News Archives - Page 14 of 53

Professional Services Success

Posted on March 10, 2021 | by Akeela Zahair

The role of financial services has become incredibly important to the UK economy over the years. The team at Sanne are regarded as the global leaders in servicing the alternative assets industry. As such, we took a closer look at the firm’s CEO, Martin Schnaier, whose work has seen the company become the pre-eminent FTSE 250 listed business in its sector, to understand how it has achieved such astonishing success.

Since being founded in 1988, Sanne has rapidly evolved as an organisation. What was once a small company, focused on local issues has grown into an international firm, which employs over 2,000 professionals across 22 locations globally. The group administers structures and funds in excess of £500 billion, delivering tailored professional services to a highly valued institutional client base.

Leading the company is Martin Schnaier. Having joined Sanne in 2011, it’s his dedication and focus that has guided the firm through a sustained period of success. The strategy is very simple, to focus on expertise and quality and build a superb reputation in the industry. Acquisitions and technology are also a core part of the growth strategy. Sanne have completed fourteen deals since its IPO in 2015 and have implemented innovative technology, disrupting the landscape for private fund administration.

Martin was appointed as the company’s CEO in 2019 and throughout his tenure, Sanne has experienced rapid change. Setting Martin apart, and in turn Sanne, is his capacity to lead and inspire a global firm. Martin’s ability and willingness to communicate with all levels of the company has created a community feel amongst employees based worldwide.

Sanne is a youthful and socially aware organisation that is passionate about the investment industry that it serves. This culture of responsibility manifests itself in many different ways that employees are immensely proud of. Sanne recruits and retains the very best talent in the industry, enabling teams with technical solutions that empower better decision making and quality of communications. They are delivering a sustainable growth business that exceeds expectations by providing tailored expertise to a higher standard than anyone else in their sector.

Sanne is defined by a culture of exceptional service, developing long term relationships to enable their clients’ success. They play an increasingly important role to the asset management community as it continues to evolve, standing for professionalism, innovation and quality. It is their commitment to service that means that they remain one step ahead for their clients and employees A culture of resilience underpins Sanne’s service model, which has been successfully tried and tested throughout the global pandemic.

Innovation lies at the heart of Sanne and Martin describes 2021 as ‘the year of innovation’. Celebrating fresh thinking and new ideas an entrepreneurial approach is welcome. High on energy and team spirit – Sanne are a professional, agile and connected business, using their expertise to be the best they can be.

One of the most recent successes is Sanne Spotlight. This is the brand name of the firm’s portfolio and data analytics platform developed in collaboration with their strategic partner, Colmore. This partnership has accelerated their ability to deliver real time access and insight to multiple alternative asset classes. Sanne are building the future technology of private markets for investors and fund managers.

Another strand of innovation that has been developed is Sanne’s first ever digital worker, Lucas. Rolled out in late 2019, the AI bot has been taught to work on credit control functions. Essentially, Lucas performs repetitive tasks and then presents results to Sanne’s human colleagues, who make value added judgements. Whilst still early on, clearly there is a tremendous opportunity here to further improve efficiency and mitigate operational risk in the business.

In short, Martin continues to lead Sanne during an extraordinary period of growth and expansion. His ambition is to be the very best they can be. It’s a credit to his leadership that Sanne’s employees have been able to deliver uninterrupted, quality client service under the most extraordinary conditions.

For further information, please contact Martin Schnaier or visit www.sannegroup.com

“The Tattooed Tycoon” – Revolutionary Business Mentor

Posted on March 10, 2021 | by Akeela Zahair

Commonly known as The Tattooed Tycoon, Glenn Flashman has had quite the career over the course of more than thirty years. From joining the British Army straight from school, to working hard in London as a Project Manager and Investment Advisor, to being made redundant and rising again to even greater heights than before, Glenn’s journey has been one to remember, but he’s not done yet. Discover how we at CEO Monthly have recognised the ongoing work of The Tattooed Tycoon by awarding him the title of CEO of the Year 2020 – The United Kingdom.

Starting his professional life in the British Army over thirty years ago, Glenn Flashman soon entered the world of business as he embarked upon the City of London. Having earned the title of The Tattooed Tycoon, Mr Flashman worked in the capital as a Project Manager and Investment Advisor, before eventually rising to the role of Chief Operating Officer (COO) at a predominant European dotcom. As well as his experience working in a professional capacity, Mr Flashman also studied hard to gain recognition through an MBA and PhD. However, it turned out to not be enough to save him redundancy several times. Yet, despite these redundancies that he experienced throughout his professional career, they were not enough to keep this outstanding leader down and out for the count. Instead, he picked himself up, dusted himself off, and vowed that he would never work for anyone else ever again, whilst also helping others achieve the same goal of independence and freedom.

Now, three decades after starting his career, Mr Flashman has a wealth of experience, knowledge, and understanding at his disposal, as well as several businesses that have failed, been sold, or are still owned. Where Mr Flashman’s passion truly lies is in his multi-award-winning tattoo studios that are scattered across the United Kingdom. With plans to take the American and European markets by storm in the future, Mr Flashman is currently heading up Tattooed Tycoon Ltd. As part of his work as CEO here, Mr Flashman partners with a team of revolutionary thinkers and content creators to break new ground in leading the way with dynamic business mentoring on a group and one-to-one basis.

When working with his customers at Tattooed Tycoon Ltd, Mr Flashman often asks them one simple question: what one thing would they like help with, or to increase? Very often, the answers involve increasing numbers around customers, money, followers, interactions, or other facets to running a business in the modern world. With almost thirty years’ experience as an entrepreneur, and the last ten of those being in the tattoo industry specifically, Mr Flashman can help his clients increase their customer numbers, create a brand and signature style, create an impressive and meaningful marketing plan, and offer advice regarding a financial security plan.

In essence, Mr Flashman’s work as the Tattooed Tycoon is all about doing more than just increasing a social media following. It’s about engaging with customers and creating something that they can get behind in terms of a message, brand, or signature element, and it does so in a way that offers a one hundred percent success rate in taking a business to the next level. One of the three mentor programs that Tattooed Tycoon offers reveals the specific strategies that can be used to attract floods of customers, attain a wealth of referrals, and build a business that is successful in the long-term. These proven strategies are designed to completely re-think a tattoo business, give clients the cutting-edge strategies that actually work, help clients enjoy sustainable growth regardless of competition, legislation changes, and other factors, and enable clients to give the very best in customer service.

Ultimately, Mr Flashman’s career has been a truly excellent one, and one that showcases the power of not giving up. No matter what has come his way, Mr Flashman has always found a way of making his situation better, and now he is in a place where he makes situations better for lots of other people, too. In a world where it pays to be different, this outstanding CEO helps his clients do exactly that, and he deserves every recognition for that effort.

For further information, please contact Glenn Flashman at www.tattooedtycoon.com

Building A Better Future

Posted on March 9, 2021 | by Akeela Zahair

Property development does not stand on its own. Regenerating communities is equally important to the success of a property portfolio. This is not only the understanding of Michael Pemberton, but the way in which he has built a vision of success. We take a closer look at how his passion for sustainable building practices and upholding a low carbon agenda has brought him and the team at Building Extraordinary Communities (BEC) to new heights of success.

At BEC, property development is only part of the equation. Pushing the team forward is a passion for people. From small, rural communities to the issues facing society at large, when the team at BEC are involved in a project, these factors are top priority. The aim is to create a space where perpetual regeneration can improve regions, with low carbon and exceptional social outcomes.

Leading the way forward is Michael Pemberton. With an impressive background as a multi-award-winning, strategically and entrepreneurial-minded senior executive with vast experience in public, private, third sector and non-government organisations, it’s little wonder he has been able to guide BEC to its current success. Since joining the organisation in February 2015, Mr. Pemberton has watched the business go from strength to strength in the property sector.

The passion for people that has made BEC into such a successful firm is reflected in the passion that Mr. Pemberton has for teams. His interest in building, growing and improving the performance of staff, and therefore their businesses, is what has driven him through his long career. With what he describes as visionary leadership, that advocates a hands-on, lead-by-example approach to teamwork, Mr. Pemberton inspires people to achieve the very best they can. Working across a diverse array of sectors, in domestic and international markets, it’s clear that the way in which he works can be applied with incredible results.

Mr. Pemberton’s aptitude for leadership first came with a stint at Woolworths. He worked for eight years as a regional business development manager in the south east, and he spent the latter two years of this period with Oxygen Learning Sydney as an executive coach and facilitator. In this position, he was able to work with companies and individuals worldwide to support growth, development, learning and personal fulfilment.

In 2000, Mr. Pemberton spent nearly a decade as an officer in the British Army. Here, his leadership skills were honed and tested as he led teams as part of a highly pressurised supply chain. During this time, he also served as international operations director for the NAAFI. This role allowed him to lead this international business in the delivery of welfare to HM Forces, dependents and local civilians. When this role ended in 2007, Mr. Pemberton became the managing director of National Car Parks Ltd, a branded support service business.

2010 saw Mr. Pemberton move on from his position in both this business and the army, for a path that offered him a direction he was keener on. The result was Peppermint Parking, his own firm. He also took up a role as head of commercial strategy, development and implementation for the retail and catering division of The National Trust. His position as MD of Peppermint Parking lasted until 2012, and he left his role at the National Trust a year later.

Naturally, a passion for people meant that Mr. Pemberton continued looking for role that offered him the opportunity to work with different organisations, while also moving business and enterprise forward. To this end, he began to undertake contract work under the self-employed title of Pemberton Consulting, with his first role being with Westmorland Family where he worked as an executive consultant. The job was complex and the responsibilities numerous. The family-owned commercial centre and visitor attraction business needed repositioning to achieve greater success.

While not an easy position to take on, it was a challenge to which Mr. Pemberton rose with glee. With facilities including operating restaurants, cafes, bars, multi retail, a cinema, gallery, theatre, lecture studio, four conference rooms, two exhibition halls, a fuel station and an adventure play area, there was a lot to consider. It was just over a year before the work was completed and he moved onto equally difficult circumstances with HS1 Ltd in 2014. Here he used his own personal experience with parking to review the current carparking offer across the business, alongside a full review of the contract with the operator. From this work, Mr. Pemberton was able to design, build and deliver new parking strategies that maximised return on space and customer satisfaction.

When Mr. Pemberton stepped into his current role of BEC, it was with all of these experienced behind him. He is a man who has lived a life full of interest, working with a vast range of people across numerous industries. It’s this ability to work with others, to get the best out of them that he brings to his current role. As you will have noted, Mr. Pemberton often takes on multiple roles at once, and this has not changed over time. Currently, he is a director at Derwent Forest Development Consortium, offering his expertise to those who are delivering a landmark development at Derwent Forest, West Cumbria. He is also chair of the board of trustees for the charity AgeUK West Cumbria.

When people think of CEOs, they should think of the way in which Mr. Pemberton inspires others, in which he brings the best to the fore. They should think of the way in which he simply cannot stop working, always looking to improve and make things better. It’s inspiring leadership that guarantees success for businesses and their teams for years to come.

For more information, please contact Micheal Pemberton at www.discoverbec.com

A Matter of Management

Posted on March 9, 2021 | by Akeela Zahair

Everyone’s wealth is different, and the best planners of these services create a system that is entirely bespoke. The team at Century Private Wealth, led by CEO Madhur Kakkar, has made its name in providing new levels of success for its investment clients. Named as CEO of the Year, 2020 – the United Arab Emirates for his work at this loyal asset management firm, we take a closer look to find out more.

Based in the Dubai International Financial Centre (DIFC) and regulated by the Dubai Financial Services Authority (DFSA), it’s clear to many that the ideal people to entrust with your financial future are the talented team at Century Private Wealth. Under the staunch leadership of Madhur Kakkar, the firm has gone from strength to strength, leveraging his long service in the industry to deliver a world-leading service.

The goal of the team has always been to provide an experience that is above and beyond the norm within the industry. Working with a mix of professional clients, institutions & private individuals, those working at Century Private Wealth have always placed a high value on the relationships that they’ve developed and cultivated with clients. Their care is the foundation of the firm’s overall success.

The long experience of Mr. Kakkar has been a boon to the firm, with his fourteen years of expertise in the banking, financial markets and services sector allowing him to tackle any challenges that might occur. Before he joined the team at Century Private Wealth, he worked across many global banks in the region, managing multiple teams of wealth managers and ensuring profitability of regional branches and cost centers. These skills have been invaluable to the firm, as he focuses on the direction of the business, and how it grows across business verticals and geographies.

The challenge, of course, is keeping the work that the team do as simple as possible in a complex industry. Clear understanding is key to client satisfaction. The team take the time to ensure that their products and processes have been designed in such a way as to be easy for anybody to comprehend. Some firms offer services that are opaque, but everyone that Century Private Wealth offers is designed to be as transparent as possible. The team reserve from proprietary trading or entering into positions that will benefit their balance sheet. The focus is always on the client, and achieving results that clients are happy with in every way why people continue to turn to the team for their expertise.

The team at Century Private Wealth are proud not only of their heritage, but their ability to shape the future of the investment industry through their exceptional work ethic. The company lives on its bedrock values of stability, honesty, trust, quality, transparency and privacy, operating in the belief that as more businesses take on this approach, the industry as a whole will improve.

Needless to say, the work of Mr. Kakkar has not just been on developing the firm to reach the point it is currently operating at, but on creating plans that will enhance the business in the future and the business as a whole. At the heart of these plans is the desire to ensure that what Century Private Wealth offers clients in the UAE is the best that it can possibly be. The team are understandably passionate about their work, which is shown by their clear commitment to deliver excellence in every respect.

For more information, please contact Madhur Kakkar at Century Private Wealth.

Software CEO Seals Success

Posted on March 9, 2021 | by Akeela Zahair

Established in 2008, Igloo Software was designed to be a solution that helped companies move beyond traditional intranets, instead embracing the world of inspiring digital destinations that improve communication, knowledge sharing, collaboration, and culture. In the thirteen years of business that Igloo Software has been going, the firm has built over ten thousand digital destinations for clients in more than eighty countries. The leadership provided by CEO Mike Gaburo has helped steer Igloo Software into a position of great success, and we now take the time to profile Mr Gaburo as CEO of the Year, 2020 – The USA.

2020 saw the world radically shift in terms of working environments. Businesses were forced to move things online and workforces had to adapt to working from home in areas where the impact of COVID-19 was most harshly felt. As a direct result of the working from home environment that was accelerated by the virus pandemic and subsequent lockdowns that followed around the world, organizations had to find a better way to work. That is where Igloo Software comes in. Igloo Software has always sought to move beyond the traditional confines of workspaces of today, instead choosing to build digital destinations where people can benefit from improvements to all current working relationships. Whether it be increased levels of communication, knowledge sharing, collaboration, or culture, Igloo Software does not just provide the technology, but it also offers best-in-class services and support to ensure success for every customer. In essence, Igloo Software helps organizations improve productivity and engagement by implementing secure and scalable digital workplace solutions that integrate with popular enterprise applications and tools.

There are three core aspects to the service provided by Igloo Software that matter most to the firm: collaboration, innovation, and achievement. Each of these areas represents a different area of focus for the team at Igloo Software. For instance, the collaboration focus ensures that everyone is working towards the same goal, and places great emphasis on the fact that everyone’s expertise and effort is appreciated. However, the focus on innovation means that Igloo Software is constantly improving its product and exploring new ways to solve its customers’ problems. Achievement is done collectively, and the firm supports its employees is reaching their goals alongside each other and the company. As important as it is for a firm to have excellent goals and a focus, leadership is another area in which Igloo Software excels.

Mike Gaburo is the CEO of Igloo Software, and he brings with him an abundance of executive leadership experience that is second to none. In his role as CEO, Mr Gaburo is responsible for every facet of the business, and his ability to deliver success across all of these facets is exceptional. With more than a quarter of a century of executive leadership experience, fifteen years of which has been spent leading software businesses, Mr Gaburo has a proven track record in delivering great results for customers, employees, and investors alike. Prior to joining up with the established team at Igloo Software, Mr Gaburo held another CEO role at payments fintech firm Brightwell. There, he led the transformation of the company’s product offering and a rejuvenation of its go-to-market efforts, resulting in a quadrupling of the firm’s user base and revenue.

Having the right leadership at a firm is just as important as having the right software products and collective goals. Ensuring that everyone is focused on the company task at hand, Mr Gaburo has transformed Igloo Software into a corporate force, and one that is incredibly relevant now more than ever. With businesses seeking new and better ways of working, Igloo Software stands as a beacon of brilliance thanks to the tireless efforts of its outstanding CEO, Mr Mike Gaburo.

For more information, please contact Jason Hahn at www.igloosoftware.com

Lighting Up the Traffic Industry

Posted on March 8, 2021 | by Akeela Zahair

When driving in the United Kingdom, or most other places in the world, one of the most common things that is seen on the roads is traffic lights. That ever-present combination of green, red and amber lights has played a vital role in the lives of drivers everywhere, but there is one firm to thank for the abundance of safe traffic light systems on the road: SRL Traffic Systems. At the head of the firm is CEO Richard Tredwin, and we take a closer look at his excellence in this issue of CEO Monthly following his achievement of the title of CEO of the Year, 2020 – the United Kingdom.

SRL Traffic Systems Limited is home to the largest fleet of portable and temporary traffic signals available in the United Kingdom, and also provides equipment as an essential service across the country in a market with limited cyclability, underpinned by regulatory and safety requirements and multifaceted growth drivers. Today, the SRL Traffic Systems business comprises of four key divisions: equipment hire as a service, manufacturing / technical, Urban 64, and intelligent transport systems. Each division delivers something unique and exceptional to the business as a whole, but it is the oversight and leadership of CEO Richard Tredwin that has engineered such resounding and repeatable levels of success for SRL Traffic Systems.

For more than two and a half decades of his professional career, Mr Tredwin has served in a wide variety of leadership roles within a multitude of business both in the United Kingdom and further afield. Mr Tredwin’s previous roles include working as CEO, CFO, Company Sec., NED, Investor, and Shareholder within a number of different entrepreneurial, privately-owned and private equity-backed diverse business, with head offices and teams based all over the world. Mr Tredwin has proven throughout his professional career that he is more than capable of working with teams anywhere in the world, and his leadership style allows him to constantly generate success and value for the businesses he works for.

A commercially and operationally focused individual, Mr Tredwin brings a hands-on style of leadership to his work with his teams. Together alongside them, Mr Tredwin’s teams have always gone from strength to strength under his tutelage and guidance. In the years since first stepping into leadership, he has grown, acquired, and sold businesses, driven and managed change, led large-scale challenging business turnarounds, raised debt and equity, and much more whilst also optimising tax structures and delivering material value for company directors and shareholders alike. His demonstrable ability to influence at all levels brings confidence and capability to his teams, as well as strategic awareness, enthusiasm, and a resilient nature that is imbued with high moral integrity and loyalty.

In his role at SRL Traffic Systems, Mr Tredwin has ensured that his management and operation team adopt a very hands-on approach to running the business also. Their passion and commitment to the traffic management industry has made the firm what it is today, with 170 employees, 140 specialist vehicles, 29 strategic depots (UK and Republic of Ireland), future-proofed technology, and significant investment in quality, reliable, and easy to use products coupled with outstanding customer service. SRL Traffic Systems has been instrumental in shaping the portable traffic signal market in the United Kingdom. The team at SRL Traffic Systems brings knowledge and expertise to the business, and Mr Tredwin is a key part of that.

The success that SRL Traffic Systems has had, and continues to have, is built on a mix of reliable and quality products, and a great group of individuals spearheaded by a leader who is truly outstanding. With a point of contact conveniently located in the client’s region, there is always an SRL Traffic Systems expert on hand to help with any need when it arises. Mr Tredwin has cultivated the perfect atmosphere of success, and his vast wealth of experience will surely see SRL Traffic Systems hit even greater heights in the years to come.

Mr Tredwin, is very proud to see that SRL has just featured in the North West Insider Growth 100.

For more information, please contact Richard Tredwin at www.srl.co.uk

Breaking Barriers in Real Estate

Posted on March 5, 2021 | by Akeela Zahair

Platinum Premier Global Equity (PPGE) is a minority-owned, U.S.-based, private equity firm that bridges capital from around the world for projects in growth-oriented cities and industries, with a core focus on real estate. Working in such a complex field, long-term relationships are at the heart of the business, and that falls on the shoulders of CEO, Mr Zameer Upadhya. For his outstanding work, Mr Upadhya has achieved the title of CEO of the Year, 2020 – the USA in this latest issue of CEO Monthly Magazine. Join us as we examine the work of Mr Upadhya and his firm to find out just why this business leader is so deserving of this success.

Growing up on the not so glamorous side of North Miami, Florida, Mr Upadhya quickly learned that the relationships he built made the difference between surviving his walk home from school or not. Building and having roots in the community gave him a sense of protection and support that encouraged him to grow from an inner-city kid to a Global Private Equity firm’s CEO. This sense of community connection was influenced by his paternal grandfather (“Dada”). In 1972, Mr Upadhya’s paternal grandparents were exiled from Uganda by Idi Amin. Overnight they became refugees in a foreign land with no other family or friends. Dada quickly built deep relationships to help him navigate a new world and set up his family for survival and success. Mr Upadhya recalls that at his grandfather’s funeral, a few hundred people from all walks of life ranging from community leaders, to successful business persons, to the custodial staff that cared for him at the hospital on his last days. This reinforced Mr Upadhya’s lessons that his grandfather and parents had imparted upon him that building sincere relationships through service to others was the true mark of success.

The story of PPGE is rooted in this lesson on relationships. Mr Upadhya had built a successful wealth management firm that had as its clients mostly affluent minority executives, physicians, and entrepreneurs. As the firm grew, several clients started to ask for alternative investments to equity markets with a keen interest in real estate. One of the clients that approached him was also a close friend who shared his frustration that he could not find trusted alternative investments. He was a successful minority physician, yet he still did not have access to quality real estate investments. Mr Upadhya realized that there was a significant gap in access to such investments for people of colour. Further, he realized that many successful women also did not have access to generational wealth type investments. Thus in 2016, Mr Upadhya and a few of his trusted and close friends started the company with the mission to democratize access to wealth creation. In short, it aims to diversify the colour and genders of money. In less than four years, PPGE has invested in $225mm USD of real estate investments in Seattle and throughout Texas.

Setting Themselves Apart

In an industry-led by larger established corporations, Mr Upadhya and his team broke many barriers to entry. They did this by taking the first year to invest solely in relationships with investors, real estate developers, family offices, and institutions that were looking for a different approach to such investments. Early in his career, a mentor of his shared that to build trusted relationships, “I have to see you, to know you, to trust you.” They did not make their first investment for about a year as they built out these deeper connections. Under his leadership, they have built relationships from Houston to Dubai to Singapore that have turned into trusted partners and investments.

Most of the projects that PPGE invests in are because of the relationships that have been cultivated over time, and thus are deals that are not traditionally found on the open market. Whilst this can take quite a bit longer as a process, it enables PPGE to make investments in deals and partners that share the firm’s core values of Trust, Transparency, and an Unrelenting Commitment to Excellence. Trust and transparency, matter because PPGE deals with people’s hard-earned money and investors are rely on the firm to complete a high level of due diligence on projects and partners alike. Trust is very delicate, and thus excellent execution is a must for that trust to continue.

Success has undoubtedly come for PPGE over the last four years. Much of it can be attributed to the firm’s genuine commitment to authentic, long-term, and focused relationships courtesy of Mr Upadhya. He and his team are not just looking to make a quick buck on one project. The firm’s goal is that the partners will be with the firm for decades to come. Mr Upadhya’s deep focus on relationships is not only vital from a financial standpoint, but also ensures that everyone can stand together in storms such as the ongoing COVID-19 pandemic. Unity and dedication has seen Mr Upadhya and his team at PPGE withstand many a storm, and come through it with clients happy on the other side.

As far as Mr Upadhya’s leadership goes, it continues to drive the business’s success almost as much as the nature of his work itself. His parents once told him that “If you did nothing wrong, then you have nothing to worry about.” It is this ethos that drives the company culture that Mr Upadhya puts into place at PPGE daily. At the heart of everything that this outstanding CEO oversees is the drive to do what is right for the investors and development partners. Mr Upadhya leads decision making by the question of “What is the right thing for the investors and the partners?” Answering these questions is a crucial part of the company culture, and lead into the core values of trust, transparency, and excellence.

Breaking Barriers

All this success is not to say that PPGE and Mr Upadhya have not experienced their fair share of challenges over the years. One of the challenges that the firm faced early on in the business was, in Mr Upadhya’s own words, “the look of the team”. A minority-owned firm in a predominantly white male-driven industry was met with uncertainty at first, and some potential investors even went as far as telling Mr Upadhya that his co-founder should not present pitches due to the colour of his skin. Undeterred, Mr Upadhya and Mr Chambers presented together, with their talent and professionalism shining through the lens of bias and prejudice, they earned the investors trust. As PPGE pushes forward with its mission to diversify the colour and gender of money, it will continue to face hurdles of access, but its commitment to each other, its investors, its partners, and the mission enable it to blow through any obstacle that comes its way.

It’s about the team

Every good leader knows that they are only as good as their excellent team surrounding them. PPGE’s success and the success of Mr Upadhya himself is genuinely due to his team. Mr Upadhya has surrounded himself with diverse and exceptional talent that help to break these barriers. There is no way that the company could grow to be a global private equity firm in such a short time without the team or Mr Upadhya’s excellent leadership. Their hard work, dedication, and commitment to excellence is what sets the firm apart.

Overcoming Challenges

Whilst 2020 was a challenging year for many businesses worldwide, PPGE took the global pause to grow and develop internally. It brought in a business coach that helped the team with leadership and communication development. This internal work has brought the team closer and even more committed to the purpose and future. During this slower period, Mr Upadhya and PPGE also doubled the communication with investors and partners, thereby deepening the relationships. Heading into 2021, the firm has investments in a medical office plaza, office park, and multi-family apartments lined up.

Ultimately, the global pandemic of 2020 has impacted so many people. Many have lost family and friends to the pandemic, and global economies have been decimated. One of Mr Upadhya’s favorite quotes is “Within every difficulty lies opportunity” by Albert Einstein. Mr Upadhya continues to strongly believe that there is an opportunity to come in this, and the world can come out of this pandemic in a better place as a global society. Mr Upadhya’s leadership has successfully guided PPGE through one of the most financially difficult times in modern history. Continued success is sure to be on the horizon, or as Mr Upadhya loves to say, “have faith, success is imminent.”

Hospitality Firms Hope For a Summer Boost With Relaxed Covid-19 Restrictions

Posted on March 4, 2021 | by Akeela Zahair

More than three quarters of smaller hospitality firms are confident of a boost to their business in the summer if lockdown restrictions are relaxed, according to a new research conducted by Recognise Bank, UK’s newest SME business bank. The sector leads the way in confidence amongst the UK’s SMEs, with overall two thirds of all small businesses hoping for a seasonal trading uplift.

The research comes hot on the heels of the Prime Minister’s announcement of a roadmap to freeing the UK of coronavirus restrictions by the summer. If everything goes to plan, all legal limits on social contact will be removed by 21 June, with many retailers and hospitality venues enjoying more freedom from 12 April.

However, smaller businesses are also expecting to have to spend more money to get themselves ready for the summer: a total of 73% of hospitality businesses plan to invest in PPE and protective measures for their staff and customers ahead of re-opening, compared with a total of 45% of all SMEs surveyed.

While hospitality firms are confident, Recognise’s research found that many still have some niggling doubts: 67% are worried about keeping their employees and customers safe, 61% fear COVID-19 restrictions will still be in place and could hamper business, 30% are concerned that customers will be too worried to return, while 27% are concerned about replacing customers lost during lockdown.

Jason Oakley, CEO of Recognise Bank, said: “Our research reveals just what a complex situation small business are currently in. They are clearly confident and looking forward to getting back to business in the summer, and trading will bring a much-needed boost to many firms that have had their income reduced due lockdown and COVID-19 restrictions.

“However, they also know that re-opening brings its own challenges, particularly for hospitality firms. Will people feel safe enough to return to restaurants, cafés and pubs, and how can they ensure their employees and customers remain safe? Whatever happens, it is clear that if businesses are going to be able to trade this summer, they are going to have to invest heavily in additional PPE for staff and increased protective measures for their premises at a time when money is already tight.”

Recognise’s research also found that of those hospitality businesses planning to invest ahead of the summer: 21% hope to borrow from their bank, compared with 13% of all SMEs; 18% will turn to government loan schemes, compared with 14% of all small firms; while 15% will use their cash surplus, compared with 14% of all SMEs.

Recognise surveyed the bosses and decision makers of 500 SMEs across the UK. Its research found:

76% of hospitality firms are confident of a summer boost to trade if COVID-19 restrictions are lifted or reduced, compared to 67% of all businesses surveyed
73% of firms in the hospitality sector plan to invest in PPE or protective measures for their staff and customers, compared to 45% of all SMEs
Other planned investment ahead of the summer includes:
- Employing extra staff or getting staff numbers back to normal – a total of 51% of hospitality businesses compared with 38% of all SMEs questioned said they would consider employing extra staff/get staff numbers back to normal.
- New products and services – 39% of hospitality firms compared to 23% of all SMEs were looking to introduce new products and services.
- Increased promotional activity – 27% in the hospitality sector and 19% of all businesses were looking at increased promotional activity in the summer.
SMEs have several concerns over whether they’ll experience a summer boost, including:
- Keeping employees and customers safe – a total 67% of hospitality firms compared to 44% of all SMEs were worried about keeping employees and customers safe.
- Being able to trade because of COVID-19 restrictions – 61% of hospitality firms against 37% of all small businesses were concerned about being able to trade because of COVID-19 restrictions.

Customers will be too afraid to return – 30% of hospitality businesses compared to 20% of all firms are worried that customers will be too afraid to return.

Returning to work spring 2021

Posted on March 2, 2021 | by Akeela Zahair

The 5 things businesses should do to safeguard employee health

As businesses prepare to return to working in large scale offices and face to face meetings they need to fully consider the health and safety of their workforce. It is more important than ever to have a responsible testing procedure in place to predict and respond immediately to the changing landscape.

Simon Checkley, CEO, The Regenerative Clinic, says; “There is much to be optimistic about in the coming months, but businesses should be realistic that risks still remain. There is a balance to be made in re-activating your teams, having face to face to meetings, and in returning to the social working norms that are so productive and often enjoyable for staff. Businesses also have a responsibility to protect employee health and ensure that their teams are properly defended against exposure to the Covid19 virus.”

As offices begin to welcome workers back, and as those workers increasingly connect both in and out of the workplace, outbreaks of the Covid19 virus may still emerge in clusters. Employers should plan to limit the impact of these outbreaks by operating a responsible testing procedure.

The most important 5 steps for returning safely to work in spring 2021 include:

1. Responsible testing procedure

Although the NHS testing provision is now excellent for people with symptoms, or exposure to the Covid19 virus, your employees who display no symptoms may not be eligible for Covid19 testing.

A responsible testing procedure within your organisation will ensure that you are in control of any spread and give you the confidence and data to operate a Covid19-free workplace. It also shows a responsible attitude to your employees and communicates your care for their health.

You should only use approved tests with results interpreted and acted on in line with government guidance. You can test employees for presence of the virus prior to re-entering the workplace as part of an ongoing programme to detect and respond to cases and minimise transmission.

2. International travel

Depending on your business there may be a requirement for international travel to carry out tasks which are deemed to be essential. Currently travel is not generally permitted. However, where there are essential reasons for travel then staff may be allowed and may need a ‘Fit to fly’ certification. If your destination requests a Fit to fly certification then this requires a medical consultation and Covid19 test before you can fly. Other destinations may require a negative Covid19 PCR swab test taken 24-48 hours before departure. If an employee is traveling on behalf of your business then you should organise this for them.

3. Visitors to your workplace

If you are welcoming visitors into your workplace then you should ensure that following strict government guidance on mask wearing and social distancing is adhered to. This is both for the visitor and your employee. You may use questionnaires asking visitors to state any contact or symptoms that they have had. It is well recognised now that asymptomatic and pre-symptomatic spread are drivers Covid19. Businesses should consider using private testing that follows government guidelines and also the NHS track and trace app.

At this time there is no advice from the government giving special provision to those who have had the Covid19 vaccine.

4. Government guidance

The government continually updates guidelines for “covid-safe workplaces”. You should ensure that someone at your workplace is regularly checking any government updates to be sure that you continue to comply from a legislative standpoint. The government breaks down its guidance into specific sector types so that you can better understand the issues that might affect your business particularly. For more specific advice please visit: https://www.gov.uk/guidance/working-safely-during-coronavirus-covid-19

5. Internal communications

Every business if going to have a view on what is right for them culturally. Some businesses will return to work flexibly giving their people the opportunity to work from home on a more permanent basis. But that is not right for every company. There are tangible issues around production and manufacture to consider, plus the loneliness of remote working is also not productive for all workers.

Looking after your staff’s general wellbeing and keeping in touch with staff is very important. You should show concern for their physical and mental wellbeing whether they are in the office or working remotely. Facilitate a culture of holistic care by encouraging them to take time away from their desks, create walking meetings, and encouraging physical activity, and a good diet.

Employers should also consider giving employees enough space at work to socially distance themselves from each other.

An open dialogue with employees is crucial to making all team members feel safe and well looked after as we transition into the next phase of our new ways of working. In all likelihood the need for testing and flexibility will continue in some version for the next 12 months at least.

The Regenerative Clinic, Europe’s largest centre for regenerative medicine based in London’s Harley Street Medical Area, has its own Covid-19 testing facility with a 24 hour on-site laboratory. It also has a standalone clinic in Manchester Piccadilly.

Further information for employees and employers can be found at https://www.theregenerativeclinic.co.uk/

Health & Hygiene for Corporate CEO

Posted on March 1, 2021 | by Akeela Zahair

Health is incredibly important for everybody on the planet. Whether it is maintaining their current health, or working towards a goal that can help them to lead a healthier lifestyle, it is a core part of our lives that we all need to take care of. In this issue of CEO Monthly, we take a closer look at James Michael Lafferty and his work as the CEO of Fine Hygienic Holding. Mr Lafferty has won the title of CEO of the Year, 2020 – the United Arab Emirates, so join us as we unveil more about why he is such a deserving winner and what work his firm carries out.

First and foremost, Fine Hygienic Holding is a wellness company. It seeks to manufacture, market, and distribute superior products that provide excellent value to consumers, through improving their wellness. Whether it be the uniquely-sterilized tissue products, the skin-friendly baby and adult diapers, the Nai Arabia 100% natural beverages, or the recently-launched Fine Guard line of PPE and disinfection products, Fine Hygienic Holding helps the wellness of millions of consumers and their families every single day. Working to deliver products to more than eighty countries around the world, the firm’s aim to improve the lives of consumers globally is nothing short of exceptional and fully deserving of global recognition. This commitment extends into everything the firm carries out on a daily basis, with the staff being a core element and asset that forms the backbone of the firm. Fine is wholly committed to the all-around health and wellbeing of employees and consumers alike, and committed to creating an environment that attracts and retains the best. They do not come much better than Mr James Michael Lafferty, CEO of Fine Hygienic Holding and an outstanding businessman.

James Michael Lafferty has often been described as one of the most unique and diversified CEOs in the world today. He is not only a successful CEO, but he is also an Olympic coach, an award-winning journalist, a college professor, a competitive athlete, philanthropist, husband, father of five and grandfather of three. As though his life is not busy enough running an outstanding business, he also takes on a myriad of other work that enriches his experiences and makes him an even more exceptional talent in the world of business and sport alike. However, Mr Lafferty did start his career with humble roots; a fact that makes his rise to the top infinitely more distinct and remarkable. Beginning as a youth track and field coach, and progressing to be a corporate fitness trainer to senior executives, Mr Lafferty was soon hired by Procter and Gamble in his native Cincinnati, to enter the firm’s esteemed “Brand Management” program.

After superb business results in the US, Mr Lafferty was transferred into an international career that took him to North Africa, Central and Eastern Europe, the Middle East, Western Europe, Africa, and Asia. With a marketing and general management career that spans more than three decades, Mr Lafferty is among the leading global experts on building businesses, marketing, and branding, particularly in emerging markets. He has had a long and successful career building businesses and organizations across five continents for some of the world’s leading fast-moving consumer goods companies. This includes him taking on CEO roles in the likes of Procter and Gamble, Coca-Cola, and British American Tobacco in various countries around the world.

Mr Lafferty continues to coach professionally, having coached national level athletes in his native country of the United States, as well as athletes in Nigeria. Most recently however, his athletic coaching ability has been utilised in his role as a Coach of the Philippines Olympic Athletics team at the 2016 Rio Games. Currently he consults on training with 2021 Tokyo Olympic Pole Vaulters EJ Obiena and Thiago Braz. However, it is his business acumen, knowledge, and expertise that continues to guide Fine Hygienic Holding into a position of global success, delivering award-winning products to consumers all over the world. Today, Mr Lafferty continues to build on the success that was started with the firm’s founder, Elia Nuqul, back in 1958. More than sixty years ago, Mr Nuqul established Nuqul Brothers Company as a modest trade and import business for food and consumer goods. It is this entrepreneurial spirit and desire to see more people able to access hygienic goods that has driven the success achieved by Mr Lafferty and the entire team at Fine Hygienic Holding.

Elia Nuqul was well ahead of his time in more ways than one. Not only did he express a deep commitment to innovation and sustainability that was far ahead of its time, but Mr Nuqul also saw the enormous potential of offering hygienic paper products that were not widely available in the MENA region. Slowly but surely, the business grew and Mr Nuqul sought ways to expand. Mr Lafferty seeks to continue that spirit that Mr Nuqul started, and take the firm to new heights whilst never forgetting the core mission of offering innovative and sustainable hygienic paper products to as many consumers as possible.

2021 is set to be a historic year for Fine—The company has big plans for the year including a world-wide entry into new markets, and the introduction of a completely new and innovative product line under its germ protection brand, Fine Guard, building on the global success achieved in 2020 with the introduction of the world’s best antiviral face mask. In addition to this, 2021 is a crucial year for the company as it will be preparing for a partial IPO/exit.

Yet, for all this global growth, the firm also fervently believes that it must give back to the very communities where it works, lives, and plays. Giving back is a fundamental part of the firm’s DNA, and its legacy stretches far beyond simply offering products and services. Fine Hygienic Holding will also seek to serve humanity and help in small, meaningful ways, making the world a better place to be. Fine Hygienic Holding always strives to do the right thing ethically, morally, and principally. It does not compromise on character or ethics, and embraces diversity in everything it does. Ultimately, this firm and the work of its outstanding CEO Mr Lafferty should be commended for being of the highest calibre. Both Fine Hygienic Holding and Mr Lafferty deserve the highest praise, and certainly deserve this recognition from CEO Monthly Magazine.

Remote Recruiting: The Future of Onboarding New Graduates

Posted on February 26, 2021 | by Akeela Zahair

As we move through the academic year, many students are preparing to graduate and enter the world of work. However, these future workers will be entering into a working environment unlike any other we’ve experienced. Universities continue to teach remotely, but now, these students can expect to begin their professional careers while working from home. This is a worrying prospect. According to a survey by Prospects, 82 per cent of graduates in 2020 said that they felt disconnected from their employers. Meanwhile, 83 per cent said that the pandemic has caused a lack of motivation.

A fortunate upside of remote education in the past year is that these students now have a comprehensive understanding of remote work and technology. Not only has this generation grown up surrounded by it, but they have now lived their lives through it. Perhaps this is why the current Generation Z students are commonly referred to as “digital natives”. Leading the way in terms of new technology, the digital landscape is easily navigated by these graduates. However, beginning in a new role in unknown territory without leaving home can still be a daunting experience.

For businesses, the prospect of introducing new employees into a remote working environment is equally challenging. Usual training practices, such as shadowing senior staff members in the office or on-site, are no longer possible. But, as digital signage solutions specialist Exterity explores, using effective digital training methods can help businesses onboard graduate employees successfully and create valuable employees.

The first day (not) at work

When entering a business, a new employee may expect an onslaught of inductions and meetings with their manager, team members, and other employees across many departments. The aim of this is to demonstrate the culture and processes of the business. Cross-departmental understanding is important. For example, a new employee in the marketing department should know how the finance department operates. Departments within one business are all connected, after all.

Digital inductions have been made simple for new graduate employees. Applications and tools such as Microsoft Teams and Zoom allow businesses to easily organise induction schedules and pair new recruits up with staff members across the business. Most students have been made familiar with these tools thanks to the pandemic. The usage of Microsoft Teams and Zoom grew by 894 per cent and 644 per cent respectively, between February and June 2020.

In addition to direct communication with new employees, presentations can be broadcast across these detail tools. This can be done with individuals or a group of new employees.

Leading by example

A lot of companies will use shadowing as a form of training. This is an effective method to train new graduates who are often taking their first steps in their chosen career. This method allows new employees to recognise the skills and processes used by a team or department on an average day. It’s also a good opportunity to integrate themselves into the culture of a company.

This is a valuable form of training, especially for new graduates. Over a quarter of final-year internship opportunities were lost to the pandemic, meaning that on-the-job learning has been scarce in the past year. But while some key workers can continue in-person shadowing, for many roles it is no longer possible.

Online shadowing

Attending the virtual meetings of the person you are shadowing is an effective way to introduce the new employee into the department and the role they will be filling. For customer-facing roles, allowing graduates to attend client calls can help them to recognise positive interactions between the business and the customer. Online meetings mean that graduates can easily be added to emails and video calls. They should be encouraged to take notes and ask questions during these meetings.

Do as I do

Observational shadowing is essential for training new employees. But doing this in the digital world can still be an effective learning tool when working from home. Sharing the screen of your computer with a new recruit over Teams or Zoom is a great way to help employees learn how to add a new business lead to CRM or update the company website.

Learning online

Graduate employees are critical for roles with advance systems. Degrees help students learn critical thought, complex processes, and managing difficult tasks. However, their learning is not 100 per cent complete. There’s still a lot to learn on the job. Fortunately, there is no shortage of great online training solutions to take advantage of. Online courses are led by market-leading experts and provide excellent insight into sectors and specific roles. One example of this is HubSpot, which has many free courses for a variety of industries.

Even normal in-house training can be taken online. Pre-recorded presentations can be uploaded to a shared drive, or live conferences can provide real value to the education of your employees. These lessons can teach graduates the key processes of the company, and train them in the systems and tools they’ll use in their role.

One study by IBM suggests that online learning is very effective. People learnt five times more material by studying online as opposed to normal face-to-face training. Even better, by directing your learning online, and with the use of new technology, simulated tasks can be assigned for new employees to complete. This creates critical skills with no risk. This is being used in fields such as medicine, where technology such as augmented reality help to simulate complex medical work. This proves for far-reaching capabilities of personal online learning.

The recruiting experience for both graduates and businesses is wildly different from usual circumstances. New graduates are jumping into a competitive job market that has fewer prospects. Businesses also face the difficulties of onboarding this talent using remote solutions. However, with a careful approach, businesses can still effectively integrate new employees across their organisation. Even better, the “digitally native” graduates are ready to contribute to your business. Digital is their standard. With the right recruiting and training practices, businesses can retain the very best talent the new graduates have to offer.

What Women Want in the Workplace in 2021

Posted on February 24, 2021 | by Akeela Zahair

By The Team at Serenity in Leadership

Covid-19 has changed numerous things for women, with many struggling with additional burdens of children missing school, isolation, anxiety about their family’s health and finances; with burnout and severe stress real issues. As a crisis often presents opportunities, to mark International Women’s Day on March 8^th, Serenity in Leadership identifies 10 things businesses need to address to dramatically improve gender equality and meet the needs of what women want in the workplace in 2021.

Flexibility in working hours. Many of us have proven we can work well from home, but women have carried the burden of the constant changes faced during the pandemic to a large extent. Leaders need to readdress preconceived ideas about how to get the best out of all employees whilst appreciating how much women are having to balance, and also offering their male employees the opportunity to redress these balances. The more a workplace enables its employees, the more this will be rewarded with loyalty. We all want to be judged on outcomes, not the numbers of hours spent at our desk, but this is particularly pertinent for women currently.
Parity – Women want equal status and pay but also equality in possibilities and opportunities and decision making. Rejecting positive discrimination, women want to initiate, lead and influence purely because they are the best person for that role.
Breaking gender barriers. Gender diversity is still not widely believed to be a priority as we continue to see an alpha culture and a persistent leadership gap in senior roles and pay. In addition to gender becoming a non-issue, women want a safe environment far removed from microaggressions, harassment and misogynism.
Fostering an inclusive culture. Women tend to be good champions of other women including those of other races and ethnicities but embracing a positive gender-inclusive future means businesses need to tackle discrimination and diversity in 2021 head-on.
Ensuring an ability to progress despite career breaks to have children. The pandemic amplified biases women have faced for years: being penalised for choosing flexible work options, higher performance benchmarks and glass ceilings, male preferential treatment and feeling pressure to work more than their agreed hours and to repeatedly prove themselves.
Many women feel they need to provide additional evidence of their competence rather than being valued and judged on their skills and work outcomes. Women want to be trusted, respected, listened to and recognised for their contribution.
Ensuring women do not have to conform or act like men. Women also don’t want to have to act like men in order to belong or to conform to a patriarchal stereotype of belonging or success.
Less ego. The unfettered expression of ego is detrimental in the workplace. It causes harassment, micro-aggressions, poor decision making and stifles creativity. This behaviour is seen less in women leaders. The workplace should not be about winners and losers, roles and powerplay.
After the pandemic we will be at a crossroads as most employees are now clearer about what is important to them. They may seek out career changes if there is not merely a shift in flexibility but also in support.
Voices being heard without the need to shout. The successful leaders of this pandemic have been humble and empathetic and ultimately have demonstrated respect for the ‘feminine’. Let us make it so that women are not patronised or seen as ‘soft’ if they use empathy and compassion in how we act and relate to others. Equally, this change needs to be applied to men.

5 Ways to Action Better Gender Balance in the Workplace

Speak out if you see bias or discrimination – Most people are unaware that they are being biased unless it is pointed out to them. Speak out to strive for an equal workforce, to help to prevent workplace harassment and to diminish bias. Having strict, clear and effective policies against harassment in the workplace is key.
Allow flexible working for employees – Part time work remains heavily female-dominated due to unbalanced childcare responsibilities supported by cultural stereotypes. Assumptions still exist that women may not be able to handle as much work as men because of family commitments so men are given more opportunities and responsibility. Endorsing flexible working hours will encourage a positive work-life balance regardless of gender, whilst also normalising hands-on fathering and enabling the best person to be employed for the job.
Understand that gender equality is not a women’s issue and men must play a critical role, including rejecting the notion that childcare and looking after the home are demasculinising. Balances need to be redressed so that women’s talents can be equally fully utilised. It’s often argued that men need to be drawn into the conversation, but it would be better still if they were as active as their female colleagues in leading change in gender equality.
Close the gender pay gap – On average women earn about 20% less than men. Help to close the gender pay gap by reviewing working practices and salaries across your team to ensure that all employees are being paid equally for the work they do.
Promoting an inclusive gender-diverse workplace including at leadership level. Any recruitment process should reflect diversity in the interview panel, job descriptions should promote gender equality and induction processes should have blindness to difference built in. Don’t let bias cloud your judgement; ask the same questions in the same way to all candidates.