As 2026 rolls in, it is the perfect moment to reassess our goals, but how many of us actually follow through? According to a recent YouGov poll, only 28% of people fully achieve their New Year’s goals, and a staggering 35% have already given up by January. The struggle to stick to resolutions is not just personal, it is one we see in both the athletic and business worlds.
We spoke with Alexandra Wenyon, our Head of Global Marketing at Friisberg, and former Paralympic GB coxswain, about how she built goals as an athlete, and how that framework can be applied in the workplace:
As an athlete, I honed a framework for setting and achieving goals that kept me accountable, focused and motivated. I have successfully adapted these principles to my work in the business world and applied them to the world of executive search. Revisiting goals every six months helps me track progress, recalibrate where necessary, and ensure alignment with my long-term goals.
For a coxswain, you guide, you decide, and you stay composed when everything around you is moving fast. Behind that composure was a goal-setting framework that kept Alex grounded and performing at her best: Bronze, Silver and Gold goals.
These are the practical, daily actions that allow you to show up and perform:
These small, consistent habits are the foundation for bigger achievements, both on the river and in the office.
Silver goals sharpen your craft and your leadership:
These are the targets that improve performance, refine skills, and build credibility.
Gold goals are the ultimate outcomes, the reason you are doing all of this:
“Bronze goals enable silver goals, which make gold goals achievable. The same applies in the boardroom as it does on the water.”
Elite sport holds many parallels with leadership:
Great leaders, like great coxswains, rely on a structured approach to goal-setting. The results speak for themselves.
There were days I operated on pure commitment and very little sleep, leaving London for early morning sessions, working full days afterwards, and spending nearly every hour of annual leave on training camps. Burnout was real, funding was limited, but my ‘why’, my gold goals, always brought me back.
Whether in the boat or the boardroom, goal-setting is a layered process. Bronze goals create the habits, silver goals develop the skills, and gold goals define the ultimate outcomes.
I’m currently wearing three different hats: Senior Executive Search Consultant, local Partner and people manager, and Finance Director for the entire Friisberg company.
What I really enjoy most is facing highly complex circumstances, projects and interactions that force you to think out-of-the-box, to stretch beyond your current knowledge and skills-set, to challenge the understanding of who you are and to constantly reinvent yourself. I often try to do things that scare me and to constantly push the limits of the “doable” - as St. Francis of Assisi wisely noted: "Start by doing what's necessary; then do what's possible, and suddenly you are doing the impossible."
Some people believe that the Executive Search consultant is a magician or superhero capable of finding any profile (any combination of requirements) in any geography for any contractual terms without any communication/coordination or support from the client company. In fact, we have found solutions in cases of extremely challenging search projects but very often it is all about redefining the expectations without compromising with the goal and/or the mission.
What we as Executive search consultants face, are more and more complex requirements as part of the assignment brief. The search of the ideal candidate includes considering succession planning aspects, stronger emphasise on cultural fit and specific leadership style, diversity considerations, specific team role contributing to the Board efficiency/balance etc. It is more and more the case of somehow contradictory requirements – both zoom in and zoom-out capacity, or team oriented but able to stand alone attitude, tough but empathetic personality etc. In this challenging context the system thinking, the straight talk and the passion to pull it off are the names of the game.
I approach each human being with unconditional respect and genuine curiosity, I listen to understand, I try to be fair without judging. I believe in kindness, grace and generosity as being fundamental when working with people.
I’m an aspiring independent filmmaker – I write, direct and co-produce short live action films - I have made five already.
I started out as a stage performer, then briefly moved into theatre directing, but it was filmmaking that truly captured my creative heart. My journey has taken me from student shorts to international festivals.
My short films have screened across Europe, the U.S, and beyond - winning awards for direction, performance, cinematography, and more. Highlights include THE CREATURE premiering at the iconic Chinese Theatre in Hollywood, L+T at the Cannes Film Market, and most recently, FRECKLES, which began its festival run by winning four major awards at TMFF Glasgow - Best Film, Best Director, Best screenwriter, Best Lead actress and was nominated for Best cinematography.
Each project has deepened my love for visual storytelling and my drive to explore emotionally powerful human stories through film.“
I’m currently working on my first feature film project – the script is in development and with my producer we are exploring various options to finance it.
Hiring a perfect leader may be as hard as casting the perfect lead.
I’ve learned a lot from some of the most acclaimed movie directors that have discovered and nurtured rising stars. Martin Scorsese is famous for casting actors not for their resume but for their raw energy and authenticity. He discovered the then unknown Lorraine Bracco (Goodfellas). “It’s not about experience“, he claims,“ but about instinct and truth.”
Steven Spielberg (discovered Christian Bale, among others) on the other hand values emotional intelligence and the ability to listen, to be present even in silence. Greta Gerwick is working a lot with emerging talent like Beanie Feldstein and Florence Pugh – she is casting for something unpredictable; she bets on actors that can surprise you.
But mostly, like Kathrine Bigalow, I’m looking for this very special spark in the eyes…
Business leaders and filmmakers might operate in different worlds - but both are tasked with turning vision into reality through people. Directors create compelling stories on screen. CEOs create impact in markets. Both must lead teams, inspire creativity, and make high-stakes decisions under uncertainty.
Below is some advice Executives could borrow from filmmakers
Find something that you really love… and let it consume you! 😊
The luxury goods sector is a dynamic industry requiring leaders who combine innovation with respect for heritage.
The global luxury market reached €1.5 trillion in 2023, with Japan leading growth in 2024 due to a tourism boom. However, headwinds such as economic slowdown and shifting consumer expectations are influencing strategies. Key trends include:
Our team in Friisberg possesses unparalleled expertise in the global luxury goods sector, rooted in decades of first-hand industry experience and a commitment to staying ahead of market trends.
We know the luxury sector, its many facets and its various fields of activity, because we have experienced it from the inside, in important companies that feed it. We have learnt the concepts of "tailor made" and "customisation" that are specific to this world, and we apply them in the selection of the professionals that the sector requires. We continue to monitor its trends and evolutions in terms of digital transformation, sustainability and consumer expectations to ensure that the candidates we propose are 'tailor-made' to the client's needs and able to lead and innovate. Our focused experience in the industry gives us a unique perspective, allowing us to assess candidates in depth and find those who possess the qualities that the best luxury brands need.
After a period of robust growth, we see that the luxury sector is facing a slowdown. Factors such as economic uncertainties in major markets like China and the U.S., along with increased prices, have contributed to this deceleration. Notably, LVMH reported a 3% drop in sales in Q3 2024, marking its first decline since the COVID-19 crisis.
Consumers are increasingly favouring understated elegance over conspicuous branding, and this 'quiet luxury' trend emphasizes high-quality, timeless pieces without overt logos, reflecting a shift towards subtlety and sophistication. The younger generations, particularly Millennials and Gen Z, are becoming significant drivers of luxury consumption. They prioritize experiences, sustainability, and authenticity, prompting brands to adapt their strategies to meet these preferences. There's also a growing consumer preference for luxury experiences over products. This includes exclusive events, personalized services, and unique travel opportunities, leading brands to expand their offerings beyond traditional goods.
Considering the global luxury market in 2024 so far, we are witnessing a change in consumer behaviour in specific regions. China’s economy has been slowing down and Chinese consumers have been questioning their luxury buying transactions. Due to the weakening Yen, Chinese consumers are spending their shopping budget in Japan rather than their local market. For this reason, Japanese sales have been growing despite the global trend. Other markets, including China and the U.S., are experiencing stagnation or decline. With a 23% sales increase in Japan and a growth in all regions, Hermès stands out with its long-term focus and continued success story.
By consistently staying ahead of industry trends, including digital transformation, sustainability, and the evolution of consumer expectations, we ensure that the candidates we recommend are equipped to lead and innovate. Our targeted industry expertise gives us a unique vantage point, enabling us to assess candidates holistically and find those with the qualities that top luxury brands need.
These trends indicate a dynamic and evolving luxury market, with brands needing to adapt to changing consumer behaviours and global economic conditions to maintain their relevance and growth.
For many luxury brands, filling senior roles also requires a sensitivity to cultural and geographic considerations, as well as an understanding of emerging markets and global consumer trends. We incorporate these factors into our strategy, ensuring our clients can access the most suitable candidates regardless of their location.
My colleague Leila Othieno, who has worked extensively in the fashion and entertainment industries, recently noted that whether it’s goods, experiences, or hospitality, the word ‘Luxury’ evokes a feeling - something intangible yet unforgettable. It carries its own kind of magic, and at the heart of this magic lies one critical element: people.
There is no doubt that leaders who inspire, who cultivate cultures that bring out the best in their teams, and who connect authentically are essential. In the luxury sector, where every detail matters, selecting the right leaders is more than a strategic decision - it’s an investment in the brand’s legacy and future.
The luxury goods market in New York saw stable growth despite challenges from macroeconomic uncertainties and changing consumer behaviours. Recovery in tourism, particularly from international visitors, supported demand for premium products and experiences. However, growth slowed compared to prior years due to inflation and cautious spending among domestic consumers. Key trends included a focus on "less but better" purchases, with watches and jewellry remaining strong performers. Emerging preferences for subtle, minimalist styles ("quiet luxury") contrasted with past tastes for logo-heavy items, reflecting broader economic pressures. Additionally, younger luxury buyers leaned into tech-driven innovations and showed interest in sustainable and ethical practices, signalling a shift in brand engagement strategies. These developments indicate the sector's need to balance exclusivity with accessibility to maintain relevance and growth.
Luxury brands are unique because their leaders must embody the brand's DNA while driving growth and innovation. Our recruitment process is highly personalized - we invest time understanding each brand's identity, values, and market positioning. This enables us to find leaders who can authentically connect with consumers and inspire teams. Confidentiality is also crucial in this sector. We prioritize discretion throughout our process, handling sensitive matters with professionalism to maintain the trust and integrity that our clients expect.
In 2024, Poland's luxury goods market is thriving, driven by rising consumer confidence, economic stability, and growing wealth. Premium and luxury cars lead the sector, with increasing demand for electric and hybrid models. Personal luxury items such as designer apparel, watches, and jewelry are also popular, reflecting a cultural trend to display status through high-end brands. E-commerce is gaining traction for personal luxury, although in-store shopping remains significant for items like beauty products and fashion. Meanwhile, luxury real estate and experiential luxury, such as premium hospitality, are expanding due to rising incomes and a surge in domestic and international tourism.
When we work with companies, our role goes beyond filling a position; we build enduring partnerships with our clients. We remain involved as their businesses evolve, providing insight and expertise to help them navigate change. Our track record speaks for itself - we consistently place leaders who make meaningful contributions, enhancing their brands’ market presence and cultural significance. Our success is rooted in a deep understanding of the luxury sector, mirroring the emphasis on reputation and relationship-building that defines the industry.
Team Friisberg: The key lies in understanding the unique essence of each brand and aligning it with leaders who can honor its heritage while fostering innovation. It’s a delicate balance that requires industry knowledge, a trusted network, and an unwavering commitment to excellence. For luxury brands, every leadership choice is a strategic investment in their legacy and future.
Recruiting senior talent for luxury brands demands an intimate knowledge of the industry’s nuances, trends, and cultural significance.
Friisberg’s team combines first-hand experience, strategic insight, and a tailored approach to connect luxury brands with visionary leaders who drive both tradition and transformation.
Dorota Serwińska from our office in Warsaw, spoke with Beata Stelmach, Chair of The Supervisory Board, of The Polish Association of the Listed Companies
Not so long ago, corporate governance meant the proper organization of relations with shareholders, paying particular attention to the organization of mutual relations between the leading shareholder and the group of minority shareholders. Another important issue was the presence of independent members of the supervisory board. Moreover, great importance was attached to the quality and transparency of communication with the market. This is still very important, but it is no longer enough. We look at the impact of the company's activities on the environment and how its presence affects all stakeholders with whom the company has relations. In short, we evaluate a long-term sustainability strategy. This is a much more serious responsibility for the organization and management of the company, taking into account environmental, social and corporate governance aspects.
In short, we are talking about ESG standards, and all these areas are jointly assessed by shareholders or rating agencies, which consequently translates directly into the company's value. Therefore, today a code of good practice is not enough.
The world's economies have been growing at a breakneck pace over the years, and we have been content with growth and progress, but we have paid little attention to the environmental damage that this development has brought with it. Air and water pollution, gas emissions contributing to global warming - all this has gone too far not to react decisively and stop the environmental devastation. Therefore, business has been tasked with protecting our planet. Regardless of whether we are dealing with production, services, trade or heavy industry we need to look at the entire chain of events to ensure appropriate standards of operation.
One of the most important regulations that should be mentioned is the CSRD (Corporate Sustainability Reporting Directive) - these are EU regulations regulating the scope of mandatory reporting in the area of sustainable development. The regulations require company management to place ESG issues at the center of business planning and short and long-term strategies.
In addition to taking care of the above-mentioned environmental issues, companies are expected to take even greater care of their relationships with stakeholders. The rights of investors and shareholders have today been supported by tough regulations to not only standardize the method of communication, but also to lead to even greater transparency. Other regulations also appeared along the way, including: guaranteeing transparency of remuneration in public entities, which is aimed primarily at eliminating the pay gap between women and men in similar positions, or ensuring equal representation of various groups at the level of company authorities.
The "Women on Boards" directive aims to increase the representation of those groups that are underrepresented on company boards. In practice, it is expected that more women will be invited to the group of managers. The first moment when entities will be obliged to publicly submit an appropriate report is 2026, so shareholders should take care to ensure the diversity of the bodies appointed for the new term of office today during general meetings.
It is expected that modern enterprises will ensure diversity in the workplace, in particular among management and supervisory bodies, respect minority rights, introduce mechanisms that guarantee an inclusive environment and open to diversity, encourage teamwork, and ensure the education and improvement of competences of their employees.
Of course. The main point is to create a work environment that will respond to new challenges and expectations of employees. The workplace is our second home, but this also means appropriate balance of activity and division of time into work and rest. Therefore, another directive worth mentioning concerns "work-life-balance". It is not only about respecting private time, but also about taking care of the physical and mental health of our employees. It must be admitted that the pandemic and remote work have opened our eyes to a number of new needs. Today, hybrid work is a standard, but there are new risks: loneliness, the unnoticed problem of burnout, depression... it is a big challenge for companies to take care of their employees.
A motivated, well-coordinated team means better well-being at work, but also greater commitment, identification with the company, and in turn, greater responsibility and a proactive attitude.
Let's look at the Polish Stock Exchange. Among the largest WIG-20 companies, half are companies with State Treasury shareholding. Corporate governance has been in great "disarray" over recent years. Meanwhile, listed companies should be a model for all other entities on the market; by definition, they should be the best organized, respecting market laws, treating all shareholders equally, caring for their image, and respecting public market standards. They also include competent management and supervisory boards composed of independent members, but there are also many listed companies where the majority of shares are still in the hands of the founder. As long as corporate governance is respected, stock investors entrust their funds to the company's development. However, it sometimes happens that it is difficult to accept public market standards, the desire for manual control prevails, and independent and competent specialists are reluctant to hire - and this destroys the trust of financial investors.
Research shows that over 80% of professional investors take into account how corporate governance rules and ESG requirements are met. Professional investors, funds and asset management entities directly adopt investment strategies aimed at entities and their instruments guaranteeing a sustainable development strategy. The application of these principles translates directly into the valuation of companies, image, recognition and attractiveness for business partners.
Complying with ESG standards simply pays off. At the same time, by taking care of the environment and the community gathered around the company, we create a culture and values that attract investors, business partners and loyal employees who identify with the workplace. By operating according to transparent rules, companies become attractive to shareholders for many years, which guarantees further development.
Volvo Trucks is a world-leading truck manufacturer, committed to drive progress and shape the future landscape of sustainable transports.
Małgorzata: Completely! 12 years is a long time, and today we are totally different. I joined an organization managed in a directive manner, organized in silos, where information was treated as an asset to build an advantage to maneuver within the company. Few people understood why I, a woman, with no technical knowledge of trucks, suddenly became the Managing Director. I had to deal with some problems and the reluctance of others, who did not believe that a woman in a truck business could survive in the long -term, but I managed. Let me remind you that the concept of diversity was not that strongly promoted at that time, and I joined what was a very macho business.
Much time has now passed, and we have made many collective changes to become a great organization today, balancing experience with new generations, more women, as well as activating engagement of individuals to fight jointly for the company goals.
Małgorzata: Building a culture of open communication and trust. It's a long process, but it has paid off in many ways. I didn't know about the technicalities of the trucks, but I knew how to deal with people. Today, we are all proud of the community Volvo Trucks Poland creates, and some of our solutions are inspirational, not only for other Volvo Group entities, but also for our competitors. I have to say proudly that we created and still create many talents.
Katarzyna: One of the assumptions of our strategy is the slogan: #Inspired by Your Needs. It means that we are inspired by the needs of our customers, our employees and our business partners. Our company employs 500 people in 13 distributed branches. This is not the easiest structure to manage, so we need to be close to people, genuinely listen to their needs and address them appropriately. People feel cared for, they feel our concern for them (the “care” factor increased from 60% to 90% in the last 3 years), it's not a slogan, but our everyday life.
Małgorzata: This approach strongly impacts the company's results. Last year we achieved our highest result and we believe we are doing so because we listen to people - I mean all people: our customers, our business partners and of course our employees, who are definitely the biggest assets of our organization, as well as the creators of our common achievements. As a Management Team we travel around our locations, give space to ask questions and listen to ideas, analyze and address what people say, no matter whether it concerns basic or more sophisticated issues. We don't sweep anything under the rug. Maybe sometimes we don't have an answer immediately, but we acknowledge the issue and come back with answers encouraging local colleagues to propose solutions, improve processes, and to make constant small improvements.
Małgorzata: Volvo Group is an organization that appreciates people feedback, but what we do is that we create “Local WHY” with everything we do in Poland. Today Poland is the 4th Volvo Trucks market in Europe and 6th in the world, so we are an important player, and we need to be strong for our customers, who act in an extremely difficult and competitive international environment.
Sales of the trucks as such, is not enough. In Volvo Trucks we want to be the best and the most desired transport solution provider. It means that what we do must have a measurable value for our customers and our approach must be effective and focused on premium services. We also need to have a very professional and transparent dialogue with our customers to build relations for good and bad times.
Katarzyna: Employees feel listened to and cared for. They consciously work for innovative solutions. We believe that our customers can feel that we have a unique culture and that employees are stronger, dedicated, engaged and want to work with us.
Employees are ambassadors, they feel a unique sense of belonging here to our Volvo community, and this attracts customers. This energy transfers from people to people. This is what distinguishes us from the competition.
We are the market leader in many fields and have very high customer satisfaction which is measured systematically either in the area of trucks sales and delivery, or service market and retail services or financing provided by our sister company Volvo Financial Services. We care a lot about how our customers assess us and what can we still improve.
Małgorzata: Absolutely YES!!! People returned to working back in the office within two weeks after the first lockdown during Covid. Many other companies are still struggling to have people back in their offices. Our people are genuinely committed, have lots of new ideas and feel connected to the company and the Volvo Family we create. I believe that is why we have such a phenomenal performance.
Katarzyna: We have decreased the number of voluntary leavers twice to 4%. It is very difficult for our competition to encourage our people to leave Volvo Trucks. People go beyond their area and emphasize their strong bond with the company. Every year we organize the Health Challenge and other programs to take care of both the physical and mental health of our employees - but we never do it without checking what they really need. People organize it themselves, take an active part in it, fuel and motivate each other.
Also regarding additional benefits, we decided to introduce a pre-paid Volvo card system because people need different things. We have 25% of each generation in terms of age, it is a very well-balanced organization, and we need to accept that people have different needs. We do understand it and we care about it.
Małgorzata: As in every corporation we are a results driven company, there is high time pressure and results pressure, so we try to monitor the stress associated with it so that our people feel taken care of. We do what we do for real, we don't provide KPIs - because that's a corporate requirement, but we use them to Keep People Inspired, to Keep People Interested, and to Keep People Innovative. We don't follow fashion, but we do something for people in a real way and it pays off so well.
Our people increase our competitive advantage, optimize our activities and make us busy with so many great ideas and initiatives. And by this our Performance KPIs are also outstanding. We have a great Management Team, where we are also very gender, age and personality balanced: 4 Women + 4 Men, isn’t it great?
Katarzyna: We both have great pleasure and satisfaction in working for such organization, and I am more than sure that most of our employees feel the same way.
I think a more difficult question would be the other way around because for me it was quite simple. I still remember the first call I got to gauge my interest. I was in a good place with my career, so they said, I am happy for you, but this is the one you have been waiting for! They were right. The brand, the business model, the level of autonomy, the chance to drive success across the entire value chain - it was all too magnetic for me. And that was all before I met the people. The sheer excellence of HEINEKEN people is the company’s true competitive advantage, and I feel together we can really amplify the value we create in our entire ecosystem.
Let me start with the sense of joy. First and foremost, I get that from my team. The insights they teach me, the laughs we share, the passion and effort they put into our work; the sense of belonging in this team is simply amazing. I get my energy from having people around me and working with others towards ambitious goals. HEINEKEN provides ample opportunity for that. There is a level of transparency and authenticity that is quite unparalleled, and that creates the perfect environment for people to come together and really solve problems.
In terms of challenges, I would say most of the things that keep me up at night are also the things that give me energy in the morning. Biggest one would be maintaining the growth path HEINEKEN is on, even through an increasingly difficult business and labour context. Luckily, I found a solid organization, with motivated and engaged people, which is unquestionably due to the Management Team and my predecessor.
Ever since day one, I acknowledged that I had not met another organization where people use such terms as psychological safety, autonomy of decisions, or accountability so much, so naturally, and so freely. These are key cultural elements for delivering in such a fierce business environment, and at HEINEKEN, they can be summed up in one word: TOGETHER.
I also bow to the natural generosity of my colleagues. Starting with my team, who gave me all their time to help me integrate as quickly as possible, all the way to the managers, whose obvious interest is developing their teams. I am happy to see the premium brand we produce translates into the premium people we have. Or is it the other way around?
HR was a surprise. I often say I stumbled into HR, because in the beginning of my working life, I had no idea what it was. I had not studied it, and I had not really encountered an HR person in real life, so I was not even considering something I was unaware existed.
And then, about 13 years ago, I applied for a Sales role with an FMCG company. I went through all the interviews and the tests, and was actually offered the role. And just I was accepting it, the manager said , You know, we probably have something else you might be good at, but you’re probably not interested, because it’s in Poland. I basically said I will do it without even knowing what the job was (I assumed it had to do with Sales, but did not really ask). Mostly because at that point in my life I was really craving an international experience. Long story short, I started my HR career in Employee Service Delivery and Compensation & Benefits, which worked out great because they played into my analytical side. From there, I just kept finding new ways to develop myself, and the organization, through a function that has a lot of untapped value to give.
I think this is my fourth sector as an HR person, fifth overall. This day and age, I do not know any industry that is not challenging for HR. What I believe works “in our favour” is the speed and complexity of the market, consumer behaviour, legislation, and sustainability developments. They all challenge HR to really flex our creative muscle, and ensure we are building a winning organization. But then again, this is exactly what I signed up for.
Thank you! With all the professional milestones I’ve hit, my family is still my biggest accomplishment. I often share that as a kid I was changing my idea of a dream job quite often, but I’ve always known I wanted to be a father.
I guess I was lucky to work for organizations that supported me in my search for balance, and that helped me be more engaged and deliver more heartily at my job. HEINEKEN is one for the books from this perspective. With clear priorities and accountability, and even clearer rules of engagement with one another, it not only allows, but promotes people’s wellbeing. For me and my family, this is extremely important, and it works the other way as well. When the pressure is on at work, I get the support I need to strap in and be there for the organization.
Would not necessarily call it advice, but lessons I’ve learned along to way. One would be that I only assume two things about the person in front of me: positive intent, and that they are smarter than me in (at least) some things. It is hard not to come out of any conversation richer than before. And the second one is a personal KPI of mine: number of smiles in meetings. I don’t actually count them, but I try to make sure they are there, even through tough times. Smiles are an extremely powerful retention tool, and a brilliant catalyst for problem solving.
That is a tough question, because the answer is still not what I would like it to be. Although I am getting better at carving some time for myself as well. Adapting to the new reality is key. With three kids on my back, I rarely have time for a standard chess game, but I’ve come to love speed chess games, where I would play anything between 2-to-10-minute games. I also try to join a friendly football game every couple of weeks, usually after the children’s bedtime.
Oh, I actually know the answer to this one ! About five and a half years ago, when my wife was pregnant with our eldest daughter, we moved into a bigger place. And as the landlord gave us the keys and left us in the empty apartment, we took a minute to cherish the way our lives were changing. And we did something that will always stay with me. We decided then and there what our core values were, so that as parents, we would live by them, and try and instill them in our children. So we took a bit of chalk and scribbled these four words on the kitchen walls: TRUST, COURAGE, KINDNESS, FUN.
I won’t go into details on any of them, only say I found them in plenty supply here at HEINEKEN. The company’s mission of brewing the joy of true togetherness strings all of them together perfectly.
Be kind. Be brave. Be patient.
Ovell Barbee is a highly accomplished, visionary Human Resources Executive who has been a client, a subject matter expert, and a friend of our firm for over 20 years.
He has a Masters of Human Resources from Michigan State University and has been recognized as a Top-50 HR Professional, Top-100 Chief Diversity Officer and Most Influential Minority.
We wanted to offer our congratulations on the successful publication of his first book, The Big House: A Human-Centered & Progressive Approach to DEI and Positive Workforce Engagement. It became a #1 Amazon bestseller of new releases.
When we asked Ovell about the impetus behind writing this book, he said, "Most companies invest money, time and energy in diversity equity and inclusion without creating and cultivating a human-centered environment.
"This How To book delivers essential advice to company leaders on how to stop the silence, have difficult conversations addressing race and diversity and learn to be comfortable with being uncomfortable to achieve an environment where everyone can flourish."
We know that many companies fail when trying to create and cultivate an environment that truly embraces diversity and its benefits .
I am co-founder and Chief Robotics Officer at Akara. Akara is a spin-out from Trinity College in Dublin, Ireland. Our goal is to help hospitals make more efficient use of space and staff through the use of robots and AI. We’ve developed robots that can decontaminate rooms faster than is possible using current methods and using a fraction of the staff effort that is currently needed. Before Akara, I worked as a data science consultant and held engineering roles at an AI start-up and at a digital marketplace.
My typical day can differ drastically depending on which phase of development we are going through. For example, all this week I am on-site at a partner NHS hospital in the UK preparing for a deployment. Here, my day could range from speaking with hospital staff and figuring out the best way it can fit around current workflows, to writing software that allows our robot to autonomously navigate and disinfect target areas of the hospital. When I am working from the Akara office, a lot of my time is spent writing code and managing our software team.
Stevie was a robot we worked on before we set up the company. It was a social robot that we built to act as an aid to care workers in retirement communities where staffing levels are often very low. Stevie could take care of basic tasks while also being a friendly companion to older adults, which would free healthcare workers to spend more time with residents and in areas where they are needed most.
In the Summer of 2019, we deployed the Stevie robot in a retirement community in Washington DC. We learned a lot about the adoption of robotics within the older adult population during this time. While we were initially unsure about how the robot would be received, we found the community to be generally very open to embracing new technology. We were particularly pleased to see that a number of people within the community living with dementia or some form of cognitive decline found interacting with a robot to be a comforting experience. Other residents in the community took part in games (like bingo or quizzes) that Stevie ran, or reading groups, where Stevie would read to residents or ask them questions about themselves and their day. Since they no longer needed to personally manage these activities, staff were able to spend more time delivering individualized support to the residents that needed it most.
I believe that robotics will fundamentally change how we provide healthcare. The World Health Organization estimates that there will be a shortage of 15 million health workers by 2030. It's clear we need ways to enhance this workforce, and harnessing new technologies, including robots, offers a scalable and cost-effective way to do this.
Technology adoption can be especially slow in healthcare, especially in applications that involve multiple stakeholders and have implications for patient safety. To overcome these challenges, we’ve adopted a user-centered approach from the beginning, working closely with clinicians and environmental services staff to ensure that the technology is easy to use and can be integrated easily within daily workflow. Additionally, we’ve worked in collaboration with several universities to validate the efficacy of the technology, which gives us critical data necessary to validate our claims.
Working at a startup can be challenging, and being successful requires resilience and teamwork. I’m thankful to say that these are two characteristics that our founding team have in abundance.
One of the key philosophies we hold at Akara is that achieving our vision will require all hands on deck. We understand that what we are trying to build and implement is difficult and requires everyone to chip in and help. There is no place for egos.
I'm really proud of what we are building, I know that's a cliché but it's true. When I see how beneficial our decontamination robots and technologies are to hospitals, and how they could help make hospitals treat more patients, it makes me very proud.
We caught up with Nevena Nikolova, from our office in Sofia, who is a prize-winning film maker and a hugely successful head-hunter. Clearly there are parallels between casting the lead and supporting roles for a film and identifying the best possible hires for a corporate client.
Both professions are all about recognizing talent and making the best use of it, making the talent really shine to its fullest potential. The job of a Head-hunter and Management Consultant helps develop transferable skills like influential communication (capacity to convince and inspire) as well project management capability that are very useful for me as a filmmaker.
On the other hand the Directing boosts my creativity, helps me build out-of-the box solutions and support clients and candidates in finding new perspectives and changing their way of thinking or acting. What I experience is a kind of a cross-pollination between the two professions and I find it very enriching. I discover a certain Work-Art balance as the one activity is helping me recover from the other and vice-versa.
My artistic journey started as an actress with stage performances of various fringe shows, but I felt I needed more so the second step was a smooth transition to stage directing and afterwards I jumped into film directing.
My mind naturally produces multiple ideas, images, stories, small pieces of the universe, so writing and directing a movie is a way to share my internal world with thousands of people all over the globe. To feel 'seen' from inside, to experience other people`s reactions, to be able to touch so many souls and minds - this is really powerful and exciting; it makes me feel complete and fulfilled.
Movie Directing is great for upgrading my own leadership skills and style. It requires vision, determination and capacity to balance, align and synchronize the ideas and the input of very diverse professionals, who are often quite opinionated, very emotional and expressive - sometimes ego-driven. When you are an aspiring director, you are full of doubts and it is a huge challenge to keep your authenticity and allow yourself to show vulnerability while nurturing the faith in the project among the crew members. What I discovered while film-making is that it is not necessary to have all the answers and the full picture in order to lead the team, it is enough to be just a couple of steps in front of them.
My first movie MORNING won multiple awards for Best Debut, Best Student Short, Best Silent Film, Best Dance (dedicated to Dance) Film, Best choreography in a Short film, Best actor, Best aspiring filmmaker etc. from international festivals in Cannes, Italy, UK, Mexico, Israel, Chile among others.
The second movie ROOFTOP was recognized for Best Dark comedy, Best lead actor, Best young actress, Best female director ect. Couple of months ago the movie won the Best Independent Short Film award in Silk Road Film Festival Cannes.
Some of my favourite directors are Yorgos Lanthimos, Christopher Nolan, Lars von Trier, Quentin Tarantino, Pedro Almodovar, Daren Aronofsky, Krzusztof Kieslowski, Jane Campion, Wong Kar-Wai and many others. All of them have inspired my love of cinema but I`m still searching for my very own style as a director.
My business understanding and thinking was influenced by David Ogilvy, Richard Branson, Steve Jobs, Ray Dalio, Patric Lencioni, and Simon Sinek.
Lovely question! For the younger me I would cast Anna Tayor Joy and Juliette Binoche would be my first choice for the middle aged me.
The Top HR Business Executives in Hungary magazine is a special annual publication of the Budapest Business Journal. It focuses on outstanding achievements and how the Hungarian HR market is developing. It looks at leading HR organizations, the challenges of a tight labour market and the trends shaping the market in Hungary today. The selection is unashamedly subjective, having been made by the editorial team of the Book of Lists and the BBJ, and draws on a 30-year-history of providing unparalleled business news and analysis. The readership of Top HR Business Executives mirrors much of that of the BBJ, including many of the country’s leading business executives, diplomats, and decision-makers.
