New Study Reveals Poor Project Planning Leads To Agencies Over-Servicing

New Study Reveals Poor Project Planning Leads To Agencies Over-Servicing

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New Study Reveals Poor Project Planning Leads To Agencies Over-Servicing

Inaccurate budgeting up front has long-term impact on effective project management and profitability.

Function Point, a leading provider in project management software for creative and marketing teams, and the Agency Management Institute (AMI) has released a new report that explores the challenges marketing agencies face with respect to productivity, time management and budgeting.

The 2018 Agency Productivity Report is based on over 400 responses to an online North American survey that targeted creative agencies and internal marketing teams, and shows that the main barrier (49 percent) to effective project management is projects not being scoped or budgeted properly, ultimately leading to over-servicing.

In fact, respondents indicated that on average they were over-servicing clients by more than half (52 percent), with 34 percent reporting that they over-service 70-100 percent of their clients. Giving clients more time than they are paying for ultimately impacts the bottom line. Only 65 percent of respondents reported being certain that most of their agency’s projects were profitable. Despite these issues, 49 percent indicated their agency has no repercussions for over-servicing and 44 percent were not confident in the accuracy of their time tracking.

“It’s important that new client relationships and projects are set up for success,” said Drew McLellan, CEO of AMI. “It’s not always possible to think of every question when being briefed on a project, but account leads shouldn’t be afraid to follow up later with more questions to ensure they truly understand client expectations and can budget accordingly. In addition, clearly documenting the scope of work, timelines, and potential costs of delays or changes, will help ensure agencies and clients are on the same page.”

Technology can also help agencies stay organized and increase productivity. Three quarters (75 percent) of respondents saw an increase in productivity after implementing project management software, and of those who provided remote access for employees, 78 percent indicated it led to increased productivity/billability of their employees.

“Tracking time accurately, keeping projects on budget and increasing billability of staff are key factors in ensuring agencies are profitable, yet many agencies (36 percent) report not having a dedicated operational staff member to help with running the business,” said Chris Wilson, CEO, Function Point. “Technological solutions like project management software can address these gaps and help agencies track time, budgets, projects, tasks and billing, with one solution ensuring creative teams can stay focused on creative work.”

The issues highlighted in report could be key for business leaders and project managers, offering them insight into the areas most vital to ensuring their ongoing success.

Lite Access Technologies Appoints a new CEO

Lite Access Technologies Appoints a new CEO

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Lite Access Technologies appoints a new CEO

Lite Access Technologies Inc., a world leader in the use of innovative and proven micro trenching and narrow trenching technologies, alternate methods of deployment and specialist products which transform the cost of fibre optic network deployment for telecommunications operators, is pleased to announce the appointment of Carlo M. Shimoon to the position of President & Chief Executive Officer. Mr. Shimoon was selected from an impressive range of candidates resulting from a nation-wide search by a leading recruitment firm.
 
Mr. Shimoon has led multi-location and multi-national operations in 4 countries including Canada, USA, Mexico and the UK, serving a global market. His experience over 25 years has been as CEO in both private and public corporations. His corporate experience has also involved a successful exit to a NASDAQ-listed billion-dollar US-based defense contractor, where he continued to serve as CEO of two subsidiaries. The industries he has been involved with include fibre-optics, defense, digital video, power conversion, security and biomed. 

Lite Access is making leadership changes that are focused on strengthening and aligning senior management to support the Company’s dual strategy of securing recurring project revenues in North America and capitalizing on the current substantial opportunities in the UK. To support and strengthen this focus, Mike Plotnikoff has resigned his position as CEO immediately, but will remain in an advisory role to the company and specifically, the incoming CEO.

Under Mr. Plotnikoff’s leadership, the Company has established the necessary business fundamentals and successes required for rapid growth. Lite Access has established operations offices in Western Canada and the UK, to support increased customer demand for its leading fibre deployment methodologies as the worldwide telecom infrastructure upgrade supercycle accelerates. The Board of Directors would like to thank Mr. Plotnikoff for his past efforts and look forward to working with him in his role as an Advisory Board member.

Mr. Plotnikoff stated, “As co-founder and CEO I am immensely proud of our staff, the success of Lite Access to-date and our growth and expansion throughout North America and Europe. Our Company has reached an inflection point and our next phase of growth path demands expanding our team and having the right people in the right roles to capitalize on the enormous opportunities that the company is pursuing and executing. We are thrilled to be working with Carlo and look forward to the impact he will bring to the performance and value of the Company.”

“Lite Access is a very unique opportunity and I am delighted to join the Company and to become part of a dynamic team that will continue to drive innovation and raise quality standards in the infrastructure sector,” said Mr. Shimoon. “The macro environment for our fibre optic solutions remains strong, with massive fibre rollout plans being announced regularly and on a global basis. The team being formed around this Company should attract more significant opportunities, both domestically and internationally. I look forward to this leadership role with the objective of making the Company a premier global player in the space.”

In connection with Mr. Shimoon’s appointment, the Company has granted Mr. Shimoon 500,000 stock options. Each Option entitles Mr. Shimoon to purchase one common share in the capital of the Company at a price of $1.15 per share for a period of 5 years from the date of grant and is subject to certain vesting requirements.

Cultivating a Powerful Platform Through Leadership

Cultivating a Powerful Platform Through Leadership

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Cultivating a Powerful Platform Through Leadership

Publicis Media is the media solutions hub of Publicis Groupe. We spoke to CEO of the Mexican group Publicis Media Mexico, Marta Ruiz-Cuevas, as we aim to find out the secrets behind her success.

Publicis Media is the media solutions hub of Publicis Groupe, and is home to leading world-class media agencies such as Starcom, Zenith, Spark Foundry, Blue 449 and Performics. Plus, there are a range of centralised global practices that focus on everything from analytics to business transformation to content. Marta provides us with an overview of the company and the markets that it usually operates in, talking about how the benefits and different environment within Mexico.

“In keeping with Publicis Groupe’s ‘Power of One’ model, Publicis Media Mexico provides a seamless and flexible way for our clients to get the best media services available. They specifically benefit from the scale and clout we hold collectively in the marketplace; the range of services we provide; the centralised, data-driven practice specialties that help power some of our best work; and broader access to the best solutions from across Publicis Groupe. In Mexico, Publicis Media is currently the number one media group in the market.

“Mexico is a very dynamic market full of contrasts and challenges from a communication perspective. It is a market with a lot of influence from the U.S., being a reference for us in terms of innovation and thought leadership. The technology adoption is different compared to Europe and the U.S. There is a very rapid adoption of technology by Mexicans in general, especially among the emerging and younger targets.

“More mature markets such as the U.S would relate to a ‘Mobile first approach’, while Mexico stands as a ‘Mobile only’ market. An important segment of the Mexican population never owned a PC or laptop and became connected though smartphones, enabling marketers with many new opportunities. On the other side, we currently face Data challenges due to the lack of data sources compared to other markets. Our main goal is to provide our clients with data richness in a data poor marketplace.”

Describing her role as CEO, Marta outlines her leadership style, and discusses what methods she utilisies in order to get the best out of her staff. As CEO, Marta always has one eye on the future, and it is her objective to develop and train staff to enable them to deliver the best service possible.

“As CEO of Publicis Media Mexico, I am responsible for cultivating a powerful platform for which our agency brands can flourish. In addition, I drive operations and transformation across the business through our Data, Technology and Innovation practice. Together, with our global agency brand and practice teams, we are continuously looking for ways to innovate, refine and deliver on our clients’ business objectives.

“Throughout my role, my greatest responsibility will be delivering on Publicis Media’s three pillars of Talent, Trust and Transformation, as well as continuing to shape and differentiate the agency of the future and this is what I would like the people in my team to focus on. I have always surrounded myself with a team of people that complemented each other, people with a variety of skills that made the team bigger and better than the sum of each one of us individually. Motivation and a participative mind-set get the best of each individual. If you want your team to believe in the project, you have to truly believe in it first; and if you are passionate about it, the team will embrace it 100%.”

In order to develop others, and lead a firm full of motivated and passionate employees, Marta must be able to lead by example, and she explains what attributes she possesses that have helped, and continue to help, shape her success as CEO. She talks about the importance of surrounding herself with good people and being dedicated to delivering the best service.

“Firstly, I would say that it is the combination of several things. Be surrounded of good talent is one of the most important, determination, enthusiasm and the firm belief that with hard work we can achieve our goals.

“Another key pillar is listen to our clients, understand their needs and breathe their brands. We want to be part of their business and be aligned with their goals. Thanks to data, that is indispensable in communication nowadays, we can have a real approach to precision marketing, giving every time recommendations more ad hoc. Finally, I would say, that I put my heart in everything I do. I think it´s key to love what one does and make things happen.”

Within the company, staff adhere to three significant pillars which help them to provide quality services. Marta alludes to these values when discussing the internal culture within Publicis Media Mexico, touching on the importance of trust, talent and transformation.

“Talent is what makes the difference in our company, and we are committed to achieving Trust and Transformation through talent. We are a people business, and strive to make Publicis Media a destination for the best talent in our industry. As a result, we have rolled out a number of programs to further education, offer unique experiences and continue to grow talent. In addition to what is offered on a Publicis Media-level, I am also personally dedicated to our people in Mexico and will look for opportunities to localise these programs, as well as mentor talent, both men and women.

“Finally, in this ever-changing industry we need to continue challenging the status quo, technology and new consumer behaviour makes our industry incredibly dynamic. Also, transformation needs to become a must in order to help our clients stay relevant in the mind of their consumers.”

For anyone else looking to make a success of their career in the same way Marta has done, she offers some advice and wisdom, citing a fine balance between work and home life as a key factor in her enjoyment of the role. Patience is important, and being there for her family is incredibly important to Marta.

“To be honest, I do not think about my career in terms of success. For me, decisions need to be in line with what we want as a family. I have been lucky enough to live in four different countries throughout my life, and I believe experiences like this are priceless for children, helping them be more open-minded and tolerant, socially responsible and better people. Publicis Groupe has helped me combine my career with what we want as a family, and for me that is invaluable and I will always be grateful for the opportunity. The most important thing is to have a passion for what you do and believe that you can make a difference. It is never an overnight thing, but rather a journey. I guess I define success by being able to balance my family and my work. As a woman and as a mom, I need to be there for my two children and my husband, but I also love my job. So many young women look to me at work to see whether is possible to do both, and it is my responsibility to show them that they can.”

In her concluding comments, Marta predicts what the future holds for Publicis Media Mexico, believing there is still a lot of work to be done, but she is excited for the times ahead. Transforming the landscape, the company will adapt to any developments which may arise in the industry and continue to provide the best service possible.

“Ultimately, the lines are blurring between innovation and marketing. It is up to us to employ technology to deliver across the whole consumer journey. As new patterns of consumer behaviour are increasingly built on access to mobile, it forces companies to adapt the way they design, market and deliver products and services. We are helping clients drive transformation and business in this new environment. It is not an easy journey, but it sure is fascinating.

“My greatest responsibility will continue to be delivering on Publicis Media’s three pillars of Talent, Trust and Transformation, as well as continuing to shape and differentiate the agency of the future. My hands are definitely still full.”

How we can ensure we stay at the forefront of the Global Digital Economy.

How we can ensure we stay at the forefront of the Global Digital Economy.

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How we can ensure we stay at the forefront of the Global Digital Economy

By Ashok Vaswani, CEO, Barclays UK

For a CEO, one of the most rewarding ways to lead is by example. We have the exciting challenge to encourage and inspire our employees to develop themselves and keep learning, particularly in our fast-paced, tech-orientated world. As we contemplate our future outside of the EU and compete in the global race towards prosperity, it’s vitally important that we are doing all we can to lead everyone in society forward in the digital age.

Whilst businesses in the UK have made good progress in ensuring their employees get the digital training they need to help their companies – and Britain – thrive, we are still a long way from fully future-proofing our workforce or economy. Now is the time to focus our attention on enhancing our home-grown skills to amplify the UK’s position as a business and technological leader.

Why upskilling matters

A huge opportunity to boost our global competitiveness and the career prospects of future generations is to transform the way we think about digital skills. Upskilling is an important factor in driving this change.

At the end of 2017, the Federation of Small Business (FSB) called on the government to tackle the digital skills shortage or risk stalling productivity. To support its argument, the FSB found that more than a quarter of business owners in England lack confidence in their basic digital skills, while just over one in five (22%) believe that a lack of basic digital skills among their staff is holding them back from increasing their digital and online presence.

Similarly, research from Barclays revealed that 42% of us don’t possess the digital skills required by most jobs, whilst only 38% of employers offer their workers digital skills training. In addition, Virgin revealed that the digital skills gap is costing the UK economy £63 billion a year in lost GDP.

But in some cases, lack of awareness is hindering our progress in digitally upskilling. Barclays research found that only 16% of people across the UK are aware of any local or government-backed training available in their area to improve their digital skills, with 62% of people not accessing the training that is on offer.

Businesses must realise the role they need to play too. Digital skills are no longer just ‘nice to have’, but essential for the modern workforce, and digital knowledge sharing should be encouraged and promoted by senior leadership teams. By providing – and investing in – training and support, this will not only improve the career prospects of their employees but also develop a thriving business with a culture of lifelong learning at its heart.

No generation left behind

With Generation X facing at least another three decades in the workforce, but having started their careers with a minimal requirement for digital know-how, we need to make sure they are empowered and equipped with the digital skills required to develop and succeed. Through our research in this area, we found that 35-44-year olds were 11% less likely than millennials to be confident in their digital abilities.

Generation X workers are also more worried about their ability to keep their skills up-to-date (23% have confidence in their ability to do so, versus 28% for millennials). Yet interestingly, while four in ten employers opt to hire younger employees for the specific reason of addressing the lack of digital skills in their business, a third of millennials fear they lack digital skills to keep up – which is more than any other generation.

We have a responsibility as business leaders to ensure that no generation feels unsure or unprepared to tackle whatever the digital economy might challenge us with in the future. We must commit to training and investing in all employees – no matter their age, role, or current level of skill, so that we can collectively and fully embrace each new digital era.

Fostering digital inclusion

By making this commitment, we can help to close the skills gap between the high-tech achievers and the “forgotten middle” – those employees who are simply ‘getting by’ and afraid to supercharge their digital capabilities.

Yes, new technologies can be daunting to many, but innovative educators – in schools, workplaces and vocational training environments – can people build their digital confidence. Programmes dedicated to helping the digitally excluded are another way businesses can position themselves as agents for change.

At Barclays, our Digital Eagle Labs initiative provides business startups and communities with access to space and resources to build their business and digital skills.  With over 97,100 individual visitors to date, we’ve seen just how strong the demand for digital knowledge sharing is and I’m proud of the role we are playing in providing this.

If we are to establish the UK as one of the most digitally savvy nations on earth – an ambitious yet necessary goal – we must help people to fulfil their full potential. Digital skills can boost earning power and productivity and everyone deserves the opportunity to benefit. By taking action now, we can cement our position at the forefront of the global digital economy post-Brexit.





Resilient Employees Start with The Right Recruiting

Resilient Employees Start with The Right Recruiting

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Resiliency expert, speaker, consultant and author Eileen McDargh has helped organisations and individuals transform the life of their business and the business of their life through conversations that matter and connections that count. She discusses the right way to hire employees in order to build resilience in your teams.

My mother always said, “To end well, you must begin well.” Of course, she was talking about how you separated clothes for the washing machine or how you chose vegetables at the market. But it’s also true when it comes to creating a resilient, sustainable workforce. The questions you ask in the recruiting phase will help both you and a potential employee determine if you have the right fit for your organisation.

Because today’s work environment is one of constant change as well as one with fluid teams, the ability to deal with different people as well as respond to unique situations is paramount. Likewise, there must also be a values fit-a real fit. Values are not something posted on the wall and forgotten. Rather, values are demonstrated in every day actions. Thus, your questions must also dig deeper into how this potential employee makes decisions.

Consider these top five questions as a way of determining if this is a match made in heaven or hell. By the way, I assume you’ve already looked at the required technical skill base. These questions are designed to evoke behavioural responses. You might also give these questions in advance to the interviewee. They are not easy to think about on the spur of the moment. And if it is a young recruit, their life’s experience might not have opened up to such encounters.

1.   Describe a situation where you had to work with someone whom you didn’t like or respect. How did you handle that?

2.   Think of a difficult decision you had to make regarding a work (or school) situation. What criteria did you use to decide a course of action?

3.   Think of a situation in which you were moving right along and then, suddenly, something happened to pull the rug from under your feet. What was that situation and what happened? What did you do?

4.   Please think of the worst and the best customer/client experience you have ever had. What was it and how did you handle it?

5.   Let’s pretend this is your last day on earth and you are listening to people talk about you. What do you want to hear?

Bonus Question: Would you be willing, after 4 months on the job, to come back and tell me what we can do to improve either your job, a process, a procedure or a policy?

This last question is one that you dare not ask unless you are willing to actually call the employee, listen to her ideas seriously, and respond in a meaningful way. I firmly believe that “new eyes” in a setting can see things we might no longer see or hear.

Finally, a resilient employee is one who can grow through challenge as well as opportunity. The key word here is “grow”. There might very well come a time when growth opportunities with your business are no longer available. This is where you do what you can to help them find their next growth enterprise and wish them well. Don’t get caught in the trap of “I spent all this money to train them and they are gone!” If you begin well and end well, you will have a business champion for life. She can very well send you your next employee as well as bring more customers or clients to your door. And that helps you grow and sustain a resilient organisation.

CEO Optimism Booms Despite Increasing Anxiety Over Threats To Growth

CEO Optimism Booms Despite Increasing Anxiety Over Threats To Growth

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A record-breaking share of CEOs are optimistic about the economic environment worldwide, at least in the short term. That’s one of the key findings of PwC’s 21st survey of almost 1,300 CEOs around the world, launched today at the World Economic Forum Annual Meeting in Davos.

Fifty seven percent of business leaders say they believe global economic growth will improve in the next 12 months. It’s almost twice the level of last year (29%) and the largest ever increase since PwC began asking about global growth in 2012.

Optimism in global growth has more than doubled in the US (59%) after a period of uncertainty surrounding the election (2017: 24%). Brazil also saw a large increase in the share of CEOs who are optimistic global growth will improve (+38% to 80%). And even among the less optimistic countries such as Japan (2018: 38% vs. 2017: 11%) and the UK (2018: 36% vs. 2017: 17%), optimism in global growth has more than doubled since last year.

“CEOs’ optimism in the global economy is driven by the economic indicators being so strong. With the stock markets booming and GDP predicted to grow in most major markets around the world, it’s no surprise CEOs are so bullish,” comments Bob Moritz, Global Chairman, PwC.

Confidence in short-term revenue growth on the rise

This optimism in the economy is feeding into CEOs’ confidence about their own companies’ outlook, even if the uptick is not so large. 42% percent of CEOs said they are “very confident” in their own organisation’s growth prospects over the next 12 months, up from 38% last year.

Looking at the results by country, it’s a mixed bag. CEOs’ outlook improved in several key markets including in Australia (up 4% to 46%) and China (up 4% to 40%), where the share of CEOs saying they are “very confident” in their own organisation’s 12-month growth prospects rose.

In the US, CEOs’ confidence has recovered. After election nerves last year, the early focus on regulation and tax reform by the new administration has seen confidence in business growth prospects for the year ahead rising significantly – from 39% in 2017 to 52% in 2018. And North America is the only region where a majority of CEOs are “very confident” about their own 12-month prospects.

In the UK, with Brexit negotiations only recently reaching a significant milestone, business leaders’ drop in short-term confidence is unsurprising (2018: 34% vs. 2017: 41%).

The top three most confident sectors for their own 12-month prospects this year are Technology (48% “very confident”), Business Services (46%) and Pharmaceutical and Life Sciences (46%) – all exceeding the global “very confident” level of 42%.

Strategies for growth remain largely unchanged on last year’s survey – CEOs will rely on organic growth (79%), cost reduction (62%), strategic alliances (49%) and M&As (42%). There was a small increase in interest in partnering with entrepreneurs and start-ups (33% vs 28% last year).

Top countries for growth: Confidence in US continues, reinforcing lead on China

CEO confidence in the US market extends overseas, with non-US based CEOs once again voting it the top market for growth in the next 12 months. This year, the US reinforces its lead on China (46% US vs 33% China, with the US lead over China up 2% compared with 2017).

Germany (20%) remains in third place, followed by the UK (15%) in fourth place, while India bumps Japan as the fifth most attractive market in 2018.

“Even with high levels of global growth confidence, business leaders want and need safe harbours for investment to secure short-term growth,” comments Bob Moritz, Global Chairman, PwC. “Access to consumers, skills, finance and a supportive regulatory environment are reinforcing leading markets’ positions, for business leaders to achieve their short-term growth targets.”

Jobs and digital skills: headcounts to increase; leaders concerned about availability of digital talent

Confidence in short-term revenue growth is feeding into jobs growth, with 54% of CEOs planning to increase their headcount in 2018 (2017: 52%). Only 18% of CEOs expect to reduce their headcount.

Healthcare (71%), Technology (70%), Business Services (67%) Communications (60%) and Hospitality and Leisure (59%) are amongst the sectors with the highest demand for new recruits.

On digital skills specifically, over a quarter (28%) of CEOs are extremely concerned about their availability within the country they are based, rising to 49% extremely concerned in South Africa, 51% in China and 59% in Brazil.

Overall, 22% of CEOs are extremely concerned about the availability of key digital skills in the workforce, 27% in their industry and 23% at the leadership level.

Investments in modern working environments, learning and development programmes and partnering with other providers are the top strategies to help them attract and develop the digital talent they need.

Impact of technology on employment and skills

While recent research by PwC showed that workers were optimistic about technology improving their job prospects, CEOs admit that helping employees retrain, and increasing transparency on how automation and AI could impact jobs is becoming a more important issue for them.

Two thirds of CEOs believe they have a responsibility to retrain employees whose roles are replaced by technology, chiefly amongst the Engineering & Construction (73%), Technology (71%) and Communications (77%) sectors. 61% of CEOs build trust with their workforce by creating transparency, at least to some extent, on how automation and AI impact their employees.

Bob Moritz, Global Chairman, PwC, commented on the findings and how they affect the global corporate landscape.

“Our education systems need to arm a global workforce with the right skills to succeed.  Governments, communities, and businesses need to truly partner to match talent with opportunity, and that means pioneering new approaches to educating students and training workers in the fields that will matter in a technology-enabled job market. It also means encouraging and creating opportunities for the workforce to retrain and learn new skills throughout their careers. As the interest in apprenticeships and internships shows, lifelong training relevant to a business or industry is critical.”

The digital and automation transition is particularly acute in the Financial Services sector. Almost a quarter (24%) of Banking & Capital Markets and Insurance CEOs plan workforce reductions, with 28% of Banking & Capital Markets jobs likely to be lost to a large extent due to technology and automation.

Threats to growth: CEOs fear wider societal threats they can’t control

Despite the optimism in the global economy, anxiety is rising on a much broader range of business, social and economic threats. CEOs are ‘extremely concerned’ about geopolitical uncertainty (40%), cyber threats (40%), terrorism (41%), availability of key skills (38%) and populism (35%). These threats outpace familiar concerns about business growth prospects such as exchange rate volatility (29%) and changing consumer behaviour (26%).

Underlining the shift, extreme concern about terrorism doubled (2018: 41% vs 2017: 20%) and terrorism enters the top 10 threats to growth. The threat of over-regulation remains the top concern for CEOs (42% extremely concerned), and over a third (36%) remain concerned about an increasing tax burden.

Key skills availability is the top concern for CEOs in China (2018: 64% extremely concerned vs. 2017: 52%). In the US (63%) and the UK (39%), cyber has become the top threat for CEOs displacing over-regulation. And in Germany, cyber jumped from being the fifth threat in 2017 to third place (28%) this year.

A year after the Paris Agreement was signed by over 190 nations, which saw countries commit to voluntary action on climate change and low carbon investment, CEOs’ concern about the threat of climate change and environmental damage to growth prospects has now doubled to 31% of CEOs (2017: 15%).

High-profile extreme weather events and the US withdrawal from the Paris Agreement have significantly raised the profile of business action on climate risk, regulation and resilience.  In China, over half (54%) of business leaders are extremely concerned about climate change and environmental damage as a threat to business growth, equal with their levels of concern about geopolitical uncertainty and protectionism.

“The higher level of concern is being driven by larger societal and geopolitical shifts rather than the dynamics of business leaders’ own markets,” comments Bob Moritz, Global Chairman, PwC. “It’s clear their mid to long-term confidence in revenue growth is tempered by threats the business world is not used to tackling directly itself.”

Trust and leadership: CEOs divided over whether future economic growth will benefit the many or the few

Echoing the theme of the World Economic Forum this year, CEOs acknowledge that we live in a fractured world. They are divided over whether future economic growth will benefit the many or the few. They see the world moving towards new, multifaceted metrics to measure future prosperity.

Bob added further insight into these developments and the issues he believes are concerning CEOs around the world.

“The higher levels of CEO concern about broader societal threats underlines how companies are navigating an increasingly fractured world. CEOs across every region and country that we spoke to recognise that the old ways of measuring growth and profit won’t work alone for the future. Particularly in the context of the Sustainable Development Goals, we’re likely to see more work developing and defining metrics that capture and communicate an organisation’s purpose in a way that is relevant to businesses’ stakeholders in the coming years.”

Examining the key challenges to trust for businesses, CEOs admit that delivering results in shorter periods of time (60%) is the main challenge. However, following this, there is a significant shift with the majority reporting higher levels of pressure to hold individual leaders to account (59%), including for misconduct. Over a third report more pressure from employees and customers to take political and social stances (38%) in public.

In the Banking and Capital Market (65%), Healthcare (65%) and Technology sectors (59%), the profile of leadership accountability was higher than average. So too were expectations in the US (70%), Brazil (67%), and the UK (63%).  High-profile debates on diversity, immigration, social inclusion and pay equity have raised employees’ expectations of leadership to engage in political and social issues, particularly in the US (51%), China (41%) and the UK (38%).

Sound of Success

Sound of Success

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As the CEO of Twin Sisters Digital Media, Karen Mitzo Hilderbrand has led the company through 30 years of dynamic changes in the music and now publishing industry. We take time to profile the success of Twin Sisters Digital Media and Karen Mitzo, looking to uncover the secrets of their success.

Twin Sisters Digital Media started out as a record label that was dedicated to teaching children through music. The company’s discography grew to the 3300 songs written, recorded, and fully owned by the twin sisters.

When Napster changed the music scene with the idea of all music being “free”, Karen knew the company had to adapt and change to keep ahead of the game. Most major record labels were out of business, and/or consolidated to the big four within a few years. During this time, in 2006, Twin Sisters shifted from only music products to becoming a more rounded educational products company servicing the retail segment. Also, they started their digital distribution with the start of iTunes.

When the same thing started to happen in the publishing industry with the expansion of the iPad and other tablets, books and children’s media were heavily also going digital – all while the traditional book publishers were struggling. At this time, Karen knew that there had to be big changes to Twin Sisters in order to make it through these times. Shutting down the publishing company in 2014, the Twin Sisters focused solely on building a comprehensive sustainable recurring revenue stream through intellectual property licensing of their content. Twin Sisters Digital Media was then rebranded and thousands of innovated products were added to the line over the course of the next several years.

The team invested in a central database of all of their content, called Pub Hub, that could easily be distributed to their hundreds of growing partners.

Their main content areas include: • Songs – (3300+) • Digital Albums – (550+) • Audio Books – (700+) • E-Books – (500+) • Video’s – (250+) • Sheet Music (100+) • Teacher Resources (1000+) • Sound Effects (200+) • Art Library (15,000+) • Photo’s (250+) • Apps (15+) • Augmented Reality Books (15+)

Keeping up with the technical changes the books are enhanced with audio, video, and animations and projects are being explored with AR and VR components to aid in the learning experience.

Customers include music streaming sites such as Spotify, Apple Music, Amazon Music and more. E-Book sites include EPIC, Meegenius, Farfaria, SCRBD, and hundreds more! Audio book sites such as Playaway and video sites such as YouTube also showcase the Twin Sister’s products. Physical products are licensed to various large publishers worldwide such as Barbour Publishing, Landoll, PBS Publishing, Bendon International, and Scholastic Asia. Endless accounts are now providing ways for children to learn on phones, tablets, smart boards, and computers.

The Twin Sisters and their staff is developing over 150 new products per quarter in these segments in order to grow all of the different digital channels. (All product copyrights are fully owned by the twin sisters in Twin Sisters IP, LLC.)

By keeping up with AR, VR, EPUB, HTML 5 and other innovations in publishing the company plans on being the leader in providing content to companies specialising in educating children.

Karen’s past experience as an Industrial Engineer brings warehousing, distribution, logistics, project management, technical and financial management skills to the organization. Her recognising industry trends and being adaptable, has helped the company succeed for over 30 years, which is why she was chosen as one of the 50 SMART Business Owners of 2017 award for Innovation.

Company: Twin Sisters Digital Media

Contact: Karen Hilderbrand

Address: 1653 Merriman Road, Suite L-1,Akron, Ohio, 44313, USA

Wellness is a Lifestyle

Wellness is a Lifestyle

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Starting as a premium loose-leaf tea company, Sahara & Co has risen from humble beginnings. We spoke to CEO Monthly’s Business Woman of the Year 2017 and President of the company, Yvonne Robertson to find out more about her company and her own success.

Three years ago, Yvonne Robertson’s resolute focus on healthy, natural and safe wellness products started Sahara & Co on the path towards the global wellness brand it has blossomed into.

The Sahara & Co Studio is located in Toronto’s fastest growing neighbourhood of Yonge and Eglinton, whereby revitalizing the area is crucial to successfully managing the influx of over 20,000 new residents who are expected to relocate to the area over the next five years. With the firm’s mission being to provide premium products with wellness benefits, there is a lot of hard work that the team have to undertake, and Yvonne alludes to this when describing how the firm plans to achieve its mission.

“Achieving our mission is more difficult than it appears, as verifiable sourcing and block chain management is difficult when amalgamating a collection of ingredients. In the very crowded and competitive market of tea blending, we take the extra steps to ensure that we are a company which we can be relied upon.”

Boasting a global presence, Yvonne describes the types of clients and customers that the team typically works with, outlining who is usually interested in its offerings. The business has risen rapidly, holding many brands in its portfolio which have spread all over the world.

“Sahara & Co may be locally run, however our appeal has grown worldwide. The blending of the ethnic cultures lends itself to diverse tastes and opportunities, and we have been inspired by the vibrancy of Toronto in the research and development of our various products. This has transpired into an international appeal and we have adjusted our product offering accordingly.

“In our short business history, we have expanded throughout North America, some parts of Asia and the Middle East under various brands: Sahara Tea luxury loose leaf teas; Sahara & Co lifestyle products, and the soon to be launched Studio Line, an affordable wellness option for everyday living.”

Regarding the competition, Yvonne tells us how the company is able to differentiate itself apart from its competitors, commenting on the relationships that the team build with customers, acknowledging that if people produce the right products then they can cater to everyone.

“Essentially, what makes us unique is our grassroots beginnings. We are local, which is not the trend. Our Mentorship Program is rare to find and we put a lot of effort into exposing young leaders. Every summer we hire three University students, and they experience international travel, sit in on trade issues and learn to apply marketing strategies.

“This experience is crucial if we want to foster a sense of entrepreneurial spirit and motivation to become a business owner. All too often there does not seem to be venues to encourage and inspire women to step out on their own and take calculated risks. My first incorporated company was in my twenties with a tremendous amount of family support. Often, I hear of apprenticeship or mentoring programs who have the students working for free, and I completely take issue with this.

“Moreover, I think what sets us apart is that we want not only the opening order but the relationship with our customer. We want our companies to succeed and we help them as it applies to us.”

Talking about the internal culture within the firm, Yvonne comments on the fact that the firm has a great working environment, with the company keeping in contact with those who leave, and that the mainly female staff all work together to produce great products and services.

“Personally, I think our corporate structure and philosophy lends itself to attract female workers. We have a strong return ratio of
university students and university graduates who keep in touch even when they have graduated from our Mentorship program.”

Ultimately, with Yvonne at the helm, there looks to be a bright future for Sahara & Co, and Yvonne signs off by commenting on the innovative and exciting new products that the firm is working on,

“Looking ahead, the future for Sahara & Co is exciting. We are currently creating new and exciting products to help bring the focus on Mental Health. In 2018, I think we will be able to launch a new line of products to help the entire family with the crisis of anxiousness and balance. However, we want to do it right so I am taking the time with our R&D.”

Company: Sahara & Co, Ltd

Contact: Yvonne Robertson, President

Contact Email: sales inquiries, [email protected]

Address: 953 Mount Pleasant Road, Toronto, Ontario, M5P 2L7, Canada

Phone: +1 647 341 4151

Website: www.saharandco.com

Pawsing for Thought

Pawsing for Thought

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Roger Morgan is the Founder & CEO of pawTree®, a novel company he launched in 2014 that now has over 1,000 sales reps providing customized nutrition for dogs and cats, delivered right to pet parent’s door. We profiled pawTree® business and spoke to Roger as we look to find out more about its services and its future.

pawTree® operates in the $69 billion pet industry within the U.S.A. The company possesses an amazing concept where the team provides customized nutrition for dogs and cats. Its flagship product is its pawPairings® Superfood Seasoning. People do not like to eat the same thing every single day, and neither do pets. However, many people feed their pets the exact same thing every single day. With pawTree® pawPairings, the parent pet can add variety at each meal by simply shaking on one of the seven varieties of pawPairings. Pets absolutely love it, and it is extremely healthy for them, offering vitamins, minerals, superfoods and antioxidants.

The other unique aspect to pawTree’s business model is that they do not sell their products in retail stores. They sell only through word of mouth, through people they call, “petPros”. petPros share pawTree® products with others within their social circles, and then earn a commission each time an order is placed. They call it, “Social Selling” and it’s part of the $38 billion direct selling industry within the U.S.A. It’s a perfect opportunity for stay-at-home entrepreneurs who love pets and want to earn a part-time or fulltime income.

Interestingly, Roger has recently served as Chairman of American Pet Products Association (APPA), while having formerly served on the boards of directors of PetSmart Charities and the Pet Industry Joint Advisory Council (PIJAC). Additionally, Roger holds an MBA from Harvard Business School, and a B.S. in accounting with a minor in music from Brigham Young University, graduating summa cum laude.

Roger provides us with an overview of the market that pawTree® operates in, as well as the company itself. He discusses how the company makes a difference to both pets and people, and that the emphasis is on improving lives, something which Roger feels the company is succeeding in with its aims.

“Some people mistakenly think pawTree® just sells pet nutrition. While it’s true, we do offer amazing pet food, treats, and supplements for purchase, that’s actually not ‘what we do’ and it’s certainly not what inspires us. What we do is make a difference in the lives of pets and people, as well as share and promote happiness. Our vision and our mission are packed full of purpose. Our vision is to create a world filled with unconditional love, where pets and their people thrive. As for our mission, it is to make such a profound difference in the lives of pets and their people that they can’t imagine going back to the old way.

“This is vital for us to show to others that we are not just selling pet nutrition, we are changing lives. Throughout the industry and the company, we are literally changing and improving the lives of pets and people. How do we do it? It all starts in the heart. This is a story of unconditional love, the love that pets give us so willingly and unconditionally, and the opportunity we have to give back to our pets, in ways that they cannot provide for themselves.”

Walking us through his career milestones, Roger tells us a little about his education, his qualifications and how he has come to thrive in his role as CEO.

“From a young age, I knew I was going to be an entrepreneur. If there was something that could be sold door to door, I most likely tried it. As a young boy, I started mowing lawns in my neighborhood. Eventually in my late teens, I had built a business which involved mowing 50 lawns each week. This helped put me through college where I got a degree in accounting because I was taught that accounting is the language of business. Knowing that I wanted to run my own company one day, I felt that knowing the language of business would be important.

“A major inflection point in my career was getting my MBA from Harvard, where the education was fantastic. For two years, I honed my business problemsolving skills. The relationships were equally rewarding, from classmates to professors, some of my closest and fondest relationships were formed during those two years. After Harvard, I joined the Boston Consulting Group (BCG), where I gained business strategy experience and during my tenure at BCG, I optimized growth strategies for multi-national consumer goods and retail organizations, including nearly two years working abroad in Paris, France. I left BCG to join Retail Products Group (RPG), a pet products company where I served as President and CEO for seven years and more than doubled the business.”

Thriving as founder and CEO of pawTree®, Roger explains more about his responsibilities as CEO, alluding to the fact that as CEO, he likes to lead by example and create a company culture in which employees are encouraged to reach their potential, and are happy to come to work.

“One of the greatest responsibilities I have as the founder and CEO, is to create a culture that will outlast all of us. This starts with hiring the right people, and then doing my best to lead by example to live the values that drive our culture. Also, I do my best to inspire each team member to perform to their highest potential. I think of myself like the conductor of the orchestra. Most of the time I don’t play an instrument; rather, I motivate, empower, and inspire others to play their respective instruments to the absolute best of their abilities. Importantly, I must add that we have an extremely talented team.”

Having been selected CEO of the Year by CEO Monthly, Roger tells us how it feels to be featured and comments on what attributes he believes he possesses, which have contributed to him being recognized in this role. It is his friendly and loving leadership style which has caught the eye, as well as his caring nature about both people and pets, in which he genuinely tries to make a difference.

“To be featured in this magazine and named CEO of the Year, I am honored and honestly feel so blessed and grateful to the many mentors and friends who have taught me and helped me to become the person and leader I am today. At pawTree®, we have five core values in our company that define our culture. The first of those values is ‘Love’. Of course, we love pets, and we also love people. The team genuinely cares about people and treats all people with love and respect.

“In my experience, love is a longer-lasting and ultimately more powerful motivator than fear; however, love-based leadership does not mean it is always laughs and smiles or that people are not held accountable, but we stick together and help each other out. I genuinely try to base all my actions in love, and I try to reward, discipline, hold people accountable, and communicate all with love as my primary motivator.”

Commenting on what he attributes to his own success, Roger explains what advice he would give to someone looking to make success similar to his own, while also giving a touching tribute to a mentor who inspired to him to succeed in business.

“Regarding what advice I would give to someone else looking to create a successful career, I would say surround yourself with great people; great mentors to help you continually learn from those who have gone before you. Also, surround yourself with a great team who you can depend on through the ups and downs of building a business.

“One of my greatest business mentors is a man named Bart Schillaci. He touched my life profoundly and I wrote a business leadership book based on the principles he taught me. The book is called ‘ One Man’s Influence ‘.”

In his concluding comments, Roger predicts what the future holds for both himself and pawTree®. He tells us what plans and projects are in store for the company, citing potential growth all over the U.S.A, while keeping an eye on potential developments in other countries which may see pawTree® expand.

“Lastly, in the first four years of business we have more than doubled nearly every year and we have over 1,000 petPros (sales reps) in all 50 states in the U.S. Plus, as a company, we still have enormous growth potential in the U.S. and also have plans to launch in many other countries. At the moment, we are at the beginning of a very exciting journey to build this incredible vision. We are literally changing the lives of pets and people, and that’s very important to me at this stage of my life and my career because I strive each day to live a purpose-driven life, and I intend to dedicate the rest of my life to helping people find more love in their life. That’s what we do at pawTree® every single day—help people feel love, which I believe is the key to happiness.”

Company: pawTree®

Contact: Roger Morgan

Contact Email: [email protected]

Address: P.O. Box 92902, Southlake, Texas, 76092, USA

Web Address www.pawtree.com

Transforming Career Growth & IT Project Performance

Transforming Career Growth & IT Project Performance

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Quickstart is the first to launch and help organizations transform IT project performance and career growth, through cognitive learning platform and multi-mode training. To celebrate their inclusion in our Global CEO Top 100 series, we interviewed CEO, Ed Sattar, to learn more about the company and his approach to leadership.

Quick start is an IT skills learning marketplace, that optimises project performance and career growth, by personalizing learning experience through online IT course subscriptions, instructor lead training, high impact mentoring and hands-on lab experience. These are used in the areas of application development, data science, cloud computing, DevOps (‘development’ and ‘operations’), IT operations and information security training. Customers range from Fortune 500 (B2B) to individual (B2C).

The company’s CEO, Ed Sattar talks us his previous roles and how he attained the position of CEO.

“I am a serial high tech entrepreneur. I started my hightech career in 1997. Since then, I have started and funded several companies and led through successful exits of couple of e-business companies. I funded and started 360training in 1999, an e-learning market place in the compliance certification training space. I funded 360factors, a governance risk and compliance software company, based on artificial intelligence. I am also a limited partner in a VC company, Moneta Ventures.

“Most recently, I acquired Quickstart.com, which was a traditional IT skills training company for 30 years. Since then, it has transformed into a game-changing cognitive learning platform company, dedicated to servicing the IT community.”

Ed then tells us more about the company itself and its all-important ongoing strategy.

“IT skills training and certification is a huge market, $5 billion global industry today. However, training and learning providers have not kept up with the needs of a modern learner. The rules of a modern learner are changing in how people learn, retain and implement. People are tired of solely IT instructor led, or just online IT training. Furthermore, there is an unstructured learning that is being consumed by employees through means such as blogs or YouTube, activities which are not being tracked or given credit to the learner. I believe that all these challenges are creating a skillset mismatch and for organization to calculate ROI on learning & development dollars spent.

“Over the past 19 years, we’ve observed how the digital landscape is changing how the modern learner engages with content. How a student learns information, retains it and then applies it is drastically different today, then it was even a few years ago. So, we’ve created a unique, proprietary instructional delivery methodology, called QS Learn and embedded it into a cognitive learning platform, called CLIPP.

“The CLIPP platform offers self-paced online IT courses and virtual instructor led courses in a library format, with hands-on labs to simulate real life problems. We’re offering instructor and peer-to-peer (P2P) mentoring, created psychometrically based assessments to measure the retention of vital information, to grow the student’s skill set and ultimately validate their expertise.

“Finally, CLIPP platform enables a learner to enter in their desired learning objectives and immediately assemble their own course, with content from multiple sources such as YouTube, ted. com, blogs, ebooks, their desktops and even their LMS. QuickStart believes strongly in personalizing IT training, so that we can convert it into a high-impact learning experience as well as building high performance technology teams and careers.”

As the CEO, Ed then shares with us his leadership style, including how he ensure that everyone in the company understands his vision and works towards it.

“Getting the entire company aligned with the vision, strategy and converting them into executable goals, KPI’s as well as prioritising projects and tasks towards those goals is one of the hardest aspects of my job, but it is also the role of a CEO today.

“My leadership style has varied, per the size of the company I have headed up. When I am leading a start-up company with employees numbering less than 50 – then I use both leadership styles – transformation and transactional. If I was forced to map out a percentage for both, then I would say that 40% is transformation and 60% is transactional.

“When I am leading a midsize company, of around 400 people, the leadership style is 70% transformational and 30% participative, with the latter being more democratic in its nature. The area where I invest more of my time, concerns vision, strategy development, culture, execution, people development as well as process, by which people can prioritise.”

Ed then reveals his future aspirations regarding leading QuickStart, including his own career as a seasoned CEO.

“I would like to see Quickstart to dominate the IT skills cognitive learning space, where we can provide customised and personalised IT learning experience and increase project performance, by developing project requirements for IT executives using artificial intelligence. “I would like to continue the path of building companies and building people. In addition, I would like to leverage artificial intelligence to create an online high school programme and offer it for free at a global level, once I retire.”

Support at the Centre of Success

Support at the Centre of Success, Study Finds

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The rise of ‘deep help’, and why today’s leaders must go beyond shallow advice and favours.

Leaders should think of helping as part of their jobs, new research from the UCL School of Management suggests. And that help often needs to go beyond the usual quick advice and favours.

According to research by Professor Colin Fisher, leaders in organisations that do complex, knowledge-intensive work often need to provide deep help—spending hours or even days assisting employees with tricky, persistent problems in their work. These findings are based on a multi-year study at a major design consultancy, recently published in Academy of Management Journal.

Along with co-authors Julianna Pillemer from The Wharton School and Teresa Amabile from Harvard Business School, Fisher suggests that deep help can play a major role in the success of projects, especially when businesses adopt flatter, more collaborative approaches to management.

“Getting genuinely valuable help can be difficult when teams are overwhelmed by the ambiguities of a project and the pressure to complete it,” says Fisher. “Addressing the most important problems often requires more than a quick conversation.

“However, many leaders still fear that deep involvement equates to micromanagement. Our findings suggest that leaders can be most effective in offering deep help if they are careful in the ways they talk about the time they spend with those they are helping, and send clear signals that they aren’t there to take over the work or to evaluate subordinates.”

The researchers found two distinct kinds of deep help. First, leaders served as “guides” when they helped project teams through an especially tricky issue by working intensely in long, tightly clustered sessions. Guiding includes asking questions, listening and looking closely at people’s work before suggesting a way forward.

Second, leaders served as “path-clearers” when they addressed a persistent problem in briefer, intermittent sessions. These sessions took the heat off of employees by doing whatever needed to be done – even more menial tasks like ordering lunch.

Fisher suggests that organisations should take several actions to promote deep help. These include giving senior employees flexibility in their schedules and making it clear to teams that managers want to help. The biggest change, though, may be encouraging leaders to consider helping as a critical part of managing in today’s business world.

Torbjörn Sjöström: CEO of Novus

Torbjörn Sjöström: CEO of Novus

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Novus is a market research and analysis company providing relevant knowledge and an understanding of why it is the way it is. We spoke to Torbjörn Sjöström as we aim to find out about the success of the company.

Novus is one of the best known market research companies in Sweden. The company operates within the Nordics region, with its customers ranging from private corporations to NGO and political parties. A versatile firm, the team provides all sorts of research from traditional qualitative and quantitative research to modern methods. Torbjörn alludes to the success of the company and explains what he believes to be integral.

“A key aspect of the firm’s success is that the focus is not on the methodology but on the output, that the research is providing a direct operational value to the client. We give an answer to what the opinion is in a certain question, and have an understanding of why the opinion is the way it is, as well as possessing the ability to give tools to clients on how to change this to create a better value for the customer.”

Being head of a successful company, Torbjörn tells us about his leadership style and describes his responsibilities as CEO. He mentions leading by example, hoping that staff will follow, and comments on that the fact that he has an open management style, allowing mistakes from employees.

“When being CEO, I try to lead by being a good example, but at the same time I focus on finding good employees and delegate as much as possible on the day to day work to my management team. The long term strategies are easy to miss when you are busy taking care of the day to day emergencies. In other words, try to minimize the day to day emergencies you have more time to look at the bigger picture. It took a couple of years to get this ball rolling, you have to keep focus on the long run and not give up every time you fail in the smaller things. But when you build a team that is based on trust and the roles are clear you get a bigger chance to not get stuck. You are allowed to make mistakes.

“Essentially, I do not follow any management styles, I more keep applying my acquired knowledge about psychology, the drivers, and also try to give the right amount of push to get people to go in the right direction. But it may be a combination of guilt and praise.”

Freedom is a common theme within Novus, as Torbjörn keeps referring us back to the freedom that staff have. He is keen to highlight that he takes responsibility for what services the company offers, and also protects his team when he has been criticised.

“Freedom under responsibility. You do your best and you get every support from the organisation. You are allowed to fail, if you try. The team is everything, you cannot do it best alone. I am protecting my company and team. I take responsibility for the things we do and I am the one fighting if we get criticised. However, at the same time I expect everyone to do their best.

“Moreover, our clients expect us to provide knowledge. Our core business is to provide the correct answer to every question, and an explanation to why that is the answer. We use our tools and skill as professional researchers. In that sense, it is very important to do a good job. But it is also important to know that you are not sacrificed if we get criticised. You cannot do a good job as a researcher if you are afraid to be criticised.”

Lastly, in his concluding comments, Torbjörn predicts what the future holds for both himself and Novus. He is excited about the company going forward, and he believes the research that the company does will become vital and integral to not just the success of Novus but also to its clients and partners that it deals with on a constant basis.

“Ultimately, we are making knowledge great again. In a fast paced digital world, our research will be even more valuable than ever. You cannot afford to guess. Also in this digital world, the collective knowledge is often the truth, not the hard facts. If people think the housing prices will go down it will go down. Novus core business is providing the collective knowledge. And the winner in any industry is the one understanding the collective knowledge.”

Contact: Torbjörn Sjöström

Contact Email: [email protected]

Address: Novus Group International AB, Saltmätargatan 7, Stockholm, 113 59, Sweeden

Phone: 046 8535 25820

Website: www.novus.se