The 10 Most Inspiring Businesswomen to Watch in 2020

Sharon
Morrish
A VISIONARY LEADER AND INSPIRATION TO MILLIONS
The 10 Most Inspiring Businesswomen
to Watch in 2020
VOL 04 | ISSUE 04 | 2020

Becoming a Role
Model for Others
ntrepreneurship has become a widely
Erecognized method of innovation that
mobilizes individuals and resources. This
expansion driver is important for economic
development and overall growth crucial for
everyone, including the entrepreneur. And it is a
strong empowerment weapon for women who
provide versatile ways to manage career and
family commitments.
It is also widely accepted that women tend to
climb more mountains in their professional
journeys relative to their male equivalents.
Though the situation is less extreme now than the
world of the past, women still do experience
problems because of gender inequality. The
prejudicial social, cultural, and political
background tends to offer women a thorny road to
go across all realms of existence - be it the arts,
sciences, athletics, the military, or
entrepreneurship.
Thankfully enough, not only have things
changed, but they also continue to change for
good. And while there could be several obstacles,
women's entrepreneurial journey certainly has
benefits. It can be easy to concentrate more on
hurdles but recognizing the benefit of moving to
entrepreneurship will allow one to become more
comfortable and realize the possibilities that
businesswomen already have. The exceptional
personalities working in this diverse area come
from different backgrounds and present an
experience for individuals through all spectra of
Editor’s Desk

identification. This spectrum covers
ethnicities, socio-economic, social,
geographical, and language limits.
And now, more than 11 million female
corporations currently operate in the United
States alone. Every year, this figure rises
significantly. Women's businesses currently
expand five times as much as the national
average and women's businesses have more
than risen since 2007. In general, women
entrepreneurs in corporate cultures worldwide
are making tremendous strides and leaving an
impact.
This is what our latest and exclusive edition,
The 10 Most Inspiring Businesswomen to
Watch in 2020 , is all about. These pioneers
are not only revamping the industry with
innovative ideas but are also paving the path
for aspiring female entrepreneurs.
rohit.chaturvedi@insightssuccess.com

COVERSTORY
Article
Sharon
Mo r r i s h
A Visionary Leader and Inspiration to Millions
C
O
N
T
E
N
T
S
Shepreneurs
Maternity Time to Bring
Out Break the
Entrepreneur in You
Leader’s Viewpoint
Margaret Hirsch
A ceaseless legacy
26
40
08

Ellen Voie
Creating Gender
Diverse Culture in the
Transportation
Industry
Jounna Riley
Helping
Organizations to
Boost Recruiting ROI
Laura Goodrich
Helping
Organizations to
Have an Innovative
Workforce
Leann Hackman
Visioning to Make
World a Better Place
Marina Tognetti
An Inspiration for
Women
Entrepreneurs in
Tech
Marne Martin
An Avid Leader
Transforming Businesses
via Technology
Zahara Malik
A Proﬁcient of
Impact Investing
16
22
32
36
56
50
44

sales@insightssuccess.com
April, 2020
Editor-in-Chief
Senior Sales Manager Business Development Manager
Marketing Manager
Technical Head
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Managing Editor
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Visualizer
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Art & Design Director
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Associate Designer
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David, Kevin, Vishnu
Business Development Executives
Steve, Joe, Alan, Anup
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Sharo
Surf C
Sharon
Morrish
A Visionary Leader and Inspiration to Millions
Dream specic dreams,
think big, be kind and
don't be afraid to fall as
you will always land in a
better place.
“

on Morrish
CEO
City Cranes
COVERSTORY

In November 2014 I had a brain aneurysm. I woke up in
ICU on life support not consciously knowing what had
happend, but at the same time understanding
something major at happened. My husband framed a letter
I wrote to my family whilst in the operating theatre, a note
to this day I do not remember writing.” This sounds
dreadful but behind this suffering and pain, there is a name
Sharon Morrish, who is an inspiration for millions, a brave
soul and an impeccable business woman.
After 3 weeks in ICU, 4 days on life support, one week in
the brain ward Sharon came home. As the doctors explained
to her; - 5% of people are lucky enough to come out like
her. She had no repercussions but it took her about 12
months to fully recover due to tiredness and mental clarity.
Sharon's immediate feeling in hospital and thereafter was
extreme love for all. The blessed feeling she had and still
has, is something difficult to describe. She asserts “To be
alive is the greatest gift. After this our world has included a
lot more travel. We made a conscious decision to live and
not just work; my goal was and still is to create lifetime
memories with my husband and children.” She adds “When
you work continuously, to have that 24/7 time with your
family on a magic holiday is precious time.”
In an interview with Insights Success, Sharon Morrish,
CEO of Surf City Cranes emphasizes on her journey to
becoming a successful business leader and sharing some
key traits of leadership.
Below are the highlights of the interview:
Give a brief overview of your background and your role
in Surf City Cranes.
In the late 80's, early 90's I worked on Hamilton Island in
the Whitsundays in various roles from reception, cashier,
reservations, supervisor, special events, secretary, PA and
eventually becoming the first female Duty Manager.
From there I moved to Brisbane going from a team
environment to very much a male dominated world. At 32
years I became a General Manager of a Leagues Club in

Brisbane. I was the youngest female GM in Clubs in Qld
and at the time there was only about 4 of us in the State.
Jon (husband) and I moved to the Coast in 2002 where I
became GM of Southport Yacht Club for a period of 5
years.
My skills are definitely in Management and as CEO and co-
owner of Surf City Cranes Pty Ltd I instil all of my
management experience, whereas Jon is very sales,
mechanically and crane operationally minded. Our skills
complement each other to create a successful, thriving
business. As CEO I am responsible for finances, HR,
change, systems, operations, growth and marketing.
Mention the personality that you consider as your role
model and what virtues of him/her do you want to
inculcate in your everyday life?
My role models initially were my parents. Never did they
swear in front of us, they always showed love, kindness and
old fashioned manners. Integrity, honesty and kindness
were expected of us. In a business sense people who have
these traits, whilst maintaining positive, calm and unselfish
attitudes remain my role models. I encourage people to
disagree with me as this always produces a better result. It
does not mean you dislike that person, it encourages you to
have a voice. My admiration for people who never give up
and people who positively change the world in any small
way is high and these are the traits I live by. Keep
changing, growing and learning as a leader and as a person
and always treat people with respect. Give your team
recognition when they deserve it, never take the credit for
someone else and always speak the truth. My bluntness, or
to the point conversations, can be valued or cursed
depending on who you are.
We all know you are a mother of three. So, how do you
the daunting task of balancing between your
professional & personal life?
Never did I doubt, I would have children and having met
my husband at 36 meant starting a family later in life. My
th
first child was born 4 days after my 40 birthday, second
child at 42 years and my third was born one day after my

th
45 birthday. Having healthy, retired parents is a blessing
as they helped care for my children from the time they were
6 weeks old. My husband initially was the casual worker,
stay at home Dad, but we had just bought a new house,
were renovating, I was managing a Yacht Club fulltime and
we were thinking about starting Surf City Cranes. It was
still tough even with all the help.
Support is crucial, from the workplace environment, to the
home environment. As a General Manager it is not feasible
to take 12 months maternity leave. We were in the middle
of upgrading/renovating the club and building our first
superyacht berths. To be honest looking back I wonder how
we did it. Up early, through the night, preparing meals,
renovating at work and home, I think you just go into
zombie mode. If there was a Board meeting I would start
work at 7am, finish at midnight, come home, prepare
lunches for the next day and start again. Our children were
always in our bed with us, as this was the time that I
cherished. We read stories, cuddled and enjoyed that quality
time. Sundays were family day. My parents gave plenty of
love and help and those first 5 years we valued and needed
this. Although the guilt is always there, I knew my
children were receiving the ultimate love and this is what is
important.
When we started our own business it was again late nights,
early mornings and weekend work. I created the business
plans, did cashflow projections, set up the company whilst
my husband sourced our first crane, sourced clients,
allocated and did numerous cold calls. He is exceptional at
what he does. We built it together and remain a strong
partnership today. It was 18 months into the business that I
could concentrate on one business and not two and work
full time from home.
Now many years on, we still do a lot of work late at night
when the kids are in bed. We work around the family in the
afternoons from around 3.30pm and work again from
around 7pm. It is the norm for my children to see us tapping
away on our computers. Having this internal drive to
continually grow, source better ways of doing things is
something we both thrive on.
How do you deal with dynamics of market?
Constant research of where you think the market will be,
adapt where necessary but always try to sell your value and
not sell just on price. Although we get frustrated with price
driven clients we still believe that value will win long term.
This is where we differentiate. Each year a balanced score
card is created and we try and incorporate something new

and improve a section of our business. We are ISO
accredited, have a sustainability plan, have our success
profiles for our team and keep on changing.
What are some of the vital attributes, in your opinion,
that every leader should possess?
Nothing is more important than respect, kindness and
caring toward your team. Good communication is crucial, it
means listening, caring and talking. Being calm in stressful
situations is also a necessity as your team looks to you for
guidance, stability and reassurance. Always keep searching
for a better way to do things, constant change is necessary
and keeps it exciting.
Always give credit to your team and always admit your
mistakes. We have an awesome team. Taking ownership for
all things instils trust, makes you human and encourages
others to be honest and not afraid.
How necessary is it to align business with technology
and what are its outcomes?
Technology streamlines processes and although there are
numerous programs out there, we have been unable to find
the right one for us. Our own app is being developed for
internal use, in order that we function more efficiently, save
time and give our team real time resources. Immediate
communication can occur and our ROI will improve.
What advice would you like to give to the emerging
entrepreneurs?
I've learnt so much over the years, it is important to always
help others, never tread on someone else to achieve your
success, never be intimidated by what you don't know.
Always ask someone smarter, never let age deter you from
anything in life, always be grateful for what you have.
Being an emerging entrepreneur can be frustrating but you
must have the patience and everyday just do one small thing
toward your dream. At the end of a month, or even a week,
you can look back and see how many roadblocks you have
already conquered.
The 10 Most Inspiring Businesswomen to Watch in 2020

Ellen Voie
Founder
Women In Trucking
Association, Inc.
16 | April 2020 www.insightssuccess.com

tarting a non-profit association is extremely difficult.
STo make matters worse, I started Women In Trucking
in 2007, just before the recession hit the industry. To
overcome this, I had to prove that gender diversity was an
urgent and important goal,” says Ellen Voie. She is the
founder of the non-profit organization, Women In
Trucking Association, Inc. and envisions a more gender-
diverse culture in the transportation industry.
According to Ellen, in the beginning, she would stand in
front of trucking company executives, and they would tell
her that gender diversity wasn’t an issue. Age, ethnicity, or
gender didn’t pose any roadblocks in hiring professional
drivers. However, once she started showing them the
benefits women bring to the industry, they started listening.
She said, “Women have been proven to be safer commercial
drivers because they take fewer risks. Women are often
better with paperwork, customers, and in taking care of
equipment.” Women value their relationship with their
carrier more than men, so this made trucking companies
start to ask the organization to provide more information on
attracting and retaining women as drivers. “We knew we
had to provide the data and so we have focused on research
to understand female commercial drivers better. Once we
had hard data to offer the industry, we became the experts,
and more importantly, the resource,” She added.
Below are highlights of the interview conducted between
Insights Success and Ellen Voie:
Kindly take us through your journey to becoming a
proficient leader.
The key to being a great leader is to listen. I listen to our
members when they express their concerns or frustrations
related to being a woman in the trucking industry. Our
members range from CEOs to drivers and technicians, but
regardless of their role, they are still a minority when it
comes to working in the area of the supply chain. When a
driver tells me she has a problem reaching the pedals or
seeing over the dash of the truck, we listen. When a CEO
says to me she feels marginalized in the boardroom filled
with male colleagues, we empathize. Listening to our
members is crucial to our success.
“
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April 2020
www.insightssuccess.com

How do you diversify your organization’s offerings to
entice the target audience?
In addition to listening to our members’ concerns, we look
at ways to make their jobs less challenging and more
rewarding. We also look at ways we can reach beyond our
industry and share our message with those who might not
understand the transportation industry. For example, we
created the Girl Scout patch so girls can learn about the
supply chain and how it pertains to them personally. We
added an activity book that shows how the grain in the field
is shipped to the baker on a truck, from the baker to the
packager on a truck, and so on. We also created a truck
driver doll so children can play with a toy that might lead
them into a career as a driver.
How do you strategize your game plans to tackle the
competition in the market?
Our membership consists of anyone who believes in our
mission. To that point, nearly anyone can join the
association. However, we want to attract people who
believe in the benefits of gender diversity. We really don’t
have any competition in the association arena, as most of
the trucking associations are segregated by types of
transport (tankers, flatbeds, rigging, etc.) or geography
(state associations) or even the size of the company (owner-
operators, small carriers or large carriers.) Our focus is
gender diversity, and we're the only organization with the
mission to support both drivers and management in the
trucking industry.
What are the vital traits that every businesswoman
should possess?
Any businesswoman, especially women in male-dominated
careers, needs to possess a thick skin. We need to forge
ahead with the attitude that we know what we’re doing, and
we’re not going to let anyone stop us. On the positive side,
once we’ve proven ourselves, we are not only accepted, we
are appreciated. Women in male-dominated environments
can and do, show our peers that we are capable.
Have you, in any way, contributed towards the cause of
women empowerment.
Our entire mission is to empower women. Whether they are
drivers, technicians, safety managers, CEOs, or directors,
we offer information and resources to help them identify
and overcome diversity challenges. Every presentation I
give to women (and men) to identify and understand
unconscious bias in hiring, promoting, and recognizing
potential is another step in addressing and, more
importantly, stopping hiring and promoting practices that
inhibit the advancement of women.
What are your insights on “The myth of meritocracy”?
And how it could bring a change in today's business
arena?
In my experience, women who work in male-dominated
careers have a harder time proving themselves. Many
female drivers have been told to go back home and bake
“we’re the only organization with the mission
to support both drivers and management in the
trucking industry”

bread or take care of babies. However, once you have
confirmed that you can do the job, you gain the respect of
your male peers. Men admire women who succeed in their
environment, for the most part. There are always men who
are intimidated by women who do the same job, but
although those voices seem louder, they are often in the
minority. Men with integrity respect women who can do the
same job.
How do you cope up with capricious technological
trends to boost your personal growth?
Technology is only a tool. Once you recognize that this tool
is something to be used as needed, you can control your
“submission” to it. I don’t allow it to rule my time, and the
silence button is often used. On the flip side, knowing what
applications benefit your productivity can enhance your
personal growth. I have apps that track my steps and my
calorie intake as well as apps to help me in my extensive
travel schedule, but I don’t use apps that distract me from
doing my job.
What are your future endeavors/objectives, and where
do you see yourself in the near future?
I anticipate the Women In Trucking Association to grow in
both geographic regions as well as in our North American
presence. We are currently creating chapters to continue our
work in regional and local areas. We have also created a
driver ambassador who will take a tractor-trailer to trade
shows, schools, and other events to give people a hands-on
experience in learning about the trucking industry.
19
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April 2020

ey
ntrepreneur, advocate, and mentor for diversity in technology are just a few of
EJoanna's titles. The most important, however, is CEO and co-founder of
Censia, an AI-powered talent acquisition software. Censia allows talent teams
to add AI to their existing recruiting process to instantly predict which person is most
likely to succeed in any given role and then discovers them among applicants or the
global talent pool. On average, it helps recruiters reduce the time spent on manual
tasks by 90%.
Many factors influenced how Joanna became a leader, one of which was coming from
a family of entrepreneurs. She grew up witnessing the process of creating things, the
struggles of being a change agent, and she can't imagine any other way to live.
During her early career, she had the opportunity to work abroad and meet with
business leaders and government officials around the world. No matter where she went
and who she spoke to, everyone shared the same concern: they felt they couldn't hire
enough capable talent for their companies. Joanna found this shocking and started
researching the topic, only to discover that the talent was there all along, but that there
was no good way to analyze it and that unconscious hiring bias was keeping a lot of
people out of the right jobs. This is where the idea for Censia was born.
Factors that had Huge Impact
Two factors that had a significant impact on Joanna were that she had dyslexia
growing up and that she was a rower. Being dyslexic made her become more
resourceful and learn the value of communicating well and being personable at a very
young age. It also made her realize just how important it is to focus on what people
can bring to the table and what they can't. Knowing that people have different
strengths and that diversity of talent makes a company stronger from a young age is a
concept that lies at the core of what Censia does.
Rowing, on the other hand, taught Joanna that one needs to bring strong people into
one's team and align them. If even one person is rowing in another direction, the boat
goes nowhere, and it is the same with a company: if people don't align on the mission
and goals, the company can't grow. But if everyone is working towards the same
goals, the desired growth becomes exponential.
An Obsessively Customer-Centric Organization
One thing that motivates all of Censia's business decisions is that the company is
obsessively customer-centric. Therefore, Censia designs all of its offerings and
optimizations to meet their customer's needs.
Censia designed its software to be easy to use as a cloud solution or to integrate into
existing systems with the simple of giving talent teams access to the most cutting-edge
AI-powered talent intelligence without any cumbersome migrations, coding
experience, or extensive training. The company wanted to make finding the best talent
for its clients as simple as using Google.
Joanna chose this model because most enterprises have invested heavily in
implementing, setting up, migrating to, and training their staff in enterprise solutions.
These solutions are complex and efficient, so rather than changing and migrating,
Censia gave them the option to extend and enhance what they have.
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April 2020

“
Joanna Riley
Co-founder & CEO
Censia

Listening is the Key
According to Joanna, all leaders need to take a step back,
take an honest look at their company's results, and listen to
what their customers are saying. That is the most important
thing.
Embracing Vulnerability
What Joanna has found is that women are often afraid to
talk about what they aren't good at, but understanding what
one is good at and isn't good at is the key to being
successful. Only when a leader knows her strengths and
weaknesses can she strategically hire others to fill in the
“Hire the smartest people
you can and align them so
that everyone is pursuing
the same goal. Focus on
your customer's pain
points and help them
solve their problems in the
most e ective way
possible. If you can do
this, your company will
always succeed."
gaps. Many leaders feel as though they can or should do
everything themselves, but Joanna believes this prevents
them from scaling in the long run.
Tackling Roadblocks
Joanna has spent most of my time working as an
entrepreneur, so she has much more experience facing
challenges in that field than she does incorporate business.
Both of her parents were entrepreneurs, and she knew from
a young age that this path will be full of both successes and
failures, but that ultimately, one person can create amazing
things. Joanna's mom used to produce some of the greatest
movies, and seeing one person orchestrate all that magic
made Joanna realize how powerful one individual can be,
and how much one has to take on in other to accomplish
this. As a child, Joanna's father read Rudyard Kipling's
poem "If" to her at bedtime, and she always felt as though
this describes what it takes to be an entrepreneur.
Joanna also believes that women are more influential than
they realize, and need to own how much influence they
have on the world, even when they are not in a position of
power. When Joanna spoke at the G20 summit, she asked
everyone she met why they wanted to lead a country, and so
many of them said it was because they had a mother or an
aunt in their lives who overcame great adversity.
Future Ready
Joanna and all her team are actively pursuing Censia's
mission to transform the way people find, hire and nurture
talent by making AI-powered talent intelligence accessible
to companies of all sizes, and to eliminate unconscious
hiring bias for good.
In addition to this, the company has launched ReadyToHire.
This initiative uses artificial intelligence to instantly match
people who have lost their jobs to open roles at companies
with hiring needs. To date, Censia has helped more than 2
million people whose jobs have been lost or are in danger
of being lost connect with companies who are expanding.
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April 2020
Shepreneurs

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April 2020

challenges faced by leaders, teams, and organizations in a
change-dynamic environment. Everything can be done
virtually, which includes assessments, team and leader
coaching, micro learning, and accountability tools to track
behavior metrics on an interactive technology platform.
The processes are entirely focused on mind-set, preparing
for the future of work, transformation, and leading teams
remotely. All of this is dependent on the company's research
and keen observations of human behaviour.
First in the Market
For GWT Next, there weren't many toe-to-toe competitors
in the marketplace when the company started. That may
sound great, but as being one of the first ones to show up, it
had to do quite a bit of heavy lifting. Things were like this
for quite some time. As a result, the company had to create
high-quality processes and products from scratch without
many points of reference.
“But we're proud of what we've done so far” says Laura.
The company's disciplined approach to researching
emerging technologies, global connectedness, demographic
shifts, and the changing expectations of employees has
allowed it to truly distinguish itself. The goal, from the get-
go, has been to empower leaders and employees to
transform the underlying assumptions of the workplace and
stoke the flames of innovation.
Be Real and Focused
According to Laura, focus on real, solvable challenges.
There is a lot that needs to be fixed and one can't possibly
get to all of it. She advises to upcoming businesswomen
“Be realistic about what you can do. I'd also recommend
playing to your strengths and partner with those who can
compensate for where you fall short. Once you've figured
out your area of focus and have found a good team, be
ready to work harder and longer than you've ever imagined.
But despite the pain and difficulty, you should be finding
deep meaning in your work. That's what gets you through.”
Overcoming Challenges
Laura asserts “We were very early to market and found
significant challenges in finding the right market and a fit
for our products.” The tipping point was the convergence
of these five things: improved digital platforms, adoption of
those platforms, the right partners, and the arrival of new,
virtual solutions and the necessity of remote work
worldwide that revealed new opportunities for the company.
She further adds “All of these things allowed me to make
good on my passion to empower as many leaders as
possible and truly make a difference.”
“My passion is to
empower as many
leaders as possible
and truly make a
difference.”

Leann
Hackman-Carty
Visioning to Make World a Better Place
eadership, integrity, professionalism and
Lvision are vital traits that every business
women should possess” says Leann
Hackman-Carty, Founder and Principal of
HackmanCarty & Associates. She believes we can
save lives and livelihoods, and is “passionate about
creating a sustainable, disaster-resilient world for
everyone.” As a social entrepreneur, she desires to
make a meaningful global impact.
Leann also a Chief Creative Officer and Channel host
of MYD Global, a YouTube channel dedicated to "all
things disaster-related", and author of the “Master
Your Disaster” series of preparedness, response and
recovery guidebooks.
Below are the highlights of the interview conducted
between Insights success and Leann Hackman-Carty:
Kindly take us through your journey on becoming
a proficient leader.
I have had the privilege of having great leadership
role models during my career. Starting early as a
child- my parents always encouraged me to be
involved at school, as a volunteer, as a leader. I also
had an amazing university professor who challenged
me to better understand my values/background and
how they affected my world view. My first “real” job
after university was working for an Alderman, who
then became Mayor of Calgary. I worked with him
for over a decade, and learned a significant amount
about civic leadership. Since then, I have continued
to seek out leadership roles in both the private and
non-profit sectors. To me, leadership is about having
a big vision on where you want to go- but also
understanding the tactics that it will take to get there.
It is also about being able to inspire others to join
you on the journey, and recognizing that together
you can achieve more.
How do you diversify your organization's
offerings to entice the target audience?
Understanding who your target audience is, and what
problem you are solving is where it all starts. Instead
of developing a product, and then trying to find a
market for it, a business person should spend the
time clearly defining what the problem is, and then
determining how your solution will help solve the
problem. Don't sell a solution looking for a problem.
How do you strategize your game plans to tackle
the competition in the market?
To be honest, while it is always good to understand
who your external competition is and what they are
doing; I find it much more energizing and productive
to focus internally on refining my products and
services. I don't actually spend a lot of time looking
at what others are doing. I want to be the best at what
I do, and sometimes that means paving the way, not
looking at what others are doing.

Leann Hackman-Carty
Founder & Principal
HackmanCarty & Associates
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April 2020

As per your opinion, what roadblocks or challenges
were faced by you in a corporate business? And how did
you overcome them?
We all have challenges we need to overcome. Whether we
are young and people don't' take us seriously; or a woman
overlooked or dismissed when her male colleague is in the
room, we all need to be mindful of how we are perceived
by others, and look to either enhance our assets or mitigate
our liabilities. To me, my response has been to work that
much harder to ensure I know as much as I can, and am as
prepared as I can be. Some things are in our control, others
aren't. Focus on what you can control.
Have you in any ways contributed towards the cause of
women empowerment.
I had very strong female role models. From my
grandmothers, to my mother, my mother-in law, my aunts,
my sister, my friends, and many of my colleagues. There
were only two girls in our immediate family growing up.
We were both encouraged to pursue our dreams. I never
felt that I was inferior. It was never an issue for me. I just
felt I needed to work hard, be prepared and I would
succeed. However, I know that isn't the case for every
woman. I guess I have always gravitated towards
organizations and causes that help support and further
women's empowerment. “To those that are given much,
much is expected”. Guess I took that seriously.
While I believe it is important to focus on personal growth,
to be honest, I don't spend a lot of time doing that right
now. Maybe it is because I have teenagers, run my own
business, run a non-profit, chair a women's peer advisory
board, host a YouTube channel, and try to keep sane while
doing all of that. I just don't have a lot of time right now to
sit back and engage in “personal growth”. I consider getting
up every day, and trying to make an impact that day, as my
personal growth plan.
What are your future endeavours/objectives and where
I want to make a difference in the world. I have always had
a bigger vision for what I wanted to do. I am going to
continue to build on my disaster preparedness, response,
recovery and resiliency work as I believe that is where I can
make a significant difference there. I am also always
looking for unique commercial opportunities that I can get
involved in that have the potential to disrupt industries.
“Know where you want to
go, source as many
quality materials and
resources as you can and
then pave your own
unique path.”
“

Hirsch’s is a truly
South African
family business.
Founded 41 years ago by
Allan who is the Chairman,
it is the largest independ-
ently owned Appliance and
Electronics retail outlet in
South Africa. Margaret is
Executive Director of the
company, son Richard is
CEO and daughter Luci –
Brand Manager.
Hirsch’s was not created
overnight. When Margaret
lost her job as a receptionist
and pregnant with her ﬁrst
MARGARET
HIRSCH
A
ceaseless
legacy
Margaret
Executive Director

child, she and Allan needed to plan for
survival. Allan had been working as a
refrigeration repairman, but this would
not have been sufficient to provide for
the family. Allan suggested they start
their own business. It started off as a
refrigeration and air conditioning
repairs shop and eventually, they were
opening one store after the other.
Today you will find Hirsch’s stores
scattered around the country. In
Gauteng (11), KwaZulu-Natal (6) and
Western Cape (2).
Margaret regards herself as a “jack of
all trades”. She has done selling,
invoicing, demonstrating, deliveries,
installing, and generally taking care of
almost everything at Hirsch’s for the
past 41 years.
She doesn’t have an office at any of the
19 branches. But before the pandemic,
she visited each of them every week –
joining the staff on the floor to get
involved with customer queries, and
enjoying every minute of it. “Keeping
our customers happy and providing
them with a unique, hands-on service
has helped our business grow and we
are continuously finding ways to
improve our service to them.” She
says. She is itching to get back on the
floor to join her customers and staff
when the time is right.
Her knack for empowering everyone
involved with the company is inspir-
ing. In 1994 Hirsch’s decided to
empower their drivers. The company
sold its trucks to the drivers at a low
price over an extended period. The
ripple effect of this was that more than
20 delivery businesses have started up
over the past 21 years, and these
delivery businesses now employ more
than 800 people.
With more than 2 000 people in their
employ, Hirsch’s mostly invests in
turning their staff into motivated
employees with sound goals. Objec-
tives that are encouraged, including
investing in their own homes to live
comfortably. Values that are embedded
with the staff are honesty, integrity, and
loyalty.
As far as a recipe for success goes,
there are intriguing points of difference
in this family operation. The company
has honed the concept of customer care
to a unique level. It starts with building
customer loyalty that made Hirsch’s a
household name. The approach being
that Hirsch’s is not just about shop-
ping. They aim to add value to the
shopping experience by hosting
functions and demonstrations in-store
that revolve around the product. This is
driven by embracing 21st-century
technology and social media platforms.
Customers are drawn to follow
Margaret on their website and social
media. On the website she provides
entertaining and lifestyle sections on
motivation, content for business-
women, a sound cloud, and blogs on
recipes, decor, and fashion. These
sections are not trying to sell anything.
They merely add value with a wealth
of useful content to be enjoyed by
followers.
Before Covid-19, Hirsch’s stores ran
active community involvement
projects like networking sessions for
local entrepreneurs, training sessions
for domestic workers and regular cook-
offs by children in-store, or Margaret
teaming up with celebrities for fun
culinary experiences.
The networking programmes facilitate
businesswomen and men to connect,
share knowledge, and support each
other. Successful business people in
the community or Margaret herself
regularly do a talk on their business
model, providing motivation and
business tips useful to the audience.
During Lockdown, Margaret has held
these networking sessions in a virtual
setting, and the response has been
exceptional.
During networking sessions, wannabe
entrepreneurs often ask Margaret about
borrowing capital to start their
business. She believes entrepreneurs
should never borrow money to start a
business. She says, eventually they
would need to pay back the money
with interest. “Start slowly, use the
money you have. Get what money you
can, sell everything. And every cent
you make, you plow back into the
business.”
In the day-to-day business operations,
Margaret savours customer interaction.
“What I love in our industry, is seeing
two and sometimes three generations
from the same family coming through
to furnish their homes with us.”
There is also no short supply in social
responsibility drives by this brand.
Margaret has been involved in
promoting the Girls With Dignity
project to support young girls through-
out the country who used to be absent
from school while menstruating.
Following extensive talks at schools,
motivating girls to attend school,
attendance has increased from 40% to
80% and their marks have also
improved dramatically.
Another initiative is the Margaret
Hirsch Women in Business Achiever of
the Year Award. Businesswomen in
each of the areas where Hirsch’s
operate are recognised for their
achievements in the workplace.
Margaret established the competition
after she saw how well her business
did and how winning many awards
herself – gave her an edge over her
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|
April 2020
Leader’s Viewpoint

competitors. “Winning these awards
has been wonderful – both for Hirsch’s
and for me personally, and I would like
to see this happening to other women
in business.”
Empowering women and helping them
to realise their true wealth is something
that she thrives on.
An example is Anna Mhlanga, an
aspiring baker who she met at her
Meadowdale store several years ago.
Margaret told us the story.
“Anna is the wife of a preacher and she
needed to find something that would
help boost the family income.
When she came to see me at the Hirsch
Meadowdale branch, it was to get ideas
on how to start a baking business. It
was something that she was passionate
about but didn’t know how to go about
building a business around it.
I suggested that she start out making
something she was comfortable with
and selling. She started with cupcakes
and before long she was getting large
orders. She was also approached to
make speciality cakes – wedding cakes
in particular. She put herself on an
icing course and then set out to make
and sell the cakes. Before long she
was tripling her profit and the orders
kept coming in.
At one of our meetings she explained
how much she enjoyed baking and had
thought about starting up her own
baking school. I agreed that it would
be an excellent idea and together we
put together a programme where she
would hold lessons at one of the Hirsch
branches that had a kitchen. This was
in Centurion.
Anna started with a small group of
women and gradually the group grew.
She passed on her knowledge of
baking and icing and charged the
women a flat rate to attend the lessons.
Although she continued to make
speciality cakes, she found that she got
some much pleasure out of teaching
that she asked if she could do lessons
at one of our other branches.
When the ladies who attended the
Centurion branch baking lessons
graduated I attended the graduation
and was delighted to see that they had
brought their children along to watch
the ceremony and applaud their
mothers for their achievements. It was
also clear to me that they would all
have a good grounding for becoming
entrepreneurs themselves. The women
who attended the course have all ended
up with successful baking businesses
of their own.
Anna took her baking business to our
Brakpan store where she continued to
teach baking skills to the local
community. These women also
graduated and have ended up running
their own baking businesses. One,
Abigail, holds regular classes at our
Brakpan branch and has regular orders
for her wedding cakes.
Anna’s husband was transferred to
Somerset West three years ago and we
agreed that she continue with her
lessons there. She had an influx of
Zimbabwean women coming through
for lessons, many of whom were
destitute and had to support their
families. They were determined to
make the most of their lessons and
become breadwinners for their
families. They have all done extremely
well with their baking businesses and
some have gone on to teach baking
skills themselves. Others have gone the
health route and devised healthy menus
for families on a shoestring. Once
again it has been hugely gratifying to
see the reaction from the children of
these women. All have seen how hard
their mothers have worked and are on a
path to achieve goals of being equally
hard-working and successful.
Margaret has become a leading
example to businesswomen in
Southern Africa – coming from a
humble background to co-founding and
running the family’s multi-million rand
appliance and electronic retail
operation. She has been recognised
with a multitude of business awards,
including two Lifetime Achievement
Awards in business and
entrepreneurship.
This leading businesswoman believes
that entrepreneurs could make a
difference in the future of the country.
“I am passionate about business. I am
passionate about South Africa and I
think we as a country need to be
strong. We as South Africans have to
be entrepreneurs.”

MARINA
Tognetti
The passion for entrepreneurship came later on in my career” said Marina as she built first a
successful career by large multinationals, Procter & Gamble, Philips, Sara Lee, The Boston
Consulting Group and eBay; and got an MBA from INSEAD. Marina Tognetti a tech
entrepreneur, who is the founder and CEO of mYngle.com, a global language training platform.
She asserts “It was when working as consultant on a project on internet strategy that I first saw the
potential of internet to disrupt entire industries and change forever the way we buy/sell/interact. I
had to be part of that! That was the driver to start an innovative company as mYngle.”
Combining Excellence and Advancement
According to Marina, in mYngle, the company nurture an obsession for customer satisfaction, and
this is also one of its key strengths. It looks to continuously improve its service. The company does
so by constantly listening to users’ feedback and improving accordingly, as well as leveraging new
technologies at its advantage.
This is also reflected in mYngle’s internal evaluation systems and how it assess job. It constantly
monitor its users’ reactions and try to adjust accordingly, using adapted versions of NPS (Net
Promoter Score), which defines that only excellence counts. The organization’s average lessons’
scores are 4.9/5.0. Results speak for themselves!
Understanding User’s Needs
An Inspiration for Women Entrepreneurs in Tech
“BE THE CHANGE YOU
WISH TO SEE IN
THE WORLD.”
45
|
April 2020

Marina strongly believes that the key to success is not
constantly comparing with competition, but aligning with
what customers want. Constant focus on customers and
their needs is one of mYngle’s pillars and key strengths.
This is particularly important when one is in an industry
like online education, is in a transition or evolution phase,
where the main challenge is not competition but the
unawareness or inexperience of customers.
Education was (and in large part still is) operating in the old
traditional way, offering learners what is available, not what
they need. But “One size does not fit all.” Marina says “By
understanding the customer and diversifying our offer in
terms of teacher- content- frequency, we can match each
specific need.”
Vital Traits for a Business Woman
“We are living in an era of fast and drastic changes-
technology, volatility of the market, talent development,”
says Marina. This affects the role of a leader, man or
woman, which must be able not only to adapt but also to
ride the positive trends.
For Marina, a business woman must have a strong ’Vision’
to set the direction and anticipate and navigate challenges-
which also means being able to ’Think out of the box’,
adapt and change to keep the business successful. Marina
further said “she must not be afraid of taking (calculated)
risks in order to anticipate trends and steer the company
also in turbulent waters. Last, but not least, she must be
able to build an organization that is also agile. That
requires developing people that think and not only do
“jobs’’, employees that are entrepreneurs, fostering a
culture of experimentation.”
Learning through Experience
The main challenges were when the company had to ’pivot’
from the initial business model to a completely different
one. Marina says “We had launched mYngle as a
marketplace, something I knew very well from my previous
eBay experience. We thought we got it all: funding, lots of
Awards and PR, a very motivated team. But something in
the business model was not functioning as we expected. We
listened to our customers and they gave us the new
direction, and they gave us the new direction, from an open
marketplace to a quality global online school, from B2C to
B2B. That is the mYngle that you see now.”
Empowering Women
Marina opines “The tech world is still particularly male
dominated: only 5% of tech start-ups are owned by women.
That is why I aim to be a role model for other women in
tech, but an accessible one, trying to give a genuine picture
of what it takes to be an entrepreneur, the ups and downs
that we all have but few want to share”. She added “A
strong leader is not the one without faults, as we all have
faults, but that which is so self-confident to be able to show
her vulnerabilities without being scared that it would
impact her strength.”
Marina regularly presents at international conferences on
the topics of female leadership and entrepreneurship, and
won numerous awards for her role of woman in technology
such as 50 most inspiring women tech leaders in Europe, 50
most inspiring women in Dutch technology sector, Iconic
Women Creating a Better World for All and many others.
Truth and Myth of Meritocracy
Although the tech world might seem to perfectly fit the
meritocracy idea, it is actually not the case when one
compares chances for men and women. For jobs at leading
tech start-ups, most outreach and recruitment take place
through word-of-mouth, alumni referrals and personal
networks, which are predominantly composed of males.
Also, women entrepreneurs are not getting venture-capital
funding at the same rate as men. This despite the fact that
data on returns show venture-backed tech start-ups with
women at the helm outperforms those led by men.
Technological Advancement
Technology should be seen as an opportunity, as it opens
directions that only a few decades ago seemed unattainable.
It allows new businesses that can disrupt entire industries.
’CHANGE is GOOD’ as it forces improvements and
continuous developments. “I am a business person,”
Marina says “so do not need to be an expert in its
implementation, but I must understand its implication for a
business: how it impacts a company, the customers, the
value chain.”
On Future Endeavours
The future challenge for mYngle will be in keeping
innovating and being ahead while the market moves from
early stage to more mature.
For Marina personally, it will also be time for the idealistic
voice inside to speak, the voice that believes in giving
something back for a better world. She walked this path and
learned a lot. That brought her in a privileged position,
where she can act and implement new ideas that can make a
difference. She can now use her skills to make the world
just a little bit better.
47
|
April 2020

Marne Martin
An Avid Leader Transforming Businesses
via Technology
n an interview with Insights Success, Marne
IMartin—President Service Management Global of
IFS, emphasizes on her impeccable journey and her
contribution in the evolution of IT sector. Her unique
ideology and methods have helped her to achieve many
milestones in her pathway, creating a better roadmap for her
company to prevail.
Insights Success admire such personalities and takes pride
in featuring Marne in its special edition, “The 10 Most
Inspiring Businesswomen to Watch in 2020”.
Below are the highlights of the interview:
Kindly take us through your journey on becoming a
proficient leader.
Growing up on a ranch and being captain of sports teams
were both great training in my early years. I was very
fortunate in my employment out of college to be able to
lead teams, learn from mentors, and work internationally
over the decades to hone my skills. Working in other
cultures and countries around the world was supremely
enriching to continue guiding the journey of becoming an
effective leader.
Leadership and management skills don't happen in a
vacuum. It is with experience and peer review that we grow,
regardless if one is naturally talented or not. I have grown a
great deal over the decades, and feel that I am only part way
along the journey. For example, technology skills are
equally critical to being an effective leader, and in how we
partner with businesses embracing digital transformation.
Technology is continually evolving, and we must also
evolve with it on a personal and operational level.
How do you diversify your organization's offerings to
First step is agreeing what is the target audience, as that
may not be the audience that you have today or that you
think you want. If you look through history, you find
examples of companies that were innovative in their time,
but then the market changed and they didn't. Likewise,
consumers change generationally and with societal change.
Therefore, a company has to be nimble and adapt to their
target audience not only in the short and long term, but also
move quickly along the way in case that audience does
shifts due to size, distinction, or profitability.
The second step is assessing whether you have the cash and
talent to diversify. Diversifying is easier if a company has
already executed on a focused strategy and has talent that is
scalable, e.g. a foundation already laid with the existing
product or services that can be positioned into a new
business model, sales motion or market. Diversification can

Marne Martin
President Service
Management Global
IFS
51
|
April 2020

Momentum, talent, and customer focus are all key to being
competitive and continuing to win. A successful strategy
has to focus on the customer first. Then, the talent that is
necessary to be successful and differentiate the company
from its peers. Finally, the momentum that can create an
avalanche of demand where customer acquisition and
retention becomes ideally cheaper over time in order to be
able to redeploy funds into ongoing innovation and
differentiation. Without that momentum, cost of customer
acquisition and retention can become very costly and
eliminate the ability to earn profits.
What are the vital traits that every business women
should possess?
The ability to achieve results and work with all sorts of
people is paramount. In these two areas, women in business
need to differentiate themselves even more than their peers
in order to maximize recognition and opportunities of being
promoted. Hard work, resiliency and creativity to find
solutions in tough or complicated times are also critical
traits. Lastly, one needs to be not only a good coach, but
also be coachable.
As per your opinion, what roadblocks or challenges
were faced by you in a corporate business? And how did
you overcome them?
To some degree, I probably had more challenge launching
my career in the international business scene coming from a
small town in Wyoming than the fact that I am a woman.
Networking and being in the right place at the right is key
regardless of gender. If those connections don't from from
family or alumni, it can be even more challenging.
For women specifically, there is the balancing act of
demonstrating toughness, leadership, drive and ambition to
levels where you maintain your team's respect and support
for initiatives you're leading. Along with these traits, having
a high degree of emotional intelligence is what has
benefitted me, and I suspect every woman that has either
broken the glass ceiling or found a way around it is the
be expensive though, which is why many cash limited or
startup companies are better off focusing on a single
product or service that is excellent and then as momentum,
investment and/or profits allow, diversifying through
organic means or an acquisition.
To diversify an organization's offerings, look to whether the
company is best served by adding another product or
service, going into a new or different market or geography,
and / or add a new sales motion. All of these are forms of
diversification where the best one or combination needs to
be mapped to what generates the most business value for
your target audience, and the greatest profits or momentum
for the company. Diversification is successful when you can
use it to maximize the returns on the talent, products or
services that you have to sell aligned with a go to market
strategy that is tailored to the customer segment, pricing,
delivery, packaging, sales motion, etc. that can be executed
on. A diversification strategy therefore has to
fundamentally tie into the business plan and strategy you
have as a company, and what your exit strategy is (if
applicable).
Diversifying by organic development versus acquisition
also acquire differing degrees of time and money, as well as
risk. I have seen businesses that had great talent and also a
great product simply run out of cash if they tried to
diversify without adequate funding and got over-stretched,
as well as companies that stayed single product / single
customer segment too long and got caught behind the
market.
Diversification is important to the long-term success of
most businesses, but it can't be done “randomly” where a
company doesn't understand the market, the target audience
or how to grow profitably. While there are very successful
companies valued highly on the stock market or by their PE
owners that aren't profitable and continue to find access to
cash, that is always a riskier proposition, especially in times
of fluctuating consumer or business demand and availability
of capital.”
“Hard work, resiliency, creativity and most importantly, the
ability to manage your talent empathetically to get the best
out of people, are the keys to success.”

same. Men may at times be successful without a high
degree of emotional intelligence, but I have personally
never found that to be the case with women who reach the
highest levels of their organizations.
Persistence is also key. One needs to recognize that every
day is a new opportunity to not only prove oneself, but also
enrich and improve those around you. The most successful
leaders are ones that act as “multipliers” in their
organizations. Managers also in many cases need to lean in
and continue advancing the careers of women who want to
raise families or have other care obligations. I chose to
travel and work internationally at times in lieu of child care
or other care obligations, but many women wouldn't have
made the same choice, and frankly, we need to get to a
point where woman don't have to make the choice. Times
are changing, but there is still change to be made.
women empowerment.
This is a multifaceted question. Do I believe and advocate
that women should be valued and encouraged to be
whatever they want to be – yes. Do I model success and
encourage, hire and promote other women in the workplace
- yes. Could I do more? Most definitely, and that is
something we as women should continue to work towards -
supporting each other.
We need more metrics and alignment all around the world
to focus on what matters. Education and earnings are of
course essential as empowerment is theoretical without
metrics that matter. Empowerment first comes from within
related to confidence and psychology. However, there also
has to be a supportive ecosystem from society, family,
partners, colleagues and those who invest in initiatives. We
need companies that enable women to gain the skills and
competencies required to earn commensurate return for
their skill, talent, and work efforts.
What are your insights on “The myth of meritocracy”?
And how it could bring a change in today's business
arena?
Diversity in the workforce is critical to driving unique
success in a business, and diversity can only be achieved if
we look first at meritocracy. Meritocracy has to be the
driving force or else some of your most talented people will
either be left on the sidelines or underutilized. If the person
can add value to your business, your customers, and be
multiplier, you want them! Don't let a lack of meritocracy
in your organization hold you back, because it will.
One has to keep their eye on the results that matter, as that
is the “through line” when you look to align technology
trends with continued career and personal progression. I
love to read and learn new things. I have always felt that
opportunities present themselves to not only myself, but
anyone who never stops learning and looking for new
challenges. It is also much easier to advocate and encourage
digital transformation to customers and peers when one is
also always looking to learn and embrace new things
oneself.
What are your future endeavors/objectives and where
I find great satisfaction in supporting the growth and
success of people and businesses alike. In the near future, I
see myself continuing to lead companies and business units
as my focus, with also the opportunity to sit on more
boards. Also, motivating more women to achieve their
dreams and be successful in STEM careers is near and dear
to my heart.
53
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April 2020

ZAHARA
MALIK
have always seen my challenges as a learning curve to
Ireally develop and grow. Both communication and
diplomacy are imperative in order to overcome any
challenges,” says Zahara. Zahara Malik is the CEO & Co-
Founder at Grosvenor Capital, an independent business
services company. She is an experienced investment
professional with a demonstrated history of working in the
financial services industry with a focus on Impact Investing,
Deal Origination, Emerging Markets, Sustainable
Development, Value Based Investing, and Government
Relations.
She asserts “my career has never been a simple straight road
(as with many of us) and therefore it was important for me to
ensure I had some professional mentors and soundboards to
help me navigate through any roadblocks. Even to this day,
since we launched the company, I believe in mentorship more
so than ever and I am extremely grateful to those who continue
tosupport meinmyjourney.”
Below are highlights of the interview conducted between
InsightsSuccessandZaharaMalik:
Kindly take us through your journey on becoming a
proficient leader.
I started my journey with Mosaic, which is a part of HRH
Prince of Wales, Princes Trust which focused on the
A Proficient of Impact Investing

importance of mentorship for the youth across the UK.
Having started within the charity sector, purpose and impact
has been at the forefront of my journey, and throughout my
career I was forever searching for ways that purpose and
profit could align beyond philanthropy. Philanthropy still
plays a pivotal role in my journey, however I was looking
for models where global issues went beyond a campaign, a
time of year or to solve a single problem. This is where
Impact Investing bridges people, the planet and profit. My
biggest turning point was in 2012 where I studied my
masters at UCL, London and I ran a campaign with my
colleagues where we built a school in Chittagong,
Bangladesh for Jaago Foundation. Following this I went
into understanding the commercial fundraising world where
my focus had primarily been Africa centric in which I was
fortunate to have some great mentors who taught me the
many layers within the investment world.
How do you diversify your organization's offerings to
We are determined to bridge the gap and shape the impact
investing narrative across the GCC. Impact Investing is a term
that is fairly new to the region but the concept of impact is
embedded in regions principles, we work to build and define
an organisation's or the investors' purpose in their investment
mandate and ensure that we support their journey as they
focus on purpose driven investments that do not compromise
theirreturns.
I believe in collaborating and joining forces as and where
possible, particularly in the unprecedented times we are
facing now. I don't believe that competition should be feared
but especially in the Impact Investing space we are all driven
by creating impact and to support people and the planet, so
where we can come together to simply share thoughts and
work together for the wider purpose we should remain to do
so. My game plan is therefore to support anyone who is on the
missiontodriveimpactinvesting.
What are the vital traits that every business women
should possess?
I would expect it to be the same as a business man, we
should all encompass integrity, professionalism and to have
a strong work ethic.
women empowerment.
I have also been fortunate to be a part of projects including
Girls do Good, A global EdTech movement & social impact
productchangingthewaychildrenlearnhighlightingsome
57
|
April 2020

incredible female role models around the world. Most recently I
also joined the Football for Peace Steering Committee which is
focused on harnessing the power of football globally through
peace and diplomacy. Kash Siddiqi the co-founder of Football
for Peace, alongside FIFA legend Elias Figueroa at the UN with
the late Kofi Annan established the organisation to really drive
the movement of women and football, I am fortunate to now
work withthewiderteamtocontinuetogrow thisglobally.
As your previous question alluded too unfortunately there is still
a differentiation between genders in the professional world. I am
a strong believer in women supporting women, I have been
grateful to have men support me throughout my professional life
and I am determined to ensure we all work together to create a
levelplayingfieldthatisequalanddiverseacrosstheboard.
How do you cope up with capricious technological trends
to boost your personal growth?
I believe we should embrace technology in every way that we
can, with the growth of tech and digitization during the global
pandemic it has become evident that we need to be able to
connect, communicate and sustain both our business models and
professionaldevelopmentusingtechnology.
What are your future endeavours/objectives and where do
you see yourself in the near future?
I have a long way to go and as we are only a year into the journey,
for me at the moment its important to try and continue to shape
the narrative for Impact Investing across the GCC region.
Thought leadership is imperative for our journey and one of my
favourite quotes is, “Day by day, what you choose, what you
think, and what you do is who you become.” Heraclitus,
Philosopher(c.535B.C.-475B.C.)
We hope to stay on the road of impact investing where we can
continue to bridge the world of value-based investing and to add
directly to the 2030 United Nations Sustainable Development
Goals. I am determined to continue to work with partners and
peersintotoachievethisglobalmission.
“The world of Impact
Investing is still
growing and therefore
the more that we unite
together to achieve
social and
environmental
prosperity we will be
able to leave a long and
lasting impact for our
future generations.”

Zahara Malik
CEO & Co-Founder
Grosvenor Capital
59
|
April 2020

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