Category: Leadership

Alchemy Crew - innovation

Highlighting Alchemy Crew Ventures’ Dedication to its Craft

Posted on | by Patrick Doherty

Madalina Preda’s expertise lies in supporting and cultivating high-impact ecosystems across education, insurance, healthcare, and deep tech sectors, where cutting-edge technologies drive transformative change through servant leadership. Her journey spans academia, life sciences, finance, insurance, automotive industries, and alternative mobility solutions across 8 countries.

Madalina’s unique trajectory through academia and industry has shaped her into a thoughtful innovator. While teaching modern British and American literature across European universities, she resonated deeply with F. Scott Fitzgerald’s words: “Books are like brothers and I am an only child.” This academic foundation fostered a nuanced understanding of diverse perspectives and emotional intelligence, echoing the timeless wisdom: “whenever you feel like criticising anyone, just remember that all the people in this world haven’t had the advantages that you’ve had. Reserving judgments is a matter of infinite hope.”

During her academic years, she mastered the power of storytelling and embraced continuous learning – skills that define her leadership approach. Her expertise helps entrepreneurs craft compelling investor pitches, transforming ideas into narratives of opportunity and impact. As Reid Hoffman, Co-Founder of LinkedIn, notes, “The best pitch decks don’t just present data; they tell a compelling story about opportunity and potential.”

While researching her comparative literature thesis, she explored how storytelling and mythology fortify cultural resilience, exploring their role in shaping the collective subconscious during times of oppression in Ireland and Transylvania. By examining these narratives, she uncovered the power of stories to preserve identity, inspire hope, and unify communities in the face of adversity.

While at Corning Inc., Madalina learned three crucial lessons about innovation. First, collaboration – between corporations and startups – sparks groundbreaking innovations, as evidenced by Corning’s pivotal contributions to Thomas Edison’s lightbulb and the iPhone. Second, innovation requires serndipity, disciplined processes, and patient capital. Third, the long-term impact of innovation is profound and changes people’s lives: Corning developed Pyrex cookware, TV tube glass, the hair-thin glass strands forming the internet’s backbone, and Gorilla Glass, now used in over 8 billion devices worldwide.

While working for LeasePlan Corporation (currently Ayvens Corporation) Madalina led the transformation in customer experience for the automotive and leasing industry during Europe’s shift to electric vehicles (EVs), with Scandinavia and the Netherlands spearheading adoption and expansion into Central and Southern Europe. Her focus was on working with the global organistaion on adapting traditional processes to meet the unique demands of a transition industry, including EV-specific assets, safety standards, and service models, while tackling the complexities of insuring new vehicle types. This transformation required close collaboration across internal stakeholders, driving an organizational culture shift to embrace sustainability and innovation.

These efforts involved navigating regulatory landscapes, developing charging infrastructure, and aligning with the evolving expectations of eco-conscious customers. Under her leadership, the organization positioned itself at the forefront of a sustainable, tech-driven future, setting a new industry benchmark in a rapidly changing market.

As Head of Startegic Partnerships for Innovation Department at NN Group, she led the Startegic Partnerships team, its daily operations and build strategic relationships with global Venture Capital partners. This exposure has provided deep insights into how funds and LPs invest in innovation, what VCs look for in startups, and how they differentiate successful ventures from those that falter.

Madalina Preda
Madalina Preda

By engaging closely with top investors, fund managers, and entrepreneurs, she remains at the forefront of industry developments. A committed advocate for growing the insurtech and fintech ecosystems across Europe and the U.S., she champions innovation through high-impact projects in both Dutch and international markets. Her collaboration with fintech thought leaders in the Netherlands has further strengthened partnerships between startups and industry incumbents, fostering a dynamic environment for growth and innovation. She has managed relationships with global Venture Capitals in innovation hubs such as London, Barcelona, LA, Madrid, Amsterdam, and San Francisco.

She has spearheaded the establishment of innovative healthcare and elderlycare platform services through strategic partnerships in the Netherlands, Spain, Greece, Romania, Poland, Turkey, and Hungary. To strengthen internal collaboration ion inovation, she has build a the Innovation Partnerships Community of Practice.

Her commitment to diversity is evident in her efforts to elevate female representation in both Venture Capital and entrepreneurial landscapes, supporting more female investors and entrepreneurs. Recognized by Femtechnology as a thought leader in femhealth, she has championed innovation and investment in femhealth, elderly care, and broader healthcare sectors. A strong advocate for impact investing, she actively supports initiatives that close the insurance gap, foster climate resilience in insurance, and promote the transparent and ethical implementation of AI.

As she notes, innovation and impact are realized when stakeholders unite to share resources, ideas, and a vision for transformative change. As a seasoned insurance and technology leaders, Sabine VanderLinden and Madalina have joined forces through Alchemy Crew Ventures to drive transformative innovation in the InsurTech industry. This powerful partnership represents a convergence of exceptional expertise, visionary thinking, and complementary skill sets that positions them at the forefront of a rapidly evolving landscape.

Sabine VanderLinden brings over 25 years of deep industry experience to the table, having established herself as a thought leader in the InsurTech space. As the CEO and Venture Partner of Alchemy Crew Ventures, she has demonstrated a keen understanding of corporate innovation, venture capital, and the transformative potential of technology within the insurance sector. Her co-authorship of ‘The INSURTECH Book’ and recognition as a Most Influential CEO underscores her influential standing in the industry.

Complementing Sabine’s expertise, Madalina offers a unique global perspective, having navigated diverse industries spanning academia, life sciences, finance, insurance, and automotive across eight countries.

One of the key synergies between Sabine and Madalina lies in their shared commitment to fostering collaboration and building dynamic ecosystems. Sabine’s focus at Alchemy Crew Ventures on bridging the adoption gap between corporations and growth ventures through open innovation and design thinking aligns seamlessly with Madalina’s experience in building strategic relationships with global venture capital partners and championing innovation through high-impact projects.

The partnership further benefits from Madalina’s strong background in storytelling and communication, developed during her academic years and through her expertise in evaluating compelling investor pitches. This complements Sabine’s role as a thought leader and tech ambassador, enhancing Alchemy Crew Ventures’ ability to articulate its value proposition and engage effectively with stakeholders across the InsurTech ecosystem.

Both leaders share a deep passion for driving social impact and supporting diversity in the tech and insurance sectors. Sabine’s track record of supporting female-founded startups and diverse InsurTech leaders aligns perfectly with Madalina’s focus on empowering female investors towards creating meaningful social impact. Together, they possess the potential to amplify these efforts, fostering a more inclusive and equitable InsurTech ecosystem.

As the insurance industry witnesses rapid integration of advanced technologies such as Artificial Intelligence, Machine Learning, Internet of Things, and blockchain, Sabine and Madalina’s combined expertise positions Alchemy Crew Ventures to capitalize on these transformative trends. Their understanding of the applications of these technologies in automating underwriting processes, enhancing risk assessment, and personalizing insurance products will be crucial in driving innovation.

Moreover, Sabine and Madalina’s global perspective and experience managing relationships in innovation hubs across Europe and the US provide a strong foundation for Alchemy Crew Ventures’ international expansion. Their combined networks and insights into diverse markets can facilitate cross-border collaborations and knowledge sharing, which are essential for addressing global challenges in the insurance industry.

Sabine and Madalina
Sabine and Madalina

In a rapidly evolving landscape where InsurTech startups and traditional insurers are increasingly collaborating, the partnership between Sabine VanderLinden and Madalina through Alchemy Crew Ventures is well-positioned to play a pivotal role. Their ability to bridge the gap between established insurance companies and innovative startups can accelerate the adoption of new technologies and business models, transforming the industry’s trajectory.

California’s robust innovation ecosystem presents a particularly exciting opportunity for expansion. The state’s strong focus on sustainable technologies and its thriving InsurTech sector align perfectly with the vision for Alchemy Crew Ventures. By tapping into California’s network of research institutions, government agencies, and private enterprises, we can foster collaborations that drive innovation in areas such as AI-powered risk assessment, usage-based insurance models, and sustainable insurance solutions.

Alchemy Crew Ventures exists to bridge the critical gap between innovation and impact – a gap that often defines the success or failure of digital transformations. Its mission is to turn brilliant ideas into market-shaping realities, moving them from R&D into the mainstream to drive meaningful change in sectors like insurance and finance. It’s here to bring innovations to life in ways that redefine entire industries and unlock new possibilities for its many clients.

Alchemy Crew Ventures understands that true transformation requires more than technology; it demands a thoughtful balance of visionary innovation, pragmatic application, and deep market insight. “Our values – rooted in open innovation, collaborative ecosystems, and democratized knowledge – drive our work. These principles make us the partner of choice for organizations not only ready to adapt but to lead.”

For senior leaders in financial services and insurance, the path to digital transformation is complex and daunting. They visit Alchemy Crew Ventures not for ideas alone but for results – market-ready solutions that tangibly elevate their businesses. Its clients need more than a roadmap; they need a partner who can transform strategic ambition into concrete success.

What sets Alchemy Crew Ventures apart is its unique integration of corporate venturing, strategic expertise, and operational execution. Where others propose theories, Alchemy Crew Ventures delivers. Its methodologies, grounded in open innovation and validated through real-world testing, focus relentlessly on translating digital potential into measurable outcomes.

Alchemy Crew Ventures is driven by its people – seasoned industry experts, innovation specialists, and digital transformation strategists who blend rigorous analysis with bold problem-solving. Its culture is a fusion of scientific precision and creative vision, designed for professionals who are as comfortable in boardrooms as they are in startup spaces. This balance allows us to speak the languages of both traditional finance and digital disruption.

The financial services and insurance industries are in a period of radical transformation. Traditional models are being dismantled by technology, evolving customer expectations, and new market entrants. Alchemy Crew Ventures doesn’t see this as chaos; it sees it as fertile ground for innovation.

The company is focused on three key pillars for the future: the democratization of advanced technologies, ecosystem-centered business models, and scalable innovation frameworks. Its role is to guide organizations through these shifts, helping them maintain a competitive edge in an evolving landscape.

Alchemy Crew Ventures believes the future belongs to those who can bridge innovation with implementation. Its vision extends beyond consulting; Alchemy Crew Ventures is leading a movement toward more practical, scalable, and actionable approaches to digital transformation. It’s not waiting for the future to arrive – it’s actively shaping it.

Consider Alchemy Crew Ventures your guide in the digital revolution – armed with proven expertise, robust methodologies, and a relentless focus on impact. It empowers organizations not just to keep pace with change but to lead it, redefining what’s possible in financial services and insurance.

Business woman giving a speech in a boardroom meeting

How to Lead Your Organisation Through a Customer Experience Transformation

Posted on | by Magdalena Lew

By Ian Nicholls, CEO of Explic8

No matter your industry, delivering exceptional customer experiences should be a top priority for every business. If you fail to meet rising customer expectations, your company is at risk of being left behind but, by embracing customer experience [CX] transformation, you can not only gain a competitive edge but also build long-term customer loyalty and brand equity.

A customer experience transformation goes far beyond just tweaking processes or adding a few new tools. It involves rethinking the way your entire organisation interacts with customers, from the first touchpoint to long after the sale.

Here’s how to lead your organisation through a successful customer experience transformation.

Start with the customer journey

To build a truly customer-centric organisation, you first need to gain a deep understanding of the entire customer journey. This involves identifying pain points, recognising where expectations aren’t being met, and pinpointing opportunities to exceed customer expectations.

According to PwC, one in three customers will leave a brand they love after just one bad experience. So, it’s essential to invest in customer journey mapping tools and conduct thorough customer research.

Additionally, implementing real-time feedback mechanisms can help your business stay in tune with evolving customer needs, ensuring you can adapt and respond quickly.

Create a cross-functional customer-centric culture

Customer experience is everyone’s job, and not just the responsibility of your customer service or marketing teams. For a CX transformation to truly be successful, you need to have buy-in and participation from all departments, from HR to finance and product development.

Operational excellence can help with cross-functional collaboration by ensuring processes are streamlined, aligned with customer needs, and capable of being executed efficiently across departments.

Encourage collaboration and break down barriers by holding regular cross-departmental workshops and aligning on shared CX metrics. In addition, empower employees at all levels to take ownership of the customer experience, ensuring everyone understands their role in delivering exceptional service.

When each department works in harmony towards a common CX goal, it creates a unified, customer-first culture that drives long-term success.

Leverage technology to enhance CX

Technology is one of the driving forces behind a successful CX transformation, and digital tools like CRM systems, AI-driven analytics, chatbots, and self-service portals can enable your company to deliver faster, more personalised services, improving efficiency and customer satisfaction.

However, technology alone isn’t enough. It must be seamlessly integrated into the broader CX strategy and aligned with human interactions to create a truly cohesive and frictionless experience for your customers. The key is to ensure technology enhances, rather than replaces, the human touch.

Invest in the right tech stack, focusing on tools that support automation, data collection, and personalised engagement. By doing so, you can empower your teams with the insights and capabilities they need to respond to customer needs more effectively.

Invest in employee training and engagement

Employees are the frontline of your customer experience, and when they are engaged, empowered, and equipped with the right skills, they are more likely to deliver exceptional service.

According to Gallup, companies with highly engaged employees see 21 per cent higher profitability, 17 per cent more productivity, and 10 per cent higher customer ratings. This highlights the importance of providing ongoing CX training for employees, covering everything from communication skills to empathy training and technical product knowledge.

In addition, create feedback loops where employees can share insights on customer pain points, as they often have the most direct connection to customer needs.

Data-driven decision making

To drive continuous improvement in customer experience, your business should leverage data to make informed decisions. Customer feedback, survey results, sales data, and behavioural analytics provide invaluable insights into areas where your customer experience is thriving and where there’s potential for improvement.

Establish a system for collecting, analysing, and acting on customer data. Implement feedback tools such as Net Promoter Score [NPS] surveys or Customer Satisfaction [CSAT] surveys to gather actionable insights, and then use that data to refine and optimise your processes.

According to PwC, 59 per cent of customers will stop doing business with a company after multiple bad experiences. This makes it crucial to continuously assess the customer journey and take proactive steps to improve every touchpoint.

Data-driven decisions enable you to stay ahead of customer expectations and build long-term loyalty.

Empathy and personalisation are key

Today’s consumers expect brands to not only understand their needs but to anticipate them. They want relevant content, offers, and interactions at every touchpoint, and this requires both human empathy and sophisticated data systems.

Use customer data to create personalised experiences across all your channels, whether that’s through personalised email campaigns, dynamic web content, or tailored recommendations.

Personalisation efforts are not only appreciated by customers but are also proven to drive results. According to Epsilon, 80 per cent of consumers are more likely to purchase from a brand that offers personalised experiences. By integrating empathy with data-driven personalisation, you can build stronger connections with your customers and create a more impactful, memorable brand experience.

Measure and continuously improve

CX transformation is an ongoing journey, and the most successful businesses are those that commit to continual assessment, optimisation, and improvement.

Whether it’s improving response times, streamlining processes, or addressing customer feedback, creating a culture of continuous improvement will ensure your organisation doesn’t stagnate.

Establish key performance indicators [KPIs] related to customer experience, like customer satisfaction scores, customer lifetime value, and first-contact resolution rates, and monitor these metrics regularly.

Final thoughts

To successfully lead your business through a customer experience transformation, you must have a clear vision, a well-defined strategy, and flawless execution.

Prioritise empathy, collaboration, and continuous improvement to ensure your company not only meets but exceeds customer expectations. This approach will create a stronger, more resilient organisation, positioning you for sustained, long-term success.

By embracing a customer-first mindset and aligning every part of your business around delivering exceptional experiences, you’ll distinguish your brand while building deep customer loyalty.

This, in turn, will transform your customers into passionate advocates who champion your business for years to come.

Ian Nicholls
Group of young people working together.

Are UCaaS and CCaaS Better Together?

Posted on | by Magdalena Lew

By Rob Smith, CTO, CloudClevr  

Technology alone cannot drive results, it needs to connect with employees, customers and business processes 

In the world of business communications, everyone is trying to solve a persistent challenge. How do we communicate effectively to drive high revenue growth, customer satisfaction levels and staff productivity?   

At the heart of this challenge is the need for communications tools that deliver happier customers. This in turn leads to business success and, ultimately, revenue growth. To meet these goals, companies typically turn to two main types of solutions: Unified Communications (UCaaS), which is a standard telephony and meeting and collaboration tool and Contact Centre tools (CCaas), which now incorporates Artificial Intelligence (AI) and automation features. 

Changing expectations 

However, customer preferences have changed over time. In the past, companies only had a few options to consider- email, face-to-face meetings and phone calls. But now we have a huge range of technology solutions that help address customers changing expectations.  

As well as customer expectations changing, collaboration tools are also changing the way we communicate internally within a team. Instead of relying solely on phone calls, teams are increasingly using a mix of voice, chat, shared documents, and project platforms. This makes choosing the right vendor and designing effective collaboration and customer contact solutions an important area of focus. The gap between getting it right and getting it wrong can be huge.  

Given these changes, businesses must now consider is whether integrating UCaaS and CCaaS into a single solution makes sense.  

Vendors are increasingly offering converged solutions  

The choice of single systems offering a complete solution has increased since 2020 led by Microsoft, Zoom, and Webex from the collaboration world, along with RingCentral and others from the cloud telephony space.   

Primarily, Unified Communications (UC) providers such as Zoom and Microsoft launched Zoom Contact Centre in early 2022, and Microsoft Dynamics 365 Contact Centre respectively earlier this year. Conversely, CCaaS specialists like NICE also have introduced their own UCaaS offerings.   

While a converged solution is now the preferred option for most vendors for obvious reasons, what is the right approach for customers? Should UCaaS and CCaaS be delivered in one solution, or is the integration of two specialist services a better approach?  

Inarguably, businesses need to choose whichever solution creates the best result in terms of simplicity, impact value and customer satisfaction. Simplicity to deploy, simplicity to manage, and simplicity for staff to adopt, measured against the impact value of the functionality delivered, is crucial.  

Customer and agent experience for the win  

A single solution has some obvious benefits. It may reduce licence inventory and costs and it may also mean a consolidated supplier relationship and reduced training costs. Fewer active applications on an employee’s desktop mean they don’t have to switch between multiple applications, and this results in improved productivity.    

This also would mean agents can collaborate better with subject matter experts and resolve issues faster. Agents are not expected to know everything and a converged system would make it easier for them to reach out to the right experts faster. Ultimately, this improves customer experience (CX), which is the main goal for any business. All employees in an organisation should have a single pane visibility on their customer’s journey, which can only help in positive ways.  

A single or converged solution 

For a large number of organisations, especially small businesses, a single product would make sense. However, if CX, agent productivity and return on investment (ROI) of a specialist Contact Centre solution such as NICE or Puzzel are more effective, then opting for specialist solutions and then integrating them with UCaaS might be the way forward.    

Take NICE as an example. It is a top-end CCaaS product with much higher levels of functionality than a solution like Zoom, but also comes at a higher price. If a business can justify the cost with a solid ROI, proving that the solution makes them more efficient or if their compliance needs require the extra features, then combining a basic UCaaS system with a specialist CCaaS is the best option. For others, a simpler, more affordable solution like Zoom might be a better fit.  

It’s not a ‘rip-and-replace’ approach  

Organisations need to set aside what they know about UCaaS and CCaaS and work through a detailed review process based on their customers, staff, processes and commercial productivity goals. 

While the idea of ‘rip and replace’ is not a pathway many organisations like to consider, it is far less dramatic in most cases with a progressive roadmap that takes customers from where they are to where they need to be.   

While business size does not really dictate the choice between a single solution and an integrated system, smaller organisations may elect to move first to a single solution to streamline their new workflows and business processes before stepping up the contact centre element if it proves worthwhile.  

Technology alone cannot drive results. It is about how well it connects with employees, customers and business processes. Ultimately, the customer and agent experience should act as a guide as to whether an organisation should implement a single solution or a converged one.  

Rob Smith
Diverse business team meeting with professional coach

The Art and Reality of Mentorship: Breaking Through Self-Imposed Limitations

Posted on | by Magdalena Lew

After three decades of being mentored and two decades of mentoring others, I’ve come to understand that true mentorship is far more than just sharing wisdom – it’s about catalysing transformation. As someone who has guided thousands of individuals, both one-on-one and in groups, I’ve observed a fundamental truth: while many aspire to be mentored, few are truly prepared for the work it demands.

The Myth of Mentorship Magic

There’s a prevalent misconception that success can somehow be absorbed through proximity – that a successful mentor will sprinkle some sort of magical dust that transforms mentees overnight. This couldn’t be further from reality. As I often tell my mentees, “You can lead a horse to water, but you can’t make it drink.” A mentor can provide knowledge, direction, tools, templates, and blueprints, but the crucial step of breaking free from limitations must come from within.

This process reminds me of nature’s wisdom: just as prematurely cutting open a chrysalis would prevent a butterfly from developing the strength it needs to survive, or cracking an egg would rob a chick of its crucial developmental struggle, true growth requires personal effort and transformation.

The Mirror of Reality

One of the hardest truths I’ve learned to share is that people are exactly where they are ‘choosing’ or allowing themselves to be. This position is shaped by three critical factors:

– The knowledge they’ve gained

– The work they’re willing to invest

– The decisions they’re making daily

While this reality can be uncomfortable to face, it’s essential for growth. As I frequently remind my mentees, “If you keep doing what you’re doing, you’ll keep getting what you’re getting.” Want different results? You’ll need to learn different things and take different actions.

The Strategic Approach to Transformation

Over my 20+ years of mentoring, I’ve developed and refined a systematic approach to transformation. At its core is what I call the “strategic plan” or “transition map” – a comprehensive blueprint that incorporates my behavioural profiling and has been extensively tested across thousands of mentoring relationships.

This system focuses on three key elements:

1. Clearly mapping the current state

2. Defining the desired future state

3. Identifying the specific areas, work, actions, and initiatives required to bridge that gap

Think of it like planning a journey to a new destination – you’ll need to travel roads you’ve never taken before and make choices you’ve never made. The familiar path will only lead to familiar destinations.

The Reality of Success

What truly sets successful mentees apart is their willingness to embrace discomfort and put in the work. They understand that transformation isn’t about finding shortcuts or magic solutions – it’s about systematic, dedicated effort guided by experienced insight.

For entrepreneurs seeking mentorship, I offer this advice: before you seek a mentor, prepare yourself for genuine change. Be ready to:

– Challenge your existing assumptions

– Embrace uncomfortable truths

– Commit to consistent action

– Take responsibility for your outcomes

The Path Forward

True mentorship is a partnership in transformation. While I can provide the roadmap, tools, and guidance drawn from decades of business experience, the journey itself belongs to the mentee. The most rewarding moments in my mentoring career have come from watching individuals not just achieve their goals, but fundamentally transform their approach to business and life.

As we navigate an increasingly complex business landscape, the value of mentorship has never been greater. However, its success depends not on the mentor’s achievements or wisdom, but on the mentee’s readiness to embrace change and put in the necessary work. After all, new destinations require new paths, and new success requires new actions.

About Mike Greene

Entrepreneur, Leadership Mentor, and Philanthropist

https://mikegreene.co.uk

Mike Greene is a dynamic and visionary entrepreneur renowned for his extensive background in executive leadership, strategic business growth, and philanthropic endeavours. With a keen eye for innovation and a knack for fostering strategic partnerships, Mike is committed to cultivating strong corporate cultures while leveraging his business acumen to drive positive social impact and support local communities.

Mike’s commitment to nurturing entrepreneurial talent is evident in his investment portfolio, which includes over 30 start-up and growth businesses such as Shazam and Chargemaster. Currently, he serves as a mentor and strategic advisor to over 40 UK businesses, providing invaluable guidance and support to aspiring entrepreneurs.

Mike’s influence extends into the media realm, where he has been featured on Channel 4’s “Secret Millionaire” and is a regular commentator and pundit on business-related topics.

Following the programme, which had a great impact on him, he sold his main business and took a three-month sabbatical with the personal challenge to raise £100,000 for 100 charities in 100 days. He was successful in this bid and was inspired to go on to commit one-third of his time to help charities and mentoring people to change their lives for the better.

Renowned as a sought-after public speaker, he has delivered keynote addresses on business, investing, property, and education across the UK, Europe, US, Australia, and New Zealand. Additionally, he is the esteemed author of the book “Failure Breeds Success”.

As the Founder and CEO of Global Research Business, Mike successfully led the growth of a multi-million pound global research enterprise, ultimately orchestrating a highly profitable exit and the rebranding of the company as Lumina Intelligence.

Mike’s influence extends beyond his own ventures, as he has served as a main board advisor and speaker at events for numerous global corporations spanning various sectors including energy, retail, consumer goods, food and beverage, tobacco, pharmaceuticals, and finance. Notable engagements include advising industry giants such as BP, Tesco, Coca Cola, and GSK.

Throughout his illustrious career, Mike has held various executive positions across multiple industries, driving strategic change and growth. Notably, he holds the distinction of being the youngest Chairman and longest-serving board member of the Association of Convenience Stores, advocating for over 33,500 small retail establishments in the UK.

Beyond the boardroom, Mike is actively involved in large-scale property development projects in the Peterborough and Cambridgeshire region, contributing to urban revitalisation and community enhancement efforts.

Driven by a passion for giving back, Mike has dedicated his time and resources to various philanthropic causes. From serving as a Trustee of Peterborough Cathedral to advocating for the establishment of Peterborough University, he remains deeply committed to making a meaningful difference in his community. Additionally, his role as an Ambassador for the Cambridgeshire Children’s Hospital underscores his dedication to healthcare advocacy and fundraising.

In addition to his professional pursuits, Mike embraces physical challenges and adventure pursuits. From sailing in the Clipper 2013/14 Round the World Yacht Race to summiting mountains like Kilimanjaro and Annapurna, he continually pushes the boundaries of achievement and inspires others through his endeavours.

Mike’s dedication to excellence has been recognised with an Honorary Doctorate in Education from Anglia Ruskin University. Furthermore, he has been honoured as one of the 100 most influential Leaders, Thinkers, and Agitators shaping the Grocery Industry, solidifying his status as a trailblazer in his field.

Mike Greene
Businesswoman giving a high five to a colleague in meeting

Leading with Values and Vision

Posted on | by Magdalena Lew

Spotlight on Rebecca Sutherland, Entrepreneur, Investor, Business Coach and Mentor

Rebecca Sutherland is no ordinary business leader. Having built multiple successful ventures, Rebecca’s entrepreneurial spirit is deeply ingrained. “It’s just who I am,” she says. “I struggled being an employee, so becoming an entrepreneur was the only option.” Her passion for spotting problems and applying her expertise to solve them has driven her throughout her career. But, more than anything, it’s her unwavering commitment to shared values that defines her leadership.

Leading with Values

As both an entrepreneur and investor, Rebecca’s approach to backing businesses goes beyond the typical numbers game. “For me, it’s all about values. I need to know that the person I’m investing in has honesty, integrity, and a real passion for making things better,” she explains. It’s not just about the idea—Rebecca looks for alignment in vision and a willingness to manage expectations. “If someone has a great idea but they’re not executing well, I can help with that. But first, our values have to align.”

Challenges in a Male-Dominated World

Rebecca has navigated industries where women are often underrepresented, facing her share of bias and unprofessionalism. “I’ve been asked to speak to ‘the man in charge’ or had people complain about me to my husband, who is also my business partner. Men don’t face the same scrutiny women founders do.” She’s determined to change these narratives. Titles like ‘Mumpreneur’ are something she understands but doesn’t apply to herself, despite having children and being a working mum, “I’m trying to change things, and not everyone likes it.”

Imposter Syndrome and Overcoming Self-Doubt

Despite her achievements, Rebecca admits to struggling with imposter syndrome. “It’s hard to back yourself sometimes, especially as an entrepreneur. You’re juggling so much that it’s difficult to focus on your wins.” Her advice for overcoming these challenges? Build a strong team who believe in you and share your values. “They remind me of my successes and help me reflect on the lessons learned from my mistakes.”

Female Entrepreneurs Bring Something Different

Rebecca doesn’t engage in the men-versus-women debate as she believes in the best person for the job, but she does believe women can sometimes bring a unique perspective to the boardroom. “Female entrepreneurs often have less ego and a greater focus on value and purpose.” She’s also a firm believer in the power of representation. “Having women in leadership roles encourages diverse entrepreneurship and helps drive funding to women-owned businesses, plus it helps inspire the younger female generations who want to be entrepreneurs.”

Business Achievements and What Keeps Her Moving

One of Rebecca’s proudest moments was selling her first business, a lettings agency. “I turned it around in six months and did it all on my own. It encouraged me to continue and start other projects.” For Rebecca, adding value is what truly motivates her, not just financial success. “Money gives options, but it’s not the motivator. Creating something meaningful is.”

Her approach to work-life balance is clear: “I don’t believe in working 80 hours a week to be successful. Missing out on family experiences isn’t worth it, and I communicate that to the people I invest in. My first question to them is, ‘What do you want your life to look like?’ “

Advice for Female Founders

For women seeking investment, Rebecca’s advice is simple: “Find your people. Surround yourself with like-minded individuals who have done what you want to do—ask for help and build a strong network.” Rebecca stresses the importance of having a support system, especially in tough times. “The people I’ve met through networking have positively impacted my career. If it weren’t for them, I wouldn’t be where I am today.”

What’s Next for Rebecca?

Looking ahead, Rebecca isn’t focused on a particular industry but is excited about supporting individuals doing things differently, if their values align with hers. “The sector is irrelevant to me—it’s all about the people and the impact they want to make.”

With her clear leadership, values-driven approach, and passion for empowering others, Rebecca Sutherland continues to be a formidable force in the world of business.

Rebecca Sutherland Bio

Rebecca Sutherland is an investor and entrepreneur with a passion for turning overlooked businesses into market leaders. As the Founder of Aluminium Fire Systems, she has built a reputation for reshaping industries by transforming “boring” businesses into opportunities for growth. Rebecca specialises in identifying potential where others see roadblocks, driving profitability through innovative solutions and strategic direction.

With a strong focus on business acquisitions and turnarounds, Rebecca doesn’t just invest in companies—she redefines what’s possible. Her ventures, including PITCHINVEST and Harbar Six Limited, are dedicated to fueling the rise of founders who refuse to play by the old rules. She’s on a mission to back visionary leaders who challenge assumptions and disrupt the status quo in their industries.

Originally from Birmingham, Rebecca’s reach extends across international borders connecting growth-oriented businesses with the resources they need to thrive. Her unique ability to bring investors and entrepreneurs together has enabled countless ventures to achieve success on their own terms.

For Rebecca, it’s about more than just the bottom line. She believes in empowering teams, fostering creativity, and ensuring that people—not just profits—are at the heart of every business. Whether she’s guiding emerging leaders, scaling businesses, or investing in disruptive ideas, her commitment to shaping the future of UK business is undeniable.

With a growing community of 10,000+ followers, Rebecca is leading the charge for founders who are ready to break boundaries and turn their bold visions into reality.

Rebecca Sutherland | LinkedIn

Rebecca Sutherland
businessman leaning on table with laptop, looking away

A CEOs Guide to Navigating Uncertain Times

Posted on | by Magdalena Lew

If there’s one thing that’s guaranteed to happen in business, it’s change. How you respond to change and navigate through it is the difference between a business that thrives and a business that barely survives. 

Your team and your clients and customers want to know that you are consistent, and that you are doing the right thing, for the company and for them. This is especially true when you grow, when change can often seem overwhelming.

Change isn’t always a huge catastrophic crisis,  but if you’re not paying attention it can become negative and snowball into a bigger issue.

Here are three effective strategies to use when those uncertain times are keeping you up at night. 

1. Cultivate trust:

Early in my career, my favorite boss and mentor gave me sage advice. He said, 

“People in real estate want to shake your hand and look you in the eye. This is how we build trust.” I don’t know what’s happened to the handshake in today’s world but the concept is the same and it applies to any business.

Since so many of us are working remotely or in a hybrid environment, establishing and earning trust has to come first, no matter where your team is based. People want to work with those they like and trust.

2. Communication counts:

Communication really is everything. When change is in the air, transparency, genuineness and authenticity should be at the top of their list. Here’s why: when our communication is light or even non-existent, people filI in the gaps. 

Follow along with what I call  the “Exploding Engine Theory”. If I take my car in for service at 9:00 am and my service rep Jack says “Shannon, I’ll be back by 9:30 to tell you our status- what’s good, and what isn’t.” and he does exactly that, what happens? My shoulders relax and I believe him.

If he doesn’t come back as planned and I have to find him, my mind fills in those gaps. I figure something must have gone very wrong if Jack doesn’t return: perhaps the engine exploded. Of course, that’s highly unlikely but it’s the consequence of poor communication.

3. Spend time with your people:

This sounds simple, but it often isn’t. As CEOs we have many demands on our time. Our employees want to know, and see that we’re paying attention.

This can be especially challenging when change is going on all around us and we have in-person, hybrid and remote teams. 

Remember why your leaders joined your organization in the first place. It can be lonely for team members out there. Seeing and hearing you and your leadership team can make all the difference. 

Try these strategies to improve communication and clarity:

1 . Onboarding is key and can be difficult in a hybrid or remote work environment. What you want is to get new hires’ buy-in quickly and in advance. Don’t wait until the day they start to bring them into the fold. Send them a little company swag or have “thank you” notes sent by their leaders-to-be.

2 . This sounds simple, but often we forget to provide people with the who/where/what and they may be too shy or hesitant to ask. This works for both new and existing employees. Let them know how communication works in your environment, how decisions are made and what you’ll need to do to be able to do it quickly for them.

3 . Providing a mentor or “buddy” can be key. Again, this works for new and even existing team members, especially with a distributed workforce. You have to figure out how to replace or add onto that “water cooler” effect when there is no water cooler. It’s great to offer a peer buddy across departments, for example. You can also mentor both ways. Have younger professionals mentor seasoned professionals in certain areas too.

4 . Especially when working with newer leaders, it’s critical to help them understand that a big part of their job is to pave the way and remove obstacles for their team. To do that, their ability to communicate with clarity is key. The transition from manager to leader can be a tough one and it often shows up right away when their teams aren’t right in front of them; they are in another city, or their only contact is on a screen. Often, the key is simply to ask “how can I help you today?”

KEEP CALM AND COMMUNICATE

Your team really is paying attention to you and they will notice your actions. They are looking to you for guidance and reassurance. Being able to communicate effectively under the pressures of the day will help the team feel like they’re coming together as one entity and focusing on what needs to be done at any given moment.

The last thing you want is for rumours to start circulating as this creates a fractured team who will feel like they’re working against each other. The best thing to do in any situation of uncertainty is to address everyone within the organization at the same time, as soon as possible, that way everyone is hearing the same information at the same time from the same person. It eliminates doubt and reduces the anxiety that people naturally feel during uncertain times.

Emotional intelligence is a huge priority when navigating uncertainty, so it’s important to remember that you’re a human being communicating with other human beings. In a crisis situation it’s natural for people to go into freeze, fight or flight mode, so the sooner you can allay their fears and insecurities, the better.

LISTEN TO UNDERSTAND

When you’re in a leadership position it’s easy to fall into a hierarchy model where you sit at the top, call all the shots and make all the decisions, but this isn’t always the best approach to take as you’re making assumptions on what you think people need, rather than listening to what they actually need.

People want to feel seen and heard, they don’t want to feel dictated to. Not only does this impact their morale but it will also affect their performance and willingness to work towards the vision and mission of the business. 

One way to help employees feel more engaged is to create a weekly ‘open door’ policy, where people can spend time with you to discuss their ideas or challenges and get input from you. This will help you to feel more connected to those driving your business forward, but also improves their sense of belonging. When people feel like they’re being taken seriously and that their voice matters, they’re more motivated and committed to doing good work over a longer period of time. 

AN OPPORTUNITY FOR GROWTH

The most successful leaders know that they can’t predict the future, but they certainly have plans in place for when the inevitable does happen. Resilience is key in navigating choppy waters, so investing in building resilience at a team and individual level will pay off in the long run. This means professional development for your team is a must.

You may have heard the saying “Pay me now or pay me later”. This is especially true when you consider the cost of professional development. If you don’t offer it, encourage it and put it on your agenda, you’ll soon discover your employees will leave you for another organization that does. 

Don’t wait! Hiring specialist consultants and trainers throughout the year helps to equip employees with the skills needed to not only navigate but successfully pivot during uncertain times and forge ahead regardless of the situation. Resilient teams tend to perform better under pressure and can adapt and evolve when needed, with limited disruption to the overall performance of the organization.

While navigating uncertainty can be challenging, the best leaders recognize that this can be their “secret”. It provides opportunities for innovation and growth and gives them a competitive edge. The comeback is always greater than the setback and there’s always a lesson to be learned, sometimes that lesson is to be better prepared for uncertainty.

Bio: 

Shannon Alter, CPM ® works with organizations that want to communicate with clarity so they can gain influence in their market, build better relationships and grow their business. She has over 30 years of experience in commercial and retail real estate management and hospitality. Her programs have been used throughout the United States and internationally by organizations of all sizes.

Shannon is a National Instructor for the Institute of Real Estate Management (IREM®), and the American Management Association (AMA) and has trained professionals in 10 countries. She has held the volunteer position of RVP for IREM and is a Past President of IREM Orange County. 

Her 3rd book, “Be Influential: Surefire Ways to Improve Your Presentation Skills” was published in Summer 2023. She is the author of two earlier books, leadership white papers and numerous industry articles, including a long-time industry column.

She is a graduate of the University of Southern California. 

Website: www.leadersexceed.com

LinkedIn: www.linkedin.com/in/shannonalter

Shannon Alter
meeting with company directors to discuss financial figures and results

Avoiding AI Pilot Purgatory Requires Full Support of the C-Suite

Posted on | by Magdalena Lew

Developers can earn buy-in from leadership teams by clearly conveying how AI projects deliver value and align with key business objectives

Despite being a clear focus for companies across a wide array of industries, it’s expected that numerous AI or machine learning initiatives will become stuck in the pilot phase over the next 12 months, with this stagnation commonly referred to as pilot purgatory.

Gartner estimates at least 30% of generative AI (GenAI) projects will be abandoned after the proof of concept (PoC) phase by the end of 2025, primarily due to poor data quality, inadequate risk controls, escalating costs or unclear use cases. 

According to Bartek Roszak, Head of AI at STX Next, development teams should consider a project’s feasibility and potential from the outset to earn the backing of the C-suite and successfully transition from PoC to production.

Roszak said: “A swathe of companies have rushed to implement GenAI solutions, but the reality is that the bulk of these projects will never come to fruition. Gartner’s prediction that 30% will be abandoned looks to be conservative at this stage – this figure is more likely to be around the 75% mark.

“For many C-suite leaders, AI is still relatively new, which can create hesitation when it comes to making considerable investments in the technology. To gain their support, it’s important to first present a clear outline depicting how AI can transform the business and satisfy long-term goals. 

“After establishing the vision, the next step is to introduce low-risk pilot projects that deliver quick, measurable returns. These pilots help prove AI’s effectiveness and demonstrate that more ambitious goals are achievable, which builds confidence and trust among key individuals in the proposed strategy.

“AI projects, like any other, must ultimately deliver clear business value. When we say AI strategies should align with business goals, it simply means that before a project even begins, there must be a well-defined objective and a consistent way to measure whether or not targets have been achieved. 

“The reason we emphasise this so much now is that, in the past, many companies treated AI implementation as a goal in itself. This has led to myriad pilot projects failing to reach production because it was difficult to justify significant investment in something that didn’t clearly benefit the company.”

Roszak also believes development teams must contain strong leaders, capable of working with a range of stakeholders, to deliver AI deployment.

“Leaders need collaboration and communication skills to foster effective teamwork between AI experts, subject matter experts, and other stakeholders to encourage everyone to work towards shared objectives. Agility and flexibility are also key for adjusting plans and resources as challenges arise, keeping the project on track. 

“A strong technical understanding of AI enables informed decision-making and helps balance innovation with feasibility. Finally, effective change management is essential for navigating organisational shifts, securing buy-in and ensuring smooth AI adoption.”

Roszak concluded: “Successfully scaling a GenAI project requires a solid strategy and a well-structured AI roadmap that enables a seamless journey from PoC to production, with no room for PoCs that are impractical or too costly. Following these steps can win the support of the C-suite and help initiatives avoid the dreaded pilot purgatory phase.”

upset entrepreneur and tired business owner with burnout

C-Suite Burnout: Is Your Business Encouraging Sabbaticals?

Posted on | by Magdalena Lew

By David Banaghan, Interim CEO at Occupop

In today’s fast-paced corporate world, the wellbeing of C-Suite employees is increasingly under threat.

According to a landmark study by Deloitte, 70% of C-Suite executives interviewed were at risk of burnout and considered moving to organisations that offer better workplace cultures.

This alarming statistic raises fresh questions about how businesses can improve their wellbeing support to help retain staff and precent burnout.

David Banaghan, Interim CEO at recruitment software experts: Occupop said: “With 20% to 50% of employee turnover a result of burnout, burnout is a pressing concern for businesses and HR departments in particular.

“One option to combat this could be the use of sabbaticals which can have restorative health benefits while improving your internal staff retention statistics.”

We explore how businesses can enhance their wellbeing initiatives, with a particular focus on the benefits of sabbaticals.

The importance of C-Suite wellbeing

As the highest management level in any given organisation, C-Suite executives are often the driving force behind a company’s strategic vision and long-term success.

Despite this, C-Suite wellbeing can often be overlooked with 73% of C-Suite reporting they don’t feel able to take time off work and fully disconnect.

While 20% of UK workers experience burnout, it can be particularly detrimental at executive level because it affects not just the individual, but also the entire organisation.

Stressed and overworked leaders may consequently struggle to make clear decisions, foster innovation and effectively guide their teams. Over time, this can erode company culture and employee morale, leading to higher turnover rates and a decrease in overall performance.

To mitigate these risks, businesses need to take proactive steps to support the wellbeing of their executives. By doing so, they can retain top talent, ensure long-term leadership stability and create a more resilient organisation.

Can sabbaticals be a powerful tool?

One of the most effective ways to support the wellbeing of C-Suite executives is through sabbaticals. A reported 90,000 UK professionals are estimated to take a career break each year with a further 62% saying they’d take one if it were an option.

Historically, sabbaticals have been rare outside of academic professions, yet businesses are starting to embrace their benefits: affording executives the opportunity to recharge and return with renewed energy and a greater sense of perspective.

The benefits of sabbaticals are well-documented. In the UK, 50% of respondents who took sabbaticals did so relieve stress: 43% of which reported improved mental health as a result.

For executives, a sabbatical offers a rare chance to reflect on their personal and professional goals, explore new ideas and gain fresh perspectives. This period of reflection can lead to greater clarity in decision-making, improved leadership skills and a deeper commitment to their role.

Encouraging sabbatical uptake

Despite some clear benefits, many executives may – understandably – be hesitant to take sabbaticals. When asked why C-Suite executives were reluctant to take time off, 24% reported having too much work to do while 22% questioned whether others would be able to cover for them while away.

Businesses can play a crucial role in encouraging sabbatical uptake by addressing these concerns and fostering a culture that values and supports employee wellbeing at all levels.

Here are some practical tips to encourage uptake:

Create a sabbatical policy

If you are considering employing a sabbatical policy, be clear around what expectations are. Having a clear and well-communicated sabbatical policy is the first step in encouraging executives to take time off.

The policy should outline the eligibility criteria, duration of the sabbatical, and any expectations around communication and workload management during the break.

By providing a structured framework, companies can make it easier for executives to plan their sabbatical and feel confident that their absence will not negatively impact the business.

Promote the benefits

Businesses can promote the mental and physical health benefits of taking an extended break through internal communications, wellness programs and workshops.

By highlighting the positive impact that a sabbatical can have on stress levels, companies can make a case for why executives (who may be silently suffering) should open-up and prioritise their wellbeing.

Provide support for roles in transition

Clearly, not all businesses will be set up to allow for sabbaticals and this may only be done in exceptional circumstances. One of the main concerns around sabbaticals will be how responsibilities are managed in an employee’s absence.

To address this, businesses can provide support in the form of succession planning, cross-training or interim leadership appointments.

By ensuring that there is a clear plan in place for managing the executive’s duties, companies can help alleviate the anxiety around taking a sabbatical.

Conclusion

In an era where nearly 70% of C-suite executives are considering leaving their organisations for better wellbeing support, businesses cannot afford to ignore the importance of executive health.

A sabbatical may be an effective means of addressing this and is not just beneficial for the individual – but your organisation as a whole.

David Banaghan, Co-Founder and Interim CEO at Occupop
Successful Businesswoman Standing In Front Of Business Team In Office

Embracing the Use of Self-Concept for Transformative Leadership

Posted on | by Magdalena Lew

Positive and influential leaders who get tasks done and establish themselves as thought leaders use self-concept to drive change. Knowing and comparing leadership habits against personal and professional philosophies illuminates priorities and aligns staff with the company’s objectives. Discover what these concepts are and how to practice them for results.

Self-Concept for Transformative Leaders

A strong sense of self-concept in a CEO makes a transformational leader. Self-concept relates to self-awareness because it comprises three main qualities:

  • Attitudes: Likes, dislikes and preferences
  • Beliefs: Ideals seen as correct or incorrect
  • Values: Concepts seen as good or bad

Those who deepen their self-concept can answer the question, “Who am I?” The individual is respected because of their immediate decision-making skills, personable communications and aspirational image.

The more a business leader knows these facets about themselves, the more likely they will craft a strong company culture that inspires employees. Disconnects between organizational objectives and stakeholder priorities trickle down to all staff, causing discontent and confusion. Transformational leaders with self-concept inspire productivity and innovation.

How Strong Self-Concept Makes a Leader

How does self-concept from leaders make employees more active and confident? Leaders who make a point to use their sense of self to their advantage create a growth mindset throughout a company.

An energy company vice president turned aspiring board member felt his personality was too open-minded and experimental for the traditionally minded stakeholders. The VP put on masks in the workplace, preventing his full potential.

After seeking coaching opportunities, he embraced the Use of Self (UoS). He revealed his authentic perspectives to the team and eventually relocated to become a pivotal fixture on the board.

Another case study analyzed nurses during the COVID-19 pandemic. During this time, medical personnel had altered perceptions of their professional self-concept because of the high-pressure environment. However, the study compared self-confidence among several groups, and found self-confidence was high among everyone despite stressors. This is because the facility strongly asserted training and competency validations to reinforce feelings of competency among workers.

How to Strengthen a Positive Self-Concept

If there is a blur between a manager’s leadership style and organizational culture, these strategies will forge a transformative, self-aware leader in any CEO.

Professional Development Exercises

The professional development landscape is laden with reflective assignments, workshops and exercises for challenging preconceived notions. The active participation will outline professional goals for how CEOs will practice their transformational leadership.

Self-Assessments

Discovering self-concept relies on practicing impartial self-analysis. These assessments force CEOs to ask important questions. For example, if the CEO self-labels themself as a generous leader, they should ask if their leadership style reflects this belief through their actions. Prevent unhelpful or demeaning self-criticism at all costs because it reinforces detrimental or inaccurate perceptions, delaying development.

Feedback

Looking inward is not enough — leaders must be brave enough to seek constructive feedback from employees. These inputs can validate determinations from self-assessments or expand upon them. A priority of a personal review may not arise as an issue with staff.

Leaders with a strong self-concept know how to ingest productive information while staying true to the helpful attitudes, beliefs and values they already possess. CEOs must distinguish what is true and useful to absorb and put into practice. Self-concept users are innovative, not letting perceived failures or limited resources stop them from taking risks or opportunities.

Educate Staff

Many educators say teaching is the best way to learn. Self-concept is essential for becoming a transformative leader, but only if they gift these techniques and mindsets to the rest of the team. Refining self-concept could yield these benefits among the staff base and the CEO simultaneously:

  • Greater sense of workplace fulfillment and intrinsic motivation
  • Higher productivity
  • Improved time management
  • Better listening
  • Aligned visions on long- and short-term goals
  • Heightened empathy and morale
  • Boosted curiosity
  • Authentic equity and inclusion
  • Stronger resilience against stressors

Being the Change

A CEO set in their ways reinforces rigid mindsets in their workers. They will refuse to progress and innovate, leading to discontent in the ranks. Leaders who want to leave a joyous legacy transform their employees by reflecting on themselves. These hours of self-evaluation are priceless investments in the professional development of the leadership, the employees and the company’s trajectory.

Ambitious male employee raise hand ask question to female presenter at meeting

Flexibility Wins: Office Mandates Reveal Fearful Leadership

Posted on | by Magdalena Lew

by Jeff Dewing, CEO of Cloud, Top 50 Workplace Leader and International Energiser

Today’s leaders need to wake up and smell the coffee – the future of work requires autonomy, not autocracy. The days of command and control are dead, or at least they should be. We’ve seen household brands like Boots, JD Sports and Manchester United getting it completely wrong, and returning to office mandates.

Forcing teams back into an office five days a week reveals an outdated approach driven by fear and a lack of trust in employees. The root cause of this is a lack of effective employee management. Flexibility in the workplace improves business performance, employee satisfaction and retention. Here’s why:

The numbers don’t lie

The verdict is in: flexible work wins. Studies show that hybrid work boosts retention and performance, and having control over working patterns enhances wellbeing. Yet, 2 in 3 UK firms are stubbornly clinging to increased office attendance. Too many leaders are ignoring the fact that flexible working arrangements actually boost productivity. The pandemic taught us that there’s a better way of doing things, people can work from home and deliver on their objectives. Pressuring employees to return by making them fearful of losing out on career progression is wrong and puts businesses at risk of losing top talent.

There’s an overreliance on turnstile data as a reflection of business progress rather than individual needs and performance metrics. Our teams have families to look after, care responsibilities and problems to solve which makes it ridiculous to expect a return to the old way of doing things. Ultimately, every individual desires autonomy, mastery and purpose. These factors are the key to unlocking greater productivity, engagement and happiness at work.

The Ego is the enemy

The biggest driver of a forced office return, in my view, is ego. The second is fear; leaders are unable to keep up with the pace of changing preferences and are returning to a command and control structure. Leaders shouldn’t fall into the trap of thinking they know best. The people that know best are the people living it – your team. Admitting you don’t know everything gives you credibility as it shows self-awareness, a key trait that will take you to new levels of performance. Set your ego aside and admit when others know more than you.

Business is about people, and an unhappy team won’t deliver. Investing in and looking after your team is an investment in your business. Listen to them and be prepared to adapt. If you always do the same thing then you can’t expect to see a different result. If your team want more flexibility then work together to find a way forward. Likewise, for those who enjoy going into the office, you must ensure it’s a worthwhile experience, with more to offer than a home environment.

Focus on performance, not proximity

As a remote CEO living in Portugal leading a company based in Colchester, I focus on creating a culture of trust, autonomy and performance – not proximity. Flexibility only works if there are clear Objectives and Key Results (OKRs) in place. As long as there is total clarity around the business goals, the individual goals and the timelines for achieving them, it doesn’t matter where or when the work gets done. When employees have clear goals and expectations of the outcomes, they will never let the organisation down, provided that they have the autonomy to decide how and when to do their work.

A crucial part of the equation is creating coaches, not managers. A coach helps you achieve your greatest potential while a manager sets and marks work. Every employee should be given a clear plan for their growth with goals. It’s also essential that leaders and managers create an environment where failure is okay and can be learned from. Lead by example by sharing your own setbacks and encouraging others to do the same. Perhaps most importantly, make feedback everyone’s favourite F word. Continually feedback on performance and how employees are feeling to ensure a happy and effective team environment.

Today’s leaders have the opportunity to do the right thing. Listen to your employees’ needs, and ensure they have flexibility and autonomy. In doing so, you will get the best out of people. The golden rule for flexibility to work is to have absolute clarity of business objectives and the outcomes you need your people to achieve. The rest comes down to trust and a willingness to adapt.

Remote hybrid work and telecommuting setup with businesswoman on laptop in a home office

Better Hybrid Leaders Hold the Key as 43% of UK Employers Feel Disengaged at Work

Posted on | by Magdalena Lew

According to Owl Labs’ annual State of Hybrid Work Report polling 2,000 full-time employees across the UK, as well as 8,000 respondents globally,* the rise of hybrid work has fundamentally changed how businesses need to be led. Given that only 11% of workers want to be in the office full time and 35% would opt for three in-office days (the most popular choice), CEOs and executives need to adapt. If not, they risk disengagement and worse – a mass exodus – with nearly half (47%) of employees citing they would look for a new job that offered more flexibility in where and when they work if they lost their hybrid work privileges.

What employees value in the companies they work for is shifting. With a greater focus on flexibility, just over two thirds (67%) of UK workers are experiencing changes to traditional corporate norms, with 23% of employees needing increased praise and a further 20% wanting their personal and professional values to align. Employees are becoming “intention seekers”, with 72% saying it is important to have a sense of purpose at work. 

Business leaders, therefore, need to take action to boost employee engagement and mitigate the threat that a disengaged workforce poses to overall company productivity. As it stands, 43% of employees feel disengaged at work; while the top reason employees are looking for a new job is for a better work-life balance (50%), up from 41% in 2023. Companies that are not taking action are already seeing individuals push back as nearly 1 in 5 workers (19%) instil greater boundaries by not taking on work outside of their specific job descriptions. What’s more, a further 20% won’t answer work messages outside of work hours. What business leaders could expect from their teams previously is no longer the norm.

Leaders must also adapt as UK workers now expect a strong working culture that incorporates both purpose and perks. The good news is that 70% of UK workers feel they can be authentic and bring their whole selves to work, while 65% feel connected to their company’s purpose, mission, values. By taking on board changing employee values and motivators, business leaders can create a far more engaging and productive workforce. 

Frank Weishaupt, CEO of Owl Labs comments: “As UK workers continue to embrace hybrid working, business leaders who default to traditional management methods risk alienating their workforce. Ongoing employee responses to return to office mandates, as seen at the likes of Amazon, is proof that RTO mandates are missing the mark. As the workplace changes, so should the attitudes of CEOs. If trends like “coffee badging” or “hushed hybrid” create a more engaged workforce then business leaders need to get comfortable with embracing these practices. Rather than hiring people to watch them work, business leaders need to prioritise creating more authentic employee experiences, regardless of location. A more robust tech stack that enables individuals to tailor their work schedules based on their daily to do lists should be a key priority for every business leader.” 

turmec ceo

A World Leader in Sustainable Waste Management

Posted on | by Magdalena Lew

Turmec is a preeminent and well-respected Ireland-based recycling solutions provider. Its world-class engineers work towards the shared vision of a world without landfill, a carbon neutral global economy supported by the endless recycling and reusing of waste. Its mission is led by CEO Geoff Bailey, who is proud to do his part to support Turmec’s betterment of global waste management solutions. Here, we speak with Geoff to understand the company, his vision as its faithful steward, and demonstrate why he deserves the title of Most Influential CEO 2024 – ROI (Recycling & Engineering).

Turmec engineers sustainable waste management solutions, drawing upon over 50 years of industry experience to design, manufacture, and install best-in-class systems. Its focus is on creating usable and sustainable resources from waste products so that, in CEO Geoff Bailey’s words, “all waste is processed and the embedded resources re-presented to industry as a substitute raw material for virgin.” The company currently stands at the forefront of worldwide sustainability efforts, finding creative means of redesigning current systems and building world leading waste management plants.

As a titan of the waste management industry, Turmec’s run of design and installation projects represent incredible success and contribute to millions of tonnes of repurposed waste per annum. These completed projects span multiple countries across the Irish, UK, and Australian markets, built in close collaboration with clients to meet their needs using specialised project management and modelling software. Whether its solutions are required for municipal solid waste, mixed dry recycling, construction and demolition waste, or beyond, its engineers leverage cutting-edge technology to craft a bespoke system.

This focus on client needs drives the company’s full-service offering from design through to support, servicing, and aftercare. Its process involves analysis of the space and resources available to clients, their goals, and budgetary restrictions. It then designs, puts together, and installs the finished product. The company’s rapid response to breakdowns and in-depth support following installation matches the quality of production, completing the bespoke Turmec service package.

The focus at Turmec is on redesigning products and processes to reduce waste and pollution, emphasising re-use and recycling to combat landfill usage and harmful industry habits. Geoff explains, “this shift requires a mindset change in how we manufacture, deliver, and dispose of products. Crucial to this is ‘closing the loop’ of product lifecycles via changes in design and increased waste prevention, re-use, and recycling.” In Australia, Turmec has been commissioned to build unprecedented skip and waste recycling facilities, including the world’s largest integrated skip waste, construction and demolition waste, and non-destructible digging waste recycling facility.

“In an effort to accelerate this shift, various countries have set targets to achieve a minimum 80% diversion from landfill of all waste streams by 2030. In particular, Australia expressed that goal openly and in addition has set a goal to reduce the per capita waste generation rate by 10%. It also plans to ban the export of waste plastic, paper, glass, and tyres altogether.”

As CEO, Geoff explains that he steers the strategic direction of the company, “setting the tempo and culture of the organisation” as well as ensuring Turmec has “the right people with the right skillset to deliver on our plan.” According to strict principles of fairness, working hard, being available to his team and receptive to new ideas, he drives the company forward with profitability and revenue metrics in mind. The strategy, however, is not rigid, and he instead ensures adaptability for its health and the benefit of clients in an ever-evolving industry. “The plan is not one which is ‘set in concrete,’” he says, “never to be re-examined until the 3-year period is up, but remains open to new ideas and initiatives which can then be incorporated.”

He places particular importance on aligning the company with its core values of safety, partnership, trust, respect, professionalism, and quality. He is keen to ensure that employees’ physical and mental wellbeing is taken care of and that a sense of partnership permeates the whole business throughout interactions with suppliers, customers, and internal teams. To inspire the best in Turmec’s products and services, Geoff understands the need to promote staff wellbeing and offer internal opportunities, meaning the company’s promise is not solely waste management excellence but a dedicated and empowered team.

“Turmec is only as good as its staff and how they relate together and with external stakeholders such as our customers, suppliers, sub-contractors, bankers, and professional support teams. Developing our staff through training, personal coaching, and team building is essential to ensure we improve our capability to grow the business.”

Geoff’s journey began with the relentless pursuit of education lasting beyond school and university throughout finance and operating roles spanning multiple industries. Having studied Management Science and Industrial Systems Studies at Trinity College Dublin, he went on become a chartered accountant with Arthur Andersen. His time with the company imparted knowledge of many disparate businesses and how they operate and facilitated his move to Johannesburg, where he enjoyed taking in the world beyond Ireland.

Throughout the following years, his diverse career involved boutique investment banking and corporate finance, and he eventually became CFO for a waste business, Greenstar. “This was a start-up business, which grew rapidly and organically, and in 2007, I switched from CFO to Managing Director of Greenstar’s material recycling, landfill, and renewable energy division. This was a key moment in my career development.” Opportunities arose, following the 2008 financial crisis and the “overly aggressive implementation of anti-landfill policies,” for Geoff to take ownership of its landfill portfolio. Today, Geoff leverages this cross-industry experience and background in waste management to lead with an authority backed by vital experience and a multi-faceted skillset.

Now back in Ireland, Geoff is pleased to promote the country’s workforce, drawing staff from towns and regions local to the company’s home in the Gaelteacht townland, Rathcairn. He is proud to support them with personal skills and management training and team building opportunities, developing Turmec’s people alongside its systems and infrastructure. As it takes strides into the industry’s future, Geoff is keen to remain at the forefront of recycling and material recovery technologies and to “become AI literate,” as he foresees it having “a major impact on the company in the near future. He is eyeing up expansion into the US market: the company has attended annual Waste Expos and networked with potential clients to out the needs of that market.

As a hands-on CEO in charge of commercial decisions and negotiations, board relations, and talent management, Geoff distils a lucrative and diverse career to steward Turmec through its most profitable and innovative years. For budding CEOs, his advice is to grow your company responsibly, look after staff, and to surround yourself with the right people to support that growth.

“Believe in yourself but be humble enough to invite opinion and criticism. Seek counsel from your team, but for big decisions, balance that with outside trusted networks where there are no vested interests. Be ambitious but grow at a pace that your business and staff can adapt to and thrive. You can’t do everything yourself, so surround yourself with strong, bright, and reliable people that share in your vision and core values.”

Turmec is one of the most prominent names in waste management and recycling solutions. Under Geoff Bailey, it is clear to see why. His leadership has brought out the best in its staff, operations, and market presence, and he has overseen the company through its most ambitious projects to date. As the world acclimatises to forward-thinking waste systems, between his stewardship, an expert team, and the shared goal between them, the company stands in excellent stead to lead that charge.

For business enquiries, contact Brigid Manley from Turmec via email – [email protected] or on their website www.turmec.com

Telephone: +353469432243