quality preparation for the challenges they face.

Maggie’s expertise in business and construction management, combined with her passion for the fire service, has positioned WHP as a trusted partner in delivering purpose-built training towers that meet the evolving needs of fire departments across the country. Through strategic collaborations and a deep understanding of the industry, she continues to drive innovation, making a lasting impact on firefighter training and safety.

A Legacy of Leadership and Innovation

From the very beginning, Maggie’s journey has been shaped by deep-rooted family values and a commitment to excellence. While she explored various paths early in her career, the pull toward the family business remained undeniable. The opportunity to work alongside her father and siblings was more than just a professional choice it was a calling.

Gaining experience outside the company allowed Maggie to refine her skills and broaden her perspective, but the true fulfillment came from building something meaningful with the people she trusted most. Business success, to her, is not just about growth; it’s about shared achievements, lasting impact, and the ability to innovate while staying true to our core values. This passion continues to drive Maggie, as she leads WHP TrainingtowersTM, ensuring that its contributions to firefighter training makes a real difference in communities nationwide. Under her leadership, WHP TrainingtowersTM has become the Official Training Tower Partner of the Firefighter Challenge League, reinforcing its commitment to firefighter readiness and excellence.

WHP Trainingtowers™: Elevating Firefighter Training with Innovation

For over 45 years, WHP Trainingtowers™ has been at the forefront of firefighter training, providing cutting-edge, durable training structures designed by firefighters and engineers. With more than 1,000 installations worldwide, WHP has established itself as a trusted leader in fire training infrastructure.

The company was founded on a commitment to safety and excellence, ensuring that firefighters receive realistic, scenario-based training that prepares them for the challenges of modern firefighting. WHP offers structural steel fire training towers and grant-eligible modular fire training systems, tailored to meet the diverse needs of fire departments.

A key innovation is the Padgenite Interlock™ thermal lining system, which allows continuous live-fire training without cooldown periods, making it one of the most durable and efficient burn room solutions available. WHP’s turnkey approach ensures seamless execution from design and construction to NFPA inspections, reinforcing its dedication to firefighter readiness.

With a vision for global expansion, WHP Trainingtowers™ continues to push the boundaries of fire training technology, ensuring that firefighters worldwide have access to state-of-the-art training environments that enhance safety, efficiency, and preparedness.

Setting the Standard in Firefighter Training

At WHP Trainingtowers™, Maggie and her team don’t just build fire training structures they engineer solutions that redefine firefighter preparedness. WHP’s turnkey approach ensures that every training tower is meticulously designed, constructed, and maintained to meet the highest industry standards. From customized designs to NFPA-compliant inspections, WHP provides a seamless experience that guarantees durability and reliability.
What truly sets WHP Trainingtowers™ apart is its commitment to innovation. Its rugged dual-frame, fully galvanized structures are built to withstand the toughest training conditions, ensuring longevity and safety. Designed by firefighters and engineers, the towers integrate real-world expertise with cutting-edge advancements, making them the preferred choice for fire departments nationwide.

Advancing Firefighter Training Through Innovation

At WHP Trainingtowers™, firefighter safety isn’t just a priority it’s the mission. They work closely with industry professionals to develop cutting-edge training environments that prepare firefighters for real-world emergencies. WHP’s training towers are designed to meet and exceed NFPA 1402 standards, ensuring that every structure provides a realistic, controlled live-fire experience.

By integrating engineering expertise with firefighter insights, WHP creates training solutions that enhance performance, teamwork, and safety. The firm’s commitment to innovation means continuously refining its designs to reflect the evolving challenges of fire service, helping firefighters hone their skills with confidence. WHP doesn’t just build training towers, they build lifesaving opportunities.

Leading with Integrity and Purpose

Maggie’s leadership philosophy is deeply rooted in the values instilled by her father, retired Fire Chief Bill Jahnke. His unwavering dedication to service shaped her belief that hard work, integrity, and commitment are the cornerstones of success. At WHP TrainingtowersTM, she upholds these principles by delivering exceptional solutions to the fire industry, ensuring that every project reflects the firm’s passion for firefighter training and safety.

Beyond excellence in service, Maggie believes leadership thrives in a collaborative and engaging environment. At WHP, she fosters a culture of participation, where every team member is empowered to lead, innovate, and grow. Balancing professionalism with a positive, dynamic workplace, she creates an atmosphere where dedication meets enthusiasm driving progress while making the journey rewarding.

As the CEO, every decision Maggie makes at WHP Trainingtowers™ is driven by a long-term vision—one that prioritizes both the growth of the company and the safety of firefighters nationwide. Whether it’s refining training methods, enhancing design innovations, or expanding WHP’s reach, each step is taken with deliberate intent to ensure lasting impact.

By combining industry expertise with a forward-thinking strategy, Maggie focuses on solutions that strengthen firefighter preparedness while maintaining the highest standards of quality and reliability. As she leads WHP, Maggie ensures that every decision contributes to a safer, more effective future for the fire service industry.

Navigating Challenges with Innovation and Strategy

Leading a dynamic organization like WHP Trainingtowers™ requires assembling a team of skilled, dedicated professionals who share a commitment to excellence. With projects spanning design, construction, and firefighter training, Maggie shares that maintaining a balance between innovation and operational efficiency is key. Staying flexible yet process-driven allows the firm to adapt to evolving industry needs while ensuring seamless execution.

The fire training industry itself faces constant demands for innovation. Departments need cost-effective, realistic training solutions that maximize budgets without compromising quality. At WHP, Maggie and her team address these challenges by developing custom tailored training facilities that provide authentic, scenario-based learning environments. By combining engineering expertise with firefighter insights, WHP continues to push the boundaries of effective, accessible training, ensuring that fire departments nationwide are equipped for success.

Innovation and Technology: Shaping the Future of Firefighter Training

At WHP Trainingtowers™, innovation isn’t just a goal it’s the foundation of everything the firm does. It continuously explores new ideas and technologies to enhance its training solutions, ensuring firefighters receive cutting-edge, practical advancements that improve their readiness and safety. By staying ahead of industry trends, WHP maintains its leadership position, delivering purpose-built training environments that evolve with the needs of fire departments.

Technology, shares Maggie, plays a transformative role in modern fire training, offering limitless possibilities to refine techniques, improve safety protocols, and strengthen leadership development. While WHP embraces new tools and methodologies, its focus remains on real-world effectiveness ensuring every innovation directly enhances firefighter preparedness.

Shaping the Future of Firefighter Training

The fire training and safety equipment industry, observes Maggie, is undergoing a transformative shift, with a growing emphasis on firefighter health and safety. As training environments become more sophisticated, there are significant opportunities for innovation, particularly in realistic, scenario-based learning that enhances preparedness while minimizing risks.
One of the most exciting developments, she shares, is the integration of fire science research into training methodologies. Studies on materials, flow paths, and ventilation techniques have revolutionized how firefighters approach emergency situations, leading to safer and more effective protocols. WHP Trainingtowers™ is committed to incorporating these best practices into its training solutions, ensuring that firefighters receive cutting-edge instruction that reflects the latest advancements.

Looking ahead, Maggie feels that the future of fire training will focus on speed, efficiency, and safety. As technology continues to evolve, firefighters will be equipped with advanced tools and techniques that enable faster, more precise responses under pressure. By staying at the forefront of industry trends, WHP Trainingtowers™ is dedicated to driving innovation and shaping the next generation of firefighter training.

Expanding Horizons: WHP TrainingtowersTM’ Vision for Growth

At WHP Trainingtowers™, expansion isn’t just about scaling up it’s about meeting the growing demand for innovative firefighter training solutions. With multiple projects underway, WHP has recently opened a second location to enhance production capacity. A key focus of this expansion is its patented Padgenite™ interlock burn liner, a high-performance thermal lining system that has seen surging demand. By investing in an additional production facility, WHP is ensuring that fire departments nationwide have access to cutting-edge training environments that enhance safety and effectiveness.

Looking ahead, WHP’s five-year vision is clear: strengthen its presence in the U.S. while expanding globally.

“With training towers already established in several countries, we’re poised to extend our reach, bringing advanced firefighter training solutions to departments worldwide. While international growth requires strategic planning, we are confident that our expertise and commitment to innovation will continue to shape the future of fire training,” concludes Maggie.

A Quote to Live By:

Quoting Abraham Lincoln, Maggie says, “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” This illustrates the importance we place on preparation and deliberate planning, which is at the core of how we design and build all of our training towers.

Quote: “At WHP, we don’t just follow industry trends—we lead them, continuously evolving to meet the ever-changing demands of firefighter training.” -> I like this quote the best. – We’ll use this quote as the first one in the PDF Version

Quote: “We’re leading the way in innovative training tower construction and are committed to growth and excellence in firefighter training.”

Quote: “Witnessing firefighters’ pride when they receive their new training towers, and sharing our team’s achievements with industry leaders are moments that reinforce our purpose and passion.”

Quote: “We select candidates based on skill and capability, regardless of race or gender. Our organization values talent and understands that excellence can be found in diverse backgrounds.”

Visit digital magazine:- The Most Innovative Leaders in Fire Training Construction for 2025

Guy Daniello, CEO and Founder of Peloton Consulting Group, stands out as a transformative leader in today’s digital transformation world. Known for his core values of connectivity, transparency, and inclusion, Guy has built a firm that empowers organizations to navigate digital transformation journeys by aligning people, processes, and technology., 

Under Guy’s guidance, Peloton leverages advanced technologies, such as Enterprise Performance Management (EPM), Enterprise Resource Planning (ERP), Supply Chain Management (SCM, Human Capital Management (HCM and cloud-based analytics to deliver measurable, lasting impact. His approach combines technological innovation with a strong focus on collaboration, accountability, and client success. By prioritizing customer-centric innovation and creating a culture of accountability, he ensures that every transformation journey is not only effective but also sustainable. His leadership philosophy underscores the importance of empowering teams and embracing change, making Peloton a beacon of excellence in the consulting industry.

A Legacy Built on Passion & Vision

Guy’s professional journey began with a simple, powerful insight: technology alone doesn’t drive transformation – people do. This belief led him to establish Peloton Consulting Group, a firm dedicated to partnering with clients to not only implement technology but to enable fundamental business change and process improvement.

Solutions That Power Transformation

Peloton Consulting Group is a leading management and IT consulting firm, offering end-to-end digital transformation services. The firms’ capabilities span Advisory, Implementation, and Managed Services, with deep capabilities in:

• Enterprise Performance Management (EPM)
• Enterprise Resource Planning (ERP)
• Supply Chain Management (SCM)
• Human Capital Management (HCM)
• Customer Experience (CX)
• Analytics, Data Management, Integrations, and Cloud Infrastructure

With a focus of aligning strategy and execution, Peloton delivers results through its proprietary “Peloton Way” — a unique approach that aligns people, processes, and technology to drive measurable business results. 

“We don’t just deliver systems—we deliver transformation,” emphasizes Guy.

Leadership That Inspires

Guy’s leadership style emphasizes empowerment, trust, and collaboration. He believes in surrounding himself with the right people and giving them the autonomy to make impactful decisions. His guiding principles have been instrumental in driving Peloton’s growth and success:

– Customers as Partners: Co-creating success through collaboration  

– Fact-based Decisions: Leveraging data for clarity and direction

– Continuous Learning: Fostering an adaptive, innovative, curious workforce  

– Fire Bullets, Then Cannonballs: Testing ideas before investing big, calculated risk-taking and effective execution

– Culture of Ownership: Encouraging all team members to lead  

These values have shaped Peloton into a high performing, inclusive organization that consistently delivers results.  

Overcoming Challenges in Digital Transformation

Guy believes alignment – across people, processes, and technology – is the cornerstone of successful digital transformation. Many organizations invest in advanced technologies without adequately preparing their workforce or modernizing outdated processes, which hampers the realization of their full potential.

Another critical challenge is change management. Without clear communication, comprehensive training, and leadership buy-in, even the most sophisticated technology implementations can fail to deliver results. 

Peloton places a strong emphasis on stakeholder engagement, communication, and adoption strategies from the outset. The result: clients realize the full potential of their investments, not just system implementation.  

Staying Ahead of the Curve

Peloton remains at the forefront of technological advancements by being practitioners of their own solutions, Running its own operation on Oracle Fusion Applications. Peloton’s strong partnerships with technology leaders like Oracle keep them aligned with the latest platform advancements. Internally, the company fosters a culture of experimentation and continuous learning, encouraging teams to test new ideas, refine methodologies, and share insights. This dynamic approach ensures that Peloton not only stays ahead of technological trends but also delivers cutting-edge, impactful solutions to its clients. This hands-on approach, coupled with investments in R&D and strategic alliances, keeps the firm aligned with the latest innovations.

Artificial Intelligence as a Strategic Enabler 

Guy underscores the transformative role of artificial intelligence (AI). From financial forecasting to supply chain optimization and personalized customer experiences, Peloton integrates AI and machine learning to drive better decisions, automation, and predictive insights.

Looking ahead, Guy envisions AI becoming more intuitive industry specific. Peloton’s role, he says, will be to demystify AI, guiding clients to implement it responsibly while enhancing – not replacing – human capability. 

Customer-Centric Innovation

Guy believes that empathy is the foundation of customer-centric innovation. Peloton teams are trained to listen deeply, understand client pain points, and co-create solutions that go beyond strategic alignment to address day to day challenges.  

Cross-functional collaboration, open dialogue with clients, and a proactive mindset ensure that innovation leads to meaningful outcomes, not just outputs. This customer first philosophy drives both lasting partnerships and measurable results.

Empowering Employees 

Guy highlights Peloton’s unwavering dedication to its people, recognizing that employee engagement and professional growth are as vital as technological investments. From the very beginning, employees are equipped with robust training programs, mentorship opportunities, and leadership roles, fostering a sense of empowerment and purpose. The company provides a clear career trajectory, nurtures a collaborative culture, and ensures open access to executive leadership, creating an environment where individuals can thrive.

Peloton also places a strong emphasis on balance and community. Celebrating achievements and supporting one another during challenges are integral to the company’s people-first philosophy. This approach not only cultivates loyalty and high performance but also reinforces the belief that engaged employees are the cornerstone of delivering exceptional outcomes for clients. Through these efforts, Peloton continues to build a workplace where innovation, growth, and camaraderie flourish.

Philanthropic Work

Through the Peloton Kids Foundation, Guy extends his values of empowerment and opportunity to communities. The foundation supports children and families through funding, mentorship, and educational programs.

“Philanthropy isn’t a side initiative—it’s core to our identity. It reinforces our values of compassion, responsibility, and impact beyond business,” says Guy.

Shaping the Future of Consulting 

Guy predicts several key trends shaping the next era of consulting. Among these are a transformative future where Oracle AI agents fundamentally reshape how organizations operate within their Oracle Cloud Fusion ecosystem. As we guide customers through AI-enabled deployments, we’re witnessing unprecedented efficiency gains across critical business functions. In Finance, intelligent agents are revolutionizing accounts payable by automatically matching invoices, detecting anomalies, and streamlining approval workflows, reducing processing time by up to 80% according to Oracle’s internal studies. Supply chain operations are being transformed through predictive agents that anticipate demand fluctuations and optimize inventory levels. In Human Resources, AI agents are enhancing talent acquisition by intelligently screening candidates and providing real-time workforce analytics. This agent-driven approach represents a paradigm shift toward intelligent, self-learning systems that continuously adapt and optimize business processes, delivering measurable value for our clients.

Consulting firms will move from being project-based implementers to long-term strategic partners. As technologies evolve faster, clients will rely on trusted advisors who can help them stay agile, innovative, and compliant.

Firms will need to offer continuous value, not just one-time solutions. Peloton is already embodying this model with managed services, innovation labs, and strategic advisory offerings that extend well beyond go-live.

To stay ahead of these trends, Peloton is proactively investing in intellectual capital, strengthening strategic partnerships with technology leaders, and continuously evolving its service models. This forward-thinking approach ensures Peloton remains a trusted partner for organizations navigating the complexities of digital transformation.

Over the next five years, Peloton aims to:

• Deepen industry vertical expertise, especially in retail, financial services, consumer packaged goods, manufacturing, and professional services
• Expand globally by hiring highly skilled professionals
• Lead in AI, helping customer navigate how to AI enable their enterprise applications
• Continue influencing innovation as a top-tier Oracle partner  

“Peloton has grown into a global firm that empowers some of the world’s leading brands through innovative digital transformation solutions, a strong culture of ownership, and a relentless focus on delivering value,” concludes Guy.

Quote to Live By

“Surround yourself with great people, give them the freedom to make decisions, and great things will happen.”

This belief defines Guy’s journey—from founding Peloton to mentoring future leaders and advancing a purpose driven, people first consulting culture. 

Visit digital edition: Visionary Minds: Top Five CEOs to Watch in 2025

Walter Gindin, General Counsel at CanAm Enterprises (“CanAm”), is a driving force in the EB-5 investment landscape, shaping legal strategies that empower investors and businesses alike. With deep expertise in immigration law and corporate governance, he oversees all EB-5 and corporate legal matters at CanAm, providing strategic guidance to executives and senior management. His leadership extends beyond the company, as he actively contributes to industry discussions through his participation on industry discussion forums and conferences. 

Walter’s impact is evident in his meticulous approach to compliance and policy, ensuring that CanAm remains a trusted name in the EB-5 sector. His background as an immigration attorney, coupled with his real estate finance experience, has equipped him with a nuanced understanding of investor needs and regulatory frameworks. Through his work, he continues to refine best practices, advocate for transparency, and strengthen the foundation of EB-5 investment opportunities. 

A Grinding Journey to the Top

Walter was just 6 years old when his family left everything behind in the former Soviet Union for an opportunity to pursue the American dream. Like many Soviet Jews who left at that time, they had to travel through intermediary countries – his family went through Italy. About 1 month after arriving in Italy, the U.S. closed its borders. They were left stateless. After 6 months of uncertainty, fear, and dwindling savings, they were finally admitted to the U.S. as refugees. Only many years later did he learn what it took for the U.S. to re-open its borders – tireless advocacy, support, and grinding work by non-profits, lawyers, sympathetic politicians, and everyday volunteers. This experience, and the grind his parents endured for years to come – though not necessarily unique among immigrant families – has shaped his career path.

In law school, Walter spent his most meaningful semesters doing clinical work representing immigrant families pro bono. Every case seemed personal, and he learned to be a legal advocate in the same way that he imagined others advocated on behalf of his family and countless others. After graduating, he clerked for two years at the U.S. Circuit Court of Appeals for the Second Circuit, working mostly on a broad range of immigration appellate cases. This experience was in some ways the opposite of his law school clinical work. Walter’s role was to analyze cases and apply the law as written, even if the outcome was not in the appellant’s favor. It was a sobering two years, but one that honed his analytical reasoning and writing skills like none since.

As his tenure at the Second Circuit was ending, Walter began applying to immigration attorney positions with law firms. He was fortunate to be called to interview with a full-service immigration law firm based in Philadelphia. The managing partner asked him if he knew or had any prior experience with EB-5 immigration-by-investment. He had none but got the job anyway.  Walter commuted to Philly from Brooklyn for the first 6 months and was usually one of the first associates in the office. As such, he sat in and took notes for all of the managing partner’s morning consultations. He absorbed and learned EB-5 just by being in the room and listening to one of the most innovative legal minds in EB-5. 

Personal circumstances ultimately drew Walter and his young family back to New York City. He was aware that CanAm was the most successful, reputable, and respected EB-5 investment firm in the industry. By sheer luck, CanAm was looking to hire an in-house EB-5 counsel at that time. After speaking with Christine Chen (Chief Operating Officer) and Tom Rosenfeld (President and Chief Executive Officer), Walter knew instantly that he wanted to work here. Simply put, CanAm reflects its leadership – principled, honest, hard-working, and wholeheartedly committed to always doing right by the immigrant investor clients and their families.

The Legal Experts

CanAm, with 35 years of experience in immigration-linked investment funds, has built strong partnerships with respected organizations, including Fortune 500 companies, multinational enterprises, and regional developers. These trusted alliances allow the firm to provide immigrant-investor families with top-tier EB-5 investment opportunities tailored to their immigration and investment objectives.

To date, CanAm has raised over $3.9 billion of capital under the EB-5 Program to fund 78 job-creating projects. Of the nearly 7,500 immigrant-investors who have invested with CanAm, more than 5,600 have received approvals of their initial immigration petition and more than 2,960 such individuals have already received their permanent green cards. Above all, the team is proud of its more than $2.5 billion of EB-5 capital repayments, an accomplishment that is unrivaled by any other firm in the EB-5 industry.

CanAm’s ethics, diligence, and integrity start with its leadership – Tom Rosenfeld and Christine Chen – and trickles down to all of the staff. They come to work every day fully understanding that immigrant investors and their families are entrusting them with their hard-earned capital and future lives in the U.S. CanAm does not take this responsibility for granted – ever.

Building a Stronger EB-5 Landscape

For over a decade at CanAm, Walter feels privileged to work with smart and dedicated colleagues, including Skip Stern, who after many years of being CanAm’s outside counsel, came in-house and was instrumental in facilitating Walter’s transition into a full-fledged General Counsel with a broad legal, managerial, and executive skill set. 

EB-5, feels Walter, is a unique cross-section of immigration and investment/finance, which creates opportunities for enterprising immigrant investors and their families to live permanently in the U.S. while infusing billions of dollars of capital to foster economic development and job creation in areas that need it most. While he often feels that his involvement with EB-5 resulted from a series of fortunate events, perhaps it is because of his background that he was, and continues to be, drawn to this incredible industry and the people who make it a force for good. 

The EB-5 Program has changed significantly in the past several years. The passage of the EB-5 Reform and Integrity Act of 2022 (“RIA”) introduced numerous substantive changes to the EB-5 Program, including imposing greater oversight over the qualifications and operations of EB-5 investment firms such as CanAm. While Walter has been able to help steer CanAm through many of these changes, there remain aspects of the RIA that are still undefined, unclear, or in some cases contradictory. Navigating some of these unknowns is challenging. Nevertheless, he always strives to make sure that CanAm complies with even the most conservative interpretation of the RIA, while at the same time pursuing constructive outcomes that move CanAm’s business forward.  

Ensuring Trust and Transparency

In an industry where investor trust is paramount, CanAm has consistently prioritized transparency and accountability. Shortly after the passage of the RIA, it did a deep dive to understand all the oversight and integrity requirements. And while CanAm always took pride in its reporting to immigrant investors, it nevertheless bolstered this process post-RIA to provide even more frequent touchpoints. 

CanAm requires the same of its developer partners, who commit with each transaction to provide timely reporting to CanAm, which it passes along to its immigrant investors. In addition, while Walter believes that CanAm’s accounting staff is second to none, the company also retains an independent fund administrator on every EB-5 deal to monitor and verify all movement of EB-5 capital. 

CanAm also operates its own FINRA-registered broker-dealer, a reflection of its institutional-grade compliance culture that adds layers of accountability and transparency to every transaction. “We also ensure that highly experienced counsel and third-party consultants review all of our marketing materials, subscription, and offering documents to ensure the highest standards of accuracy and compliance,” shares Walter.

RIA’s Impact

The RIA made numerous substantive changes to the EB-5 Program, including imposing greater oversight over the qualifications and operations of EB-5 investment regional centers and fund managers. 

For example, these entities are now required to certify their compliance with securities, immigration, and Federal labor laws; to provide detailed year-end reporting to USCIS; to retain independent third-party fund administrators or commission annual audits to ensure transparency in the movement of investors’ EB-5 capital; to keep detailed records for at least 5 years and submit to USCIS audits; and face significant consequences (including sanctions and termination) for violations of the RIA. 

“These are all welcome reforms that help ensure transparency and accountability among EB-5 investment firms, which, in turn, fosters greater confidence and trust among immigrant investors,” opines Walter.

Dispelling Misconceptions

One of the biggest misconceptions about EB-5 is that it is a program that merely “sells” green cards. It does not. EB-5 is not a transactional visa—it is an at-risk investment-based immigration process that is heavily regulated by numerous Federal agencies that have wide discretion and oversight capabilities. EB-5 investments must also generate economic impacts and job creation, most notably through qualifying spending in targeted geographic areas. These impacts are also heavily scrutinized and must be supported by reasonable economic methodologies. 

Immigrant investors need to understand both the risks and the long-term nature of the EB-5 Program, as well as closely assess an EB-5 investment firm’s long track record, transparent practices, and commitment to both financial and immigration success. CanAm strives to provide transparent and reliable information to prospective immigrant investors, developer partners, and other stakeholders to ensure that all parties involved in an EB-5 investment transaction are working with the same set of assumptions and expectations and alignment of interests.

A Significant Milestone

As shared earlier, CanAm has successfully repaid over $2.5 billion in EB-5 capital. Sharing more about it, Walter says, “It all starts with a fundamental ethos – CanAm only pursues EB-5 investment opportunities that we would recommend to our own family members. For each prospective investment, CanAm performs a comprehensive underwriting and due diligence process, which examines, among other things, the quality, reputation, and track record of the developer partner, project financing levels and sources, project execution capabilities, and ultimate feasibility of the business plan.”

Each of the deals that contributed to the $2.5 billion in repaid EB-5 capital met CanAm’s rigorous underwriting and diligence standards. This unrivaled EB-5 repayment milestone reflects CanAm’s unwavering commitment to do right by its immigrant investors and their families.

Charting the Road Ahead

The EB-5 program has seen a resurgence in interest, particularly with the introduction of visa set-asides and concurrent filing options. But like all immigration programs, it operates within a broader policy environment that can shift. Walter feels that the next phase of the EB-5 industry will be defined by adaptability and diligence. This is a time to be strategic. It is important for EB-5 investment firms and immigrant investors alike to plan carefully, stay informed, and choose partners who are deeply committed to compliance and long-term outcomes.

At CanAm, the team is focused on structuring EB-5 investments that align with the current regulatory framework while maintaining flexibility to adapt to future changes. Walter and the team are optimistic about the potential of EB-5 to contribute to U.S. economic growth, but they also recognize the importance of staying grounded in reality and being proactive in response to developments. This measured approach underscores CanAm’s commitment to investor protection and program integrity, even as the industry continues to navigate a complex and evolving landscape.

“I am very optimistic that the EB-5 Program will be extended beyond 2027 and that CanAm will continue to advance high-quality EB-5 investment opportunities that meet our immigrant investors’ immigration and financial goals,” concludes Walter.

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