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Yosi Kossowsky

Yosi Kossowsky

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Fostering a Growth Mindset in Leaders: What It Actually Takes Most leaders say they believe in growth. Very few actually live it. That gap is not a character flaw. It is what happens when the conditions around a leader do not support the kind of honest and often uncomfortable reflection that real inner-growth requires. You cannot coach someone toward growth when their deepest belief is that mistakes are career-limiting events. I have spent years working with leaders across different industries, and one thing shows up consistently. The leaders who grow the most are not the ones who arrived with the most talent or the clearest vision. They are the ones who found a way to embrace curiosity long enough to be changed by what they were learning and experiencing. That is a choice. And it is harder than it sounds, especially the further up you go. Here is the real challenge with senior leaders. The more successful someone becomes, the more their identity gets wrapped around what they already know and how they have always done things. Admitting uncertainty starts to feel like admitting weakness. Asking for help starts to feel like exposing a gap that should not exist at their level. So, they stop asking. They stop wondering. As a result, they start performing competence instead of building it. That is not growth. That is armor. Fostering a growth mindset in leaders starts with something that does not get talked about enough. It starts with creating the conditions where not knowing is safe. Where trying something and falling short does not close a door. Where a leader can sit across from you and say “I genuinely do not know how to handle this” without watching your estimation of them drop in real time. Psychological safety is not a soft concept. It is the foundation everything else is built on. Without it, all the workshops, all the 360 feedback, all the reading lists in the world land on closed soil. What I look for when I work with a leader is not whether they have the right answers. I look for what they do with the questions. Do they get curious or defensive? Do they explore or explain? Do they get interested in why they responded a certain way, or do they quickly move to justify it? That moment, right there, is where growth either begins or stops. One thing I bring into my coaching work is the belief that lasting change does not come from pressure. It comes from awareness and the courage to accept oneself fully. You cannot push someone into a growth mindset. You create the space for them to see themselves clearly, and then you trust that a self-aware leader will choose from a place of faith over fear. Acceptance comes first. From that acceptance, faith grows. Not faith as an abstract idea, but faith in themselves. Change follows from there. Not the other way around. This is where acceptance becomes one of the most powerful tools in developing leaders. However, people tend to seek acceptance from others before they learn how to accept themselves. There is something powerful that happens when someone feels genuinely seen and accepted as they are right now, not as the polished version they present in the boardroom, but that outside acceptance only lands when it meets something on the inside that is ready to receive it. When leaders find a way to accept themselves, the inner fears, doubts, and unknowns, the defensiveness softens. The willingness to examine themselves honestly increases. They stop spending energy managing how they look and start investing energy in actually growing. I also pay close attention to the stories leaders carry about their own learning. Many were shaped in environments that rewarded knowing and punished not knowing. Those experiences are real and they leave marks. Part of my work is helping leaders examine those old narratives with fresh eyes and ask whether the story is still true. Often it is not. But until someone names it, it keeps running in the background. What does this look like practically? It looks like a senior leader choosing to sit in a meeting as a learner, not an authority. It looks like someone publicly acknowledging a mistake without drowning in shame about it. It looks like a leader asking their team a real question and actually staying quiet long enough to hear a real answer. None of this is complicated. But most of it requires something that is genuinely hard to develop. The willingness to be changed by what you encounter. To let experience touch you deeply enough to reshape your thinking rather than just confirm what you already believe. That is the work. And it is ongoing. There is no point at which a leader graduates from it. The leaders I admire most are not the ones who have it figured out. They are the ones still asking good questions. Still getting surprised. Still willing to say that something they thought was true turned out to be incomplete. That is not a sign of weakness. That is the whole point. Most Popular ul > .bdt-post-list-item; delay: 350;”> Dr. Max Caruso May 15, 2026 EXPERTS-DIARY Sunil Dadlani – Most Innovative Healthcare Leader of 2026 May 12, 2026 TOP LEADERS Alessandro Marinella May 12, 2026 BEST-IN-CLASS Mike Bartley May 12, 2026 BEST-IN-CLASS Champions of Change: Top Influential Personalities To Watch in 2026 May 7, 2026 MAGAZINES Mary Ahrens May 7, 2026 BEST-IN-CLASS Abdulla Ahmad Faraj – Dubai Camel Racing Club Leadership Excellence 2026 April 30, 2026 TOP LEADERS Dr. Dan Briggs – The Most Influential Leader of Modern Business – 2026 April 27, 2026 TOP LEADERS Juan Kanggrawan April 27, 2026 BEST-IN-CLASS Joan Gillman April 25, 2026 BEST-IN-CLASS Related articles Healthcare Access and Equity: Bridging Gaps in Healthcare Systems Worldwide Read More Criminal Justice Reform: Evaluating Alternatives to Mass Incarceration Read More Leading the Charge: Most Innovative Technology Businesses in APAC Read More Top Brand Mantras to Help You Achieve Your Goals: Insights from

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Dr. Max Caruso

Dr. Max Caruso

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The Genius of the Village: Ubuntu, Vygotsky, and the Architecture of Authentic Education and Executive Coaching By Dr. Max Caruso (FIoL) It is striking to look back at the path I have travelled and to see the connections that were invisible at the time—the threads quietly weaving themselves into a single design. 1. The Journey as a Brief Prologue My story begins, as many do, with a leaving. My family left Italy in 1969, part of the great post‑war exodus, sailing from Naples to Australia. I carried with me the echo of a civilisation I could no longer inhabit—a deep, resonating frequency of layered time, ritual, and belonging. For decades, that echo felt like a splinter. Only later, standing on the Pincian Hill in Rome and then years afterwards walking through the Yu Garden in Shanghai, did I recognise the same gathering of time’s power. I realised that home was not a return to a single place. It was a resonance—a finding of the same fundamental frequency in another ancient civilisation. That discovery became the soil for everything that followed: my work in education, my writing, and now my practice as an executive coach. 2. Ubuntu: The Philosophy of Collective Humanity In my earlier writing for CIO Today—the Ancient Resonance series, the podcast interview, and my second article on transcultural synthesis—I traced how this personal journey shaped my understanding of identity, leadership, and learning. But in the process, I rediscovered a philosophy that had been waiting for me all along: Ubuntu. Ubuntu is a Southern African philosophy captured in the phrase, “I am because we are.” Nelson Mandela described it as the profound understanding that “we are human only through the humanity of others.” Archbishop Desmond Tutu explained that “my humanity is caught up and is inextricably bound up in yours.” This is not abstract sentiment. It is a practical, ethical framework for living and leading. The philosophy is illuminated by a famous story. An anthropologist placed a basket of fruit under a tree and told a group of African children that the first to reach it would win all the fruit. When he gave the signal, the children did not run. Instead, they took each other’s hands, ran together, divided the fruit equally, and sat down to enjoy it. Asked why they had done this when one could have won everything, a child replied, “Ubuntu. How can one of us be happy if all the others are sad?” That story captures something the Western world often forgets: success is not authentic if it comes at the expense of others; our humanity is not an individual achievement but a gift of the collective. As one Kenyan Cabinet Secretary recently urged, “True leadership is not about individual success but about collective growth. That is the spirit of Ubuntu.” 3. Ubuntu Meets Executive Coaching: The Coaching Relationship as a Third Space Ubuntu has profoundly shaped my executive coaching practice. When a leader sits with me—whether from Shanghai, Singapore, London, or New York—they often arrive carrying a burden of isolation. They have been rewarded for individual performance, yet they feel fragmented, pulled between competing cultural logics, or exhausted by the demand to be a “cultural chameleon.” Ubuntu offers a different starting point: the coaching relationship itself is a collective endeavour. I am because we are. My growth as a coach is inseparable from my client’s growth; their clarity emerges from our shared resonance. This aligns with one of the oldest archetypes of coaching: Mentor. In Homer’s Odyssey, Odysseus leaves his son Telemachus in the care of his trusted friend, Mentor. Later, the goddess Athena—Goddess of Wisdom—takes on Mentor’s form to guide the young man. The name has since become synonymous with wise, trusted guidance. But notice: Mentor was not a dispenser of answers. He was a companion, a co‑traveller. He created a psychological space where Telemachus could grow into his own authority. That is exactly what coaching, at its best, provides: a third space where old scripts are suspended, and new, authentic responses can emerge. In my coaching, I deliberately create that third space. I begin by helping clients surface what the sociologist Pierre Bourdieu called their habitus—the deeply ingrained dispositions, assumptions, and cultural scripts they carry without awareness. A Chinese executive might feel visceral discomfort when challenged directly by a European team. A German leader might struggle with the indirectness of a Shanghai boardroom. Rather than framing these as problems to be solved or differences to be bridged, I ask: What can emerge from this friction? The goal is not compromise but synthesis—a new leadership stance that honours both inheritances while creating something unprecedented. Ubuntu provides the ethical ground for this work. I am because we are. Therefore, my client’s authentic self is not hidden behind cultural masks; it is waiting to be co‑created in the resonance between us. 4. Vygotsky and the Third Space: Learning as Co‑creation This coaching approach draws directly from the educational philosophy I have lived for decades. Lev Vygotsky, the great Russian psychologist, understood that we learn best in community and a sa community. His Zone of Proximal Development—the distance between what a learner can do alone and what they can achieve with guidance—is not a weakness but the very architecture of human learning. We climb higher when someone else helps us up. In educational settings, I have extended this principle beyond the classroom to the encounter between entire civilisations. The Third Space is the new ground that emerges when East meets West not as mere coexistence but as a chemical fusion—not a balancing act but the creation of a cognitive and creative capacity that transcends both. In that space, students learn to navigate and innovate freely across cultures, without being trapped by either. The same dynamics operate in executive coaching. My client and I enter a Zone of Proximal Development together. They bring their lived experience, their cultural habitus, their professional challenges. I bring my own frameworks, my deep listening, and my commitment to their growth. What emerges is not my advice or their prior solution, but a third possibility—one that neither of us

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Sunil Dadlani

Sunil Dadlani – Most Innovative Healthcare Leader of 2026

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Sunil Dadlani – Executive Vice President – Chief Information & Digital Transformation Officer at Atlantic Health Building Intelligence Into Care: The Strategic Vision of Sunil Dadlani In modern healthcare, transformation is often discussed in terms of technology, scale, and speed. Yet for Sunil Dadlani, the story begins elsewhere. It begins with people. It begins with the quiet but powerful idea that every system, every dataset, and every digital decision must ultimately serve a human outcome. As Executive Vice President – Chief Information & Digital Transformation Officer at Atlantic Health, Dadlani stands at the intersection of strategy, technology, and care delivery. His journey reflects not a straight climb, but a thoughtful layering of perspectives shaped by diverse academic exposure and real-world complexity. The result is a leadership approach that is as grounded in purpose as it is ambitious in scope. He does not define success by systems deployed or tools adopted. Instead, he measures it in moments that often go unseen, when a clinician feels supported, when a patient feels understood, and when care becomes seamless. Leadership Philosophy Rooted in Purpose At the core of Dadlani’s leadership philosophy lies a clear and unwavering anchor. “In healthcare, the work is not abstract,” he explains. “Every improvement in access, every reduction in friction, every increase in safety translates into a real human outcome.” This clarity shapes how he leads through both stability and uncertainty. He emphasizes three guiding principles that define his approach. First is clarity over noise, the ability to simplify complexity and focus teams on what truly matters. Second is discipline over urgency, ensuring that decisions are not just fast, but right. Third is purpose over pressure, aligning teams around meaningful outcomes rather than short-term demands. His style has evolved over time into what he describes as decisive, transparent, and enterprise-focused, built on a foundation of servant leadership. Rather than positioning himself as the source of answers, he focuses on creating the conditions where the best ideas can emerge across the organization. Transparency plays a central role. By helping teams understand not just what decisions are made but why they are made, he builds trust that accelerates execution. Equally important is his focus on what he calls “systemness,” ensuring that success is measured across the enterprise rather than within isolated functions. From AI-Enabled to AI-Native One of the defining themes of Dadlani’s work is the shift from adopting technology to embedding intelligence deeply within workflows. Early in his career, he identified a common challenge in digital transformation. The barrier was not technology itself, but what he refers to as “digital bloat,” where tools are layered without clear integration or purpose. This realization shaped a more disciplined and forward-looking strategy. “The transition is not about being AI-enabled,” he notes. “It is about becoming AI-native, where intelligence is embedded across workflows, not added on top.” At Atlantic Health, this philosophy has translated into a platform-driven approach that prioritizes cohesion over fragmentation. AI is not treated as an experimental add-on but as an operational capability integrated into areas such as clinical documentation and patient engagement. Equally important is the cultural shift that accompanies this transformation. By fostering collaboration between clinicians, operators, and technologists, Dadlani has helped break down silos and create a shared sense of ownership. Innovation, in this environment, is no longer dependent on a few individuals. It becomes part of how the organization operates. Navigating Complexity and Driving Milestones Dadlani’s career milestones are often defined not by ease, but by moments of friction. One such moment came during a large-scale system transformation following a major acquisition. Leading a complex implementation was not simply a technical exercise. It required aligning diverse stakeholders, managing uncertainty, and ensuring that the end result improved both clinician experience and patient care. Another pivotal challenge involved rationalizing legacy systems deeply embedded within the organization. These systems were familiar and widely used, making change difficult. Yet maintaining them posed increasing risks and limited future scalability. The decision to move forward was guided by a simple but powerful question. “Are we optimizing for comfort or for the future?” he reflects. Choosing the future required clear communication, strong alignment, and a structured transition plan. It was not the easiest path, but it was the necessary one. For Dadlani, leadership often means making decisions that may be unpopular in the short term but essential for long-term progress. Building a Culture of Innovation and Agility Innovation, in Dadlani’s view, is not a side initiative. It is a core operational capability. To foster this mindset, he has built an environment where experimentation is encouraged within defined boundaries. A key element of this approach is the creation of “safe-to-fail” sandboxes, where teams can test ideas without fear of disruption. This allows innovation to move quickly while maintaining organizational stability. He focuses on three critical enablers. The first is governance that supports speed, with clear processes that allow ideas to move efficiently from concept to execution. The second is alignment with outcomes, ensuring that every initiative is tied to measurable impact in areas such as patient access, quality, or experience. The third is partnership, recognizing that meaningful innovation in healthcare requires collaboration across disciplines. Agility, he believes, is built on strong foundations. By standardizing core processes and reducing dependencies, teams gain the freedom to move faster and more effectively. Balancing Vision With Execution For many leaders, the balance between strategy and operations can feel like a constant tension. Dadlani approaches it as an integrated system rather than two separate layers. “Strategy without execution is theory. Execution without strategy is noise,” he says. His operating model reflects this belief. Clear enterprise priorities create focus, while strong operational teams ensure consistent execution. At the same time, he remains closely connected to both strategic direction and day-to-day realities. This dual engagement allows strategy to continuously evolve based on real-world insights, while operations remain aligned with long-term goals. The result is a dynamic system where vision and execution reinforce each other. Defining Influence in Modern Leadership In today’s environment,

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Alessandro Marinella

Alessandro Marinella

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Alessandro Marinella General Manager at E.marinella Alessandro Marinella: Preserving Italian Heritage While Shaping the Future of Luxury In the heart of Naples, where history, craftsmanship, and culture blend into everyday life, Alessandro Marinella is carrying forward a legacy that has represented Italian elegance for generations. As General Manager of E. Marinella, he stands at the intersection of tradition and transformation, leading one of Italy’s most respected luxury brands into a new era while protecting the values that built its reputation. For Alessandro Marinella, the journey was never simply about inheriting a family business. It was about understanding the meaning behind every detail, every relationship, and every decision that shaped the company over the decades. Growing up closely connected to the world of E. Marinella gave him early exposure to the discipline and dedication behind true craftsmanship. Yet his vision was never limited to preserving the past. From the beginning, he understood that heritage brands survive only when they evolve with purpose. After completing his studies in Business Administration at the University of Naples Federico II, followed by advanced studies in innovation and business management, he officially joined the company in 2017. Rather than stepping directly into leadership from a distance, he chose to begin at the London store, immersing himself in the operational realities of the business and learning firsthand how international customers experienced the brand. That early experience shaped the leadership approach he carries today: grounded, analytical, and deeply connected to both people and performance. Over the years, Alessandro Marinella has become part of a new generation of Italian business leaders redefining what luxury means in a rapidly changing world. His work has focused not only on expanding the global reach of E. Marinella but also on modernizing operations, embracing sustainability, strengthening digital presence, and broadening the company’s identity beyond its iconic ties into a complete lifestyle vision. At the center of everything remains a commitment to authenticity. “We want to bring true handmade Italian craftsmanship beyond the borders of our country,” he explains. “The connection with Naples and the preservation of our traditions remain fundamental.” Leadership Built on Rationality and Adaptability Unlike many traditional luxury executives who rely heavily on instinct alone, Alessandro Marinella approaches leadership with a balance of emotional intelligence and strategic discipline. He describes rationality, resilience, and adaptability as the three personal qualities that have most shaped his journey, and those values are clearly reflected in the way he manages the business. His leadership style combines respect for the company’s heritage with a strong focus on measurable progress. While previous generations built success in a different business environment, he believes modern leadership requires greater attention to data, operational clarity, and evolving market behavior. That perspective became especially important as he began introducing new ideas inside a long-established family company. One of the greatest challenges he faced was navigating generational differences while working alongside his father, Maurizio Marinella. Bringing change into a historic organization required patience, persistence, and conviction. Many of the transformations he proposed, particularly around digital development, organizational evolution, and international strategy, initially faced resistance. Yet Alessandro Marinella remained committed to his vision. “There was a period of intense confrontation,” he reflects. “But overcoming that phase allowed us to achieve important results.” Beyond leadership discussions at the executive level, he also recognized the importance of cultural transformation throughout the company. Convincing teams to embrace new ways of thinking proved equally demanding, particularly as a young leader entering an organization shaped by decades of established routines. That experience strengthened his belief that leadership is not simply about authority. It is about earning trust through consistency, competence, and results. Reinventing a Heritage Brand for a New Era The luxury industry has changed dramatically over the last decade, and few sectors have experienced shifts as quickly as formal menswear. For E. Marinella, whose identity was historically connected to ties and classic elegance, adapting to changing consumer habits became an urgent necessity. The rise of remote work, digital communication, and more casual professional dress codes created new challenges across the fashion industry. The COVID-19 pandemic accelerated those changes even further, forcing companies to rethink customer engagement, retail strategy, and product positioning. Alessandro Marinella understood that survival depended on evolution. Under his leadership, the company began repositioning itself beyond a single product category toward a broader lifestyle identity centered around Italian craftsmanship, luxury living, and timeless style. This strategy extended into new retail experiences and destination-driven projects, including locations in Capri and Rapallo, as well as lifestyle ventures connected to hospitality and leisure. These developments reflected a larger vision: transforming E. Marinella into a symbol of contemporary Italian lifestyle while remaining faithful to its artisanal roots. At the same time, digital transformation became a major priority. Alessandro Marinella recognized early that technology would reshape every aspect of the luxury business, from communication and customer experience to global expansion and brand storytelling. Rather than resisting change, he embraced it with balance and caution. He believes innovation should strengthen tradition, not replace it. That philosophy has allowed the company to modernize while preserving the authenticity that customers continue to value. A Global Vision Rooted in Naples Although E. Marinella has earned international recognition, Alessandro Marinella remains deeply connected to Naples and its cultural identity. He sees the city not only as the birthplace of the company but also as a source of inspiration and authenticity that differentiates the brand globally. His long-term vision includes expanding the company’s presence across major European capitals, strengthening growth in the United States, and accelerating expansion into Asian markets such as China and South Korea. At the same time, he remains determined to maintain control over the company’s values, communication, and product quality. For him, growth without identity has little meaning. This balance between global ambition and local authenticity continues to define his strategy. Every expansion initiative is designed not simply to increase visibility, but to communicate a distinct philosophy of Italian excellence built on craftsmanship, detail, and trust. That philosophy extends beyond fashion. In

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Mike Bartley

Mike Bartley

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Mike Bartley Senior Digital Solutions Principal at Alorica Mike Bartley: Leading with Vision in the Digital and CX World Digital transformation is no longer about simply deploying new technology. Most enterprises already have the platforms, the data, and the AI initiatives in motion. The real challenge now is operational alignment — proving that technology is actually improving customer experience, workforce effectiveness, and business outcomes in a measurable way. That is where Mike Bartley has built his reputation. As Senior Digital Solutions Principal at Alorica, Bartley works at the intersection of AI transformation, customer experience strategy, and operational execution. He partners with enterprise organizations to bridge the gap between technology investment and real-world outcomes, guiding conversations around conversational AI, Contact Center as a Service (CCaaS), automation, and enterprise transformation strategy. But what differentiates Bartley is not technical expertise alone. It is his ability to identify what is actually broken underneath the technology conversation. “Most organizations don’t have a CX problem,” he says. “They have a decision-making problem disguised as CX.” In a market still focused on features and adoption metrics, that distinction is becoming increasingly important. Built on Discipline, Not Theory Bartley’s path to digital transformation leadership did not start in a boardroom. It started in the United States Marine Corps. Six years of service taught him how to operate under pressure, make fast decisions with incomplete information, and stay focused on the mission when everything around him was shifting. His leadership and performance earned him three Navy and Marine Corps Achievement Medals, a distinction rare even across full military careers. “My time in the Marines gave me grit, adaptability, and the ability to stay focused on the mission,” he says. After transitioning from military service, Bartley moved through government contracting, infrastructure management, and enterprise technology roles before landing in the customer experience industry. Each transition added another layer of operational perspective — secure technology environments, data center operations, virtualization architecture, systems security, and enterprise transformation. That breadth now allows him to identify transformation patterns that repeat across industries. “The majority of organizations don’t have a technology problem,” he explains. “They have a decision-making and operational alignment problem that eventually shows up in the customer experience.” The Real Problem With AI in CX The AI conversation in customer experience is moving fast. Much of it is still too focused on deployment instead of operational outcomes. Bartley has watched organizations invest heavily in AI platforms only to see results that disappoint. The reason, in his view, is almost never the technology itself. “AI doesn’t create transformation on its own,” he says. “It exposes the operational maturity of the organization deploying it.” His approach starts before the technology conversation begins. He focuses first on where decisions are breaking down — misaligned metrics, siloed teams, unclear ownership of customer outcomes. Only after that foundation is clear does the technology discussion follow. Bartley shares, “AI layered on top of broken workflows still fails. You haven’t solved anything. You’ve just automated the problem.” Bartley also sees the AI conversation itself evolving rapidly. While much of the market remains focused on prompt engineering, context design and isolated deployments, he believes the next frontier is orchestration. “Prompt engineering will remain important,” he says. “But the industry is starting to realize that prompts alone become difficult to manage at scale. The next evolution is creating environments where AI can operate more reliably inside operational systems.” He expects this shift to extend well beyond customer support, fundamentally reshaping internal business operations by reducing administrative burden, improving decision velocity, and enabling employees to focus on higher-value work. “Dashboards and adoption metrics don’t prove value,” he adds. “The real question is whether AI is improving customer outcomes, operational efficiency, and business performance in a way that holds up over time.” Leading Through Complexity One of the consistent themes across Bartley’s career is the ability to translate between executive vision and operational reality. He is equally comfortable in a C-suite strategy conversation and in the operational details of a contact center implementation. That dual fluency matters because enterprise transformation efforts often fail not because the strategy was wrong, but because the gap between strategy and execution was never properly bridged. Bartley recognizes that the companies seeing the most success with AI are usually the ones that already understand operational alignment. AI amplifies what is already there — both the strengths and the weaknesses. His leadership philosophy centers on listening before building and following before leading. “I would not be where I am today if I did not listen to my mentors,” he says. He applies that same logic to the organizations he works with — understanding the environment fully before attempting to change it. In an industry where transformation is often treated as a product to be sold, Bartley treats it as a problem to be solved. Bartley shares that “journeys don’t need to be difficult” “You can’t make every interaction frictionless, but you can stop making it harder than it needs to be.” What’s Next Bartley is direct about where he is heading. His professional goal is an executive leadership role — CXO or CDO — where he can drive transformation at the organizational level rather than the initiative level. He is also building a thought leadership platform around AI, CX, and enterprise decision-making, including a forthcoming podcast called The CX Operator, focused on how organizations actually fix customer experience in the real world — beyond the dashboards and the buzzwords. Outside of his professional work, he coaches wrestling, where the same principles apply — discipline, accountability, and the understanding that fundamentals matter more than tactics. His advice to emerging leaders is consistent with how he has built his own career: find mentors at every stage, stay focused on the mission, and do not confuse technology adoption with actual transformation. That focus on decisions over dashboards is what defines his work and what he believes will define the next generation of transformation leadership. “The companies winning with AI right now aren’t

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Mary Ahrens

Mary Ahrens

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Mary Ahrens Founder and CEO at Hair4Good Mary Ahrens: Building Purpose Through Compassion, Leadership, and Global Impact In a world where business success is often measured by profits, Mary Ahrens has chosen to define it through social impact. Her journey reflects a rare blend of entrepreneurial drive and deep human empathy, shaped by personal experiences and a clear sense of purpose. As the Founder and CEO of Hair4Good, she has created more than a business. She has built a movement that connects beauty, dignity, and social responsibility. Her story is not one of overnight success. It is a journey marked by resilience, compassion, and a consistent effort to turn challenges into meaningful opportunities. With a vision rooted in giving back, Mary Ahrens has transformed a simple idea into a platform that supports children in need. Her work stands as a reminder that leadership can be both strong and kind, strategic yet deeply human. Leadership Philosophy Rooted in Empathy and Purpose Mary Ahrens’ leadership style places philanthropy at the center of every decision. Her approach is guided by empathy and shaped by her understanding of humanitarian, emotional, and personal challenges. She believes that leadership is about service. In her words, “True leadership begins when one listens with intention and acts with compassion.” This perspective allows her to build strong relationships with her team, partners, and the communities she serves. Rather than focusing on growth for growth’s sake, she ensures that every step forward aligns with her mission. Her management style is collaborative and inclusive. She encourages open dialogue and values diverse perspectives, creating an environment where ideas can grow and evolve. This culture of trust and respect has been a key factor in the steady evolution of Hair4Good. Innovation Driven by Meaningful Change Innovation for Mary Ahrens is not just about following trends. It is about addressing real, meaningful needs in thoughtful and effective ways. Hair4Good was born from a simple yet powerful idea: making the world more beautiful, one hair accessory at a time, by donating 50% of its profits to a network of children’s charities. She has approached this vision with creativity and care, building partnerships that extend the reach and impact of her work. She has developed a system that is both sustainable and compassionate, with a continuous giving model that grows each year. Each initiative is designed with purpose, ensuring it serves a greater good. Mary notes that “innovation should improve lives.” This belief drives her to explore new ways to expand access and support. Her ability to combine business insight with social awareness has allowed Hair4Good to stand out among its peers. Challenges and Milestones Along the Journey Like any meaningful journey, Mary Ahrens’ path has had its share of challenges. Building a purpose-driven organization requires persistence, especially when balancing financial sustainability with philanthropy. There have been moments that tested her resolve. These challenges have shaped her growth. Each obstacle has strengthened her commitment and helped refine her approach. She views difficulties as opportunities to learn and improve, often noting that if one is not making mistakes, one is not growing. Among her notable milestones is the successful establishment of Hair4Good as a trusted and innovative hair accessory company that connects beauty with kindness and generosity. The organization continues to expand its reach. These achievements reflect not only strategic planning but also a deep sense of purpose. Mary acknowledges that the journey is continually evolving. “Every milestone is a reminder that there is more work to be done,” she notes, highlighting her commitment to continuous progress. Vision for the Future Looking ahead, Mary Ahrens envisions a future where access to support and care is more attainable. She aims to expand the reach of Hair4Good by building strong partnerships and creating more opportunities for collaboration. Her vision includes increasing awareness of the need for large corporations to embrace more charitable practices. By fostering understanding and compassion, she hopes to create an environment where families of children in need do not have to worry about financial burdens and can instead focus on the health and well-being of their children. At the same time, she is focused on strengthening the foundation of her organization. This includes enhancing operational efficiency, exploring new partnerships, and ensuring a consistent and growing giving model. Her forward-thinking approach balances ambition with responsibility, ensuring that business expansion remains aligned with her core values. Mary believes that the future of business lies in purpose-driven models. “Success should be measured by the difference we make,” she says. Human and Industry Impact The impact of Mary Ahrens extends beyond the boundaries of her organization. Through Hair4Good, she has created a ripple effect that touches individuals, families, and communities. Her efforts have set an example for the broader industry, encouraging a shift toward more compassionate and socially responsible practices. By demonstrating that business can be both successful and impactful, she continues to inspire others to follow a similar path. On a human level, her work resonates deeply. Each story of transformation and support reflects the purpose of her mission. These moments serve as powerful reminders of the value of empathy and the importance of giving back. Mary’s journey continues to inspire those who believe in the power of purpose. Her ability to combine leadership, innovation, and compassion has created a legacy that goes beyond business success. It is a legacy built on care, connection, and a vision for a better world. In a landscape often defined by competition, Hair4Good stands out for its commitment to collaboration and kindness. Mary’s story is not just about building an organization. It is about creating lasting impact, driven by a belief that true success lies in helping others.  

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Abdulla Ahmad Faraj

Abdulla Ahmad Faraj – Dubai Camel Racing Club Leadership Excellence 2026

TOP LEADERS /

Abdulla Ahmad Faraj, Ambassador Extraordinary, Director of Media Marketing Partnerships and Events Dubai Camel Racing Club Leadership Excellence 2026 In a region where tradition defines identity and heritage shapes the future, Abdulla Ahmad Faraj has emerged as a leader who has successfully transformed legacy into a globally relevant platform. As Director of Media, Marketing,Partnerships and Events at the Dubai Camel Racing Club, his work represents a rare fusion of cultural authenticity and strategic innovation. Raised in the United Arab Emirates, his connection to camel racing was not formed through observation alone, but through lived experience. To him, camel racing has always been more than a sport it is a symbol of endurance, national pride, and a shared cultural narrative. This deep-rooted understanding became the foundation of a career built on purpose. Beginning in media, he developed a strong command of storytelling, communication, and audience engagement. Over time, his role expanded into leading integrated portfolios across media, marketing, events, and international partnerships. With a clear strategic vision, he set out to reposition camel racing not only as a preserved heritage but as a modern, globally engaging platform. Today, his work sits at the intersection of culture, innovation, and global outreach, where he has played a pivotal role in elevating the Dubai Camel Racing Club into a recognized regional and international platform Leadership Philosophy Rooted in Purpose Abdulla Ahmad Faraj’s leadership philosophy reflects a balance between discipline, clarity, and empowerment. In the early stages of his career, his focus was driven by execution, performance, and operational excellence. As his responsibilities expanded, he recognized that sustainable success is driven not only by systems, but by people. His leadership evolved into a model built on trust, accountability, and empowerment. He states: “Leadership is not about control, but about alignment ensuring that every individual contributes to a shared vision with clarity and confidence.” This philosophy has enabled him to build high-performing teams and create an environment where innovation, collaboration, and accountability thrive. His role today is centered on strategic direction guiding vision, enabling ideas, and aligning execution with global standards reflecting both leadership maturity and institutional depth. Innovation Strategy Shaping a Modern Narrative Transforming a heritage sport into a globally competitive platform requires more than preservation it demands reinvention. At the Dubai Camel Racing Club, Abdulla Ahmad Faraj led a comprehensive transformation of the media and marketing ecosystem. Under his leadership, the media center produced thousands of digital assets annually, generating tens of millions of interactions across platforms including Instagram, Facebook, YouTube, and X significantly strengthening the club’s digital presence and international reach. He also oversaw the development of specialized publications, including multiple issues of Al Zarwa Magazine, as well as auction and race booklets contributing to both documentation and storytelling of the sport. In parallel, he played a central role in elevating flagship events such as the Al Marmoom Heritage Festival into world-class cultural experiences, reinforcing Dubai’s position as a global destination for heritage sports. His strategic vision extended internationally through long-term partnerships, including collaborations with European sports institutions, positioning camel racing within a broader global cultural and sporting dialogue. “In positioning a heritage sport globally, innovation is not optional it is essential,” he explains. “However, innovation must always respect authenticity. Challenges and Milestones That Defined the Journey Throughout his journey, Abdulla Ahmad Faraj has consistently demonstrated a rare ability to align strategic vision with cultural responsibility, making decisions that prioritize long-term legacy over immediate gain. A defining outcome of his leadership has been the successful transformation of the Dubai Camel Racing Club into a globally recognized platform driven by integrated media excellence, world-class event execution, and meaningful international partnerships. In recognition of his influence and sustained impact, Abdulla Ahmad Faraj has been honored with a distinguished portfolio of regional and international accolades, positioning him among a select group of leaders shaping the future of heritage sports and strategic communication. These honors include: The prestigious title of “Ambassador Extraordinary”, conferred by the Arab Academy for Media Arts in Egypt, in acknowledgment of his exceptional contributions to advancing media, cultural diplomacy, and heritage representation on an international scale His selection among “The Most Visionary Leaders to Follow in 2026” by The Business Fame, recognizing his forward-looking leadership and his role in redefining the intersection between heritage and global engagement His inclusion in the distinguished list of “Arab’s Most Inspirational Leaders Driving Change in 2026” by Business Iconic, highlighting his influence in reshaping how traditional sports are positioned within a modern global narrative Recipient of the “Excellence in Heritage Sports – 2025” award at the MEA Business Awards, honoring his strategic role in elevating camel racing as a globally recognized cultural and sporting platform Recognition for “Excellence in Leadership in Media & Sports Marketing – 2026”, reflecting his pioneering contributions in building integrated, high-impact media and marketing ecosystems The conferment of the honorary distinction “Guardian of the Golden Sands ,Ambassador of Excellence” by Passionate Magazine, celebrating his role as a cultural ambassador preserving authenticity while driving global visibility A series of institutional recognitions achieved under his leadership, including award-winning event classifications in social impact categories and the successful execution of nationally significant heritage initiatives aligned with the UAE’s cultural vision Collectively, these accolades reflect not only individual distinction, but a broader leadership philosophy rooted in purpose, credibility, and long-term impact. They affirm his position as a key figure in transforming heritage into a dynamic, globally influential force bridging tradition with innovation, and local identity with international presence. Vision for the Future Looking ahead, Abdulla Ahmad Faraj’s vision is centered on expanding the global footprint of heritage sports and positioning camel racing as a platform of cultural, social, and economic value. He believes that heritage, when strategically positioned, can serve as a powerful tool for international engagement. Through continued investment in innovation, partnerships, and audience development, he aims to create a sustainable model that connects cultures and fosters global appreciation. At the same time, he emphasizes that vision must translate into measurable outcomes. Every initiative across media,

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Dr. Dan Briggs

Dr. Dan Briggs – The Most Influential Leader of Modern Business – 2026

TOP LEADERS /

Dr. Dan Briggs – CEO / President, Auragens Redefining Healthcare with Purpose and Precision Dr. Dan Briggs, CEO and President of Auragens, did not set out with a fixed plan to build a global presence in regenerative medicine. His journey was shaped by lived experience, professional insight, and a deep dissatisfaction with the limits of traditional healthcare systems. With an early background in public policy and advocacy, he witnessed firsthand how systems are designed and where they often fall short. That exposure planted a question that would later define his path: what if better systems could be built from the ground up? A period of personal health challenges in his early twenties became the turning point. It brought clarity, urgency, and a focus on outcomes rather than theory. Reflecting on that phase, Dr. Briggs notes, “You stop thinking in abstractions and start asking direct questions. Why isn’t there a better option?” That mindset laid the foundation for Auragens, an organization built not as a conventional clinic, but as a model that integrates science, ethics, patient care, and measurable results without compromise. Leadership Grounded in Clarity and Trust Dr. Briggs describes his leadership approach as vision-driven and team-empowered. While he sets direction and defines standards, he places strong trust in his team to execute. This shift came with experience. In the early stages, he was deeply involved in every detail, but as the organization matured, he recognized that growth required delegation and trust. Clarity remains central to his leadership. In a field as complex as regenerative medicine, clear priorities and focus are essential. He emphasizes that not every opportunity deserves attention, and effective leadership often comes down to deciding what to ignore. Consistency and credibility, he believes, are equally important. Leaders must follow through on commitments and maintain a steady approach, especially during challenging periods. Building Innovation with Structure Innovation at Auragens is both intentional and disciplined. Operating in a rapidly evolving field requires constant progress, but Dr. Briggs is clear that innovation without structure can lead to inefficiency. The organization balances these forces by creating clear frameworks that allow new ideas to emerge within defined boundaries. Feedback plays a key role in this process. Insights from both internal teams and patients help drive continuous improvement. Rather than relying solely on large breakthroughs, Auragens focuses on incremental advancements that build over time. This approach ensures that innovation remains practical, scalable, and aligned with patient outcomes. Milestones That Reflect Purpose Among the many milestones in the company’s journey, launching Auragens in Panama stands out as a strategic move. It provided an environment that supports innovation while maintaining strong standards. Expanding laboratory capabilities and validating biologics through independent testing further reinforced the organization’s credibility. The company has also grown into specialized areas such as Orthobiologics and has worked with professional athletes, alongside establishing research initiatives and gaining international recognition. Yet, for Dr. Briggs, the most meaningful achievements are less visible. “The milestones that matter most are the patients who come in with limited options and leave with meaningful improvement,” he says. Patient trust and outcomes remain the true measure of success. Choosing Long-Term Value Over Short-Term Gain One of the defining decisions at Auragens has been to limit patient volume despite high demand. While scaling aggressively could have driven faster growth, it would have compromised the level of personalized care the organization aims to provide. This choice reflects a broader philosophy of prioritizing long-term value over immediate gains. Dr. Briggs takes pride in building a company that places patient outcomes at the center. He also highlights the importance of combining advanced science with a premium patient experience. In his view, patients should not have to choose between the two. A Vision for the Future of Healthcare Looking ahead, Dr. Briggs sees regenerative medicine as a field still in its early stages, filled with untapped potential. His vision for the future is rooted in responsibility and possibility. Responsibility toward patients, teams, and the integrity of the field, and the possibility of transforming how healthcare is delivered. He believes that influential leadership today is defined by clear vision, consistent action, credibility, and the ability to build strong teams. For emerging leaders, his advice is simple: focus on substance over noise and be prepared for the long journey of building something meaningful. Impact That Goes Beyond Recognition For Dr. Briggs, success is not measured by titles or recognition but by impact. His goal is to help redefine healthcare into a model that is more personalized, effective, and human. If Auragens can contribute to that shift and improve lives along the way, he considers it a meaningful achievement. “If we’ve helped a meaningful number of people live better, healthier lives,” he reflects, “then that’s success. Everything else is just commentary.”

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Juan Kanggrawan

Juan Kanggrawan

BEST-IN-CLASS /

Juan Kanggrawan Regional Digital & AI Expert (Asia Pacific) at UNDP Asia Pacific Driving Meaningful Change Through Digital and AI Innovation Across Asia Pacific Juan Intan Kanggrawan’s journey reflects a rare blend of technical depth, policy insight, and a strong commitment to societal impact. As Regional Digital and AI Expert at the United Nations Development Programme Asia Pacific, he stands at the intersection of innovation and public good, working to ensure that emerging technologies translate into real, measurable benefits for communities across the region. With over fifteen years of experience spanning government, private sector, and global institutions, his work has consistently focused on one central idea: technology must serve people in practical and inclusive ways. From leading data and digital transformation initiatives in Indonesia to shaping regional strategies at UNDP, his career has been defined by scale and substance. He has contributed to projects impacting G20 countries and Fortune 500 organizations, while also remaining deeply engaged in talent development, research, and public policy discussions. His contributions have earned him global recognition as an innovator and thought leader, yet his focus remains firmly grounded in delivering outcomes that matter to citizens. Leadership Philosophy Rooted in Problem Solving and Collaboration At the core of Juan’s leadership style is a clear and pragmatic mindset. He views leadership not as a position of authority, but as a responsibility to solve problems and enable others to do the same. His approach is anchored in three defining qualities: problem solving, collaboration, and continuous innovation. He believes that the ability to navigate across domains, whether technology, business, or governance, is essential in today’s complex environment. “In any situation, the focus should be on how we can provide value and solve real challenges,” he explains. This perspective allows him to operate effectively across diverse sectors and align stakeholders around shared goals. Collaboration plays an equally important role in his leadership. He emphasizes the need to engage openly with teams, partners, and institutions at all levels. In his view, meaningful progress cannot happen in isolation. Instead, it requires building connections, understanding different perspectives, and working towards solutions that benefit all parties involved. His leadership is also shaped by an agile mindset. He encourages experimentation, rapid implementation, and continuous improvement. By testing ideas at a small scale and iterating based on results, he ensures that innovation remains both practical and responsive to changing needs. Innovation Strategy Focused on Real-World Impact Juan’s approach to innovation goes beyond introducing new technologies. He focuses on creating systems and solutions that deliver tangible value in real-world contexts. Throughout his career, he has worked on building and commercializing digital and data products, while also driving large-scale transformation initiatives in both public and private sectors. His work reflects a deep understanding of the multiple dimensions of technology. He recognizes that digital innovation must be viewed not only through a technical lens, but also in terms of economics, policy, ethics, and societal impact. This holistic perspective enables him to design solutions that are sustainable and aligned with broader development goals. In the public sector, his contributions have included the implementation of AI-based systems such as video analytics, image processing, and recommendation platforms. These solutions have been used to improve services ranging from healthcare and education to urban planning and citizen engagement. By integrating advanced technologies with practical applications, he has helped governments deliver more efficient and responsive services. He also places strong emphasis on building foundational capabilities. For him, successful digital transformation depends on robust data management, clear policies, ethical frameworks, and a skilled talent pool. Without these elements, even the most advanced technologies cannot achieve their full potential. Navigating Challenges with Precision and Purpose One of the most defining moments in Juan’s career came during the COVID-19 pandemic, when he served as Head of Data Analytics at Jakarta Smart City. The crisis presented an unprecedented level of urgency and complexity, requiring swift decision-making under conditions of uncertainty. During this period, he led the development of several digital platforms that supported critical aspects of pandemic response, including treatment coordination, vaccination tracking, social aid distribution, and digital education. These solutions played a key role in helping authorities manage the crisis and deliver essential services to citizens. Reflecting on this experience, he describes it as both challenging and deeply fulfilling. The situation demanded not only technical expertise but also resilience, adaptability, and a strong sense of purpose. It reinforced his belief that technology can be a powerful tool in addressing large-scale societal challenges when applied thoughtfully and effectively. Beyond the pandemic, his career has involved navigating complex organizational environments, aligning diverse stakeholders, and driving change across multiple sectors. Each of these experiences has contributed to his ability to lead with clarity and confidence in dynamic settings. Vision for the Future of Digital and AI in Public Systems Looking ahead, Juan’s vision is centered on scaling the impact of digital and AI initiatives across the Asia Pacific region and beyond. At UNDP, he aims to drive practical solutions that improve the lives of citizens in multiple countries, while also strengthening regional collaboration. He sees immense potential in the continued evolution of artificial intelligence, but also recognizes the need for careful and responsible implementation. “We need to prepare the fundamental building blocks for AI, including data management, privacy, ethics, and infrastructure,” he notes. This preparation is essential to ensure that technological advancements are both effective and trustworthy. He also highlights the importance of mindset among public sector leaders. For digital transformation to succeed, there must be a willingness to explore, learn, and adopt new approaches. He believes that governments should build on existing innovations while integrating new technologies to create lasting and scalable solutions. Another key aspect of his vision is ecosystem development. He advocates for stronger collaboration between governments, industries, academic institutions, and social organizations. By bringing these stakeholders together, it becomes possible to create a more cohesive and resilient digital landscape. Creating Lasting Impact Across Communities and Industries Throughout his career, Juan has remained committed to making a

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