Ignacio Campoy Aguilar: Leading Transformation Through Technology, Trust, and People A Leadership Journey Built on Purpose For Ignacio Campoy Aguilar, leadership is measured not only by the results an organization achieves but also by the people it empowers and the lasting improvements it creates. As CEO and Director General of Formación Universitaria, and a GLG Council Member for Projects, he brings a leadership philosophy shaped by strategic thinking, operational excellence, continuous learning, and a strong belief in the value of teamwork. His professional journey reflects a clear understanding that lasting progress requires more than good ideas. It requires people who can turn those ideas into meaningful outcomes. Throughout his career, Campoy Aguilar has taken on growing responsibilities while navigating increasingly complex business challenges. Each stage has strengthened his understanding of customer needs, organizational performance, and the importance of anticipating change. These experiences have helped him develop an approach that connects long-term goals with practical execution. Rather than viewing leadership as a position of authority, he sees it as a responsibility to establish direction, build confidence, and help teams achieve objectives that may initially appear difficult. His approach also reflects a broader understanding of transformation. Technology, processes, and business strategies can create new opportunities, but their value depends on how effectively they serve an organization’s goals and the people behind them. This principle has remained central to his thinking, shaping how he approaches decisions, encourages innovation, and measures professional success. Leadership Through Trust and Accountability Campoy Aguilar describes his leadership style as approachable, demanding, and focused on results, with trust at its center. He believes that effective leaders must set clear expectations while giving people the freedom to contribute their knowledge, judgment, and ideas. This balance allows teams to take ownership of their work without losing sight of shared objectives. His understanding of leadership has evolved over time. Earlier in his career, he was more focused on execution and finding solutions himself. Experience has taught him that a leader’s role extends beyond resolving immediate problems. It involves asking the right questions, setting priorities, removing obstacles, and creating the conditions in which others can perform at their best. Delegation, in this context, is not simply about distributing tasks. It is about building the confidence and capability required for people to make sound decisions independently. Listening is equally important to his approach. Campoy Aguilar recognizes that valuable ideas can come from any level of an organization, not only from those holding senior positions. By encouraging different viewpoints and allowing people to express their opinions, leaders can gain a fuller understanding of challenges before deciding how to address them. Adaptability and emotional intelligence also play an important role, as different people and situations often require different responses. For Campoy Aguilar, credibility grows when actions align with stated values. Employees notice how decisions are made, how challenges are handled, and whether leaders take responsibility for their choices. Consistency between words and actions creates the trust that allows teams to work through uncertainty and pursue ambitious goals together. Making Innovation Practical and Purposeful Innovation is most effective when it addresses a real need. Campoy Aguilar’s approach rejects the idea that organizations should adopt new technology simply because it is available. Instead, he emphasizes identifying specific problems, establishing clear objectives, and determining where new capabilities can deliver measurable value. He sees innovation as a shared responsibility rather than an activity limited to a particular department. This perspective encourages teams to look for better ways of working across the organization. It also places experimentation within a clear business framework. Teams need the freedom to test ideas, but they must also assess results and learn from the evidence. Short development cycles, practical testing, and regular evaluation can help organizations recognize what works and adjust what does not. This willingness to learn is particularly important as artificial intelligence, automation, data analytics, and new technology architectures expand the possibilities available to businesses. These tools can support efficiency, improve processes, and open new opportunities, but their adoption must remain responsible and aligned with organizational priorities. The challenge is not simply to move quickly. It is to make informed choices that produce lasting benefits. Campoy Aguilar also connects innovation with agility. In his view, agility is not merely the ability to complete tasks faster. It is the capacity to learn, reassess decisions, and respond effectively when circumstances change. Organizations that develop this capability are better positioned to manage uncertainty without losing sight of their long-term objectives. This approach requires a culture in which controlled experimentation is accepted as part of progress. Not every initiative will succeed, but unsuccessful experiments can still provide useful information. When teams understand what went wrong and apply those lessons to future decisions, setbacks become opportunities to improve rather than reasons to avoid change. Turning Challenges Into Better Decisions Complex decisions rarely offer a perfect solution. Campoy Aguilar recognizes that leadership often involves choosing between alternatives that carry different risks and consequences. His approach is grounded in three considerations: data, impact, and values. The first step is to examine the available information objectively. Decisions should be based on evidence rather than assumptions or personal preference. The next step is to understand the wider consequences of each option. Financial and technological considerations matter, but they cannot be viewed in isolation from their effects on customers, employees, and the organization as a whole. Finally, a decision must be consistent with the principles the organization intends to uphold. Seeking different perspectives strengthens this process. Listening to people with varied experiences can reveal risks or opportunities that might otherwise be overlooked. Once a decision has been made, however, the leader must accept responsibility for it and communicate the reasoning clearly. Accountability is especially important when the outcome is uncertain, or the decision requires difficult adjustments. Campoy Aguilar also understands that avoiding decisions can create problems of its own. Waiting indefinitely for complete certainty may prevent an organization from responding to changing conditions. In some situations, a carefully considered decision that can be

Sebastian Pistritto: Chief Marketing officer Sebastian Pistritto: Turning Engineering Thinking into a Powerful Business Growth Engine Marketing leadership is often viewed through the lens of campaigns, customer engagement, and brand growth. For Sebastian Pistritto, the discipline is much broader. His approach to marketing has been shaped by an unusual combination of electrical engineering, business strategy, technology, and executive leadership. Rather than treating marketing as a standalone function, he approaches it as a business growth engine, one that should help organizations understand their markets, solve problems, improve performance, and create sustainable results. His career began far from the marketing boardroom. With a degree in electrical engineering, Pistritto started by designing electronic circuits and circuit boards for Ford Motor Company. That early experience developed an analytical mindset that continues to influence his work. Engineering taught him to understand how systems function, identify problems, examine data, and look for solutions that could be repeated and improved. As his career progressed, those skills became the foundation for work across technical communications, marketing, business development, product management, and executive leadership. A defining milestone came with his appointment as CMO across four different organizations. His experience spans SaaS, healthcare, fintech, financial services, retail, technology, automotive, and consumer electronics, including companies backed by private equity and venture capital. Today, through his work, Pistritto brings together this broad experience as a marketing executive, author, and business-growth strategist. Leading with Clarity, Trust, and Accountability Pistritto’s leadership philosophy has evolved significantly throughout his career. Earlier on, his focus was often on solving problems personally and ensuring that work was completed correctly. Executive leadership taught him a different lesson. The strongest leaders are not necessarily those who solve every problem themselves. They are the ones who build teams capable of solving problems repeatedly. His leadership style is therefore strategic, collaborative, and grounded in accountability. He establishes clear objectives, explains why those objectives matter, and gives capable people the freedom to determine how they can achieve them. At the same time, he expects ownership and measurable results. One of the principles that guides his approach is the importance of clarity. Employees need to understand where an organization is going, why the destination matters, and how their individual responsibilities contribute to the larger objective. Pistritto also believes trust is earned through consistency, transparency, and accountability. His engineering background remains visible in the way he approaches leadership. He looks for patterns, explores root causes, and builds processes that can be repeated. Yet he also recognizes that businesses are not machines. Strategy and processes only work when people understand them, believe in them, and feel empowered to contribute. This has led to one of the most important shifts in his career: moving from being the person who solves problems to being the person who builds an organization capable of solving them. Marketing as a Business Growth Engine For Pistritto, marketing begins with understanding the business rather than building a marketing plan. He believes a CMO should understand how an organization makes money, where it wants to grow, what is limiting that growth, and where marketing can create meaningful leverage. This perspective sets his approach apart from a traditional view of marketing. Campaigns, content, demand generation, and customer acquisition all have value, but they are tools rather than the ultimate objective. The larger goal is business growth. “I’ve always viewed myself as a business person in a marketing position,” he explains. That philosophy influences how he develops go-to-market strategies, structures teams, establishes processes, and measures performance. Instead of focusing only on marketing activity, he looks at how those activities connect to revenue, customer acquisition, retention, and broader business objectives. His engineering mindset strengthens this approach. Data provides the starting point, but Pistritto goes further by asking what is causing a particular result. Once a pattern becomes clear, he looks for ways to turn the insight into a repeatable process. This focus on repeatability has become a central theme of his career. His proudest achievements are not simply individual campaigns or short-term wins, but the marketing organizations and growth systems that continue producing value beyond a single initiative. Innovation Through Continuous Improvement Pistritto sees innovation as a practical discipline rather than a requirement to constantly invent something completely new. Often, he believes, innovation comes from finding a better way to solve an existing problem. His preferred approach is based on experimentation. Teams should understand the problem, gather the relevant information, identify possible solutions, test them, measure the results, and make adjustments. Smaller experiments can provide useful learning without requiring an organization to spend months pursuing an untested idea. This approach also supports agility. Pistritto believes people should have enough autonomy to make decisions within clearly defined objectives and guardrails. When every decision has to move through one leader, even strong teams can become slow. Creating space for people to challenge ideas is equally important. Innovation becomes difficult when employees are afraid to question strategies or acknowledge that something is not working. By encouraging open discussion and learning from results, Pistritto promotes a culture built around continuous improvement. His philosophy can be summed up simply: test, learn, measure, adjust, and repeat. Lessons from Challenges and Milestones Leadership also requires difficult decisions, and Pistritto has experienced moments when organizational changes were necessary to support the next stage of business growth. Such decisions can affect careers, families, and professional confidence, making them among the most demanding responsibilities of an executive. His approach is to assess what the business needs while also considering the strengths and potential of the people involved. Where employees can grow into new responsibilities, he believes leaders should invest in them through coaching, ownership, and development. Where critical capabilities are missing, bringing in new talent may be necessary. The lesson has reinforced his belief that organizational growth depends on people as much as strategy, technology, or resources. His career itself reflects that principle of continuous learning. Moving from engineering into marketing and eventually executive leadership was not a linear journey. Each stage added another layer to

Gene Saunders: Project Lifesaver International, Founder/CEO Gene Saunders: Building Hope Through Leadership, Service, and Innovation For more than five decades, Gene Saunders has dedicated his life to serving others. His career has taken him from military service and law enforcement to becoming the founder and CEO of Project Lifesaver International, an organization that has changed thousands of lives across the world. Throughout every stage of that journey, one purpose has remained constant: protecting people and helping families during some of their most difficult moments. Gene’s professional path reflects a lifetime of discipline, responsibility, and action. While still a senior in high school, he joined the Army National Guard and later completed Officer Candidate School, beginning a military career that would span 14 years. At the same time, he built a remarkable career with the Chesapeake Police Department in Virginia, serving for 33 years before retiring as a Captain. During those years, he worked in every division of the department, eventually leading each one and founding the Special Weapons Team, which completed more than 800 operations. His commitment to public service extended beyond policing. He also served with distinction in the United States Air Force Auxiliary, achieving the rank of Lieutenant Colonel while serving as Commandant of the Region Staff College. In addition, he commanded aviation and ranger units within the Virginia State Guard. These experiences shaped a leader who understands that preparation, teamwork, and clear purpose are the foundations of success. Yet perhaps the most meaningful chapter of his career began in 1999 when he founded Project Lifesaver International. The organization was created to address a growing need for the rapid recovery of individuals with cognitive conditions who wander and become lost. By combining proven radio telemetry technology with specialized training for first responders, Project Lifesaver introduced a faster and more reliable approach to search and rescue. Since its launch, the organization has expanded to more than 1,800 member agencies across all 50 U.S. states, Puerto Rico, and nine Canadian provinces. More importantly, it has helped achieve more than 5,000 successful rescues, bringing loved ones home safely and giving families renewed hope. For Gene, these numbers represent much more than organizational growth. Each successful rescue reflects the power of a vision that became reality through determination and collaboration. Looking back on the journey, he considers the creation and continued success of Project Lifesaver to be the achievement that means the most. “The establishment of Project Lifesaver and seeing it evolve over the past 27 years” remains the accomplishment he is proudest of because it demonstrates what can happen when an idea is driven by purpose rather than recognition. His leadership has always been guided by a simple belief that every challenge has a solution. That philosophy has helped him lead through uncertainty, inspire those around him, and build an organization whose impact continues to grow across communities around the world. Leading with Purpose and Trust Gene Saunders believes that leadership is built on clarity, accountability, and trust. Rather than relying on titles or authority, he focuses on creating an environment where people understand the mission, know their responsibilities, and feel confident in delivering results. His management approach begins with setting clear objectives and communicating them effectively. Once goals are established, he believes in giving individuals the freedom to determine the best path forward. This balance between guidance and independence encourages ownership, builds confidence, and often leads to better solutions. He also places great importance on recognizing success while addressing challenges with honesty and fairness. Team members who perform well receive praise, while problems are corrected quickly to maintain high standards. According to Gene, strong leaders earn respect by leading through their own actions. They communicate clearly, reward excellence, address weaknesses, and remain committed even when circumstances become difficult. His motivation comes from seeing what organized teams can accomplish together. He believes that determination is one of the greatest strengths any leader can possess. As he explains, “There is always one more thing you can do.” That mindset has become a defining principle throughout his career, encouraging persistence even when solutions are not immediately visible. Innovation Built on Courage Innovation at Project Lifesaver International is driven by practical thinking rather than following trends. Gene encourages his team to focus on outcomes instead of rigid processes. By providing clear goals without limiting creativity, he gives people the opportunity to develop new ideas and improve existing methods. This philosophy has helped the organization remain responsive as technology continues to evolve. Gene understands that leaders must manage today’s responsibilities while preparing for tomorrow’s opportunities. Staying informed about emerging technologies and evaluating how they can improve operations has become an important part of the organization’s long-term strategy. One of the greatest tests of this approach came when Project Lifesaver’s primary equipment supplier unexpectedly closed its business. The decision forced the organization into an uncertain position. Without access to essential equipment, the future of Project Lifesaver was at risk. Instead of accepting defeat, Gene evaluated every available option and chose the boldest path. The organization negotiated to purchase the supplier’s business and began producing its own equipment. It was a significant financial and operational risk, but one that ensured continuity for member agencies and the families who depended on the program. The decision demonstrated the importance of acting decisively when circumstances demand change. Creating a Lasting Legacy Looking ahead, Gene Saunders remains focused on ensuring that Project Lifesaver International continues to serve communities for generations to come. His vision extends beyond organizational growth. It is centered on expanding the ability of first responders to locate vulnerable individuals quickly and safely while continuing to improve the technology and training that support those efforts. His advice to future leaders reflects the same values that have guided his own journey. He encourages people to believe in their vision, act with confidence, and never allow setbacks to define their future. Challenges are inevitable, but resilience and determination often become the difference between success and failure. Ultimately, Gene hopes his

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,

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.”