Several boards carry out an annual self-evaluation, or an online quantitative evaluation, every three years based on the need to express and show good and ethical board behaviour. However, this is not the way forward if you ask Richard Leblanc, researcher at York University in the journal "The Corporate Board". He expresses that these simplified methods give an imperfect picture of the Board's work and efforts. Just as no one wants to assess a company simply on the basis of their accounts, one should not assess a Board of Directors based only on a quantified and outdated approach. If this method continues, Board evaluation can end up being a ritual tribal dance that adds no particular value to the company.
Board evaluations must not function as a tick in the compliance form. When basing your evaluation data from members' individual and biased understanding of what good board work is, you are taking the easy way out. One can quickly fall into a trap where the results become bland and the subsequent dialogue ends in a round of self-praise and self-glorification.
At Friisberg & Partners International, we specialize in Board Assessments. We go in-depth with a mix of qualitative and quantitative methods in the form of both online surveys, physical interviews and assessments. The data is used to uncover elements such as the Board's experience, their ability to collaborate & challenge each other and the management, collective knowledge and their professional competences. Bases on this data, the company's activities and the associated risks are analyzed along with the Board's work.
As an extra element in creating a truthful and in-depth evaluation, Friisberg & Partners Denmark recommends that the Management assesses the Board in addition to the Board's own self-assessment. Based on the full evaluation and the subsequent reporting, the Board has the opportunity to uncover the potential to become a better strategic player that matches and supports the Executive Board.
Overall, it is absolutely central to the utilization of the potential in an evaluation that the focus is not only on documenting the results achieved, but is seen as a resource for developing the Board; both in relation to current changes or future routines, structural conditions & long term knowledge building.
At Friisberg & Partners International, there is broad agreement that there is a correlation between external Board assessments and improved management quality. Board evaluations contribute to identifying strengths and weaknesses in the Board's functioning, which makes it possible to improve decision-making processes and strategic management. Furthermore, the evaluations contribute to an objective assessment of the Board's composition, working methods and efficiency. It promotes open dialogue and reflection on the Board's performance, which contributes to higher professional accountability.
As an additions service offering, Friisberg & Partners includes a targeted development and action plan as a part of our final report. This can lead to higher levels of engagement and performance.
A year ago, Marvin Siebert, Partner and luxury goods expert, wrote about the trends and issues that will occupy the luxury industry in the coming years. Now he discusses what has happened since then.
Unlike the retail industry in general, luxury goods suppliers still have a reason to celebrate, as the global luxury market is growing. In 2022, sales reached €345 billion, an increase of 19% over the previous year. China remains the world’s largest luxury market. In 2022, it accounted for around 20% of global luxury goods sales (around €59 billion).1
In 2022, LVMH, Hermès, and Cartier parent Richemont, in particular, gained market share. They accounted for three quarters of additional sales. The reasons for their growth were: As owners of some of the world's best-known and most coveted luxury brands, they have strong brand positions and reach a large customer base in over 100 countries. They are innovative and invest in new products, technologies, and services to meet customer needs. It is likely that they will continue to strengthen their market position in the coming years.
With its direct impact on consumer purchasing power, inflation is the biggest challenge facing luxury goods companies. Experts expect it to remain high in the coming years, leading to a slowdown in growth.1, 4, 5 Historically, the luxury goods market has grown by an average of approximately 7% per year. Experts are currently forecasting a growth of 3.3% per year.5
The super-rich are less vulnerable to inflation than the general population. Analysts estimate that inflation will slow the growth of the global luxury goods market by 1% to 2% in 2023. Luxury brands for the upper middle class are expected to be hit harder (2% to 3%) than those for the super-rich (1% to 2%).3, 1 Therefore, the ability to pass on price increases remains a critical success factor.
Around 1.8 billion people worldwide belong to the upper middle class (approximately 25% of the world’s population). The number of super-rich people is about 65 million. In 2022, these two groups accounted for 35% of the global luxury market.1, 3
The upper middle class has considerable growth potential as it is larger than the super-rich group and will continue to grow significantly in the future, especially in emerging markets. They also tend to be younger and more dynamic than the super-rich, making them more likely to follow new trends and try new luxury brands. However, they are more vulnerable to inflation, so growth will largely depend on whether inflation continues to rise. In addition, competition in this market is likely to increase as more brands try to meet the needs of this large target group.
E-commerce is also playing an increasingly important role in the luxury market. The share of the online luxury market was 21% in 2022.1 Many luxury brands sold their products directly to customers through their own websites or apps. As a result, monobrand online stores, in particular, continued to gain share. However, luxury online retailers, such as Mytheresa and Farfetch, are finding it increasingly difficult to compete in the D2C sector. Despite a successful fiscal year in 2022, with revenue of around €690 million and EBITDA of around €66 million, Mytheresa had to significantly revise its 2023 forecast revenue (€755 million - €800 million) and EBITDA (€68 million - €76 million) in July (revenue: €750 million - €765 million, EBITDA: €34 million - €43 million). UK online retailer Farfetch also notably lowered its own forecast for 2023 after a disappointing Q2 in August.6 In addition to increasing competition in D2C, online platforms are also affected by inflation, geopolitical tensions, and supply chain disruptions.
Their go-to-market strategies, with a greater focus on online retailing and direct sales, are also changing the marketing of luxury brands. Personalization is becoming increasingly important to build customer loyalty. In addition, social media, influencer marketing, and digital advertising are key components of marketing strategies, especially when targeting Generation Z consumers. This includes, for example, the menswear show by Pharrell Williams and Louis Vuitton. This major event brought the luxury group an audience of billions (1.1 billion views).
As a result, the marketing budgets of the major players have changed significantly, both in terms of distribution and size. According to a study by the Boston Consulting Group, luxury brands’ marketing expenditures amounted to around $100 billion in 2022. Digital channels accounted for 40% of this.5, 1 Kering invested 77% of its marketing budget in online channels (€2.7 billion), while LVMH invested 70% (€6.7 billion). In addition, both increased their total marketing budgets significantly, with Kering increasing its budget by as much as 50% over the previous year. Hermès is an exception. The French family business has kept its marketing budget fairly stable in recent years. In 2022, it amounted to €1.6 billion, an increase of 5% over the previous year. Unlike the aforementioned competitors, Hermès spends the largest share (2022: €1.2 billion) on traditional channels such as print advertising and TV.
In addition to the shift to digital channels, major luxury brands’ marketing expenditure has also changed in terms of content. Luxury brands are increasingly focusing on content that revolves around their customers’ values and lifestyles. Another trend is increasing diversification. Luxury brands are offering new products, such as beauty and lifestyle products, in addition to their usual assortment (e.g., leather goods, jewelry, and fashion). This diversification helps them reach new target groups and accelerate market growth. They are also increasingly offering personalized products and services to their customers.
Luxury brands are increasingly using AI technologies to improve efficiency, enhance the customer experience, and develop new products and services. The applications go far beyond chatbots, personalized recommendations, and offers. Customers can now experience new worlds (e.g., Metaverse), VR factory tours (e.g., Luis Vuitton), styling apps (e.g., Hermès), and personal stylist robots (e.g., Gucci).
Luxury brands are facing increasing challenges. The market is changing, consumer habits are changing, and competition is increasing. It is essential to find new ways of maintaining customer loyalty in order to succeed. Two key words are particularly important: experience and hospitality. Luxury brands need to offer their customers a unique and memorable experience. This can be achieved through a combination of craftsmanship, world-class customer service, and a memorable engaging environment.
The most critical success factor for luxury brands is attracting and retaining talent. Only those who develop the right recruitment strategies and focus on employee retention will be able to successfully manage the transformation process. Despite the challenges, the growth prospects for the global luxury market are positive. we look forward to helping you find and select the right leaders.
1 Bain & Company-Altagamma „Luxury Goods Worldwide Market Study 2022” (June 2023)
2 McKinsey & Company Global Institute (2022)
3 McKinsey & Company „The Future of Luxury: 2025 and Beyond“ (May 2023)
4 McKinsey & Company „Luxury Goods in the Age of Inflation” (July 2023)
5 Boston Consulting Group „The State of the Global Luxury Market 2023” (July 2023)
6 Press Releases of Mytheresa Group and Farfetch Limited (2023)
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 .
As of September 1, 2023, Friisberg & Partners International is also present in the Netherlands. With the opening of an office in Amsterdam, we are taking the next step in our international expansion.
Maarten van de Sande will lead our Dutch office. With almost 20 years of experience in recruitment, headhunting and executive search for both multinationals and local companies, his style of working is characterized by a high degree of involvement with both clients and candidates and an in-depth knowledge of the markets in which he operates. Maarten studied Finance & Business Administration at Nyenrode University, and followed several Master courses on HR and Strategy; he speaks four languages including Danish and German.
Maarten is trained as an accountant and started his career at KPMG in the general audit practice. Afterwards he had a number of management roles, including at the German Heidelberger Druckmaschinen, where he was Managing Director for two small Dutch entities for seven years. At that time he started his own recruitment agency, which he and a partner developed into a medium-sized player on the Dutch market.
After the sale of this agency at the end of 2019, Maarten shifted his focus towards specialist Headhunting and Executive Search assignments, mainly for medium-sized companies, often international and many of them family-owned. Together with his team of experienced researchers, Maarten guaranteed high quality service and the best solution. Joining Friisberg & Partners was therefore a logical step for Maarten to serve both his existing and new clients even better in their ambitions to attract the best local and international candidates.
Zoltan Petho, Chair of Friisberg & Partners International, gave a warm welcome to Maarten:
“It has been never easy to expand and find a new Partner in a new geographical location. Especially when it is a mature market, like The Netherlands. Friisberg is not only looking for a professional with proven track record in Executive Search or Management Consulting but also someone who is a great fit for the Friisberg family and shares our values from the very beginning. Maarten is very honest when describing his experience and ambition, and understands the business, which was clear after the very first talk we had - he never hesitates to ask questions showing his ability to be open and learn new things. Maarten has also a sparkling personality and a great sense of humour….and our common Danish background was just the icing on the cake! Welcome to Friisberg, dear Maarten!”
Maarten added:
“When I first met my new colleagues, during the conference in Budapest earlier this year, I became acquainted with the characteristic Friisberg culture: friendly, collaborative, entrepreneurial and ambitious. It fits like a glove!”
The first summit was held in 2021 to bring the world’s first ladies and gentlemen together to promote dialogue and find effective solutions to global humanitarian challenges through soft power, partnership, public diplomacy, exchange of experience, and implementation of joint initiatives.
The 3rd Summit of First Ladies and Gentlemen, founded by Olena Zelenska, the wife of the President of Ukraine, took place in Kyiv on the 6th September 2023.
It was hosted by British actor, director, and writer Stephen Fry and Ukrainian journalist Hanna Homonai.
The theme of the 3rd Summit was 'Mental Health: Fragility and Resilience of the Future' and opening the conference Olena Zelenska noted that it has long been an axiom for all conscious people, at least in the free world, that human life is important and mental health is the basis of this quality. She said that a life of constant anxiety, fear, and uncertainty cannot be called of high quality.
Elena Maysyura, from our office in Kyiv, was an invited guest and the participants discussed how wars and conflicts affect mental health and whether it is possible to adapt to it. She said,
"I was happy to attend as a guest and benefited greatly from the panel discussions. Sarah Brown and Stephen Fry are both incredible experts whose participation made this Summit unforgettable."
The summit consisted of three panels: 'Mental Health: The Balance of Resilience and Fragility', 'The Impact of War on Mental Health', and 'The Generation That Will Lead the World in 15 Years'.
President Zelenskyy noted that people's resilience has its limits. He said he was grateful that this Summit and such a representative discussion was dedicated to the topic of mental health.
Ukraine today demonstrates to the world a people united by common values - a people who value human life.
In the world of business, where connections shape results and success is crucial, authenticity is a cornerstone trait. It’s a key to building meaningful relationships, establishing trust, and developing as a leader. For executives, authenticity is essential in every interaction, and of course a powerful and genuine speaking voice is a key element to this. We often forget to develop this skill, but it makes a difference to every interaction, whether it’s a phone call, a chat, or a presentation. But how can you put genuine emotions, purpose, and sincerity into your voice?
In the realm of effective business communication, a commanding speaking voice is more than just the manipulation of tone and volume; there is an array of essential factors that contribute to a successful speech, regardless of whether a microphone is in use.
Spontaneity injects vitality into your speech. Embracing your genuine self and speaking confidently from that foundation fosters authenticity, engaging your audience and forging more profound connections.
The skill of modulating tones introduces layers of emotional depth and sophistication to your messaging. These nuanced variations reflect the intricate nature of your thoughts and emotions, enhancing your narrative’s impact when combined with authenticity.
Employing well-calibrated pacing and strategically timed pauses establishes a rhythmic pattern that demands attention. This rhythm captures your audience’s focus and lends gravitas to your message. The integration of genuine emotions and authenticity ensures this rhythm resonates effectively.
Controlled breathing is a testament to vocal mastery. An authentic voice, shaped by the cadence of your natural breath, conveys your intentions precisely, weaving a seamless connection between your thoughts and spoken expression.
For an executive, speaking needs to transcend the monologue. Authenticity is not just about sharing your thoughts but also about listening to and understanding your audience, even as they are silent. Intuitively reacting to their responses guides your communication, allowing for change, emphasis, or further exploration. True authenticity strikes a balance between speaking and listening, making your voice a soundboard for understanding.
In the pursuit of impactful business communication, it’s essential to recognise that the microphone is merely a tool – the true resonance resides within the fundamental quality of your voice. By blending spontaneity, nuanced tones, strategic pacing, and controlled breathing, you create a powerful communication that transcends the need for a microphone. This approach empowers you to forge meaningful connections and make a lasting impression in various business settings, transforming routine speaking moments into remarkable opportunities.
Having an authentic speaking voice isn’t just something you’re born with; it’s a skill you develop through practice and guidance. Just like leadership skills, the art of sincere communication develops over time.
Practising in different situations, refining your tone, and embracing vulnerability are important for authenticity. Having a coach’s guidance can be invaluable. A skilled coach can notice the subtleties of what to improve, give objective feedback, and assist you in bringing your authentic self into your speaking style.
In a world full of digital connections, business jargon, and information overload, authenticity is a rare and prized quality. If you can find a way of making your words and your delivery reflect your true self, then your meaning will resonate. Embrace your voice, nurture it, and let it shape your journey as a genuine and forward-thinking leader.
In today's fast-paced and competitive world, the significance of mental health in the workplace cannot be overstated. We all know that the well-being of employees not only affects their individual lives but also has a profound impact on organizational success. Addressing mental health concerns within the workplace is not just a moral imperative but also a strategic necessity. Based on my talks with various firms, let me explore the challenges associated with mental health in the workplace and discuss effective strategies for promoting a mentally healthy work environment.
As I see, one of the major challenges concerning mental health in the workplace is the stigma that still surrounds mental health issues. This stigma often prevents individuals from seeking help, as they fear negative repercussions on their careers or reputations. Consequently, mental health problems might go unnoticed and untreated, leading to more severe issues down the line.
Moreover, the nature of modern work, characterized by high demands, tight deadlines, home office environment and long working hours, can contribute to stress and burnout. These conditions, if left unaddressed, can lead to decreased job satisfaction, increased absenteeism, and reduced overall productivity. Additionally, the blurring of boundaries between work and personal life due to technological advancements can make it challenging for employees to disconnect, exacerbating stress levels.
Managing and improving mental health in the workplace requires a comprehensive and honest approach that involves both employers and employees. Obviously there are many effective strategies to consider, including:
Employers can take the lead in creating a culture of open conversation around mental health. This involves destigmatizing mental health issues by providing information, resources, and training to employees and managers. Encouraging honest discussions about mental health can help create an atmosphere where seeking help is seen as a sign of strength rather than weakness.
Employers should strive to design jobs that consider the mental well-being of employees. This includes manageable workloads, reasonable deadlines, control of work and the autonomy to make decisions. Furthermore, offering flexible work arrangements, such as remote work or flexible hours, can help employees manage their work-life balance more effectively.
Many organisations established already Employee Assistance Programs (EAPs) or provided access to mental health professionals can offer employees a confidential outlet for discussing their concerns and receiving guidance. These programs can play a crucial role in early intervention and prevention.
We must encourage employees to take breaks, use vacation time, and disconnect from work outside of working hours to help prevent burnout. This can be reinforced through company policies that prioritize employee well-being.
Providing training to managers and employees on recognizing the signs of mental health issues and how to provide appropriate support can contribute to a more compassionate and understanding work environment.
Managers can conduct regular one-on-one check-ins with their team members to discuss their workload, challenges, and well-being. This not only helps address potential issues but also shows that the organization values its employees' mental health.
If you are not confident dealing with this topic as a business leader, CXO or a senior HR person, you may ask for help or advise from a professional. The gains are incredible. This can make your company a healthier, happier, and more productive firm.
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.
You need to load content from hCaptcha to submit the form. Please note that doing so will share data with third-party providers.
More InformationYou need to load content from reCAPTCHA to submit the form. Please note that doing so will share data with third-party providers.
More InformationYou need to load content from reCAPTCHA to submit the form. Please note that doing so will share data with third-party providers.
More InformationYou need to load content from reCAPTCHA to submit the form. Please note that doing so will share data with third-party providers.
More InformationYou need to load content from Turnstile to submit the form. Please note that doing so will share data with third-party providers.
More Information
