The 10 Most Innovative Business Leaders of 2023.pdf

The Power of Vision
How do Innova ve Leaders
Inspire and Drive Change?
Leading with Agility
Adap ng to Rapidly Changing
Business Landscapes
James
Achieving Mining
Success Sykes
Sykes
James
The10Most
Innovative
Business
2023
James Sykes
CEO, President,
and Director
Baselode Energy
Corp
VOL 06 I ISSUE 01 I 2023

When the
Vision
is Clear,
the Results
Will Appear
Vision
is Clear,
Results
Appear
When the

Editorial
Note
Revolutionary
Elements of
Elements of
Elements of
Perpetual
Triumph
Triumph
Triumph

Hire
character.
Trainskill.
Abhishek Joshi
AbhishekJoshi
eadership is not just about being in charge of a
Lteam; it's about inspiring and motivating others to
achieve a common goal. Inspirational leaders
possess certain traits and characteristics that set them
apart from others. These leaders are able to inspire and
motivate people to go above and beyond what is
expected of them. In this article, we will explore the
traits of the most inspirational leaders.
Inspirational leaders possess certain traits and
characteristics that set them apart from others. They
are visionary, empathetic, authentic, courageous,
resilient, innovative, humble, and inspiring. These
leaders create a culture of collaboration, innovation,
and growth, which helps to motivate and inspire their
team members to achieve great things. By
understanding these traits, we can all strive to become
more inspirational leaders in our own lives and careers.
Inspirational leaders have a clear vision of what they
want to achieve. They are able to articulate this vision
to others in a way that is inspiring and motivating. A
leader's vision provides a sense of purpose and
direction for the team and helps to align everyone's
efforts towards a common goal. The most inspirational
leaders are able to communicate their vision in a way
that resonates with their team members.
Empathy is the ability to understand and relate to the
needs and concerns of others. Inspirational leaders are
able to show empathy towards their team members,
which helps to create a sense of trust and respect.
These leaders listen to their team members and take
their opinions and ideas into account when making
decisions. This creates a sense of belonging and fosters
a culture of collaboration.
Business leaders are authentic and true to themselves.
They are honest, transparent, and genuine, which helps
to build trust and credibility with their team members.
Authentic leaders do not try to be someone they are
not, and they are open about their strengths and
weaknesses. This creates an environment where people
feel comfortable being themselves and encourages
them to be honest and transparent as well.
Above all, inspirational leaders are able to inspire
others to be their best selves. They lead by example and
are able to bring out the best in their team members.
These leaders create a positive and supportive
environment that fosters growth and development.
They encourage their team members to take on
challenges and push themselves to new heights.
Mapping the journey of these business leaders,
CIOLook—brings its latest edition—The 10 Most
Innovative Business Leaders of 2023.
Flip through the pages and indulge in the odyssey of
excellence these business leaders are mapping in the
dynamic business arena.
Have a delightful read!

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CONTENT
Senior Editor Alan Swann
Executive Editors AbhishekJoshi
Alex Spellman
DESIGN
Visualizer Dave Bates
Art & Design Director Revati Badkas
Associate Designer Ankita Pandharpure
SALES
Senior Sales Manager Sihanee M., Rouniyar A.
Customer Success Manager Jack Ryan, Niwrutti
Sales Executives John, Rohit
TECHNICAL
Technical Head Prachi Mokashi
Technical Consultant Victor Collins
June, 2023
Copyright © 2023 CIOLOOK, All
rights reserved. The content
and images used in this
magazine should not be
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Brief
Company Name
Taryn Andersen
CEO
Todd Inskeep
Founder
Emily Dulin
Chief Executive Officer
Jeff Immelt
Chairman & CEO
Emily Dulin is an accomplished leader and corporate
administrator with over 25 years of experience in management,
strategic planning, fundraising, marketing, advertising, public
relations, community/corporate outreach, special events and
promotions.
Taryn aims to higher female-led tech & also social impact
entrepreneurs' investments, connecting them with investors.
Todd Inskeep has delivered security leadership and innovation
for over 25 years, and currently leads Incovate Solutions,
focusing on executive engagement for cyber risk management
and security program leadership throughout digital
transformations.
Jeff Immelt joined NEA in 2018 as a Venture Partner working
with innovative, growth companies in healthcare, industrial
automation, clean tech and IoT.
Claire Cockerton
Founder & CEO
Claire Cockerton is a specialist in designing, building and
operating innovation centres.
Cockerton + Co
cockertonand.co
Brooke USA
BrookeUSA.org
New Enterprise Associates
nea.com
Anne Clarke Wolff
Founder & CEO
Anne Clarke Wolff is a 30-year transformational leader in the
financial services industry with expertise managing large scale
global businesses and working with companies through
financial life cycles – from initial public offerings to mergers
and acquisitions.
Independence Point
independencepoint.com
eWorkOrders
BrookeUSA.org
Jeff help organizations take control of their service requests,
work orders, preventive/scheduled maintenance, assets,
employee, inventory, vendors, and much more and save money
doing it.
Incovate Solutions
incovatesolutions.com
Gabor Pinter
Founder
"Living a thoughtful life equals having expertise in the IT
field;" Gabor Pinter lights up a mindset toward IT with this
message.
Mind Mate Inspiration
mindmate.hu
Impulse4women
impulse4women.org
Baselode Energy Corp
oregroup.ca
James shares a dream that nuclear energy is the only way for
global civilization to move forward.
James Sykes
CEO, President
and Director
Kevin Parikh
CEO and
Chairman
Kevin Parikh is the CEO and Chairman of Avasant and the
Avasant Foundation.
Featured Person
Jeff Roscher
President
Avasant Group
avasant.com

James Sykes
CEO, President,
and Director
Baselode Energy
Corp

James
Sykes
Achieving Mining
Success Sykes
Baselode has completed
80 drill holes for 24,000
meters of diamond
drilling, deﬁning a
uranium mineralization
system with at least ﬁve
different zones. The
system measures 375
meters along strike and is
more than 150 meters
wide, starting at 25
meters beneath the
surface and extending to
approximately 300
meters deep.
“
“

ith a sharp focus on uranium exploration in
Wthe Athabasca Basin area of northern
Saskatchewan, Canada, Baselode Energy
Corp has kept its promising start. Since going public on
the Toronto Venture Stock Exchange and the OTC
Markets Group in 2020, Baselode has been on a
mission to discover high-grade uranium orebodies that
can be mined using open pit methods and are close to
existing infrastructure.
The success of Baselode Energy Corp. can be attributed
in part to the leadership of James Sykes, who serves as
the company's CEO, President, and Director.
Throughout his 16-year career, Sykes has been directly
and indirectly credited with discovering over 500
million pounds of U O (uranium oxide). His most
3 8
notable discovery, aside from ACKIO, was the Arrow
discovery for NexGen Energy Ltd. Sykes' expertise has
helped transform companies from ten-million-dollar
market caps to hundreds of millions and even billion-
dollar market caps.
His in-depth knowledge of uranium deposits in the
Athabasca Basin has enabled Baselode to efficiently
and effectively use shareholder funds while increasing
significant investment returns. With Sykes at the helm,
Baselode is well-positioned to continue making
impressive discoveries in the uranium exploration
industry.
Promising Efforts
The company's Athabasca 2.0 exploration model is
designed to achieve just that, and the company's
innovative use of technology, geophysical methods, and
geological interpretations has yielded positive results.
The company's first-ever drill program led to the
discovery of the ACKIO uranium deposit in September
2021, proving the exploration model's effectiveness
and providing investors with a quick return on
investment. With Baselode's assets in one of the
wealthiest uranium jurisdictions in the world, the
company's unique and favorable reward potential
makes it a strong contender in the uranium exploration
market.
The Athabasca Basin has a rich history of uranium
deposits, with those amenable to open-pit mining
methods proving particularly valuable. Deposits with
less than 100 m of Athabasca Basin sandstone cover
have historically gone from discovery into production
within six to twelve years. On the other hand, deposits
with greater than 100 m of sandstone cover have
required unconventional underground mining methods
and have taken longer to develop, with many remaining
in the ground even 50 years after their discovery.
The open pit mines in the area have proven remarkably
successful, with uranium mills being built in the Basin as
a result. Baselode Energy Corp.'s Athabasca 2.0
exploration strategy is built on tried, tested, and proven
principles within this rich uranium jurisdiction. By
focusing on discovering near-surface, basement-
hosted, high-grade uranium orebodies within proximity
to pre-existing infrastructure, the company's strategy
offers unique and favorable reward potential for
investors.
Making the Mark
ACKIO, discovered by Baselode Energy Corp. in
September 2021, is a game-changing find for the
company. The near-surface, basement-hosted, high-
grade uranium discovery is located within short
distances of highways, powerlines, and uranium mills,
making it an attractive prospect for investors.
Since its discovery, Baselode has completed 80 drill
holes for 24,000 meters of diamond drilling, defining a
uranium mineralization system with at least five
different zones. The system measures 375 meters
along strike and is more than 150 meters wide, starting
at 25 meters beneath the surface and extending to
approximately 300 meters deep.
Mineralization remains open to the west, south, and
along the Athabasca unconformity from the north to
the south. The discovery of ACKIO has transformed
Baselode, providing future opportunities for additional
investment rewards and rewarding the company's
shareholder base.
Facing Challenges
Given the current market conditions and public
sentiment towards nuclear energy, Baselode Energy
Corp. needs help securing shareholder investments to
fund their exploration activities. While the nuclear
industry has seen a resurgence of positivity, concerns
surrounding nuclear energy's safety and environmental
impact may deter some investors from supporting
uranium exploration companies.

James understands the
importance of
the mining industry in
meeting the
demands of a growing
and electriﬁed
world.
“
“

James believes
that Baselode's
ambitions are
achievable, and
he is already
investigating the
critical paths for
enabling and
infrastructure
establishment.
“
“

The aftermath of the Fukushima incident caused
uranium investments to plummet for a decade. Recent
inflation and bank failures further reduced investor
willingness to take risks in the junior exploration space.
Despite these headwinds, the company's success in
discovering high-grade uranium deposits in the
Athabasca Basin with the potential for open pit mining
and the leadership of James Sykes, a renowned expert
in the field, may provide investors with the confidence
to invest in Baselode's future.
The Driving Force
Baselode is committed to delivering the best possible
returns for shareholders by wisely, strategically, and
optimistically deploying capital for the quickest
discovery path. James says, "Our shareholders have
supported our company from Day 1, and we'll continue
to put our best foot forward to achieve returns on their
investments. Our team members are all shareholders in
the company. The Baselode team firmly believes
nuclear energy is the best global energy path forward
to meet climate change demands. We are finding the
fuel to help global civilization enjoy safe and clean
energy for future generations."
Market Orientation
James understands the importance of the mining
industry in meeting the demands of a growing and
electrified world. He recognizes that commodity prices
must increase to incentivize lower-grade mining
operations. Despite this, James remains steadfast in his
belief that nuclear energy is the best option for
providing the energy our future world will require.
Baselode's approach to finding the fuel is unique in that
they seek out uranium deposits near-surface and are
amenable to open pit mining operations. This approach
is not reliant on higher uranium prices for extraction
and can be mined at today's uranium market prices.
Helping Hand
Baselode's commitment to responsible and sustainable
mining extends beyond its exploration and
development activities. While the company strives to
discover new uranium deposits to meet the world's
growing energy demands, it also recognizes the
importance of contributing to the communities where it
operates.
James and his team have engaged with First Nation,
Indigenous, and Northern businesses for all their field
operations, supporting local economies and providing
employment opportunities. In addition, the company
has provided community funding for various initiatives,
such as purchasing new computers for schools and
supporting cultural camps.
Baselode has also supported youth development
programs, including financing the participation of a
youth soccer team in two tournaments and supporting
a community outdoor rink. The company's efforts
reflect its belief in the importance of sustainable mining
and community development for a better future.
Future Ready
James has ambitious goals for the future of Baselode.
He hopes to bring the ACKIO deposit into development
and find more uranium deposits on their projects.
Although he acknowledges that it may take over five
years to achieve this, James and his team are
committed to realizing these dreams.
They understand that many steps are involved in the
process, including defining the deposit's size,
conducting environmental and wildlife studies,
engaging with local indigenous communities, and
meeting all permitting requirements.
Despite the challenges, James believes that Baselode's
ambitions are achievable, and he is already
investigating the critical paths for enabling and
infrastructure establishment. James also wants
Baselode to be recognized as a preeminent uranium
exploration company with multiple discoveries.
He wants investors to think of Baselode first when
considering investing in the uranium space. James is not
just dreaming; he is determined to act on his dreams
and make them a reality.

Adapting
Adapting
Adapting to
to
to Rapidly
Rapidly
Rapidly
Landscapes
Landscapes
Landscapes
Changing Business
Changing Business
Changing Business
www.ciolook.com | 202 |
June 3
16

n today's dynamic business environment,
Iorganizations face constant disruption and change.
Adapting to rapidly changing business landscapes is
essential for survival and success. This article explores
the challenges posed by these evolving landscapes and
provides strategies and best practices for organizations
to navigate and thrive amidst uncertainty.
Embracing a Growth Mindset:
Adapting to rapid change requires a mindset shift.
Organizations and individuals must embrace a growth
mindset, recognizing that change brings opportunities
for innovation and learning. By cultivating a mindset
that embraces change as a catalyst for growth,
organizations can position themselves to adapt and
capitalize on emerging opportunities.
Agility and Flexibility:
Being agile and flexible is crucial in navigating rapidly
changing business landscapes. Organizations should
focus on building flexible structures, processes, and
systems that can quickly respond to market shifts. This
includes adopting agile methodologies, promoting
cross-functional collaboration, and empowering teams
to make fast, data-driven decisions.
Continuous Learning and Skill Development:
To adapt to change, organizations must prioritize
continuous learning and skill development.
Encouraging employees to acquire new knowledge,
develop new competencies, and stay updated with
industry trends equips them with the capabilities
needed to navigate evolving landscapes. Creating a
culture of learning promotes adaptability and
innovation within the organization.
Embracing Technology and Digital Transformation:
Technology plays a pivotal role in today's changing
business landscapes. Organizations should proactively
embrace digital transformation, leveraging technology
to enhance operational efficiency, improve customer
experiences, and identify new business opportunities.
Embracing emerging technologies such as artificial
intelligence, data analytics, and automation enables
organizations to stay ahead of the curve.
Customer-Centricity:
In rapidly changing landscapes, organizations must stay
closely connected with their customers. Adopting a
customer-centric approach involves understanding
customer needs, preferences, and behaviors. Regularly
gathering customer feedback, conducting market
research, and leveraging customer data can provide
valuable insights for adapting products, services, and
strategies to meet evolving customer expectations.
Strategic Partnerships and Collaborations:
To navigate complex and rapidly changing business
landscapes, organizations can establish strategic
partnerships and collaborations. By forging alliances
with complementary businesses, sharing resources, and
collaborating on innovation, organizations can leverage
Leading with Agility
www.ciolook.com | June 2023 |
17

collective strengths and gain a competitive edge.
Strategic partnerships enable access to new markets,
technologies, and expertise.
Continuous Monitoring and Scenario Planning:
Effective adaptation requires vigilance and proactive
monitoring of the external environment. Organizations
should invest in monitoring market trends, industry
dynamics, and competitor activities. Conducting
scenario planning exercises helps organizations
anticipate potential disruptions and formulate
contingency plans, ensuring readiness to adapt to
various future scenarios.
Change Leadership:
Successful adaptation to rapidly changing business
landscapes requires strong change leadership. Leaders
must communicate a compelling vision, foster a culture
that embraces change, and provide clear direction
during periods of uncertainty. They should inspire and
engage employees, promoting a sense of ownership and
commitment to the change journey.
Agile Decision-Making Processes:
In rapidly changing landscapes, organizations must
adopt agile decision-making processes. This involves
empowering teams to make timely decisions,
decentralizing decision-making authority, and
embracing experimentation. By promoting a culture of
experimentation and learning from failures,
organizations can make faster, more informed decisions
in response to changing circumstances.
Resilience and Change Management:
Lastly, organizations must cultivate resilience and
effective change management practices. Leaders
should acknowledge the emotional and psychological
impacts of change, provide support to employees, and
communicate transparently throughout the change
process. By fostering resilience and effectively
managing change, organizations can navigate
uncertainty with greater conﬁdence.
Data-Driven Decision-Making:
In a rapidly changing business landscape, organizations
should rely on data-driven decision-making. By
leveraging data analytics and insights, organizations
can make informed choices, identify emerging trends,
and quickly adapt their strategies. Data-driven
decision-making reduces reliance on assumptions and
helps organizations stay ahead of the curve.
Continuous Innovation:
To navigate changing landscapes, organizations must
foster a culture of continuous innovation. Encouraging
employees to generate and explore new ideas,
experiment with new approaches, and challenge
existing processes promotes adaptability and
responsiveness. Embracing innovation as a core value
enables organizations to stay relevant and seize
emerging opportunities.
Rapid Prototyping and Iterative Development:
Rapid prototyping and iterative development are
valuable strategies for adapting to change. By creating
prototypes and minimum viable products (MVPs),
organizations can gather feedback early and make
necessary adjustments. This iterative approach allows
for faster adaptation, reduces time-to-market, and
mitigates risks associated with large-scale
implementations.
Effective Change Communication:
Clear and effective communication is crucial during
times of change. Organizations should establish
transparent communication channels to keep
employees informed about changes, their impact, and
the rationale behind them. Open and honest
communication fosters trust, reduces resistance to
change, and increases employee engagement in the
adaptation process.
Adapting to rapidly changing business landscapes is a
critical imperative for organizations. By embracing a
growth mindset, fostering agility, prioritizing
continuous learning, leveraging technology, staying
customer-centric, forging strategic partnerships, and
employing effective change leadership and
management, organizations can thrive amidst
uncertainty. By implementing these strategies and best
practices, organizations can position themselves for
success in an ever-evolving business environment.
June 3
18

A Proven Leader in Not-for-Pro t Management,
Fundraising, and Marketing
E
mily J. Dulin is a seasoned not-for-profit
executive with a wealth of experience in
branding, marketing, and fundraising. With her
extensive background in hospitality, healthcare, and
integrated communications, Emily has honed her skills
in executive management, program development, and
team building, making her a sought-after leader in the
non-profit sector.
With over 20 years of experience, Emily has proven
herself to be an accomplished executive with a track
record of success in leading organizations through
periods of growth and transition. Her expertise in
developing innovative programs and services, working
with boards and volunteers, and building exceptional
teams has helped many non-profit organizations
achieve their goals and objectives.
During the interview, Emily J. Dulin discussed how her role
as CEO of Brooke USA allows her to combine her passion
for aiding both animals and humans. Here are some of the
key highlights from the conversation.
Brief us about your career path as a staunch woman
leader up until your current position. What were the
challenges that you had to overcome to scale your
progress?
I started very early on in the public relations sector and
was one of the very few, at the time, that worked in the
field of Hispanic marketing across the United States. In
those days, diversity marketing was a stretch for most
budgets, and making strong sales pitches and
presentations was essential to our agency's survival.
I've always attributed my success as a fundraiser to the
difficulties of making a case for extra spending to a
major corporation.
It was when my son was born that everything changed;
somehow improving our world became my beacon. I
wanted Matthew to live in a better world and I wanted
him to know that I was contributing to his future. This
was why I landed my first nonprofit job and realized
that I was very good at raising money.
Tell us more about your company and its mission and
vision.
Brooke USA Foundation's (Brooke USA) mission is to
significantly improve the health, welfare, and
productivity of working horses, donkeys, and mules and
the people who depend on them for survival worldwide.
We are committed to sustainable economic
development by reducing poverty, increasing food
security, ensuring access to water, providing a means to
education, and raising basic standards of living through
improved equine health and welfare.
We strive to alleviate the suffering and vulnerability of
developing communities by funding and implementing
programs that improve the quality of life and health of
We are lucky to have many
different talented people
working together—different
genders, nationalities, ethnicities,
skills, education, and
interests—and that's what really
makes Brooke USA diverse.
20

working equines and thereby positively impact their
economic sustainability. These programs include
training on equine care, husbandry, nutrition, and
handling. The bottom line is that we want to see
healthy, happy people and equines that work in
partnership to achieve sustainable local economies.
What methodologies do you implement that
contribute to new growth opportunities?
I find that keeping up with nonprofit trends and
watching some of the industry leaders is the best way
to implement new programs that will contribute to new
growth at our nonprofit. We use the information we
learn to develop campaigns, events, and appeals that
work for our audiences of donors. In fact, it is said that
"imitation is the sincerest form of flattery," and as a
charitable organization, we are consistently copied and
mimicked, whether it be a fundraising event, a direct
mail piece, or a holiday campaign. In fact, we have
created a reputation for creativity and innovation.
Please share your learning of the business world.
Because my background is in the for-profit sector, I
have always applied those initial learnings to how I
manage Brooke USA. For instance, we are firm
believers in annual performance expectations, and our
staff pinpoints objectives from our strategic plan to
develop their own personal goals. Each one of us is
measured against our personal goals, which become
our yearly guide to success.
Emily J. Dulin
CEO
Brooke USA
21

Also, many businesses have been swift to embrace
information technology to keep operational wheels
turning, and we know that such innovation is the wave
of the future for us in the nonprofit sector. Eight years
ago, when remote offices were starting, we made the
decision to go virtual as it meant enormous operational
savings and access to the best employees possible.
Because we experimented with and implemented
scenarios of working remotely years ago, we were a
step ahead during COVID.
I would say that my key learning of the business world is
to remain one step ahead of the competition, and so far,
we have managed to do so.
What strategies do you implement to promote gender
diversity for various leadership positions at your
company?
We learned a long time ago that it was critical for
Brooke USA to be culturally competent. We work hard
at creating and sustaining an organizational culture
that is both empathetic and compassionate to the
needs of those we serve in vulnerable communities.
Our goal is really to represent them and understand
them.
Because we are so small, so specialized, and so
geographically spread, we work very hard at recruiting
the best people possible, both as employees and as
board members. We certainly value the uniqueness of
each gender, but more importantly, we value the
uniqueness of each individual. We are lucky to have
many different talented people working
together—different genders, nationalities, ethnicities,
skills, education, and interests—and that's what really
makes Brooke USA diverse.
What values do you incorporate to enhance the work
culture of your company?
The most important value for us at Brooke USA is the
well-being of our employees. We offer support within
the organization with policies in place that encourage
respect, trust, empathy, and teamwork. This is not too
hard for us to implement as we are in the business of
helping others across the world, and to do so, we know
that our work most often begins at home. We support
each other and offer compassion and kindness in times
of need; we forgive mistakes and do not assign blame,
and we work to inspire each other. We treat each other
as friends, care for each other, and are interested in
each other's lives. Our goal is to emphasize meaningful
interactions that contribute excellence to all aspects of
our work.
Where do you envision yourself to be in the long run,
and what are your future goals for your company?
Personally, I want to continue to see Brooke USA
succeed while we direct more funds to programs
approved by our Board of Directors. Our goal is simple:
to grow more and more each year. Certainly,
approaching growth means extraordinary staff, a
superb board of directors, and an immaculate
reputation. We are working on this on all fronts, and we
have a good track record already.
What advice would you give to the next generation of
women leaders willing to venture into the modern
business arena?
The best advice I can give is to be passionate about your
work. One wants to go to work each day with a smile on
one's face. After all, we spend most of our days on the
job, and it would be dreadful not to enjoy it.
Unfortunately, finding what one loves is not always that
obvious, so I would say, volunteer for special projects
on the job, join a board of directors, read whatever you
can, get special certifications, and attend continuing
education courses. In my mind, it is paramount to be
prepared when you find the perfect industry in which to
work. I have done just that, and I have never looked
back. I just want everyone to be as fortunate as I am.
22

23

Gabor Pinter
Symbolizing Brilliance
hile the term “thought leader” might sound
Wlike another corporate buzzword, its
meaning is very valuable to individuals and
businesses alike. As a notable expert in a specific
company, industry or society, a thought leader is
someone who offers guidance and insight to those
around them. In other words, a thought leader has a
positive reputation for helping others with their
knowledge and insight.
Thought leadership is not something you create
overnight. It takes a lot more than one blog, social post
or networking event to cement yourself as a trusted
figure in any field. Expertise, insight and a valuable
perspective are elements that lead to thought
leadership status. Thought leaders create the news
instead of simply sharing it.
Shaking up the conversation in your industry often
requires trying something new, experimenting with or
developing new methodology and then proving the
success of your initiatives. If you have any successful
programs, finding a new way to describe them can
provide an innovative look into your industry. The work
your company or brand is doing is what will shape the
story you will tell as you craft thought leadership
content.
Gabor Pinter stands out with such significant traits as a
thought leader to influence other leaders, and to be an
entrepreneur with immersive strategies.
Thriving with the motto “Let your aspirations become
someone’s inspiration,” Mr Pinter has been providing
life and business ideologies with Mind Mate Inspiration.
A mastermind community that he established after
getting engaged in organisations, and gained insights in
leadership disciplines and directions.
In an interview with CIOLook, Mr Pinter shares
valuable facts that highlight his professional tenure and
his journey as an excellent leader in the business arena.
Gabor, brief our audience about your journey as a
business leader until your current position at Mind
Mate Inspiration. What challenges have you had to
overcome to reach where you are today?
I started my career in 1997 with computer science area
degree and went to IBM. It took about 10 years to
develop IT Service Management solutions and certify
as a Consultant in this area, later I helped the local
Business Development Execution also.
After this, I was promoted to a local Technical Solution
Owner role and soon became the leader of the Solution
Design Center of Excellence for 15 countries in Central
and Eastern Europe (CEE), including Opportunity to
Order (O2O) ownership to gain responsibilities for
regional efficiencies; also, I lead the IT Strategy &
Design leadership consultancy. Different global leaders
in these positions had mentored me, so learning and
leading became my passion.
I always focus on combining multiple dimensions,
starting with the Business and IT sides, nowadays
between Engineering and IT services in multiple client
sectors. My giveback activities were continuous during
the journey, so I took part in organisations, and
leadership mentoring, and I established my own
mastermind community the Mind Mate Inspiration.
I have a large international network with key
stakeholders and recognitions from Thinkers360
badges in several topics, I had been selected among
Whizlab’s TOP150+ NextGen leaders and I am an
ambassador for the local Excellence organization. I also
launched a global group for similar Thought Leaders,
Entrepreneurs and Global Mentors, currently with 30+
members: https://www.linkedin.com/groups/8346468/
24

The Journey of an Adept Leader
A short career roadmap or a link for a good summary: https://mindmate.hu/pinter-gabor
Ÿ 1997-2014 IBM: 10 years with IBM ITSM systems implementations and consulting, 1 year in a Business Development
Executive role, 5 years in IBM Central & Eastern Europe (CEE) Solution Design Center of Excellence center lead, IBM
CEE Opportunity to Order process ownership for 15 countries, 2 years as IBM CEE IT Strategy & Design Consulting
leader (ITS Partner)
Ÿ 2005: ITSMF Hungary foundational member
Ÿ 2006: IBM Certiﬁed Consultant
Ÿ 2011: IBM certiﬁed Thought Leader in 4 leadership categories: Embrace Challenge, Build Mutual Trust, Partner Client’s
success, and Collaborate Globally (https://www.thinkers360.com/tl/gabor_a_pinter)
Ÿ From 2014: Founding Mind Mate Inspiration community. Currently with 20+ mentors, 120+ members and wide local
and international followers.
Ÿ From 2016: BEKO Engineering Ltd. – Head of Business Development and IT Services Solutions.
Gabor Pinter,
Mind Mate Inspiration
25

Tell us something more about your company and its
mission and vision.
Via Mind Mate Inspiration community, I can work in
pro-bono ways as a Thought Leader to influence other
leaders and followers, to be an entrepreneur for
strategical actions in international sustainability and
efficiency developments to help the overall progress.
Our MMI team is keen on our Future conscious-
thinking (a CSR 2.0) approach, which allows to extend
the profit approaches with other key values and
interactions building employee benefits (commitment,
sense of responsibility, performance-centricity) and
company culture related points (economy, efficiency,
customer focus, trust). “Only the trust earns trust” as I
often say.
Enlighten us on the impact that you have made with
your work through your expertise in the market.
My Personal achievements during the past 25+ years:
Ÿ In 1999: Remedy Approved Consultant and ITIL
foundation certifications.
Ÿ
Ÿ From 2006: IBM Certified Consultant
Ÿ
Ÿ In 2011: IBM Delivery Team of the Year
participation, it became an IBM global SMART
project reference.
Ÿ
Ÿ From 2011, IBM certified Thought Leader in
Embrace Challenge, Build Mutual Trust, Partner for
Client’s success, Collaborate Globally competencies,
and Expert certification in Act with systemic
thinking. See details at:
https://www.thinkers360.com/tl/gabor_a_pinter
Ÿ
Ÿ 2012: IBM Global Client Satisfaction council and
also Sales Connect council member
Ÿ
Ÿ 2013: IBM Global Cloud Advisory Board member
Ÿ
Ÿ From 2021 Excellence Ambassador, as recognition
of Association for Excellence Hungary (SZKE)
Ÿ
In 2021: WhizLab’s list of TOP150 Global Cloud
Thought Leader and Next Generation Leaders
https://www.whizlabs.com/blog/top-global-cloud-
thought-leaders-and-next-generation-leaders/
In 2021: “Future-conscious leader of the year” – by
MMI team members.
Ÿ 2020-2022 Thinkers360 Thought Leader
recognitions in multiple TOP50 lists (like in Sales,
CSR, Culture, Business Continuity, Startups, Cloud.
Undeniably, technology is playing a significant role in
almost every sector. How are you leveraging
technological advancements to make your solutions
resourceful?
We follow the latest developments, and our mentors as
topic leaders share their experiences to help others
succeed. It is every leader’s responsibility to develop
his/her followers in an important environmental, social
or governance area (ESG) or keep continuous learning
and our individual personal motivation, and success. It
becomes a next generation learning platform hopefully.
What change would you like to bring to the business
development & IT industry if given a chance?
In order to be able to keep up with the Volatile,
Uncertain, Complex and Ambiguous (V.U.C.A.) world,
we need transformational leadership and an inspired,
motivated mindset. These might be achieved through
open communication and trustful leaders, which we
would like to become for our followers. I had registered
an Innovation Development Platform approach in
2014, which covers the inspiration related top skillsets
and organizing it according to didactics as well. My
mission is to implement it via real life practices and help
others development toward innovation mindsets in
order to keep up with global changes.
Our MMI team is keen on our Future
conscious-thinking (a CSR 2.0)
approach.”
“
26

and what are your future goals for MMI?
The Nash-equilibrium should be adapted also to
individuals and communities to ﬁnd common goals and
reach win-win situations. I would like to be the
ambassador for these messages worldwide and share
my solution design excellence, leadership experiences
and processing approaches with others. Only the
combination of individual and community set goals can
allow us to survive. Our task is to reach wider common
interests.
What would be your advice to budding entrepreneurs
who aspire to venture into the technology sector?
Finding mentors is a bidirectional advantage. It is the
way to gain motivation from leaders in wider topics to
allow us to impact more and inspire others. Still, it is
also how to organise our energy toward continuous
learning and value-added areas. As leaders, we have
responsibilities both on our team, but also to our
ecosystems and to our future createurs.
27

The Power of Vision
June 3
28

How doInnovative
Leaders Inspire and
DriveChange?
n today's rapidly evolving business landscape,
Iinnovative leaders play a crucial role in driving
change and propelling organizations forward. These
leaders possess a unique ability to inspire and motivate
their teams, cultivating a culture of innovation that
embraces change as an opportunity for growth. This
article explores the strategies and qualities that
innovative leaders employ to inspire and drive change
within their organizations.
Visionary Thinking:
Innovative leaders have a clear and compelling vision of
the future. They articulate a compelling narrative that
excites and engages employees, painting a vivid picture
of what success looks like. By communicating this vision
effectively, they inspire individuals to embrace change
and work towards a common goal.
Leading by Example:
Innovative leaders understand that actions speak
louder than words. They actively demonstrate the
behaviors they expect from their teams. By modeling
curiosity, risk-taking, and adaptability, they create a
culture where change is not only accepted but
embraced as a necessary ingredient for success.
Empowering and Encouraging Autonomy:
Innovative leaders foster an environment where
individuals feel empowered to take ownership of their
work and drive change. They provide autonomy,
encouraging employees to explore new ideas,
experiment, and make decisions. This autonomy fosters
a sense of ownership and accountability, fueling
innovation and driving change throughout the
organization.
Cultivating a Culture of Psychological Safety:
Innovative leaders create a psychologically safe
environment where individuals feel comfortable taking
risks, sharing their ideas, and challenging the status
quo. They actively encourage open dialogue, valuing
diverse perspectives and dissenting opinions. By
removing the fear of failure and judgment, they create a
space for innovative thinking and collective problem-
solving.
Continuous Learning and Development:
Innovative leaders prioritize ongoing learning and
development, both for themselves and their teams.
They provide opportunities for growth, encouraging
individuals to acquire new skills, stay ahead of industry
trends, and challenge conventional thinking. By
fostering a learning mindset, they equip their teams
with the tools and knowledge needed to drive
meaningful change.
Building Networks and Collaborative Partnerships:
Innovative leaders recognize the value of collaboration
and actively seek out partnerships and networks. They
cultivate relationships with industry experts, thought
leaders, and external stakeholders to tap into diverse
perspectives and stay at the forefront of innovation. By
fostering a culture of collaboration, they encourage
cross-functional teams to work together towards
shared goals, driving change from within.
Celebrating and Rewarding Innovation:
Innovative leaders understand the importance of
recognizing and celebrating innovation. They establish
mechanisms to acknowledge and reward individuals
29

and teams who drive change and generate impactful
ideas. By providing recognition and tangible rewards,
they reinforce a culture that values innovation,
inspiring others to follow suit.
In today's rapidly evolving business landscape,
innovative leaders play a crucial role in driving change
and propelling organizations forward. These leaders
possess a unique ability to inspire and motivate their
teams, cultivating a culture of innovation that embraces
change as an opportunity for growth. This article
explores the strategies and qualities that innovative
leaders employ to inspire and drive change within their
organizations.
Visionary Thinking:
Innovative leaders have a clear and compelling vision of
the future. They articulate a compelling narrative that
excites and engages employees, painting a vivid picture
of what success looks like. By communicating this vision
effectively, they inspire individuals to embrace change
and work towards a common goal.
Leading by Example:
Innovative leaders understand that actions speak
louder than words. They actively demonstrate the
behaviors they expect from their teams. By modeling
curiosity, risk-taking, and adaptability, they create a
culture where change is not only accepted but
embraced as a necessary ingredient for success.
Empowering and Encouraging Autonomy:
Innovative leaders foster an environment where
individuals feel empowered to take ownership of their
work and drive change. They provide autonomy,
encouraging employees to explore new ideas,
experiment, and make decisions. This autonomy fosters
a sense of ownership and accountability, fueling
innovation and driving change throughout the
organization.
Cultivating a Culture of Psychological Safety:
Innovative leaders create a psychologically safe
environment where individuals feel comfortable taking
risks, sharing their ideas, and challenging the status
quo. They actively encourage open dialogue, valuing
diverse perspectives and dissenting opinions. By
removing the fear of failure and judgment, they create a
space for innovative thinking and collective problem-
solving.
Continuous Learning and Development:
Innovative leaders prioritize ongoing learning and
development, both for themselves and their teams.
They provide opportunities for growth, encouraging
individuals to acquire new skills, stay ahead of industry
trends, and challenge conventional thinking. By
fostering a learning mindset, they equip their teams
with the tools and knowledge needed to drive
meaningful change.
Building Networks and Collaborative Partnerships:
Innovative leaders recognize the value of collaboration
and actively seek out partnerships and networks. They
cultivate relationships with industry experts, thought
leaders, and external stakeholders to tap into diverse
perspectives and stay at the forefront of innovation. By
fostering a culture of collaboration, they encourage
cross-functional teams to work together towards
shared goals, driving change from within.
Celebrating and Rewarding Innovation:
Innovative leaders understand the importance of
recognizing and celebrating innovation. They establish
mechanisms to acknowledge and reward individuals
and teams who drive change and generate impactful
ideas. By providing recognition and tangible rewards,
they reinforce a culture that values innovation,
inspiring others to follow suit.
Innovative leaders have a profound impact on their
organizations by inspiring and driving change. Through
visionary thinking, leading by example, empowering
autonomy, cultivating psychological safety, promoting
continuous learning, building networks, and celebrating
innovation, they create an environment that embraces
change and propels the organization forward. By
adopting these strategies, aspiring leaders can unlock
their own potential to inspire and drive change within
their respective domains.
June 3
30

Jeff Roscher
Embarking upon the Horizons with Sheer Excellence
eing tech-savvy with an intense curiosity to
Bexplore the facets of technology, the charismatic
Jeff Roscher became a self-taught entrepreneur
by continuing to learn on his own. Jeff's love for
technology has been since childhood. Through a
combination of his father's teachings and his mother's
drive, Jeff's passion for learning and utilizing computer
technology has only grown over time and shows no
signs of slowing down.
Following college, Jeff secured a position as a Senior
Systems Analyst at one of New Jersey's largest
pharmaceutical firms. While he enjoyed the job, he felt
like his creative abilities were not being utilized and
that the sense of fulfillment derived from witnessing his
services in use was somewhat lacking. With a desire to
apply his technical abilities to help others, Jeff
conducted thorough research and brainstormed a
variety of ideas with his brother Brian, who held similar
aspirations and joined forces with Jeff.
Brian and Jeff are tech-savvy entrepreneurs who
abandoned their highly lucrative positions at well-
known pharmaceutical firms to help small businesses
manage their maintenance operations.
Their goal was to help level the playing field for these
businesses in their competition against larger
corporations. They recognized that the computerized
maintenance management system (CMMS) they had
developed was valuable throughout all industries but
was predominantly controlled by large corporations
with exorbitant prices.
Their decision was motivated by a sense of morality and
doing what they believed was the right thing to do,
which ultimately made them feel good, not only in
terms of business but also from an ethical standpoint.
Their passion for this business has not faded even after
25 years, and we are still enjoying the journey.
Although establishing their first solution was
significant, Jeff still felt unfulfilled. This was primarily
because they were targeting a niche market, and Jeff
desired more direct interaction with end customers.
After extensive research and conversations with
others, Jeff and Brian set out to develop Information
Professionals, Inc. (eWorkOrders—Computerized
Maintenance Management System (CMMS) software.)
The primary goal of eWorkOrders was to help
businesses of any size in managing their maintenance
operations with its cutting-edge software. However,
when they began to market computerized maintenance
management software, they quickly recognized that
locally installed software came with a significant
overhead cost and required compatibility with various
operating systems and databases, making it
unattainable for small to mid-sized companies.
As a result, they chose to establish their own servers
and offer eWorkOrders as a subscription-based service
over the internet. Their rationale was to enable all
businesses to leverage their solution while
simultaneously simplifying their operations by avoiding
the need to contend with the IT requirements of
individual customers. Their focus on developing top-of-
the-line maintenance management software has
positioned them as a premier industry leader, with
customers continually providing 5-Star ratings.
In this exclusive interview with CIOLook, Jeff shared
significant facts highlighting his professional tenure, his
journey, and the significance of Information
Professionals, Inc. (eWorkOrders CMMS).
Below are the excerpts from the interview:
Tell us something more about your company and its
mission and vision.
My mission and vision centers around ensuring
customer success and delivering top-notch yet
affordable maintenance software solutions to help
professionals work smarter and more efficiently.
June 3
32

Jeﬀ Roscher
Co-founder and President
Informa on Professionals,
Inc. eWorkOrders (CMMS)
33

Brian and I are both very dedicated to constantly
improving and streamlining the eWorkOrders software
to provide a user-friendly platform that meets the
needs of current and future customers. Since the
1990s, we have set up thousands of customers and
thoroughly enjoy what we are doing.
Enlighten us on the impact that you have made with
your work through your expertise in the market.
Brian and I built the CMMS software from the ground
up, taking into account all of our customers' input and
suggestions. Our commitment to customer satisfaction
has led us to constantly refine and improve the
eWorkOrders software, resulting in a user-friendly and
efficient platform for businesses of all sizes.
By setting up our own servers and offering the system
as a subscription through the internet, we have made it
easier for businesses to benefit from our software
without the need for large upfront investments or the
overhead costs of locally installed software. Our work
has not only saved time and money for businesses, but
it has also improved the quality of maintenance
operations across a range of industries. One customer,
in particular, stands out.
That customer is part of a large multinational. By using
eWorkOrders, they were able to analyze and improve
their operations dramatically. eWorkOrders helped
identify workers that weren't trained properly, which
caused much higher maintenance expenses for one of
their production lines.
After providing more training to operators on the line,
maintenance costs dropped significantly at this plant,
and product pricing from all their products was
reduced. These price reductions led to the customer
increasing their market share dramatically and
becoming much more profitable.
Through my years of experience and commitment to
excellence, I am proud to have made a meaningful
contribution to the field of maintenance management
and to have delivered the best maintenance
management solutions to professionals, making their
lives easier and their companies more competitive.
Describe in detail the values and the work culture that
drives your organization.
Our organization is driven by a set of core values that
guide us in our day-to-day operations. We are
committed to delivering excellence in every aspect of
our work, from the quality of our software products to
the level of customer service we provide. Our team is
passionate about innovation and continuously
improving our technology solutions to meet the ever-
changing needs of our customers. We foster an
environment of teamwork and collaboration, where
each member is valued for their unique skills and
contributions. Our work culture is characterized by a
June 3
34

strong work ethic and a dedication to customer
success, which is reflected in the consistently high
ratings we receive from our satisfied customers. We
also value work-life balance and strive to create a
flexible and supportive work environment for our
employees. We believe that our success as an
organization is tied to the well-being and satisfaction of
our employees, and we work hard to ensure that they
feel valued and supported.
Undeniably, technology is playing a significant role in
almost every sector. How are you leveraging
technological advancements to make your solutions
resourceful?
Leveraging our cloud-based computing technology is
the key we make our solution more resourceful at
eWorkOrders. By hosting our maintenance
management software in the cloud, we are able to offer
a more flexible and scalable solution that can adapt to
the changing needs of our customers.
Cloud computing also enables us to offer real-time
access to data and analytics, making it easier for our
customers to track their maintenance activities and
make informed decisions. Additionally, by hosting our
software on the cloud, we are able to reduce the
overhead costs associated with maintaining and
updating locally installed software, which ultimately
makes our solution more affordable and accessible to
businesses of all sizes.
What change would you like to bring to the business
development & IT industry if given a chance?
My vision for the technology industry is to see the
continued development of transformative technologies,
including AI, IoT, cloud computing, and 5G. I feel that
the combination of these technologies will enable
solutions for augmented, hybrid, and remote working,
making better business decisions, and automation of
workloads.
Integrating these technologies will further enhance
each other, creating "intelligent enterprises" that
complete tasks in the most efficient way possible. As
these new technologies advance, they will impact
businesses and industries, resulting in more effective
sales and marketing, better customer service, efficient
supply chains, aligned products and services with
customer needs, and streamlined manufacturing
processes.
and what are your future goals for your company?
Although the idea of sitting on the beach sounds
appealing, I cannot imagine myself not being involved in
the world of technology. As a proud father of twin boys,
my wife and I make it a point to instill in them the value
of education and the importance of staying updated
with technological advancements.
To achieve a work-life balance, I aim to delegate
responsibilities and seek out opportunities to integrate
new technologies into my current business. By hiring
someone who shares my passion for technology, I hope
to efficiently manage my current operations while
exploring new ventures and advancements that could
complement my existing business.
What would be your advice to budding entrepreneurs
who aspire to venture into the technology sector?
There are a few important considerations if you want to
get involved with cloud-based technologies. Having a
solid foundation of knowledge and comprehension of
the cloud computing sector and its range of
technologies is important. This can be accomplished
through self-education, attending relevant courses, and
seeking out industry experts to learn from.
In order to keep your organization competitive and
relevant, it's important to remain current with the
newest trends and advancements in cloud computing.
By networking with other business people in the field,
going to conferences, and consistently doing market
research, this can be accomplished.
Ultimately, embrace innovation and don't be scared to
take chances. The cloud computing industry is
constantly evolving, and the most successful
entrepreneurs are those who are willing to adapt to
new trends and technologies. Yet, it's equally important
to maintain a balance between work and home life
because losing motivation and productivity might
result from burnout.
35

With Incovate
Solutions, we
prioritize the most
important
opportunities to
signi icantly reduce
risk and thus bring
focus and clarity to
topics that
executives can ind
complex and
overwhelming.
“
“
“
“
Todd Inskeep
Founder
Incovate Solutions
36

Todd
Inskeep
Exhibiting Resolute
Leadership Acumen
successful businessperson will always face
Atheir fear with courage, to break through the
fear and to turn it into strength. Even when you
are uncertain about getting any result, move forward
and address issues as they come along.
Don’t stand still – as long as you have a goal in mind,
working towards it and adjusting as you go along is
better than not doing anything. Make things happen –
you should always take actions that are based on your
best judgment at the time. Standing at the forefront
while surmounting challenges and embarking upon the
horizons of success, Todd Inskeep brings 30 years of
executive leadership and innovation experience to
managing cybersecurity risk.
He has been Chief Information Security Officer, led
wide-ranging cybersecurity projects for global and
regional companies, and worked in multiple industries,
including financial services, intelligence,
pharmaceuticals, and manufacturing.
Working with business executives and CIOs, he’s built
cybersecurity teams and implemented security
strategies as projects and programs within budget
constraints. Using this extensive experience, Todd
established Incovate Solutions, a consulting company
focused on building world-class cybersecurity
programs sized for each client’s needs.
In an interview with CIOLook, Todd shares valuable
facts highlighting his professional tenure and his
journey so far in this dynamic arena.
Below are the excerpts from the interview:
Please briefly describe your professional journey for
our readers. What challenges did you face along the
way?
I started early, my mom pushed me to find a summer job
at the Naval Research Labs in college. Three summers
there got me into encrypted communications and a job
at No Such Agency, aka the National Security Agency.
An early challenge at NSA was getting funding for a
communications system. Senior NSA leaders provided
pointers and set me up to do funding briefings at the
Pentagon. I was 26 years old and briefing 2- and 3-star
generals and Senior Executive Service leaders in
government. Doing demos, and briefing those leaders
pushed me out of my comfort zone and built my
confidence with plenty of practice.
NSA had other challenges including computer security,
cybersecurity research, Internet technologies, the IETF
process, and more, as we tried to influence commercial
industry giants like Sun Microsystems and Netscape
(and Microsoft) to build government requirements into
their systems. Getting security built-in remains a huge
challenge today, even with decent core security in iOS,
Android, MacOS, and Windows.
After NSA, I joined NationsBank, starting the day they
announced merging with Bank of America - doubling
the size of one of the biggest US banks. Challenges
there included growing the overall security team,
building early Internet banking, developing mobile apps
for the first iPhone, and then joining the business side
to improve consumer and online banking security and
thinking about the future of banking.
37

When the bank asked me as an executive to tackle
mortgages after the financial crisis, it was one challenge
I didn’t want. Staying in security I took on Booz Allen’s
challenge and joined their commercial cybersecurity
consulting business.
Working with top global companies while at Booz Allen
gave me great experience working between business
and technical leaders. When Covid slowed things down,
it was time for the next challenge, building Incovate
Solutions.
Tell us about Incovate Solutions and its foundation
pillar.
With Incovate Solutions, we prioritize the most
important opportunities to significantly reduce risk and
thus bring focus and clarity to topics that executives
can find complex and overwhelming.
Our innovation, and foundational pillar, is bringing a
scalable approach to provide fractional leadership
while maintaining the key IT and security information
about each client. From our first client meeting, we
started collecting structured information.
For example, during pre-contract discussions with the
CIO, we heard they wanted to move away from the
current anti-virus or endpoint security tool.
We noted that and started working with the IT team to
understand the issue with the current tool and what
they wanted in a better tool. Our combined experience
let us evaluate alternatives as we worked smoothly
with the client to replace the old tool.
We operate as part of the leadership team (CIO, CFO,
CEO, and others) to assess the actual situation and
solve the real problem. We build a roadmap, solutions,
processes, and projects the team can implement and
manage if needed.
We’re bringing experienced Chief Information Security
Officers CISOs and CIOs to translate modern program
requirements between the board, executive leadership,
and the IT team. We are consciously different from
other consulting companies; we focus on executive
cybersecurity and technology advisory and don’t have a
staff pyramid to feed.
The cyber landscape has changed, and adversaries
aren’t teenagers in the basement; they are professional,
vertically integrated businesses – whether it’s an Asian
ransomware gang or the technical experts in North
Korea, the bad guys know their business.
Every company using the Internet, adopting cloud and
SAAS services, and doing business in the modern web
of supply chains is facing threats from these
adversaries and their ability to disrupt the business.
Customers, along with the SEC and the US National
Strategy, are demanding modern security programs.
Ultimately, we help companies build a sustainable
security program flexible enough to evolve and manage
ongoing security operations to quickly detect, respond,
and recover from threats that break through the
company’s defenses. This resilience is critical.
How does Incovate Solutions promote workforce
flexibility, and what is your role in it?
We promote workforce flexibility in several ways, and I
lead by example. First, to maintain creditability, we
encourage the team to be involved in peer communities
at the CIO and CISO levels. We meet regularly with
peers, vendors, VCs, and startups to maintain currency
with security trends, innovation, and technologies. We
share our experiences while preserving client privacy,
and actively learn from others.
Second, we manage client and team expectations. With
team members supporting multiple executives, we set
both time and availability expectations while allowing
for the possibility of an emergency at any time.
Finally, we set individual and reasonable targets
appropriate to specific engagements, clients, and the
overall team, then we measure the results.
What is your take on technology's importance, and
how are you leveraging it?
Technology is critical; it’s the foundation for almost
everything a business does today. I’ll give you a great
example, last year; we were talking with the Chief
Operating Officer at a company that manufactures
textiles and fabrics—big industrial machines all around
the Gulf and Central America. The machine vendors are
remotely monitoring them now, and the fabric company
COO was concerned about their security. So
technology really is everywhere.
38

We leverage technology as much as possible while
recognizing that the processes and people
implementing and managing the technology are key to
ensuring business operations, integrity, and security
today. One quick example is that we’ve replaced
security checklist spreadsheets with an online tool
that’s maintained to be constantly up to date with a
client’s controls and capabilities.
What will be the next significant change in the Pharma
industry, and how are you preparing for it?
We work in multiple industries, including finance,
health care, retail, manufacturing, and Pharma. In
Pharma specifically, we’re early in the next change -
addressing manufacturing security concerns –
industrial controls, and operational technology. This is
going to be revolutionary for the business as Pharma
processes are critical to delivering the right medicine to
the right consumer.
With secure, detailed industrial controls, companies
can run very tight, efficient processes to deliver
optimum results. The company and regulators can
continuously monitor those processes to ensure we get
safe, correctly produced medicines. And these finely
tuned processes will extend to food production and
other safety-related business processes.
What are your goals in the upcoming future?
Our number one goal is to improve cyber risk for our
clients. While we’re aspiring to 10X growth, our most
important measure will be client business growth, and
the resiliency, and overall management of cyber risk in
the programs we execute with clients.
For those hiring Incovate Solutions, it means working
with experienced cybersecurity advisors to review
their company’s goals for managing cyber risk and then
adjusting course pragmatically toward the right
security destination.
All too often, a new CISO means a complete review and
re-prioritization of the security program. This new
CISO – new security program paradigm partly reflects
the immature state of cyber security at too many
companies. We work with your existing program and
adjust each client’s course at the right pace.
What advice would you like to give the next
generation of aspiring business leaders?
Listen, listen, listen. Then get comfortable talking to
people – large groups, small groups, individuals to share
a synthesis of what you heard, what you think, and
where you want to go. Lead by sharing your vision and
goals and asking people to follow. One of the best
things I did was take on a theatre class and worked on
improving my skills to entertain the audience.
Listen to your business and understand the security
requirements, drive vendors to ensure security is built
into their products and services and support your
information security team by challenging them with
questions and valuing their input on security.
39

The 10 Most Innovative Business Leaders of 2023.pdf

The 10 Most Innovative Business Leaders of 2023.pdf

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