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The Silicon Review | 30 Best Leaders to Watch 2022

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The Silicon Review | 30 Best Leaders to Watch 2022

  1. 1. Leadeship www.thesiliconreview.com Features CIOs Business Technology CEOs Damon Motorcy- cles – The Future of Safer, Smarter Transportation is on Two Wheels Jay Giraud | Co-founder CEO 30 Best Leaders to Watch SR 2020 US Special Edition
  2. 2. I t is every couple's dream to become parents but the road to success is not that easy for all of them. But statistics show that one out of six couples experience the problem corresponding with. Infertility is affecting more than 80 million people around the world consisting primarily of young pop- ulation accounting to around 10-15 percent having problems with the ability to conceive and give birth. For such couples, science has opened many avenues which could be strongly considered as a 'bless- ing in disguise’. One such treatment is In Vitro Fertilization or IVF as it is commonly referred to as. Assist- ed reproduction techniques have very quickly improved and many families have been able to achieve their dream of becoming parents. Institut Marquès is one of the top moan integrated centers with a well-established, internation- ally-recognized reputation in the field of Obstetrics Gynecology and Assisted Reproduction, ac- credited by the Spanish Healthcare Authority to perform all Assisted Reproduction techniques allowed by the current legislation. Every year, hundreds of patients visit Institut Marquès from abroad hop- ing to achieve a pregnancy, mainly through In Vitro Fertilization with egg and/or semen donation. Institut Marquès is headquartered in Barcelona with additional offices located in the UK (London), Ireland (Dublin and Clane), and Italy (Rome and Milan). The Provenance of Insti- tut Marquès With more than 95 years of history, Institut Marquès, the fourth gener- ation of gynecologists of the Mar- quès family, continues to deliver stunning results. Nowadays, it has become an international reference for Assisted Reproduction. Leaders in excellence-based medical care, Institut Marquès treats patients from more than 50 countries. The center has a broad portfolio of ser- vices and obtains the best success rates, reaching 91 percent per cycle Dr. Marisa López-Teijón CEO Our Main Motivation is to Help Families with Fertility Issues; to Fulfill their Dream of Parenthood: Institut Marquès, Dr. Marisa López- Teijón CEO “Institut Marquès carried out several studies on sperm quality and has an An- drology Unit specialized for male infertil- ity.” The Ardent Visionary Behind the Triumph of Institut Marquès: Dr. Marisa López-Teijón Dr. Marisa López-Teijón serves as the Chief Executive Officer of Institut Marquès. She appears among the top 10 percent of the most influential research- ers in the world. Dr. López-Teijón is one of the most internationally recognized scientists in her special- ty, awarded at Harvard University (USA) for her studies on fetal hear- ing and recently awarded as ‘Best Physician of the Year’ in Assisted Reproduction in Spain.
  3. 3. “Patients using Embryomobile have achieved better pregnancy rates, demonstrating the positive impact of emotions on the outcome of assisted reproduction treatments” in In-Vitro-Fertilization treatments with donor egg. Moreover, Institut Marquès specializes in special hard- ship cases of patients with fertility issues (those who have previously undergone several cycles without success). The center has the added value of being a reference in both the study of male infertility and in Preimplan- tation Genetic Testing (PGT). Institut Marquès has also its own sperm bank and a broad donation program of oocytes and embryos. Furnishing Guaranteed Transparency through Technology Institut Marquès keeps on devising the most advanced technology for reproductive medicine in order to achieve parents’ dream of having a baby. The center has developed Embryomobile, a pioneer application that allows parents to follow up on the evolution of their embryos online and in real-time. This is an example of transparency and quality that pa- tients greatly appreciate. Embryomobile also allows parents- to-be “access” the In-Vitro-Fertil- ization laboratory and watch their embryos live from home or anywhere else. Patients using Embryomobile have achieved better pregnancy rates, demonstrating the positive impact of emotions on the outcome of assisted reproduction treatments. Specialists in Treating Male Infertility It is estimated that the male factor (male infertility) is associated with more than 50 percent of cases of conjugal infertility, in 30 percent of cases, the male factor is the only re- sponsible party, and in the remaining 20 percent, it appears combined with a female factor. Keeping that in view, Institut Mar- quès carried out several studies on sperm quality and has an Andrology Unit specialized for male infertility. It conducts various researches on the relationship between environ- mental toxins and low male fertility. The Male Fertility Unit is one of the services that differentiate this clinic from its competitors. Music: Forever Present at Institut Marquès Listening to all kinds of music encour- ages early brain development in the fetus because music facilitates neuron connections in the brain. Institut Mar- quès is developing an important line of research about the effects of music at the beginning of life. In all its lab- oratories, the embryos are exposed 24/7 to musical micro-vibrations in the incubators, because it turned out that music increased the rate of in-vi- tro-fertilization by five percent. Other studies conducted by the firm have revealed that the fetus is able to hear from week 16th of pregnancy (when it measures 11 cm), only if the sound reaches it from the mother's vagina. To carry out this clinical trial, it has created a special device (Babypod) that can emit music or voice from the interior of the vagina. The fetus re- sponds to the sound with mouth and tongue movements. Babypod is the only device that allows the mother to communicate with her unborn baby. The device’s use during pregnancy has important medical applications such as discarding fetal deafness or facilitating ultrasound scans; because by stimulating the movement of the baby, the fetal structures are more clearly shown on the screen. These studies were awarded at Harvard University with the ‘Ig Nobel Prize for Medicine’ — the first awarded in the category of Obstetrics in the 27-year history of the award. The Embold- ening Initiative: Embryo Adoption Program Institut Marquès launched this initiative in 2004. Embryos that are not transferred remain under the custody of the clinic when the par- ents do not want to decide on their destination. Therefore, the center decided to offer them in adoption to its patients. In accordance with the Spanish law, the embryos avail- able under this program come from healthy parents, under the age of 35, who have successfully undergone an In-Vitro-Fertilization treatment and who no longer want to have more children. During the 15-year life of the program, in 2019 patients from 124 different nationalities attended the Institut Marquès' centers. It is one such clinic in the world where more embryo adoptions take place. Dr. Marisa López-Teijón, CEO of Institut Marquès, explains: The adoption of embryos was launched to give the embryos frozen in our center a possibility to live. From the begin- ning, the response has been exciting because of the social acceptance, the support offered by different groups and the enthusiasm with which women from all over the world come to us to adopt them. There are fewer interna- tional adoptions of children and more international adoptions of embryos. Behind each case, there is a special story, either of many failures in previ- ous treatments or having given up the possibility of being parents. SR 3
  4. 4. ‘I Want to Establish Sandler as the First Place People Go When They Want Sustainable Re- sults’: David H. Mattson Sandler Training “Salespeople and sales managers are made, not born. Sandler provides the framework of best practices to help individuals succeed more quickly and avoid decades of trial and error.” I n today’s extremely competitive business environment, having any edge over the competition is ad- vantageous. An empowered, effective sales leader is a crucial component in the success of any company or business. One of the most important tools that a company can have to ensure they stay one step ahead is a strong leadership and sales team. It is extremely important that your company is making the right training investments. Sandler is a world leader in inno- vative sales, leadership and man- agement training. For more than 50 years, Sandler has taught its distinc- tive, non-traditional selling system and highly effective sales training methodology, which has helped salespeople and sales managers take charge of the process.Sandler’s training is designed to create lasting improvement rather than the moti- vational “quick fix” typical of many seminar-based training programs. To help clients accomplish their goals, Sandler provides “reinforcement training,” a system that combines quality materials along with access to ongoing training workshops and individual coaching sessions. The company was founded in 1967 and is headquartered in Owings Mills, MD. David H. Mattson: Inter- view Highlights Can you brief us about the history of your company? In 1967, David Sandler, founder of Sandler Training, realized that the traditional sales model was broken. Feature and benefit selling, discount- ing, and high-pressure tactics had led to a downward spiral, and sales people were one of the most hated professions, alongside lawyers and politicians. That is when he realized both sales people and prospects, too, deserve respect. So he set out to de- sign a better methodology based on behavioral psychology that worked for both parties. That is how San- dler, a revolutionary sales training program for businesses of every size, was started. What were the biggest ini- tial hurdles to building your business and how did you overcome them? The two biggest business hurdles we faced in the early years were changing our image in the market- place and unifying the channel. Early The Ardent Visionary Behind the Triumph of Sandler: David H. Mattson David H. Mattson serves as the President and Chief Executive Officer of Sandler. He has a 30+ year history of success with the Sandler organization. Mr. Mattson is a best-selling author, sales and management visionary, and leader of the world’s largest professional development orga- nization. He is recognized as one of the world’s leading experts in sales and leadership, contributing to books, blogs, podcasts, conferences, round tables, and research around the globe. He is a powerful writer and an en- gaging keynote speaker. For more information visit www.Sandler.com. David H. Mattson, President Chief Executive Officer 4
  5. 5. on, our channel helped us reach a certain point of recognition and a certain point of success. But that channel also proved to be a poten- tial Achilles’ heel, because a group of disconnected franchisees could not be united in its messaging, or totally efficient in converting opportunities. We were like a bunch of lifeboats drifting on the ocean. But consider how a school of fish escapes a shark: they all band together. They lever- age the power of united action. And that’s what we had to do as well – leverage the power of our network. We decided to create a unified busi- ness strategy and guide the channel to act more effectively as a brand ambassador. Once we acted on that, we attained more prominence via social media and gained more pow- er in our promotional efforts. We now have a single web site, a single voice, and a single strategy that we pursue in support of our franchisee network. But to get there, we real- ized that the ‘we’ had to be greater than the ‘I’. What is your greatest fear, and how do you manage fear? The pace of technological change is beyond anyone’s control, and that can sometimes be a little daunting. Our traditional competitors are re- ally non-issues for me. But I am now competing against platforms that do not incorporate any human contact and are strictly technology-driven. You need to be ready to think creatively and to establish different contingency plans for responding to what is happening in the mar- ketplace– to identify the most likely scenarios, even the scary ones. You put a plan into action and if a bad scenario turns out to be accurate, you’re prepared. And if it doesn’t come to pass, you’re pleasantly surprised. What other leaders do you look up to and why? Tom Schodorf and Bart Fanelli– each of whom was part of the ex- traordinary success story at Splunk. I also look up to Mark Roberge, who helped lead HubSpot to where it is today. He currently teaches at Harvard. The leaders I admire are the ones who are the real scientists of this industry, the ones who have the discipline and the focus to put their process into action in an uncompro- mising way — and without being arrogant. These three delivered, and the results speak for themselves. Tom took a company from $30 million to $1.2 billion in five years. Extraordinary! And it happened be- cause he is one of those people who leaves absolutely nothing to chance and simultaneously inspires others on a very deep level. What do you think is the most memorable moment in your career? We hold an annual user conference, the Sandler Sales and Leadership Summit. Every year, without excep- tion, that experience brings me to a new personal level of amazement about the power and impact of what we do. Our Summit connects us with people who are deeply impacted by Sandler– professionally and per- sonally – and to hear them speaking about us and the impact of Sandler in their lives is an incredible expe- rience. If you had one piece of advice to someone just starting out what would it be? If you’re leading the company, you need to have enough self-awareness to know when you should get out of the way. Recognize the things you’re not good at, and don’t pretend that you are. Sure, you can try to do everything, but it’s going to take a lot of energy, and you’ll inevitably find that there are important areas where you really need help. Stick to what you do best and hire for those areas where you need help. What do you hope to accom- plish in the long run? I want Sandler to be seen by any and every revenue-facing individual as the most innovative and effective training and development company in the world, by virtue of its tools, guidance, and training. I want to establish Sandler as the first place people go when they want sustain- able results. Currently, our industry is fragment- ed and in flux because of continued buyouts. No one has stepped up to say: “This is my space.” But we’re do- ing that. As of now, we pretty much own the SMB marketplace – and I want to own the enterprise market- place, as well. So that’s the goal. I want Sandler to be seen by any and every revenue-fac- ing individual as the most innovative and effective training and development company in the world, by virtue of its tools, guidance, and training. “ “ 5 SR
  6. 6. W ith China’s growing eco- nomic might, is Mandarin becoming the preferred language of business? Not anytime soon, says a newly released study. Instead, English will maintain and grow its dominance, moving from ‘a marker of the elite’ in years past to ‘a basic skill needed for the entire workforce, in the same way that liter- acy has been transformed in the last two centuries from an elite privilege into a basic requirement for informed citizenship.’ In light of the foregoing, we’re pleased to present Active Centre of English Training or ACET. ACET is Cork’s first English language school and one of the first English language schools in Ireland. The school is managed by the founding family. The team consists of three directors, a team of seven office staff and 15 full-time teachers with many more part-time teachers in the peak season. The school is located in one building with a capacity for 100 clients throughout the year and three centres in the peak months of summer season. Due to a growth in business and popularity in 2019, the school will proudly be introducing a 4th centre in summer 2020. Odile Migieu: Interview Excerpt Can you brief us about the history of your company? Our language school, ACET, was es- tablished in 1975 by Odile Migieu — it was the first in Cork and, in fact, one of the first in Ireland. Today, it is the oldest remaining language school of its kind in Ireland. It is a true family business, started by me and then my husband, Pat Coade, who joined as a business consultant in the 1990’s, and now run by me and our devoted team. Since 1975, ACET (originally Cork Language Centre), has grown from a one class- room school on McCurtain Street to a three-center academy that is well- known and respected throughout the world. There is nothing more important for a success- ful small business than a well-defined mission and vision statements. Can you explain your MV state- ments in brief? The goal of ACET is summed up in the mission statement, which is ‘to provide English language training to a level above international standards, exceeding customers’ expectations and ensuring that superior perfor- mance associated with quality is our normal behaviour in an environment of continual improvement’. Our core values are customer service, professionalism, teamwork, and profitability. ACTIVE CENTRE of ENGLISH TRAINING Active Centre of English Training: Cork's First and now its Leading English Language School “We encourage our teachers to investigate teaching and learning so as to improve their own and their students' learning.” Odile Migieu Founder CEO
  7. 7. Our aim is to improve student expe- rience by identifying areas of good practice and those requiring further development. Key factors considered include experience in class (quality of teachers, teaching and student prog- ress in developing language skills) and experience outside of class (social life and activities and support services). What is your greatest fear, and how do you manage fear? I worry about the changes in environ- ment of learning and the future for the younger generation. Will students/ clients still want to learn English in a native country or learn from internet classes? We just need to keep up with changes, come up with new ideas, and engage with new interests. ‘It is difficult to start a ven- ture, but far more difficult to maintain it.’ How would you and your team interpret this saying? Our main goal is to continue to provide English Language training to a level above international standards in a positive and inclusive client-centered environment, with a range of support services to enable our clients to im- prove their English and enjoy their stay in Cork and Ireland. All our team is giv- en the support and authority necessary to maximize the level of client satisfac- tion. We embrace the responsibility for the social, economic, and environmen- tal impacts of our activities. If you had one piece of advice to someone just starting out, what would it be? My advice for a successful business idea is passion and knowledge of the industry. Passion will consistently drive you to improve your process; there- fore, business. Passion will move you forward, but knowledge will point you in the right direction. Conduct market research on your industry and talk to target customers to find out your busi- ness’s potential. Reach out to profes- sionals that can help you with certain areas of business, such as financial advisors and other language schools. That way, you can be confident about the direction you’re headed and sustain the momentum you need to get there. What do you think is the most memorable moment in your ca- reer? I was honored with “Busi- nesswoman of the Year” award in 2019, which I con- sider as one of my memora- ble moments. What are your future focus areas? Technology is changing the face of business and educa- tion such as platform learn- ing, interactive whiteboards, online classes etc. Emerging technologies offer the ability to improve customer expe- rience by learning from the data that can be captured. We will develop strategies to stay ahead of the change curve. Meet the Charismatic Founder and CEO: Odile Migieu Odile is the Founder and CEO of ACET. She studied MA in French Literature and settled in Ireland in 1972. In 1975, she founded ACET and since then the school has grown in size and reputation. She also loves developing new courses and services and encouraging her team to participate in new projects. This reinforc- es the sense of belonging,which is so important at ACET. In her free time, she enjoys walking and trekking as well as gardening and reading. “Our main goal is to continue to provide English Language training to a level above inter- national standards in a positive and inclusive client-centered environment, with a range of support services to enable our clients to improve their English and enjoy their stay in Cork and Ireland.” SR
  8. 8. I n a rapidly changing business environment, it is impossible for most of organizations to create and always update unique custom-designed software catering to all its requirements.This is the scenario across the globe and to help businesses, informa- tion technology firms have designed and developed ERP software, helping businesses simplify these procedures and technologies. ERP (Enterprise Resource Planning) is a high-end business process man- agement software for manufacturers and distributors that integrates all data and processes of a business. It is used by organizations to manage all aspects of their manufacturing or distribution business. SYSPRO provides highly scalable ERP solutions in cloud, on-premise, and via mobile deployment models for more than 15,000 manufac- turing and distribution companies in over 60 countries. The organi- cally-built solutions offer a modular format on an integrated, contex- tual architecture with easy-to-use and flexible interface that allows smaller-sized businesses to implement gradually and larger ones to grasp the complete suite of vertical market-embedded features and SYSPRO: Simplifying Business Com- plexity for Manufacturers and Distrib- utors through Industry-Built ERP Soft- ware “SYSPRO aims to be the heart of our customers’ businesses, and to help them demystify digital transformation.” “We have always valued relationships over transactions, positioning SYSPRO as a customer-centric organization that will drive growth cohesively through our partners.” Geoff Garrett, CEO Geoff Garrett: A Visionary Leader Geoff Garrett is Chief Executive Officer of SYS- PRO USA. An accomplished tech- nology and enterprise software leader, Geoff has over two decades of experience in driving accelerated business growth. Under his direction, SYSPRO USA has reinforced a customer and partner-centric approach. Geoff is an established expert in improving sales performance and implementing a stra- tegic vision for some of the world’s largest and most significant organizations. He was first intro- duced to the SYSPRO Group in 2016 as the Acting Global Chief Sales Officer. In this role, he was re- sponsible for restructuring the overall global strategy, direction, and financial performance of the company. He also designed SYSPRO’s successful global partner pro- gram, called PartnerUP. With successful global execution, the program further positioned SYSPRO as a leader in the ERP industry. 8
  9. 9. functions. Geoff Garrett: Interview Highlights Can you brief us about the history of your company? SYSPRO is an industry-built Enter- prise Resource Planning (ERP) solu- tion designed to simplify business complexity for manufacturers and distributors. SYSPRO’s strengths lie in a simpli- fied approach to technology and a commitment to both customer and partner success. Over 40 years of solving manufacturing and distri- bution business challenges is built into our flexible ERP software and proven services. SYSPRO is easy to do business with and is focused on delivering increased business performance and reduced risk. The SYSPRO software solution aspires to exceed customer requirements, is highly scalable, and can be deployed on-premise, in the cloud, or ac- cessed from a mobile device. What is your company’s MV statement? At SYSPRO USA, we operate on a foundation of the following core values: honesty, faith, love, integ- rity, and family. These values were defined by members of the SYSPRO team to truly capture what it means to be part of this organization. We have always valued relationships over transactions, positioning SYS- PRO as a customer-centric organiza- tion that will drive growth cohesive- ly through our partners. What were the biggest ini- tial hurdles to building your business and how did you overcome them? Change management. As the new leader for SYSPRO USA, I needed to work hard to create a belief in our company’s future potential and to also manage expectations along the way. We overcame this by first implementing a value system to instill trust as a fundamental. Second, we encouraged the entire team to participate in how they will help us make the vision come to life. We invested in understanding the strengths and weaknesses of our people and investing in them. What is your greatest fear and how do you manage fear? Fear of the unknown. Basically, fear of failure because we didn’t know about or couldn’t anticipate what was to come. I’ve learned to miti- gate this risk by instilling a manage- ment style: teaching what metrics bring value, what’s relevant, and how to be proactive. There’s that old saying that rings true: “If you can’t measure it you can’t manage it.” But we can make the future predictable. When you measure the right thing, you are getting actionable insight as opposed to just information. As leaders, our man- agement style needs to be open- ness and honesty of where we are as a business. I hope to teach and empower our team in order to bring value to these relevant insights. ‘It is difficult to start a ven- ture, but far more difficult to maintain it.’How would you and your team interpret this saying? The team you have in place is everything. You cannot truly build a business without the right team as the foundation. Without the right people, the right attitude, and the right values in place, businesses ultimately fail. I am grateful and quite fortunate to lead a talented team that believes in our mission and vision. They help drive SYSPRO forward. What would you say was the single most influential factor in your business’ success? I can’t narrow it down to just one as I believe the following three points are equally as important: • Ethics • Attracting the right talent • An attitude of nothing is impos- sible What other leaders do you look up to, and why? Jim Rohn -- he was inspiring, honest, and was a God-led man who changed many lives. And Peter Drucker -- he taught that under- standing business was easy. It is understanding people that is the secret ingredient for success. What are your future focus areas? We seek to shift SYSPRO from tra- ditional product and ERP thinking to a focus of demystifying digital transformation for our customers. If you had one piece of ad- vice to someone just starting out, what would it be? Failing is learning. Never give up and don’t be discouraged by a few bumps in the road. It’s all part of the process as success doesn’t come easily. What do you hope to accom- plish in the long run? I aim to create a company cul- ture where the best talent in the world wants to work at SYSPRO; to be recognized as a business that succeeded through honesty and integrity; and for SYSPRO to be the ERP specialist known as the innova- tive leader in technology for Smart Manufacturing. 9 SR

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