Category: Leadership

Poppins Agency

Stepping in Time to the Technological Revolution

Posted on | by Patrick Doherty

Poppins Agency is a boutique business dedicated to transforming how companies function in the digital age. Offering globally renowned and technologically top-of-the-range solutions, it primarily works with start-ups on a track to fast growth and established brands to change how they use technology to interact with their end users. Poppins’ headquarters is based in London, but has offices in both Sydney and Los Angeles, and a client base that spans the world. Its efficiency and capability in serving this vast market segment has brought it significant industry clout – despite being a relatively young company, it is guided by its curiosity, its ingenuity, and its proven expertise, provided by a team who have transformed all manner of brands.

Before coming together to form the Poppins’ leadership team, every senior member of staff was busy proving themselves in their field. Its team has worked with executives of over 90 brands that are internationally renowned heavy hitters in their respective sectors; and between them, each have contributed to digitally revamping these brands so that they can thrive in the modern world. It combines the focuses of strategy, brand, and product, creating the well-rounded and effective service that it is now known for. By working with this agency, clients therefore are granted access to a depth and breadth of information that is second to none.

Leading this team and the efficacy they bring to their work is Maani Safa. He is an award-winner in his field and a technological pioneer in his own right, working hard to create the newest and greatest innovations and further bolster the way businesses work. His efforts, refined over the creation of several other digital agencies, have created an expansive yet well-defined list of capabilities found within the company: creation of brand strategy and visual and verbal brand identity; product vision, definition, design, development and technical innovation; and brand campaigns, social content, and messaging for marketing.

To delve into the processes Maani has implemented is to explore the full meaning of digital development. Poppins intends to show its clients just how multi-faceted a concept it is, empowered by its three values. It seeks to help a client find the magic in their company, show it cares by listening intently to their needs, and collaborating with a client so they can make their mark on the world. Additionally, the founder has a staunch belief in the importance of technology. This manifests for Poppins in its work to set up businesses of all industries to be comfortable with that truth, allowing them to see that digitisation can be utterly seamless, and at the same time reinventing traditional paradigms of user engagement.

Maani puts great faith in his team and attributes his company’s success to everyone equally – this has created a healthy and supportive working environment in which everyone is valued. Furthermore, his leadership team supports him with the principles of compassion and leadership acumen at its core. The combined knowledge of this group of people allowed Poppins to start its life during a pandemic and persevere through it, digging its heels in deep to become one of the fastest growing agencies in the UK.

Poppins Agency is a boutique business dedicated to transforming how companies function in the digital age. Offering globally renowned and technologically top-of-the-range solutions, it primarily works with start-ups on a track to fast growth and established brands to change how they use technology to interact with their end users. Poppins’ headquarters is based in London, but has offices in both Sydney and Los Angeles, and a client base that spans the world. Its efficiency and capability in serving this vast market segment has brought it significant industry clout – despite being a relatively young company, it is guided by its curiosity, its ingenuity, and its proven expertise, provided by a team who have transformed all manner of brands.

Before coming together to form the Poppins’ leadership team, every senior member of staff was busy proving themselves in their field. Its team has worked with executives of over 90 brands that are internationally renowned heavy hitters in their respective sectors; and between them, each have contributed to digitally revamping these brands so that they can thrive in the modern world. It combines the focuses of strategy, brand, and product, creating the well-rounded and effective service that it is now known for. By working with this agency, clients therefore are granted access to a depth and breadth of information that is second to none.

Leading this team and the efficacy they bring to their work is Maani Safa. He is an award-winner in his field and a technological pioneer in his own right, working hard to create the newest and greatest innovations and further bolster the way businesses work. His efforts, refined over the creation of several other digital agencies, have created an expansive yet well-defined list of capabilities found within the company: creation of brand strategy and visual and verbal brand identity; product vision, definition, design, development and technical innovation; and brand campaigns, social content, and messaging for marketing.

To delve into the processes Maani has implemented is to explore the full meaning of digital development. Poppins intends to show its clients just how multi-faceted a concept it is, empowered by its three values. It seeks to help a client find the magic in their company, show it cares by listening intently to their needs, and collaborating with a client so they can make their mark on the world. Additionally, the founder has a staunch belief in the importance of technology. This manifests for Poppins in its work to set up businesses of all industries to be comfortable with that truth, allowing them to see that digitisation can be utterly seamless, and at the same time reinventing traditional paradigms of user engagement.

Maani puts great faith in his team and attributes his company’s success to everyone equally – this has created a healthy and supportive working environment in which everyone is valued. Furthermore, his leadership team supports him with the principles of compassion and leadership acumen at its core. The combined knowledge of this group of people allowed Poppins to start its life during a pandemic and persevere through it, digging its heels in deep to become one of the fastest growing agencies in the UK.

Its COO, Gabby Hegerty, spent 20 years working for large corporations before making the switch to the agency side of things. This has allowed Poppins to benefit from her direct experience in what challenges face their clients, and Gabby often is able to guide the agency towards better operational workings, as she knows what a successful client relationship with an agency looks like. This has been invaluable for both Poppins and its clients.

Another member of its team that shows consistent elegance in their way of working is its Executive Director of Creative & Strategy, Dan Sherratt. At the forefront of digital brand design and having worked with the leadership teams of influential brands such as LVMH, DeBeers, Audi, and Disney, Dan is a ‘true artistic creative powerhouse’ that provides this company another fresh and proven perspective.

Poppins’ clients, understandably, take one look at this incredible roster of talent and find themselves reassured that the service they receive will be of the highest standards available. Of course, over time, building this team has meant figuring out what works and what doesn’t. This included working out what is constructive, and what isn’t; Maani quickly found that personal ego is one thing that absolutely is in the latter group. Ego has no place in the boardroom. Instead, the leadership team of Poppins prizes humility and the ability to take on and implement constructive criticism, always striving to learn and grow.

The realisation of potential is something Maani and the team believe is achievable by everyone, it’s all about effective problem solving. Sitting at the intersection of brand and product, with the sophisticated processes in place to create synergy between the two, Poppins sets itself apart from its competition by being one of the few companies to bridge this gap effectively. In addition, its ‘digitally handmade’ ethos brings together creative flair and feeling with rigorous technological acumen, allowing Poppins to guide its clients to the forefront of the digital age.

Keeping both social and environmental responsibility at the core of its work, and a passion for health and wellbeing, Poppins seeks to support businesses that want to have a positive impact on the world, functionally shaping the wider culture as well as its internal one. When hiring new staff, Poppins recruits from a diverse pool of talent and experience. The pandemic didn’t stop it from continually supporting its workers, ensuring that virtual socialisation was still happening, and inspiring a healthy and vibrant work culture. Indeed, the name itself portrays its moral stance: Poppins. Naming itself after a magical, fictional nanny, it shows that it seeks to take on the role of a caretaker, and whilst the business is still young, it is continually proving how invaluable such work is. A business that is happy and positive as well as profitable is an attitude it seeks to instil with leading by example. Poised for success and watching as markets rebuild, Poppins will continue stepping up to the plate to help business make an impact in this bold digital age.

Contact Details

Company: Poppins Agency

Contact: [email protected]

Website: poppins.agency

Headhunted for Success!

Posted on | by Akeela Zahair

When Mr. Jonathan Greene became CEO of FVP Trade 4 years ago, it was for a position he could never have dreamed of. From his humble beginnings as an analyst at a small British bank, he has now been thrust into the limelight, leading a global financial powerhouse. Since joining the FVP group, the company has grown tremendously under his accomplished leadership, with the firm making its mark in the highly competitive CFD brokerage industry. Today we take a closer look at Mr. Greene and his firm’s enviable achievements, following his recognition as CEO of the Year, 2021 – London, the United Kingdom in CEO Monthly.

 

What is CFD trading?

The world of CFD trading is one that has grown in popularity over the years. In essence, CFDs are used by investors to make price bets as to whether the price of the underlying asset or security will rise or fall, with the opportunity to profit from the difference between the current value of an asset, and its value at the time the contract was made. For investors of all sorts, this offers an opportunity to profit without the associated risks of owning the underlying assets. What is important is the price change between the trade entry and exit.

 

Headhunted to become CEO

When Mr. Greene entered this complex field of trading, it was because he had been headhunted for the role. For seven years, he had been instrumental in Kleinwort Benson’s rise. In his role as the firm’s Head of Wealth Management, his work had a direct impact on the growth of the business, including the company’s merger with SG Hambros. It was this merger that propelled Kleinwort Hambros to becoming one of the UK’s largest private banks.

The impressive achievements of Mr. Greene during his time at Kleinwort Benson prepared him as the ideal candidate for a CEO role and his achievements were also the reason why Mr. Tim Booth, the CEO of FVP Holdings, headhunted him to lead FVP Trade.

FVP Trade is a subsidiary of FVP Holdings. FVP Holdings was established with a singular aim of helping investors achieve above-average market returns consistently, with FVP Trade being formed to be a key part of this vision. What drew Mr. Greene to take up the role was the opportunity to do something different. At the heart of Mr. Booth’s proposal was the chance to revolutionise the CFD trading industry and lead a global company. It was an opportunity that Mr. Greene could not refuse.

 

Leading by example

From day one, Mr. Greene gave it his all, through long working hours and lots of late nights spent in the office. He is never content to settle on past achievements and is always looking for new areas in which the firm can improve. One of the key ways of achieving this has been through establishing a reach that stretches beyond Europe and the UK, with the establishment of regional offices globally, giving truly exceptional service to all clients. Many businesses settle after a short period of time, but FVP Trade is constantly pushing at the limits of what can be possible. That spirit is the engine of the firm’s success today, and will never stop.

 

From serving Financial Institutions to serving Retail customers

In the early years, FVP Trade primarily focused on serving financial institutions. However, they have gradually expanded to serve retail clients in recent years, as online trading has become extremely popular. The retail trading sector is one of the fastest-growing areas in banking, but it is the sheer enthusiasm of FVP Trade’s team that has made it possible for them to thrive in this competitive landscape. Besides traditional self-trading, the team also offers PAMM, which allows less experienced customers to copy the trades of successful pro traders or algorithms. This enables customers with little to no experience to make consistent returns from the financial markets. Mr. Greene has also championed a broader range of product offerings to cater to the needs of the everyday trader.

 

Empowering not just traders, but also employees

While an innovative mindset, which is always looking forward, makes up a great deal of Mr. Greene’s driving energy, his leadership style is one that revolves around effective delegation and communication. Tasks are led by those who will perform them the best, with clear communication about what needs to be done and how to rectify any problems along the way. Throughout his career, Mr. Greene has seen many talented individuals being underutilised because management refused to let them learn through mistakes. This is the reason why he pioneered a “Rising Stars” program where talented employees are handpicked and mentored by successful seniors, to help them achieve their maximum potential without the fear of making mistakes.

This reliance on employees to get the job done means that finding the right candidates is crucial. The team looks out for candidates from diverse backgrounds, from elite graduates who are just entering the industry, experienced candidates, as well as talented individuals with specific skill sets who might not have the necessary paper qualifications but can get the job done. The company’s main focus is on building an extremely capable team with strong diversity. Everyone is given the right tools to succeed and grow, allowing the company to achieve its true potential.

 

2021 and Beyond

Moving forward, the biggest challenge for the company has been dealing with the aftermath of the COVID-19 pandemic. The company continues to pursue sustainable growth despite all difficulties. That said, the company as a whole, including the Asia-Pacific and European regions, has seen tremendous growth in numbers. The customer retention rate has been steady at over 65%, with deposits almost doubling in 2021, compared to the same period of the previous year, mainly due to strong sales numbers coming from our newly established Asian offices.

As the world returns to a new form of normal, the company is expected to deliver a very strong financial year for 2021. With more than 50 new offices scheduled to be established globally, and the expected launch of the company’s internal IPO share trading in 2022, customers will be better served, and those with faith in the company’s vision will be rewarded in the not so distant future.

While the past year and a half has been tremendously difficult, the leadership of Mr. Greene has put FVP Trade in a truly great position. His company has thrived when faced with immense adversity on an unprecedented level. This is due, in no small part, to his passion for innovation, his commitment to empowering others, and his desire to push forward on all planned agendas and never settle.

 

Congratulations to Mr Greene on winning the CEO of the Year Award. He wishes to share with our readers a quote about success, which he regularly reminds his team of to motivate them to chase excellence: “Success is never owned, it is rented, and this rent is due every day”.

For further information, please contact Jonathan Greece or visit www.fvptrade.com

Leadership Development

3 Things That Leadership Experts Never Waver On

Posted on | by Akeela Zahair

There is a significant difference between being a boss and being a leader. In fact, you do not even necessarily have to be the boss, to be a leader. But in the cases where these two titles do intersect, it is important to understand why one, does not guarantee the other.

Some of the most prominent and reputable business leaders will tell you that great leadership is a process, and there are some things that simply cannot be skipped over. A constant juggling act, being someone that your team looks to as a person of mentorship in addition to a person of power takes practice. Here are some of the top things that great leaders know never to compromise.

 

Honesty and Transparency

If you want your team to perform for you, they have to trust you. When you are in a position of power, it can be easy to assume that everyone that works for you automatically trusts you, but trust is in fact, earned. This is one of the top qualities every good leader has because unfortunately it can be quite rare. You need to prove to your staff though example that you mean what you say, and say what you mean, and that your word can be taken as truth as proved by your actions.

Transparency is also critical. While there are always going to be upper-level executive topics that take time to trickle down, if they ever need to, in general your team is going to want to be in the know. This can apply to everything from upcoming software changes, to what your plans are for holiday bonuses, since it will inevitably affect them, they are going to be interested. This is not to suggest that you show all your cards but having an open-door policy in terms of making your staff feel like they can come to you with questions and curiosities and at least be acknowledged is going to keep satisfaction levels on the up and up.

 

Efficiency

Nobody wants to work for a company or a boss that makes things more complicated than they need to be, and this is something that has to start from the top down. If the top floor corner office, for lack of a better example, is unorganized and inefficient, every piece of work that stems from that leader, or group of leaders, is going to look the same. Industries that have tons of moving pieces, like logistics and transportation for example, understand this thoroughly.

Having a firm grip on where your business stands at any given moment is going to be a great way to allow you properly lead your team. Fleet professionals know they can utilize GPS fleet tracking software to track their fleet with real time GPS data. You will be able to gain an instant aerial view of your assets and be able to help your team succeed based off real time data and information. Successful leaders understand that their direct reports only grow frustrated when they are micromanaged with outdated information because their boss or manager did not take the time to efficiently gather information before coming to them.

 

Leading Through Example

There is nothing wrong with wanting your team to know that you are in charge, however, they are not going to respect or care about that fact if they do not feel like you are also one of them. To gain respect, the most successful leaders roll their sleeves up and get down on the ground with their staff. Collaboration is a truly powerful form of management and a critical element in building strong teams. This can also help in areas like communication and interaction.

If your team observes you using certain language, both verbal and nonverbal, they are going to subconsciously determine that it is ok and emulate it. If you show through example that it is acceptable to show up late for work every day, then attempt to enforce an attendance policy, the disconnect between what you say and what you do is going to discredit your reputation and leadership status. Conversely, be aware of the example that you set in terms of work life balance, you want to show your team that you value their time and lives outside of the office. The strongest leaders know that forcing employees to work long hours that lead to burnout rarely equals success.

CEO

What CEOs Need to Succeed

Posted on | by Akeela Zahair

As a CEO, do you sometimes wonder how you can up your game and make the company stronger, more profitable, and more competitive? Everyone who sits at the top of the management pyramid endures occasional sleepless nights. What keeps them awake? Those very questions about how to improve an organization. The good news for new CEOs is that there are all sorts of ways to break out of a slump or move to the next plateau. Before calling in a high-priced consulting firm, try the DIY approach first by going through a checklist. Chances are, you’ll find at least two or three techniques that can propel your business to new heights of achievement.

In no particular order, take a hard look at what kind of fleet management program you’re using, whether you conduct regular in-house audits, and how you delegate work to others. Additionally, you can gain deep insight by reexamining the company’s mission statement, regularly collecting honest feedback from employees, and working with an outside mentor. There’s no one-size-fits-all way to get started, so review the following points and decide what feels right for you. From there, you’ll likely have a gut instinct about which step should be next on your list.

 

Internal Audits

The best internal audits are regular, unannounced, and invisible. That way, employees need not sweat the prospect of being put under a microscope. Audits are for CEOs to gather information about daily operations, financial activities, customer satisfaction, and dozens of other factors that go into the everyday operation of a going concern. Avoid outside firms and instead, rely on your own teams composed of managers you trust and who have the skills to perform exacting financial and operational audits.

 

Fleet Management Systems

Fleet management systems are the nerve center of transport companies. If your CEO duties involve oversight of a large delivery operation, it’s essential to use top-ranked fleet management software to keep track of shipments, track vehicle maintenance issues, prevent hours-of-service violations for drivers, and create efficient routes. The best way to get started is to review a comprehensive guide about how to select the most suitable fleet management software systems for your company, based on what kinds of products you sell and how vast the geographic delivery zone is.

 

A Smart Delegation System

Delegation is more an art than a science, and it’s one of the qualities every good leader has, so be prepared to experiment with several techniques. For most companies and CEOs, the sweet spot is somewhere between the extremes of 100 percent hands-on styles and delegating everything to others. In large corporations, top management people typically spend a year or more finding the delegation strategy that works best for their teams and the kinds of projects they work on regularly.

 

A Mission Statement That Makes Sense

No mission statement is carved in stone. Organizations grow and change, as do their customers and legal environments. Now, how often you change it is up to you but it’s a good idea to evaluate your business’s mission statement every few years, with an eye toward adjusting it as needed. Consider expanding the wording to include new markets, products, and goals. Most organizations that update their statements revise them to include larger customer demographics and long-range financial targets.

 

Feedback

CEOs need information to survive and thrive. Unfortunately, too many business leaders ignore what their own teams have to say. One of the most effective ways to sharpen your management skills is to gather feedback from every part of the organization. That means conducting regular surveys, holding small-group discussions with people in every department, and systematizing the collection of relevant feedback from everyone who has an opinion. It’s up to you to decide how to use the information. But without it, you’ll be ill-informed and out of the loop.

 

Mentors

No matter what you do and no matter how much of an expert you are, there’s a mentor out there for you. There is so much value in mentorships which is why some of the world’s top CEOs spend regular sessions with mentors. They do so for the same reason that top athletes often have private coaches, and number-one ranked boxes have trainers. An objective listener who knows your business inside and out can offer excellent advice when you run out of fresh ideas.

How to find the right mentor? Look for recently retired executives and owners in the same field as yours. Contact a few of them and ask about hiring them as “informal consultants,” which is the official code-word for “executive mentor.” Offer to compensate them for their time and come to an arrangement that is agreeable to both of you. Consider meeting at least once per week for hour-long sessions. Ask your burning questions, take notes, listen, and learn.

Scientist in a lab looking through a microscope

A Company Growing Alongside its Industry

Posted on | by Magdalena Lew

Regan Saveall is the CEO of the company Dragonfly Biosciences, and the mind behind its continued push towards the understanding of CBD products. Creating wholesale health and beauty products that make use of this ingredient, it promotes a bolstered understanding of it, consequentially strengthening the health of its sector.

Dragonfly Biosciences is a company working hard in the biosciences industry to create health and beauty products that use CBD oil as a core element. The CBD specific sector is a relatively young one, and one that has been the subject of some division over the years; however, today, it is gearing up to be worth as much as £40 billion by the year 2027. Dragonfly Biosciences has seen the growth of the CBD market as an opportunity, and indeed participated in helping it reach this spike in growth. With prevailing standards of transparency, quality, compliance, novel food regulation, new product development, partnerships, investments, and outreach, its work has been multi-faceted and driven. Its own team management and personal development has been happening in tandem with its own sector in this regard, the strength of one aiding the strength of the other.

Cannabidiol-based products have been in use in medicine since the 1800s most popularly, and today, its use is better understood than ever before. However, due to some feelings of distrust towards this substance that prevails in society at large, research into sustainable, accessible use of it has been stymied. Dragonfly Sciences wishes to buck this trend, pleased when 4 years ago it began to be made accessible in an over the counter format in retail establishments such as Boots stores. The CEO of Dragonfly, Regan Saveall, has been especially eager to turn his business’s eye towards this gap in the market.

Coming from a finance background and with the knowhow of how to apply this to business management under his belt, he was intrigued by CBD oil and its applications. By digging into how he can use it to further bolster health and beauty retail products industry, Regan promoted asking the right questions, especially when it came to quality, standards, safety regulations, and oversight. In such a fast-developing sector, he is very aware that the young companies fuelling it need to keep to the highest possible standards to maintain credibility. Therefore, Dragonfly Biosciences takes no chances, implementing in-depth quality assurance, testing, and batch management.

Between the shakeup that came about from the FSA’s Novel Food Status addresses and the challenges posed to business in the macro scale thanks to Covid-19, this business has had to fight many fires on its path to success. Many of these hurdles it is still navigating to this day, just as many businesses like it are doing the same. However, Dragonfly Biosciences refuses to be daunted; driven by the ambition of its CEO, it takes on every shakeup as a chance for progressive change. Every bump in the road is just a chance to further adapt its internal operations to become something greater. From its humble beginnings in 2017, its can-do attitude and compliment of 30 staff have secured it a positive spurt of growth that has yet to slow.

Internally, each staff member plays a vital part in the Dragonfly Biosciences success story, whether they have been there since the beginning or are fresh out of education. In ensuring best practices across the board both in how its staff work and how it supports them in doing so, it has cultivated a healthy working environment. The senior management promotes a free-thinking workplace, encouraging each employee to find their own style of work that fits best for them. By making sure each member of its staff has their own autonomy, it fosters creativity and flawless teamwork. As an addition, it also supports charities helping those who suffer from mental health conditions, showing its dedication to corporate social responsibility. Helmed by a CEO with such vision and staffed by such an effective team, Dragonfly Biosciences’ climb to the top is only just beginning.

 

For business enquiries, contact Regan Saveall at Dragonfly Biosciences via dragonflycbd.com.

CEO Regan Saveall
CEO of Dragonfly Biosciences, Regan Saveall
A buinsess team in the office having a friendly chat

Leading the Way: Utilising Your Personal Development to Empower Your Staff

Posted on | by Magdalena Lew

Let’s be brutally honest: you are surely acquainted with one or more individuals that you are not particularly fond of. It may be that Rita, your neighbour, is too loud and nosey for your liking. It could be that Uncle George is overly fussy and pernickety. Or, maybe, the chatty guy at the bus stop simply does not give you good vibes.

The chances are that there is someone at your workplace who you struggle to connect and communicate with. When collaborating and rowing in unison towards the same goal, any form of discord can slow down the team’s progress on a task. Moreover, at the end of a meeting, you may feel frustrated with a colleague who has not cooperated in the way you would have liked them to.

Ultimately, talking and working with ‘idiots’ is challenging. By ‘idiots’, we do not mean a stupid or foolish person. In the eyes of Thomas Erikson, a Swedish author and lecturer, an ‘idiot’ is just an individual who has a different behaviour profile and, therefore, style of communication. For you to better understand their complex personality, it is also crucial to become more familiar with your own traits.

This article will outline how learning more about yourself can both improve your abilities as a leader and truly boost your team development. Taking inspiration from Erikson’s bestseller “Surrounded by Idiots”, we will discover how you can better connect with your staff and empower your employees.

 

Get to know your workers

Humans are not monothematic robots. Instead, each person has their own unique, intricate character.

In the office, workers approach and deal with tasks in their own way. Some will follow every single rule to the letter, glued to their laptop from 9 to 5. Others will instead take it a bit easier, alternating work with the odd playful chat, even on the busiest of days. As a boss, depending on your own personality, you will prefer one or the other type of employee. Are you an authoritative, rigorous leader? Or are you more people-orientated, favouring your staff’s wellbeing over the timely completion of tasks?

There is no right or wrong answer. We all have our own way of going about our business. But shaping the way you interact with your employees can do wonders for the confidence and self-belief of your staff.

Erikson categorises human behaviour into four different colours – red, yellow, green, and blue. In short, each colour encompasses a range of components that, ultimately, form an individual’s behaviour. By understanding what each colour stands for and how it carves employees’ personality, you can learn to dialogue and manage your workers in a way that truly valorises their qualities. Here is a quick summary:

  • Red – A person with significant red traits tends to be ambitious, direct, determined, goal-oriented, opinionated, controlling, and rather impatient. When addressing a Red, you need to be frank, honest, and argumentative – they don’t like when someone speaks evasively or skirts around a point. To motivate them, give them a demanding task as opposed to a tedious and mundane one. If involved in a project, they will thrive in a position of command – so ensure to make allowances for that!
  • Yellow – Yellows love company and being around people. Therefore, they strive to always cooperate and get people involved in assignments. They also tend to be communicative, persuasive, outgoing, adaptable, and with their head in the clouds. Be open and friendly with yellows – laugh at their jokes and throw one in yourself. Independent work is not their forte, as they can be a tad disorganised and do not like isolation.
  • Green – A green person is usually calm, supportive, considerate, kind, prudent, and somewhat hesitant. They are not great fans of sudden changes and prefer to listen than talk. Indeed, they don’t necessarily want to be the centre of attention and feel more comfortable in one-to-one sessions than group meetings. Ensure to praise them for their good work from time to time – if you criticise them, make it clear that it is nothing personal, as they tend to have sensitive egos.
  • Blue – Finally, people with significant blue traits are often very well-organised, analytical, logical, and quite reserved. They tend to follow rules and are not too bothered about bonding with other colleagues. When assigning them a task, it is important that you explain everything meticulously – they like to be aware of every single detail. Since blues are generally perfectionists, make sure to give them enough time to complete their work – tight deadlines do not suit them well.

 

Discover your own traits

With an identikit of your workers at hand, it is time to take a look at how you can both learn more about your own persona and develop your skills as a leader. Here are a few tips:

  • Take a personality test – Just like your employees, and every other human on the planet, you have your own personal traits too. Why not uncover your true character by completing a personality test? There are plenty of options available online. Powerful, sophisticated tests may not be free, but will certainly give you a substantial and useful overview of your inner self.
  • Work on your weaknesses – As you read your personality report, you may catch sight of specific traits that you can identify as weaknesses. This is not a bad thing, rather, weaknesses offer a great opportunity to build on your character and strengthen your persona.  
  • Improve communication – Are you a tad impulsive and overly direct? If you are giving feedback to your sensitive Green employee, adapt your language to suit them – try to be more delicate and considerate. Are you a bit unstructured in your communication? Making an effort to be more focused and precise will benefit your Blue colleague. Ultimately, these expedients will help you empower your staff, enhancing both their productivity and the efficiency of your team as a whole.
  • Encourage and focus on staff – Once you have identified your strong traits, ensure to put them at the disposal of your workers. Are you a caring and outgoing person by nature? Then don’t play the role of the big, scary boss! By making your employees feel at ease and focusing on their wellbeing, you will create a thriving and productive environment that no-one will ever want to leave. Not to mention that nurturing your strong facets will advance your personal development exponentially.

 

Leading a team of people, each with their own unique traits and character, is no easy task. By identifying your strongest assets and understanding your staff’s personalities, however, you can truly boost the performance of your colleagues.

So, what do you think? Will you get to know your employees better in the future? 

Office Christmas

How to Have a Relaxing Christmas (and Ensure Your Staff do, Too)

Posted on | by Akeela Zahair

 By Daniel Rabbie, CEO of GetBusy

“For millions of us the world over, Christmas is not the relaxing time it once was. The demands of home and work can have a huge impact on our festive build up; whether it be dashing through crowds to pick up the most wanted gift of the year, packing the freezer ready for Christmas dinner, completing end of year reviews, or squashing a month’s worth of work into just a couple of weeks. Whatever it is, there’s no doubt that this time of year can be incredibly stressful for everyone.

“A study by the Institute of Leadership & Management found that 64% of full-time workers read and respond to emails when on holiday, while 73% of respondents said they feel more stressed than usual in the run-up to annual leave. And with Christmas added into the mix, come January, when we’re supposed to be feeling rejuvenated and refreshed, we can often be left feeling more burnt out than ever before.

“Although we’ll never be able to remove the stress completely, there are steps we can take to reduce the pressure of the season from a work perspective. And it all starts now!

 

Early December

Plan ahead and be prepared

“Although the Christmas shut down is welcome, it can cause added stress for all professions. But there are ways to help take some pressure off. Planning ahead and preparing well in advance is the key to making sure you reduce as much stress as possible.

“If you know you have a big project to complete before Christmas, start it and delegate out as necessary at the beginning of December – not during the last week before Christmas. That way, you can chip away at it bit by bit, then come the final week, you’ll have a head start, rather than beginning from scratch.

“Similarly, if you’re aware of potential challenges ahead, anticipate them. All too often, the final week of Christmas is the week loose ends are tied up for the year, and emails and queries from teams, bosses, and clients come flooding in. So, by making sure you’re organised and can find information quickly, you’ll save yourself a lot of stress.

 

Be clear in your communication

“Set up a to do list for everyone in good time, highlighting what is expected before they finish for Christmas, who is assigned to each project, and who will be working which days and times.

“This gives everyone the opportunity to ask questions, set themselves up, and manage their own time effectively – reducing the chances of last-minute panics during the last few days.

 

Second and third weeks of December

Have regular updates with your team

“This is always important, but more so at busy periods. Regular catch ups with your team ensures you all know who is working on what project, and where support can be given. It’s also the perfect opportunity to flag any concerns or issues – and vice versa – in good time.

“While it’s often best to have team meetings weekly or bi-weekly, and quick daily stand ups, during December, you’ll want to schedule extra time for catch ups and 121s. Mid-December is a good point to work towards, as it will give you plenty of time to clear backlogs and solve problems before they become a bigger issue, but also builds the trust in your team and gives them the space to solve problems and take on tasks on their own.

“It’s imperative, that as a leader, you create an open space to discuss pressure points and issues, as well as clearly communicate what is expected of everyone in plenty of time. not only does this reduce pressure on the team, but also on you.

 

The final week

Prioritise, prioritise, prioritise

“Sometimes, there are tasks we just can’t get done. And although it may not feel like it, it’s not always an issue.

“If you or your team is struggling, make a priority list; what must be done this side of Christmas, and what can wait until the new year? Once you have sorted out your to-dos, communicate these to ensure expectations are met. After all, it’s always best to flag what cannot be done in good time, rather than on the day – or just not deliver. And you never know, it might be something that someone else can take on.

 

­Ongoing

Practice what you preach

“If you’re always telling your team to log off on time, take regular breaks, get some exercise during the day, and switch off at evenings, weekends, and during their leave, don’t let it just be words.

“Your team often looks to you to lead and guide them, so lead by example and switch off completely during the holidays. No emails should be sent during leave – yours or anyone else’s. Not only will you find you’re more productive when you come back, but you’ll often find your team is, too.

 

Ongoing

Utilise task management

“There’s no need to make life more difficult; technology is there to help you, so make use of it. Task management systems are one of the easiest changes to implement and introduce but can overhaul the way teams and businesses operate.

“Not only can tasks management tools save you and your team time, but they can also aid in productivity, helping everyone understand priorities, have view of outstanding work, and delegate to other members with ease – perfect for peak holiday times when rota systems may be in place for cover.

“Those who use task management the most effectively keep everything organised, altogether, and updated daily.”

Festive Stress

Tackling Employee’ Festive Stress This Christmas

Posted on | by Akeela Zahair

Christmas can bring plenty of stress but this year, with rising costs and the financial impact of Covid-19 still lingering, the stress could be even greater.

Such strains have caused many to take drastic measures to have a good Christmas with Citizen’s Advice recently finding that more than two fifths of people are resorting to borrowing to help cover Christmas this year. Financial stress can have a great impact on employees’ wellbeing and engagement, leading to poor mental health and triggering issues such as anxiety and depression.

But there are plenty of ways that employers can help. Employee benefits expert Sodexo Engage shares three ways employers can help stretch wages and cut Christmas costs and stresses:

 

It’s not all about the money

While everyone wants extra cash at Christmas, many businesses, especially due to the pandemic, may not be in the position to provide a bountiful end of year bonus. However, this doesn’t mean businesses can’t help staff cut costs.

The right rewards and benefits can make a huge difference to staff’s finances, without breaking the business’ budget. In fact, additional perks are well valued by staff and could be something to offer all year round. A survey by Glassdoor revealed that discounts are considered to be one of the top benefits and perks for employees – 17% value them more than a pay rise.

So, consider offering some perks that can bring real value to employees. eVouchers and gift cards can give employees access to retailers and other venues to treat themselves or loved ones. Alongside this, other schemes such as employee cashback cards, or online cashback, can help workers save costs on everyday items. When it comes to Christmas every little penny can help contribute to a merry celebration.

 

Think beyond gift-giving

Helping out with Christmas budgets isn’t just about helping staff check off their wishlists, but considering how to help them manage their money better and find new ways to save.

For example, offering budgeting tools that link to employees’ accounts can help them identify where their spending is going and can be genuinely beneficial to effective money management. Going a step further, companies can give employees access to finance calculators and cost comparison tools, so they can work out the best approach for managing their cashflow or identifying loan options for those larger purchases.

Another aspect to consider is commuting. The pandemic has shown that those who could work from home were able to save money, cutting down commuting costs and other day to day expenses, like a coffee on the way to work. So, if possible, consider offering employees more flexible working options that help keep those expenses down.

Consider offering commuting related benefits that can cut costs; from free staff parking, season ticket loans, and cycle to work schemes, to help employees get to work without breaking the bank.

 

The gift of time

From shopping for gifts, to visiting family, the Christmas period is often overflowing with commitments and tasks that need to be done before the big day. While it may not seem like the biggest or flashiest benefit, employees would appreciate an additional day to tackle their festive to-do lists.

Be it a single extra day outside of their paid time off, an early log off time so they can attend a school Christmas play, or greater flexibility when the kids are on school holidays, employees will appreciate this thoughtful gesture that can help reduce the Christmas stress. Additionally, with a bit more time on their hands, employees may want to tackle their stress by spreading some Christmas cheer with volunteering.

For workers, a reward could take the form of flexible working hours, a specific day for volunteering, a half-day off, or a Holiday Shopping Day that wouldn’t come out of their holiday entitlement.

 

Jamie Mackenize, Director at Sodexo Engage comments:

“It’s been a tough two years for everyone and many businesses have really felt the impact. While some employers may not be in the position to boost pay checks or provide a bonus this year, there are still plenty of ways they can help. Not only is this a nice thing to do for your hard-working staff to help them feel valued, it can also help boost their wellbeing, reduce stress and encourage loyalty. But supporting employees’ financial wellbeing is not just for Christmas, and businesses should be considering ways to provide support all year round for this key pillar of wellbeing.”

Cryptocurrency

Animal Welfare Charity Done Right

Posted on | by Akeela Zahair

CaliCoin is the world’s first and only cryptocurrency dedicated to helping what is termed “Animals of Determination” (AODs) around the world. Company CEO, Caroline Lafferty has been recognised by CEO Monthly as Most Influential CEO 2021 – the United Arab Emirates. We delve deeper to learn why.

The easiest way to describe CaliCoin is it’s a “marriage” of differing vectors. Firstly, it is the marriage of CEO Caroline Lafferty’s love of animal and charity work, coupled with her passion for the cryptocurrency space. Secondly, it is a marriage of two general characteristics of the Millennial generation – a passion for social causes and in particular, animal welfare, and a high level of know-how and preference for virtual currencies.

Put all this together and CaliCoin is a unique concept: A charity token and donation platform, enabling donors who wish to donate to animal welfare organisations the opportunity to do so, with high trust that their donations will be put to good use, and leveraging the transparency and seamless transactions a virtual currency provides. CaliCoin’s focus is on the less well-funded charities with low exposure and in more need of funding. It is a means to expand the donor base for very needy charities; and also gives donors  peace of mind that their money goes to good use; and that the charities have been properly vetted. It is a win-win-win all the way around. The animals win. The charities win. And the donors win!

Noting the rising incidence of scandals and questionable use of donations among charities, CaliCoin starts by performing rigorous due diligence on prospective charity organisations worldwide that cater to AODs. Once a charity is fully qualified, it is added to the CaliCoin platform and assigned its own wallet. Prospective donors can then peruse the charities, choose one or more for a donation, and purchase and deposit CaliCoins seamlessly into the wallets of their choice. CaliCoin is 100% non-profit and takes no commission or added fees – the money goes directly to help the animals. Recipient charities may use CaliCoin for veterinary services, they may hold CaliCoins for future use, or they may convert it into fiat to pay other operating expenses.

Caroline Lafferty grew up in an entrepreneurial household as her parents always ran their own companies. So, starting up her own business is, in a sense, “in her blood”. CaliCoin is Caroline’s third successful start-up, and she would say that everything she has done to date has prepared her well to launch and lead CaliCoin. The key difference is, this is the first time she has coupled the entrepreneurial spirit with her passion for giving back and for animals. She firmly believes it is a moral obligation to help those less fortunate. There is nothing more noble than helping a disabled or homeless animal, or AODs. In this sense, Caroline’s CEO role is different and tugs at the heartstrings. She must do this job well as needy animals all over the world are counting on her!

She believes the only way a start-up can survive and thrive is behind a “Leadership from the front” approach. The leader has to be into every area and be willing to lead by example and pick up the broom and do the sweeping if necessary. She is hands on, and no work is beneath her as CEO, and she believes her team appreciates this. It is one team, one dream, and this is an important facet for inclusive leadership.

A firm believer in the power of a team, Caroline personally recruits everyone within her company. She’s always loved the quote “Culture eats strategy for breakfast” and she tries to embody this within her organisation. She is Chinese-Canadian, her parents were immigrants from Hong Kong, and she comes from modest roots. She believes in old-fashioned values of discipline, honour, work ethic, respect and dignity for the individual. She looks for people who embody these values and she trains the rest. As someone who embraces diversity, she doesn’t care about someone’s “résumé” or who they know. She hires people, not diplomas or labels. And she strongly believes this is why the company is successful. This is a committed team, unified by a common set of values.

Meanwhile, as a cryptocurrency, CaliCoin faces the normal challenges anyone in this space faces. Whilst the world of cryptocurrency is truly “taking off” and news about Bitcoin, for example, is seemingly a daily occurrence, relatively speaking, the market for virtual currency enthusiasts is still quite small. But it is a future trend that is definitely here to stay, and the company only sees the upside as growth and adoption continues. Many of its member charities on the ground in places like India and South Africa have faced funding challenges through the pandemic, as many of their sources of funds dried up. CaliCoin has been very grateful to be able to step in and provide a new source of funding for these amazing operations which are doing so much good in the world.

CaliCoin prides itself on how, since its launch, it has been a model of sustainability and consistent growth. The cryptocurrency space has been known for its volatility and wild swings in coin valuations. By virtue of being a charity token, and its discipline in a controlled “do it right” expansion, CaliCoin has seen a near-perfect linear progression in token values, despite the ups and downs of the overall cryptocurrency market. This illustrates the validity of the charity coin concept, and also validates the company’s approach of doing things right; as opposed to doing things solely for the sake of speed.

Ultimately, the company feels a huge sense of responsibility to its prospective donors to carefully vet all charities to ensure they operate at the highest standards; so, it can reassure donors that their donations of CaliCoins to these charities are put to good use and are fully utilised in a responsible manner. CaliCoins’ due diligence on charities is massive and it is constantly adding new ones and dropping current ones who won’t uphold its standards and values. It currently has nine different charities who are all doing such amazing work for animals! CaliCoins’ goal across 2021 is to eventually reach a critical mass of 50 charities across the globe – all upholding the high standards and values that are embraced at the company. If readers wish to donate, they can do so by visiting https://calicoin.me/.

5 Qualities Every Good Leader Has

Posted on | by Akeela Zahair

Being a leader is more than just knowing how to delegate responsibilities and motivate others. Your job is to serve as a role model and embody the best qualities of your field’s professionals. Leadership is something people develop over time, and it only gets better with experience. If you aspire to one day be a leader, then there are some ways you can start cultivating a leader mindset now. Rather than focusing on the higher pay grade, take this time to think about what a leader represents. These five qualities are all about awakening the confidence and courage necessary to be an effective leader. Nurturing them now will help you perform better in your current role while preparing for a bright future.

 

Visionary

Leaders have to be able to visualize their goals so they can achieve them. Visionaries are people who are able to think about the future from a position of possibility. In other words, they focus on what could happen and believe in themselves and others to make that idea a reality. Their thinking isn’t confined to the present moment, which allows them to empower and engage their teams, especially during periods of hardship. True visionaries know that challenges are all part of the process, and they recognize perseverance as the catapult for growth.

 

Emotionally Intelligent

Leaders know how to read others’ emotions, assert their boundaries in a non-aggressive way and regulate their own moods. They have healthy ways of coping with stress, and they respect others’ limits as well as their own. Becoming emotionally intelligent is not always easy, and it takes conscious effort as an adult to truly evolve. Some leaders go so far as to study psychology in order to better help themselves and those around them. Earning your master’s in industrial psychology would prepare you to guide people in the workforce, helping them realize their greatest potential. If you’re interested in earning your graduate degree, you can pay for college while still working. Taking advantage of Earnest graduate student loans allow professionals to budget for their futures without compromising their current stability.

 

Honesty

Telling the truth is one part of honesty, but it goes farther than that. The do’s and don’ts of being an honest leader means owning up to your own flaws and striving to grow from your mistakes. Good leaders know they aren’t perfect, and they don’t get angry or blame others for their own faults. Sometimes, they make the wrong call. They may offer guidance that backfires, or they take a course of action that leads to poor outcomes.

Being honest means letting yourself accept your flaws and inspiring others to do the same. If you struggle with perfectionism, you may find that honesty and acceptance are tough pills to swallow together. Honesty for many people often comes at the expense of self-love, but this needn’t be the case. You can embrace who you are, mistakes, flaws and all, and still respect and accept yourself.

 

Honorable

True leaders act with integrity. They always strive to make sure people around them feel respected and heard. They do not participate in gossip, and they would never be caught saying something behind someone’s back that they wouldn’t tell them to their face. Trust is earned, but leaders also create room for it to grow. They expect the best from others without demanding it or using cheap manipulation tactics to get what they want. In order to keep integrity strong, good leaders work hard to build healthy relationships and promote a healthy company culture.

 

Passion

Passion is the lifeforce of purpose. Striving for money and a title only gets you so far, especially in a leadership role. You have to be passionate about what you’re doing and recognize the higher purpose of everyone else’s actions. Many people can find themselves in a job slump, believing that their roles are ultimately worthless. It is a passionate leader’s job to remind people that they count and give them chances to show why their work matters.

If you aren’t passionate about what you’re doing, it’s time to pause and take inventory of your life. What are you compromising for your own happiness and purpose? The sooner you release limiting beliefs, the sooner you can start working toward your own higher cause. Passion waxes and wanes with time, but a leader takes action to keep the fire burning. They know that even during periods of demotivation, there is a light at the end of the tunnel worth striving toward.

Negative Leadership

Negative Leadership Styles to Avoid

Posted on | by Akeela Zahair

Leaders are in a powerful position to influence — how they behave can inspire, motivate and innovate (or, the reverse). Being a leader is no easy task, but there are negative leadership styles that are ineffective at best and damaging at worst, which need to be avoided.

 

A leadership style is the behaviour a leader displays when they manage people. There are many different leadership styles which allow you to work in a way which is best suited to your personality. It provides you with the knowledge and awareness you need to get the most out of your team and bring success to the organisation you work for. 

In this article, Tony Gregg, Chief Executive at Executive Search firm, Anthony Gregg Partnership, reflects on how negative leadership styles can leave your team feeling unmotivated. Tony also emphasises the importance of adopting a leadership style that is well received by your team, matching the candidate’s leadership style to the right team.

 

Extreme micromanagement

Leaders micromanage their team members for a variety of reasons, including fear of loss of control and failure, belief that the team is unskilled and managerial inexperience. In fact, it often comes down to the leader’s own insecurities. It is vital that a leader has the self-awareness to change, because micromanagement is damaging for business and leads to a stressful working environment. As a result:

  • Staff are made to feel incapable 
  • Staff feel not trusted to do the job they are hired to do 
  • Productivity and innovation are decreased (fostering mediocrity)
  • Morale is lower
  • There is a higher staff turnover

 

Likewise, micromanaging will also negatively impact you as a leader:

  • Distracting you from your own duties 
  • Increasing stress, working longer hours; but without the output you need
  • Harming your efforts to progress your career 

 

Arrogance

The greatest leaders know that their way of doing things is not necessarily the best. They are self-aware, realising their own flaws and admitting when they do not have the expertise. They have no desire to be right all the time or profess to know it all. They employ people with different skill sets and approaches so that they can work together for the best possible result. 

On the other hand, an arrogant leader is narrow-minded and refuses to take advice from someone who is in a junior position to them. A leader who thinks like this will be missing out on talent and experience which will enrich the business.

If you recognise this in yourself, understand that you need others to achieve optimum results. Focus on the positive result and not how your staff members got there. Admit when a colleague has more knowledge than you on a certain topic and let them take the lead.

 

Poor organisation

A leader who is poorly organised will be less efficient and less effective in their role. Bad organisation can mean that you miss deadlines, confuse dates, miss meetings and generally become unreliable. Your staff will not respect a disorganised leader and will become resentful if they are having to deal with the consequences. This can result in decreased productivity as staff lack the motivation to work for someone whose poor organisation reflects a seeming absence of care. 

You can ensure that you are organised by knowing your team’s strengths, weaknesses and delegating effectively. You can also create open channels of communication so that you know what is happening at all times and can identify any potential issues. Finally, set goals and maintain efficiency by regularly reviewing processes. 

 

Lack of discipline

As a successful leader, you must identify your priorities and remain resolute and fixed on your goals. You need to instil routine and structure. A lack of focus and failure to pay attention to detail will let your team down and you will appear apathetic, or even lazy. You need to maintain concentration on the task at hand despite other distractions demanding your attention. Fortunately, self-discipline is an acquired skill — it takes practice. 

 

Closed-minded and inflexible

Closed-minded people don’t ask questions — they are more concerned with being right than with getting the best results. They don’t want to hear others’ ideas and theories. They can become quick to anger when challenged. This can hinder success as the leader will miss opportunities for innovation, growth and development. In fact, it is possible to adopt a collaborative leadership style — where you are still respected as the decision maker. You can avoid being a closed-minded and inflexible leader by asking others for their opinions, advice and feedback. You can make the most of learning opportunities by questioning and asking for help. 

 

Unpredictable

A team needs autonomy to be able to work happily, but to avoid micromanagement they also need to understand what you want. They need to feel like they can come to you with any problem or query and that your reaction will be positive. An unpredictable manager will react to bad news differently, depending on their mood that day, which can lead to staff avoiding communication and being confused by mixed signals. You can prevent this by ensuring strong lines of communication, with regular check-ins.

 

Absent and unapproachable 

It is important to be present and approachable as a leader because people will feel comfortable enough to bring any issues to you. You will also gain their trust — the bedrock of a high-performing team. An open door policy encourages faster communication and  transparency, leading to increased productivity and efficiency. Without this policy, issues can get worse and staff can feel disgruntled. Leaders need to be spending a set part of each day supporting their staff, with regular one-to-one meetings and reviews. 

 

How to find your leadership style?

To find your leadership style, you need to consider how you behave when you are in charge of a team. You might realise that you change when you respond to different situations and you might recognise a variety of different leadership styles — some positive, some negative. The more self-analysis and introspection you can do, the easier it will be to identify ways in which you can improve. 

To begin with, ask yourself the following questions:

  • Do you like to take charge and command? You might be an authoritative leader.
  • Do you elevate your employees to greater success? This is common for a pace-setting leader.
  • Do you find delegating easy, trusting your employees to reach their own goals? This is a laissez-faire approach.
  • Do you get the most out of your team by recognising their strengths and weaknesses? You could be an affiliative leader. 
  • Do you value democracy, motivating all your team members to participate so that each person has a say? This is what a participative leader does.
  • Do you influence and inspire change in your work environment? This is common in transformational leadership. 


Finding an effective leadership style while avoiding toxic leadership traits is a powerful tool in unlocking potential — yours and your team’s. This is particularly true for companies going through uncertainty in today’s rapidly changing business climate, where your leadership style needs to stay agile. 

AI

Most Influential CEO, 2021 – the USA

Posted on | by Akeela Zahair

Alpha-G is fusing generation Alpha and artificial intelligence to form exemplary AI and augmented reality products. Lead by an ambitious and tenacious guiding hand in CEO Sergio Emanuel Cusmai, this company is quickly and efficiently blazing its own trail to the top.

A company specialising in ‘turning virtual into real’, Alpha-G is a company working in augmented and virtual reality solutions with realistic looks for a variety of industries. With clients across a wide cross-section of sectors, its work can be found in telemedicine, education, culture, tourism, and more, and its AI solutions go way beyond chatbots. Furthermore, its telecommunications and teleworking have revolutionised the ‘innovation culture’ of its client’s companies in a world that is becoming increasingly digital. Headed up by leading mind Sergio Emanuel Cusmai, Alpha-G has been the result of years of learning how to lead effectively, and the time and effort he has invested in these skills shows in Alpha-G’s operation from the bottom to the top.

When Sergio first started his career in leadership, he found delegation difficult. For many in leadership positions this is something they can empathise with; when one cares about something deeply, they find it hard to let it go. However, it was a skill that required his attention, and so he honed it carefully, to make Alpha-G a company that works by people being able to delegate work as required, getting the right eyes on the right tasks. Sergio tried many different formulas when crafting the correct one for Alpha-G to use, working with experts and a huge team of developers, setting goals and rewards for good work, and taking feedback in order to adapt to criticism – all of this has resulted in the excellent company that now exists. Sergio champions the idea that to succeed, a person must be given the opportunity to fail and grow from that failure.

Since its humble beginnings in 2019, Alpha-G has come a long way; and still has many more goals that it yet wishes to accomplish under the leadership of Sergio. However, its achievements up to this point should also be celebrated. Working with augmented reality, virtual reality, natural language processing, and ambient data, it developed its Augmented Presence product, its third and most distinctive landmark breakthrough. This is a streaming service that is facilitated by AR – it allows a projection of an individual to be streamed as though they were standing in the room with a client, such as a salesperson, perhaps with a product the client is interested in. This product was successfully tested when a rock band used it to ‘visit’ two lucky fans who won a competition.

It wishes to be an effective business tool to share what it knows, and to help this technology become far more widely accessible, believing that it has numerous and broad applications that have yet to be realised. This begins with its clients. Alpha-G’s clientele are global leaders and often come to it prompted by word of mouth referrals. Due to this, it is currently upgrading its marketing, all staff working tirelessly to push Alpha-G to greater success. With an open culture and holding the principle of curiosity at its heart, the internal environment is exemplary; this allows them to do the best work, even in the crucible of challenge that was Covid-19.

Its staff facilitated Alpha-G’s elegant pivot to telemedicine, taking it to a new level by applying its augmented reality services to the solutions it provided with this pivot, and dedicated to being the company to help companies recover their bottom line by use of its technologies. Sergio is honoured to be surrounded by people who are so motivated and continually prove their work with each project. Moving forward into the rest of the decade, Alpha-G cannot disclose its upcoming work at this time, but Sergio will be working hard to keep his finger on the pulse of his market’s needs to adapt accordingly.

For more information, please contact Sergio Emanuel or visit aiphag.com