Abresos

A Leader in the Biotech Sphere Driving the Future of Personalised Treatments

Abresos
 

Abreos Biosciences is a privately-owned San Diego-based biotechnology company that develops precision dosing solutions for biologic therapies. In March, the company’s Chief Executive, Dr Bradley Messmer, was recognised as 2019’s Most Influential Pharmaceutical CEO in the United States for his contributions to the field. We spoke with Bradley to find out more about his company and their ground-breaking work.

By all regards, the idea of ‘personalised medicine’ is not a particularly new one. Indeed, as a concept, it has been around since the beginning of the 21st century, though its roots can be found earlier, sometime in the mid-1900s. The core tenets are sound – people are inherently unique, so cookie cutter blanket-treatments can only be so effective. Within the field of Oncology, where the ‘same’ cancer can present itself in very different ways, a personalised approach becomes all the more essential.

Though, as Bradley explains, Abreos Biosciences’s biopharmaceutical applications extends far beyond Oncology, feeding further developments in immunology, autoimmunity and neurology. “Our Veritope™ dose monitoring platform enables rapid analysis of drug levels in treated patients so that optimal dosing for each patient, thereby reducing side effects and cost. Our lead project is a new integrated therapeutic solution for the treatment of Multiple Sclerosis which combines our dosing platform with off-patent
rituximab, a proven biologic therapy for this disease.”

For many experts working in the field, personalised treatments represent the undisputed future of medicine. Bradley agrees, driving home the importance of his company’s work and the role that they play in advancing the collective understanding of genetic variability: “Personalized treatments will achieve best in class outcomes for patients while managing costs by using off patent biologic agents for a highly de-risked clinical development pathway. The approach can be replicated across many other therapeutic areas. The company has received substantial support from the NIH through SBIR grants and has an ongoing research collaboration with the FDA.

“We work closely with leading clinicians in the relevant therapeutic areas to identify areas where traditional, onedose-fits all approaches are sub-optimal. We find that there is great appetite among patients and physicians for better tools to tailor therapy to the individual.”

Naturally, Abreos’ success is, in part at least, driven by the team at its centre, as Bradley moves on to discuss. “We have built a great team that supports both the science and the business. I view my role as CEO to be to empower the talented people that work with me since they are what really drives the company. I’m lucky to have people that I trust in key roles and their work ethic, dedication, and belief in our mission inspires me in return.”

This team, in addition to Bradley’s steadfast leadership, will no doubt result in further success throughout 2019, despite notable challenges. Chef among them is overcoming the preconception that personalised medicine is not simply a fad or an artefact of science fiction. Significant advancements are on the horizon, and the industry must keep apace for these opportunities to be fully capitalised on.

“Personalized medicine is a common buzzword but in reality, commercial and regulatory challenges are ongoing and holding it back. Additionally, healthcare comprises many stakeholders and aligning all of them for the benefit of the patients is not always easy or obvious.

“Ultimately, we look forward to beginning clinical studies that will demonstrate the power of personalized dosing of biologic drugs.”

PRS for Music

Roger James and Mark Krajewski join PRS for Music

 

Pictured Above: Roger James, Mark Krajewski

 

PRS for Music announced today the appointment of two new members of its Executive Leadership Team. Roger James joins as Chief Commercial Officer and General Counsel and Mark Krajewski takes up the role as Chief Information Officer.

A qualified lawyer, Senior Media Executive and board member, Roger started his career at City firm Richards Butler. Previously International General Counsel at Viacom from 2009 to 2016 and more recently, Head of Business Affairs for Simon Cowell’s Syco Entertainment, he has over 23 years of international media deal-making experience.

While at Viacom, Roger managed a global team of 120 lawyers, regulatory, compliance executives and support staff. He had responsibility across all brands (including MTV, Comedy Central, Nickelodeon, Paramount, Spike, Viva, Colors and Channel 5) and all lines of business, joint ventures and strategic partnerships. He also had P&L responsibility and led the strategic negotiations with all publisher, Performing Rights Organisations and record label licensing globally.

The newly created role of Chief Commercial Officer and General Counsel will manage the Legal and Public Affairs team, steer PRS for Music’s licensing negotiations with TV and radio broadcasters, digital services and recorded media providers, as well as managing the relationship with joint venture partners and customers.

Mark Krajewski began his career with property firm Hamptons International. He has extensive technology and change leadership expertise built across a number of industries including retail, entertainment and legal services and has been working with PRS for Music on a consultancy basis over the last year, driving both IT and digital transformation.

During his time at Value Retail, owners of luxury retailer Bicester Village, he delivered a highly segmented multi-channel Customer Relationship Management solution that served over 30 million international customers, helping the company enjoy a decade of exceptional growth. He has experience of creating centralised data platforms and consolidating data from thousands of customers and sources.

As Chief Information Officer, Mark will lead the IT and Transformation team at PRS for Music with responsibility for technology, data management, business intelligence, digital strategy and the systems that underpin the royalty processing and distribution capability for its members and international partners.

PRS for Music Chief Executive Andrea C. Martin said of the appointments: “Roger is a perfect fit for our business and I know will have an immediate and positive impact. With responsibility for our legal, licensing and partnerships teams, he will play a central role in our future growth, transformation and success.

Mark has done an exceptional job as interim CIO and will accelerate the digital change needed in our business. Technology and data management is central to the service we provide to our members and customers and Mark’s expertise will prove invaluable as we build capability and improve our offering.”

Roger James said: “I am extremely excited to be joining PRS at such a pivotal time in its evolution. We are in a golden age for content creation, with ever new business models and offerings coming to market. Music is – and always will be – the biggest emotional driver for content consumption and together with Andrea, I am looking forward to making our members music more accessible using the unique assets we have available to us in a truly compelling way.”

Mark Krajewski said: “I’m delighted to be joining the PRS for Music team at such an exciting time and look forward to leveraging our data assets to help deliver an exceptional member experience.”

Mark takes up the role with immediate effect with Roger joining PRS for Music on 11 November.

Pattonair

Pattonair Strengthens Its Management Team With The Appointment Of A New Head Of Marketing

  Leading global aerospace company Pattonair has appointed a new Head of Marketing as it looks to consolidate its plans for long-term growth. 

Denise Johnson, a seasoned 10-year marketer, will oversee the company’s global marketing function from its headquarters in Derby.

Her appointment comes at an exciting time for the aerospace and defence supply chain provider. Pattonair recently embarked on a $1.9bn merger with US-based Wesco Aircraft Holdings and acquired aircraft spares company, Adams Aviation.

In addition to overseeing the company’s global marketing function, Denise will identify opportunities to support internal stakeholders, help to grow the business and contribute to its five-year strategy to elevate its brand positioning.

This will involve working with the commercial team to leverage new digital platforms to improve customer value, retention and frequency across channels.

“I am excited to be joining Pattonair – it has a strong strategy and ethos and knows where it wants to be,” said Denise, who has a distinguished track record in delivering compelling marketing activities and initiatives.

Denise, who originally hails from the Derby suburb of Alvaston, was awarded her Chartered Marketer status by the Chartered Institute of Marketing (CIM). She was previously the Head of Marketing at AmTrust International, the global provider of niche insurance solutions where she managed a range of complex strategic projects and the development and promotion of their brand portfolio across the UK, Europe and Asia.

Her new appointment builds on Pattonair’s commitment to recruit the best talent locally. Given Derby’s long and distinguished heritage in engineering, the city is also home to the company’s headquarters. This has enabled Pattonair to sustain long-term operations in the region and establish itself as the supply chain provider of choice to the global aerospace market.

Jason Rance, Pattonair’s Group Innovation Director, said: “We are delighted to welcome Denise. She brings with her significant expertise in marketing and a unique combination of business acumen, client focus and innovative thinking.

“Her proven success in bringing teams of people together to communicate a strategy, vision and brand message will be integral to the business.

“As Pattonair continues to grow and diversify, we think Denise is ideally suited to oversee our efforts in maintaining long-term sustainability, driving brand awareness and further strengthening our relationships with our clients.”

Robert Gibson

Northacre Appoints Robert Gibson as New Construction Director

Robert Gibson

Bringing a wealth of experience with more than 30 years in the construction industry.

Northacre, the leading London prime property developer, has recently appointed Robert Gibson as the company’s new Construction Director. With more than 30 years in the construction industry, Robert has previously worked for Berkeley Homes and Bouygues and will be managing the construction of both No. 1 Palace Street and The Broadway.

Having started his career as a site engineer, Robert quickly progressed into project management where he has worked with high profile contractors and developers on some of the capital’s most challenging developments over the last 15 years, including Battersea Power Station, Vista and Kensington Palace Gardens.

Robert Gibson: “I have always viewed Northacre as a true world-class developer on both heritage revival and new build projects. Their approach to delivering outstanding projects on challenging sites is second to none and I look forward to working on No. 1 Palace Street and The Broadway.”

For more than 30 years, Northacre has enjoyed a market-leading status for creating exceptional living experiences in the most sought-after locations in London.

Niccolò Barattieri di San Pietro, Chief Executive at Northacre commented: “Robert has spent over 30 years in the construction industry and brings extensive knowledge and expertise to both of our current projects. We’re delighted to have him on board as Northacre enters a milestone year with the completion of No. 1 Palace Street.”

No. 1 Palace Street is set to be completed towards the end of 2020 and The Broadway is expected to complete Q4 of 2021.

For more information please visit: www.northacre.com

MBC

The Leading Media Group in the MENA Region

 

MBC Group is the largest and leading media company in the Middle East & North Africa (MENA) region. Following the success of the Group’s CEO, Sam Barnett, in the 2019 CEO of the Year programme, we take a closer look to find out more about the meteoric rise of this media leviathan.

Though MBC Group was originally established in London, in 1991, it has seen extraordinary growth since relocating to Dubai in 2002. Indeed, since then and over the last seventeen years, the group has become an undisputed leader, both in the MENA region and the Media industry, inspired by the media visionary Chairman Waleed Al Ibrahim and spurred on by CEO Sam Barnett.

Today, MBC Group spans 18 top-rated TV channels, including MBC1 and MBC4 – which offer general family entertainment; the English-language, film-focused MBC2 and MBC MAX; children’s network MBC3; MBC MASR and MBC MASR2, which offer general family entertainment geared towards Egyptian families and MBC Iraq serving Iraqi families, among other channels and offerings. Original content is also at the core of operations, with MBC Studios producing the region’s most compelling premium content for cinema, television and on-demand platforms.

Perhaps this explains how MBC Group has grown to become an undisputed media conglomerate – with an intense dedication to diversity and cultural variety. Barnett echoes this most fundamental of ethos, describing the Group’s company culture as a deeply “enriching atmosphere”, driven by people who are ambitious, passionate, talented and resilient.

Diversity too can be seen in the organisation’s efforts to expand into other outlets and applications; this is a company eager to push boundaries and to innovate. MBC has launched the largest Arabic Video-On-Demand (VOD) platforms, SHAHID and SHAHID PLUS, now capturing 27 million monthly users. MBC’s events division has brought international brands like “Cirque du Soleil” to Saudi Arabia. And soon, the Group will launch a local channel targeting North African audiences.

There’s no doubt that MBC Group is a tour de force in MENA, seeking to constantly adapt to consumer needs and aspirations. As a result of all this, the Group has become a fully-fledged and diversified media power house that touches the lives of 150 million people each day. An impressive feat by any measure.

Today, MBC Group finds itself focusing on expansion, as they look to action a comprehensive five-year plan, based around amplifying their organic and inorganic growth.

Working for Chairman Waleed Al Ibrahim, Sam Barnett joined MBC Group in 2002 as it moved from London to Dubai. Barnett comes from a management consulting background and is proud of the strong commercial organisation that has become a pillar of MBC’s growth. Growing up in New Zealand and the UK, Barnett is a graduate of the University of Cambridge, and holds an MBA from INSEAD. Prior to joining MBC, Barnett worked in East Africa, India and the UK.

Sam Barnett is pictured in the featured image.

Roxanne

ChargePoint Appoints Former PowerTeam Services CEO Roxanne Bowman to Board of Directors

 

Energy Industry Leader Brings Nearly Three Decades of Expertise to the ChargePoint Board.

ChargePoint, the world’s largest electric vehicle (EV) charging network, has announced the appointment of Roxanne Bowman to its Board of Directors. Bowman brings more than 27 years of utility experience, currently serving as an Operating Executive at NMS Capital and a member of the Board of Directors of CLEAResult, a company working to transform energy challenges into energy efficiency solutions for utilities, businesses and consumers.

Bowman brings deep energy industry knowledge to the ChargePoint board. Over nearly three decades, Bowman has held various leadership positions including Chief Executive Officer at PowerTeam Services, where she oversaw a more than $900M business providing services to natural gas and electric utility customers including repair, maintenance, replacement and installation. Prior, Bowman amassed broad executive leadership experience managing teams at some of the most influential companies in the industry including Cooper Power Systems, ABB, and Siemens.

“Roxanne’s deep expertise in energy and extensive work with utilities make her a valuable member of the ChargePoint board,” said Pasquale Romano, President and CEO, ChargePoint, Inc. “Her time as an executive leader at some of the world’s most influential energy industry players gives her a unique perspective that will help ChargePoint enable the mass adoption of electric vehicles as the company continues to scale.”

“Stakeholders across industries are preparing to support the transition to electric mobility, and collaboration is key to ensuring the success of the market,” said Bowman. “As market forces converge, there is a significant opportunity for utilities to partner with mobility stakeholders to help businesses and drivers make the switch to electric. ChargePoint continues to lead the way in EV charging and its efforts to support cross-industry collaboration are vital to ensuring that the transition is as seamless as possible.”

Bowman’s experience spans several areas of the business including executive leadership, general management, sales, marketing, and strategic planning. Bowman holds a bachelor’s degree in Electrical Engineering from Clemson University and received an MBA from the Pamplin College of Business at Virginia Tech.

For more information about ChargePoint’s Board of Directors, visit: https://www.chargepoint.com/about/board/.

Renewtrak

Renewtrak brings its white label SaaS to vendors, distributors and resellers, finally enabling capture of the notorious renewals long tail

 

Renewtrak, a Palo Alto-based software-as-a-Service renewals enterprise business has come up with a solution that automates the famously hard nut to crack: the long tail. Historically the long tail – those renewals that are not worth pursuing individually, but can add up to a significant share of any software business – has been notoriously complex. Put simply, below a certain cost the renewal opportunity is not worth the phone call. Here we talk to Renewtrak CEO, Nick McMenemy.

 

Tell us more about about Renewtrak, what does the company do?

Renewtrak is a customer success Business-to-Business white-label service provider that automates the entire renewals process for technology organizations, utilizing a success-based commercial model. Working with technology vendors, distributors and resellers in a channel-friendly model.

Our white label solution dynamically builds renewal quotes and pricing, ensures delivery to the correct channel participant, whilst providing a simple means to collect payment and complete the renewal.

Provided with access to real-time performance monitoring dashboard, Renewtrak delivers a services to enable active review of renewal rates, closure rates, revenue capture and upsell revenue generation.

 

How are CEOs and CFOs likely to create more revenue using this service?

The Renewtrak service is 66% faster at onboarding, for example it takes around 180 days for a client to hire new people to perform renewals, versus a 60 day one time only Renewtrak set up period. Added to this, no renewal is too small for the service, the lowest value renewal opportunity closed using our service is $9.41. Companies often ignore the low value renewals due to the time and resources required. We have automated the process and are able to mine this long tail that is often left on the table, added to this we can do it at scale. This has the specific advantage of all the best automation solutions: by taking care of those laborious “long tail” renewals, it frees up sales staff to really build better relationships with higher value customers.

 

What is the average revenue saving for a Renewtrak customer?

The average Renewtrak customer saves the client an annual revenue of 45.4% and increases average client profit by 62.9%.

 

Where is the service available?

The service is multi-lingual, multi-currency and multi-tax, it supports 32 currencies, and 24 languages. We are growing quickly and adding more language options and payment types, so it is basically available worldwide.

 

What have companies been doing until now for renewals management?

Until recently the business model has generally been to outsource all renewals to lower cost call centre bases. Our customers and their clients have had to ignore low value renewals due to the time and resources required to secure the renewal. What they needed is a simplified experience, backed by accurate data and automation that can run at scale.

Many technology organisations adopt a “divide and conquer” approach to closing their renewals. Organisations take the available renewals due in a given period, across all customers, and rank them on the basis of revenue size – where the most important renewal is typically determined on the basis of the revenue contribution that deal will make to the organisation, rather than perhaps being considered on the basis of profitability or other criteria that might even include elements like their overall strategic fit.

Those renewals that are perceived to be ‘too small’ are then either left or handed to a limited team of inside sales professionals to pursue and close, where these renewals are themselves ranked by revenue contribution and chased again. This differential approach to pursuing renewals seems logical, but even for the inside sales team, there will be renewals that even they consider too small to chase – the Long Tail.

 

How does this approach impact existing sales channels? Do the resellers feel threatened by it?

Our service is channel–friendly and always will be. The top reason customers don’t renew is because they don’t know renewals are available, may want to discuss adding or removing user numbers and generally our approach makes sure that not only do they customers get to know that their renewals are due, but their reseller/ partner also gets to find out. We generate more revenue and higher margins for partners, distributors, resellers and vendors.  Renewals drive profitability, rebates and customer satisfaction which is the glue that connects you to the customer. It’s a no brainer. So far, the evidence is that distributors and resellers love it: they see a significant increase in those long tail sales, bringing in better rates of closure without demanding additional work. Smaller customers appreciate a simple, automated renewal process, while major customers benefit from greater attention and building closer relationships. The Renewtrak service also begins to learn on the job, refining its renewal strategy and developing real world sales intelligence.

 

How about customers, can you talk about a case study?

Kelly Eyerman, GM Software at Ingram Micro says of our product “Renewtrak have automated a notoriously complex part of our business. All our specific software vendor renewals are issued, more efficiently, to more partners which generates more revenue and thus more margin for us. Their professional and automated approach to this part of the business has been a welcomed improvement on our sales of renewals. Our vendors and partners are seeing a difference and we are leveraging the ability to proactively upsell and cross sell solutions

 

What is the market size of the opportunity here?

We see it as very fertile. SaaS in general is one of the fastest growing segments of the enterprise market.  Approximately 18 % of technology vendor revenue is centred on renewing support, maintenance or licensing contracts. Current Software Cloud/XaaS US sector size in the US is $ 463.7bn p/a, with a renewals opportunity of $129.6bn p/a and projected sector growth at 11.9% p/a. (Ref Gartner and others).

 

You have recently opened your HQ in Palo Alto, California, why that location?

We are growing fast and need to be near our main customer base, and also near the top talent that is available here on the West Coast, as well as supporting our other international offices in Sydney, UK and Singapore.

 

Are you using AI in your business?

Renewtrak is machine learning and automation centric, I would say we are a machine learning company that is working in renewals, we want the machine to learn. We want to run things for a while so we can accrue some data against which we can apply the AI tools, and derive an engine for the artificial intelligence to apply itself.  There is currently no demand for AI in our business model and using AI would make no appreciable difference at the moment. Once we have further built up our datasets, the machine will be able to learn and start to predict renewal behavior. However, I don’t see this as true AI. True intelligence requires prior learning and experience, and the application of that against the data set.  Without machine learning, and data in place, it’s not artificial intelligence, artificial dumbness.

Nick McMenemy is the CEO and Founder of Renewtrak, a pioneering channel-friendly renewals SaaS solution. Launched in 2014, Renewtrak is a white label service provider that delivers a portfolio of Intelligent Customer Management services to maximise revenues and margins from existing client relationships.

OXIS

The World Leaders of the Next Technological Age

OXIS
 

OXIS Energy is developing safe, high-energy Lithium-Sulfur technology for use in rechargeable batteries for a variety of sectors, though utilised primarily in aviation, defence and security and heavy electric vehicles (HEV) applications. In late March, the company was recognised by CEO Monthly in the ‘2019 Ones to Watch’ programme, which is dedicated to showcasing the leading lights across a plethora of emerging or thriving industries. We took a closer look at the company and spoke to its CEO, Huw Hampson-Jones, to find out more.

Lithium-Ion batteries are old news. The future of batteries lies, by all considerations, in the combination of lithiumsulfur. In this emerging market, only a handful of companies have distinguished themselves as pioneers and front-runners, helping to drive this sector to early success. There can be no denying that OXIS Energy is one of these innovators, helping to define the next step of technological development.

Notably, OXIS Energy is based at the Culham Science Centre in Oxfordshire, where the original Lithium-Ion batteries were developed and prototyped. It seems fitting then that this is where that technologies’successor is created, continuing the story of the site. With over 43patent families, with 185 patents granted and 99 pending, the company is moving quickly to secure its lithium-sulfur product as the undeniable ‘next step’ in a notoriously competitive industry.

“Our strategy is to work with world class partners to develop the chemistry into a product that can be used in a range of applications and build cells on our pilot production line to prove its performance. OXIS will then licence this Li-S technology to its manufacturing partners for mass production to allow us to continue to develop the chemistry further and revolutionise the energy market.” – Huw Hampson Jones, CEO.

Today, OXIS Energy is swiftly solidifying plans to increase production of its patented technology. Following on the heels of the announcement of a new manufacturing plant in Brazil early last year, the company has just revealed plans to build a ‘sister plant’ in Kenfig Industrial Estate Port Talbot in Wales. Yet, this is only the early stages of OXIS’ short-term plans to establish sustainable growth in an industry that is only just coming to realise the impact of this new technology.

Here, Huw offers some vital insight into OXIS’ immediate and long-term goals: “The short-term aim is to bring both factories online by the second half of June 2022 – that is the target date for commissioning the plant in Brazil, with the Wales plant expected by early 2022. Now, essentially, the ‘secret sauce’ for the company is the electrolyte and the cathode: the chemistry behind the energy production in the cells. OXIS owns the intellectual property rights associated with the electrolytes and cathodes, and that is – above all else – the critical element of the company. The Port Talbot plant will produce this ‘secret sauce’ and will then ship it to Brazil to create the cells. The manufacturing plant in Brazil has come about as a direct collaboration between OXIS and the state government of Minas Gerais.

“There are many reasons for basing the plant in Brazil, but one of the main reasons is that Brazil has significant deposits of lithium. One of our long-term goals is to collaborate with the state government to exploit these deposits in a manner that produces what we call ‘very high-grade lithium metal’. Once we’ve established the production of this material neither OXIS or Minas Gerais will have to rely on importing lithium from America or China.

David Ainsworth with one of the machines

“Furthermore, Brazil has significant deposits of high-quality graphene, and we’re hoping that this collaboration will help us to utilise graphene in the makeup of the ‘secret sauce’. But, that’s all planned for at least five years from now. Ultimately, Brazil wanted to attract high skilled jobs. It wants to establish an independence from the United States and China in the lithium battery market, and last but not least, Brazil has a very good trading relationship with Europe. That’s not to mention the strategic element of a manufacturing plant in Brazil when it comes to the markets we want to infiltrate.”

These markets form the foundations of OXIS’ foreseeable future, as it looks to capitalise on industries that will most immediately benefit from the unique advantages of its product.

“Again, in the short-term, we are targeting aviation, defence and security, and heavy electric vehicles like trucks and buses. The reason we are focusing on those areas is because they reflect one of the greatest assets of the OXIS technology – the ability to harness four to five times the energy density of current technology. Lithium-ion is almost thirty years old, and was designed for mobile phones, laptops and the consumer market. It wasn’t designed to harness power and energy sufficient to power cars, trucks, trains, aviation. OXIS Energy, through our high gravimetric energy density pouch cell can harness in excess of 400Wh/ kg. That’s double current technology.”

“The work we are doing today means that within five years we will have tripled or quadrupled that capability. Once we meet
and exceed 400 Wh/kg, the aviation industry becomes very interested. Even here, we have short and long-term plans. In the short-term, we are targeting regional aircraft – those with flight times of maybe two to four hours. For example, we are collaborating with American aircraft manufacturers to produce a common Li-S advanced battery cell for the high voltage battery pack system to be considered for their future electric aircraft.”

This doesn’t even touch on a core advantage of OXIS lithium-sulfur technology, which is that it is fundamentally more environmentally friendly than alternatives on the market and, of course, traditional fossil fuelbased systems.

“Heavy electric vehicles, such as buses and trucks, are one of the greatest pollutants in metropolitan cities. Current electric buses utilise a system that can weigh four tonnes, yet, by collaborating with OXIS, we can halve this weight down to two tonnes and quadruple the distance achieved on one charge. This brings me onto another advantage of having a plant in Brazil, and that is that Brazil is the world’s 3rd largest market for buses and, more importantly, these vehicles are on average over fifteen years old. You can imagine the pollution that is being emitted from these buses in major cities such as São Paulo. Plus, Brazil doesn’t have rail infrastructure, so all major transport around the country is by trucks. Now, we have a plant in Brazil that can immediately address this need without any devastating impact or theft of IP.”

“We don’t use any rare earth material in the production of our cells. We have no toxic materials such as nickel or manganese. We have no carcinogenic material such as cobalt, and everything is benign to the environment.” -Huw on OXIS’s environmentally friendly production of its Li-S technology.

The success that OXIS has achieved so far can be credited to its diligent and expert approach as it works to achieve international standards, particularly in regard to safety regulations. Unlike LithiumIon, OXIS’ Lithium-Sulfur cells can withstand extreme abuse, including nail and bullet penetrations, with no observable adverse reaction. This fact alone makes the new battery preferable over the old – after all, Lithiumion batteries can be both highly reactive and combustible. Huw touches on another benefit: “By utilising sulfur – a recycled material as a by-product of the oil industry- instead of heavy metals such as cobalt, the environmental cost is highly reduced, making it an eco-friendly alternative to Lithium-ion cells.”

“If I can prove to the world that OXIS can power an aircraft or a heavy electric vehicle such as a bus or a truck, then entering the car market will be much, much easier – I’m at the cusp of my breakthrough.”

All in all, OXIS Energy’s core product is, in almost every way, more efficient, more powerful, and safer than the current technology. Through the cells’ applications, both current and potential, it is clear that lithium-sulfur systems are a stepping stone to swift, comprehensive growth across a plethora of concurrent industries. In this, OXIS Energy is soon to become an essential element on the business landscape, as it looks to become the undisputed world-leader of the next technological age.

Harkness Screens

Projecting Excellence in the Technology Sphere

 

Harkness Screens™ is the world’s leading screen technology company, specialising in the design and manufacture of projection screens and supporting technologies for cinema and live events. We spoke with CEO Mark Ashcroft, on the back of his recognition as the ‘2019 CEO of the Year for the UK’, to find out more about the company’s extraordinary success and peerless reputation.

The technology industry is, often, a rather unpredictable beast. It’s also one of the world’s most dominant sectors, fuelled by constant growth and truly relentless innovation. Partnering these challenges through a more consumer-centric lens, Harkness Screens’ success in screen technology becomes all the more impressive. Juggling an innovative ethos, creativity and best in class engineering to determine the next ‘big thing’ in their industry. As such, they have become the defining standard of excellence, setting the pace in an evercompetitive and demanding field.

“From single-screen independent theatres to large multiplexes to large format immersive theatre experiences or live events, Harkness supplies thousands of screens every year helping provide outstanding presentation experiences to audiences around the world.” Says Mark Ashcroft, CEO.

Moreover, as consumer demand grows for ‘next-generation’ technology, Harkness has had to position itself with a decidedly future-forward mindset: an ability to predict the next big change before it happens. This, as Mark explains, is how the company have secured their enduring growth over the years. “Harkness has remained consistently successful due to our ability to predict the ‘next step’ of what cinemagoers want to experience. For example, Harkness is currently developing laser projection technology that is set to revolutionise the cinematic experience in the coming years.”

Boasting a whole host of international clients, including the world’s biggest cinema conventions, CinemaCon and CineEurope just to name two, there can be no mistake that Harkness has forged an indelible reputation within their industry. Mark takes a moment to discuss this in more detail: “Harkness has screens in more cinemas worldwide than any other manufacturer. With our industry leading 2D and 3D screen brands (Perlux HiWhite, Clarus XC and Spectral) as well as an innovative range of presentation monitoring tools, digital surveying services and cinema design suite and specification apps, we continue to lead the way in screen technology for cinema.”

In his closing comments Mark reveals that 2019 is a special year for the company as they celebrate their 90th year of business. “As some will be aware, 2019 is Harkness Screens’ 90th Birthday, so from September onwards we will begin to celebrate this landmark occasion. Other than this, our main aim is to continue being the leading producer of screen technology for both cinemas and exhibitors.”

There can be no doubt, Harkness has a very bright future ahead as they look to capitalise further on their leading position in the global entertainment and technology markets.

WEC

Building a Brighter Future

 

WEC Energy Group, based in Milwaukee, Wisconsin, is one of America’s leading electric and natural gas holding companies, with $34 billion of assets and over 8,000 employees. Following WEC Energy’s distinguished CEO, Gale Klappa, being named as the 2019 CEO of the Year for the USA, we took a closer look at this true goliath of the industry to find out more.

Gale Klappa is one of those classic American stalwarts of the greater business landscape, succeeding through a peerless drive to evolve, to adapt, to improve and to guide industry standards into an altogether brighter future. Indeed, during his storied tenure, he has overseen WEC Energy as it transformed itself through innovation and no small amount of daring on its journey to become one of the Midwest’s premier businesses. Over the years, it has grown from strength to strength with a certainty that other businesses – of any or in any location – can only attempt to mimic.

Yet, throughout all of this, Gale has always set his sights on smaller goals, realizing that success requires a solid foundation. After all, there’s no point dreaming big if the basics are overlooked. “I believe that the core responsibility of a CEO is to define the company’s mission and to clearly articulate what success looks like – so that every employee understands their role in creating lasting value for the enterprise.

“Every successful leader has a set of core values. For me, that list of values starts with integrity, customer focus, a sense of urgency, financial discipline and taking personal responsibility for results.” Values, in Gale’s opinion, are the all essential building blocks for growth. It’s a refreshing outlook in a world that seems obsessed with ‘the big picture’ and the cutting-edge.

With this point in mind, it can be no surprise that Gale’s approach to leadership focuses very much on the front lines, looking at realworld results over intangible goals. “I make sure staff have clear goals, with open communication and teamwork. Everyone needs to take personal responsibility for results. Equally, we try not to take ourselves too seriously. We need to enjoy and celebrate the milestones along the way.”

Himself inspired by a strong work ethic, Gale inspires in turn. Perhaps, it is no surprise that he has forged an indelible reputation in the energy industry, marking himself as one of America’s true business leaders. Crucially, he also understands the importance of good old-fashioned hardwork, and its fundamental role in achieving enduring success in one of the world’s most competitive of sectors.

The footballer turned Fin Tech CEO

The footballer turned Fin Tech CEO

Image

The Footballer Turned Fin Tech CEO

Swedish footballer Philip Haglund used time out of the game when he was injured to create an app to equip the next generation with financial super-skills. Now his company, Gimi, has been named one of the top 250 most promising FinTechs in the world. Alison Brinkworth talks to the CEO about how it came about and what lies ahead.

Philip Haglund has already embarked on a successful career as a professional footballer but it’s his FinTech start-up that is setting him the most goals.

The 32-year-old Swede juggles playing as a striker for Swedish team IK Sirius with being CEO of Gimi, the financial application he founded in 2014 that has recently become the first neo-bank in Sweden developed primarily for children.

Stockholm-based Gimi teaches children from the age of seven about the meaning of money through the popular pocket money and chores app. It already has 1.2 million users, predominantly in the Nordics, and in coming months Gimi is officially expanding into other parts of Europe.

That includes the UK, where the app already has almost 40,000 users through word of mouth alone.

Shaking up the digital banking industry further, Gimi this year launched the Gimi Card in Sweden – a special Mastercard for children aged 10 and over, which allows parents to preload money onto a card for their children to spend in stores and online.

It’s linked to the Gimi app and enables young people to dip their toe into spending and saving their own money with the safeguard of parents having some control. Over 10,000 Swedish parents have expressed an interest in the Gimi Card for their children and Haglund explains that he is preparing to roll it out to other countries soon starting with Norway and the UK. The plan is to have 3 million active users in the next three years.

Image

The Gimi app enables young people to dip their toe into spending and saving their own money with the safeguard of parents having some control.

The first ever neo-bank for children in Sweden

The Gimi Card, currently only available in Sweden, makes Gimi the first neo-bank – a special kind of digital bank like Monzo and Atom Bank – that has been developed specifically for children. The card and app helps young people understand basic financial concepts and money management but has also successfully engaged Generation Alpha, born after 2010 and the next generation of bank users, in a way that traditional banking institutions are struggling to do.

Philip Haglund said: “Financial literacy is an important topic worldwide because although schools teach maths and medieval history, knowledge about personal finances is lacking.

“Kids are simply not being taught how to save money, or what a mortgage really means, and these and other blind spots can have devastating consequences for them later in life. Financial illiteracy is one of the biggest social issues facing today’s and tomorrow’s society and Gimi hopes to address that.”

“Fin Techs have emerged because traditional banks aren’t changing.”

“All banks need to show profitability and it’s hard to do that with the youth segment. What I am doing with Gimi is educational and the effect of what I am doing will be seen in 10 years’ time when these children have grown up.”

Gimi’s record over the past five years speaks for itself. In Sweden alone, there are already 500,000 children using the app – the equivalent of one in every five children under 16 in the Scandinavian country. Last year, CBInsights named Gimi in the Top 250 most promising Fin Techs in the world in the digital banking category and it has raised £4.2m from investors including Collector Ventures, financial expert Harald Mix, and iZettle’s General Council Oskar Arndt. 

How Gimi came about

It was when Haglund was playing for football team IFK Göteborg that he suffered a serious injury to his cruciate ligament in 2014, which triggered him to come up with the business venture and put the economics skills he learned at university to use.

“I was out of action for nine to 12 months with a bad injury and when I was lying on the sofa, I felt I had lost my identity and couldn’t do what I was good at anymore,” recalls Haglund.

“So, I looked at the big trends in the market and changes in society over the next five to 10 years. I was reading about the cashless society in Sweden with phone and electronic transfers and thought back to my childhood of running in a shop to buy candy and wondered how that would work with the next generation. How are they going to learn how to handle money and understand finances?”

“I searched for solutions online and couldn’t find anything and that’s when I got the feeling that I’m the only person in the world that has this idea and if I don’t act now, someone else will come up with it.”

“I wrote down the functionalities that it ought to have to be an app and called a few Swedish banks to pitch it to them but although they liked the idea, they said no thank you. That’s when I decided to create it myself and found freelancers to do code and design it.”

Haglund’s hunch turned out to be backed up by facts. There are 70% of adults worldwide who are financially illiterate and one in four teenagers are unable to make even simple decisions on everyday spending, according to the Programme for International Student Assessment (PISA) 2015 results, published by the Swiss Journal of Economics and Statistics in 2019.

Haglund adds: “It’s hard to do a start-up and every day feels like I’m doing something new. I was taught a lot of theory at university but in reality, you make mistakes and learn from them.

“There are so many different challenges but finding good people to work with is the most important thing. I found a good designer and as the company grew bigger, it attracted more talent. I have great people surrounding me that I can talk to about everything, which is extremely important.

“Looking after a team of people has been the biggest challenge for me. Problems solving app functionality and features are easy compared to how you inspire people and grow your own company  – that has been the biggest learning curve for me. Along the way, I read a lot of books about it and talked to more experienced chief executives to hear what they thought.”

“What I have learned is that when something you are doing feels wrong for your business, you should do something about it. It always comes down to gut feeling.”

Image

Children can document and log their real-world earnings from pocket money and chores.

Haglund and his team succeeded in creating a virtual piggy bank where children can document and log their real-world earnings from pocket money and chores. Despite the lack of real money, Gimi data was developed with stringent security, protected with 256-bit encryption and never stored on a user’s phone, tablet or computer.

It’s all about adults using the app with children so if a child registers as a user but does not connect to a parent within seven days, their account and personal data are deleted.

The app, which is free to download and comes in 10 languages and currencies, was developed by talking to children about what they would like and understand.

As a result, Gimi includes a financial advisor chatbot along with introducing children to the ideas of overdrafts and interest rates, teaching them how, in theory, leaving money in a savings account might accrue interest.

It also provides parents with a step-by-step guide on what the recommended allowance for their child should be, and how to raise important talking points such as savings or spending wisely, like having conversations in supermarkets about which toilet paper to choose.

Haglund adds: “People have got into the habit of spending on credit so they can buy now and pay later or buying things on their parents’ cards, but that’s how many have ended up bankrupt. The consequences of financial illiteracy and parents just handing over their cards are that many 18 to 20-year-olds are not able to pay their bills.

 “Gimi has so much more great potential in the coming years as a company and to help solve this social issue.”

The importance of being involved in industry events

The importance of being involved in industry events

Image

The importance of being involved in industry events

With over 1.3 million business events and exhibitions taking place in the UK every year, there is likely an event being held no matter what market or niche your business fills. Exhibitions and trade shows in the UK attract over 13 million visitors every year, as well as £11 billion in spending.

But, of course, attending or even showcasing at an industry event is a short-term expenditure for your company. Any expense needs to show some sort of return. With that in mind, Wyboston Lakes, who host many industry events at their conference centre in Milton Keynes, take a look at some of the key aspects that make industry events so useful to businesses.

Benefits in effective networking

An obvious benefit of industry events is meeting potential clients face-to-face. The digital age is a wonderful thing for businesses, but it does have its drawbacks. For example, while an email might be quick and convenient, it’s undoubtedly impersonal. Plus, people are flooded with emails every single day; it’s difficult to stand out and convince the reader to give them your attention.

This is where traditional methods, like face-to-face communication, cannot be beaten by digital alternatives. In fact, one study shows that a face-to-face request is 34 times more successful than an email. The study, published in the Journal of Experimental Social Psychology, saw 45 participants each asking 10 strangers (for a total of 450 strangers) to fill in a quick survey. All the participants were given the same script, but half were told to request via email, and the other half were told to request face-to-face.

Though the participants were initially confident that they would be at least as successful in their email requests as face-to-face, face-to-face proved 34 times more effective. The study goes on to suggest the reason for this is rooted in a failure to realise that receiving an email is often met with suspicion, especially if it is out of the blue and asking the recipient to click a link; they cannot “see” what they are being asked to do yet. Face-to-face, the person can obviously see the survey with no risk.

Even with the rise of video conferences, the physical act of face-to-face meetings offered at industry events is invaluable. There are studies which show that despite seeing someone’s face in a video conference, something is still lost in translation when it comes to reading a person’s face in this way. One study showed a brainstorming session done face-to-face, over the phone, and with video chat — the face-to-face session produced more creative ideas in the end, as well as 30% more ideas than the video chat session. As such, 87% of people surveyed by Verizon noted a preference for face-to-face meetings.

The benefit of brand awareness

There’s also the matter of brand awareness at play. Similar to face-to-face meetings, seeing a brand image on a printed advert has been proven to be far more effective than a digital counterpart. In fact, one study exposed participants to a printed advert and a digital advert, and marked the results against nine attributes:

Attention — this attribute measured a customer’s focused attention for a period of time. Digital performed better here.

Review time — this attribute measured how much time a customer spent with the advert. Print performed better here.

Engagement — this attribute measured the amount of information the customer processed and absorbed. Both print and digital tied for this attribute.

Stimulation — this attribute measured the emotional reaction to an advert. Print performed better here.

Memory Retrieval Accuracy — this attribute measured accurate recall of the advert’s source and content. Both print and digital tied here.

Memory Speed and Confidence — this attribute measured how quickly and confidently a customer recalled an advert’s source and content. Print performed better here.

Purchase and Willingness to Pay — this attribute measured both whether a customer would buy the product, and how much they would pay. Print and digital tied here.

Desirability — this attribute measured the subconscious desire for the advertised product or service. Print performed better here.

Valuation — this attribute measured the subconscious value a customer put on the advertised product or service. Print performed better here.

Consider this in the context of an industry event. Having a stand at a trade show or event with printed media available in a banner or flyers will take advantage of an increase in customer review time, emotional response, recollection of your brand, and your product or service’s desirability. In a similar way, while attending an industry event, handing out business cards or flyers for your own business will prove a much more effective method of networking and brand building.

There are so many benefits to attending an industry event, not only for boosting your own industry knowledge, but from a business-building perspective. Networking in person at such events simply provides so many valuable connection opportunities that simply cannot be gained by other means.