Leadership Archives - Page 14 of 34

CEO of the Year, 2021 – London, the United Kingdom

Posted on July 13, 2022 | by Akeela Zahair

VeriCall offers a comprehensive range of solutions, with its primary business being to provide outsourced contact centre services and assist its clients with several technology solutions from fully PCI DSS compliant payments to AI solutions and Omni- Channel products. Recognised as the CEO of the Year within CEO Monthly, Adam Taylor gives insight into the success at VeriCall.

VeriCall enables businesses to put together the customer service proposition that supports their customers in real time across their channel of choice, with a bespoke service delivery model designed in partnership to support their customers to maximise their value out of a solution.

Moreover, VeriCall provides services to a range of different types of companies – government, utilities, broadcasters, directory enquiries and charities among them – the only thing they have in common is a desire to deliver the best customers service to their customers that they can – and VeriCall facilitate that.

The company has a variety of services for SMEs and even micro businesses and operates at the cutting edge of technology, making sure it maintains this place within the industry. Moreover, as a people first business, the role VeriCall plays is crucial – absolutely crucial.

Adam Taylor, CEO of VeriCall states, “In the early days I was able to identify those who I had worked with earlier in my career, who shared the same vision and ethics that I wished to instil in the organisation and invited them to form part of this journey.”

Following this VeriCall has been working with local partners to create psychometric testing to identify personality traits which will be suited to the aims of the company. Adam explains, “We focus less on skills as we can train these, but we look for personalities that are focused on giving to and supporting others, are self-motivated and have a drive for growth to form our teams – being motivated comes from being invested in the project.”

Additionally, maintaining a clear and open communication lines ensures that all team members are aware of and share the vision for a better way of delivering customer services. “Everyone being aligned in our goals and motivated to achieving the aim of delivering modern customer services that work for customer, client and VeriCall is the best thing we can accomplish,” states Adam

“We are always driven by what our customers need, and we add new services as often as we find something that helps us keep ahead of the game – that won’t change any time soon,” explains Adam. VeriCall is always evolving in some way and has recently launched a brand-new Real-Time Speech.

The service applies smart analytics, enabled by Artificial Intelligence, to analyse and audit calls automatically and provide valuable – and instant – insights. However, this won’t be the last new product the company will launch this year.

In fact, thanks to its impeccable planning, VeriCall was able to shift core staff to a WFH model seamlessly at the very start of the current crisis and achieved this with zero contacts missed and with zero impact on operational performance.

“I believe that customer service is the critical differentiating factor between businesses enabling to gain and retain customers,” states Adam. Over the last decade, there has been an explosion of choice as businesses have learned how to exploit the opportunities presented by direct online retail and service provision. Due to this increase in choice, consumers are now more empowered than ever to move and choose suppliers who meet their needs and expectations.

VeriCall are in the fortunate position of being recent to market as it is not encumbered by legacy infrastructure and processes. Thus, enabling the company to be more agile and responsive than its peers. Adam explains, “Having personally come from the client side of the outsourced relationship, we have a unique perspective from the top of the organisation as to the challenges and obstacles of an outsourced relationship. We are able to place ourselves in the mind of the client to develop our processes to work for our clients and their customers.”

Additionally, the CEO of VeriCall firmly believes that to be a successful company, you must lead from the top down and this philosophy is one that he has imbued throughout VeriCall. “My leadership style is fully inclusive, and this is an approach I have encouraged my managers to adopt as well,” states Adam.

Furthermore, VeriCall believes in supporting its clients with foresight and innovation to be first to market with new solutions which pre-empt changes in customer behaviour. Adam explains, “Consistently, we see new businesses with exciting innovations rapidly capturing market share and building customer loyalty. By analysing customer behaviour and assessing future trends we ensure our clients are supported with innovate solutions.” Thus, guaranteeing that clients will remain at the forefront of customer engagement, shifting customers to brand ambassadors who spend more and stay longer – that is the VeriCall promise.

For further information, please contact Adam Taylor or visit www.vericallsolutions.com

Motive-ating New Heights of Success

Posted on July 12, 2022 | by Akeela Zahair

The energy sector depends on the finest equipment to move forward, and the team at Motive Offshore Group work tirelessly to ensure that they have access to all they need. Under the leadership of David Acton, named CEO of the Year, 2021 – Aberdeen, the United Kingdom in CEO Monthly’s CEO of the Year awards, the firm have thrived. We look at the firm’s incredible success to see how he’s done it.

David Acton couldn’t have known where Motive would go when he co-founded the firm over 11 years ago. In that time, he has overseen extraordinary expansion for the firm, but always with an eye to providing quality equipment using the skills of local people. While based in Aberdeen, Mr. Acton has driven his team to take on projects all over the world.

When the firm was first conceived, the core values of People, Product, Performance guided every decision. Motive quickly grew into a provider of solutions, specialising in the design, manufacture, rental and inspection of marine and lifting equipment. Businesses around the world not only turn to the Motive team for support, but depend on them to ensure that their projects run as smoothly as possible. Now, as times have changed and priorities have shifted, the core values of the business have been updated to be People, Planet, Product.

This transformation of values can most easily be seen in the projects that the team has undertaken over the years. The team have thrived through the production of multi-sector solutions, first working in the oil and gas industry but now carving out a vital path into the sustainable energy sector. This incredible diversification reflects the way in which the team not only put the client first at all times, but that they now have the reach to offer a tailored solution to clients.

This growth is a credit to Mr. Acton’s strategic prowess and his vision which has been essential to the growth of Motive. Where once a team of four made every product, this has grown to a team of over 200, with five global bases in the UK, Norway, the UAE, America and Taiwan. High performance is at the heart of everything that the team does, and they have become renowned for their ability to develop and deliver sustainable products and services to clients.

Generally, these clients take the form of Engineering, Procurement, Construction and Installation contractors who know the quality of what the team deliver. In any industry, it helps to maintain longstanding relationships and the energy sector is no exception. Over many years, the firm has been able to match the needs of their clients, in some cases beginning to anticipate their needs. This is especially true of the shift away from oil and gas towards more sustainable methods of energy production and the team’s close ties to its clients has made easing this transition much more straightforward.

No matter how long the team has known the client, the Motive team work closely with clients from the tendering process all the way through to the completion of a project. The way in which the firm acts not simply as a supplier, but as a partner has been key to the development of the company into an internationally respected business. With an incredibly wide offering now available to clients, covering Rental, Manufacturing, Inspection and maintenance across the firm’s regions, it’s little wonder that the team have been able to achieve so much in such short order.

Of course, this incredible achievement is thanks in no small part to the hard work of Mr. Acton and his talented team. Having helped to found the company, Mr. Acton has had to grow alongside it, matching his own specific skills to the needs of the company on a day by day basis. One of the keys to this has been ensuring that his professional development has grown more quickly than the business itself so that he can always push it forward to the next stage with confidence and determination.

Forutnately, this has been achieved through the observation of other leaders as well as mentoring from successful names in business from whom he can learn. Learning is one of Mr. Acton’s passions and he loves exploring topics that he knows nothing about. Without daily challenges, he tells us, he thinks that life becomes complacent and that leads to others not doing their jobs properly. Certainly, it would be hard to credit the team at Motive with any concept of complacency!

Before establishing Motive, Mr. Acton had a great deal of experience working in the offshore drilling industry, giving him a unique perspective on what the sector required and how best to meet their needs. This insider’s perspective was vital to the development of the business model that has seen Motive grow to such success. It also opened Mr. Acton’s eyes to a variety of leadership methods and company cultures, which he has brought to Motive. One of the clearest lessons that came from this work was the realisation that there is no textbook leader and the best way to lead is by reacting to what happens as it happens.

Motive had made a name for itself as an industry leader, offering clients energy industry exceptionalism thanks to a highly skilled team and a range of sustainable, multisector solutions. This reputation, however, has only been achieved thanks to the tireless work of Mr. Acton, who has dedicated himself to the development not only of his business, but of himself so that he can continue to lead it successfully to even greater heights!

For further information, please visit www.motive-offshore.com

Waste Not, Want Not

Posted on July 5, 2022 | by Akeela Zahair

The ways in which we deal with our waste has become a sensitive issue for many, with some industries requiring a specialist to keep them on top of what challenges might arise. We take a look at David Hamer, CEO of Pakawaste Waste Handling Systems and recently named CEO of the Year 2021 – the United Kingdom in CEO Monthly’s rolling series of awards, to see just how the experts manage this difficult field.

When dealt with properly, waste is a matter seldom considered by many, but tackling this vital issue is no easy task and requires a great deal of thought. The team at Pakawaste Waste Handling Systems are experts in the field, and over the years have become known as the UK’s number one Waste Handling System provider. With their unparalleled ability to deliver engineering and manufacturing services for waste management and recycling both within the UK and abroad, it’s little wonder they have achieved such success.

Much of this triumph is down to the tireless efforts of David Hamer. Mr. Hamer has developed his own leadership style of the last eight years, developing his approach to match the needs of both the company and the market at large. Key to his ideals is a desire to run a happy ship where teams can fulfil their own roles without the interference of middle management.

With this impressive approach, Pakawaste has become a market leader that is constantly moving forward. Its impressive range of services is constantly expanding in terms of products and the way in which these products can be used. The team offers everything from static to portable compactors, vertical and horizontal balers, waste transfer stations and bins and bin equipment, and the expert technical staff can provide bespoke turnkey solutions where appropriate. The range of products is constantly developing and is a key part of the business’s investment policy. No matter what waste difficulties are faced by a business, Pakawaste are the ideal partners.

During his time as CEO, Mr. Hamer has seen Pakawaste joined by two sister companies. These are System Rental and Pakawaste Engineering Services. System Rental offers Pakawaste’s premier waste handling equipment on rental or hire purchase agreements, opening the door to a whole new market for the team to invest in while Pakawaste Engineering Services has one of the largest networks of strategically placed mobile service engineers. To provide the best possible service for clients, every engineer operates from fully equipped vehicles based around the country. This has allowed Pakawaste to provide the much-needed support model that many in the industry have come to expect.

When he first joined Pakawaste as Sales & Marketing Director, Mr. Hamer couldn’t have imagined the changes that would happen when he made it to the position of CEO. The challenges of running a business often come from outside events as opposed to internal ones and he has guided the business through changes in legislation, a recession and the new difficulties imposed by Brexit and the COVID-19 pandemic. Throughout these challenges, however, has come a determination to put the customer first and provide the ultimate in care to their specific needs. This determination is what has driven the team forward, and allowed them to expand their market share over the last fifteen years.

The success of Pakawaste has allowed the team to grow to unprecedented heights, and now they are called upon by clients outside the UK to provide their unique waste solutions. Contracts in the Middle East and Hong Kong have allowed the firm an international foothold, one which Mr. Hamer hopes to capitalise on in the future. While many overlook waste, it is important to note that Pakawaste is a vital part of many prestigious projects both within the UK and abroad.

Mr. Hamer has achieved the remarkable during his tenure, not only growing in revenue and profit, but increasing the market share of Pakawaste and expanding into new markets. Perhaps the most impressive achievement, however, is the implementation of a business strategy which has allowed Pakawaste to thrive during the difficult times of the COVID-19 pandemic. It’s the clearest example of how his leadership has seen the company thrive through the most incredible challenges, and how it has come through the other side all the stronger.

For further information, please visit https://www.pakawaste.co.uk/

A Question of Culture

Posted on July 5, 2022 | by Akeela Zahair

What does it mean to lead a team in a way that promotes a “we” culture as opposed to a an “I” culture? We take a look at Fleur Hicks, CEO of onefourzero, to see how a kind approach of integrity has brought her success. Named by CEO Monthly as CEO of the Year, 2021 – London, the United Kingdom, we thought it time to catch up with her and see what has led to her incredible success.

onefourzero delivers data-led M&A consulting, market performance monitoring and value creation for Private Equity and investment-backed businesses across the globe, and under the leadership of Fleur Hicks has thrived. Her team has become renowned for their market-leading insights and strategy, which helps businesses to make informed investment and operational decisions.

With six years at a CEO level under her belt, the ideas that have formed the heart of her leadership style have only recently become clear to her. “I hadn’t really thought about leadership style beyond the abstract notions of ‘leader vs bully’ until I started creating culture documents for my own companies,” she told us. “But having asked clients, staff and NEDs, I can now summarise that my leadership style is objectively referred to as governed by kindness, empathy, collaboration and integrity. I don’t believe in the ‘I’ culture in any business and very much promote a ‘we’ culture.”

This collaborative approach to business has allowed Fleur to achieve many things that might not otherwise have been possible. “I wouldn’t be a good leader if I didn’t feel comfortable hiring talent whom are I’m sure a lot better than me at many things,” she explains, “and in that respect I expect people to act kindly to those around them. With these ethics in mind, the vision of excellence I have can be delivered.”

Fleur’s vision of excellence flows through every aspect of onefourzero, and allows her team to go far beyond what other companies provide. onefourzero offers clients a tech-enabled range of products for assistance with M&A Advisory, Asset Monitoring and Value Creation, but what sets it apart is a platform that enables them to gather data sets from myriad sources into a central database. The use of AI to transform this data into a useable form for analysts saves time while offering a reliably consistent way forward. In short, onefourzero takes a big data approach to M&A which saves clients time and money.

The challenge of introducing this approach to the Private Equity world has been another challenge that Fleur has had to overcome. “Investors have struggled to see how this data is equally applicable to B2B, health, education, business services, pharma and even industrials in some cases!” she laughs. “It’s a surprise given how closely parallel their world is with Hedge Funds who drink this kind of data for breakfast.” Needless to say, the shift of direction was one which was accelerated by the COVID-19 pandemic. With investors forced online, the use of the tech-enabled digital data sets that onefourzero specialised in came to the fore.

Fleur’s approach to business and to the world of M&A has had a transformative effect on both. The team used to be lone players, but now there are competitors springing up all over the place. Fleur is not disappointed, however, being thrilled by the challenge: “We should be flattered – we innovated and we created a market. Thankfully we continue to lead the market and are six years ahead of the competition.” While the competition try to catch up, onefourzero has just opened an office in Boston and is continuing to ensure that its platform meets the needs of clients both in the UK and in the USA.

What is clear is that Fleur is that her leadership is never static. It breaks barriers. We asked what she would like to do, moving forward. “I want to lend my experience to other people and help their businesses grow,” she explained. “There’s nothing like the joy of witnessing success, especially if it’s undertaken ethically.” We look forward to seeing what she does next.

For further information, please visit https://onefourzerogroup.com/

Mr Abdallah Massaad, CEO of RAK Ceramics

The World of Ceramics

Posted on June 13, 2022 | by Magdalena Lew

For over thirty years, RAK Ceramics has held an impressive position on the international stage for its incredible products. For the last ten, it has grown ever stronger under the impressive management of Mr Abdallah Massaad. Named CEO of the Year, 2021 – the United Arab Emirates, we take a closer look at Mr Massaad and how his inspirational leadership has brought RAK Ceramics such amazing success.

Founded in 1989 by Sheikh Saud Bin Saqr Al Qasimi, RAK Ceramics has gone through an extraordinary period of continual evolution to reach the success that it celebrates today. Over the years, the business has grown and expanded in its ambition, first offering ceramic tiles to customers around the world.

When the firm first started selling its products in 1991, the team’s capacity was a mere 3 million square meters per year. Now it reaches full capacity at 117 million square meters, with the range expanded to sanitaryware and tableware for a variety of industries. While based in the UAE, the business has 22 state-of-the-art plants across the United Arab Emirates, India and Bangladesh. This incredible reach allows the team to continue serving customers to the best of their ability at all times.

For the last nine years, this expansion has been overseen by Mr Massaad, who has led the post of CEO since 2012. He first joined the company in 2004 in the position of Deputy CEO, working his way up to his current position. Before joining RAK Ceramics, he was General Manager of a distribution company which focused on building materials. This specialist knowledge provided him with the vital background to make a success of his role at RAK Ceramics, allowing him to work with a variety of different people. Building strong connections between all parties has been key to his success.

Naturally, the team that Mr Massaad has built is essential to his success. With their help, RAK Ceramics has been able to differentiate itself from the competition on the market with ease. This awareness of what the market is already offering and finding innovative alternatives underpins much of what Mr Massaad aims to do with the business. Unlike many firms in the ceramics sector, research and development is an incredibly important part of the business. As RAK Ceramics continues to expand, the team have been able to direct their attention to ensuring that their products protect the environment through the use of green concepts. This communal approach, one which sees RAK Ceramics as part of a larger society, has guided many of the best business decisions from the firm.

A clear example of Mr Massaad’s leadership, and how it considers the needs of the community, can be found in the team’s response to the COVID-19 pandemic. The business adjusted quickly to support its employees to protect both themselves and their families’ health. As the situation became less severe, RAK Ceramics had a fully functional team ready to adapt to the new circumstances in which they had found themselves. As the team had not terminated any team member’s employment, they were able hit the ground running which was greatly appreciated by the firm’s partner organisations.

The future for RAK Ceramics looks incredibly bright, particularly under the capable leadership of Mr Massaad. His drive to support his people, and to empower them to provide incredible service to clients, has ensured that the firm has thrived during even the most difficult of times. As the team continue to explore new opportunities to improve their supply chains and products, as well as growing their share in the market, they know that they will have the confidence of Mr Massaad behind them at all times. It’s this confidence that will ensure the team’s continued success.

For business enquiries, contact Mr Abdallah Massaad via email at [email protected] or online at www.rakceramics.com/uk/en/.

The Monestro team, including CEO John Orsingher

Invest In The Best

Posted on June 13, 2022 | by Magdalena Lew

For a more stable financial future, Monestro is creating a world where people can invest in consumer loans in an intelligent and secure way. With innovative processes and procedures, it is encouraging more investors to embark on a journey towards safer, higher yield returns. We take a look at Monestro as its CEO Johan Orsingher wins CEO of the Year 2021 – Tallinn, Estonia.

Founded in 2016, Monestro is a peer-to-peer (P2P) investment platform that offers high quality, more secure and lower risk investment loan opportunities. Delivering on all investors’ need to understand what they are investing in, as well as earning their trust, Monestro is providing one of the best financial services that investors can find.

Instead of promising only high returns, Monestro offers a stable alternative investment for each of its investors. For a competitive yield, and a stable balance between profitability and risk, Monestro has a range of diversification opportunities to invest in fractions of loans.

This decreases and spreads the risk when it comes to its investors’ money.

Its process starts with registering and verifying identities, a simple process that can take just minutes. Then the investor simply needs to add funds to their account and select loans for investment on Monestro’s platform, before reaping the rewards every month once they have built up an investment portfolio. The money invested by the investor is transferred to the Loan Originator by Monestro, who is trusted by the investor to select the right originator for them in terms of risk level, yield, and other significant factors.

Typically, the Loan Originators from which Monestro sources its loans are consumer loan and credit companies, rather than banks. These Loan Originators retain the responsibility for selection and further execution of all obligations of the loan by the borrower.

Monestro works in co-operation with a Big Four accounting firm, and it has developed the Loan Originator Due Diligence process, a process which has been designed to protect the investor thanks to Monestro’s market leading risk management offering.

The Big Four accounting firms are the firms that dominate the industry. They audit more than 80% of all US public companies and are the four largest accounting firms by revenue alone. They advise on tax and offer a variety of management and assurance services that help big as well as small businesses and individuals to make the right investment choices.

As there is a large variety of Loan Originators on the Monestro Marketplace there is a need to have a risk team that can take care of their needs. Monestro intricately assesses each prospective Loan Originator before they join, using its Due Diligence procedure. By carrying out its important analysis of financial statements, management quality, underwriting policies, credit scoring, loan portfolio performance, and data accuracy, Monestro is able to build a profile of each Loan Originator to ensure the best service possible, as well as to determine eligibility.

Believing in full transparency, Monestro works with third parties regarding risk assessments and abides by its Loan Originator Due Diligence processes to be able to truly understand its Loan Originators’ situations as well as to minimise any risk. The standards that it sets for its investors abides by all legal regulations and requirements that have been put into place to protect lenders.

With its policies, Monestro provides the chance to invest in accordance with its rigorous criteria that means they will be more secure. Moreover, with its Buyback Obligation, Monestro protects its Loan Originators so that they can feel safe in the knowledge that their money is being taken care of.

Monestro has formed a monetary reserve to reimburse funds subject to the other conditions of its policy. This reserve is contributed to via Monestro’s own funds. Where voluntary reserve is agreed, Monestro pays 0.33%-0.55% to its reserve fund so that investors can rest assured that they are getting the best out of their interaction with this company.

P2P investments can experience many fluctuations over time, alas, resulting in a change in yield and returns for each investor. These changes can be due to economic downturns, crisis, and geopolitical events which are all difficult to judge and almost impossible to predict at the best of times. As the P2P marketplace is a new and fast-growing field that is always adapting, it is important to invest wisely with an educated idea of what the market is like and where it is heading. As this market is so much less risky, with less short-term volatility and less intense than investing in stock that with higher initial capital to get started.

By being based in Estonia, Monestro is able to reach the forefront of the digital world. As Estonia leads the digital economy of Europe and the world, it provides Monestro with the perfect environment to flourish and connect with its investors. Although anyone can invest across the globe, being based in Estonia means that Monestro has a great relationship with a leading digital mindset.

Not only does Monestro take pride in Estonian roots, but it takes pride in its extremely diverse and inclusive team. The internal culture promotes openness and full transparency for great connections between employers, employees, peers, and customers. It is imperative that each person feels heard and understood and with Monestro’s open nature, it is able to do this for everyone that it works with.

Coming from a rich background of experience, CEO Johan Orsingher has now won CEO of the Year 2021 – Tallinn, Estonia, for all of his dedicated hard work with Monestro. Not only has he got a wealth of experience with this company, but he also has a lengthy portfolio of success throughout his career life. Transforming every business that he touches. He is a self-motivated individual that has valuable Legal Tech, FinTech, and aerospace-IT experience alongside his passion for leadership, management and technology.

With a background working in LegalTech companies, Johan understands the importance of legal procedures and the ability to sustain business connections. For long-standing and strong relationships, it is important for everyone to be on board with all policies and laws. Johan’s mindset, “Step aside and step back so you can see in 3D”, shows us that he is really focused on finding solutions to potential challenges. By seeing everything in 3D, we can see the whole story and understand how to approach things.

Dedicated to building trust, Monestro is doing all it can to enable its investors and Loan Originators to have the best experience possible, and it does this by putting them first for better results. Its new product, launched this May, has helped its customers greatly; the secure payment services act as a safety net that not only minimises risk, but further maximises trust between Monestro and investor.

For the future, Monestro aims to continue building the trust between itself and its investors for stronger, longer-lasting relationships that keep individuals coming back.

For business enquiries, contact Sanobia Anwer via email at [email protected] or online at www.monestro.com/en.

Four Top Qualities of Successful CEOs

Posted on June 10, 2022 | by Akeela Zahair

What does it take to be a great CEO? There is no single formula for becoming a great CEO, but there are certain qualities that all successful CEOs share. Here are some of the most important ones according to CEOs:

Leadership skills – the ability to motivate and inspire employees
Strong business acumen – the ability to make sound financial decisions
Communication skills – the ability to articulate a vision and strategy
Integrity and ethics – the ability to make decisions in the best interests of the company

Leadership skills

Leaders are often said to be born, not made. However, while some people may have a natural aptitude for leadership, it is also possible to develop leadership skills through training and experience. So what exactly are leadership skills, and why do CEOs need them?

Leadership skills can be broadly defined as motivating, inspiring, and guiding others towards a common goal. A CEO needs these skills to provide direction for their company and ensure that everyone is working towards achieving its objectives. In addition, a CEO must be able to make tough decisions, handle conflict and build relationships with key stakeholders to succeed, says Ibrahim Issaoui.

While leadership skills are essential for any CEO, Ibrahim Issaoui, CEO of the DRC-based Socimex Group for over 20 years, stresses they are vital for those who lead large organizations because they need to manage a complex web of interests, both inside and outside their company. For example, they need to be able to negotiate with government officials, convince investors to inject capital into their business, and deal with media scrutiny. In short, a successful CEO must be an effective leader to navigate the challenges of running a large company.

Strong business acumen

A CEO must have a strong business understanding to be successful. They must be able to understand and make decisions based on the current and future state of the company. They must also be able to understand the financial impact of their decisions. Furthermore, they must be able to motivate and lead their team to achieve success. A CEO with strong business acumen can make informed decisions to help the company grow and succeed. Without this critical skill, a CEO will not be able to lead their company effectively.

Communication skills

Being a CEO is not only about making big decisions. It’s also about effectively communicating those decisions to a wide range of people, from shareholders to employees, which requires a robust set of communication skills. First and foremost, a CEO needs to be an excellent verbal communicator. A CEO needs to be able to articulate their vision for the company and inspire others to buy into that vision. They also need to be effective listeners and take in input from various stakeholders and use it to make informed decisions. As CEOs often have to draft speeches, presentations, and other materials, written communication skills are also important. In today’s business world, public speaking skills are also highly valued, as CEOs often have to give interviews and make appearances at industry events. Lastly, interpersonal skills are important for CEOs because they need to be able to build relationships with key stakeholders. Strong relationships can help a CEO get buy-in for their vision and make it more likely that people will support them when tough decisions need to be made.

Integrity and ethics

Integrity and ethics are essential for any CEO. Integrity ensures that a CEO is honest and truthful in all aspects of their job, while ethics dictate that a CEO acts morally correctly. Both integrity and ethics are essential because they help build trust between a CEO and their employees, shareholders, and the public. A CEO who is seen as dishonest or unethical is likely to lose the trust of their stakeholders, which can damage their reputation and result in financial losses. Furthermore, integrity and ethics help ensure that a CEO makes decisions in the best interest of the company and its employees. When faced with tough choices, a CEO with strong integrity and ethical values will be more likely to make the right decision, even if it is not the easiest one. In today’s business world, where trust is increasingly difficult to come by, integrity and ethics are essential qualities for any successful CEO.

Most Innovative eCommerce CSO 2022: Saheb Sabharwal

Posted on June 7, 2022 | by Magdalena Lew

With an exemplary attitude towards growth, development, and corporate betterment, Cart.com has made itself an e-commerce linchpin in the growing international market. Aiding the changing landscape of digital sales – work that has become especially critical in the face of the pandemic – its team have been striving to shape contemporary e-commerce for the better, supporting its clients, staff, and stakeholders every step of the way. Due to mergers and acquisitions having become such a big part of this climb to the top, CSO Saheb Sabharwal has been a critical part of making this possible.

The innovator behind one of the fastest growing ecommerce platforms globally Cart.com allows businesses to rapidly and efficiently scale their online sales, with critical solutions offered all in one place. Nominally, allowing clients to build up trust in its efforts through avenues such as a free software trial before they commit, it allows them to get an in-depth look into its expertise and diligence, with Cart.com showing the world how the democratizing of e-commerce can give brands the same complete digital compatibility as international industry titans. Being the first end-to-end ecommerce solution provider, it delivers a fully integrated and seamless experience to its clients.

This includes software, services, and infrastructure to help merchants thrive as an online business in a world where one’s digital footprint is more critical to success than ever, and in many cases aiding them to augment their brick-and-mortar commerce by securing their online niche. Founded by e-commerce veterans, its leading minds know the struggles that its clients often face when undergoing this process, and consequently Cart.com works hard to mitigate all difficulties and to guide them through the thicket with an expert hand and shrewd eye. Today, Cart.com’s business management solutions include online store software, digital marketing, inventory storage and fulfilment, financial services, customer service capabilities, and unified, multi-platform analytics.

Thus, Cart.com enables its customers to get a comprehensive and holistic view of their business’s health across all online platforms upon which they have a presence. By operating in this manner, it has been able to make itself an indispensable partner to clients of all scales and sectors, granting them access to the same digital and physical capabilities as the world’s largest e-commerce specialists. Having raised over $380 million in the first 12 months of its fundraising efforts, the Cart.com story is just beginning, emboldened by the exemplary leadership that has built this business up from a healthy foundation of empathy, tenacity, and innovation.

As the Chief Strategy Officer of Cart.com, our award winner today, Saheb Sabharwal, has continued to be an invaluable element of the founding leadership team since the launch of the business in Q4 2020. Critically, this co-founder and front-runner leads

Cart.com’s Strategy & Operations office, an element of the business that comprises of three separate functions. Firstly, it leads Cart.com’s roadmap and execution around mergers and acquisitions. Secondly, it handles the integration of the operations that the acquired companies have already developed, merging these processes with its own in order to create a result that betters the operations of both teams. And, finally, thirdly; it oversees the strategy and business operations of Cart.com in a broader sense – across all technology and service offerings – in order to ensure that various parts of the business are continually analysed and optimized for the benefit of all stakeholders involved.

Mergers and acquisitions have proved a major boon to the Company in the time it has been in operation, and so Saheb Sabharwal and his staff have been incredibly busy, ready at any given moment to rise to the challenges put before them. With five major acquisitions completed over the past 12 months alone, Saheb was tasked to determine which companies to acquire, which capabilities within these companies made them so appealing, the sequence of those acquisitions, and how much money would be funnelled into each opportunity. This, of course, is a position of huge trust, requiring Saheb to oversee deals that amount to several millions worth in value and include a myriad of complex decisions, negotiations, and discussions.

Prior to this role, Saheb gained expertise in handling complex roles like this by building up Cart.com’s internal processes. Nominally, his expertise was used in the hyper-scaling of the Company’s fulfilment-as-a-service protocols from scratch, which formed the foundation of its now fully operational Supply Chain Network Design; most notably, launching 6 new fulfilment centres across the United States, which were up and running within 8 weeks, and the determination of what software and hardware would be of use at these centres to receive, store, package and ship out customers’ inventory.

This start-up effort involved coordination across different time zones with over 100 stakeholders – lawyers, landlords, utilities, government entities, vendors, trucks, personnel – and their individual wants, needs, and requirements. It is evident that this was a complex operational feat to achieve in a highly compressed timeline, but it was one that Saheb handled with sophistication and efficacy with the goal to make Cart.com an incredible business. Therefore, when it comes to discussions of what about his time as CSO has earned him this award, it is fair to say that every task he has undertaken at Cart.com has been proof of what entitles him to this accreditation.

Today, as a result of both organic growth efforts and acquisitions, Cart.com’s fulfilment network benefits from an exemplary, standardised, and streamlined number of internal processes that ensure each fulfilment centre has the people, systems, and technology in place to effectively handle the receiving and shipping of products from all around the world. Saheb has also held P&L responsibility for one of Cart.com’s owned brands, one which doubled in revenue in 2021. Therefore, with every working day that goes by, Saheb has shown his dedication to the success of Cart.com and to everything it stands for.

Since the very beginning, the Company has implemented the following values into every aspect of its business model: an obsession with brands (Cart.com’s customers), thinking beyond the box, tenacity, transparent culture, cooperation, and empathy. Always striving to be a better version of himself, Saheb uses the inspiration that his parents lit in him as fuel to continue his own personal career growth. This, of course, only helps Cart.com in the macro scale, as he sees the Company’s success as his own success, excited to be able to chase the ‘American dream’ and apply all he has learned from his personal life and varied experiences ranging from academia to corporate and entrepreneurial positions.

Additionally, he has worked in plenty of mentoring, coaching, and teaching roles, finding these immensely rewarding and taking lessons from them in how to empathise with the different needs of different learners. Today, he applies this same sensitivity to drawing out the different needs of different clients, always keeping an open mind to the changing wants and needs of his market segment in order to deliver the services and solutions that will help them thrive in a world that is constantly in flux.

Strong leaders, according to Saheb, must always be willing to take calculated risks. Both elements are incredibly important to making business decisions that will take a company into the future, as it is this attitude that secured him recognition as one of the movers and shakers on Forbes’ 30 under 30 list a few years ago. Having learned that he truly enjoys partnering with the best managerial teams and applying his passion for strong working cultures, continued mentorship, and business operations, Saheb can’t wait to see where he and the leadership team can take Cart.com and its clients in the future.

After all, if a client can expect anything from this Company, they can expect to encounter people who have learned well from Saheb and other fellow leaders in terms of their commitment to the future. Moreover, onlookers can trust that Saheb is a proven professional who has handled the Strategy & Operations for Cart.com to great effect, benefitting each stakeholder in the process in order to make the international corporate landscape all the better.

This notion is exemplified with each acquisition, where Cart.com realises that it is essentially embracing a whole new culture into itself. This means that the team has had to develop processes that allow it to embrace these things with efficacy, not stomping out the individuality that the acquired companies have developed whilst also not compromising on the standardized, streamlined processes that have made Cart.com the expert company it is. Therefore, Saheb sees acquisitions and the subsequent mergers as a complex puzzle; each piece must find its corresponding piece in order to make a bigger picture that allows for mutual success.

Looking back at the past 12 months, after executing on the plan built in collaboration with the various departments at Cart.com, the company can proudly say that the acquisitions have created tremendous value, and that the team has given the wider company an exemplary chance to grow its efforts. Crucially, as a direct result, Cart.com’s clients have benefitted from an end-to-end offering, and the flywheel has been able to continue turning at a rapid pace. The Strategy & Operations team operates with tremendous structure and transparency, and grants all stakeholders a comprehensive understanding of what makes its processes work; nominally, the team will take everyone involved through the steps of its mergers and acquisitions processes in as much detail as they require to be able to give them piece of mind, showing them how none of it is left to chance.

So how does the team collaborate with the broader organization to determine which capabilities to develop or acquire? To design the strategic roadmap, Saheb pushes his team to build a “mosaic” by drawing insights from hundreds of places and people, putting value on each interaction, and following a ‘no stone unturned’ principle in order to build its cases. Thusly, his team has developed unique and highly data-driven ways of working from this detail-oriented approach, pushing hard to ensure Cart.com can enable brands to sell more in more places across the internet and expand their client base, all the while remaining critical about its own strengths and weaknesses. This attitude allows it to take on the criticisms and comments of all stakeholders with grace and sophistication, using this feedback to improve on a continuous basis.

Therefore, Cart.com makes itself a darling of its industry, and a heavily competitive element of its market segment, as it can always keep up with what the professionals within it need. Currently in the midst of responding to the recent influx of new e-commerce businesses due to Covid-19 shutting down many brick and mortar stores – either temporarily or for good – it has been busier than ever with helping its professionals attain growth across all market channels. The world is also seeing a Direct-to- Consumer revolution like never before, as evidenced by the rise of brands such as Warby Parker, Dollar Shave Club, and more, with a record number of these businesses selling through online channels and other digital marketing strategies.

With an unprecedented growth for e-commerce that is showing no signs of slowing, Cart.com aims to simplify what it takes for brands to simultaneously grow while navigating an ever-changing landscape. It is aware that for some people, lack of technological knowhow could be a roadblock to getting into e-commerce, and it wishes to help these professionals adapt so that their exemplary products aren’t lost as a result. Brands of today need to be multi-channel, i.e., sell on as many sales channels as possible; there’s no other way around it. But these brands don’t need to panic. Indeed, they can simply put this work in Cart.com’s expert hands and refocus their concentration on the business goals that truly matter to them, letting Cart.com do what it does best in order to manage their online digital footprint in a way that combines complex decision-making such as inventory synching and unified pricing strategies.

Saheb would like to extend his heartfelt thanks to his entire family who have always shown their unwavering support for all his entrepreneurial endeavours. In addition, a huge shout-out goes out to the mentors who have helped him and the rest of Cart.com learn to execute with such efficiency, as well as the investors and Cart.com Board members who truly believe in the vision. He is also extremely appreciative of his entire Senior Leadership Team who are much more deserving of accolades, and their respective teams who continue to go the extra mile to effectively cross-collaborate with Saheb’s team. He would also like to extend a special thanks to his own staff, who he attributes this award to as a reflection of their hard work; he feels fortunate to have them alongside him every day and remains fully committed to their success. Having built a team that is consistently learning and growing, Saheb blocks off time every other week to have one-on-ones with members of his team and get an idea of how they are doing on an inter-personal level. Critically, this ensures that he can keep a beat on where his staff stand in both personal and professional growth, and that he can find ways to help them achieve their goals in an informal, friendly, and empathic environment where they feel secure and supported.

This human-centric style of management, the team’s comprehensive approach to its work, and the Company’s dedication to rising to all challenges, has benefitted it hugely. The hyper-growth Cart.com has experienced since its inception 18 months ago, scaling past $3 billion in gross merchandise volume has meant it has been able to grow from a handful of employees to over 1,400 all over the world, keeping its processes and procedures aligned in the same direction so that everyone is on the same page. In addition, in order to create an environment of extreme transparency, the Company uses more tactical approaches such as an all-hands Zoom meeting every other week to talk about key business updates and ensure that everyone is kept informed, while concurrently relying on solutions such as Slack for inter-team and company-wide communication.

Saheb’s micro-strategies, detailed worksheets, timelines, and deliverables have kept him at the fore of all of this as he continues to foster personal and professional development within his team. Nominally, both to Saheb and Cart.com in the macro scale, there is a shared belief that ‘we are in this together and we will win together’, making its mission of enabling convenient e-commerce one that each employee can take personal pride in, with one of the recent successes the Company celebrated being its expansion into Europe. As it moves further into 2022, Cart.com will continue to push the successful scaling of its business as a priority, strategically adding new capabilities to its ever-growing platform and building the modern e-commerce stage into the best landscape it can be.

For business enquiries, contact Saheb Sabharwal at Cart.com.

Most Trusted CTO in America: Zack Storer

Posted on June 1, 2022 | by Magdalena Lew

Trust is the foundation of building incredible companies, and Zack Storer strives to live the word everywhere he leads. It is essential for modern boards to incorporate trusted technology innovators to help them navigate the ever-changing landscape of opportunities and there is no trait more important in an executive leader as they guide and build the future of a company. Having transformed digital cultures at iconic and trusted brands including The Kroger Co. (NYSE: KR), News Corp (NYSE: NWSA), Bowery Farming, and Grainger (NYSE: GWW), it’s no surprise that innovation and great digital cultures thrive wherever Mr Storer is advising or leading.

Zack has always been a curious lover of engineering and technology. He grew up outside Detroit, Michigan, where his great-grandfather owned a scrapyard with hundreds of vintage cars being parted out for repairs. As a child, he spent countless hours learning how electronics worked by dismantling toys so he could automate or build something new with the parts. This curiosity became both the foundation of a lifetime of learning and a key component of trust building. Still today, he regularly seeks to understand ‘the why’ first and dig deeper before judging things at face value.

Helping people in their lives and long-term careers has fueled this investor, board member, and technology leader from a very young age. In 2021, Zack joined the fast-growing Cincinnati- based startup Health Carousel, where he now leads both technology and product to help millions of Americans live better lives through the company’s healthcare workforce enablement. One of the reasons Zack who has led at some of the most impressive companies and diverse industries across the globe accepted the position was because there was an opportunity to make a difference in the lives of the healthcare workers, who live in service of helping others.

“The pandemic has taken an incredible toll on our country’s healthcare professionals, and I am personally grateful for the caregivers who have helped me and my family over the
years,” said Zack when asked about why he is personally investing in the space. Given that healthcare needs in the US are set to grow under increasingly high demand over the next two decades, it is no surprise that he decided to branch out and learn a new industry.

Although new to healthcare, Zack has been leading technology innovation and digital strategy for over 25 years. Throughout his career, there has been one singular constant: he has worked tirelessly to scale valuable solutions that transform industries by growing and supporting incredible teammates. We heard this from not only Zack himself but the many leaders he has worked alongside or had a hand in developing over decades. It is for this reason why Zack was selected as the Most Trusted CTO in America.

“When motivating change across the organization, Zack focuses on people first. We were so lucky to have his guidance at an inflection point riddled with complexity (pandemic, rapid growth, attrition). Zack’s tenure as CTO of Bowery cultivated a welcoming, honest culture necessary for innovation,” said Noah Shpak, a machine learning engineer now at Twitter.

This relentless learning machine helped grow careers and fostered a legacy of former associates now thriving at some of the most innovative organizations in the world. “As a visionary leader, he transformed Kroger Technology to a superhub where creative minds meet and inspire each other to make something that truly matters to the customers. It was a great privilege to work for him,” said Huiting (Isabel) Milewski, a senior software engineer at Microsoft.

Summarizing Zack’s belief in collective mindpower, a headline quote of his reads “Empowering great talent to scale and operate at a speed of trust creates the ecosystem required for game changing innovation” (RelentlessCuriosity.com). Placing trust at the center with innovative strategy is how Zack was able to unlock billions of dollars in growth while leading digital technology at The Kroger Co. (NYSE: KR), and it has also been the fuel behind the successes he has seen in advising and leading completely diverse sectors within companies at every single stage.

Zack is both a seasoned P&L business leader and a bleeding-edge technologist, which enables him to build bridges across organizations, boards, and frontline associates. These unique traits have inspired thousands of individuals to unleash growth and technology led scale. Before joining the corporate world, he owned and managed a tech business full-time while simultaneously paying his way through school in the evenings at the University of Cincinnati. Once he landed his first professional job at International Paper (NYSE: IP), he was determined to soak up as much as he could. That included everything from managing servers, mainframes, and advanced networking to reverse engineering and hacking custom code that could visually monitor backup systems, which helped eliminate half of the workload from his dreaded third shifts.

“Anything I had to do more than twice, I would try to figure out a way to automate so I could focus on more interesting work,” Zack quipped when talking about his belief that working yourself out of a job is one of the best ways to grow.

He wasn’t always set on leading in the corporate world and planned to use the time working during those late shifts to complete his degree and dive deeper into as much new technology learning as he could. For Zack, technology had a way of leveling the playing field. He saw it as mechanism to unlock value in the real world. Eventually, he discovered that he received the most enjoyment by helping others succeed. This led him to consciously take on more leadership responsibilities.

Fast forward several years, and Mr. Storer was leading at all levels and making measurable impacts across enterprises and industries. He later founded Angel Equity and Sigma 7 Labs to invest in high-growth companies and also started advising juggernaut enterprises in search of lasting material transformation. When asked why Zack is a trusted advisor to startups, Kenny Olsen, CEO of Dart Displays, said, “Zack has been a key investor in Dart, and I have always been able to trust his strategic advice. In particular, he has helped us with key contract negotiations and with determining how best to sync up with strategic partners.”

Gary Howard, president and co-founder of Callibrity, added, “Zack is one of the most driven and knowledgeable senior executives you’ll ever meet. We trusted Zack to become our first independent board director at Callibrity because his breadth of cross-industry knowledge and technology is unparalleled in driving growth. He genuinely cares for and makes an impact across all aspects of the companies he serves.”

It is not often you find someone so approachable who equally loves to lead and dive deep into the fundamentals of an industry to make technology a strategic weapon for growth. For Zack, this proved to be a useful foundation when he led in New York. While living in Manhattan, he was inspired by the energy of the city and found a creative home for his passion for diversity and learning. He joined a division of News Corp (NYSE: NWSA), parent company to the Wall Street Journal and Dow Jones, as chief growth officer where he helped prime the CO51 & NAM media business units for a strategic sale while leading P&Ls, technology, and product.

Following learning and success in media, Zack moved on to help Grainger (NYSE: GWW) with their technology strategy, which expanded into a full-blown digital platform transformation. “Zack’s skill in modern engineering practices, strong leadership capabilities, and relatable, easy-going style made him a welcome and effective technology leader,” said Brian Walker, CPO of Grainger. Another former Grainger colleague, Sean McCormick, now CIO of EQT, noted, “He cares deeply for the people he works with, treats them with dignity, and is able to inject positivity into any situation.”

Beyond his time in Chicago with Grainger, he became a trusted partner and contract CTO of Bowery Farming, the nation’s largest indoor vertical agriculture innovator primed to later land a staggering $300m Series C investment. Again, on the surface, one might wonder why someone who has led in manufacturing, retail, media, and digital solutions would be so energized by agriculture. For Zack, however, it took mere seconds to get excited about the amount of opportunity that IoT, ML/AI, and autonomous robotics can play to sustainably help millions of people across the planet gain access to fresh produce.

Now focused on health care, he is driving innovation into a new sector. “Zack is bringing pivotal digital technology strategy to the core of our company that positions us for incredible long-term growth,” said John Sebastian, CEO of Health Carousel.

This theme of constant learning extends beyond business sectors and includes an undergraduate degree from the University of Cincinnati in information engineering technology and coursework in electrical and mechanical engineering. Zack has also completed Stanford’s Design Thinking & Product Innovation program, Cornell’s Executive Leadership program, and programs at MIT in product strategy, enterprise strategy, and neuroscience.

When asked what he is focused on for the future, Zack commented: “I am just grateful for every day I am alive and able to grow. I want to support and make the most positive impact I can, while I can, in the lives of my children, wife, family, friends, teammates, and those who count on me to be there for them.”

For business inquiries, contact Lauren Kellum regarding Zack Storer, CTPO, of Health Carousel via his personal site RelentlessCuriosity.com.

Tips On Managing in a Climate of Demand Uncertainty

Posted on May 23, 2022 | by Akeela Zahair

Nick Harrison is a partner at top-20 management consultancy, Vendigital. 

During the pandemic, it became clear that traditional modelling techniques could no longer be relied upon to predict levels of demand, and many businesses experienced unprecedented operational disruption. Skills shortages, cost inflation and geopolitical risk have also risen up the management agenda. So, how can organisations adapt their operations to a climate of demand uncertainty?

Over the last two years, many different areas of UK industry have faced significant supply chain shocks. For example, after a prolonged lull in production, aerospace giant, Airbus, saw demand for its A320 and A350 aircraft increase almost overnight, requiring production processes across the supply chain to rapidly ramp up.

For many businesses, the difficulty involved in meeting this bounceback in demand has been exacerbated by gaps in skills and capability. With many people rethinking their priorities during the pandemic, some individuals have opted to pursue new career paths or enter into early retirement. Challenges around key employees being absent due to COVID-19 and difficulties in delivering training to the workforce have also meant that some organisations lack the expertise needed to respond to fast-changing levels of demand for products and services. These factors have created a perfect storm for businesses, which often lack experience from similar scenarios to guide their decision making.

Soaring shipping costs, heightened by inflationary pressures, are also requiring businesses to review and reconfigure their global supply networks. Ongoing outbreaks of COVID-19 in some overseas markets are also causing supply shortages, making it challenging for businesses to fulfil customer deliveries. For example, the strict lockdown in Shanghai, China in recent weeks has led to widespread marine congestion of ships and vessels around the city’s port. As a result of such breaks in global supply, many organisations are considering switching to more local supply chains. This can involve applying techniques such as right-shoring, where a business’ manufacturing operations are located in countries that provide the best combination of cost and efficiency.

In order to mitigate this supply chain disruption, it’s vital that businesses explore ways to improve efficiency when transporting goods; in particular, considering how they can fill shipping containers to minimise the volume of unused space. This involves going back to basics and rethinking how components are engineered and assembled. For example, by considering how to stack parts more efficiently, a manufacturer of seats for the automotive industry could realistically achieve a 100 per cent reduction in unused space within its shipping containers. Alternatively, certain parts and components could be flat-packed, rather than transported pre-assembled.

While businesses may not be able to control inflationary pressures, they can mitigate any negative impacts on their financial position by adopting a holistic approach to cost reduction, taking into account all areas of their operations. For example, cost engineering, which involves applying a forensic approach to reducing the costs involved in a product’s manufacturing processes, can help manufacturers to achieve greater cost efficiency. Can a component be removed from the manufacturing process or substituted for a less expensive version, while still meeting the customer’s product specification?

Decision makers should also carefully review the terms of their long-term supplier agreements and collaborate closely with procurement partners to improve payment terms where possible, realising cost reduction opportunities. Rather than looking 18 months ahead, businesses should aim to lock in any cost savings over a three to five-year period.

While global supply chains have always had to cope with peaks and troughs in demand, the pandemic’s effect and soaring shipping costs are causing demand uncertainty on a scale never seen before. By seizing the opportunity to drive cost savings across the supply chain, decision makers can switch from a tactical approach to a strategic one and strengthen their operations in the face of future challenges.

The Legal Services of the Future

Posted on May 23, 2022 | by Magdalena Lew

Led by expert and specialist solicitor Gary Gallen – who has over 25 years of experience in defence and prosecution – rradar is a commercial law firm on the front lines of the digital age. Leading the way in helping an old industry to learn new tricks, Gary Gallen has been proactively providing his clients with expert legal services in digital and insurance innovation, making him the ‘CEO of the Year’ for 2021 in the United Kingdom.

rradar is a specialist litigation and commercial law firm that has been striving to be the herald of a new age for its industry. With legal expertise represented by the knowledge of its CEO, Gary Gallen, and its wider team, as well as business solutions and ground-breaking digital tools, it seeks to be proactive and outstanding when it comes to managing, educating, and advising its clientele. This exemplary work has quickly propelled it into the spotlight. Fundamentally, it doesn’t just stop at legal excellence, either. rradar was launched in Hull in East Yorkshire in 2012; from these humble beginnings, it has expanded exponentially to a team of over 140 full-time employees, four strategic offices, and a turnover of £10 million as of last year.

Furthermore, this expansion shows no signs of slowing. Its recruitment drive is still massively successful, and it is in the process of securing its first corporate acquisitions, bolstered by a team that provides the best representation to a myriad of diverse and exemplary clients who occupy places across all manner of industries and scales. Moreover, the excellence that has formed a key aspect of its business personality has been something that the founder himself brought to the table. He never settles for second best, working to achieve the bigger picture goals of the company – ‘today the UK, tomorrow the world’ – whilst still zeroing in on the details that require the attention of the rradar team.

Its three service areas cover digital tools, legal services, and business solutions. With such a dynamic and changeable world to operate in and a finger on the pulse of the legislation that governs this, it promises to help its clients to identify and minimise any and all potential risks to their businesses with rradarrisk, and the implementation of rradargrace brings this to its clients’ smartphones. By turning exemplary legal services into a functional application, rradar provides an intelligent and elegant legal assistant who answers queries, questions, or concerns, and provides access to a comprehensive resource directory.

Furthermore, when it comes to its work, it takes pride in having ‘ripped up the rulebook’. It helps its clients shrug off the bloated and overcomplicated workings of traditional legal help in favour of something sophisticated, modern, and bespoke, that is perfectly fit for helping them thrive in contemporary business. Gary Gallen, in this manner, ensures that this remains true by keeping rradar a learning business that is forever striving to become better and better. By following simple lessons of conviction, hard work, and collaboration when leading his team, he and his staff have pulled through the challenges of 2020 in order to focus on the bright future that is surely ahead, and using the tenacity and diligence he has shown throughout his career to bring both rradar and its clients into a new era of legal services.

For business enquiries, contact Gary Gallen at rradar via https://www.rradar.com/.

It Starts from the Top: Insights from Customer Service Minded Leaders

Posted on May 19, 2022 | by Akeela Zahair

Despite the fact that customer satisfaction ranks as one of the most accurate predictors of company success, leaders who focus on the customer experience are still regarded as innovative and notable.

However, there is growing evidence that customer-mindedness should be a prerequisite for any executive aiming to bring their company to new heights. Many of the most successful companies in the world are led by customer-centric CEOs. These leaders view every decision from the customers’ perspective and inspire their employees to follow suit.

Traits of the Customer Service Minded Leader

Long-term focus

Though not always correlated, customer-oriented solutions often come at the cost of short-term financial gains. In order to provide marketing and customer service teams with the tools they need, such as review management services and customer analytic software, leaders must be comfortable making upfront financial investments in exchange for longer-term payoffs.

Cultivating a customer-centric culture and business model can take time to reap dividends. CEOs must be wary of myopic decisions that cut essential customer experience improvement strategies in exchange for higher quarterly profits. This means maintaining a long-term vision and resisting pressure from investors or external stakeholders to shift their priorities.

Drive for improvement

The dynamic nature of customer demands makes it impossible for a company to rest on its laurels. Customer-minded leaders know that maintaining high levels of customer satisfaction requires continuous improvements.

Cross-Collaboration

Since all departments have some impact on the customer experience, savvy CEOs recognize the importance of cross-departmental communication and collaboration.

Leaders encourage collaboration between all departments to gain a better understanding of the customer journey. This approach makes it possible to anticipate customer needs and implement solutions.

When the company culture prioritizes customer satisfaction rates rather than arbitrary metrics, competition is minimized and colleagues are more likely to support each other in achieving these goals. In this way, a customer-mindedness culture begets an employee-centric workplace.

Hands-on Approach

According to a 2021 Harvard Business Review study that examined 5 types of executive B2B customer approaches, nearly 70 percent of CEOs have some immediate interactions with their customers. However, not all hands-on interactions are created equal.

The most successful executives, labeled “growth champions”, usually have a strong understanding of the sales and customer retention process. They also leverage the knowledge and experience of their team by working closely with account managers and technicians.

Case Studies in Customer-focused Leadership

Amazon

The online mega retailer is led by Jeff Bezos, who runs the company with a self-proclaimed obsessive customer focus. Many of Amazon’s most impressive innovations, including Prime membership and same day delivery, developed directly from customer feedback and requests.

Amazon also invests extensive resources into analyzing customer trends and experiences to identify yet-to-be articulated needs. Bezos himself is extremely hands-on in the customer service experience. At least once a year, he supervises the customer service call center and uses that insight to guide strategic decisions.

Starbucks

Visionary CEO Kevin Johnson led the coffee firm from 2017 until April 2022. During his tenure, the company placed customer relationship building at the heart of its operations.

In an effort to strengthen the brand’s connection with tens of millions of customers, Johnson opened up mobile payment options to non-reward program members. After the pandemic and subsequent lockdowns, Johnson articulated the company’s intention to serve as a hub for interactions and reconnection, a concept summarized as a “third place,” alongside home and the workplace.

Virgin Group

Richard Branson, founder and CEO of Virgin Group, leads all 400 of his companies in the same customer-focused manner. Branson directed the firm’s HR department to hold one candidate quality in high regard, concerned about people. As Virgin built its brand on its outstanding customer service, Branson needed individuals who cared about end user experience as much as he did.

The serial entrepreneur advises other executives to never lose track of the client. In Branson’s experience, companies that identify and appeal to what customers need and care about will stand leagues above their competition.

Summary

Customer-focused companies work backward by studying their target market closely and meeting their needs. While these efforts often lead to increased revenue, this is not the primary goal.

Customer-centric CEOs genuinely aim to provide value to every individual who interacts with their service or product. These leaders also understand that excellent customer service relies on dedicated and engaged employees. As a result, employee satisfaction and customer satisfaction often go hand-in-hand.

Any leader can foster a customer-focused culture by strengthening their curiosity, willingness to listen, and committing to a flexible and responsive workplace. Above all, leaders taking the customer-centric approach must be patient. The benefits of this model take time to yield, but the results, a loyal customer base, are well worth the effort.