Podcasts about africa emea

Paul Turley, Senior Director Ireland at ServiceNow, discusses the role of AI in customer service and emphasises the importance of combining artificial intelligence (AI) with emotional intelligence (EQ) Artificial intelligence (AI) is reshaping the landscape of customer service, but a fundamental challenge persists: fulfilling the consumer desire for both rapid service and authentic human understanding. While Gartner predicts generative AI adoption will soar to 80% this year, true success hinges on understanding the customer. According to industry research, most (84%) of business leaders agree that consumers have higher expectations for service now than in the past. To close the gap between investment and impact, AI must enhance, not just automate, customer service. As organisations race to implement AI in customer experience (CX), they're at an inflection point. They can create strong and enduring relationships if customers enjoy AI support services. However, hard-earned brand loyalty is at risk if customers dislike these services. This means it is crucial to understand and cater to CX preferences, shaping truly customer-centric strategies. The future of customer relationships = AI + EQ Consumers no longer just want AI that gets the job done; they want AI that understands them, incorporating a level of emotional intelligence (EQ). This means that AI should be able to interpret and respond to human emotions, such as understanding when a customer is upset and responding appropriately. As our annual Consumer Voice Report 2025 confirmed, people have long seen AI-powered chatbots as efficient but emotionless. In Ireland, more than two-thirds (68%) of consumers say they fail to understand emotional cues, often missing tone, urgency, or frustration. Still, expectations are evolving. In line with the broader Europe, Middle East, and Africa (EMEA) region, 65% of consumers in Ireland believe AI will be able to detect emotions within the next 12 months. Put simply, consumers expect AI to streamline interactions, anticipate their needs, and complement human agents. Companies that successfully integrate AI with human-driven customer service will not only improve efficiency but also deliver a more intuitive, empathetic, and seamless experience, building stronger and more trusted customer relationships. High stakes, low trust: the AI trust gap People embrace AI for its speed and convenience in low-stakes tasks, but in emotionally charged situations, they expect AI to work alongside humans, not replace them. As AI's capabilities continue to expand, many people will reevaluate the trust they place in this technology, even for future use cases they cannot yet envision. Some tasks will always require human oversight, and AI's role is not to supplant human judgment but to support it in the right contexts. The next stage of adoption involves identifying those conditions while expanding the understanding of its potential, with a focus on governance, reliability, and risk management. As the opportunities for AI grow, businesses have a crucial window to close the trust gap and position AI as a reliable tool, not just for today's known applications but for the many possibilities ahead. The customer paradox - what we value in humans, we criticise in AI (and vice versa) Consumers want speed, yet will opt for human-led interaction. They want accuracy and seamless continuity, but will shy away from AI-led services. In short, what consumers want from their customer service does not align with their channel preferences, which creates a fundamental paradox. However, regardless of the scenario, the key to resolving this contradiction lies in a proactive AI-powered service. The best customer service is invisible: no waiting, no repetition, no friction. Younger, on-demand consumers already anticipate this - for example, today's buyers rarely visit in-store for device support. Where this was once commonplace, they now expect devices to update, troubleshoot, a...

If there is one thing that is constant in the service-focused hospitality industry, it’s change. In a sector where success depends on the guest experience and satisfaction, how are businesses keeping pace with shifting customer expectations and demands, advancements in technology, intense competition and global uncertainty? Building on strong momentum in 2024, Ascott Limited (Ascott), a lodging business unit wholly owned by CapitaLand Investment (CLI), plans to double its portfolio in India to 12,000 units by 2028, up from about 5,500 units at the end of 2024. Lee Ngor Houai, Chief Operating Officer, Europe, Middle East, Africa (EMEA), South Asia and China, Ascott shares with The Afternoon Update's Lynlee Foo about Ascott's ambitious plan, how travel, work, and leisure are intertwining, creating the trend of 'bleisure' and the digital innovations transforming guest experiences. Whether you're a hospitality enthusiast or an industry insider, listen for valuable insights and opportunities to explore. Don't miss out on the conversation that’s shaping the future of travel and lodging!See omnystudio.com/listener for privacy information.

How can holiday parks and hotels learn from each other's operational strategies to boost efficiency, guest satisfaction, and revenue performance?Siggi Schrot is the Vice President of Sales for the Europe, Middle East, and Africa (EMEA) region at RMS. With extensive experience in hospitality software and a passion for the industry, he collaborates closely with partners across EMEA to drive adoption of the RMS platform and expand its markets presence.

At Enterprise Connect 2025, Paul Holden, Vice President of EMEA at CallTower, shared insights on the company's expansion in Europe, the Middle East, and Africa (EMEA) and highlighted mobility as a key industry trend. Holden reflected on his one-year anniversary with CallTower, having been the first employee in the EMEA region for the 20+ year-old U.S.-based company. "It's been a great learning curve," he said, explaining that CallTower's agnostic vendor ecosystem, which includes Microsoft Teams, Cisco Webex, and Zoom for voice enablement, has helped establish the company in new markets. Growing Presence in EMEA CallTower's expansion in EMEA has been steady. "A year ago, I was on my own, and now we're a team of six," Holden said. The company has been building partnerships, identifying new routes to market, and refining its strategy to serve mid-market customers. Who is CallTower's ideal customer? Holden pointed to mid-market businesses with multi-location operations, as their complexity requires seamless communication solutions across different platforms. "That's where we win," he explained. On the partner side, CallTower is looking for managed service providers (MSPs), large resellers, and distributors who serve multi-location enterprises. "When you know where you win, you can target the right partners more effectively," Holden said. What's Hot in 2025? Mobility Takes Center Stage One of the biggest opportunities Holden sees for 2025 and beyond is mobility. "You may have invested in Microsoft Teams for desktop calls, but what about mobile devices?" he asked. CallTower is focused on enabling native mobile dialers as Teams phone extensions, giving users the flexibility to seamlessly switch between business and personal calls. This feature, leveraging eSIM technology, allows calls to be made and received as if they were on a desk phone, even in low-bandwidth situations or while driving. "This is a game-changer," Holden said. "And it's going to be a hot topic throughout 2025 and beyond." Enterprise Connect & Channel Partners: Strengthening Relationships At Enterprise Connect, CallTower is meeting with key technology partners, including Microsoft, Cisco, Zoom, and CCaaS providers like Five9, Solgari, and newly acquired Anoria (a Genesis partner). "It's all about relationships," Holden emphasized. "People buy from people, and having strong vendor support gives confidence to our partners." Following Enterprise Connect, CallTower will head to Channel Partners in Las Vegas, which Holden described as "the Super Bowl of the industry." There, the company will shift its focus from vendors to channel partners, resellers, and distributors. Learn More For those interested in learning more about CallTower, Paul Holden can be reached at pholden@calltower.com #EnterpriseConnect #UCaaS #CallTower #MicrosoftTeams #CiscoWebex #Zoom #Mobility #Telecom #ChannelPartners  

Send us a textJeffrey Beeson has a dual MBA in finance from the Wharton School of Business and an MA in international business from the Lauder Institute. They set the foundation for Jeffrey's interest in business strategy, culture, and leadership.During his work in the European offices of Bain and McKinsey, he led projects in a broad spectrum of industries on a pan-European and worldwide basis. During his collaboration with clients, Jeffrey experienced firsthand that culture eats strategy for breakfast. Jeffrey expanded his expertise in culture transformation by joining Senn Delaney, the first firm to foster thriving organizational cultures worldwide. At Senn Delaney, he headed culture rollout initiatives for multinational corporations throughout Europe. Jeffrey continued his personal learning journey at the European Office ofthe Center for Creative Leadership (CCL), a prestigious worldwide leadershipdevelopment practice. During his tenure at CCL he touched the lives ofthousands of leaders throughout Europe, Middle East, and Africa (EMEA) region and worldwide.From 2003 to 2011, Jeffrey served on the board of the International Leadership Association, the largest member-based organization dedicated to advancing leadership worldwide. A Quote From Beeson"The newly emerging science of networks opens an entirely new horizon on how to lead people, design organizations, and make sense of complex social environments."Resources Mentioned in This EpisodeNetwork Leadership: Promoting a Healthier World through the Power of Networks by Jeffrey Beeson Jeffrey's BlogJeffrey's NewsletterBook: No Fit - My 1,700-Mile Walk from Apartheid by Nico de Klerk About The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. Plan for Prague - October 15-18, 2025!About  Scott J. AllenWebsiteWeekly Newsletter: Practical Wisdom for LeadersBlogMy Approach to HostingThe views of my guests do not constitute "truth." Nor do they reflect my personal views in some instances. However, they are views to consider, and I hope they help you clarify your perspective. Nothing can replace your reflection, research, and exploration of the topic. ♻️ Please share with others and follow/subscribe to the podcast!⭐️ Please leave a review on Apple, Spotify, or your platform of choice.➡️ Follow me on LinkedIn for more on leadership, communication, and tech.

We welcome Jag Bains, Vice President of Commercial, EMEA, at Ball Corporation   During this episode we discuss Ball's Dynamark technology for its beverage cans in Europe, Middle East and Africa (EMEA).This upgraded technology introduces an advanced tier of printing capabilities, unlocking leading-edge features to deliver greater flexibility and enhanced value for brands.  We also chat about some pertinent topics creating the headlines at the moment, including the health of the industry in EMEA and how Jag's experience in other industry sectors is transferable into the canmaking business.

In these ‘SHORTS' episodes of my podcast, I select my favourite moments from previous episodes. This one comes from episode 172, with Darren Cassidy, the Managing Director for Xerox UK & Ireland and senior vice president for the Global Document Services business across Europe, the Middle East & Africa (EMEA). In this clip, we share the mindset, management, and structural shifts required to find time to think, and strategically foster an environment conducive to success. Once you've listened to the ‘SHORT', why not click the link below and tune in to the full episode? Enjoyed The Short? Listen to the full episode here. Be a Standout Leader in Ten Minutes Per Week If you're looking for free, quick, and high-impact leadership training, you're in the right place. Click here to learn more about my five-star rated, 10-4-10 Leadership Programme and sign up for free.

Guest post by Mark Cockerill, Senior Vice President, Legal at ServiceNow The promise of artificial intelligence (AI) looms large over the business landscape this year. Business leaders across Europe, Middle East and Africa (EMEA) are preparing for an inflection point in the history of technology, similar to the birth of the internet or the dawn of the mobile phone era. There is a growing consensus amongst business leaders that this new era will require a different mixture of skills and talent. Forward-thinking organisations are already working to make the right hires and upskill employees to move into the AI era. These endeavours include everything from AI learning events for employees, to 'AI champions' within the workforce, who can inspire other employees to reap the benefits of the technology. Most EMEA organisations are still in the early stages of this journey. However, there is a clear sense of urgency when it comes to investing in AI, with 77% of organisations in EMEA saying that they plan to increase their investments in the coming year, according to ServiceNow's Enterprise AI Maturity Index. The research, which includes responses from 2,157 executives in various industries across the EMEA region, found a strong appetite for the business benefits of AI. Respondents are particularly hopeful that AI can deliver increased efficiency and productivity (76%) along with improved customer experience (75%) and revenue growth (73%). For businesses that have yet to engage with AI, there is still time to implement an effective strategy. In fact, across EMEA, most organisations are still at the 'experimenting' stage of AI, the research found. Many are yet to embark on the journey of finding the right mix of skills and talent to power their AI approach. Throughout the region, less than a third of organisations (31%) strongly agree that they currently have the right mixture of talent and skills to drive their AI strategy. More than half (53%) are still working out what skills are needed. At this relatively early stage, 42% believe they have made significant progress towards creating specialist teams for important AI issues such as policy drafting and responsible AI usage. But with each passing month, the urgency of finding the right AI skills and talent grows. The right talent at the right time Without the right human talent to guide AI deployments, attempts to integrate AI into work processes are all too likely to be a wasted effort. It's key for company leadership to act now to build an AI-literate workforce. To do so requires a dual strategy, including external specialist hires to make an AI project a success, and internal training to ensure that business users are equipped with the skills needed to effectively integrate AI into operations. Building AI skills is dependent on having a strong culture of innovation within the company - something that tends to flourish when employees feel free to experiment. In ServiceNow's research, 58% of organisations in EMEA said that they were enabling autonomous problem solving in teams to build trust. In terms of hiring, AI configurators are the most in-demand, with 51% of organisations planning to hire for such job roles, followed closely by experience developers (46%), data scientists (50%) and machine learning operators (43%). With a high demand for certain roles, and not enough trained people to fulfil the positions, there is a significant opportunity for internal upskilling. Across EMEA, businesses are focusing on upskilling or reskilling initiatives to develop the necessary abilities to stay up to date and successfully adopt AI. In fact, 46% of businesses plan to upskill employees significantly to create a new cohort of AI configurators, while 42% are doing this for experience developers and 45% are focussing on data scientists. Invest now, benefit later For organisations looking to reap the benefits of AI, prioritising - and investing in - skills development is essential to integratin...

DataSolutions has announced that it is officially rebranding to Climb Channel Solutions Ireland as the distributor eyes up expansion in key markets across Europe. Following the acquisition of Dublin-based DataSolutions in October 2023, Climb Channel Solutions is now focusing on its growth in Europe, the Middle East and Africa (EMEA). The group expects to generate 12% growth in this region during its 2024 financial year (FY 2024). It also anticipates 12-15% global growth in FY 2024, following a successful 2023 which saw it surpass $1.2 billion (approximately €1 billion) in revenues globally. This ongoing expansion will also be driven by mergers and acquisitions (M&A), with Climb Channel Solutions recently acquiringDouglas Stewart Software & Services, LLC ("DSS") in the US. Going forward, it will be focusing on Western Europe and the rest of EMEA as part of its M&A strategy. Climb Channel Solutions Ireland will be pivotal to the company's growth plans due to its success driven by longstanding relationships with high-performing Tier 1 technology vendors in Ireland - including HP Aruba, Check Point and Citrix. Furthermore, it introduced a number of new vendors to the Irish market earlier this year including SolarWinds, Quest Software and SmartBear. Together, these have enhanced the distributor's capabilities across the areas of cyber security, IT management, networking, and compliance. The company has also invested in a new ERP system and cutting-edge technologies, including Artificial Intelligence and data analytics, to streamline its operations and enhance its services for resellers and partners. As part of the rebrand, David Keating was made Country Manager of Ireland for Climb Channel Solutions. Roberta McCrossan also stepped into a new role as EMEA Marketing Director, with Brian Davis now serving as VP of Sales for the UK and Ireland, Kamel Kerbib taking up the role of Country Manager for France, and Patrick Van Arendonk assuming the position of Sales Director for Benelux. More recently, Martin Bichler was appointed Country Manager for the DACH region. David Keating, Country Manager for Climb Channel Solutions Ireland, said: "The merging of DataSolutions and Climb Channel Solutions has been a gradual process over the past year and the official rebrand now marks a new and exciting chapter for the business as we look to continue on our growth trajectory and expand further in Europe. "While there have been some new additions to our service offering, our success as a company has always been driven by our people and our resellers - who have been a great support over the last 30 years. As Climb Channel Solutions Ireland, that will remain the case as our experienced team looks to continue delivering outstanding service, innovating for partners, and driving business success." Dale Foster, CEO of Climb Global Solutions, added: "The integration and rebranding of DataSolutions marks a vital step in our growth journey and we are excited about the future. On that, mergers and acquisitions will remain a key part of our global strategy - enabling us to extend our geographic reach, add to the team, and bring in new vendors. We do have targets in mind, ones that fit into our overall plan and will bring value to the business, as well as our reseller partners. "Of course, we remain dedicated to our mission of creating an uncontested marketplace for emerging tech, along with delivering exceptional service. Our aim is not just to stick with what's proven and profitable today but to invest in and support the solutions that will shape tomorrow. By leveraging the expertise of our people, focusing on strategic partnerships, and engaging end-users, we will further solidify our position as a trusted partner in Ireland and further afield, thus propelling the business forward." See more stories here.

IntroductionIn this episode, we are talking with Darren Cassidy, the Managing Director for Xerox UK & Ireland and senior vice president for the Global Document Services business across Europe, the Middle East & Africa (EMEA).With an incredible 33 years at Xerox, he knows the business inside out, yet seems as hungry to grow and open to new thinking as the company's newest team member. Episode HighlightsLeading Stars and MavericksThe Benefits and Risks of Long TenureLead for Tomorrow Instead of Managing TodayUnderstanding How to Play the Game of Business How to Step Off the Hamster Wheel and Find Time to ThinkChapter Makers (03:39) Darren's first leadership experience (09:14) Teamwork and the risks associated with ‘star' performers (13:15) Leading a ‘Brilliant Jerk' (17:00) Managing pp (18:00) The risks and benefits of long tenure (19:18) How to maintain an external perspective as a leader (25:15) Why leaders must be looking ahead (26:00) The link between sport and business at Xerox (34:41) Darren's 3Ds of leadership (35:20) How to step off the busyness ‘hamster wheel' (38:09) The difference between responding and reacting Book Ben to Speak at Your Next Event Book Ben to speak at your and unleash the leadership potential across your entire organisation. Find out more here. How You Can Say Thank You for This Free Resource Please go and hit the ‘Follow' button on your podcast player right so that we can grow the show and bring you more great interviews with leaders and global thought leaders. More About Darren Cassidy Darren Cassidy is the managing director for Xerox UK & Ireland and senior vice president for the Global Document Services business across Europe, the Middle East & Africa (EMEA).With 33 years of experience at Xerox, he has held various roles across Xerox Europe and Global, including direct sales management, channel leadership, learning and development. Darren's expertise lies in delivering document services and digital transformation solutions.He is a sports enthusiast, having played national league rugby and semi-professional football, and in recent years, he has embraced Transcendental Meditation (TM) as a practitioner.Darren has won many awards within Xerox, including multiple CEO awards, and has been recognised externally for channel and services leadership.

Antonio Reza is the Head of Finance for Google Cloud Consulting in Europe, Middle East, and Africa (EMEA). In this episode he reveals the FP&A life and lessons he has learned over the past 14 years working in finance and strategy at Google, Microsoft, and GE. He brings experiences across 10 different countries leading teams across the globe spanning different industries (he also speaks four languages). In this episode he reveals: How Getting into GE's finance and FP&A training was life-changing Why so many tech people like himself are inspired to get into finance  Country specific differences in finance that he has learnt over his career  Google in the midst of AI revolution and how we used AI at Microsoft for our commercial forecasting  How AI in finance is still about automation – with insights the next frontier for FP&A How FP&A at Google and Microsoft FP&A teams are set up  Why “Walking  the Shop” remains core to his career in finance How the biggest companies in the world manage real-time data Despite the technological avalanche storytelling and persuasion is fundamental at the top tech companies Why FP&A needs to focus on snapshots vs “real-time” dashboards  FP&A Need to Ask Why x5 Times: The Secret of great storytelling  Why I am focused on grasping and applying the economic picture in my work  My biggest challenges in moving from individual contributor to manager early in my career  How a  “failure” led to my team and I staying in the office for 56 hours trying to close an audit – and the people skills I learnt along the way  Why Despite working at Google, Excel still bosses Google Sheets for finance teams Using your 20s to hustle and have a successful career  Follow Antonio at X (Formerly Twitter) 48k Followers https://twitter.com/theantonioreza LinkedIn https://www.linkedin.com/in/theantonioreza/ Subscribe to Antoniio's Newsletter Money & Robots https://www.theantonioreza.com/ Further Reading WSJ: Google Finance Head: Anything That Can Be Automated, We Strive to Automate The Pyramid Principle:Logic in Writing and Thinking by Barbara Minto Never Split the Difference: Negotiating As If Your Life Depended On It; Chris Voss The Coming Wave: Technology, Power, and the Twenty-first Century's Greatest Dilemma; Michael Bhaskar and Mustafa Suleyman

ServiceNow, the leading digital workflow company making the world work better for everyone, has published the Irish findings of its EMEA-wide ServiceNow Consumer Voice Report 2024. The second annual report spotlights ever-changing customer expectations and economic instability as the driving factors behind the ongoing decline of brand loyalty. To survive, businesses must embrace AI, allowing them to seamlessly integrate technology with human input to enhance customer experience. This year's report shows that 87% of Irish customers are less loyal to brands than two years ago, with nearly 4 out of 10 now making decisions based on affordability. However, a 'race to the bottom' mentality is not sustainable for Ireland's business landscape. In an era where competitive pressures are increasing and customer loyalty keeps decreasing, a focus on customer experience is the answer to sustaining market share and relevance. The findings indicate that consumers are looking to work with companies that can deliver intelligent experiences that seamlessly combine the human element with technology. The ServiceNow Consumer Voice Report 2024 asked 15,000 adults from ten countries across Europe, Middle East and Africa (EMEA), about their views on customer experience. The report revealed how far customer perceptions and habits have shifted in the past two years and the factors now impacting their loyalty. As with the 2023 study, Irish consumers sit atop the tables compared to other nations and EMEA-wide averages: Six in ten customers are now spending more than they did two years ago, with 73% attributing this increase to rising costs. Comparatively, almost half spend more and 65% attribute it to rising costs across EMEA. There is a disconnect between what appears important to customers on the surface, and what truly drives loyalty with 80% of Irish consumers saying that sustainability is important when choosing a company to buy from. Whilst in line with 2023's study (81%) Ireland places more importance on sustainability than Germany (68%), the UK and Switzerland (70%), the Netherlands (73%), France (74%), and Sweden (77%). However, 50% of consumers in Ireland versus 39% across EMEA, are less loyal to brands now because they prefer to buy the cheapest option. So, while they value the likes of sustainability when using a company, price point remains an important brand loyalty benchmark. Disappointing experiences are increasingly switching consumers off. Coupled with the growing influence of social media (+5 percentage points YoY) and the opinions of friends (+2 percentage points YoY), the battle for brand loyalty shows no signs of stabilising. "When I speak to customers and business leaders, I always hear one thing - their customers are central to their success," said Cathy Mauzaize, EMEA President at ServiceNow. "Yet, ServiceNow's latest Consumer Voice Report shows that brand loyalty is becoming increasingly difficult to win. Nonetheless, this research makes me optimistic for the role that technology like Gen AI has. Consumers believe that technology is already making a positive impact on customer experience, and it is now a fundamental consideration for all organisations." "Brands cannot compete on price alone. It's far more sustainable for business to focus on the factors, beyond cost, considered most important by customers like robust security practices, fast issue resolution, and efficient customer services," said Paul Turley, Senior Director at ServiceNow Ireland.?"In Ireland, this is especially true. Our research shows Irish customers are even more discerning than their counterparts across the EMEA region." The future of customer experience is high-tech meets high-touch The report illustrates that human and AI collaboration is important for customer satisfaction. More than a fifth (21%) in Ireland said they actively choose to avoid customer facing AI such as chatbots, yet 90% of Irish consumers also demand a variety of channel options when i...

At midday on Thursday Microsoft was hit by a service outage across the Europe, Middle East, and Africa (EMEA) region. This led to thousands of users unable to access cloud services. Lester Kiewit speaks to Jay Mistry, Technical Solutionist at Nihka Technology Group. See omnystudio.com/listener for privacy information.

In this episode of the Project Chatter podcast, Val and Dale interview Mike Paul, the Managing Director for InEight for Europe, Africa, and the Middle East. They discuss the concepts of modularity, scalability, and interoperability in project management. Mike emphasises the importance of considering people and processes alongside technology in project implementation. They also explore the challenges of data ownership and integration in the project supply chain. The conversation highlights the need for transparency and collaboration among stakeholders to achieve successful project outcomes. In this conversation, Mike Paul discusses various topics related to data ownership, scalability, the future of construction, sustainability, the need for an ideas factory, the value of marginal gains, and the nature of leadership. Takeaways Data ownership in construction projects can be complex, with different parties having different interpretations of who owns the data. Scalability in construction can be hindered by factors such as data laws, differences in work processes across regions, and the scalability of individual people, processes, and technology. The future of construction lies in innovative building materials, methods, and technologies that prioritize sustainability and environmental impact. An ideas factory or incubator could help foster innovation in the construction industry by providing funding and support for testing and scaling new ideas. Small, incremental improvements (marginal gains) can have a significant impact on project outcomes and profitability. Leadership is a combination of innate qualities and the opportunities and situations that allow those qualities to shine. Mike Paul, Managing Director EMEA, InEight As Managing Director of the Europe, Middle East and Africa (EMEA) business operations at InEight, Mike Paul leads marketing and sales efforts while defining and driving the growth of digital solutions that fuel customer success. Directly preceding his current role, Mike was Vice President of Industry Solutions, acting as the liaison between clients in the industry and InEight's sales and development team in over 20 countries on five continents. Mike has also served as Vice President of Solution Engineering, Director of Industry Solutions, Director of Global Channel, Sales Engineer and Sales Executive, all at InEight. Previous to his time at InEight, Mike held multiple leadership positions throughout the construction industry. These include managing all the infrastructure work on one of the nation's first BRAC development projects at Fort Carson Army Base, negotiating large low-income housing projects in Africa, developing global supply chains for U.S. government contract needs and running his own construction company. Mike holds a bachelor's degree in civil engineering from the University of Arizona, and an MBA from Averett University in Virginia. Proudly Sponsored by Deltek.com --- Send in a voice message: https://podcasters.spotify.com/pod/show/project-chatter-podcast/message

YEMI'S BIO This episode is a master class in emerging markets investing, capital allocation and developing economies by one of the best in the game. He was very early investing capital in two consequential geographies, China in the early 2000's and Africa a few years later. He is now a London-based Partner & Head of Europe, Middle East and Africa (EMEA) at TPG, a leading global investment firm managing $212 billion in assets. He leads investment activities for the firm in Africa and a leader on emerging market investment activities in the technology sector for TPG's Rise Fund. Prior to joining TPG in 2015, Yemi founded and was Managing Partner of Adlevo Capital, one of the first venture capital firms focused on early stage technology investments in Africa. Previously, he was a Principal at GGV Capital, a leading Silicon Valley-based venture capital firm and one of the first focused on investments in both the US and China. Yemi started his career as an engineer and held engineering leadership and product management positions at Hewlett Packard and Siebel Systems. He holds a Bachelor's degree in Mechanical Engineering from University of Lagos, a Master's degree in Mechanical Engineering from Stanford University and an MBA from Harvard Business School. YEMI  RELATED LINKS Yemi's TPG Profile TPG Rise Fund's Portfolio Airtel Africa $200m Deal| TechCrunch Investing in African Tech Companies| Built Tough Pod Africa's Booming Tech Sector| Bloomberg GENERAL INFO| TOP OF THE GAME: Official website: https://topofthegame-thepod.com/ RSS Feed: https://feed.podbean.com/topofthegame-thepod/feed.xml Hosting service show website: https://topofthegame-thepod.podbean.com/ Javier's LinkTree: https://linktr.ee/javiersaade & Bio: https://tinyurl.com/36ufz6cs  SUPPORT & CONNECT: LinkedIn: https://www.linkedin.com/showcase/96934564 Facebook: https://www.facebook.com/profile.php?id=61551086203755 Twitter: https://twitter.com/TOPOFGAMEpod Subscribe on Podbean: https://www.podbean.com/site/podcatcher/index/blog/vLKLE1SKjf6G Email us: info@topofthegame-thepod.com   THANK YOU FOR LISTENING – AVAILABLE ON ALL MAJOR PLATFORMS  

Andy Washington, Trip.com Group's General Manager for Europe, the Middle East, and Africa (EMEA), joins Pranavi Agarwal, Senior Research Analyst for Skift Research, in a session titled “Reaching the Emerging Traveler”. This is a previously unreleased discussion from our Skift Megatrends event in London last month.  You can read Skift's Megatrends for 2024 right now at Skift.com/megatrends.

About Our Guest: Kiana Shelton is an experienced learning and development professional with a background in international relations. She has worked in various roles within the tech industry, focusing on post-sale teams and creating training opportunities. Kiana is fluent in French and has leveraged her language skills to work with teams in different regions, particularly in Europe, the Middle East, and Africa (EMEA) and the Asia-Pacific (APAC) region. She has a passion for travel and has successfully pursued opportunities to work abroad, leveraging her expertise and targeting companies with a global presence. Episode Summary In this episode, Kiana Shelton shares her journey of working abroad and provides valuable insights for those interested in pursuing similar opportunities. She discusses the importance of targeting companies with a global presence and the need for field-facing roles that involve interacting with clients or teams in different regions. Kiana emphasizes the significance of being vocal about your intentions and having growth conversations with your managers to express your desire to work abroad. She also highlights the importance of cultivating a lifestyle that supports international work, including having a supportive network and being financially prepared. Kiana's advice is applicable to anyone looking to work abroad, whether it's for a short-term assignment or a long-term relocation. Key Takeaways Target companies with a global presence and seek out field-facing roles that involve interacting with clients or teams in different regions. Be vocal about your desire to work abroad and have growth conversations with your managers to express your intentions. Cultivate a lifestyle that supports international work, including having a supportive network and being financially prepared. Develop a sense of curiosity and adaptability to embrace new experiences and cultural differences. Be ready to navigate the visa process and have the necessary documentation and financial resources in place. "Choose companies that have a global presence and resource allocation to send you to different regions." "Be ready to adapt and have a sense of curiosity to embrace new experiences and cultural differences." "Getting a 'no' is just as valuable as getting a 'yes' in terms of finding the right opportunity." "Position yourself for what you want and be ready to take advantage of opportunities when they arise." "Have a supportive network and a lifestyle that enables you to pursue international work." Important Links Linkedin Transcriptions --- Send in a voice message: https://podcasters.spotify.com/pod/show/lexib/message

In this episode, we have the privilege of speaking with the incredible Dave Vrijsen, CEO of Sageflow Global and Skillflow. During the interview, Dave dives deep into the importance and power of mentoring. He shares how mentoring relationships can fast-track personal and professional growth, enhance leadership abilities, and even decrease employee turnover. Dave's journey to becoming a regional director before the age of 30 was largely attributed to the invaluable mentorship he received along the way. Now, he's on a mission to make mentoring accessible to all, regardless of company size or individual aspirations.Here's a summary of our conversation:15:29 Alignment is key for purpose-based businesses.23:35 Mentoring is crucial for personal growth.30:47 Inconsistent mentoring programs can lead to problems.35:41 Some organizations hesitant to implement mentoring programs.39:46 Lack of alignment and mentorship costs company.42:45 Improved mentoring system offers great benefits.50:52 Mentoring doesn't require years of experience.and more…Enjoy!Here's some information about our guest, Dave:Dave has managed and implemented large projects with various Fortune 500 organisations throughout Europe, Middle East & Africa (EMEA) as well as throughout Australasia. Focusing predominantly on Leadership, Coaching, Organisational Culture & Organisational Development, he has ensured sustainability as a core Key Performance Indicator during every implementation he led or was part of.Dave has also gained significant experience as a Strategic Relationship Manager to high profile clients. This experience has provided him with a core set of skills, which he not only effectively utilises in his Business Development activities but also seamlessly translates into his roles as Principal Consultant, Project Director & CEO.During his latest roles in EMEA & Australasia, Dave's key focus was on developing global collaboration between various internal organisational departments and multi-national clients resulting in significant and sustainable improvements in quality and speed of service.What are you famous for, Dave?I am famous for being personable, passionate and knowledgeable. Something Interesting about Dave:Part of a truly international family, where each member of my direct family was born in a different country.Love scuba diving and shark feeding. Ability to see the world from the client's perspective and providing them with the tools, knowledge and ability to get from where they are to where they want to be. Here's How You Can Contact Dave:W: https://www.skillflow.com.auLI: https://www.linkedin.com/T: https://twitter.com/SkillflowMI: https://www.instagram.com/sageflow_skillflow/FB: https://www.facebook.com/SkillFlowMentoringThe purpose of the 6 Star Leaders podcast is to showcase and illuminate purposeful Business Owners on their journey to creating more impact in the world. We are igniting purposeful leaders!At our core, we believe in 'doing business differently' so that heart, purpose, and passion are combined with profits for the best possible outcome. With those key ingredients, you'll be on your way to 6 Stars faster than you realise! If you'd like to get in touch please contact us at contact@6starleaders.com

It's not every day you get a chief economist or strategist in front of a microphone. So when you get three, you're bound to get some pretty juicy market insights. Liz Ann Sonders is the chief investment strategist at Charles Schwab, Michelle Meyer is the US chief economist at Mastercard, and Karen Ward is the chief market strategist for Europe, the Middle East, and Africa (EMEA) at JPMorgan Asset Management. All three joined Yumika Brewster, Chief of Operations at Finimize, as part of this year's Modern Investor Summit.They took on the not-so-simple task of predicting what's to come in 2024 – and how retail investors can navigate the path ahead.  Listen in the Finimize app, or wherever you get your podcasts. Partner with us: https://business.finimize.com/Subscribe To Finimize Newsletter: https://finimize.com/

Ep. 135: YouTube's Nur Ozdamar joins Music Ally's editor Joe Sparrow to explain how her Artist & Label Development team for Europe, Middle East & Africa (EMEA) supports the careers of artists and its label partners. She describes the help that they provide, how they choose which emerging artists they eventually partner with – and how her team consider the changing face of music consumption on YouTube. YouTube for Artists: https://artists.youtube/ Jeff Buckley :⁠https://www.youtube.com/watch?v=3MMXjunSx80 Unicycle skips: https://www.guinnessworldrecords.com/world-records/most-skips-on-a-unicycle-in-one-minute ------

MustGrow Biologics Chief Executive Officer Corey Giasson joined Steve Darling from Proactive to share news MustGrow Biologics has signed a collaboration agreement with Bayer that focuses on the soil applications of MustGrow's mustard-based biocontrol technologies across Europe, the Middle East, and Africa (EMEA). It's important to note that this collaboration excludes home and garden, turf, and ornamental applications. Under this collaboration agreement, MustGrow Biologics is set to receive an initial upfront payment. Moreover, the company stands to gain additional payments tied to the achievement of specific business milestones. As a significant milestone, once commercial sales commence, MustGrow will also be entitled to receive fees from royalties and manufacturing sales. The financial implications of this collaboration are substantial, with MustGrow anticipating that the combined value of upfront payments, milestone achievements, and Development Work could amount to an impressive sum ranging from USD $35 to $40 million over the course of several years. This projection does not even include the potential additional revenue from royalties and manufacturing sales. This partnership between MustGrow Biologics and Bayer reflects the growing recognition of MustGrow's innovative and environmentally friendly biocontrol technologies, which have the potential to revolutionize agriculture and contribute to sustainable farming practices across the EMEA region. The collaboration marks a significant step forward for both companies, positioning them as key players in the global agriculture industry's ongoing quest for effective, sustainable, and eco-friendly solutions. #proactiveinvestors #mustgrowbiologicscorp #tsxv #mgro #otcqb #mgrof #mustardseed #invest #investing #investment #investor #stockmarket #stocks #stock #stockmarketnews

If you're looking to expand your enterprise business into Europe, the Middle East, or Africa (EMEA), LeadGenius is your go-to resource! Get custom datasets, growth automation, and more! Find out more at: https://www.leadgenius.com/ LeadGenius City: Berkeley Address: 2054 University Ave #400, Website https://www.LeadGenius.com Phone +1 520 490 2524 Email marketing@leadgenius.com

Episode 182 contains the important Digital Marketing News and Updates from the week of Oct 9-13, 2023.1. Google's Demand Gen Ads: The AI-Powered Video Ads  - If you're using social media platforms like Facebook and Instagram for advertising, you'll want to know about Google's latest ad product: Demand Gen campaigns. Google Ads is a platform that allows you to place advertisements on Google's search engine and other platforms. Demand Gen is Google's newest effort to compete with traditional social media sites for your advertising dollars.What sets Demand Gen apart? It uses Artificial Intelligence (AI) to create highly targeted video and image ads, specifically designed for platforms like YouTube. These ads can be up to 15 seconds long, ideal for YouTube placements, and can also feature image carousels tailored for mobile users. The tool uses Google's powerful AI to identify "lookalike audiences" that share characteristics with your existing customers, allowing for more targeted advertising.Why is this important for you? Consumer habits are changing. People are now splitting their time between traditional social media platforms and video sites like YouTube. Google's Demand Gen aims to help you capitalize on this shift by offering visually compelling ads tailored to specific audiences. Early adopters have already seen promising results; for example, Argentine fintech startup Naranja X reported 3x higher click-through rates at 61% lower costs compared to its paid social campaigns.2. Google Ads Policy Update: What You Need to Know About Offering Rewards

Commentary and analysis by Dan Smigrod Founder and Managing Editor We Get Around Network Forum and WGAN-TV Podcast   Here are nine thoughts on the Matterport layoffs announced on Tuesday, July 11, 2023 – around 170 employees … 30 percent of the company – by the end of 2023.   Matterport Service Providers – Matterport Service Providers (MSPs) are unlikely to notice a difference, including Matterport Support requests. Matterport Partners – Matterport Partners are unlikely to notice a difference (except fewer Matterport Partners recruited as a result of fewer Matterport Partner business development sales people.) Unfortunately, Matterport is likely focused on “How do we generate revenue from Matterport Partners?” rather than “How do we create value for the Matterport ecosystem to raise all boats?” Matterport Employees – Remaining Matterport employees are likely wondering why management took so long to reduce or eliminate redundancies created by the acquisition of VHT Studios [though VHT Studios employees are likely those that stay (since they have subject matter expertise in residential real estate]; and by international expansion in Europe, the Middle East and Africa (EMEA) with separate fiefdoms. (My heart goes out to those let go. If you are one of those affected, keep in mind that when one door closes, other doors open and as a Matterport former employee, you will likely end up with a position that takes advantage of your expertise and you will likely be paid more.) Letting go 30 percent of its workforce may make Matterport recruiting challenging going forward. Matterport Competitors – Matterport competitors for residential real estate will continue to make inroads where “good enough” is good enough. For clarification, as I have previously discussed, Matterport's sweet spot is spatial data at scale for enterprise. For many real estate agents, spatial data may not matter: they just want a 360 virtual tour to make that point with potential listing clients. Three-Sixty virtual tours can often be shot faster than a Matterport digital twin and thus cost less from a MSP. In the AEC space, Matterport also faces competition: either capture that can be done 20 times faster such as “walking” a construction site weekly with a 360 camera (using photogrammetry or videogrammetry to construct a 3D model); or the Level of Detail (LOD) needed exceeds what the Matterport Pro3 Camera or Leica BLK360 scanner are capable of providing. Matterport Technology – About Matterport technology, Artificial Intelligence (AI) meets spatial data continues to be THE story for Matterport. Matterport AI recent “coming soon” announcements – such as Matterport Genesis announced on June 14, 2023 and Property Intelligence (anything with counting assets) announced on April 7, 2023 and Intelligent Digital Twins – are so significant, they are reasons why enterprises considering digital twin options should seriously consider Matterport (for what is coming, rather than what is). Matterport Investors – For Matterport investors, while Matterport's stock received an initial “sucker rally” bump when it announced the layoffs on Tuesday, July 11, 2023,  I have concern about the Matterport executive team selling stock, as indicated by recent SEC filings. More than 50 percent of Matterport stockholders are individual investors according to Simply Wall Street in a post today (Monday, July 17, 2023). Matterport Headwind – I have always thought – and written about – Matterport trying to do too much at one time. It's super-hard to innovate when you are expanding in multiple verticals, multiple countries, multiple SDK/Reseller Partners, multiple languages and adding government sales channels.  Each initiative requires tech sources. Setting priorities can be challenging. In 2019, Jotform Founder and CEO Aytekin Tank succinctly summarized this as, “When a company tries to do too much too soon, they spread themselves too thin, muddling their purpose and overextending resources. They end up with a handful of okay products or features instead of one done really well.” Matterport competitors are often focused on one vertical such as residential real estate or construction of commercial spaces. As a result, Matterport competitors are often innovating at a much faster pace. Just two examples are: 1) Matterport floor plan view that should be the Matterport schematic floor plan; and 2) a mini-map view should show where the viewer is within the model. (These should be core features of Matterport: not relying on third-party platforms to offer these solutions.) Matterport Competes with Its Customers – Matterport competes with its customers - such as Matterport Service Providers with its Capture Services On Demand business and VHT Studios and with its Matterport Partner distributors (by selling direct and via Amazon). It's unlikely the layoffs will affect Matterport continuing to compete with its customers. (Matterport is also likely using its customers' models to train its AI, which may give some potential clients angst.) Matterport Capture Gaps – While Matterport added capture solutions at the high-end (Matterport Pro3 Camera) and low-end (Matterport AXIS smartphone rotator), Matterport is missing capture solutions, including: 1) capture while walking a space at a fast pace (high and low end capture) and 2) autonomous drone capture of indoor spaces. When Matterport announced the layoffs, it also announced its priority of reaching profitability in 2024 which is likely to compete with hardware R&D. Today (Monday, July 17, 2023), Matterport has just five job openings: none involving R&D or hardware.  For additional commentary on Matterport layoffs, see the following videos posted to the We Get Around Network Forum:   Matterport Layoffs do they MTTR? Commentary from Hopscotch Interactive CEO and Chief Media Officer Emily Olman  BIG Changes Affecting Real Estate Photography, July 2023 Commentary by Real Estate Photography Books and Courses Author Nathan Cool Disclosure: I own 100+ shares of Matterport stock (MTTR). What are your thoughts?  Join the discussions in the We Get Around Network Forum (www.WeGetAroundNetworkForum.com).

Discover the ins and outs of sustainability regulations in the EU with Patrik Karlsson, a senior policy officer at the European Securities and Markets Authority (ESMA), and Josina Kamerling, head of regulatory outreach for CFA Institute for the Europe, Middle East, and Africa (EMEA) region at CFA Institute. Gain valuable insights into the Sustainable Financial Disclosure Regulation (SFDR) and its implementation, as well as the ongoing consultation on some changes to the requirements. Patrick shares his thoughts on greenwashing, the role of ESMA and other European Supervisory Authorities in applying SFDR, and the importance of acknowledging the responsibility of the finance sector to provide disclosure. Dive deeper into the complex world of financial services rulemaking in the EU as we explore the framework law, regulatory and implementing technical standards, guidance and Q&A's, and supervisory convergence in relation to SFDR. Learn about the importance of case studies as a tool for illustrating how the rules are meant to be applied and the consultation paper on tweaks recently issued by ESMA. Additional topics include the significance of close collaboration between financial market participants and regulators, the EU's dynamic process for regulation making, the UK's proposed measures to address greenwashing, the FCA's labeling regime, and the call for evidence on the fund naming process to help prevent greenwashing. Don't miss this enlightening conversation with Patrik Karlsson on the complexities of sustainability disclosures and the crucial role of regulation in preventing greenwashing.

Lillypad.ai marries most academically studied learning methodologies with AI to help students to improve their English faster. Genady Knizhnik is a passionate technical and organizational leader with entrepreneurial and corporate experience. Genady spent years in the Israeli start-up scene prior to moving to Canada. In Canada, Genady co-founded a technology company, which was eventually acquired. During his tenure at Agfa HealthCare, Genady´s expertise and entrepreneurial drive lead to his appointment as the Business Development Director for all of Europe, the Middle-East and Africa (EMEA). Following the appointment, he and his family resided in Belgium for 3 years. In his role, Genady was responsible for delivering multi-million dollar sales objectives and in charge of developing sales capabilities of a new product portfolio across the region. Through his extensive travel, Genady has developed a firm belief that HealthCare and Education are the most important tenets of a prosperous society. Today, Genady spends his professional time dedicated to improving people´s lives through technology across these two domains. Genady now lives in Toronto and is a devoted husband and father of two daughters. He is an avid sailor and sports enthusiast and enjoys world travel with his family. Genady holds an MBA from Richard Ivey School of Business and a BSc in Information Technology from Israel Institute of Technology (“Technion”). Connect with Jon Dwoskin: Twitter: @jdwoskin Facebook: https://www.facebook.com/jonathan.dwoskin Instagram: https://www.instagram.com/thejondwoskinexperience/ Website: https://jondwoskin.com/LinkedIn: https://www.linkedin.com/in/jondwoskin/ Email: jon@jondwoskin.com Get Jon's Book: The Think Big Movement: Grow your business big. Very Big!   Connect with Genady Knizhnik: Website: https://lillypad.ai Instagram: https://www.instagram.com/lillypad.english/ Facebook: https://www.facebook.com/lillypad.english/

In this episode, we are excited to welcome Sébastien Marotte, the President of Box Europe, the Middle East, and Africa (EMEA). Box is a Cloud Content Management company that empowers more than 87,000 businesses globally by revolutionizing how they work. In Sébastien's 30+ year career, he has held executive roles at high-profile software companies like Google, Hyperion, and Oracle. He led Google Cloud's EMEA Channels as Vice President, having also served as Vice President of Google Cloud EMEA for almost a decade. As an early leader at Google Cloud, Sebastien was responsible for much of the foundational growth and development across EMEA, including the launch of G Suite (now Google Workspace). In our conversation, Sébastien talks about the importance of diversity in building international teams, strategies in balancing corporate strategy and localization, why customer engagement is everything in business, how digitalization changed the way we innovate, work, and hire and why there are more opportunities for global businesses now more than ever. This episode is sponsored by our partner, ZEDRA. Learn more about how the ZEDRA team can support you in expanding to new markets at https://www.zedra.com Get your copy of our Wall Street Journal Bestselling book, GLOBAL CLASS, a playbook on how to build a successful global business. https://www.amazon.com/Global-Class-Fastest-Growing-Companies-Globally/dp/1637742185 Find our entire podcast episode library at https://www.globalclassbook.com/podcast

In this episode of Dealcast, we're looking at equity capital markets (ECM) activity in Europe, the Middle East and Africa (EMEA) in 2022 and what 2023 holds for initial public offerings (IPOs). Joining us to shed more light on the topic is an expert on the topic, Samuel Kerr, senior ECM editor for EMEA at Mergermarket. “Despite a terrible year, [in 2022] we had two of the biggest deals [Porsche and DEWA] we've ever had in the region,” Samuel says. “For the right name, investors are still willing to commit. And that should give a little hope to the IPO market in 2023.” Listen to this episode to learn: • The reasons behind low ECM issuance in 2022 • Growth of the Abu Dhabi and Dubai stock exchanges • What it will take for deal volumes to increase in 2023 • Sectors and types of deals to keep an eye on this year • Upcoming European IPOs and corporate carve-outs to watch for Dealcast is presented by Mergermarket and SS&C Intralinks. Dealmakers, download the 2023 SS&C Intralinks Global M&A Dealmakers Sentiment Report here.

“You have to learn early focus on what you can do.” - Genady KnizhnikGenady Knizhnik is a passionate technical and organizational leader with entrepreneurial and corporate experience. Genady spent years in the Israeli start-up scene prior to moving to Canada. In Canada, Genady co-founded a technology company, which was eventually acquired.During his tenure at Agfa HealthCare, Genady´s expertise and entrepreneurial drive lead to his appointment as the Business Development Director for all of Europe, the Middle-East and Africa (EMEA). Following the appointment, he and his family resided in Belgium for 3 years. In his role, Genady was responsible for delivering multi-million dollar sales objectives and in charge of developing sales capabilities of a new product portfolio across the region.Through his extensive travel, Genady has developed a firm belief that HealthCare and Education are the most important tenets of a prosperous society. Today, Genady spends his professional time dedicated to improving people´s lives through technology across these two domains. Genady now lives in Toronto and is a devoted husband and father of two daughters. He is an avid sailor and sports enthusiast and enjoys world travel with his family. Genady holds an MBA from Richard Ivey School of Business and a BSc in Information Technology from Israel Institute of Technology (“Technion”)Click here to subscribe to The Sell My Business Podcast to save time and effort.SELECTED LINKS FOR THIS EPISODEgenady@botpublishing.comLillyPad.aihttps://amzn.to/3FphnWmCockroach Startups: What You Need To Know To Succeed And ProsperFREE Deep Wealth eBook on Why You Suck At Selling Your Business And What You Can Do About It (Today)Book Your FREE Deep Wealth Strategy CallContact Deep Wealth: Tweet @JeffreyFeldberg LinkedIn Instagram Subscribe to The Deep Wealth Podcast Email podcast@deepwealth.com Help us pay it forward by leaving a review.Here's to you and your success!

Lillypad.ai marries most academically studied learning methodologies with AI to help students to improve their English faster. Genady Knizhnik is a passionate technical and organizational leader with entrepreneurial and corporate experience. Genady spent years in the Israeli start-up scene prior to moving to Canada. In Canada, Genady co-founded a technology company, which was eventually acquired. During his tenure at Agfa HealthCare, Genady´s expertise and entrepreneurial drive lead to his appointment as the Business Development Director for all of Europe, the Middle East, and Africa (EMEA). Following the appointment, he and his family resided in Belgium for 3 years. In his role, Genady was responsible for delivering multi-million dollar sales objectives and was in charge of developing sales capabilities of a new product portfolio across the region. Through his extensive travel, Genady has developed a firm belief that HealthCare and Education are the most important tenets of a prosperous society. Today, Genady spends his professional time dedicated to improving people´s lives through technology across these two domains. Genady now lives in Toronto and is a devoted husband and father of two daughters. He is an avid sailor and sports enthusiast and enjoys world travel with his family. Genady holds an MBA from Richard Ivey School of Business and a BSc in Information Technology from Israel Institute of Technology (“Technion”). Connect with Jon Dwoskin: Twitter: @jdwoskin Facebook: https://www.facebook.com/jonathan.dwoskin Instagram: https://www.instagram.com/thejondwoskinexperience/ Website: https://jondwoskin.com/LinkedIn: https://www.linkedin.com/in/jondwoskin/ Email: jon@jondwoskin.com Get Jon's Book: The Think Big Movement: Grow your business big. Very Big!   Connect with Genady Knizhnik: Website: https://lillypad.ai Instagram: https://www.instagram.com/lillypad.english/ Facebook: https://www.facebook.com/lillypad.english/

In E7 of The 5V Podcast,  Dimitrios Spiliopoulos - Industrial IoT GTM Lead for Manufacturing & Supply Chain EMEA at AWS & Shashank Jain, Director - Manufacturing and Energy at Hitachi Vantara join us to discuss the power of partnering, what the AWS ecosystem is enabling for partners and their customers (scale big and fast!), as well as the challenges & disruptions seen in supply chain in light of the war and Covid and the impact these factors have had on various industries. Know what you're looking for? check out the chapters below...

DotDigital CEO, Milan Patel and CFO, Alistair Gurney give an overview of the results for the period ended 30 June 2022. Milan Patel, CEO 00:16 - Summary of the year 01:48 - Operational progress 04:32 - The Market Alistair Gurney, CFO 06:04 - First impressions 07:04 - Financial Highlights Milan Patel, CEO 08:10 - Outlook Dotdigital Group Plc is a United Kingdom-based company that is engaged in providing intuitive software as a service (SaaS) via an omnichannel marketing automation and customer engagement platform services to digital marketing professionals. The Company's dotdigital Engagement Cloud is a SaaS marketing platform that enables companies to create, test and send data-driven automated campaigns across channels, including email, SMS, social, advertising, mobile, Web and offline. The Company's technology integrates with e-commerce and customer relationship management (CRM) platforms to create a robust marketing engine that supports insight-driven activities and improves business growth. The Company operates primarily in Europe, Middle East, and Africa (EMEA), North America and Asia-Pacific (APAC). The Company's subsidiaries include Dotdigital EMEA Limited, Dotdigital Inc, Dotdigital APAC Pty Limited, Dotdigital B.V. and others.

Episode #84 welcomed Oliver Iltisberger- CEO of Schoeller Allibert Schoeller Allibert is a market leader of returnable plastic packing solutions driving sustainability in smart logistics. Previously Oliver was the Division President of Smart Buildings in ABB, a global $3bn business focusing on market leading home and building automation solutions. Prior to that, as Executive Vice President and member of the Executive Committee, Oliver led the Asia Pacific and then the Europe, Middle East, Africa (EMEA) region of Landis+Gyr, a publicly listed global leader for smart metering and smart grid solutions. We explore Non-Hierarchical leadership with Oliver, touching upon... ✅ Being Approachable ✅Leading by Example ✅Management Principles & Values ✅Trust

CEO appointments are an important responsibility of Boards. Accordingly, Boards need to ensure they have adequate qualified internal and external candidates for successful CEO selection processes. Creating CEO readiness for internal candidates is as important as working with external search advisors.In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards discusses CEO readiness with Dr Wayne Nelson, Senior Partner at Deloitte Consulting and Strategy Consulting Leader Europe, Middle East and Africa (EMEA) at Monitor Deloitte. He is also Head and Founding Dean of the Deloitte Executive Leadership Institute. "Nature and nurture both play a role in the development of leaders"Wayne starts by explaining that, of course, both nature and nurture play a role in the development of leaders. Wayne found that roughly 30% of participants are 'accidental CEOs.' These leaders stumbled into the CEO role by being in the right place at the right time, and happen to have the required skills and experiences. These leaders, however, had no plans to become CEO. However, most CEOs intentionally sought out the role. Wayne feels this suggests that leaders can do intentional, deliberate things to increase their readiness and chances of moving into a CEO role.  "The CEO role is a very challenging one that comes with huge personal sacrifices"Wayne suggests that the CEO role often brings isolation and loneliness, and requires a thick skin and an ability to be resilient.   Candidates need to realise this and be sure they really want the job and are willing to make sacrifices. "We're seeing a whole new generation of executives"Wayne explains that company products have well-defined attributes and values, communicated with great care to ensure clarity and consistency. Executives in the market for a CEO role also need to define a brand for themselves - simple, relevant, and authentic. They need to communicate this consistently, over and over again, and new social media channels are ideal for this. "The best CEO hires are fit for circumstance"Wayne explains that 'fit for circumstance' means that the best CEO hires can explicitly connect the company's circumstances with an attractive future vision – and then connect these to their own experiences, capabilities, potential, and motivation. The four key elements defining fit for circumstance are (1) The situation, expectations and vision for the company. (2) The type of leader the company needs. (3) The candidate's capabilities, experiences, and potential. (4) The candidate's motivation and authentic self. The best CEO hires fulfill all four."Board members need to think about what type of leader the company needs explicitly"Wayne has seen that very experienced board members have categories of CEO types in their minds that they can easily match with the current situation of the company. This needs to be discussed early on, however, not in the heat of the moment and not during recruitment when a selection is being made.   He believes that succession planning needs to be done early, and thus for a CEO role, internal candidates should be developed, not necessarily always looking externally via search agencies.The three top takeaways from our conversation are:1.      The best CEO candidates can articulate their "fit for circumstance" and make a real effort to hone their "story."2.     Board members can use the "fit for circumstance" concept to guide their CEO candidate evaluations and selections.3.     Boards benefit from having a broad slate of viable internal and external candidates. It makes sense to build CEO readiness of internal candidates deliberately.

Welcome to Episode 1055 Cynthia Chaplin interviews Michelle Brampton, the new CEO of WSET, in this instalment of Voices, on the Italian Wine Podcast. More about today's guest: Michelle will joined WSET on 1st February as CEO and spent two months working alongside current CEO Ian Harris, who stepped down on 15th April. Michelle previously spent 19 years at Treasury Wine Estates (TWE), where she most recently held the role of Managing Director Europe, Middle East and Africa (EMEA) from 2018 to 2021. During this time Michelle was also on the boards of both The Drinks Trust and the Wine & Spirit Trade Association (WSTA). Earlier in her time at TWE, she gained international and commercial leadership experience as Commercial Director UK & Ireland and as CFO, EMEA and South East Asia. Chair of the WSET Board, Simon McMurtrie commented: “The Trustees are delighted that Michelle has accepted our invitation to lead the WSET in the coming years. Michelle's track record at Treasury Wine Estates and, more recently her wider role in the drinks trade, make her the ideal successor to Ian, following his remarkable 20 years as CEO”. To learn more visit: https://www.wsetglobal.com/news-events/news/2022/january/11/wset-announces-michelle-brampton-as-new-ceo/ About today's Host: Cynthia Chaplin is a VIA certified Italian Wine Ambassador, a professional sommelier with FIS and the WSA, a member of Le Donne del Vino, and a Professor of Italian wine and culture. Born in the USA, she's lived in Europe since 1990. Italian wine, in particular rosé, is her passion. She works with embassies, corporations and private clients, creating and presenting tastings, events, seminars and in-depth courses. Cynthia is a wine writer, a judge at international wine and sake competitions, she consults with restaurants and enotecas developing comprehensive wine lists and food pairings, and she advises clients who want to curate an Italian wine collection. She currently works for Vinitaly International in Verona as a Project Manager, Educator, and the host of VOICES Series on The Italian Wine Podcast, focusing on diversity and inclusion in the global wine industry. To learn more visit: Facebook: Italian Wines in English Instagram: kiss_my_glassx Linkedin: https://www.linkedin.com/in/cynthia-chaplin-190647179/ Let's keep in touch! Follow us on our social media channels: Instagram @italianwinepodcast Facebook @ItalianWinePodcast Twitter @itawinepodcast Tiktok @MammaJumboShrimp LinkedIn @ItalianWinePodcast If you feel like helping us, donate here www.italianwinepodcast.com/donate-to-show/ Until next time, Cin Cin!

In this episode, Renée Graham, the Head of Content at Crafty Counsel is joined by Sam Lester, Director and Senior Legal Counsel at TD Securities, which is a leading Canadian investment bank and financial services provider that offers capital market and advisory services to corporate and institutional clients globally.Before joining TD Securities Sam was a Legal Director for Investment Banking and Capital Markets, for Europe, the Middle East and Africa (EMEA) at Credit Suisse and before that Vice President – Investment Banking Legal (EMEA) at global investment banking firm, Jefferies, which is headquartered in New York.Among other things Sam talks about his career journey, the highlights and challenges of working in-house in investment banking and the best advice he has received.Sam is part of Crafty Counsel's FTSE and Friends group. Crafty Counsel's community of in-house lawyers meet regularly, online and at in-person events, to discuss the things that matter to them.

Everyone has their own definition of success. But for MongoDB's Chief Revenue Officer Cedric Pech, the journey towards achieving it, the self-improvements you make, and the lessons learned along the way may prove to be more important than the destination itself. In this episode of the Revenue Builders podcast, our hosts John McMahon and John Kaplan talk to Cedric about his career, and his thoughts on leadership, purpose, and success. Additional Resources:Connect with Cedric Pech on LinkedIn: https://www.linkedin.com/in/cedricpech/HIGHLIGHTSFrom VP to CRO: Challenges faced and lessons learnedWhy having a purpose is crucial for teams It can't be just about the paycheck Patriots vs. Mercenaries Success is a marathon, not a sprintSlow Success vs. Fast Success How skiing influenced Cedric's career It's about the journey, not the destinationDetails are where the consequences lieLeaders have to take care of themselves tooGUEST BIOCedric Pech is the current  Chief Revenue Officer for MondoDB. He joined MongoDB to lead Europe, Middle East and Africa (EMEA) sales in July 2017, and since that time has rapidly increased the size of the team, expanded into new markets, implemented a new process that has measurably increased sales productivity and has driven exceptional growth.With more than 20 years of sales leadership experience, Cedric has a track record of building high-performance sales organizations that deliver strong and consistent results. Prior to MongoDB, he led worldwide sales at Fuze, an enterprise global cloud communications and collaboration software platform. He has also held senior sales leadership roles for four different software companies, including three publicly traded companies: BladeLogic, BMC, and BazaarVoice.QUOTESCedric on finding your purpose: "I think it starts from you. There's a moment where you wake up in the morning and it's so hard that you ask yourself, why am I doing what I'm doing? And the moment you stop asking that, then you start to dig into yourself and do some introspection to come up with answers."John McMahon on retaining employees: "When people understand the why, they can handle the how."Cedric's advice for sellers: "Be patient and work on your craft. Don't cut corners and don't go after the next promotion or after short-term money but really work on your foundations. This is a marathon."Why Cedric says you shouldn't rush success: "Slow success builds character and fast success builds ego."Cedric on which things cannot be sacrificed for the sake of 'winning': "We are going to win, but not at any cost. And the line that we are going to draw is the line where people get hurt in their families, their health or their personal balance."Check out John McMahon's book here: https://www.amazon.com/Qualified-Sales-Leader-Proven-Lessons/dp/0578895064

More top-level insights you ask?! Your prayers have been answered [emojis] Check out our brand new podcast episode featuring Satya Anand, President of Europe, Middle East and Africa (EMEA) for Marriott International. Satya talked to us through his career path into hospitality, starting as a night auditor and making it all the way to the top of the company in EMEA, after having been with the company for 30 years now. We discussed the changes that Covid brought to the industry and talked about how the inspiring leaders of Marriott, including @Bill Marriott Jr., his son @David Marriott, the current CEO @Anthony Capuano and the late @Arne Sorenson have each left their mark on the company. Satya also explained the different travel and loyalty preferences people will have going forward and how that affects loyalty programs such as Marriott Bonvoy. As if all that wasn't plenty to be hyped for, we added an outlook on brand structure and opening up new brands within the Marriott cosmos to the episode, to really leave you no choice but to tune in. Enjoy the show!

Skip the Queue is brought to you by Rubber Cheese, a digital agency that builds remarkable systems and websites for attractions that helps them increase their visitor numbers. Your host is  Kelly Molson, MD of Rubber Cheese.Download our free ebook The Ultimate Guide to Doubling Your Visitor NumbersIf you like what you hear, you can subscribe on iTunes, Spotify, and all the usual channels by searching Skip the Queue or visit our website rubbercheese.com/podcast.If you've enjoyed this podcast, please leave us a five star review, it really helps others find us. And remember to follow us on Twitter for your chance to win the books that have been mentioned in this episode.Competition ends October 1st, 2022. The winner will be contacted via Twitter. Show references: https://www.iaapa.org/https://www.linkedin.com/in/jakob-wahl/ Jakob Wahl is the Executive Vice President and Chief Operations Officer at IAAPA, the global association for the attractions industry.Wahl has ten years of experience working for IAAPA. He first came to IAAPA as program manager where he served the association for five years in the association's office in Brussels. He then went on to work at Europa- Park in Rust, Germany as director of communications before returning to IAAPA in 2017 as Vice President and Executive Director of IAAPA Europe, Middle East, and Africa (EMEA). He was promoted in November 2021 to Executive Vice President and COO.Wahl holds the German and French master's degree in economics from the IUP of Aix-en-Provence. Transcriptions: Kelly Molson: Welcome to Skip the Queue, a podcast for people working in or working with visitor attractions. I'm your host, Kelly Molson.In today's episode, I speak with Jakob Wahl, Executive Vice President and Chief Operations Officer of IAAPA, International Association of Amusement Parks and Attractions. We discuss just why the attractions industry is so exciting, the ongoing labour shortages, sustainability and where the attractions industry is headed in terms of technology. If you like what you hear, subscribe on all the usual channels by searching to Skip the Queue.Kelly Molson: Jakob, thank you so, so much for joining me today. You're a very, very busy man, so I'm very grateful that you could come on and spare some time.Jakob Wahl: It's a pleasure to be with you today, Kelly, so thanks for the invite. I'm honoured.Kelly Molson: The honour is all mine, trust me. But you might not be so honoured once we finish with our icebreaker questions, although I feel like I've been quite kind again, today.Jakob Wahl: Okay.Kelly Molson: All right. I want to know what is the best theme park ride that you have ever been on?Jakob Wahl: Wow. That's difficult... I think it's as difficult as, say, a favourite car; because there's a specific mood for everything. And if I... It also depends on the company. If I go with my buddies, probably I would have said Boulder Dash at Lake Compounce, which is an intense wooden coaster. If I go with my kids, I'd take any kind of Disney ride, or whatever. And if I go with my wife, it's probably no ride at all, but it's a great restaurant in a park. So, it's actually very, very hard to judge.Jakob Wahl: But I have to say, and obviously, the big things in the industry always blew me away; and that was Indiana Jones at Disneyland, Anaheim. It was Spiderman at Islands of Adventure. It was the first Harry Potter rides. It was really kind of those, where I would consider revolutionary developments in the dark ride industry, where you just walk out and say, "Wow. What was that?" And Star Wars was the most recent one.Kelly Molson: Oh, that was a great answer. I think that was a brilliant answer. I love that you gave different answers for the different people that you were with, as well. I think that was-Jakob Wahl: Yeah, but it is.Kelly Molson: Right.Jakob Wahl: I think it's the same thing about favourite parks. I have... I love the atmosphere in a Scandinavian park at night, when it comes alive with the lights, with concerts. But if I would go just for rides, it would be probably the Universal Parks. If I go with my family, it's something else. It really depends on the mood of the day.Kelly Molson: Brilliant. Perfect answer, could not have been better. Right. If you had to listen to one album on repeat, continuously, what would that album be?Jakob Wahl: Wow. It would be a classic album, I think; because as much as I love all kinds of music, if I would need to listen to something continuously, I need something which doesn't stress me and which kind of relax me. I don't know the English term. It's a track called Moonshine Sonata. It's a sonnet of the moonlight, or Tchaikovsky, which I like a lot as well.Kelly Molson: Well, that sounds lovely. I actually do this in the car; so I've started to listen to Classic FM, which is a radio station in the UK, because it's really calming.Jakob Wahl: Yes.Kelly Molson: And if you're just... It's just really relaxing and really calm; and it just puts you in a really kind of Zen mood.Jakob Wahl: Yeah.Kelly Molson: I'm sure that's all right for driving, to be Zen. Sure, that's fine.Jakob Wahl: Especially in a traffic jam, if you have aggressive drivers around you, that is actually...Kelly Molson: Exactly. Just wind the window down, take in my Classic FM. Okay. What would be your favourite tradition? Something that you do every year, or something that you do every month?Jakob Wahl: It's probably a ski weekend with my best friends. I'm moving to Orlando, so that's actually the hard part; because I love skiing, and I probably spend most of my money on skiing because this means... I think it comes back to what you say in music. There's nothing else where I can more relax and unwind, because you're just in the nature, you're doing sports... Well, it's not really challenging as a sport, but it's just wonderful to be out there. And I think that's something I really, really love; to go with my best friend, just for a weekend, and whiskey and ski.Kelly Molson: That sounds pretty cool, doesn't it? That's going to be a big change for you then, moving-Jakob Wahl: Oh, yes.Kelly Molson: ... to Orlando.Jakob Wahl: Yes. I live right now in the Black Forest, and we have the four seasons here. In Orlando, I think it's the four seasons of humidity. But there are other great things about Orlando. So, I will definitely miss the snow, but there will be plenty of other things I'm very excited about.Kelly Molson: Absolutely. Well, yes. For an Attraction Specialist, could there be a better place to be than Orlando? Maybe not. Right. Jakob, what's your unpopular opinion?Jakob Wahl: I don't like special days in theme parks. And this comes from a longer history. We have seen, in theme parks, days for special needs, or days, or so-called gay days. And I think I would like us to be so inclusive that we don't need special days to accommodate those people. It should be a normal thing. It should be just... I don't also like when you go to toilets, and there's a special sign for disabled people. It should be that they are always accessible. And I think it should be a regular part of our business that you don't need to market designated days for designated groups; because we should be so inclusive that it's every day.Kelly Molson: That's a really good opinion. And I'm pretty sure that a lot of people would agree with you on that one, as well. So maybe it's not going to be quite as unpopular as you think.Jakob Wahl: Then I have another unpopular opinion, for sure.Kelly Molson: Oh, well, throw that at us. If you're going to get... Let's have another one.Jakob Wahl: I'm tired of the word immersive. I don't think every attraction needs to be immersive. I think it's totally fine that you have a great thrill ride, that you have a great rollercoaster. It doesn't always need to have a storyline or own soundtrack or a big theme. It's also fine sometimes, to just have a great ride in itself, and to let it stand for itself without any IP, without a branding, without a soundtrack, without all of that stuff.Kelly Molson: Hmm. All right. Well, listeners, I would love to know your thoughts on these. Tweet me, let me know what you think. Thank you for sharing, Jakob. Can you tell us a little bit about your background and where you are now?Jakob Wahl: I'm sitting right now in Germany, where I'm originally from. I work for IAAPA, which I have done now for four and a half years; it's my second time with IAAPA. Beforehand, I worked for Europa-Park. So this is why I still kind of live in that area, because I was lucky enough to meet my wonderful wife here in this region. So I stayed here even, when moving away from Europa-Park.Jakob Wahl: But I have been, what you would consider in this industry, aficionado. You can call me nerd, enthusiastic, whatever you want. But I think, as many people, I started in the industry as a teenager. My first job was when I was 16. I checked tickets Phantasialand at the entrance, the Mexican side entrance to Phantasialand. And I fell in love with this industry. And I never left, for the disbelief of my parents, who still hope one day I have a serious job. But I think I even got them so far that they understand what this is about, and what it means for me, and that we are huge industry.Jakob Wahl: But since then, I think I love this industry, and I'm sometimes like the child in the candy store, because I think we have the privilege of... Actually, our only purpose is bringing joy to the people. And there are not many industries is out there which can say that for themselves. And in that way, you see lots of discussion about human resources, about bringing young talent to the industry.Jakob Wahl: And I think we need to highlight that more; because you see that it's those companies which have a purpose, which have a mission, which are very popular among young people. Patagonia, Oakley, Veja, other sneaker brands. It's those which say that they're doing good for the people. And ultimately, yes, we are. As an industry, as our members, we are commercially driven, but hey, we bring fun to the people. And I think that is unfortunately, today, more needed than ever before.Kelly Molson: Ah, I could not agree with you more. Bringing fun to the people; there could not be a better definition of what the sector is all about. I absolutely love that. What's really interesting is, most people that come on here that are attractions aficionados, as you called yourself, they do start very young in the sector. So it is an industry that... It really, it does retain people. Right? People fall in love with it at a really early age, which is really lovely to see. And I want to ask you a little bit about this later on in the podcast, actually, something that you talked about, in terms of recruitment and getting more younger people into the industry.Jakob Wahl: We always said two things; we said, "Once you work for the industry, you will never work for anything else, for two reasons. Because you don't want to work for anything else." And actually, the second one is, "No one will take you seriously once you have worked with us."Kelly Molson: That's it. You're done in, so you have to stay.Jakob Wahl: Yes, you have to.Kelly Molson: I love that. Okay. Well, let... You are now at IAAPA.Jakob Wahl: Yes.Kelly Molson: And you've just taken on an incredibly senior role there. Can you tell us a little bit about that, and then what that role involves?Jakob Wahl: Yes. My first time at IAAPA was from 2009 to 2014, and I worked with Karen Staley, who was back then the Vice President. Today, she's with Sally Dark Rides. And I fell in love with this association, because I think, again, we fulfill a role in trying to promote the industry and in bringing people together; and I think that's a wonderful thing.Jakob Wahl: I left then for Europa-Park, where I had four amazing years with the Mack family, with Michael Mack, where I learned a lot. And then, this job opened up at IAAPA EMEA, and as the Vice President. And I always had two hearts in my chest. I was very passionate about the association, and then I took that chance, and I have had four and a half fantastic years with IAAPA EMEA.Jakob Wahl: And then, I was lucky enough to have a great CEO with Hal McEvoy. And we discussed, and then one moment, he changed the strategy in saying that he wanted to be also more in presenting IAAPA on a picture, and asked me to take over the role as COO. And this is a great opportunity, and I'm very happy about what we have achieved in the EMEA region. And I look forward to work with the regional leaders, which we have with June Ko in the APEC region, with Michael Shelton in North America, and with Paulina Reyes in Latin America. And my successor now, Peter van der Schans, to try to bring that industry further, and to deliver more membership services and be of help for our members.Kelly Molson: So, what is your role there now? And what is your kind of purpose at IAAPA? What do you drive?Jakob Wahl: So, I lead the operations of IAAPA across the world. And so that means I'm in charge for the four regional offices, for the global sales, for our three expos. We have IAAPA Expo Asia, which unfortunately, we had to cancel due to the COVID situation in Hong Kong, or in the region and in Shanghai, where the expo was supposed to take place. And the one in Europe, which takes place this year in London, Kelly, I hope to see you there.Kelly Molson: Yes, I will be there.Jakob Wahl: And then, obviously, our big ship, the one in Orlando, which always takes place in November. So, I'm ultimately in charge for those big trade shows for the regions, but also for the many regional events across the world, where we try to bring together people, to learn from each other, to inspire each other, to connect with each other.Jakob Wahl: And we have the next upcoming event in Orlando now, where we are going to see the new Ice Breaker coaster at SeaWorld. We are going to have in mayor region, an event in May, in Italy, where we are going to see Cinecitta World, Magic Land, and Zoomarine, where we'll really try to look into things: what's hot? What should be seen? What can we tell, in terms of educating our members about best practices? That really, everyone comes and sees something and walks away back home to say, "Hey, I can apply that in my business to become better." And I think that's what drives us in trying to come up with those events.Kelly Molson: It's been an incredibly difficult time for the attractions industry-Jakob Wahl: Yes.Kelly Molson: ... full-stop. But for you personally, that must have been very difficult. Because I guess that you are used to traveling a lot all over for the world, to all of these incredible places and attractions that you described. That must have been really tough for you.Jakob Wahl: Well, I think... First, I have a very passionate team; and I think the whole IAAPA team is very passionate. And we felt for our members. We struggled because we had to cancel shows as well. It was sad, because we put a lot of work into things which had to be canceled. But I think we suffered mainly seeing our members struggling with changing rules, with being forced to close down, with all of those things.Jakob Wahl: And I tried to look at the good sides of things. And I think during those past 24 months, our industry grew together. And I think when the pandemic first hit, it was in very short notice that we got together the key leading experts, health and safety experts from all the big parks across the world, who developed a paper on safe re-opening for theme parks.Jakob Wahl: And seeing that, how we worked together as, or unity, how we work with national associations; how we tried to support each other, how we sent letters, how we talked to governments; I think that was actually where the association came alive. And yes, it was hard for us to not being able to bring people face-to-face together, but it was, I think, good because we saw stronger than ever before, the value of an association. And it was... We got many feedback from members across the world saying, "Listen. I went to my government with this paper, and they saw that we are safe. And they saw it, and they let me open again." And that was very fulfilling, obviously, for the members, but also for us; because we saw that what we did was of purpose.Kelly Molson: That's incredibly powerful, isn't it?Jakob Wahl: Yeah.Kelly Molson: That document had such a huge effect on attractions all over the world.Jakob Wahl: But that is again, a privilege of this industry, I think. In a way, yes, parks or members or facility members or our supplier members are in a certain way competing. They're competing about the same money, about the same time. But I think if we have certain discussion items of whatever nature, and I call the different members, they all group around the table, they all share their learnings, their best practices. And they walk away, and everyone is kind of doing their thing again.Jakob Wahl: But I'm not sure if this is the same thing in many other businesses: in the car industry, in the computer industry, in the mobile industry. I don't think people are that open with each other. And I think this is where it's special to work for this association; because you feel that. One member thinks, "Listen. If a client, if a guest, has a good time in a different park, it's helpful for me as well. But if they have a bad experience somewhere, they are probably less likely to visit other amusement parks." And I think this is what makes our industry special, because I think we have understood that.Kelly Molson: That's really interesting. And that is something, again, that's come up time and time again, when we've spoken to people in the sector. It's just, one, is how collaborative it is and supportive of each other. But two... Do you think that that... Do you think it's more so since the pandemic? It was prior to, but do you think that that's accelerated because of the pandemic situation?Jakob Wahl: It was always there. I think it was always there. And I think we always have had those dedicated members which have contributed massively through committees, through white papers for all members on best practices, on right commissioning for example, or on right of a creation; those really kind of guidelines where we get safety experts together, creating a document for those parks which might not have the same resources, and trying to level that up.Jakob Wahl: I think what we have seen through the pandemic is that we got those members who might have been inactive before, to get them closer; to get them closer to the association, closer to other members. And I think that has been a benefit. I think we have never talked to so many members throughout the pandemic; and sometimes listening, and sometimes giving advice, and sometimes we only let them vent. But it was good to realise that none of us was alone in that time. And we did some live chats where we had 50 or 60 water park operators; and everyone shared their story. And maybe there were some learnings, maybe there were... But I think it was more important for them to actually see, "Hey, I'm not alone in this. And others go through this as well." And to create that community feeling while we could not have those face-to face-experiences at the events.Kelly Molson: Yeah. Wonderful. It is phenomenal that you've been able to facilitate that level of support for your members. Let's talk about what's coming next, though; because I guess one of the positives from going through that process, is that you did get to speak to so many members. Like you said, some of them had... There was things that you could share to support them; some people just wanted to rant. But I guess all of that knowledge helps you understand what more you can do for your members, and then develop new kind of support programs for them for the future. So what have you got in development? What can you share with us about what's coming next for IAAPA?Jakob Wahl: I think the pandemic has probably been an accelerator to things in the same way it has been to members as it has for us. And we see that with operators across the world, that those past two years have been a huge accelerator for everything digital. And I think that is something which we see for ourselves as well. If I remember trade shows three years ago, we always have the sign at the exit, "See you next year." And I think this is 2019. Today it is, "See you tomorrow on a digital space." Because you need to create those connections all year round; because people have learned to live digitally, and don't want to wait to be face-to-face to be able to do that. And I think that is something where we, for ourselves, and also with our board of directors, have decided, "Listen. We want to invest more into digital options." We already have great, great digital learning availabilities and those offerings. But I think it's really kind of the networking, the connecting part, where we want to become stronger in the years to come.Kelly Molson: Absolutely. Because with digital, we can facilitate conversations like this.Jakob Wahl: Yeah.Kelly Molson: We're in different parts of the world, and we're just having a lovely chat on our podcast. But you can bring together people from all over the place in one central location. It's so incredibly powerful to be able to do that. And it seems crazy that we've only been doing that for the last couple of years because of the pandemic. Right? It wasn't mainstream prior to that.Jakob Wahl: No. No.Kelly Molson: It is crazy. Well, that's brilliant. So we're going to be seeing more digital engagement for IAAPA, bringing people together more frequently; which is absolutely what people, I'm sure, want.Jakob Wahl: And I also think what we are going to see, and what we are already doing, is to try to be more regional. I think we have seen that with the trade shows last year, those in Barcelona and Orlando, that they were good trade shows. They were smaller than they used to be. And they were more regional, because of travel restrictions and because of everything. And I think we have seen that there's a need for the regional presence. And those success stories of the regional offices of IAAPA come from that; because we have people on the ground, they speak the language, they understand the market, they know of the players. And this is where we want to offer more small opportunities of bringing people together face-to-face. Obviously, digital, we do that; but also face-to-face. Because as great as this all is in connecting, it's still a difference also, I think for the two of us, Kelly; if we sit down in front of the screen, how much nicer it would be if we sit somewhere next to each other and talk about-Kelly Molson: Absolutely. Absolutely.Jakob Wahl: And this will never replace it. I think it complements each other. And this is where we try to be closer to actually our members, to go towards them; to see what they're doing, and to highlight what they're doing, what innovations there are. There's so many wonderful innovations, facilities, stories to tell out there. And ideally, I would like to do something every week. We don't have the resources for that, but we want to be closer to our members.Kelly Molson: Brilliant. It's interesting you said about that, the kind of face-to-face and in-person; because nothing will ever replace that whatsoever. But I had this-Jakob Wahl: Especially in our industry, I think; because we are a very social industry.Kelly Molson: Absolutely. And you've got fantastic venues and spaces to do that in as well; so why not?Jakob Wahl: Yeah.Kelly Molson: But I had this conversation with somebody last week, about how it's just kind of cut down a lot of the longevity and travel that was associated with kind of little mini, micro meetings. You want to meet someone for a coffee, and kind of see if you get to know them first. Right? This is a great way of doing that without spending two hours on a train to get wherever they are.Jakob Wahl: So true.Kelly Molson: So, I see this is the first date. The second date is the coffee in real life.Jakob Wahl: Yes. Exactly.Kelly Molson: I want to go back to something that you talked about right in the beginning.Jakob Wahl: Yes.Kelly Molson: You said about you worked in the sector from a young age, and that they're good at retaining people because they fall in love with the sector.Jakob Wahl: Yeah.Kelly Molson: So, in the UK, there's a huge labor shortage in the UK currently. And it is a huge challenge to the sector, especially in the kind of hospitality roles that attractions have.Jakob Wahl: Yeah.Kelly Molson: Is this something that's widespread across Europe and the US?Jakob Wahl: Yes.Kelly Molson: So you're still, you're having those problems as well?Jakob Wahl: Unfortunately, yes.Kelly Molson: What do you see as a solution to that? I don't know if you have seen any kind of interesting examples of attractions that are doing things really well to hire new staff and retain the ones that they have?Jakob Wahl: I think what you said, unfortunately, it's a global problem. And I don't know where everyone went, but for sure, we all lack, and we all lack of workforce. And I think that's a huge problem. And the pandemic has not helped that, because, I think we have seen many people who received furlough money. And they were all okay, but people want to work. And if you have that chef who sits at home and can't work, he might not come back to a theme park, because we were so affected by that. And I think this is something first, where we need to create the circumstances that we can operate and that we can actually employ our people, that we stay open.Jakob Wahl: What I see as several trends; I think one of the things is that many parks try to extend their season, to walk away more from seasonal workforce to all year round; so that creates a better, attractive place. I think then, what we have also seen, is that... How to say, sometimes our jobs lacked a little bit of content, in the external view. I think people have had not the highest regards of our industry. And I think this is where we need to kind of diversify our offering a little bit more, and actually tell people what a great job they can have with our industry. And I'm very impressed by initiatives which you see popping up all across members, to highlight what a great place this is to be.Jakob Wahl: I'll give you two examples; Europa-Park in Germany, and Amelia Mack, one of the family members of the Mack family, she introduced a health program for her staff, so that they have very good health benefits. They all have those values which are of relevance for young people today, where they care about. I think it's less about the money, but it is about, "What can a company offer to me in the overall package?" We will not win the race for money. You can, I think, probably increase the salary; but I don't think that the young generation is about money. It's about what we discussed before; purpose, it's about what does the company deliver?Jakob Wahl: And then, we have a third example, or a second example, from the US. Herschend Entertainment Cooperation, with beautiful parks like Silver Dollar City, Dollywood. They actually introduced free education for all their 11,000 employees; completely free.Kelly Molson: Wow.Jakob Wahl: And this is where you see, they kind of try to work on the benefits; not only on the money side, but really try to make people, young people, understand, "Hey. This is a great place to work. We educate you. We promote you. We give you options." And it is the same way why I'm sitting here. I started at 16, and I checked tickets; and now, I'm sitting here where I am today. And there are hundreds of those stories. And I think that is something where we need to highlight that, "Hey. You might start only putting down seat belts, or checking, or selling burgers, but there's a great career path ahead of you."Jakob Wahl: And we, as IAAPA, sorry for taking that so long, but you feel it's close to our hearts. We, as IAAPA, try to work closely with universities across the world, which specialise in Attraction Management program. We, just like three days ago, we had the first intern in our office from BUas, in Breda, which is a university specialised in attractions classes. And it's those people kind of, when they come in huge groups to the trade show, they usually come with 40 students; you see the passion for that industry. And this is just one example of many, where we are very grateful for working with those universities, to try to highlight how attractive we are actually as an industry.Kelly Molson: Absolutely brilliant examples, then. That'll be really, really useful to our listeners, I'm sure. And it goes back to what we were saying. It is about value driven, purpose driven.Jakob Wahl: Yeah.Kelly Molson: Explaining what it is, that is the benefit of working there. Not just, "This is how much it is, and this is the role that you'll do." "This is where you can go. This is where you can progress." And really showcasing the kind of culture of the attraction as well.Kelly Molson: And now, I know sustainability is something that you like to talk about quite a lot; I've seen some of your posts on LinkedIn. So it is a real big, hot topic now, as it should be. How can attractions start to put sustainability at the heart of what they're doing? And have you seen any great examples of that that you could share with us as well?Jakob Wahl: Yes. I'm actually the staff liaison for the Sustainability Committee. IAAPA, two years ago probably, introduced a Sustainability Committee under the leadership of Andreas Andersen, the CEO from Liseberg. And to be very frank with you, we probably have not been on the forefront of that subject as an industry. And I think we have to pick up a little bit, but I see a huge interest in that. And I see when we started the Sustainability Committee in the past years, we noticed all the big power groups of this world are enthusiastic about collaborating with us. They all want to say, "Listen, we want to do more. What can we do more? We need to step up the game here." And it's very nice to see the growing importance of that.Jakob Wahl: I'm not a firm believer, or it's a thin line between educating people, and still let them have fun. I think you... It's always difficult, because you don't want to spoil the day by kind of delivering all those horror messages. And we just had an event in... Yeah, in end of February at the World Expo in Dubai. And we had a great session with the head of the Sustainability Pavilion, which did a fantastic job about telling a story, telling about what needs to be better, but not kind of being Debbie Downer, and depressing the guests.Jakob Wahl: But I think what we need to understand, is that sustainability is more than just the ecological aspect. And we refer to the 17 goals of the United Nations, in which I think are at the core of sustainability. And there are some beautiful examples in this industry; and it starts with small attractions. One of our board members, Massimiliano Freddi, he has a small attraction called Wonderwood in Italy, which is not the biggest facility, but they only kind of produce food from the local farmers, and they only serve that. And they're very inclusive to everyone; and they really stand up for their values, which is beautiful. Another wonderful example is Miniature Wonderland; that... Craziest place. I'm not sure. Have you heard of that, Kelly?Kelly Molson: No. No. It sounds up my street, though; I'm 5'2". I feel like I would fit in well there.Jakob Wahl: It's absolutely... No, it's absolutely crazy. It's a place in Hamburg, which started as a miniature railway. And it's so in love with details, I think they make more than a million guests every year. It's three brothers, and I think no business plan, no feasibility study would have ever expected this to be successful. But it was their passion and their heart which made them come this way.Jakob Wahl: So what they did, is that they introduced, I think two weeks in spring, weeks where they let in everyone for free, who comes to the entrance gate and says, "I can't afford it." And if you don't feel comfortable in saying that, you can put a paper, and they let you in for free. And interesting enough, I think it's a wonderful gesture in a very social, ethical way, of allowing people to experience what they normally couldn't. But they actually also said, "Listen. This was commercially successful for us because it brought such an attention to our place, such an awareness, that it paid off." And I think this is a wonderful example. And if you have time for one more example.Kelly Molson: Please. Yeah, please.Jakob Wahl: Karl's Strawberry Farms, also Germany. It's a place which grew out of a strawberry farm. They had so many guests that they built a cafe, and then a restaurant, and then attractions. They built a hotel completely up-cycled; so all the material they used is recycled. And I think this is, all those things, examples for wonderful, sustainable policies without hitting you like, "You are a bad person. You must not do that. You must not do that." But kind of showcasing, "Hey. We do something with the right values, and we do it, and it's actually still a beautiful experience for everyone."Kelly Molson: It's about weaving it into the whole experience, isn't it, like it's a story? It's part of, it's at the heart of the attraction.Jakob Wahl: Yes.Kelly Molson: Rather than kind of something that you've stuck on as a plaster at the end of it. "Oh, by the way, this is our sustainability policy, and this is our recycling policy." And it's about kind of living and breathing it.Jakob Wahl: It needs to be lived. Yeah. It needs to be lived, it needs to be led I think also; and it doesn't help to say, "Listen. We do it because we have to. And everyone is doing..." It's a classic greenwashing example.Kelly Molson: Yeah.Jakob Wahl: But I see in our Sustainability Committee, we have wonderful members from all across the world. When you look at what Liseberg is doing, what Monterey Bay Aquarium is doing, what all those fantastic and wonderful places are doing to be more sustainable in what they do, to try to, through their business model, I think it's very impressive. And again, to quote my Chairman, Andreas Andersen, of that committee, he says, he thinks that, "Sustainability will be in five years as important as safety is today for our industry." And I wouldn't disagree with that. I think it will be a basic of our industry. If it's in five years, if it's in seven or in 10, we will see; but I think it will be a basic expectation of our guests.Kelly Molson: Absolutely. Yeah. I think you're absolutely right.Jakob Wahl: One more thing. It comes back to HR as well. That is also something young people look at. And if people today, if the generation that looks for employment, I think they also want to see, or many of them want to see that those values of sustainability are lived within the company.Kelly Molson: Yeah. You're absolutely right. And it's the change in demographic or age brackets of people that will start to visit those attractions. Right?Jakob Wahl: Yeah.Kelly Molson: Because that's what the younger generation are really interested in, sustainability, caring for the environment. And that's what they'll be looking at; places that they come to work for, or places that they come to visit and spend their hard-earned cash. Yep.Kelly Molson: I'd like to just go back to something that you said earlier about the shift in kind of digital advancements in the sector. So, we've seen the kind of contactless economy grow rapidly during the pandemic; the shift to digital ticketing and payments in the attractions industry has rapidly, rapidly accelerated. What do you think is next? And what do you... Because you didn't... Because you said that you need to be at the forefront of what's hot and what's coming next; so I'm testing you now. What do you think is next for the attractions industry, and where do you see these things going in the next kind of three to five years?Jakob Wahl: I think that there are two sides to the story. I think there's a back-end side and the front-end side. I think what we have seen is that people won't get rid of this little thing. It's everywhere; they can't let it go. They're all addicted, including myself. It's horrible.Kelly Molson: He's talking about... Jakob is talking about the phone, just for everyone who can't see it.Jakob Wahl: Oh, the phone, yes.Kelly Molson: Just in case you don't know what he's holding there.Jakob Wahl: Everyone knows. I we say we're all addicted to it, we all know about those smartphones dominating our day. And I think this is where we need to incorporate the smartphone, the mobile, into the experience of day. And that is kind of where I say, "This is the guest excitement." Because while 20 years ago, they only looked at the scenery all day long, now they look at the mobile half of the day. So the question is, "How do you bring the park experience on the mobile?"Jakob Wahl: And I think there are some great examples. There's this wonderful little Danish park called Summerland Sjaelland. And they have a great owner called Kare Dyvekaer. Probably I pronounce it wrongly, but he's a technology aficionado, the same way I'm about amusement parks. And he kind of plays with his app in a way that you can shoot water canons, you can feed the animals, all with your smartphone. And I think this is funny, because it's an enhancement of the experience through your phone; and I think that is something which we will see further.Kelly Molson: That's a really important point to make, is that it's about enhancement and not detraction.Jakob Wahl: Yeah.Kelly Molson: So we... Just to compliment that, we had Jakob Thompson on from Attractions.io a few weeks ago. And this was a question that we posed to him actually, is that, how do you... You want people to engage with the app, but you don't want to distract them from what's actually going on around there. So it has to be an enhancement; it has to be things that you... You use it. For example, he painted a really great picture of... He said, "Okay. Well, look. Imagine that you are in one of the play areas at the park, and your kids are going crazy. They're running all over the place. They're hungry. You are starting to get hungry. Everyone's a bit angry because they're hungry. You can just grab your phone now, place your order for your food, and then five minutes later, go and collect it. You haven't got to trudge around trying to find where it is, or wait in a massive queue.Jakob Wahl: Yeah.Kelly Molson: And it's those little things that make that experience better, and they solve a problem that you have instantly. But they're not detracting you from the experience at all.Jakob Wahl: Yeah. And I think that comes actually, to my other aspect. Because I think there's an experience aspect, in a way of experiencing the fun part. But I think technology is probably even more important today, in terms of the customer journey. I think we have an expectation today, and I always say, "It's the opposite of a car rental company at an airport." You go there, you have booked everything, you have put in all the data beforehand; and still, you need 10 minutes or 20 minutes to give them all the data again.Kelly Molson: Yeah.Jakob Wahl: And that is kind of the worst example of customer flow. And if you think about this as a worst example, you need to think about, "How can I use technology to make it as easy as possible for my guests to come, to book his ticket, to have the best day ever, and in the best way, actually, in the end to recommend it?"Jakob Wahl: And there, I think that there are those very innovative people. I am coming back to what I said before: skiing. I recently went to a ski resort in Switzerland, Laax. And they have an app, which is perfect; because if you don't want to go by a car to the lift station, you can order a shuttle. If you go by car, you can order a parking space. You can buy your lift pass. You can extend your lift pass. You can buy a virtual line. You can order a restaurant table for lunch. You can see, through all cameras, how many people are waiting at which lift, so you can plan your day.Kelly Molson: Nice.Jakob Wahl: You can actually, in the evening, you have kind of the same idea of Uber Eats. You can order your food all through that app. And this is just in one flow, where you really kind of just make it as easy as possible for the guests to enjoy and to have the best time ever.Jakob Wahl: Because I think what we have seen in the past years, that time is limited. And if people, especially now after the pandemic, if they want to get out, if they want to make an excursion, if they want to do a trip to an amusement park, to a ski resort, to whatsoever, they want this to be seamless, to be perfect from A to Zed.Jakob Wahl: And the masterminds in this industry, and I'm happy that they are an IAAPA member, is to Tomorrowland, the Music Festival in Belgium. They are so sophisticated in what they're doing. It always blows me away. Have you heard about it, how they work?Kelly Molson: No. Please share.Jakob Wahl: So, it's a festival which takes place this year on three weekends. I think each weekend is sold out within like 10 minutes, one of 80,000 persons each weekend. And when you book your ticket, when you get one, when you're lucky, you get after probably like eight weeks out; it might be more, but some weeks out, you get a box home with a wristband. On that wristband, everything is safe: your name, your access ticket, wherever you can go, because there's special categories. You can upload money on that wristband through a credit card online. So you don't need anything than this wristband. Two weeks prior to the event, it starts actually living. It breathes, it blings. There are little LEDs on it. And when you go there, this is your only thing which you need all the time. And this is where I think using technology to make things easier, but at the same time, enhancing the experience again; because it is themed, it looks beautiful. Really, Kelly, I will send you a link afterwards. You should have a look at it.Kelly Molson: Please do, yeah.Jakob Wahl: It's so thought through. You can pay. And it's a temporary festival; you can pay everything cashless on site, and everything is settled. And I think it's just fantastic. And we looked at several technologies of that, and you could even, if you want to, you could even use it in a way that if someone comes, I would recognise who that is. And we thought about it, at one moment, how great this would be for Halloween. When you walk into a horror house or into a maze, and I would know, through your wristband, "Oh, Kelly is coming." And I'm the scare actor, and I can say, "Hi, Kelly." I could see you. How great is that? And this is, I think, where digital technology has abounded so much. The only problem is, it advances so quickly that I have no idea, probably in four years, we will laugh about where we stand today.Kelly Molson: Yes. That's true, isn't it? It's an unfair question. We are developing so rapidly in that area, who knows what the next three or four years will hold?Jakob Wahl: Yeah.Kelly Molson: That's been fantastic. Thank you so much for your input today, Jakob. I've really enjoyed talking to you.Jakob Wahl: Same here.Kelly Molson: I always ask my guests for a book at the end of the show, that they would recommend to our listeners though. Now, it can be something that you love, personally, or it can be something that you've read that's maybe helped shape your career in some way. Have you got anything that you'd recommend for us?Jakob Wahl: I have a favourite book, but it has absolutely nothing to do with my career or whatsoever.Kelly Molson: That's fine. That's fine.Jakob Wahl: I really, really enjoyed reading Tender Bar. I don't even know who the author is, I'm afraid to say. But it's a wonderful story about the love of a young boy to a bar. And he grows up with that bar, and it's a beautiful story. They actually made a movie out of it. The movie was not so great. So don't watch the movie, read the book. And then, what I actually also like, from a personal development kind of thing is, there's a book called The Courage to be Disliked.Kelly Molson: Oh, I like it. Okay.Jakob Wahl: It's a very nice book. Not that it helped me, but I enjoyed reading it. And it gave some great inspiration.Kelly Molson: Is it about forming opinions? So, not being scared to state your mind?Jakob Wahl: Yes. And it's also about not trying to set as an excuse where you come from. You shouldn't excuse yourself for the person you are because of your history. You can change every day, and you can decide to be a different person every day. And I think that is something which is very, very interesting.Kelly Molson: That's a great book. I'm going to get that book.Jakob Wahl: You should. It's very interesting. And if you don't like it, blame it on me; and then the drink is on me the next time we see each other. But I honestly, really, really enjoyed it.Kelly Molson: I'll take you up on that. Well, look; listeners, as ever, if you want to win, head over to our Twitter account, and you retweet this episode announcement with the words, "I want Jakob's book," then you can win it. I'm going to go and buy myself a copy and read it before you guys get it. But Jakob, thank you so much for your time today. You're an incredibly busy man, so I'm very grateful that you've been able to come on and share with us. And I look forward to meeting you in person, hopefully at the IAAPA Conference in London.Jakob Wahl: Same here, Kelly; it was a huge pleasure to talk to you. And if I can, and I don't want to do a commercial thing here; but I was just trying to explain what IAAPA does. But we want to be there for our members, and also for those who are not members. So, whenever you thought I said something great, or you thought I said something horrible, reach out to me. Disagree with me on LinkedIn, on Twitter, on wherever; send me an email, and say, "Why did you say that?" An, "Have you ever thought about doing this?" I think we can only serve the industry as good as we know what the industry needs. And this is where I'm always happy for any kind of feedback.Kelly Molson: What we will do, is put all of Jakob's contact details. I might not give you his email address, but I'll put his LinkedIn address in there.Jakob Wahl: Oh, it's out there, anyway, for dealing with me.Kelly Molson: All right. All of his contact details will be in the show notes. You know where to find them. Take him up on that offer, and you'll have a great conversation if you do. Thanks, Jakob.Jakob Wahl: Thank you, Kelly. It was a pleasure.Kelly Molson: Thanks for listening to Skip the Queue. If you've enjoyed this podcast, please leave us a five star review. It really helps others find us. And remember to follow us on Twitter for your chance to win the books that have been mentioned. Skip the Queue is brought to you by Rubber Cheese, a digital agency that builds remarkable systems and websites for attractions that helps them increase their visitor numbers. You can find show notes and transcriptions from this episode and more over on our website, rubbercheese.com/podcast.

2021 was a vintage year for mergers and acquisitions (M&A) in Europe, the Middle East and Africa (EMEA), with more than USD 1.4 trillion in deals, according to Dealogic — the highest total since 2007. Against the backdrop of the ongoing COVID-19 pandemic, what's led this charge? How high can the market go in 2022? Host Julie-Anna Needham and Mergermarket EMEA Managing Editor John West discuss the state of play for EMEA dealmaking and what lies ahead in the coming 12 months. Dealcast is presented by Mergermarket and SS&C Intralinks. *This episode was recorded before the Bank of England increased interest rates on December 16, 2021. Sign up for our newsletter for must-read market analysis and thought leadership, delivered right to your inbox here. *

You 100% join a leader; you join a person. If you join an average company with an amazing leader, you're going to have a great experience. If you join a great company with a bad leader, that's not going to work. Often, younger generations think in terms of market share and market potential which are still very important factors, but they forget the most basic things - who is the person on the other side?”  - Cedric Pech     Hunters and Unicorns shares the playbooks from leaders, founders, executives and investors from high growth technology companies.   In this special edition series The 33 CXOs we investigate the greatest success story in the history of software sales. Discover how thirty-three sales execs from one organisation, BladeLogic, became CXOs in the world's 100 fastest growing technology companies. We uncover the stories and playbooks of the most prolific sales leaders in the industry.    Episode 23 features Cedric Pech, CRO of MongoDB. With over 20 years of sales leadership experience, Cedric has a track record of building high-performance sales organizations that deliver strong and consistent results. Prior to MongoDB, he led worldwide sales at Fuze, an enterprise global cloud communications and collaboration software platform. He has also held senior sales leadership roles for four different software companies, including three publicly traded companies - BladeLogic, BMC, and BazaarVoice.    Cedric first joined MongoDB in 2017 to lead Europe, Middle East and Africa (EMEA) sales and was promoted to CRO in 2019. Since then, he has continued to drive exceptional growth for the company, expanding into new markets, implementing new processes, and scaling formidable sales teams that have generated billions of dollars in revenue.     “There is no greatness without pain but there is fairness and attention to the people – I don't treat them like cash machines who are just there to produce software. I'm not in the software business, I'm 100% in the people business. My job is to help people fulfil their dreams.”    Cedric is committed to the development of his people and dedicated to creating a nurturing environment for employees so that they can develop their skillset and thrive both as part of the teams at MongoDB and throughout their careers. His aim is to build confidence in a new generation of sales leaders by offering well-defined paths for career growth, open feedback and a culture of learning and development. In terms of how to succeed in building a great sales organization in the software business, Cedric believes in the importance of being consistent, disciplined, following the sales process, and, above all, creating a sense of purpose.     “Keep reminding people why we are building the ship in the first place - keep reminding them that one day we are going to be sailing on the ocean and it's going to be fun. Remind them of the vision that you embarked on together and reinforce it - a sense of mission in the team is really, really important.”    In this vodcast you will discover:  ·         An insight into the continuing growth and exciting future for MongoDB.   ·         What motivates Cedric to succeed and how Carlo Carpenelli shaped him as a leader.   ·         How to scale your career in SAAS and the importance of great leadership, especially in the early days.   ·         How use the playbook as a tool to motivate high performing teams and build a healthy culture of development.   ·         How to build solid foundations for a successful career in SAAS.       Cedric Pech knows how to build a legendary sales organization. His incredible success in this industry is a testament to his values and unique approach to developing people. To him, MongoDB is more than just a job, it is a call of vocation, a playground for innovators and an opportunity to mould exceptional leaders who will lead the disruption of the database market, empower developers and transform the industry. In this discussion we cover all of this and more as we delve into Cedric's past and his experiences in the software sales arena. For anyone with a passion for the technology space or an interest in sales strategy, this interview is essential listening and offers an invaluable insight into how to succeed in this industry.   

Shahad is Chief Innovation and Operations Officer at OpenBrix, the first decentralised and distributed digital property portal in Europe, Middle East, Africa (EMEA) and Asia, that is fully open and inclusive to everyone. So why the need for a new digital proposition for property, and what's different about this offering? As mentioned in our intro, you can watch this interview! https://www.harveynashgroup.com/post/episode-450

Anastasia Leng is the founder and CEO of CreativeX, an AI-based creative analytics company. Creativex is doing some truly out-of-the-box data analytics to blend the creative aspects of marketing and data science together. By analyzing creativity at scale, the CreativeX technology aims to advance creative expression through the clarity of data. The company has been helping the world's most loved and biggest Fortune 500 brands, including Unilever, Mondelez, Heineken, ABI, Google, and more. Anastasia is also the Co-Founder and CEO of Hatch.co, which was named one of TimeOut's Best New Shopping Sites and one of Time Magazine's Top NY Startups in 2014. Before founding her own companies, Anastasia was Google's New Business Development Manager for Europe, Middle East, and Africa (EMEA). She was responsible for leading new business development initiatives, new product incubation, and exploratory efforts. At Google, she has worked on nearly all ad tech and analytics products from Google, led entrepreneurship efforts, and fostered partnerships for Google Voice, Chrome Web Store, and Wallet. Anastasia was named #2 on 30 Under 30 Most Important Women in Tech by Business Insider in 2013. In this exclusive episode, the discussion starts with the topic of building a distributed team and remote working. Anastasia shares her learning from the experience of building up their second office, which is in New York. How building a remote team opens up the pool of talents that one can access. How Anastasia started CreativeX. And, it is quite a story! It started when they tried to solve an internal problem of finding out the best performing creative and why it performed so well. Armed with this deep understanding of the problems many marketers and eCommerce face, Anastasia pivoted to start developing CreativeX. She also shares in-depth details about creative analytics, which is bringing a data-driven and analytics approach into your digital creative assets. How creative analytics can act as a layer of quality control on your millions of creative assets, where knowledge is shared and consistency is across the board. Creative analytics also cross-checks with other data points of performance advertising such as CPC, CPM, and CTR. With creative analytics, you can take the guesswork out of your marketing assets and pass on those learnings to everyone. Whether you're a digital marketing agency or working as an in house marketer and designer, this is the episode you must consider to improve your creative workflow. If you're a Chief Marketing Officer (CMO) with a global or regional presence, where brand consistency across multiple jurisdictions is a priority, consider reaching out to Anastasia and CreativeX as they have a solution for your problems. #BusinessAnalytics #DataAnalytics #CreativeAnalytics #CustomerExperience #DataScience --- Send in a voice message: https://anchor.fm/analyticsshow/message

Kris Engskov, now a healthcare entrepreneur, discusses serving as the personal aide to President Clinton, the transformative experience of being a Starbucks barista for their executive training, pivoting to the health care industry first as President of Aegis Living and now as the cofounder of a venture-backed startup. He has fantastic insight into listening and asking questions, employee-first culture, servant leadership, and amazing stories from his time in the White House. Listen to the end to gain insight into his deliberate and intentional learning, as well as his advice to get in the door at the right organization no matter the job title. Top 3 takeaways: #1 Listening is a fundamental part of leadership. Great leaders constantly ask questions and listen to feedback, understand that the best ideas come from others, and are able to be vulnerable and admit when they're wrong. All of this takes humility, as does coming to work with a servant mindset in which leaders believe they work for their employees and not the other way around. Also worth noting is how Kris became a great listener in the first place; he analyzed and criticized himself to reflect on missed opportunities and improve his own skills. This internal dialogue and reflection is a common theme across leaders who live intentionally and is something we can all strive for. #2 Kris is disciplined and intentional about his learning and thinking. He prioritizes time to follow his curiosity, avoids being led around by social media, and reads books to go deep on a subject and advance his thinking in an intentional way. #3 People early in their career should focus on the organization, not job title. Getting your foot in the door no matter what level allows you to meet the team and be first in line for future opportunities. If you're in the right organization, your excitement and energy and creativity plus already being an internal member will allow you to absolutely fly. Instagram: www.instagram.com/Voyager.Talks LinkedIn: https://www.linkedin.com/in/zevcarlyle/ Podcast Home: https://bit.ly/VoyagerTalksHome Kris Engskov, now a healthcare entrepreneur, recently served as the President of Aegis Living, a national leader in assisted living and memory care. Prior to joining Aegis, he held many senior roles at Starbucks including president of the company's flagship U.S. Retail business leading 170,000 employees across 8,300 stores, and president of the Europe, Middle East, and Africa (EMEA) division where he spent five years building the Starbucks brand across 30+ countries. Early in his career, he was in public service. From 1993 to 2000, Kris held a number of positions in the Clinton White House, including Assistant Press Secretary and Personal Aide to the President. He received his B.A. in Public Administration from the University of Arkansas at Fayetteville. --- Send in a voice message: https://anchor.fm/zev-carlyle/message

In the latest episode of the techUK podcast we are delighted continue our series, The Reskilling Imperative, powered by Salesforce. Across four episodes the series will explore a range of issues relating to the digital skills gap - how do we ensure that the UK workforce has the necessary skills to thrive in the workplace of today and the future, how can tech companies ensure an inclusive workforce and support those from underrepresented and marginalised communities prosper, and how can business leaders support the upskilling of their current workforce to ensure they have the opportunity to continuously develop digital skills. In this second episode of the series Kirstin Steinmetz, Workforce Development Manager for Europe, Middle East and Africa (EMEA) at Salesforce speaks to 19 year-old Stany Lucau a Sales Development Apprentice at Salesforce. The episode explores how the tech sector can create the workforce of the future. Due to ongoing digital transformation, companies need a workforce with the skills for the future, Stany and Kirstin discuss how businesses can build an inclusive future through workforce development.

In this Here to Help podcast, our CEO Chris Hyams speaks with Olivia Fromm, Indeed's Regional Diversity & Inclusion Group Co-Chair of iPride in Europe, Middle East, Africa (EMEA), and a Senior Client Success Specialist of Dedicated Enterprise Strategy. They discuss her personal journey — and the experiences that shaped her to become the activist and advocate she is today.

What does the term “othering” mean to you? Is being “othered” something you've ever experienced in your personal life? What about at work or at school? Was being different something that was celebrated — or were you bullied for it?In this episode, Chris Hyams speaks to Olivia Fromm, Indeed's Regional Diversity & Inclusion Group Co-Chair of iPride in Europe, Middle East, Africa (EMEA) and a Senior Client Success Specialist of Dedicated Enterprise Strategy. They discuss her personal journey — and the experiences that shaped her to become the activist and advocate she is today.

Given the surge in demand for online shopping as a result of the ongoing pandemic, e-commerce has been the savior for many brands and sectors during these unprecedented times. Rohma Theunissen sat down with Edward Sabbagh, VP of Growth & Managing Director for EMEA of leading global luxury platform FARFETCH, to ask him key tactics brands and organizations can employ to grow their e-commerce business in 2021, and beyond. NOTE: This episode was recorded virtually to uphold social distancing etiquette – so there are a few glitches in sound but we think that makes the conversation even more authentic!Hosted by: Rohma TheunissenAbout Edward SabbaghAs FARFETCH’s VP of Growth, Edward leads the overall development of the Growth function and strategic opportunities across all global markets. Additionally, Edward is the Managing Director for FARFETCH in Europe, Middle East and Africa (EMEA), working alongside talented and crossfunctional teams across offices in London, Dubai and Moscow. Edward joined FARFETCH in 2017 to set up and lead the business expansion across Middle Eastern markets. He oversaw the launch of FARFETCH's regional website, app and operations, along with opening the first regional office in Dubai.About FARFETCHFARFETCH Limited is the leading global platform for the luxury fashion industry. Our mission is to be the global platform for luxury fashion, connecting creators, curators and consumers. Founded in 2007 by José Neves for the love of fashion, and launched in 2008, FARFETCH began as an e-commerce marketplace for luxury boutiques around the world. Today the FARFETCH Marketplace connects customers in over 190 countries and territories with items from more than 50 countries and over 1,300 of the world’s best brands, boutiques and department stores, delivering a truly unique shopping experience and access to the most extensive selection of luxury on a single platform.FARFETCH’s additional businesses include Browns and Stadium Goods, which offer luxury products to consumers, and New Guards Group, a platform for the development of global fashion brands. FARFETCH offers its broad range of consumer-facing channels and enterprise level solutions to the luxury industry under its Luxury New Retail initiative. The Luxury New Retail initiative also encompasses FARFETCH Platform Solutions, which services enterprise clients with e-commerce and technology capabilities, and innovations such as Store of the Future, its connected retail solution.

When it comes to luxury e-commerce, FARFETCH is the undisputed industry disruptor. Driven by an unparalleled sense of innovation, the platform has played a pivotal role in the survival and growth of luxury retail, paving the way with sustainable models and new technologies that facilitate the digitization of the luxury shopping experience. Rohma Theunissen caught up with the force behind the FARFETCH brand in the Middle East, Edward Sabbagh, VP of Growth & Managing Director of EMEA, to talk about the evolution of the commerce, the pandemic, the potential of the regional e-commerce market and why seamless omnichannel retail experiences are essential for the next generation of luxury consumers. NOTE: This episode was recorded virtually to uphold social distancing etiquette – so there are a few glitches in sound but we think that makes the conversation even more authentic!Hosted by: Rohma TheunissenAbout Edward SabbaghAs FARFETCH’s VP of Growth, Edward leads the overall development of the Growth function and strategic opportunities across all global markets. Additionally, Edward is the Managing Director for FARFETCH in Europe, Middle East and Africa (EMEA), working alongside talented and crossfunctional teams across offices in London, Dubai and Moscow. Edward joined FARFETCH in 2017 to set up and lead the business expansion across Middle Eastern markets. He oversaw the launch of FARFETCH's regional website, app and operations, along with opening the first regional office in Dubai. About FARFETCHFARFETCH Limited is the leading global platform for the luxury fashion industry. Our mission is to be the global platform for luxury fashion, connecting creators, curators and consumers. Founded in 2007 by José Neves for the love of fashion, and launched in 2008, FARFETCH began as an e-commerce marketplace for luxury boutiques around the world. Today the FARFETCH Marketplace connects customers in over 190 countries and territories with items from more than 50 countries and over 1,300 of the world’s best brands, boutiques and department stores, delivering a truly unique shopping experience and access to the most extensive selection of luxury on a single platform.FARFETCH’s additional businesses include Browns and Stadium Goods, which offer luxury products to consumers, and New Guards Group, a platform for the development of global fashion brands. FARFETCH offers its broad range of consumer-facing channels and enterprise level solutions to the luxury industry under its Luxury New Retail initiative. The Luxury New Retail initiative also encompasses FARFETCH Platform Solutions, which services enterprise clients with e-commerce and technology capabilities, and innovations such as Store of the Future, its connected retail solution.

Regardless of the increased availability of vaccines, the COVID situation improves in some countries while simultaneously worsening in others. In this episode, Sam Polyak, portfolio manager of Fidelity Emerging Markets Fund, takes us through emerging markets across the world and shares some potential opportunities and blind spots. Sam believes that the U.S. dollar could weaken in the next 3 to 5 years. He explains how this could strengthen the Canadian dollar as well as emerging markets. Sam describes the themes for emerging markets such as Asia, Latin America, and Europe, the Middle East, and Africa (EMEA). He notes that with the growth of innovative companies in Asia, it now makes up 80% of EM. Despite the tragic COVID situation in India, Sam believes it is a place to be excited about for investing over the next three to five years. He also shares his opinions on vaccine passports and discusses sectors he avoids. Recorded on May 4, 2021.

Is the world ready for electric cars on a large scale? The Agenda Podcast finds out whether Europe – and remote parts of the world – are prepared for such an accelerated change to the way we travel.First on the podcast is Bjorn Annwall, head of Volvo's Europe, Middle East and Africa (EMEA) region and newly-appointed Chief Financial Officer. He tells us how the Swedish car manufacturer plans to make electric-only vehicles by its 2030 deadline and talks about  the challenge of convincing EV-hesitant consumers [00:40].Jaap Burger is Senior Advisor to the Regulatory Assistance Project, which works to advance the transition towards clean and reliable energy sources and explains that the rate of growth for the electric car industry is reliant on sufficient investment in infrastructure [08:37]. Finally we talk to Gerard Barron, the  CEO and Chairman of DeepGreen (soon to be known as The Metals Company) which recovers these metals from the ocean floor instead of on land. He believes there are enough on the seabed to power a global electric transport system [14:41].

In Season 2, Episode 3 of our podcast, we address the high unemployment rate of adults with autism and the corporate inclusion efforts that have since risen up to combat this societal problem. Solutions to this issue involve a multi-faceted array of stakeholders.This episode focuses on neurodiversity inclusion efforts of major corporations; future episodes will eventually get into areas like community partners that train some individuals to be ready for such jobs, etc. We were honored to have interviewed Lee Corless, Vice President at JPMorgan Chase, based in the UK. Through the firm's Autism at Work program, he helps to lead diversity and inclusion efforts in the Europe, Middle East and Africa (EMEA) region as well as Asia Pacific. He speaks on his own later in life autism diagnosis, raising his son who is also on the spectrum, current inclusion efforts and what he sees the future to be in this area ( and so much more). For some preliminary research on autism employment efforts and some approaches to improvement, please refer to some of the following sites. We hope you enjoy the episode. In the meantime, take care. U.S. Department of Labor Spectrum News Autism Speaks Society of Human Resources Management Forbes University of Pennsylvania https://notyourmamasautism.com/https://www.instagram.com/notyourmamasautism/https://www.facebook.com/NotYourMamasAutism/

In Season 2, Episode 3  of our podcast, we address the high unemployment rate of adults with autism and the corporate inclusion efforts that have since risen up to combat this societal problem. Solutions to this issue involve a multi-faceted array of stakeholders.This episode focuses on neurodiversity inclusion efforts of major corporations; future episodes will eventually get into areas like community partners that train some individuals to be ready for such jobs, etc. We were honored to have interviewed Lee Corless, Vice President at JPMorgan Chase, based in the UK. Through the firm's Autism at Work program,  he  helps to lead diversity and inclusion efforts  in the Europe, Middle East and Africa (EMEA) region as well as Asia Pacific. He speaks on his own later in life autism diagnosis, raising his son who is also on the spectrum, current inclusion efforts and what he sees the future to be in this area ( and so much more).  For some preliminary research on autism employment efforts and some approaches to improvement, please refer to some of the following sites. We hope you enjoy the episode. In the meantime, take care. U.S. Department of Labor Spectrum News Autism Speaks Society of Human Resources Management Forbes University of Pennsylvania

In this episode of Keen On, Andrew Keen talks with Raja Rajamannar about his new book, Quantum Marketing: Mastering the New Marketing Mindset for Tomorrow's Consumers. In the book, Raja Rajamannar, Chief Marketing Officer of Mastercard, shares breakthrough, frontier strategies to navigate the challenges marketers face to thrive in a modern business world that is changing with unprecedented speed and disruption. A member of the Mastercard's Management Committee, Raja draws upon his breadth of experience running global businesses across the payments, healthcare and consumer-packaged goods industries to reinvent marketing as a business driver and to explore new business opportunities in various sectors. Today, the MasterCard brand delivers a sustainable, competitive advantage for the company and its customers. In addition to overseeing the traditional marketing disciplines, Mr. Rajamannar also has the chief communications officer, responsible for worldwide communications and digital marketing, reporting into him. Prior to joining MasterCard, he served as executive vice president and chief transformation officer at Anthem, where he oversaw the turnaround of the company’s $10 billion Medicare Advantage business, while also managing functions like M&A, marketing data analytics and innovation. Before Anthem, Mr. Rajamannar served as the chief executive – International and chief innovation and marketing officer for Humana, overseeing enterprise-wide functions including marketing, communications, public affairs, innovation, data analytics and international business development. Earlier, he was with Citigroup for 15 years, holding a number of senior management roles, including leading the core credit cards business for North America. From 2004 to 2006, Mr. Rajamannar was chairman and CEO, Diners Club North America. He also served as head of credit cards and all consumer asset products for Citi’s Europe, Middle East and Africa (EMEA) region. Prior to Citigroup, he held a number of senior product, sales and marketing positions with Unilever in India. In 2015, Mr. Rajamannar was recognized as one of Forbes’ 50 Most Influential CMOs. He is a member of the Board of Directors of PPL Corporation. Mr. Rajamannar has a Master of Business Administration from the Indian Institute of Management, Bangalore, India, and a Bachelor of Technology degree in Chemical Engineering from Osmania University in Hyderabad, India. Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to the Elevator World News Podcast. Today’s podcast news podcast is sponsored by elevatorbooks.com: www.elevatorbooks.com KONE EXECUTIVE BOARD CHANGES, NEW MD IN WESTERN EUROPE KONE recently announced changes on its executive board and a new managing director (MD) of Belgium and Luxembourg. Johannes Frände was appointed executive vice president (EVP), general counsel and a member of the executive board. Based in Espoo, Finland, Frände reports directly to KONE President and CEO Henrik Ehrnrooth. He succeeds Klaus Cawén, who is focusing on non-executive duties after nearly 40 years of service. Cawén will support Frände in the transition through March and will continue as an executive advisor through April 1. The acquisitions team that currently reports to Cawén will transfer to the finance team, reporting to EVP and Chief Financial Officer Ilkka Hara. Thomas Hinnerskov has been appointed EVP for South Europe, the Middle East and Africa (EMEA), starting April 1. Based in Copenhagen, Denmark, Hinnerskov will continue as a member of the executive board, reporting to Ehrnrooth. He succeeds Pierre Liautaud, who is retiring from the board after serving 10 years as EVP for South EMEA. Axel Berkling has been appointed EVP for central and north Europe, succeeding Hinnserskov. Based in Hamburg, Germany, Berkling will report to Ehrnrooth. KONE also named Ilse Vanderlocht the new managing director of Belgium and Luxembourg. She succeeds Pascal Lekeu, who is assuming new responsibility within the France leadership team. Image credit: by htm for Wikipedia To read the full transcript of today's podcast, visit: elevatorworld.com/news Subscribe to the Podcast: iTunes │ Google Play | SoundCloud │ Stitcher │ TuneIn

He has a consistent track record of leading and scaling high growth organizations from sub $20M to billions through complex and often ambiguous go-to-market challenges. Success has required creating and executing bold strategies to enter new markets and build predictable revenue growth. The most important foundational element has been a proven track record of servant leadership. Creating an environment where people are growing and developing as they take risks and make the mistakes necessary for ongoing success. He most recently served as President DT Select Group at Dell Technologies, now a $10 billion business, responsible for strategic planning, business operations, go-to-market, and management of key functions for Dell's most strategic global relationships, including sales, channels, services, and field marketing. Previously he spent five years at VMware and led business operations for the company's Americas region, bringing more than 20 years of experience in U.S. and international markets, storage and information software, and global sales and service. Prior to VMware, he spent 19 years at EMC, where he led global channels, OEMs, and go-to-market strategy. While at EMC he also held executive and operational leadership positions for sales and services across Latin America and for the company's Europe, Middle East, and Africa (EMEA) regions. Join Randy Seidl and David Nour on this episode of The Sales Community #TechSalesInsights podcast with servant leader and board advisor, Jeff Casale. Don't forget, two quick points: Seidl and Nour host each week's guest at a Twitter Chat, so search Twitter for #TechSalesInsights for the latest updates, and We turn the show notes from these podcasts into more in-depth articles, so check them out at SalesCommunity.com. Send in a voice message: https://anchor.fm/salescommunity/message

He has a consistent track record of leading and scaling high growth organizations from sub $20M to billions through complex and often ambiguous go-to-market challenges. Success has required creating and executing bold strategies to enter new markets and build predictable revenue growth. The most important foundational element has been a proven track record of servant leadership. Creating an environment where people are growing and developing as they take risks and make the mistakes necessary for ongoing success. He most recently served as President DT Select Group at Dell Technologies, now a $10 billion business, responsible for strategic planning, business operations, go-to-market, and management of key functions for Dell's most strategic global relationships, including sales, channels, services, and field marketing. Previously he spent five years at VMware and led business operations for the company’s Americas region, bringing more than 20 years of experience in U.S. and international markets, storage and information software, and global sales and service. Prior to VMware, he spent 19 years at EMC, where he led global channels, OEMs, and go-to-market strategy. While at EMC he also held executive and operational leadership positions for sales and services across Latin America and for the company’s Europe, Middle East, and Africa (EMEA) regions. Join Randy Seidl and David Nour on this episode of The Sales Community #TechSalesInsights podcast with servant leader and board advisor, Jeff Casale. Don't forget, two quick points: Seidl and Nour host each week's guest at a Twitter Chat, so search Twitter for #TechSalesInsights for the latest updates, and We turn the show notes from these podcasts into more in-depth articles, so check them out at SalesCommunity.com. --- Send in a voice message: https://anchor.fm/david-nour/message

Welcome to the Elevator World News Podcast. Today’s podcast news podcast is sponsored by elevatorbooks.com: www.elevatorbooks.com OTIS NAMES CALLEJA PRESIDENT OF EMEA OPERATIONS Otis has named Bernardo Calleja president, Otis Europe Middle East & Africa (EMEA), the company announced on November 9. Calleja has been interim Otis EMEA president since October 1, replacing Mark Eubanks, who left the company in September. An industrial engineer by training, Calleja began his career as an engineer at Otis' San Sebastián factory in 1989 and progressed through several leadership positions before being named president of Otis South Europe & Africa in 2018. He will continue to lead this subregion and maintain his role as the president of the board of directors of Zardoya Otis, a publicly traded subsidiary in Spain. In his new role, Calleja will report directly to Otis President and CEO Judy Marks. Image credit: by Lommes for Wikipedia To read the full transcript of today's podcast, visit: elevatorworld.com/news Subscribe to the Podcast: iTunes │ Google Play | SoundCloud │ Stitcher │ TuneIn

In this episode, Jeannette speaks with Jo Rzymowska, who is Celebrity Cruise´s Vice President and Managing Director, Europe Middle East, and Africa (EMEA). They talk about her 35-year travel industry career, how she got started and the many lessons she learned on the way.  How she progressed from being a holiday rep to playing a key role in launching a skiing brand, senior roles at Walt Disney and Universal Studios to ultimately becoming the boss of Celebrity Cruises.   Jo and Jeannette also discuss the progression of gender and other forms of equality within the workplace. Including, why making progress on this issue took so long. They talk about how Jo  found the strength to come out as a gay woman and the approach she would take to coming out in today´s workplace. They wrap things up by discussing how the Covid crisis has impacted the cruise industry and how it will emerge from the crisis by taking a bold proactive approach.   KEY TAKEAWAYS Putting the guests (your customers) at the core of everything works. Really caring and providing outstanding customer service is vital in any industry. You do not need 100% of the skills to be able to apply for a role and succeed in it. As women often we focus on our ‘gaps’ rather than on what we can bring to a role. Mentors help you to see your potential and give you the confidence to move up. True workplace equality comes from the top. You have to measure how well you are doing equality and diversity wise. If you don´t, nothing will change. People need to be able to be true to themselves, they cannot constantly be looking over their shoulder in the workplace. Everyone needs to feel safe and confident at work. When you are grappling with personal and identity issues, find someone you can trust and talk things through with them in confidence. Team members need to respect each other but should also challenge each other. Communicate frequently with your staff, even if the message is “we don´t know”. Look after yourself and those you love physically, mentally, and emotionally. Don´t perpetuate inequality by ignoring it. Instead, actively do something to make a positive difference. Fail to prepare - prepare to fail.   BEST MOMENTS ‘If you don´t measure it, it doesn´t happen.’ ‘It's all very well saying I'm not racist, but what are you doing to make a difference?´ ´Take people for who they are not what they are, don't care about their business title.’   VALUABLE RESOURCES Brave, Bold, Brilliant podcast series     ABOUT THE GUEST   Jo Rzymowska has held a variety of senior roles since joining Royal Caribbean Group in 2005, across the corporation’s family of brands. Since 2015, she has been dedicated to the Celebrity Cruises brand and was recently promoted to Vice President and Managing Director, Europe Middle East and Africa (EMEA), reporting directly into Lisa Lutoff-Perlo, President and CEO.   Under Rzymowska’s helm, Celebrity Cruises has won numerous awards, namely Ocean Cruise Line of the Year for the past three years and Travel Company of the Year in 2017 and 2019 at the TTG Travel Awards, as well as Best Premium Cruise Line for the last 10 years at the Travel Weekly Globe Awards.   Prior to joining Royal Caribbean Group, she also held various senior roles at Walt Disney Parks and Resorts and Universal Studios.   Rzymowska has been recognised for her achievements not only within the travel industry but also for her contribution as a passionate advocate of diversity and inclusion. Awards and accolades include the Outstanding Achievement Award at the 2017 Travel Weekly Globe Awards; the Outstanding Contribution to the Cruise Industry award at the 2018 British Cruise Awards; inclusion in the Top 100 list of LGBT people in business by OUTstanding and the Financial Times in 2016, and listed in the Top 10 LGBT people at The British LGBT Awards in 2017.   CONTACT METHOD Personal contacts: Twitter - @JoRzyCruise / https://twitter.com/JoRzyCruise Instagram - @jrzymowska / https://www.instagram.com/jrzymowska Linkedin - https://www.linkedin.com/in/jo-rzymowska-1134014/   Business contacts: Twitter - @CelebrityUK / https://twitter.com/CelebrityUK Instagram - @celebritycruisesuk / https://www.instagram.com/celebritycruisesuk Facebook – https://www.facebook.com/UKcelebritycruises/     ABOUT THE HOST Jeannette Linfoot is a highly regarded senior executive, property investor, board advisor and business mentor with over 25 years of global professional business experience across the travel, leisure, hospitality, and property sectors. Having bought, ran, and sold businesses all over the world, Jeannette now has a portfolio of her own businesses and also advises and mentors other business leaders to drive forward their strategies as well as their own personal development.   Jeannette is a down to earth leader, a passionate champion for diversity & inclusion and a huge advocate of nurturing talent so every person can unleash their full potential and live their dreams.    CONTACT METHOD https://www.jeannettelinfootassociates.com/ YOUTUBE LinkedIn Facebook Instagram   See omnystudio.com/listener for privacy information.

In Part II, Siobhan Lynch, Digital Retail Lead for Europe, Middle East and Africa (EMEA) for Dell Technologies, shares examples of the retail challenges being solved using retail analytics. The five targeted solution areas are loss prevention, spoilage and waste reduction, frictionless shopping, warehousing and inventory management, and driving energy efficiencies. Siobhan also addresses the overall adoption rate and pace at which retailers are implementing new technologies. Siobhan concludes with where to find more information and final thoughts.

In Part I, Siobhan Lynch, Digital Retail Lead for Europe, Middle East and Africa (EMEA) for Dell Technologies, discusses why now is such a pivotal time for technology adoption in retail. Siobhan defines three segments of retailers: discounter, high street, and luxury, and how each have their own technology budgets and motivators. Siobhan concludes with a description of the Retail Value Chain and provides examples of how retail analytics are used across the six elements of the Value Chain: design, supply chain, manufacturing, warehousing, fulfillment and logistics, customer experience, and delivery. Check back for Part II where Siobhan addresses solutions for loss prevention, spoilage and waste reduction, frictionless shopping, warehousing and inventory management and driving energy efficiencies. Siobhan also addresses the overall adoption rate and pace at which retailers are adopting new technologies, where to find more information and final thoughts.

Listen In To Learn What jobs of the future will look like The importance of STEM and diversity in developing digital skills How to approach security risks in a multi-cloud environment Innovation emerging from developing countries creating new industries and job growth Leading your business through digital transformation How diversity in your workforce differentiates you from your competition Technology Will Eliminate The Historical Friction Of Transactions And Processes We've Been Accustomed To In Our World The world as we know it, is changing. As humans increasingly partner with machines to transform the way we do business, research suggests that emerging technologies will open up new ways of creating value and the advent of new industries and business growth.How can you prepare your business for these shifts? According to Aongus Hegarty, President Europe, Middle East and Africa (EMEA), Dell Technologies, we need to focus on the skills and requirements of the future, because the future is bright. Innovation is abundant in developing countries, setting the example of how an investment in digital literacy and diversity and inclusion will unlock the next generation of digital leaders. On this episode, Aongus explains how he sees the increasing use of emerging technologies shifting the economy over the next 10 years and what he believes will be the key to leading through this change successfully.

Welcome to the Elevator World News Podcast. This week’s news podcast is sponsored by elevatorbooks.com: www.elevatorbooks.com EHC GLOBAL OPENS SPAIN FACILITY TO SUPPORT EMEA GROWTH Escalator handrail, component and services provider EHC Global has opened a facility in Seville, Spain, to support growth in Europe, the Middle East and Africa (EMEA). Located in the La Negrilla district, the three-story facility houses sales, project management, customer service and administrative offices, as well as provides space for production, assembly and storage. It joins EHC facilities in Santander and Madrid. EHC Global President and CEO Jeno Eppel and Managing Director, Central Region Norman Rosnersky presided over a ribbon cutting on May 17. Miguel Chías González-Blanch, general manager, Spain & Portugal, observed, "Our new facility will enable us to meet the growing demands and future needs of our customers in the region." Image credit: EHC Global To read the full transcript of today's podcast, visit: elevatorworld.com/news Subscribe to the Podcast: iTune s│Google Play|SoundCloud│Stitcher│TuneIn

Bridget Perry is Vice President for of Marketing for Europe, Middle East, and Africa (EMEA) at Adobe. She is a 1999 graduate of Yale SOM. She is interviewed by Jun Chen, a first-year MBA student at Yale SOM. Show Notes

This week, Hugh sits down with Stan McCoy, President and Managing Director of the region encompassing Europe, the Middle East, and Africa (EMEA) for the Motion Picture Association. He previously served as Assistant US Trade Representative for Intellectual Property and Innovation in the Office of the U.S. Trade Representative. They discuss Stan's time at the USTR, IP policies under the Obama and Trump administrations, and the effect of social media on passing IP legislation in the US and EU.

My guest on the podcast is Tim Willis, CFO and Head of Growth at Aerobotics, an AI startup from South Africa. He’s charged with growing Aerobotics in non-core markets, as well as its global expansion efforts. He’s built his financial management expertise at both Deloitte and Uber, where he led its Analytics & Strategy Central Operations Team for the Europe, Middle East & Africa (EMEA). During this podcast interview we explore how technology can add significant value by augmenting farmers across the world to increase their yields, while becoming more efficient at the same time.We’ll also look into the wider value implications this can have across the supply chain, and how other, non-farming related industries, can be served uniquely as a by-product of the intelligence gained. Here are some of Tim’s quotes:Aerobotics effectively takes aerial images of mainly agricultural areas. We collect those images using drones and satellites and potentially even aeroplanes. Farmers have a real struggle in terms of managing their overall farm….…you're looking at farms that are hundreds of hectares big, and some farmers can't get through their entire farm in three days…If they don't have technology, they have to basically walk around or drive around their farm trying to identify areas that could be potentially mismanaged, and employ large scouting teams to work in their farm. With our technology, they're able to basically manage their farm from their office. If we look at the overall picture in the world, obviously food's going to be a scarce resource, and I don't think we're going to solve that by ourselves, but we're definitely going to be a player in the combination of solutions that solves that problem. By listening to this podcast you will learn three things:1) Why focusing on outcomes, not outputs is the secret to creating a sustainable business2) How focusing on just a thin slice of the market is key to dominate it profitably3) That less is always more – in other words you’ll always have 100 to 200 things you’d like or think you have to do with your software, but identifying the 10 that will truly move the needle is the most critical thing. See acast.com/privacy for privacy and opt-out information.

With experience in both office interiors and product design, Ken Baker understands the inside and out of the architecture and design field. Ken has been a Gensler Principal for 20-years and is currently serving as a member of the Gensler Management Committee. As a Co-Managing Principal of Gensler’s Southeast Region and past Co-Managing Principal of Gensler’s U.K., Europe, the Middle East, and Africa (EMEA) and Gulf Regions, Ken is considered a global expert on workplace design and planning, particularly for law firms. He has designed over 10 million square feet of corporate headquarters and offices for law firms and financial institutions, and is one of Gensler’s major Global Account holders, managing relationships with clients such as Sidley Austin, LLP; Skadden, Arps, Slate, Meagher & Flom LLP; JP Morgan Chase, and Barclays Capital worldwide. Ken is also a leader in Gensler’s furniture and product development practice and frequently speaks about the power of design at industry events around the world. A fellow of the College of Law Practice Management and a member of the Board of Trustees for the National Building Museum, Ken is passionate about producing design solutions that optimize trends that align with clients core objectives. What you’ll learn about in this episode: How design thinking makes the world better and thinking creatively about our environment makes a better environment for people to live, work, and play in How changing technologies have impacted design and the way buildings are laid out Using design thinking to create efficiency by diminishing wasted space and unnecessary employees which saves a lot of money The Gensler process for designing the best space that gets customized for every client Putting people at the center of the design so they have a positive experience when using the space Focus, socialization, collaboration, and education: the four modes of work every design has to incorporate Morphable design: designing a space that can adapt over time as needs change without significant cost Things to look out for when designing (or redesigning) a space Ways to contact Ken: Email: kenneth_baker@gensler.com A transcript of this episode is available here: http://systemexecution.com/design-thinking/

On this episode, we explore a skill that is critical for every leader: Perseverance. Nigeria-based Collins Osayamwen knows about perseverance. He has faced enormous challenges when trying to launch a career that was unrecognized in Africa. After losing thousands dollars in course registrations when his Travel Visa applications were rejected multiple times, Collins finally found a way to travel to Europe and America to learn new career skills. Yet the challenges continued. Limited finances meant sleeping in airports and getting creative with expenses. None of this deterred him, in fact it strengthened his resolve. Collins persevered and later became a Board Director for the International Facility Management Association. Today Collins is the CEO of ShelterCareFM based in Abuja, Nigeria. He is a Senior Consultant with over 17 years of international experience in policy design and implementation. He is also a founding partner of the Corporate FM Alliance, a group of international companies working to provide FM and Real Estate services throughout Europe, Middle East and Africa (EMEA) region. Collins is also the current President of the Abuja Chapter of IFMA and Ambassador for Africa for the IFMA Foundation. Listen in as Collins describes the passion and resolve that helped him achieve his goals and overcome huge odds to become a truly Inspiring Leader! Links: Collins Osayamwen on LinkedIn: linkedin.com/in/sheltercare Collins Osayamwen on Twitter: @COSAYAMWEN Collins Osayamwen’s Email: collins.o@sheltercarefmconsult.com ShelterCareFM: http://www.sheltercarefmconsult.com IFMA: http://www.ifma.org/membership/why-join-ifma IFMA Nigeria: http://www.ifmanigeria.org Ubiquity Leadership Coaching: UbiquityLeadership.com Next Week’s Show: Financial Leadership with Dave Gramlich

This week Gavin Millard from Tenable Network Security joins us to shine a light on Shadow IT, talk about how to get things done in security, and several more topics related to information security. Gavin is also the husband of Mehreen, who you all may know from the popular Security Weekly meme "wake up Mehreen". Gavin is a trained, ethical hacker who works with medium and large enterprises to address their cybersecurity challenges. With a deep understanding of how attackers plot a breach, he helps bring these companies to a trusted state of IT infrastructure. He previously worked as the Europe, Middle East and Africa (EMEA) technical director for Tripwire. He has also spoken frequently on data integrity, hacking and other key security topics. Current Position: As Technical Director, EMEA, Gavin is involved with the major clients in the EMEA region, helping to manage and reduce their attack surface.

Dale Sands is a Senior Vice President and Global Practice Director at AECOM and most recently spent two years as AECOM's Environment Business Line Managing Director for Europe, the Middle East, and Africa (EMEA). Dale was appointed Vice Chair of the United Nations Private Sector Advisory Group for Disaster Reduction, and led AECOM's collaborative partnership with IBM in developing the Climate Change “Resilient Cities” Scorecard for the UN. In his EMEA Managing Director role, Dale successfully launched AECOM's Environment business in Africa and re-established the Environment business in the Middle East. As a Global Environmental Practices Director, Dale will continue to lead AECOM's global technical experts in Air and Environmental Health & Safety Compliance Services, Impact Assessment & Permitting, Remediation, and the Emerging Technologies of Climate Adaption, Nanotechnology, Acoustics, Process Engineering, and Geographic Information Systems.

In this podcast CIPD's Chief Executive Peter Cheese. Robert Bolton, Partner, Leader of Global HR Transformation Centre of Excellence, KPMG and Hayley Brown, Talent Intelligence Analyst, Europe, Middle East and Africa (EMEA), for AVON Cosmetics, discuss the results of a survey and how HR needs to be able to use analytics to prove its own value to the business.

This contribution by Anthony House, a Manager at Google leading its central public policy team in Europe the Middle East and Africa (EMEA), presents Google's position on Data Protection, the Right to be Forgotten and search engines. Antony House argues that the Right to be Forgotten should not be applied to search engines in so far as they are involved in the dissemination, discovery and consumption of lawfully published information. The talk was the keynote address of the OxPILS Conference 'The 'Right to be Forgotten' and Beyond' held on 12 June 2012. This Conference was the culmination of 'Mending the Tangled Web? Information Privacy 3.0', a series which was generously made possible with funding from a Joint Programme between the European Union and the Council of Europe. (The views expressed are those of the individual speakers only). For full details please see http://www.csls.ox.ac.uk/conferences/oxpilsconference2012/.