Transfiguring Future of Innovations |Transformational leadership

April 2019
Sam KhashmanEnriching Clients' Performance with Astonishing Software Solutions
Transformational
2019
CE s’
CEO of the Year
Mark Garver
CEO
GEOS Safety Solutions
Entrepreneur of
the Month
Nishidha Kumaresan
Founder, President & CEO
Pioneer Technologies Inc.
Sam Khashman
CEO
ImagineSoftware

Transfiguring Future of Innovations
nnovation has always played a crucial part in enhancing the quality of
Ibusinesses over the decades, becoming one of most mandatory factor for the
growth of an organization. A true leader should ensure that the fire of
crafting new innovations and spreading its significance among the employees
must never be perished. To put such actions into practice, a term
’Transformational Leadership’ was introduced.
The first thing that strikes to mind, after hearing such concept, is the urge of an
individual, or commune to make a difference. If explained, it is a leadership style
which portrays the ability of a leader to encourage, inspire, and motivate
employees in order to innovate and shape the futurity of the business. The
structure of such management style offers employees to be decisive, creative
and self-aware of any volatile disruption. This lifts a strong sense of corporate
culture, employee ownership and independency in the workplace.
Innovation itself describes the authenticity, thus, a leader should often
emphasize on delivering a unique cooperative ideologies which also encourages
other employees. Elon Musk—technology entrepreneur, investor, engineer,
visionary and what not, has successfully gained the stature of this leadership
style and is influencing the world through his work. Former HR head at SpaceX,
express about Elon Musk, “The thing that makes Elon Elon is his ability to make
people believe in his vision.” As exemplified through Elon, a transformational
EDITOR’SNOTE
Transformational
2019
CE s’

leader fosters an ethical work environment with clear vision, priorities and disruptive
ideologies.
Such leaders have a keen perspective over the services, products and various processes.
They brought a revolutionary and exemplary change in the customary way of businesses
for the budding entrepreneurs, CEOs and professors.
CIO Look appreciates the contribution put forth by such transformational leaders and
takes pride to feature such leaders in ‘Transformational CEOs 2019’ edition. These
leaders are creating a dent in the universe by delivering disruption in the business world.
The characteristics of being a successful leader exist in those individuals who admire and
drive innovations to meet client requirements. A perfect balance between these two
aspects with the integration of market intelligence could enable any leader to take an
organization to its utmost heights. This art of leadership is professionally portrayed by
CEO of ImagineSoftware, Sam Khashman. His ability to predict market changes in an
uncertain healthcare industry have helped him deliver more compatible products to
ImagineSoftware’s clients. This distinctive approach towards creating client-friendly
products has made his organization more adaptive to technological disruption and market
demands.
Let’s unveil such alike, inspiring interviews and stories of many such signiﬁcant business
leaders and educators in this special edition and spread a word about their contribution in
making this world a better place. Also, ﬂip through the CXO standpoints presented by
some of the leading industry experts to taste the glimpse of industrial revolutions.
Bhushan Ghate

CEO of the Year
Mark Garver
An Expert in Intelligence
and Security Industry
Cover Story
Enriching Clients’
Performance with
Astonishing Software Solutions
Sam Khashman
24
Nishidha Kumaresan
An Entrepreneurial
Journey of an IT Consultant
18
10
Entrepreneur of
the Month

CONTENTS
Craig Schneeberger
Coricraft Transforms
Customer Delight
and Delivery with
Trackmatic Solution
Muggie van Staden
Open Source Trends to
Watch For 2019
Connie Pheiff
When a Women Steps up
Mark Rees
Thoughts on AI “What shall
we do with all this speed?”
Are we pursuing the right
objective in operational
efciency?
Preksha Kaparwan
The Fuss about AI
38 54
9486
68

Alan Neilson
The Architect behind
the Company’s Triumph
The Art of Leading
Attributes of a Good Leader
Daniel Etra
Building a
Business Empire
with a Social Impact
Leticia Latino
Embracing
Technological
Advancements to
Thrive Globally
28
34
42
Imparting Wisdom
Successful Personality Traits
to Learn from Elon Musk
ARTICLES
32
From Editor’s Desk
The Journey to Self-Discovery
60
Expert’s Advice
The Glass Ceiling Effect:
Another Perspective on
Women and Leadership
46
78

Mitchel Sellers
IowaComputerGurus’s
Triumph
Raymond J. Pasquale
An Industry Veteran
with Exemplary
Management Skills
Sundar Moorthi
Enhancing Omni-channel
retail with AR
Paolo Fidanza
Availing Finance
Credits for Everyone
Srinivas Kilambi
Pioneer in AI and
Machine Learning
Todd Fein
An Exponential Leader
50
64
56
74
82
90

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April, 2019
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Enriching Clients’ Performance with
Astonishing Software Solutions
Sam Khashman
“We are servant leaders.
We never forget who we
work for. Our clients are
the reason we’re successful.”

Cover Story
Sam Khashman
CEO
ImagineSoftware

The characteristics of being a successful leader exist in those individuals who admire and
drive innovations to meet client requirements. A perfect balance between these two
aspects with the integration of market intelligence could enable any leader to take an
organization to its utmost heights. This art of leadership is professionally portrayed by CEO of
ImagineSoftware, Sam Khashman. His ability to predict market changes in an uncertain
healthcare industry have helped him deliver more compatible products to ImagineSoftware’s
clients. This distinctive approach towards creating client-friendly products has made his
organization more adaptive to technological disruption and market demands.
CIO Look has specifically crafted its ‘Transformational CEO’s’ edition to appreciate such
leaders and their contributions in respective industries.
Below are the highlights of an interview conducted between Sam and CIO Look:
Kindly take us through your journey on becoming a leader.
The word ‘becoming’, itself is a growth process. Despite the phrase “born leader”, no one is
born knowing how to lead. This is true for me as well. I knew I had ideas that I wanted to bring
to life, and I was able to articulate those ideas with passion and energy, hoping to inspire those
around me. It took me some time to realize my strengths and weaknesses for leading others.
When you first start building a company, there are lot of hats to wear. Everyone is working
towards creating a sustainable, viable product line and managing that becomes front of mind.
Over time, with growth and success, priorities crystalize, and this is when leadership becomes
paramount. I had to take the next step, lead by example and truly rely on my team, their
abilities, and their willingness to grow. Complete transparency and empowering our team to
collaborate and trust each other became a cornerstone of our operations. Instead of simply
handing out work we had to rally around Vision, Mission, and Values with clear direction and
accountability. Changing the mindset from a manager to leader can pose interesting
challenges like self-awareness of strengths, weaknesses and surrounding myself and my team
with like-minded people who would take the company in the right direction became the key to
growth and sustainable success. In doing so, I am proud to say that we practice servant
leadership and truly feel I have been able to assist others around me to develop the type of
leadership that encourages a team mentality, a company culture second to none, and an
undying focus on our clients. Imagine is a family, and we’ve all formed a cohesive sounding
board to drive innovation within our organization, offering suggestions and opinions for
improving projects and processes while learning and respecting each other.
How do you diversify your organization’s offerings to appeal to the target audience?
Imagine started out in a completely different market. Our product wasn’t originally designed
for healthcare, but that’s the direction we took not long after the system was first developed.
We had to revamp the software to accommodate the needs of our initial clients who got us
started in radiology. Ever since the beginning, we’ve aimed to meeting, and exceeding, the
needs of our clients and that’s really where our product offerings have taken us. Whenever we
can develop a new product or utilize partnerships to bring a solution to the table that solves a
problem for our clients, we will do so. Our clients help drive our success, and we take their
needs, suggestions, and requests to heart. They are the foundation behind what we decide to
include in the Imagine Suite. As a result, we’ve been able to appeal to the market by truly
creating systems that are focused on making the revenue cycle management landscape easier
to navigate and more profitable for all those involved, while enhancing our client’s reputation
by providing an enhanced patient experience.

“I am proud to say that we
practice servant leadership.”
Sam Khashman
CEO
—

“Lead by
example, be
conﬁdent and
trust your team.”
What are the crucial traits which every CEO must possess?
Every CEO should make certain that their words, their beliefs, and their actions match. Of
course, CEOs should be decisive while employing critical thinking skills as we build our
opinion. As the top executive, we should always remember that we must both care for our
team members as much as we should care about other people. Practicing servant leadership
and building strong relationships with clients, partners, and coworkers, while remaining
grounded are crucial to the success of an organization. Communication skill is the key, as is
continuous learning. To drive the growth of the company and to provide vision that allows the
team to align thinking innovatively, and coaching your employees to do the same, is always an
essential part of leading a team. Furthermore, I believe that it’s the job of any CEO to dream
big as there is no magic in thinking small.
What are your intakes on roles of a CEO with regards to transformational leadership?
In business today, everything moves quickly. Organizations that stay stagnant don’t last. That
is simply a fact of the world we live in. As a company, we cannot settle for small, intermittent
improvements. We must take huge leaps and bounds to stay the leader in our space, and to
allow our clients to remain. The future must inform the present. Constantly challenging the
status quo, both internally and externally, and anticipating and evaluating various market
trends all play an important role to fostering a culture of transformation. To do that, we
encourage a constant learning and growth mindset in our team members, to ensure are
remain agile in our market. Transformation has to be purpose driven, which is why clearly
communicating how and why change is a necessary, permanent component of our success

must be part of the journey. Transformation takes place
at every level of the organization, and so we ensure that
transitions are meaningful, and that we measure
successes and improvements. Only when our team
members understand why positive change will propel
our organization can our service levels and product
offerings improve, allowing for our clients to reap the
benefit and help drive their success. Because the
position of the CEO is frequently most visible, it is
important to lead by example, align our team, and
inspire change when necessary. Most importantly,
transformation must be inclusive as everyone plays a
role in transforming the way we do business.
As per your opinion, what roadblocks or challenges
are faced by CEOs in a corporate business? And what
is your advice to overcome them?
There are several challenges, I believe, CEOs face when
running a business. Both talent acquisition and talent
retention are crucial, and naturally, every company
competes for the best of the best resources. Beyond
skills, it can be difficult to find the right talent to align
with the company culture, values, and brand. We would
like to think that we can hire the perfect fit, but I think
it’s important to have realistic expectations from our
team, and sometimes onboarding can be challenging in
that respect. Further ensuring the company leadership
is able to grow at the same rate as our company can
pose an interesting challenge, in every aspect. As CEOs,
we are driven to succeed for our teams, our stake
holders, our clients and partners. Finding the right
balance between driving the success of the
organization and providing a relaxed environment to
prevent burn out definitely makes the role of CEOs
interesting. Being we want to stay constantly
connected to our clients, partners, and employees at
any given minute, it can be a struggle to find the time to
unwind and “unplug” to keep yourself (and your
organization) healthy and productive.
How do you upgrade yourself with ever-evolving
technological trends to boost your personal growth?
The key to a growth-oriented mindset is continuous
learning. Imagines’ business is technology. If we aren’t
on the cutting-edge, we’re last in line. I’m always
intrigued by technological advancements, both current,
and early stage. Technology touches every part our
daily lives and much like what we develop, it is typically
designed to improve a process or enhance quality
characteristics. I make it a priority to stay at the
forefront of new technology to keep moving forward.
With the rise of artificial intelligence (and not just in
healthcare but many other industries), people are
becoming more reliant on the role technology will play.
While it is important, and some would say a valid
concern, I don’t feel that technology will ever truly be
able to replace the human component but instead, it
will allow us to grow.
How do you strategize your game plans to tackle the
competition in the market?
Our game plan is simple – we listen, and we continue to
serve our clients. To stay the market leader, and to
increase market share, we constantly keep our eyes and
ears open to what is happening in the industry,
following trends and taking note of major events that
will impact business. Integrating both market
intelligence and listening to our clients, using their
feedback to improve will continue to let us set a high
bar for our competition. Healthcare is currently
experiencing a lot of uncertainty, so it’s more important
than ever to be hypervigilant to changes that will
impact our direction and vision for the future.
What will be your future endeavors and/or where do
you see yourself in the near future?
I see taking this company to the next level by leveraging
smarter technology and designing new tools that will
continue to set us apart in the industry. There is more
opportunity than ever to capitalize on our success while
realizing huge goals. We plan to add a number of strong
resources to our team while expanding our reach within
the healthcare ecosystem. Additionally, we will
leverage new and existing partnerships to give our
clients the solutions they need to navigate healthcare
billing and reimbursement effectively.
What would be your advice to budding CEOs in
various organizations?
Practice a form of servant leadership and make sure
that your words and actions match. Restate the vision
statement as often as you can and ensure that the
company values are in people’s hearts and minds, not
just on the wall. Lead by example, be confident and
trust your team. Course correct when necessary and
always be open to feedback. Don’t become the
bottleneck in making tough decisions, but admit to
yourself when you need help, and then find it.

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Mark Garver
CEO
GEOS Safety Solutions
| April 2019 |
18

Mark Garver
An Expert in Intelligence and Security Industry
L
eading a team or an organization needs
confidence, self-belief and decisiveness.
Having a good knowledge about the market
and the co-workers helps an individual to become a
great leader. In an interview with CIOLook, Mark
Garver shares his valuable thoughts about the traits
a leader should possess. He believes that allowing
employees to know about their leader either about
the CEO of the company or about someone who is
holding any responsible position, helps employees to
be more productive in their work and perform their
duty with great work ethic. Being the CEO of GEOS
Safety Solutions he also believes that learning and
giving is the vital part of accomplishing one’s goals.
Kindly take us through your journey on becoming a
leader.
I am often asked “what or who made you the leader
you are today?” I was fortunate in my career to have
worked with and learned from some of the best
CEOs in the industry. I interacted with and learned
from the leaders at Microsoft, Oracle, Intel, and Dell,
to name a few. I began as a technical leader, migrated
to product definition, then to corporate marketing,
and finally to strategy. I rose rapidly through the
ranks due to possessing a strong vision and
adaptability. It was helpful that by the time I became
a CEO, I had worked in so many levels within the
companies I had careers with, and I genuinely
understood each department. I learned to make
decisions quickly, by ensuring that I received real-
time feedback in order to tweak my vision and
driving decisions so my team could adapt. I also keep
a rolodex of leaders and use them as advisors to talk
strategy with. It has been by surrounding me with
successful people that I developed a mindset which
drives and expects success.
How do you diversify your organization’s offerings
to appeal the target audience?
In my leadership journey I learned that you have to
listen to the market, to the people, and have a vision
that solves the most unique issues they have and
adapt to the rest, providing the solution people want
most. For us, it is rather fun to look beyond one or
two customers’ needs, and instead look at the
problem as a whole, define it, and then challenges
the belief you and the market have. In writing
classes, professors teach you to write to edit first,
not to publish. The same holds true when developing
solutions for a market, solve the big needs and
deliver, then fine tune the smaller pieces and
continue to adapt. Too many companies spend time
trying to solve it all, and miss what is most important
to the market, and you can only know that if you
spend time in the market listening and developing
your vision.
What are the crucial traits which every CEO must
possess?
CEO of the Year
19
| April 2019 |

A CEO must have a variety of skills, but perhaps
most importantly, these two initial traits: instinct and
conviction. You need to have instinct, or vision to
know what’s next, what’s coming in years ahead and
the conviction to believe in that instinct. For me, it
starts with knowing our market and being a good
listener and communicator, listening to employees,
customers and the market, and absorbing it all.
Equally important is being able to communicate the
vision internally to your team and ultimately to
customers and prospects. Internal communication is
where a good CEO can thrive, because the more the
team knows about the direction of and challenges
facing the company, the more they are looking for
solutions - not just in their area of expertise, but for
the whole of the company. Don’t be afraid to expect
excellence, be a leader, and show the team what it
looks like and get them used to it, it is repeatable.
Mentor your team, so they can literally read your
mind, just as my team does (in fact they state it out
loud). I let them know when they have taken that
vision and turned it into something great and we
celebrate it together. Additionally, be seen as
approachable and available to your team. At our
company my door is always open, even during non-
confidential meetings. This allows my team to see me
at work, stop in and ask a question or simply to say
“hi”. Master these and not only will your team and
customers benefit, you will have a much better
chance for transformational leadership which starts
with your team. Only then can you be a disruptive
force in the industry!
As per your opinion, what roadblocks or challenges
are faced by CEOs in a corporate business? And
what is your advice to overcome them?
Corporate CEOs face many challenges and
roadblocks, some are self-inflicted while others are
external, but both need to be dealt with. Investors
and board members have expectations, but your
team and customers’ requirements may be
somewhat different. My advice is to know who you
are - it’s not who others think you are or want you to
be. If you want to win the race, win the confidence of
those around you and don’t be afraid to be unique!
Surround yourself with a great team that shares your
beliefs, goals and attitude. I have witnessed CEOs
get stuck in the talent versus attitude dilemma,
where they are so anxious to get the most talented
people; they forget to look for an attitude and
personality that fits the corporate culture and
persona. I try to look for a good balance of both, and
am more willing to take a chance on the person with
the right attitude because attitude is what fuels
innovation, and it’s that drive that only comes with
the right attitude. With regard to attitude, it really
starts with your own and if you spend too much time
analyzing every decision, your team will see you as
indecisive. Instead, be fearless (but not reckless for
they will see that too). Don’t be afraid to ask
questions, even if you think you know the answer
and be okay if someone disagrees with your ideas. To
be effective, you have to be available and you have to
be around, or do something I call “management by
walking around”. I tend to walk around; listening,
observing, but not interrupting. This allows me to tap
into the central nervous system of my team.
What are your intakes on roles of a CEO with
regards to transformational leadership?
A transformational CEO needs to be disruptive,
intuitive and driven. You have to be willing to look at
“We are what we repeatedly do.
Excellence, then, is not an act,
but a habit.”– Aristotle
20 | April 2019 |

the market and your company objectively and be
willing to flip it upside down, if needed, to be
successful. You need to be able to communicate and
lead your team at an aggressive pace, by rolling up
your sleeves and leading, not by managing. I have
learned over the years that teams need leaders and
coaches, not managers because managing does not
create innovation, leading does! People tend to
morph into a complimentary role when around a
leader that has gained their respect, even if the
leader seems like a rebel. You also need to share
information, stories and experiences that have made
you who you are. Once you have done these things
for your team, you will all start moving in a fluid way,
transform internally, and be seen as one in the
market.
How do you strategize your game plans to tackle
the competition in the market?
In a competitive market the last thing we do is look at
the competition. Those that do can be bogged down
by paralysis by analysis, or simply building a better
mouse trap. I look at the true needs of the market by
attending professional conferences, reading journals,
and building a team of subject matter experts to look
beyond the competition on to what is really needed.
What generates and maintains excitement by the
problem that is solved? I tell my team all the time,
“we are not in the better mouse trap business; we are
in the WOW business”. If people are not in awe by
what we are delivering, and we can’t easily generate
excitement, then we have failed. I have had my team
study the story of Secretariat, to watch the movie,
and read press from that time period because it’s not
the game, it’s not the trophy, it’s who we are as a
team… we win!
Being an Enterprise Asset Management solutions
provider, what has been your contribution in the
evolving business security aspects?
Years ago, as we entered the enterprise asset
management market, we looked at the “people”
solutions we were providing for time management,
security, and safety realizing that there is a direct
correlation between people, places, and things. That
is when we began delivering “people aware” asset
management solutions which addressed the safety
and security of people that interact with each of the
assets our customers wanted to manage. This
provides a solution that is multi-use by addressing
duty-of-care, safety and security while maximizing
the asset(s) value to customers. There is no other
company that does what we do!
What will be your future endeavors and/or where
do you see yourself in the near future?
This year, 2019 will see GEOS announcing space-
based solutions, including Satellite IoT, moving
beyond machine-to-machine (M2M) technology. We
have been working on global solutions for
agriculture, food and agriculture supply chain
management, with a focus on maximizing yields. As
we drive the cost of these technologies down, we are
hoping to be able to apply much of the solutions to
help solve problems in third-world countries and
provide them with affordable technology that might
well help fight famine. We maintain our commitment
to safety and security, and are simply looking to
extend our vision to help in every aspect we can.
21 | April 2019 |

Don't dwell on the
problem instead focus
on ﬁnding a solution.
I call it the solution
based approach.
‘‘
‘‘
Nishidha Kumaresan
Founder, President & CEO
Pioneer Technologies Inc.
—
24 | April 2019 |

Nishidha Kumaresan
25
ntrepreneurship! The word itself portrays the
Ecapability of an individual on taking financial
risks in a hope of profit whilst setting up a
business. Only few of the known entrepreneurs were
witnessed with such an attribute and have successfully
transformed their businesses into a huge empire. One
such entrepreneur is Nishidha Kumaresan.
With an entrepreneurial spirit for a customer
satisfaction, this prolific personality has been
surpassing the shadows of failure and been marching
en route to success. Being a Founder, President and
CEO of Pioneer Technologies Inc., she undertook
various measures and helped her company to reach
massive heights. Her understanding over business
insights enabled her in achieving a global
stature/recognition in IT solution industry.
CIO Look admires Nishidha’s contribution in her
industry and feels privilege to feature such leader it’s
new edition Transformational CEO’s 2019.
Below is her story,
Born in India, Nishidha came to the United States to
pursue her Masters in Business Administration at
Pittsburg State University. Upon graduation, she
worked as an IT consultant providing Business and
Systems Analysis to various Fortune 500 customers.
An Entrepreneurial Journey of an IT Consultant
Growing up in an entrepreneurial family she knew she
always wanted to be an achiever. It was not until 2010,
when she had a financial responsibility and her mom fell
ill that she decided to take the plunge and start Pioneer
Technologies.
At Pioneer Technologies, Nishidha started as a two
women team and so far they have made careers for
over 300 people. They continue to work diligently in
order to provide the best services to their customers as
well as making sure their team is always taken care of.
When she exited the corporate world she had a good
understanding of what customer expectations are and
so far her company have been able to keep up to that.
It has been quite a journey until now - first came the
struggles with being an entrepreneur where she
worked 17 hour days, wearing multiple hats but with
the determination that she wasn’t going to fail. Then
the experiences arrived that morphed her into a better
leader. As an entrepreneur, she tend to focus on a
vision, customers, revenues and strategies to outsmart
the competition but as a leader she also have to do two
more things which are impacting lives and taking care
of her team. She and her team started with providing
services in the area of business and systems analysis
and soon after she imitated with system administration,
software development and quality assurance.
Customer satisfaction, relationship building and
Entrepreneur of the Month
| April 2019 |

retention along with employee satisfaction establish a
highly differentiated position.
Employees with customer interface are responsible for
executing day-to-day customer-facing communication
so they link the business and customer. If that breaks
down, the business is destroyed. Her employees
becomes a trusted member of the customer’s team,
ensuring that the product is delivered on time and
works as it is supposed to, while resolving any issues
quickly and accurately. As for service, it just does not
include only delivery and the service provided but all
other supporting elements as well which seem like
simple components but are the most important. She
and her company know how to differentiate on service
and makes sure to provide the highest quality services
to all of her customers. Nishidha also believes that her
employees are the asset and her team makes sure
growth of Pioneer’s customers is not just limited to
professional but overall as well-rounded individuals
too. When employees are well taken care of then there
is a lot of positive outcome.
It is a highly competitive market and there is a constant
need to innovate and do things differently both in
terms of technology as well as retaining the workforce
and customers. So that’s what Nishidha strives for
“Efficiency and Innovation.” She thinks it’s self-
awareness that is most important which is
understanding that one is, what one does and what one
wants. When one understands themselves, it’s a lot
easier to define where to head and how one can be
impactful.
In the IT services industry she does face stiff
competition. With many companies offering similar
services in the market, she believes that she has to
think more about what is going to set them apart and
how to secure brand loyalty by anticipating trends and
staying ahead of the curve. The key is to think outside
the box and yet still give customers what they need. She
also believes that one has to improve his/her services
over time by having direct communication with the
customers. The key process is innovativeness,
functionality and customer feedback which are
necessary for managing competition and creating
growth.
As an entrepreneur, Nishidha has to face a lot of
challenges right from making payroll to every aspect of
the business. What has helped her so far and her advice
to future entrepreneurs are as follows, in her own
perspective:
Change is a constant thing in the IT industry so one
should keep up to avoid becoming obsolete. Having to
deal with changes constantly, a transformational leader
has a clear vision for the future, one who can distill the
values and hopes and needs of followers into a vision,
and then encourage and empower followers to pursue
that vision. It’s about leading by listening, being a role
model and being authentic. For the future, she wants to
continue building a great company by meeting
customer expectations with exceptional deliverables,
mentoring and coaching her amazing team and giving
back to the community.”
Being a globally recognized leader, she has been
featured in many trade presses such as Industry Era
Magazine: 10 Best CEO’s of 2018, and Voyage Dallas
Magazine: Inspiring Success Stories. Her contribution
helped her company in winning award like
Entrepreneur 360’s one of the Best Entrepreneurial
Companies in America
Be curious and keep learning.
There will be times when people may raise
doubts about making it through but one
must be patient.
Stay positive and don't spend too much
time pondering on the problem but instead
focus on finding the solution.
Build a strong foundation and then branch out
instead of doing too many things
at the same time.
Finally, when you make it remember to be
humble and stay grounded, always.
26 | April 2019 |

Alan Neilson
The Architect behind the Company’s Triumph
T
he wave of digitalization struck hard in early
90s, playing an essential role in evolving the
then-customary business methods. In an
attempt to deliver outstanding customer
engagement, many organizations have shifted their
interests toward implementing digital
transformation. As various business owners
are relying on advanced services
providers, VerseOne Group is
leading in delivering best
cutting-edge inventive
solutions in the market.
Meet Alan Neilson, the
Founder and Executive
Chairman of VerseOne Group.
A leader and proliﬁc
philanthropist, his ideology on
surpassing obstacles through
customer-centric strategies has
enabled his organization to
achieve its present stature.
In an interview conducted by CIO
Look, Alan shared his vision and
tireless efforts required in establishing
his business venture. Below are its
highlights:
Alan Neilson
Founder and Executive Chairman
VerseOne Group Ltd.
28
| April 2019 |

leader.
Growing up I had aspirations to be a medic, and this
is what I was studying at college in my late teens. In
addition to Biology and Chemistry, it was mandatory
to study Mathematics—rather lucky as I always
enjoyed that subject. Access to computing power
was expensive at that time, and was only available to
large Fortune500-type organizations. As part of the
course, we had limited access to an IBM Mainframe
computer on a timeshare basis, which I found really
intriguing and fascinating to program for simple
computations. Then, by chance, I read an article
about Bill Gates and Microsoft’s endeavors on
bringing computing power to a much broader
audience. I started reading more about the company
as well as computing power, and was hooked from
that point onward. I abandoned the idea of being a
medic and went to university to study computing;
the rest is history!
How do you diversify your organization’s offerings
to appeal to the target audience?
VerseOne provides web technology platforms,
digital, and creative services to the social housing,
healthcare, local government, and broader
commercial markets. Our mission is to deliver highly-
personalized, functional and beautifully-crafted
digital transformation solutions that offer the best
engagement and experience for anyone accessing
our customers’ most valuable asset: their business
content. We put our customers’ requirements at the
heart of what we do by helping them cut through the
online noise to deliver their content and messages to
their target audience on any device and in an
intelligent, personalized and effective way.
At VerseOne, we believe that effective and
intelligent managing and sharing of business content
creates unique competitive advantages with real
return on investment. This founding principle, that
content is a valuable business asset, is at the heart of
our proven approach to providing the best digital
solutions for our customers. Our history of organic
and proﬁtable growth over the past 14 years,
combined with the independent recognitions for
innovation, quality, and corporate culture, shows
that our strategy of focusing on our customers’
needs and working in partnership with them to
deliver a complete and best value solution is the
right approach.
possess?
I believe successful CEOs should have strong
entrepreneurial traits, with the ability to see the
bigger picture whilst at the same time having
attention to detail too. Furthermore, any good CEO
should always view his business from the end
customer’s perspective, and be agile and ﬂexible in
the execution of the business’ vision, especially
based on how the broader market is behaving and
what the customers are saying. As I often say, a
business idea looking for a solution is much less likely
to succeed than a business idea that is either
addressing an existing need or improving on how it’s
being addressed (a disruptive approach). Finally,
CEOs should be charismatic and good at listening
and communicating.
What are your intakes on roles of CEO
transformational leadership and organizational
factors on product innovation performance?
Innovation is having a fundamental impact across all
businesses, and this is particularly the case within
the broader technology sector. CEOs constantly
need to keep an eye on such cases and assess their
impact on the market’s behavior and how their
business could successfully adapt in an agile fashion
to maintain and gain competitive advantage.
Businesses that don’t will eventually fail or become
“In pursuit of your dreams to
make a positive impact and
be a success, don't lose sight
of others less fortunate.”
VerseOne Group Ltd.
29
| April 2019 |

takeover victims. In addition to the need for this
vigilance, successful CEOs must have the right
processes and team composition within their
organization in order quickly to evolve and adapt. As
Sir Winston Churchill best put it “to improve is to
change, to be perfect is to change often”.
How do you strategize your game plans to tackle
the competition in the market?
The desire to make a difference and tenacity! As
mentioned above, always looking at situations
through the other party’s point of view even if I don’t
always quite agree with it, is how I tackle the
competition. This is as relevant to my customers as it
is to my competitors or the team within the
organization. I have a ‘can-do’ attitude and as JFK
famously put it, always asking why not as opposed to
why.
During early founding days of our ﬁrst embryonic
business providing software for large ﬁnancial
institutions, through sheer determination, raw
ambition, and desperation to establish the business, I
managed to get an opportunity to bid alongside the
blue chip organizations of that time. We did a great
job of convincing them that we had the talent, the
knowledge, and the desire to deliver the solution
they were looking for and at a more commercially
attractive rate.
As a cutting-edge digital transformation solutions
provider, what is your vital contribution in the
sectors involving digitalization?
VerseOne’s digital services and technology platforms
power over 200 websites, intranets, secure portals,
and stakeholder management solutions.
For such reasons, VerseOne has been recognized
three times by Red Herring as one of the top 100
technology companies in Europe and by CIO as one
of the global top 20 CMS providers, as well as
shortlisted for the Technology Company of the Year
2017 by the UK National Technology Awards.
VerseOne has held ISO 9001 accreditation since
30
| April 2019 |

2012 and Investors in People since 2015, testimony
to our commitment to well defined and rigorous
processes and methodologies in everything we do,
and the high value placed on, and the quality of, the
people working within the company.
Though all these means, VerseOne not only builds
effective web solutions that are value-for-money,
but ones that our customers are delighted with and
we are proud of that.
What are your future endeavors/objectives and
where do you see yourself in the near future?
The commitment to the customer experience by
everyone at VerseOne also enables the company to
take a long view. We are always evaluating the latest
products, best practice methods, and design trends,
and how best to incorporate these into our offerings.
By taking this view, VerseOne ensures its solutions
are extensible and future-proofed, developed using
open standards to provide robust integration with
our customer’s existing business technology
platforms. It is also the source of our commitment to
security and data protection, with all of our hosted
solutions located in ISO 27001 data centres within
the United Kingdom.
Glimpse on the Leader
Alan Neilson is the founder of VerseOne Group. In
addition to his involvement with VerseOne, Alan acts
a director, adviser and investor for a number of other
early-stage IT and technology companies. Alan was
the CEO and one of the founding directors of
royalblue technologies plc—a wholly owned
subsidiary of royalblue group plc (now Fidessa Group
plc, FDSA.L). He was involved in all aspects of
growing that company from a small start-up in 1991
to a highly successful and dominant software and
services organization, where he sat on the main
board. During his 15 years at royalblue, he gained
experience of corporate finance, due diligence and
acquisitions as part of the company’s growth—which
culminated in the IPO on the London Stock Exchange
in 1997.
As Executive Chairman, Alan is responsible for the
formulation of VerseOne’s current and long range
strategies and how best to execute these to
maximise the group’s success through delivering
innovative and value for money solutions to the
customers. He has a passion for Web Accessibility,
and his championing of this cause has been a major
driver in making it a particular focus of VerseOne’s
web products and free events.
“Vision without
effective execution
is merely hallucination.”
31 | April 2019 |

Attributes
of a Good
Leader
32 | April 2019 |

L
eadership is about using the
power of a position to
empower a group of people in
order to attain a common goal. A
leader’s task is to implement the
plans that usually look good on
paper, through a delegated team, in
a specific time with an ongoing
motion. She/he may use the
traditional method or may think out
of the box. It depends on the leader
as how to do it; the ultimate motive
is to get the job done. Although,
each and every individual has a
different approach on leadership,
some might say it is about setting
examples, some might say it is about
sharing the authority; what matters
is, taking the right decision when it
is most needed.
Leadership varies from one
organization to another. An
organization is a dynamic body and
creates new probabilities every now
and then. And with new
probabilities, come new challenges.
Although, it is impossible to
overcome every challenge, the
business environment has adopted
certain leadership styles for the
efficiency of business:
The Participative Leader
Participative Leadership is the
process of sharing authority with
the work force in order to get
optimum efficiency. The team, after
getting access to certain powers,
works responsibly to accomplish the
goals set by its leader. The shared
leadership also helps in case of any
requirement of change, as the
employees adapt quickly in such
environment. Incidentally, this style
of leadership fits best in a scenario
when there is a limitation of time.
The Transformational Leader
A transformational leader inspires
the team through effective
communication and an intellectual
environment. However, these
business. As the level of hierarchy
elevates, the requirement of
communication grows. Especially,
when it comes to leadership, there is
no scope for lack of communication.
A Leader who fails to develop this
skill is looked up as incompetent,
because it is his job to send the
message loud and clear. Although, it
is also important to listen as it is an
integral part of communication.
Ÿ Integrity
C.S. Lewis said, “Integrity is doing the
right thing, even when no one is
watching.” Be it giving credit to one
of the team members or be it
admitting a mistake, a leader wears
integrity as a badge of honor. They
do what is right, no matter what.
Ÿ Empowerment
As mentioned earlier, Leadership is
about using the power of one’s
position to empower a group of
people in order to attain a common
goal. A good leader shares his
authority with the team in order to
get the job done. By doing this, he
shows confidence in the team and
obliged by the gesture, the team
works with full enthusiasm to
accomplish the goal.
Ÿ Decision making
There is risk in decision to making.
Great leaders take great decisions
when the stake is high and it is the
success of those decisions that make
them great. To add up, a good leader
takes right decision at the right time.
In conclusion, a good leader can be
defined by the dynamics of his style
in leadership, the values that he
brings to the organization, the
methods he uses to make the best of
the resources, and the kind of
decision he makes in the given
situations. At the end it is about the
attitude of an individual to bring the
change for good.
individuals require more detail
oriented managers to successfully
implement their strategies.
Transformational Leadership is
considered among the most
effective employees of the
organization. One of the examples
of this type of leadership is when a
leader is assigned on a higher level
for effective environment.
The Transactional leader
The transactional leadership, as the
name suggests, enables the leader
to incentivize the team
corresponding to their performance.
The team gets rewarded when it
attains the goals and the Leader has
the power to review the results and
act accordingly when the team fails
to do the same. The goals and the
strategy to attain them are decided
by the leader and the team itself.
The Situational leader
Situational leadership is a theory
that the best leader will adapt to the
required leadership style according
to need of the hour. A Situational
leader may adopt democratic style
while discussion business with
senior executive, but may switch to
transactional at the time of team
review. However every individual
has a natural style of leadership and
it may be difficult to switch roles at a
certain point of time.
Qualities of a good leader
There is an old proverb that says,
“Give a Man a Fish, and You Feed Him
for a Day. Teach a Man to Fish, and You
Feed Him for a Lifetime.” So is the case
with leadership. One of the basic
qualities of a Leader is to pass on the
leadership skills.
Following are some of the qualities
of a good leader:
Ÿ Communication Skills
Communication is the basic
requirement for efficiency in a
33 | April 2019 |
The Art of Leading

Daniel Etra
Building a Business Empire with a Social Impact
“To inspire and empower individuals with developmental
disabilities and those who support them.”
reating a social impact delivering best practice
Cservices to children with a developmental
disability is an appreciable step in health-care
industry. At Rethink Austism Inc., Daniel A. Etra the
Co-founder & CEO, believes in inspiring and
empowering those individuals who are caring for loved
ones with a developmental disability. Through
dedicating his business and managerial acumen for
such a social cause, he has not only contributed to the
health-care industry but also lifted his company to the
highest success.
Featuring Daniel in a Transformational Leadership edition
is an honor for the CIO Look, as the issue admires the
leaders with inventive ideologies and remarkable
contributions in business.
Below are some the highlights of an interview between CIO
Look and Daniel:
leader.
The desire to not just build a successful business but
also one that has an impact in the lives of individuals
with developmental disabilities, as well as the vision to
leverage technology to create a scalable solution that
delivers a global solution. With a signiﬁcant dearth of
trained professionals (there are only approximately
30,000 Board Certiﬁed Behavioral Therapists) available
to meet the needs of a growing population with a
developmental disability (approximately 450 million
individuals birth to 21 globally), Rethink set out to
create a scalable solution that would make clinical best
practice treatment tools and supports available to the
individual and their caregiver(s) no matter where they
are located.
Beginning with a focus on families caring for
dependents with a developmental disability, Rethink,
under Mr. Etra’s leadership, has expanded its product
range to serve all entities revolving around the care of
this population. Today, Rethink’s three divisions –
Education, Employer & Behavioral Health – provide
treatment tools and support for caregivers in the public
school system, employees of Fortune 500 companies in
over 120 countries, and to the healthcare system
through public and private behavioral health agencies.
How do you diversify your organization’s offerings to
appeal the target audience?
We are unique in the marketplace offering for online
best practice tools and clinical supports to manage the
treatment of individuals with developmental
disabilities such as autism. Providing research-based
teaching strategies grounded in the principles of
Applied Behavior Analysis (ABA), the award-winning
34 | April 2019 |

35
Daniel A. Etra
Co-founder & CEO
Rethink Autism, Inc.
| April 2019 |
Rethink Au sm Inc.

Rethink program includes a comprehensive online
individualized treatment program with over 1,500
video-based demonstrations. This program is
developed by internationally-recognized experts in the
field to train caregivers, parents, professional and
paraprofessional staff on how to manage problem
behaviors as well as to teach an individual with a
developmental disability critical skills. Automated data-
based reports track progress in real time, facilitate
coordination across care team members, and allow for
robust data analytics.
In addition, Program Specialists can also utilize Rethink
as a form of job-embedded professional development
and to augment coaching caregivers and other support
staff. Rethink also offers a range of technology-enabled
remote service options, ranging from short-term web-
based consultations with Rethink’s Board-certified
behavioral therapists to ongoing program development
initiatives supported by an in-house team of clinicians.
In addition, Rethink’s practice management offering
allows with the tracking of service authorizations and
cost of treatment as it relates to clinical outcomes.
Rethink serves individuals at all levels of development
and ages ranging from point of diagnosis through early
adulthood. We currently serve all entities that revolve
around the care of this population in the school system,
in the home and in the healthcare system.
Accordingly, we have three different versions of the
platform, each distinct to meet the needs of the target
market. For example, school districts need scalable
solutions to manage the intervention of this growing
population, train staff in a variety of locations and
provide real-time visibility on outcomes to district
administrators. Parents need a simplified version of our
tools for use in the home by each caregiver interacting
with the child. Lastly, behavioral health providers need
additional clinical functionality to comply with the
unique requirements of managed care organizations.
Our platform must address these myriad needs of our
respective clients.
possess?
A leader must possess the ability to clearly articulate a
vision and align all members of the organization around
that vision as well as motivate them to execute against
it. The CEO must be tenacious and must have the grit to
overcome many obstacles that will arise throughout the
life of a business. Lastly, one must be able to perform at
the highest level in any endeavor, whether for fun or in
a professional context. The CEO needs to hold
himself/herself to the highest standards and seek to
drive the same in their colleagues.
What are your takes on roles of CEO transformational
leadership and organizational factors on product
innovation performance?
Despite what many may think, building a successful
company does not happen overnight. There is the
expression “the 10-year overnight success.” This is
particularly true for entrepreneurs and successful ones
need to be willing to pivot their business strategy to
respond to changing market conditions as well as to
have the patience to play the long game and be willing
and able to move the ball down the field a little bit each
and every day.
How do you strategize your game plans to tackle the
competition in the market?
Of paramount importance is to respond to the needs of
the customer and to continue innovate in order to
create a wide competitive moat. One can never be
complacent when it comes to continuous improvement
of the product and service of the customer.
As a global health technology company, what is your
most vital contribution in health-care sector?
Creating a platform that addresses the significant
dearth of trained professionals in the market and makes
clinical best practice intervention available to any
individual with a developmental disability wherever
they are located anywhere worldwide.
What are your future endeavors/objectives and where
do you see yourself in the near future?
Expanding our product to support adults with
developmental disabilities, both in the home and in the
workplace and helping organizations align their culture
around supporting this population and helping them be
productive members of society.
36
| April 2019 |

Coricraft Transforms Customer
Delight and Delivery with
Trackmatic Solution
oricraft, South Africa’s premium quality home
Cfurniture and furnishing design and
manufacturing company, contracted with
Trackmatic to help tackle the challenges it was facing
around fleet visibility and customer satisfaction. The
company wanted to reignite the magic of the last mile,
transforming how customers perceived their
performance and delivery efficiency. Today, Coricraft
has reduced its delivery window to less than two hours,
reduced customer complaints to a record low,
increased delivery drops per route, and has
transformed the customer experience, all while cutting
costs.
Last mile logistics is becoming increasingly difficult to
perfect and is evolving at a rapid rate due to the growth
of e-commerce. There is a growing need to get goods to
customers faster and more cost effectively. Customers
are willing to pay a premium for faster delivery
fulfillment and companies like Amazon are raising the
bar and raising customer delivery expectations.
According to McKinsey, last mile logistics have been
identified as the cornerstone to driving growth and
profitability, and companies like Coricraft are under
increasing pressure to create logistic strategies that
align business and customer expectations.
Last mile logistics are troublesome, especially in South
Africa. There are challenges around infrastructure,
addressing accuracy and security that impact on
delivery timing, fuel costs and efficiency. This is further
compounded by the complexity of delivering irregular
size furniture items that requires skilled unpacking and
assembly upon delivery. For Coricraft, these issues
were affecting its customer relationships and brand
reputation.
“In our industry, the journey doesn’t start and end in the
store,” says Craig Schneeberger, Chief Operating
Officer of Coricraft. “The real magic is in the last mile
when we deliver to your home. Purchasing furniture is a
very emotive thing and, with us, you pay money and
leave empty handed. We needed to refine our delivery
element which is one of the most difficult things for a
business to do successfully and profitably.”
Prior to its implementation of the Trackmatic Driver-
Led Visibility® solution, Coricraft was experienced
roughly 45 Hello Peter complaints a month. The
complaints were all centered around one specific issue
– customer service on delivery. The delivery window
sat at a lengthy three hours and customers were left
uncertain as to when their furniture would arrive, what
service they would receive on delivery, and timing
around the re-delivery of any incorrect or damaged
items. In addition, it was impossible to proactively
respond to failures in the field in real time.
“When we started working with Coricraft the first
challenge was to address the visibility of their fleet,”
says David Slotow, CEO, Trackmatic. “They needed a
tool that would allow them to communicate more
clearly with their customer service team by developing
richer engagement with their operations team and their
drivers.”
For Coricraft, it was essential that delivery fulfillment
be transformed in such a way as to revolutionize
customer experiences. In addition, the company also
faced challenges around address capturing. Customers
often provided incorrect location details or left out
critical delivery information. Coricraft needed
technology that helped their drivers get to the right
place at the right time. The solution had to ensure that
when they delivered, the destination was location-
perfect to meet faster, tighter delivery windows.
“We could not tell customers accurately when their
deliveries would take place, especially as we didn’t have
an accurate measurement to easily determine the time
it would take between customer deliveries,” says
William Webb, Operations Executive, Coricraft. “We
needed to find a way to manage the drivers to ensure
that they adhered to the scheduled routes, stock on the
38
| April 2019 |

Craig Schneeberger
Chief Operating Ofﬁcer
Coricraft
39
Craig Schneeberger
| April 2019 |

truck was secure and the customer experience was
pleasurable.”
Any failures on route resulted in delays further down
the line. If a customer wasn’t home or if the driver took
longer than planned to find an address, the waiting
times then had a knock-on effect until the last customer
had waited for far longer than anticipated and the
driver kicks into overtime. This often resulted in failed
deliveries or high overtime expenditure for teams
returning late.
“Those challenges of wasted kilometers and frustrated
clients were endemic, further impacted by unknown
addresses, failed deliveries and drivers wasting time
and fuel driving up and down a road looking for the
right place,” says Slotow. “For a company as aspirational
and professional as Coricraft, these delays and
challenges were impacting on the way customers
perceived their service and professionalism.”
Coricraft wanted a white-glove delivery process that
was as slick as its in-store experience. It needed the
same efficiencies at the point of fulfillment as it had at
point of sale. To start, Trackmatic integrated the
Coricraft point of sale system into their Address
Validation Tool (AVT). This allowed for a dedicated Data
Integrity Team at Trackmatic to process the addresses
and resolve them into GPS coordinates in real time. Any
conflicts of address would be filtered through Google
Maps and manually checked by a dedicated Data
Integrity Agent who could shift the pin to a more
accurate or relevant location, when required.
“A great example of where this level of manual control
excels is in gated estates,” explains Slotow. “The
delivery entrance could be different from the visitor’s
entrance and the vehicle has to then navigate back
routes to get to the home. That level of discretion
doesn’t come from GPS, it comes from human
engagement, intellect and experience. We built an
entire Address Validation Tool (AVT) for Coricraft and
delivered a highly targeted and elegant solution
without any delay in the delivery timeline.”
The AVT solution is cloud-based and fully integrated,
taking the address from point of sale to the front door.
It provides an incredibly high level of accuracy and has
transformed delivery operations. It has also changed
the way the drivers engage with technology.
“Getting drivers to take their mobile device into the
vehicle and navigate with trust and confidence was a
major achievement,” says Slotow. “When the shift
happened, it was magic. They felt empowered as they
could now resolve issues independently without
impacting on operations when there were delays on the
customer side. The integrated voice solution allows
them to contact customers and let them know they are
outside or their estimated time of arrival. Trackmatic’s
solution also stores all recordings in the cloud to use in
the driver debrief process and in case of any issues. This
process of continuous learning and improvement has
had a significant and positive impact on results.”
Trackmatic believes in empowering the drivers,
providing them with the tools they need to deal with
frustrated customers in real time. Using this level of
engagement with the customer has meant that drivers
can relay issues around damaged items or poorly filled
orders and give the customer insight into when these
issues will be resolved. This availability of information
has seen a significant reduction in customer complaints
40
| April 2019 |

as most understand that there can be delays, but want
these delays communicated clearly and on time.
Creating a platform for real-time engagement and
communication has enhanced Coricraft’s relationship
with its customers as customers trust that they will be
kept informed of the progress of their delivery.
“Coricraft hasn’t done anything differently to achieve
this goal, they haven’t changed their manufacturing
process or their product range,” adds Slotow. “All it took
was them knowing that a customer was unhappy and
having a strategy in place to deal with them. This could
be as simple as sending out a manager to look at the
product or ensuring that any missing items were
delivered straight away. This level of customer
engagement has made an instant, massive difference.”
Coricraft can better plan and fine-tune deliveries,
optimize operations and redefine customer
engagement. Each challenge around visibility,
communication, control and timing has been addressed
using Trackmatic’s innovative and disruptive
technology solutions.
“The results speak for themselves,” adds Slotow.
“Customers have left positive feedback around the
professionalism of the delivery service and Coricraft
has grown their deliveries without having to expand on
their fleet or their teams. They have created capacity to
scale without increasing costs or infrastructure and, as
benefits go, that’s one that hits the bottom line.”
The company has seen delivery accuracies increase by
27%, the leave on time by 33%, (while shifting the start
time by an hour earlier) return on time by 36% and
overtime bills reduced by 15%. In addition, the time to
delivery has been reduced from three hours to 32
minutes and there has been an 80% increase in
customer service. Even more stats point to significant
increases in route efficiency (86%), turnaround
adherence time (94%) and a rise from 34 to 43 trucks a
day leaving the depots nationally each day.
“We are proud of the work that has been achieved at
Coricraft,” says Slotow. “Success does not happen by
chance, it takes the right client that is willing to
collaborate, experiment and trust us with their
business.”
Trackmatic is currently working with Coricraft to
expand its solution which includes the Trackmatic
Insight analytic dashboards that will give Coricraft the
means to measure key performance metrics and
provide even more meaningful data for richer last mile
and customer delight deliverables.
Schneeberger concludes: “Trackmatic has given us
visibility into driver behavior so we can ensure we are
as efficient as we can be in terms of delivering our
furniture. Because we have this level of visibility, we
can give our customers visibility, and this allows us to
proactively engage with them and exceed their
expectations.”
About Coricraft
For more than 20 years,
Coricraft has been the easy
choice for exceptional value on
top-quality furniture. From just
one store in Cape Town, we
have grown to a chain of almost
50 stores in South Africa,
Namibia and Botswana.
We have factories in Cape Town
and Johannesburg, where we
manufacture all our couches
ourselves. Beyond this large
manufacturing presence lies a
sophisticated retail
infrastructure, with Coricraft
stores across all South Africa’s
major towns and cities. For
customers, this means there is
always a Coricraft nearby.
41
| April 2019 |

42
Leticia Latino
CEO
Neptuno USA, Corp.
| April 2019 |

Asuccessful leader understands the signiﬁcance
of integrating technological advancements in
business to increase the overall organizational
efﬁciency. Through such an apprehension, Leticia
Latino, the CEO of Neptuno USA, Corp., took her
organization in attaining a global recognition for
transitioning Neptuno from being mostly a Tower
Manufacturer to adding technology driven products
and services to its offering.
Her unique way of approach, by socializing with her
co-workers and clients, assisted her in delivering more
customer-oriented solutions without failure. Along
with the qualities like decisiveness, adaptability and
curiosity, Leticia believes that a leader must possess a
sense of humanity for building better relationships.
CIO Look takes an immense pleasure in featuring such
adherent leader and addresses her coherent
contribution in telecomm industry in its new edition
Transformational CEO’s.
Below is her story,
“The Neptuno Group is a family affair”, quotes Leticia
Latino van-Splunteren. Her father, Baldassare Latino,
founded the company in 1972 in Venezuela, after
emigrating from Italy in search of better options. She
has seen leadership and entrepreneurship as an
example since her birth. At 85, he still is the CEO of
the group of companies, while she leads Neptuno USA.
After having worked for several years in Merrill Lynch
and Telecom Giant Nortel Networks, in 2002, she
accepted the challenge to expand the company’s
horizons by establishing it in the US and exploring
various ways to innovate and get ready for the new
technology “wave”.
As a result, Neptuno has patented several tower
designs and has applied 3-Dimensional technologies
to Site Surveys, Tower Mapping and Virtual Telecom
Assets Libraries. The company also contributed in the
development of NAAP, a Telecom Asset Management
Software, geared to help manage Assets Life-cycles,
and is taking an active role in the Smart Cities
movement through one of its spin-offs and newly
formed SmartTecPort.
Leticia believes that when an individual is innovation-
oriented, it may at some point, impact and transform
his/her leadership to support organizational learning
and implement an innovative culture. Innovation is
directly linked to change, hence it is not always an
easy task to change the company’s culture, success
lies in one’s ability to engage the entire organization
in the creation of that very “special something”. In her
case, she states that her company has committed to
the SmartCity vision and is navigating through that
change—of transforming from a passive structure
provider to Smart Infrastructure provider. Even
though of such a transformation, she believes in
leveraging the years of experience to catapult her
company to the next chapter. “When someone
highlighted the inspiring impact of the fact that my father
was an enabler of the Cellular Revolution, and now I’m
fully committing our companies path into to the
SmartCity revolution, the responsibility of taking that
‘baton’ forward is really meaningful to me,” says Leticia.
Neptuno currently focuses on three main
verticals—Tower Engineering and Manufacturing and
Leticia Latino:
Embracing Technological Advancements
to Thrive Globally
43
Neptuno USA, Corp.
| April 2019 |

We have to be open to follow where
opportunity leads us without
forgetting where we come from and
what we are all about.
“W
“W
“BTS projects, IoT Asset Tracking and
Smart Cities. Neptuno was born with
the Cellular Revolution. Initially, the
company only installed utility poles,
but when the cellular hit-hard, the
company understood that there was a
very compelling target market that
needed to be served. Networks where
being built in such a rapid pace, that
whoever could contribute to satisfying the demand
for products or services quickly positioned itself for
substantial growth.
Neptuno manufactured and installed some of the first
Wireless Towers in the Americas, accounting for
about 10,000 year to date. Then, in 2005 and under
Latino-van Splunteren’s leadership, the company
sensed that there was also the need for tracking
Telecom Assets as operators grew too fast and were
suffering from a clear lack of data centralization and
inventory accountability. NAAP efforts are currently
focused on bringing IoT as an enabler of better Asset
Tracking. Lastly in 2018, the company decided to
actively participate in the SmartCities initiative by
forming SmartTecPort, a company that will own and
operate Artistic Smart Infrastructure to help cities
embrace new technology, like 5G, but preserving the
cities aesthetics in the process.
“I don’t like getting too deep into what the
competitors are doing, rather I focus on developing
strong and genuine connections with our customers
and finding solutions to their needs”, says Leticia
whilst explaining her outlooks on dealing with the
competition.
To tackle the competition, Leticia states that Neptuno
maintains a good relationship with the customers
that eventually help in attaining information
regarding competition’s products and partial
agendas. She exemplifies her business as a long
marathon thus tries to keep her company away from
the competitive effects.
Neptuno prides itself of being an innovation solution
provider; its approach has always been around
customizing solutions rather than push an ‘off-the-
shelf’ one for its customers. Engineering the right
solution is an art, and one Neptuno is really good at.
As a result, it does have several iconic structures that
have received international praise for its engineering
design, as well as several patents and trademarks.
Running the family business is an interesting spot to
be in. Leticia believes that sometimes one may feel
that he/she doesn’t have anywhere to go, but also
realizes that one can actually go wherever he/she
wants to, because it is you that’s driving the bus.
Being a fully privately-owned company, the idea of
partnering up with Smart Money comes up from time
to time as it could help the company grow to its full
potential. For the time being, it will keep focusing on
its three verticals with particular emphasis on Smart
Cities as its disruption is inevitable.
Leticia is a recipient of the 2018 Women in IoT award
by ConnectedMagazine, and has been featured as
one of the prominent women in Telecom by
TowerXchange, the Wireless Industry Association
and AGL magazine. Besides, she also plays a role of an
active member for the SmartCity Council TaskForce,
the WIA City Networks Task Force and mentoring
young women that want to start a career in Telecom.
Neptuno, her company, is also a finalist in the 2019
WeInnovate! Program promoted by WBENC-Certified
Women’s Business Enterprises (WBEs) to showcase
their company’s expertise in areas of innovation that
are critical to WBENC’s Corporate Members. In
addition, Leticia is a big advocate of nurturing
“Human Connections” through her Back2Basics
Podcast and through the #Time2Reconnect
movement, which she created
“.
“.
“
44
| April 2019 |

The Glass Ceiling Effect:
Another Perspective on
Women and Leadership
46
| April 2019 |

he glass ceiling is a barrier so subtle that it is
Ttransparent; yet so strong that it prevents
women from moving up the corporate hierarchy”
—Ann Morrison,
American Author
The term “Glass ceiling” can be defined as an
unacknowledged upper limit in corporations and other
organizations, above which it is difficult or even
impossible for women to reach out to the highest
ranks.“Glass ceiling” is a popular metaphor widely used
for the hard-to-see informal barriers that prevents
women from getting promoted or achieving further
opportunities in leadership positions. The metaphor of
“glass ceiling” has also been used to describe the limits
and obstacles faced by racial minority groups.
The U.S. Department of Labor’s 1991 definition of glass
ceiling is “those artificial barriers based on attitudinal
or organizational bias that prevents qualified
individuals from advancing upward in their
organization into management-level positions.” (Report
on the Glass Ceiling Initiative.)
Famous American actress cum author Ann Morrison
defines the concept of the Glass Ceiling as:
“The glass ceiling is not simply a barrier for an
individual, based on the person’s inability to handle a
higher-level job. Rather, the glass ceiling applies to
women as a group who are kept from advancing higher
because they are women.”
The Elements behind the Glass Ceiling:
It is pretty obvious that women are facing a lot of
hurdles to break through the glass ceiling and reach to
the highest leadership position throughout the ages.
Preventing both women and organizations from
reaching their full potential, the invisible “Glass Ceiling”
denies us all of the maximal benefits of gender diversity
in leadership. Some of the most common barriers are
highlighted below:
Job isolation:
Women are offered the same kinds of job roles like
staff, public relations or occasionally finance specialties
that rarely lead to the more powerful management
positions. Over time, women are eventually excluded
47
Expert's Advice
| April 2019 |

from jobs in the mainstream of business, the route
taken by CEOs and presidents.
Old-boy Network:
There are many instances when men gets the
managerial powers in an organization who manages
greater numbers of people, enjoys more freedom of
hiring and firing, and controls the company’s assets
directly while women are deprived of such authorities
and powers.
It is the “Old-boys” of the organization that makes all
the policy; where the women are kept virtually absent.
Sex Discrimination:
In a recent survey, working women were asked about
the greatest obstacle they had to overcome to achieve
success; “simply being a woman” was the most frequent
response. In another survey by the Wall Street Journal,
women leaders quoted their most serious obstacle in
their business careers to be “male chauvinism, attitudes
toward a female boss, slow advancement for women,
and the simple fact of being a woman.” These instances
are enough to prove the prevalence of sex
discrimination in the workplace.
Sexual Harassment:
Sexual harassment remains one of the biggest barriers
for women in managerial roles. A corporate
environment that tolerates sexual harassment
intimidates and demoralizes women executives. Even
after the adoption and enforcement of numerous laws
against sexual harassment, women do not feel
sufficiently encouraged and empowered to speak out
for fear of compromising their work.
Benefits of Women in Leadership:
Studies found that inclusion of women in business
leadership has significantly improved such factors as
firm value, financial performance, economic growth,
innovation and social responsiveness and philanthropy.
The additional benefits of women in corporate
leadership include stricter monitoring and supervision
and fewer legal infractions such as fraud and
embezzlement. A better balance among women in
leadership positions can create a more diverse team of
leaders with different perspectives and a greater ability
to contribute new ideas and thus enhancing the
profitability. The transformational leadership style
often used by women tends to be a good option for
contemporary organizations, as it encourages
employee morale, motivation and performance.
Overcoming the Barriers: Strategies
Women’s progress up the corporate ladder is still
limited by the “glass ceiling” despite the myriad of
Government policies and programs which have been
introduced to ensure that their talents and skills are
recognized and accepted.
Women can help themselves to overcome this career
hurdle by:
Ÿ Acquiring appropriate business skills and know how;
Ÿ Taking up line management positions rather than
management service roles;
Ÿ Gaining the necessary experience through
“apprenticeship” and “acting positions”;
Ÿ Seeking career counseling;
Ÿ Volunteering for leadership and executive positions;
Ÿ And lastly, acquiring the ability to measure their
operating effectiveness in the workplace.
An awareness of the emergence of new barriers to their
progress is also worth considering. The current
socio economic situation is creating different “glass
ceilings” in the form of the downsizing of organizations,
new differentiated and self directed career paths, the
advent of the contractual worker, and the care of aged
parents.
Conclusion:
th
Since the latter half of the 20 century, women have
made great paces in increasing their representation in
the work force. However, a considerable gap remains in
achievement of leadership positions across different
fields. Renowned feminist Gloria Steinem stated it best:
“Clearly no one knows what leadership has gone
undiscovered in women.” It is far past time we strive to
find out and finally shatter the glass ceiling.
48
| April 2019 |

—Mitchel Sellers
Founder & CEO
IowaComputerGurus
We create great
technology
solutions with
superior quality
and exceptional
support –
building value
that makes
companies,
communities,
and economies
stronger.
‘‘
50
| April 2019 |

IowaComputerGurus’s
Triumph
Mitchel
Sellers
technology company must ensure that it deploys
Atech savvies who can contribute effectively to
the growth of the company. One such core
technical contributor is Mitchell Sellers. Being the
Founder and CEO of IowaComputerGurus (ICG), he
endeavors to integrate innovative solutions by offering
business-class management systems and custom coded
solutions that exceed client’s goals. Mitchel a.k.a “Mitch”
holds a deep knowledge and understanding of software
development with a focus on architecture, standards,
performance, stability, compliance, accessibility, and
cost-effectiveness.
CIO Look admires such leaders and appreciates
Mitchel’s work in the evolving technological sector, and
takes pride to feature him in Transformational CEOs
Edition.
Below are the highlights of an interview conducted between
Mitch and CIO LOOK:
leader.
I never intended to become a “leader.” Back in 2005 &
2006, I recognized that there was a strong need for
professional development expertise across the .NET
technology stack from websites to applications. It
became a single-minded focus for me. I think that people
are naturally drawn towards that kind of dedication to
something. Couple that with sound business practices
and attention to quality, and it forms the core of
leadership success.
How do you diversify your organization’s offerings to
appeal the target audience?
It’s a delicate balance. Our customers are businesses and
enterprises that need reliable, secure, and performant
solutions for mission-critical applications. We create
those solutions by writing code, architecting and
managing the hardware and hosting environments they
run on, and training business teams to deploy and use
those solutions. So that’s both a diversified set of
offerings and a narrow focus at the same time.
Importantly, it’s all the things we’re really good at.
As per your opinion, what roadblocks or challenges are
faced by CEOs in a corporate business? And what is
your advice to overcome them?
I see lists of challenges all the time. But the truth is that
every business and every CEO are different. What is a
challenge to one person is a perfect fit to the natural
talents of another. The event or roadblock that hurts one
business can be a redirecting opportunity to another.
But the most common challenge I see in most business
leaders is too much looking at the now, day-to-day
operations and neglecting the long-term health and
growth of the business. Especially, if you’re a small outfit
– you’ve got to have a one, three, and five-year time
horizon that you are looking at. You need to be flexible to
change your plans, but you need to always be aware of
your plans so that you do not make decisions today that
will hamper your future.
Sometimes that can mean NOT taking a project now that
might distract or unnecessarily redirect company focus,
even if that job pays well. It can mean not hiring certain
job positions now – even if you feel temporarily
overwhelmed in that area – and instead making a
strategic hire for the future. Or maybe you invest back
into your own technology and website this year – even
when things are going well – because you know that it’s
needed for next year’s success; things like that.
What are your intakes on roles of a CEO with regards
to transformational leadership?
The term “Transformational Leadership” has
unfortunately become a buzzword these days. It’s as if
“transformation” has become a goal unto itself. This
misses the point. Transformation happens all the time to
virtually every modern business. It’s often not pleasant.
It often arrives unexpectedly. In my view, successful
51
IowaComputerGurus
| April 2019 |

“Transformational Leadership” is
when you manage and adapt to the
disruptive technology and market
conditions that come while still
accomplishing tasks, projects, and
strategic objectives successfully.
Every successful CEO and
entrepreneur who has been on the
job for a decade or more either has
such skills, has failed, or little bit of
both.
Tell us something about your
industry and the competition it gets
in the market?
The competition in our space is really
interesting. Where most industries
have experienced a lot of
consolidation, the website and
application development market is
still wide-open and entrepreneurial. I
think that this has something to do
with the fact that great technology
projects – even ones inside huge
technical organizations like
Microsoft, Google, Oracle, and Apple
– are accomplished by small to
medium-sized teams. Even Jeff
Bezos, CEO of Amazon, has publicly
discussed what he calls the “Two
Pizza Rule.” That rule stated that –
even in a company the size of
Amazon – no technology project
should have more team members
than can be fed by two large pizzas.
This is because the team becomes
less agile, more structured, less
accountable, and ultimately less
creative. And there is some solid
social science that backs this up.
This allows a lot of small-to-medium
sized development teams thrive, and
the best ones ﬁnd their niche like we
have. And that also means that the
best competitors are also
cooperative players – hiring each
other from time to time. It’s really a
great way to get things done. Let’s
call it Cooperative Capitalist
Competition.
As a leading provider of custom
applications solutions, what is your
most vital contribution in growing
technology sector?
That’s an interesting question; we
have taken two approaches to
Mitch and Plane
contribution. The ﬁrst is that we take
a no-compromises approach to
website and application security, and
we contribute reference materials
and best practices to the broader
development community at no cost.
The second is that we regularly
release internal tools, utilities, and
modules on GitHub as open-source
contributions in order to help
everyone create better solutions.
What will be your future endeavors
and/or where do you see yourself in
the near future?
We’re really excited by the recent
advancements in the Microsoft .NET
Core coding framework. We think
that the portability, incredible
performance gains, and security of
this technology make it the business
development platform of the future.
So, we’re investing heavily in this
technology stack and supporting the
open-source and .NET Foundation
projects built on it now.
52
| April 2019 |

Open
SourceTrends
to
WatchFor
2019—By Muggie van Staden,
MD of Obsidian Systems
54
| April 2019 |

Obsidian Systems is an established
supplier of Open Source software
solutions. The company was started in
1995 as a services provider targeting
businesses and organizations looking to
integrate and leverage off Linux
infrastructure. Obsidian Systems has
expanded its knowledge base in
partnership with subsidiaries Cape Town
based Autumn Leaf and GuruHut.
The expansion of skills is now a
formidable team with Java™ expertise
aligning our Enterprise Open Source
solution for retail,supporting technology
and consulting services across enterprise-
ready open source infrastructure,big data,
collaboration and agile IT strategies for
your business. Obsidian Systems and its
subsidiaries strive to bring three legs to
the South African market: the first being
vendor-certified products,the second
bein g local skills providing consulting,
development and support and the third
being vendor-certified training and
certification. With these three elements,
any organization can trust the enterprise
open source solution provided.
ollowing several mergers and acquisition this
Fyear, 2019 will see open source investments
starting to pay even more dividends. Given how it
has become the driving force behind much of the
world’s cloud-based systems, companies need to keep a
close eye on the open source trends that could impact
their strategies for the months to come.
With deals such as Microsoft and Github as well IBM
and Red Hat, this open source-driven environment will
see organizations in a position to take the best aspects
of these businesses and come up with something truly
great. Thanks to the growth of the Internet of Things
(IoT) and the resultant explosion in data points,
companies understand that they need the resources of
cloud-based systems to extract the most relevant
insights.
The days of relying exclusively on proprietary solutions
to do this are long gone. Open standards have become
part of the approach many organizations take towards
implementing technology innovation. And those that
have not done so yet, will soon follow as they seek to
find relevance in an increasingly digital (and connected)
world.
This will also likely impact the cost of solutions. Using
open standards is resulting in products being developed
faster as data is analyzed in virtually real-time.
Understand what customers want and providing the
customization to do so, have become integral to the
operating environment today. And the secret to this
must be the open source foundation on which this is
built.
Local changes
The imminent arrival of several international data
centers in South Africa (two from Microsoft and one
from Amazon Web Services) will have a significant
positive impact on the local market. This not only shows
those skeptical of the cloud that investments are being
made, but, more importantly, South Africa is viewed as
a platform for growth into the rest of the continent
when it comes to the cloud (and open source).
The evolving landscape is seeing business requirements
also shifting. Next year will see a veritable land rush for
position in the cloud environment. More C-suite
decision-makers are open to going, well, open, and
vendors and service providers are clamoring for market
position.
Providing even more impetus for this is the recent
launch of what many consider to be South Africa’s first
truly digital bank. Focusing on ‘behavioral’ banking, all
its systems are cloud-based highlighting the security,
availability, and redundancy of going this route.
Moreover, it is built on open standards all but giving the
death knell to those who think proprietary is still the
preferred method of doing business.
Next year will be an intriguing one to see where the
cloud and the open standards approach will be heading.
Strap in and enjoy the ride.
About Obsidian Systems
55
Muggie van Staden
| April 2019 |

Availing Finance Credits for Everyone
Paolo Fidanza
P
assion is the key to change an idea into
innovation. It is the most necessary element
that drives the skill sets to achieve the
desirable goal. People who are passionate about
their visions are always willing to go one step further.
In the corporate world, it is essential for
entrepreneurs to excel their desire passionately and
connect it with other people as well.
Paolo Fidanza Founder and CEO of MO
Technologies is a leader exemplifying leadership
powered with vision to help others grow
successfully. He has a significant amount of
experience in technology and internet industry.
Paolo has started his entrepreneur journey in 2001
and never looked back again. He started with the
automotive industry and subsequently moved to the
IT, Telecom, Social Networking, Healthcare and
Security industries in his tenure. With his
technological excellence now he is excelling his wings
in Fintech sector, and envisions providing an
advanced platform which can resolve the difficulties
of maintaining credit score and loan management.
Below is the story of Paolo Fidanza exhibiting his
exclusive knowledge about industry and emergence of
MO Technologies:
Paolo Fidanza was born in Italy and graduated in
Aerospace Engineering from the University of Rome,
Italy, but he has lived most of his life outside of Italy,
and spanned his career across the continents and
industries. He has the passion for technology and for
making of the world a better place. He has founded
MO because he wanted to be able to use technology
to help the billions of people in the world who cannot
access credit and cannot progress as a result of this.
Today he is the CEO and Chairman of the Board at MO
and oversees all Companies operations, with particular
focus and very many hands on product & technology
development.
Paolo has a broad experience as a chief of management
he reveals that being a CEO in a rapidly evolving
industry like technology, adapting proactively could be
one of the essential traits every CEO must possess. It is
vital to recognize that setbacks are an integral part of
changing course and treat mistakes as opportunities to
learn and grow. He further said to clearly communicate
the vision of the company to inspire staff, investors, and
customers is another trait that has also been crucial
during his journey. Adding the significance of
leadership he mentioned as MO is flag-bearer; all eyes
turn to the CEO for direction and example.
Our revolutionary
technology has created
an end-to-end solution
that allows us to transform
the lives of people who
are financially underserved.
““““
56
| April 2019 |

MO Technologies
Paolo Fidanza
CEO
MO Technologies
57
| April 2019 |

Paolo trusts MO Technologies has developed an
innovative patent-pending proprietary with credit
scoring technology and loan management platform.
This loan management platform uses Artificial
Intelligence and Machine Learning to implement
credit products for consumers and merchants
without a formal credit history. Ultimately, the
organization’s mission is to promote financial
inclusion with the aim at revolutionizing the credit
scoring industry. The company is eliminating
discrimination occurring due to lack of credit history
and giving everyone the possibility of accessing Nano
and micro loans in a simple and effective way.
According to Paolo Global financial sector has been
resistant to change. This rigidity has given the
opportunity to MO Technologies to solve real-world
issues utilizing cutting edge technology to give
everyone, independently of their credit history, the
opportunity to access a small credit. Paolo stated
“After all, technology is leaping ahead, and moving
ever forward. We, as today’s business leaders, need
to do the same to secure enduring success.”
The company with its revolutionary technology has
created an end-to-end solution that transforms the
lives of people, who are not financially included, and
take them to a new world full of opportunities.
Thanks to the product range integrated by credit
technologies, credit issuing, payment services and
consulting, business partners, Financial Institutions,
Service Companies and other Fintech firms,
organization can offer new credit products to
consumers and merchants with no access to
traditional credit.
Currently almost 70% of adults worldwide do not
have access to traditional credit – to build a
customer centric financial model it needs to include
most of the excluded, so to make it fair and for
everyone. MO Technologies’ future lies in further
expansion, forging new partnerships and moving into
overseas markets. After all, Paolo has set MO’s sight
on creating a paradigm shift in the credit industry,
realigning the financial industry with the very real
needs of its customers. MO working with many
financial institutions and Fintech firms in South,
Central and North America, African and Europe,
giving access to small credit to millions of customers
and merchants. The organization also sees many of
these credits to be delivered instantly on pre-paid
and debit cards, therefore truly financially including
these people.
About the Leader
Before establishing MO Technologies Mr. Paolo
Fidanza was the founder and CEO of Opinit Inc, a
content sharing Technology Company sold to a
Canadian investment fund. He has been a Member of
Advisory Board of Fundamental Applications Corp.
and ROK Homeland Securities. He holds expert
knowledge in the social networking,
telecommunications, healthcare and financial
industries. He has launched and advised companies
on the Canadian Securities Exchange and Frankfurt
Exchange. He held positions at Lotus, PriceDoc, JP
Selects and Pinot Corporation. He is an international
executive and established entrepreneur with vast
experience in the technology and internet industries.
His fields of expertise include automotive, media,
entertainment, healthcare and consumer e-
commerce sectors.
58
| April 2019 |

The JourneyThe Journey
Self-DiscoverySelf-Discovery
toto
E
ntrepreneurs set up their new ventures with a new and unique vision,
goal, and its future. These entrepreneurs face many challenges over
the course of their journey. However, financial challenge is the most
painful ones they have to face. Making a list of all the financial challenges can
aid a business and a new starting player in attaining sustainability and
economic stability.
The Small Business Association estimates that around forty-four percent of
startups and small business survive at least for four years only. Others cite
that poor capital management, overspending, and the lack of reserve funds are
some of the common reasons behind a business closure. All these three
terms come under the finances of a company. terms come under the finances
of a company.
60
| April 2019 |

61
| April 2019 |
From Editor's Desk

Transfiguring Future of Innovations |Transformational leadership

Transfiguring Future of Innovations |Transformational leadership

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