Asia's Most
Pioneering Leaders to Fol low in 2024
Nicolas Sau er Founder and CEO beez-fm
Sautter
Visionary Leadership in Building Management
Success is not the key to happiness. Happiness is the key to success. If you love what you are doing, you will be successful. - Albert Schweitzer
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EDITOR
Asian Leaders in Act
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n 2024, Asia is witnessing a remarkable surge of transformative leadership driven by visionaries who are redefining industries and shaping the future. This dynamic landscape of innovation and progress is marked by leaders who embody resilience, creativity, and a deep commitment to societal advancement. Their influence stretches across various sectors, from technology and sustainable development to social entrepreneurship and cultural rejuvenation. At the forefront are individuals who are pushing the boundaries of technological advancements. They are not only pioneering breakthroughs in artificial intelligence and digital infrastructure but are also ensuring that these innovations are accessible and beneficial to broader segments of society. Their focus on ethical AI and digital inclusivity is setting new standards in the tech landscape. In parallel, there are leaders making significant strides in sustainable development. Their work in combating climate change and promoting green technologies is both visionary and pragmatic. By integrating sustainability into their core strategies, they are demonstrating that economic growth and environmental stewardship can go hand in hand. These leaders are driving initiatives that balance industrial progress with ecological responsibility, setting a global benchmark for future developments. Social innovation is another area where Asia's pioneering leaders are making waves. They are tackling complex social issues with inventive solutions that address education, healthcare, and community empowerment. Their efforts are creating ripple effects that improve lives and inspire positive change on a large scale. Through collaborative models and grassroots engagement, they are fostering environments where creativity and compassion intersect.
Ryan Parker Managing Editor
ontent
COVER STORY
06.
Nicolas Sautter Visionary Leadership in Building Management
FEATURING
24.
Anna Milani Driving Innovation in Healthcare
ARTICLES
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Navigating the New Asia
32.
From Confucianism to Capitalism
Emerging Trends in Leadership
The Evolution of Leadership in Asia
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The only limit to our realization of tomorrow wil l be our doubts of today. - Franklin D. Roosevelt
COVER STORY
O Sautter
Visionary Leadership in Building Management 06
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OLL A S Nicolas Sau er Founder and CEO beez-fm
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n modern building management, innovation and transformative leadership are essential for driving industry evolution. As technology continues to redefine the boundaries of efficiency and sustainability, pioneering individuals are reshaping the way we approach building automation and energy management. Amidst this backdrop of change, one visionary stands out for his relentless pursuit of excellence and commitment to driving sustainable innovation.
With a keen eye for opportunity and a passion for transformative solutions, Nicolas Sautter, Founder and CEO of a groundbreaking company, beezfm, has emerged as a leading force in revolutionizing the building management sector. From a young age, Nicolas was acutely aware that his generation, Generation Y, might be the first unable to promise a better life for their children—a stark contrast to the assurances our parents and grandparents could make. This realization stemmed from witnessing the rapid pace at which humans were depleting our planet's resources, pushing our environment to the brink of being uninhabitable. But Nicolas has always held a firm belief in the intrinsic goodness of humanity, yet recognized a collective uncertainty about how to rectify our course. His expertise in the Building Management System (BMS) market, coupled with his IT background, where he observed the shift from owning costly printers to a more economical leasing OPEX model, revealed a potential parallel in the BMS industry. The prevalent practice of selling BMS to main contractors—who had no stake in the energy consumption—resulted in wasteful and inefficient building operations.
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Witnessing the green growth economy's evolution and the stark reality of CO2 emissions worldwide, it became clear that mere product sales would not foster genuine sustainable development. It was then that Nicolas realized "a fundamental change was imperative"—not just in our business models, but in our entire economic principles, which had been too narrowly focused on Gross Domestic Product (GDP). With this in mind, he founded beez-fm, a company that revolutionizes the building management sector by selling not products but results and outcomes. They introduced a groundbreaking BaaS model, transforming traditional BMS into a fully cloud-based Building IoT solution, integrating Machine Learning and AI to optimize building efficiency and sustainability. beez-fm does not just aim to meet the current standards; beez-fm strives to set new ones, ensuring that their clients can achieve their sustainability goals while enhancing operational efficiency. As beez-fm continues to forge ahead, their vision is clear: to lead the change in redefining the industry, to turn the tide on environmental degradation, and to guarantee that the legacy we leave for our children is one of hope, health, and harmony with the planet we all call home. beez-fm is not just dreaming of a better future; they are actively constructing it, one building at a time. Discovering Boundless Potential Nicolas's venture into the Building Management Systems (BMS) sector had a fortuitous beginning. Initially employed as an IT engineer at the Swiss BMS provider SAUTER, he found himself unexpectedly thrust into the spotlight when a critical SCADA system malfunctioned, causing a halt in production. Despite lacking prior
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experience in BMS, production, or SCADA systems, Nicolas relied on his problem-solving skills to diagnose and resolve the fault, successfully restoring the production line within an hour.
This swift resolution garnered attention, leading to an intriguing proposition from the SCADA product manager: to assume the role of product manager for the upcoming generation of SAUTER's SCADA systems. Despite his unfamiliarity with the position, Nicolas was drawn to the challenge, particularly after his mentor, Alexandre Amatori, described the product manager position as being the worldwide utmost expert of his product. Motivated by this prospect, Nicolas embarked on a rigorous selfeducation journey, immersing himself in the intricacies of the software to prepare for training seasoned professionals.
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Innovation often involves taking calculated risks and venturing into uncharted territory. A con dent leader trusts the process, even when faced with uncertainty.
During this intensive learning process, Nicolas discovered the immense potential of BMS to enhance building efficiency. This realization resonated deeply with his long-held belief that his generation could do better and reverse the trend of the pace at which we are destroying the planet to finally be able to guarantee a better future for our children. The myriad opportunities within the BMS realm to contribute to
this vision captivated Nicolas, cementing his dedication to the field. Transforming Building Management Systems Nicolas embarked on his journey with Building Management Systems (BMS) through a year of intensive learning, immersing himself in the software's intricacies, technical support, and real
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projects. Leveraging his IT degree and profound understanding of software, he navigated successfully, providing support to individuals with 15 years of BMS experience despite his limited experience of only three months. Recognizing his dedication, SAUTER invested in his potential by sponsoring a marketing degree, fostering his professional growth. Balancing work commitments during weekdays and academic pursuits during evenings and weekends, Nicolas gained a unique perspective, combining technical expertise with marketing insights to address the diverse needs of clients, customers, and end-users. By 2012, Nicolas recognized the need for transformation within the BMS industry. The conventional approach of selling energy-saving solutions to design consultants and main contractors, who were detached from the energy bills and building occupancy, appeared inherently flawed. He observed numerous negotiations over valves and drives conducted by individuals lacking technical expertise, realizing that building owners sought optimal indoor climates with minimal energy consumption and maintenance. This realization inspired the conception of beez-fm, initially named "Bees." Drawing inspiration from leasing models that revolutionized the printer and automotive industries, Nicolas envisioned a service that eradicated capital expenditure (CAPEX) for companies. Instead, they would subscribe to a comprehensive package encompassing hardware, software, and technical support tailored to the project's requirements. Together with a team of like-minded colleagues from SAUTER, Nicolas initiated the development of the first business plan. However, their initial enthusiasm was tempered by the realization that the prevailing
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technology was not sufficiently advanced to implement their vision profitably. Despite a sound concept, the practical application remained just beyond reach. Leveraging IoT Technology for Facility Management With the dawn of new IoT technological capabilities in 2019, Nicolas was inspired to launch beezfm. The mission was to address key challenges: Client-Centric Solutions: The prevailing BMS market often prioritizes appeasing purchasers over serving the actual users—the clients who ultimately bear the energy consumption costs. Nicolas's extensive 15-year journey in BMS design and sales underscored his commitment to energy conservation and intelligent building design. However, these solutions were frequently pitched to main contractors who seldom engaged with the completed buildings. Bridging the Market Gap: A significant void exists within the smart building sector, spanning from IoT entities and energy consultants proficient in monitoring but lacking in action to AI providers lacking on-site BMS expertise and unable to manage buildings in Asia due to improper BMS installation. Additionally, ESCO/EPC firms primarily focus on mechanical offerings, while design consultants often remain fixated on outdated BMS technologies, continuing to prioritize PLC and DDC discussions. Sustainable Business Practices: Despite the growing emphasis on green growth, current market dynamics heavily rely on product and service revenues, often tied to CO2 emissions during production. This dependency persists despite the operational
efficiency of products in terms of CO2 emissions. beez-fm emerges as a solution to these systemic challenges, heralding a new era of BMS that prioritizes the enduser experience and sustainable growth. Driving Sustainable Innovation At beez-fm, the Vision and Mission are as follow: Mission: beez-fm aims to lead as the green building leader, offering BMS as a Service, an innovative building ecosystem optimizing energy and management for all stakeholders. The mission is to disrupt the building industry by providing essential solutions without upfront costs, thereby reducing energy expenses, cutting CO2 emissions, enhancing comfort and well-being, and transforming buildings into agents of positive change. beez-fm operates on a results-based payment model, receiving a share of the achieved energy savings. Vision: beez-fm pioneers the green revolution, presenting a comprehensive and innovative ecosystem for building efficiency. The vision is to spearhead an economic paradigm shift, exemplifying a new business model that removes barriers to a truly sustainable future where social and economic growth align with environmental protection. beezfm: Building an Eco-friendly Earth with Zeal! Driven by three core values, represented by three colors:
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beez-fm emerges as a solution to systemic challenges, heralding a new era of BMS that prioritizes the end-user experience and sustainable growth.
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Light Green: Sustainability: At beez-fm, a commitment to fostering sustainability encompasses reducing building pollution, maximizing energy efficiency, ensuring clean indoor air, and promoting a healthier planet. This commitment extends to enhancing the lifetime of customers' building equipment and improving their environmental and economic sustainability through efficient operations. The dedication to planting trees ensures environmental prosperity for future generations. Dark Green: Human-Centric: Our planet does not need saving; it will continue spinning even with an additional 20 degrees Celsius, but humans will not survive the change. beez-fm's mission extends to ensuring human prosperity. Understanding human behaviors within buildings allows them to provide tailored solutions that reduce energy consumption while aligning with users' habits, ensuring sustained savings and well-being. Blue: Pioneering: Pioneering is ingrained in beezfm's DNA, evident in groundbreaking business models, growth through product degrowth, and risk-free BaaS solution based entirely on OPEX. They leverage cutting-edge
technologies and develop advanced AI prediction modeling, setting new standards in operational excellence. Navigating Innovation Nicolas, the Founder and CEO of beezfm, believes that several leadership qualities are essential for driving innovation and growth within the company: Passion and Motivation: A leader must be deeply passionate about the company's mission and vision. Passion fuels creativity, determination, and resilience. When leaders are genuinely enthusiastic about their work, it inspires the entire team to push boundaries and explore new possibilities. Passion and motivation are contagious. Forward-Thinking Vision: Nicolas appreciates the sentiment echoed by Henry Ford: "If I had asked people what they wanted, they would have said faster horses." In today's rapidly evolving technological landscape, leaders need to see opportunities where others see challenges. A forwardthinking mindset allows them to anticipate industry trends, adapt to changing landscapes, and stay ahead of the curve. Adaptability with Strategic Focus: Dynamic industries evolve rapidly. Leaders who can adapt to new technologies, market shifts, and
customer preferences thrive. They embrace change, encourage flexibility, and empower their teams to learn and grow alongside the industry. However, it's crucial to maintain a strategic focus and avoid changing direction too often, as it can demotivate the team. Resilience: Innovation often faces setbacks and obstacles. Resilient leaders bounce back from failures, learn from them, and persevere. They instill a sense of determination in their teams, emphasizing that setbacks are stepping stones toward progress. A positive mindset towards learning from mistakes is vital for continuous improvement. Enjoying the Process: Lastly, leaders should enjoy the journey of innovation and growth. Embracing the challenges and victories along the way contributes to a positive work environment and inspires the team. In summary, a successful leader in a dynamic industry combines passion, confidence, vision, adaptability, effective communication, resilience, environmental and social awareness, an understanding of the team, and a commitment to enjoying the process. By embodying these qualities, leaders can drive innovation, foster growth, and navigate the ever-changing landscape successfully. The BMS Market Paradigm Shift Nicolas foresees a transformative shift in the building automation industry. Utilizing cutting-edge technologies, tailored financial solutions for investors and end users are poised to revolutionize the market. Traditional controllers and on-site devices will soon be rendered obsolete as IoT devices seamlessly connect to the cloud. These intelligent devices will autonomously regulate themselves
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while receiving enhanced control algorithms from cloud-based data analytics, thus optimizing their efficiency. The entire concept of data points and control panels will disappear.
made by main contractors who do not bear the long-term costs, such as energy bills. As a result, building owners end up with suboptimal solutions that do not meet their needs for comfort and energy efficiency.
In today’s dynamic market landscape, the concept of categories is constantly evolving. Just as we see in supermarkets and restaurants, where food categories adapt over time, the same principle applies to business and marketing. Leading this evolution is beez-fm, a company at the forefront of creating new categories to address previously unmet needs. Companies like Uber and Airbnb have pioneered new categories, transforming the taxi and hospitality industries, respectively. Uber didn’t just replace taxis; it created a new category of ridesharing. Similarly, Airbnb revolutionized the hospitality sector by offering a unique alternative to traditional hotels.
Once the building is constructed, another challenge arises. Building users are often approached by green tech companies selling energy savings products. These companies as well are incentivized by the volume of products sold, not by the actual energy efficiency achieved. Furthermore, they rarely train the facilities management (FM) team, leading to products being unused after a few months or years, especially in Southeast Asia. This results in significant waste, as products are bought twice—first by the main contractor and then by the building user—each time generating CO2 for production and transportation.
At the helm of beez-fm are four visionary co-founders: Nicolas Sautter, Martial Wilbert, Paulo Iasbech, and Didier Pedreno, whose innovative thinking has led to the creation of a new category called Outcome-Based Models (OBM). Instead of selling products, this startup focuses on delivering outcomes to its customers, primarily in the building industry—an industry that has long relied on outdated practices. For centuries, the systems and practices within this sector have remained largely unchanged. However, as everything around us advances at an unprecedented pace, it’s clear that the building industry must also evolve and become more adaptive. Traditionally, building owners have purchased products like sensors, valves and controllers without fully understanding their purpose or benefits. These decisions are often
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beez-fm’s approach is different. Recognizing that building owners ultimately seek two key outcomes—comfort and reduced energy consumption—the company has stopped selling products and instead offers these outcomes directly. They take full responsibility for ensuring that buildings are comfortable and energy-efficient. Customers pay based on the achievement of these outcomes, not the products used to achieve them. Efficiency in Action Nicolas recounts a notable case involving an energy-intensive hotel. Despite having a Building Management System (BMS) in place, the energy consumption remained unchecked due to its ineffective utilization by the customer. Furthermore, numerous mechanical products were either improperly configured or installed in reverse.
Prior to implementing their energysaving solution, a comprehensive review of the entire installation was imperative. Although this process exceeded the initial time estimates, the results were remarkable. Within a few months, they achieved over 40% savings compared to the calculated energy baseline, particularly crucial during the intense heat of Southeast Asia. Without their intervention, the customer would have incurred exorbitant energy costs during these periods. Moreover, these savings correspond to a significant reduction in CO2 emissions. In Southeast Asia, heightened cooling demands during hot months often necessitate additional power generation, primarily from coal sources. This underscores the importance of enhancing efficiency to mitigate the acceleration of global warming. Revolutionizing Building Management Nicolas reveals an upcoming innovation called RizaOne, a building ecosystem driven by AI and ML technologies. While the initial phase has been successfully implemented, the company is now focusing on enhancing its capabilities to cater to all building stakeholders. The name "RizaOne" derives from the Greek word "Riza," meaning "root," symbolizing its role as the central hub for all buildings and stakeholders. RizaOne will offer access, cross-data analytics, and groundbreaking automated control features, marking a significant advancement in building management solutions. Navigating Entrepreneurship Embarking on the journey of entrepreneurship, particularly as a
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Founder and CEO like Nicolas of beezfm, brings immense rewards alongside significant challenges. Success hinges upon a robust business plan and a welldefined go-to-market strategy. Additionally, securing adequate capital is crucial; settling for the minimum may hinder scalability when demand surpasses capacity. Managing rapid growth while simultaneously seeking additional funding presents formidable challenges. However, overcoming such obstacles, while pressurizing, signifies progress. Above all, maintaining pride in one's endeavors remains paramount amidst the intricacies of entrepreneurship. Navigating Ecosystems & Remote Work Nicolas acknowledges the significance of the startup ecosystem, particularly in locations like Singapore and various other countries. He emphasizes the importance for entrepreneurs to familiarize themselves with resources such as incubators and accelerators, recognizing them as effective avenues for startup growth. Furthermore, Nicolas reflects on the challenges of remote work. Despite technological advancements and the post-COVID era, he highlights the complexities beyond mere tools and communication channels. Building connections and fostering relationships among employees across different locations and countries prove to be more challenging than anticipated. Nicolas underscores the importance of considering these factors from the outset, emphasizing their significance despite initial perceptions.
Revolutionizing the Building Industry with “OBM,” the new business category by beez-fm At the hel m of beez-fm are four visionary co-founders: Nicolas Sautter, Martia l Wil bert, Paulo Iasbech, and Didier Ped reno, whose innovative thinking has led to the creation of a new category cal led Outcome-Based Models (OBM). This model shifts the focus from sel ling individual components to delivering holistic solutions that truly meet the needs of building owners. By embracing OBM, beez-fm is not just fil ling a gap in the market; they are creating a new space that offers unparal leled value and convenience while reducing the CO2 footprint of the industry. Nicolas, Martia l, Paulo and Didier created beez-fm d riven by a desire to make the planet a better place for future generations. They recognized that the building industry is a perfect example of waste d riven by stakeholders’ selfinterest, who are not incentivized by the final outcomes required in buildings. This motivation led Nicolas to create OBM, aiming to reduce waste and improve efficiency in the building industry. By introducing their innovative solution, beez-fm aims to redefine the market and establish a new category that wil l set the standard for the future.
Website: www.beez-fm.com Email:
[email protected] Nicolas's LinkedIn: https://www.linkedin.com/in/nicolas-sautter
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is not the key to happiness. Success Happiness is the key to success. If you love what you are doing, you wil l be
successful.
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Emerging Trends in
Leadership A
sia is undergoing a dramatic transformation, not just in its economic landscape but also in its approach to leadership. As the region continues to rise as a global powerhouse, the nature of leadership is evolving to meet new challenges and opportunities. This article explores the emerging trends in leadership across Asia, highlighting how leaders are navigating this dynamic environment. 1. The Rise of Inclusive Leadership One of the most significant trends in Asian leadership is the shift towards inclusivity. Traditionally, leadership in many Asian cultures has been characterized by a top-down approach with a strong emphasis on hierarchy and seniority. However, the modern Asian leader is increasingly adopting a more inclusive style that values diversity and collaboration. Inclusive leadership in Asia is manifested in several ways. Firstly, there is a growing recognition of the
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Naviga ng the New Asia
importance of gender diversity. Countries like Japan and South Korea, which have historically had lower levels of female participation in the workforce, are seeing a rise in female leaders and entrepreneurs. Initiatives aimed at increasing women's representation in leadership roles are becoming more prevalent, reflecting a broader commitment to inclusivity. Furthermore, leaders are now embracing multiculturalism as a strength. With Asia's rich tapestry of ethnicities and cultures, leaders who can navigate and leverage this diversity are seen as more effective. This trend is particularly evident in multinational corporations operating across the region, where leaders are expected to manage diverse teams and build inclusive workplaces.
2. Technology-Driven Leadership The rapid pace of technological advancement is another major trend reshaping leadership in Asia. The rise of digital technologies such as artificial intelligence, big data, and blockchain is transforming industries and creating new business models. Leaders in Asia are increasingly required to be techsavvy and adaptable to harness these innovations effectively. In countries like China and India, techdriven leadership is becoming the norm. Leaders are not just using technology to improve operational efficiency but are also leveraging it to drive strategic decisions and foster innovation. For instance, Chinese tech giants like Alibaba and Tencent are led by visionaries who have embraced technology as a core component of their leadership strategy. Moreover, technology is facilitating new forms of leadership and communication. The rise of remote work and virtual collaboration tools is changing how leaders interact with their teams. In the wake of the COVID-19 pandemic, many Asian companies have adopted flexible work arrangements, requiring leaders to be adept at managing remote teams and maintaining productivity across digital platforms. 3. Emphasis on Emotional Intelligence Emotional intelligence (EI) is gaining prominence as a critical leadership trait in Asia. As the region becomes more interconnected and diverse, leaders are recognizing the importance of understanding and managing emotions—both their own and those of their team members. EI is seen as
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essential for building strong relationships, fostering collaboration, and navigating complex social dynamics. Asian leaders are increasingly being trained in EI to enhance their leadership effectiveness. This shift is evident in leadership development programs across the region, which now place a greater emphasis on skills such as empathy, self-awareness, and interpersonal communication. The ability to connect with team members on an emotional level is becoming a key differentiator for leaders seeking to inspire and motivate their workforce. 4. Sustainable and Responsible Leadership
champion sustainability are seen as forward-thinking and capable of navigating the complex interplay between business success and social responsibility. Conclusion As Asia continues to evolve as a global economic and cultural force, leadership in the region is undergoing significant changes. Emerging trends such as inclusive leadership, technology-driven approaches, emotional intelligence, sustainability, adaptability, and collaboration are shaping the future of leadership in Asia. Leaders who embrace these trends and navigate the complexities of the modern landscape will be well-positioned to drive success and make a meaningful impact.
Sustainability and corporate social responsibility (CSR) are becoming central themes in leadership across Asia. With growing concerns about environmental issues and social inequality, leaders are expected to prioritize sustainability in their decision-making processes. This trend reflects a broader global movement towards responsible business practices and ethical leadership. In countries like Singapore and South Korea, leaders are taking proactive steps to integrate sustainability into their business strategies. For example, many companies are investing in green technologies, reducing their carbon footprint, and supporting community development initiatives. Leaders are also increasingly being held accountable for their organizations' impact on society and the environment. The focus on sustainability is not just about meeting regulatory requirements or enhancing brand reputation. It is also driven by a desire to create longterm value and resilience in the face of global challenges. Leaders who
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is one who knows the way, goes the way, and shows the way. - John C. Maxwell
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TH E WAY TO G ET S TALKI N G AN D
- Walt D
STARTED I S TO Q U IT B EG I N D O I N G.
Disney
Anna Milani Founder & CEO SPARKD
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Anna Milani Driving Innovation in Healthcare
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n healthcare, there is a growing prominence on innovative approaches that bridge traditional medical practices with modern advancements. This sector is increasingly focusing on enhancing both physical and cognitive well-being through holistic and integrated solutions. The move towards personalized and data-driven healthcare solutions reflects a broader shift from reactive to proactive health management, aiming to improve overall quality of life and longevity.
Anna Milani, the Founder and CEO, has emerged as a pioneering leader in this dynamic field. Her journey from a background in contemporary dance and personal training to a prominent role in healthcare innovation highlights a unique blend of expertise in physical training and neuroscience. Her leadership has been instrumental in driving forward new methodologies that address both physical and cognitive health challenges, particularly through the integration of exercise with cognitive training.
SPARKD represents a significant advancement in the healthcare industry, focusing on a data-driven approach to enhancing brain and body health. By leveraging various technologies and platforms, the company aims to provide comprehensive solutions for both physical and cognitive well-being. This commitment to innovation positions SPARKD at the forefront of a
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I want to make an impact in the way people exercise and move beyond the physical aspects and benefits, empowering people to also focus on brain health and cognition
transformative movement in healthcare, addressing diverse needs from general longevity to specific neurological conditions.
Can you provide a brief overview of your career journey in the healthcare industry?
My background lies in movement and contemporary dance, obtaining a BA(Hons) in Contemporary Dance. I then became an exercise professional working as a Personal Trainer and Pilates Teacher for many years in London training clients with a variety of goals and conditions. My passion for neuroscience started 5 years ago when I discovered the immense power that exercise and movement have on the brain and cognition. Since then my passion lies in training people to enhance physical and cognitive abilities for health, performance, and longevity.
What inspired you to pursue a leadership role in healthcare innovation? What are your primary areas of expertise within the healthcare sector?
I want to make an impact in the way people exercise and move beyond the physical aspects and benefits, empowering people to also focus on brain health and cognition. My expertise lies in having the knowledge and the application of working with clients from a neuroscience perspective to improve physical and cognitive abilities. My primary areas of expertise lie within exercise, movement, neuroscience, and cognition. Some of the clients we work with at SPARKD come for longevity goals, but some come for more specific cognition goals related to some neurological conditions such as post-stroke, post-brain tumor, long covid, MCI (mild cognitive impairments), vestibular issues, MS (multiple sclerosis) and Parkinson disease. What is your vision for the future of healthcare, particularly in terms of innovation and advancements? How does your organization's mission align with this vision? I envision a healthcare system that shifts from a sick care system to a
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healthcare system, the future of the healthcare system should be focusing on making people live longer, healthier, and happier. In terms of innovation, I believe this requires a 360 healthcare system that looks at all the various aspects of humans. This requires collaboration, integration, and openness to work with various partners. The innovation lies also in personalized data-driven interventions that are technology-based and are utilized as a tool to enhance a better quality of life and awareness. SPARKD is a data-driven brain body company that looks at both physical and cognitive well-being to empower people to live a better life. We utilize a variety of technologies and platforms that enable testing, data tracking, and programs. What core values drive your leadership approach in the healthcare field? Could you share examples of innovative strategies or technologies your organization has implemented to revolutionize healthcare? My leadership approach is driven by the mission to empower individuals to look after their physical and cognitive health, to improve their cardiovascular system, their musculoskeletal system, their balance and stability, their motor skills and coordination as well as their cognition. We utilize a variety of technologies coming from all parts of the world that exercise and train your body and brain at the same time, the technologies and platforms test domains of cognition such as processing speed, executive function, visuospatial skill, and memory and train individuals on improving all cognitive and physical aspects by challenging participants in gamified brain body drills simultaneously that improve reaction
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time, decision making, focus and vision bringing real-life benefits at any age and with any conditions. How do you measure the success and impact of your innovative healthcare solutions? We test our clients at baseline at the beginning of their journey both physically and cognitively. We find out about their goals and we then track their programs at every session for engagement and progress. We then retest them on a regular basis together with their goals to keep clients in check and engaged. The gamification in the exercise regimes combined with more regular exercises helps with keeping the training novel and therefore helps people stay engaged and continue with their workouts. What are the most significant challenges you've encountered while driving innovation in healthcare? What lessons have you learned from overcoming obstacles in healthcare innovation? One of the challenges we encountered initially was the lack of awareness of how much exercise, especially cognitive-motor training and dual tasking, are beneficial to brain health and neuroplasticity. Dual tasking and cognitive-motor training specifically mean doing something a physical and a cognitive task at the same time, meaning the client will do an appropriate exercise to work on resistance, cardio, balance or motor skill, or coordination exercise while doing a cognitive task such as a reaction time game, a memory game, a visuospatial game or an executive function game. Initially, people were not aware of the benefits this training brings to both the brain and body, but as more awareness is appearing in the general press, more
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people are open to innovative interventions. The science continues to emerge on the benefits of exercise on brain health and on dual tasking. Lots of education has helped our concept gain traction and interest from medical healthcare practices and healthcare companies that are interested in adding our training to their existing services and platforms. Lessons learned is that when you launch a non-mainstream product you have to be prepared to spend every day of your life educating people and companies. There will be initial resistance from people but once you are able to navigate that by changing perceptions things will be easier. Timing is crucial and so is speed of execution. A start-up company doesn't have access to many resources and funds and navigating the bigger healthcare institutions can be lengthy and complex and require a lot of patience. Our model is very adaptable and, as a entrepreneur, I have to adapt. What emerging trends do you foresee shaping the future of healthcare? How do you plan to adapt and evolve your approach to leadership in response to these trends?
Lessons learned include that when launching a non-mainstream product, you have to be prepared to spend every day educating people and companies, and be ready to navigate initial resistance.
I foresee more integrated, holistic services that will try to bridge the healthcare system with more lifestyle interventions. The ecosystem will expand as the market is constantly growing and more conservative companies will have to look into more innovative products and services that will be in part driven by the consumer also. Our model is very adaptive and as an entrepreneur, I have to adapt and evolve the business and our model as we go along. Since inception, things have changed numerous times for the better, we have worked hard to
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improve the product by listening to feedback and by adapting to changing demands. Have you or your organization received any notable recognition or awards for your contributions to healthcare innovation? I get invited to many health, wellness, fitness, and healthcare events where I present the topic of Cognitive motor training and dual tasking, brain-body fitness for health, performance, and longevity. I have received various awards and recognitions, especially as a female leader and entrepreneur inspiring other women and people in the industry and in leadership. What advice would you offer to other leaders aspiring to drive innovation in the healthcare sector? Do your research, find a gap in the market, research whether the market is ready for the innovation to make sure the timing is right, have a strong plan but be ready to pivot as and when needed. Be savvy when you engage in conversations with potential partners
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and investors and try to find out if there is a real interest or if companies are looking to further their knowledge of the industry and see what you are doing. When you partner or enter into collaborations make sure you do so with reputable partners that are generally invested and can add value to your services. Be open to exploring opportunities and markets while still staying focused on your mission and values.
to take it personally at the beginning. However, step back and look at all the angles and perspectives and after analyzing all the possible options and outcomes, make your decision as a leader, the decision you will not regret. If it turns out to be the wrong decision, then learn from it, adapt, and evolve. Leadership is an ongoing journey and as the company grows the challenges will also grow. Challenges will come every step of the way and will set you back, but if see those under the eyes of neuroplasticity and learning you will be able to reframe them into something new and positive.
Based on your experience, what insights or lessons learned can you share with those seeking to make a meaningful impact in healthcare? People and companies will always question you as a leader with your concept and idea and they will always be willing to give advice and feedback, sometimes being useful and sometimes perhaps not so much. As an entrepreneur with a passion there will be personal emotions involved if you are creating something that wants to make an impact and it will be hard not
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Don't worry about being successful but work toward being significant and the success wil l natura l ly fol low. - Oprah Winfrey
The Evolution of in Asia
T
he landscape of leadership in Asia has undergone a profound transformation over the past century, evolving from the deeply entrenched values of Confucianism to the dynamic and competitive environment of modern capitalism. This article explores this evolution, examining how historical philosophies have shaped leadership styles and how contemporary leaders are navigating the transition to a more market-driven and globalized world. Confucianism and Its Impact on Leadership Confucianism, rooted in the teachings of Confucius (551-479 BCE), has been a dominant philosophical influence in many Asian countries, particularly in China, Korea, and Japan. The philosophy emphasizes values such as hierarchy, respect for authority, filial piety, and social harmony. These principles have historically shaped leadership styles and organizational structures in the region. In a Confucian context, leadership is characterized by a paternalistic approach. Leaders are expected to act with benevolence and moral integrity,
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providing guidance and protection to their subordinates, who in turn offer loyalty and respect. This hierarchical model is deeply embedded in the social and business practices of many Asian cultures. In traditional Confucian leadership, the focus is on maintaining order and harmony rather than pursuing aggressive growth or competition. For instance, in traditional Chinese society, leaders were seen as "benevolent rulers" whose primary role was to ensure the well-being of their subjects. Similarly, in Korean and Japanese contexts, the influence of Confucian values is evident in the emphasis on hierarchical relationships and the importance of maintaining face and harmony in both personal and professional interactions. The Rise of Capitalism and Economic Transformation The latter half of the 20th century marked a significant shift in Asia, as many countries in the region embraced capitalism and market-driven economic models. This transition was driven by a desire for economic development and modernization,
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From Confucianism to Capitalism
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spurred by global competition and the need to integrate into the global economy. The rise of capitalism brought about a fundamental change in leadership styles. Unlike the Confucian emphasis on hierarchy and paternalism, capitalist leadership is often characterized by a focus on efficiency, innovation, and results. Leaders are now expected to be more dynamic, strategic, and entrepreneurial, driving growth and navigating the complexities of a globalized market. In countries like China, South Korea, and Japan, economic reforms and liberalization policies have significantly altered leadership dynamics. For example, China's transition from a planned economy to a market-oriented one under Deng Xiaoping's reforms in the late 20th century introduced a new era of economic leadership. Leaders in China began to prioritize economic development, technological advancement, and international trade, reflecting a shift towards capitalist principles. Similarly, South Korea's rapid industrialization and economic growth, often referred to as the "Miracle on the Han River," necessitated a new style of leadership focused on innovation, competition, and global integration. South Korean conglomerates, or chaebols, such as Samsung and Hyundai, have become global leaders by adopting competitive business practices and fostering a culture of rapid innovation. The Integration of Traditional and Modern Leadership Practices As Asia continues to modernize, many leaders are finding ways to integrate traditional Confucian values with contemporary capitalist practices. This hybrid approach reflects a recognition
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that while the global business environment demands new strategies and skills, the cultural and historical context remains an important influence. In practice, this integration is evident in several ways. For example, Asian companies often combine hierarchical structures with modern management techniques. While they may still maintain a top-down approach, leaders are increasingly adopting practices such as merit-based promotion and participative decision-making to foster innovation and employee engagement. In Japan, the concept of "kaizen" or continuous improvement, which has roots in traditional Japanese values of diligence and perfection, is embraced alongside modern business practices. Japanese leaders focus on incremental improvements and long-term success, balancing traditional attention to detail with contemporary competitive strategies.
For instance, the emphasis on hierarchy and authority in Confucianism can sometimes conflict with the collaborative and egalitarian approaches encouraged by modern business practices. Leaders need to find ways to balance respect for traditional structures with the need for flexibility and innovation. In conclusion, the evolution of leadership in Asia from Confucianism to capitalism reflects a dynamic interplay between tradition and modernity. While the region has embraced new economic models and leadership practices, traditional values continue to shape and influence leadership styles. As Asia continues to evolve, leaders will need to navigate this complex landscape by integrating the best of both worlds, driving growth and innovation while honoring their rich cultural heritage.
Similarly, in China, there is a growing emphasis on "guanxi," or personal relationships and networks, which reflects Confucian values of trust and reciprocity. Modern Chinese leaders leverage these relationships to navigate complex business environments while also embracing capitalist principles of efficiency and market orientation. Challenges and Opportunities in Modern Leadership The evolution from Confucianism to capitalism presents both challenges and opportunities for leaders in Asia. One of the primary challenges is reconciling traditional values with the demands of a rapidly changing business environment. Leaders must navigate the tension between maintaining cultural heritage and embracing new practices that align with global standards.
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