January 2026 Shaping the Communication Culture of the World’s Best Brands’ In must-win pitches, high-stakes investor meetings, or strategically important partner conferences, success or failure often rests on the strength of a single moment: the presentation. When communication is clear, compelling, and well executed, it creates connection, drives alignment, and keeps vital conversations moving forward. For more than 20 years, Eyeful Presentations has helped organisations perform at these defining moments - transforming the way stories and messages are communicated when it matters most. CEO Luke Riordan, named the Most Influential CEO 2026 – B2B Communication (UK), was on hand for more.
Welcome to the January 2026 issue of CEO Monthly. We are delighted to bring a selection of news, features, and success stories to our readers around the world. We look upon a brand new year and see a promising time ahead, especially for the dedicated individuals leading the way to a more fruitful future. CEOs are those at the helm who steer a business in the right direction, who deliver on promises, and who hold themselves accountable as they guide their company forwards for the better. One such example of this is Luke Riordan, our Most Influential CEO of B2B Communication in the UK for 2026. Luke’s commitment to the people who make Eyeful Presentations possible is admirable, motivational, and inspirational as he believes that everyone in a business is equally important to a business’ overall success rate. “Everyone matters; everyone wins.” – Luke Riordan, Eyeful Presentations. Sharing a diverse selection of CEO excellence, this issue is full of enriching success stories, news, updates, and exciting predictions for what is to come. We hope you enjoy perusing this instalment and we look forward to seeing you again in February. Sofi Parry, Senior Editor Website: www.ceo-review.com AI Global Media, Ltd. (AI) takes reasonable measures to ensure the quality of the information on this web site. However, AI will not assume any legal liability or responsibility for the accuracy, correctness or completeness of any information that is available through this web site. If errors are brought to our attention, we will try to correct them. The information available through the website and our partner publications is for your general information and use and is not intended to address any particular finance or investment requirements. In particular, the information does not constitute any form of advice or recommendation by us or any of our partner publications and is not intended to be relied upon by users in making or refraining from making any investment or financial decisions. Appropriate independent advice should be obtained before making any such decision. Any arrangement made between you and any third party named in the site is at your sole risk and responsibility.
4. News - Colleges Ontario appoints Maureen Adamson as president and CEO - Coast Copper CEO Increases Ownership Position to 19.42% 6. Why CEOs Must Go Embedded in 2026 8. Eyeful Presentations: Shaping the Communication Culture of the World’s Best Brands’ 10. Tori Bradison: Championing Change in Cancer Care 11. Syself: Simplified and Secure Managed Kubernetes on Hetzner 12. Kyran Griffffin: Leading a New Era of Engineering 14. Indus Delta Capital / Delta Blue Carbon: Environmental Conservation CEO of the Year 2025 – UK 15. Rajeev Arya: Leading with Empathy and Empowerment 16. KarHub: Spare Car Parts from Trusted Suppliers – All Done Online 17. AXREM: True MedTech Transformation 18. My Surrogacy Journey: From Lived Experience to Leading Change: Championing Safe, Ethical Surrogacy Worldwide Contents
NEWS Colleges Ontario appoints Maureen Adamson as president and CEO
Coast Copper Corp. announces that an early warning report has been filed by Mr. Adam Travis, CEO and a Director of the Company. Since his last EWR which was filed on May 16, 2024, Mr. Travis has indirectly acquired, through Cazador Resources Ltd, a private company controlled by him, an additional 1,455,500 common shares of the Company and has received an additional 600,000 incentive stock options. These transactions have increased his share ownership in the Company’s current issued and outstanding shares by 2.17% on a partially diluted basis. Prior to the Transactions, Cazador held 9,009,833 common shares of the Company, 2,643,333 share purchase warrants and 1,800,000 incentive stock options. This represented 17.25% of the Company’s issued and outstanding shares on a partially diluted basis. Mr. Travis now controls 10,465,333 common shares of the Company, 2,643,333 share purchase warrants and 2,400,000 incentive stock options, which represents 19.42% of the Company’s current issued and outstanding shares on a partially diluted basis. Adam Travis, CEO comments: “Coast’s focus in 2025 was to expand our generative pipeline and complete baseline studies for a discoveryfocused 2026. Our portfolio now includes mineral tenures covering high-grade silver, copper, gold and rare earths, all located within some of the best mining districts in BC. In parallel, we increased our treasury through the vending of a non-core Toodoggone property and had no dilutive capital raising events during 2025. On behalf of Coast’s management team and Board, we’d like to thank all our shareholders for their loyalty and support in 2025. With the backdrop of the prices of key minerals in the Coast project portfolio at or near all-time highs, we look forward to continuing to advance our execution strategy in 2026. That’s also why I continue to be a buyer of Coast shares.” The securities were acquired for investment purposes. Mr. Travis has a long-term view of the investment and may, in the future, acquire and/or dispose of securities through the open market, through private transactions or through the Company’s longterm incentive plan as circumstances or market conditions may warrant. In total, the Directors and Officers ownership percentage is 40.42% of the Company’s current issued and outstanding shares on a partially diluted basis. Coast Copper CEO Increases Ownership Position to 19.42% Colleges Ontario has appointed Maureen Adamson as its next president and chief executive officer, following serving in the position on an interim basis over the past year. Adamson will lead the organization representing Ontario’s 24 public colleges at a time of significant financial pressure, rising demand for applied training and growing competition for skilled talent. Her appointment comes as colleges continue to seek sustainable provincial funding, stronger workforce-development partnerships and expanded training capacity across the province. During her interim tenure, Adamson helped unify member colleges around shared priorities and supported more coordinated advocacy at Queen’s Park. In a message to the Fleming College community, she said her focus remains on ensuring provincial decisions reflect local needs and strengthen the public college system. “As I transition into this role, my priority is to advocate for our public colleges and build a deep understanding of the value colleges bring to our communities, our economy and our province,” Adamson said. “That means advocating for sustainable funding, advancing workforce development and ensuring institutions continue to deliver the skilled graduates our communities rely on.” Adamson brings more than three decades of leadership experience across government, post-secondary education and the not-for-profit sector. Her previous roles include Deputy Minister of Tourism, Culture and Sport, Deputy Minister responsible for the Status of Women, CEO of the Michener Institute, and CEO of Cystic Fibrosis Canada. She has also served in senior governance positions, including Chair of the Scarborough Health Network and Vice-Chair of the Toronto Transit Commission. Glenn Vollebregt, former chair of Colleges Ontario and president and CEO of St. Lawrence College, welcomed the appointment. “Maureen has been a steady hand and a unifying voice throughout her interim term. Her experience, integrity and collaborative style will continue to strengthen the college sector.” Ann Marie Vaughan, current chair of Colleges Ontario and president and CEO of Humber Polytechnic, said Adamson’s appointment positions the organization well for the future. “Maureen’s appointment is welcome news for our sector and comes at an important time. She brings the clarity, steadiness and vision we need as we navigate a rapidly changing landscape. Maureen is an exceptional leader who understands what colleges require to support students, employers and communities. Her ability to bring people together around shared priorities has already made a meaningful impact and I’m confident that her continued leadership will guide our sector forward in the years ahead.” Adamson assumes the permanent role effective January 1, 2026.
Feature By Philipp Buschmann, co-founder and CEO of AAZZUR Like every new buzzword, embedded finance has faced its share of hesitation and scepticism, with some questioning whether it’s here to stay or simply another passing trend. In reality, this technology is not fading, it’s gaining momentum. A recent Visa report found that 66% of consumers now expect companies to understand their unique needs, and that expectation sits at the very heart of what embedded finance was built to deliver. As the year comes to an end, now is the time for companies to look beyond the headlines and focus on how to sustain the momentum of embedded finance into 2026, instead of slowing down when regulatory changes start to emerge. From one-off transactions to ongoing relationships Traditionally, business growth was built on selling individual products, with the occasional subscription added to encourage repeat purchases, yet the overall customer journey remained transactional — a linear path that led customers to buy, exit, and often never return. Embedded services flip this dynamic. When finance is integrated directly into the purchase journey, whether through instant credit at checkout, in-platform insurance, or automated recurring payments, the customer remains within your ecosystem. This approach is already delivering considerable growth. European retailers offering embedded credit solutions have seen cart sizes lift by up to 30%, according to McKinsey. B2B marketplaces providing embedded lending are reducing churn by making their platforms essential for business cash flow. Even non-financial sectors are benefiting. For instance, mobility platforms that integrate car insurance see higher adoption and customer retention, because the user isn’t forced to leave to complete the journey elsewhere. In short, embedded models turn what were transactional relationships into ecosystems that customers rely on daily. Why this matters in 2026 Several forces are converging to make 2026 a pivotal year for embedded finance in Europe: Open banking becomes a mature infrastructure rather than a regulatory experiment. Adoption will be widespread, enabling frictionless payments and real-time financial data sharing. What’s more, European capital markets are opening up to alternative lenders, boosting access to embedded credit solutions at competitive rates. Digital identity and trust frameworks are being standardised across the EU and UK, making it easier to embed secure, compliant services across borders. In addition, consumer expectations are rising rapidly. People now expect instant approval, instant payments, and invisible processes. Any moment of friction is a reason to abandon a brand. For CEOs, this means that embedded services will no longer be a differentiator; they will be the baseline for participation in the market. The strategic advantage of embedded thinking Thinking embedded is not about turning your business into a bank. Rather, it is about using finance to unlock primary growth. Consider three key advantages: New revenue without new products: A software platform that embeds payments or invoicing moves from selling licences to earning transactionbased revenue. A manufacturer adding insurance at the point of sale can earn recurring commission on every unit sold. These are not marginal gains; they are strategic revenue streams that grow as platform usage expands. Deeper customer loyalty: When customers rely on you to handle essential operational or financial tasks, leaving becomes costly or inconvenient. Embedded services are the digital equivalent of becoming part of a customer’s nervous system. Data-driven insight: Embedding services gives you real-time visibility into how and where customers spend, not just what they buy. This enables better forecasting, tailored pricing, and proactive customer support, turning data into a competitive asset rather than a compliance chore. CEOs must lead the shift – not just approve it Success in embedded finance requires CEO-level commitment. It is not a technology implementation. It is a decision about positioning your company in the value chain of the future. Here are strategic priorities for 2025–2026: Adopt a platform mindset: Whether you sell physical products, software, or services, you are now competing in a platform economy. Platforms win because they own multiple touchpoints. Embedding finance is a direct route to platform status, allowing you to serve customers before, during and after the transaction. Choose strategic partners over one-off vendors: Embedded finance is an ecosystem play. Why CEOs Must Go Embedded in 2026 You need partners, banks, Fintechs, and infrastructure providers that can grow with your business, not just plug a gap. The right partner reduces regulatory complexity, lowers cost, and accelerates time to market. Think cross-border from day one: With EU regulation converging and UK frameworks aligning post-Brexit, 2026 will see a more connected financial services market. Embedded finance allows companies to offer consistent customer experiences across borders without the need for separate licences in each country. Make embedded services core to your value proposition: The biggest mistake leaders make is treating embedded finance as ancillary. Instead, it should be integral to your growth story: a way to unlock lifetime customer value, improve working capital, and increase retention. What happens if you don’t embed? For businesses that continue to operate in isolation, the risks are clear: • Customers will migrate to competitors who simplify every step of their journey. • Revenue will remain tied to sales volume rather than usage and engagement. • Capital will flow towards businesses with embedded models because they offer scalable, high-margin, repeatable income. In every sector, from manufacturing to mobility, energy to software, the winners will be those who make themselves indispensable. Embedded services are how you do that. The embedded imperative 2026 will not reward the biggest companies, but the most
connected. Growth will come from ecosystems, not isolated offerings. CEOs who embed finance into their strategy are not just adding convenience for customers; they are building the foundations of longterm resilience and market leadership. The choice is simple: be the platform customers rely on or be the product they leave behind.
CEO MONTHLY / JANUARY 2026 8 Shaping the Communication Culture of the World’s Best Brands’ ightfully recognised as one of the leading B2B presentation and communication agencies on the planet, Eyeful Presentations has played a pivotal role in ensuring the presentation success of innovative start-ups through to global enterprise organisations such as Microsoft, Adobe, KPMG, TD SYNNEX, and PepsiCo. Transforming how these organisations engage their audiences and share their ideas , every presentation worked on by Eyeful is defined by its purpose-driven nature and measurable outcomes. There to make sure this goes off without a hitch is the agency’s global team. Comprising expert storytellers, content creators, and world leading creatives who work across the UK, Europe, the US, and the Middle East, the team here are aligned under Eyeful’s mission: to operate a great In must-win pitches, high-stakes investor meetings, or strategically important partner conferences, success or failure often rests on the strength of a single moment: the presentation. When communication is clear, compelling, and well executed, it creates connection, drives alignment, and keeps vital conversations moving forward. For more than 20 years, Eyeful Presentations has helped organisations perform at these defining moments - transforming the way stories and messages are communicated when it matters most. CEO Luke Riordan, named the Most Influential CEO 2026 – B2B Communication (UK), was on hand for more. R business full of great people that deliver great outcomes for great clients. Both this guiding principle and the emphasis on quality and service have been shaping the agency since day one, and they were only exacerbated three years ago when Eyeful became employee owned, a common theme throughout our discussion with Luke, who became CEO earlier this year after a 12-year stint in several roles within the agency. “When everyone has a direct stake in the success of the business, their motivation and commitment naturally increase, leading to better decisionmaking and a stronger collective effort. Everyone matters; everyone wins.” As Eyeful’s CEO, Luke believes the responsibilities of his role to be clear and simple: to create the conditions for its great people to do their best work. What this means is setting the direction, protecting the culture, making sure that the agency is both sustainable and financially strong, and – perhaps most importantly – warranting that the work it does is moving the needle for the clients it serves. Having laid out the things that matter the most to both the agency and their clients, Luke’s day to day involves clearly and calmly focusing on these key areas . Luke explained: “There’s a lot of noise in business and leadership, and it’s easy to get pulled into things that look important but add very little. I’m far more interested in doing fewer things exceptionally well than trying to juggle everything badly.” This comes from a place of humility within Luke, who told us he believes himself not to be special or overly talented, and has rather got as far he has in the agency world by staying humble, working hard, and always remaining curious. Thus, like many great CEOs and business leaders, Luke acknowledges that he is surrounded by people who are far better than himself in various domains, be it creativity or technical skills. A huge part of being a CEO is not trying to keep up or compete with these individuals, but rather to support and challenge them, linking back to Luke’s drive to build a space where they can perform at the highest level, which is one his overarching aims at Eyeful. Like many chief executives, Luke’s journey was far from linear and it was certainly not the end goal at any point during the early stages of his tenure. It all started by him saying yes to the opportunities he was presented with, which took him out of his comfort zone and allowed him to learn the business from the inside out. On the back of this, Luke has worked across almost every team within Eyeful, something which happens a lot in these fast paced, high-growth agencies. “I learned how strategy comes together, how clients think, how operations really work, how to build teams, and how to make tough calls when the pressure is on. It gave me a wellrounded understanding of what it takes to deliver this world-class support.” Luke also mentioned the transition to an employeeownership model as being a huge part of his development. With the agency turning into an employee-owned trust (EOT), the entire psychology of the business changed – as did Luke’s perspective on how things work with it. He shared: “You quickly realise that decisions aren’t just operational; they carry weight for everyone in the organisation, because everyone has a stake in the outcome. You’re responsible for the sustainability and health of the entire organisation.” Thankfully, this shift has gone down a treat at Eyeful, with
CEO MONTHLY / JANUARY 2026 9 the teams now operating atop a stronger sense of shared responsibility, ownership, pride, and commercial success and Luke adjusting his leadership to be less about hierarchy and more about shared accountability. Luke also credits his mentors – namely Simon Morton, whose ethos can be seen rooted deep in Eyeful’s culture – with supporting the way he both manages and approaches leadership. Eyeful’s work with clients such as Microsoft, Adobe, and PepsiCo has also provided direct access to senior leaders and executive teams across some of the world’s largest organisations. Seeing how these leaders operate firsthand – and collaborating with them on high-stakes projects – sets a benchmark that continually raises the bar. It is the sum of all of these experiences that has led to Luke adopting a simple philosophy about being a leader. He commented: “People do their best work when they feel trusted, challenged, and supported – in that order.” This has laid the groundwork for an exceptional culture within Eyeful, one where having the right people, the right priorities, and the right cultural foundations are all equally as important in driving success. Talent only matters so much and behaviour is just as important – if not even more so. What this shows is Luke’s belief that progress is built on action, not intention. This school of thought is particularly interesting of late, given that AI has become a huge point of contention within the industry. As Luke told us: “When I explain that our business is to help other businesses when they need to present, the typical response is, ‘You’re in trouble. AI will replace all that’.” Luke does not think that this is the case quite yet, and the fact that Eyeful has just closed on its best year ever with record revenue and profit suggests he is right. Eyeful achieved this not by becoming an AI shop, but by doubling down on what’s always mattered: its people, the quality of its work, and the value it delivers for its customers and partners. Eyeful then backed its people and empowered them to use AI to make these things even better. AI is treated as an efficiency tool and a skills multiplier as opposed to something that can replace what Eyeful and other such agencies offer to their clients. “The line that stuck with me was: ‘You’re not going to be replaced by AI; you’re going to be replaced by someone who knows how to use AI better than you’.” Rounding off his thoughts, Eyeful’s CEO turned his attention to what is next, not only for the agency but for himself as well. The conversation again turned to the EOT model, which is particularly poignant as the agency approaches its ‘Financial Freedom Day’ , the day where the debt from purchasing the business is paid off and all future profits come back into the organisation. This operational pivot is something that will create real change in the lives of the agency’s employees, and Luke recognises it is his responsibility to see this reaches its full potential. “The people who helped build Eyeful deserve to feel the full benefit of what they’ve created, and I see it as one of my future responsibilities to help make that happen,” he shared. As for how he will achieve this, it is business as usual for Eyeful’s CEO as we approach 2026. Luke concluded: “I just plan to keep doing what’s worked so far: working hard, staying grounded and remaining curious. We’re all operating in a moment of extraordinary change – AI and tech is evolving at a pace none of us have seen before, and it’s reshaping how businesses communicate, create, and make decisions. It’s an exciting time, but also an unpredictable one – none of us really know what the next decade will look like. What I do know is that staying curious, adaptable, and willing to experiment will be essential.” Contact: Luke Riordan Company: Eyeful Presentations Web Address: https:// eyefulpresentations.com/
CEO MONTHLY / JANUARY 2026 10 ecognised as the UK’s Best PatientLed Cancer Support Organisation 2026, Northern Cancer Voices is a cancer advocacy charity striving to amplify the voices of anyone impacted by a cancer diagnosis. The organisation is driven by a group of volunteers, patients, carers, and health professionals, all united by a shared passion for ensuring the best possible quality of care and support for cancer patients, their families, and their friends. The story of Northern Cancer Voices’ inception is deeply personal, shaped significantly by the life-changing experiences of Founder Tori Bradison. In 2019, Tori’s mother was diagnosed with lung cancer and sadly passed away just four weeks later. Unfortunately, Tori’s mother was not the only person in her life to be impacted by cancer. Her best friend, a strong rugby player from South Africa, was diagnosed with lung cancer at just 48 years old and was placed on research medication. Another close friend faced bowel cancer at age 50, and her cousin was diagnosed with bowel cancer at 74. These repeated encounters within her close circle deepened Tori’s resolve to ensuring that no one faces cancer alone. “These experiences gave me a unique perspective on the gaps in support and the emotional toll cancer takes across different ages and circumstances,” she told us. “My work today is driven by those stories, and those my team hear every day, plus the belief that empathy and action can change lives. This is why I am so passionate about creating a platform where lived experience drives change.” Initially, Tori worked as a volunteer patient partner at her local hospital, driven by her own experiences to make a positive change. She gradually began to connect with likeminded people across the region, forming a strong network of individuals passionate about cancer care and services. Tori leveraged her extensive business skills to build a model of success and, fastforward to 2023, Northern Cancer Voices was born – a charity built by people who have lived this reality, on a mission to ensure every voice is heard. Since establishing Northern Cancer Voices, Tori and the team have seen a number of transformative opportunities. “Speaking at NHS cancer improvement events and working with strategic partners has allowed us to Tori Bradison: Championing Change in Cancer Care Since 2023, Northern Cancer Voices has operated with one clear purpose: to make sure that every person affected by cancer feels heard, supported, and empowered. This mission is headed by Founder and CEO Tori Bradison, whose visionary leadership has positioned Northern Cancer Voices as a trusted advocate for patients across the North East and North Cumbria. We spoke with Tori below for more, as she is named in the 2026 Most Influential CEO Awards. amplify patient voices where decisions are made,” she shared. “Awards and recognition also open doors, giving us credibility and helping us build partnerships with councils and businesses. These opportunities have pushed me to think bigger – moving from local advocacy to shaping systemic change.” Of course, the charity has also encountered its fair share of adversity. Ongoing funding pressure and uncertainty has made longterm planning difficult, but the team has tackled this head-on by diversifying income streams and building strong partnerships across the industry. Tori’s corporate background and Six Sigma training helps Northern Cancer Voices to cut through the bureaucracy and stay efficient, ensuring that every pound and hour spent is an investment in patient-led support and community-based cancer care. Named the UK’s Most Influential Non-Profit CEO 2026 in the field of Cancer Advocacy, Tori aspires to continue building Northern Cancer Voices into a sustainable, influential force for change. The charity is looking to the future with stabilisation as a key priority, aiming to generate more funds to ensure it can continue shaping the sector. Current funding runs until March 2026, with bids in progress, though confirmation is not expected until February. “Collaboration and innovation will be key to navigating the future,” Tori concluded. “We want to reach more communities and launch a corporate sponsorship offer to build sustainable partnerships. We need more investment in patient-led support and are actively seeking strategic partners who share our vision for equitable, community-based care, because collaboration is the key to lasting change.” To learn more about this remarkable mission – and discover how you can get directly involved in shaping change – visit Northern Cancer Voices’ website today. R Contact: Tori Bradison Company: Northern Cancer Voices Web Address: www. northerncancervoices.co.uk NORTHERN Cancer Voices
CEO MONTHLY / JANUARY 2026 11 Simplified and Secure Managed Kubernetes on Hetzner Kubernetes is an open-source platform focused on automating deployment, scaling, and management of containerised applications, making it vital in modern cloud-native infrastructure. Syself has made it its mission to see that Kubernetes becomes the gold standard for serious software, without forcing every company to build a giant platform team. We caught up with Syself’s own Sven Batista Steinbach, recognised here as the Most Influential CEO 2026 – Cloud Computing (Germany), for more. Syself delivers Enterpriseready Kubernetes on Hetzner (cloud and dedicated root servers in Germany and the EU), bringing the reliability, security, and compliance foundations organisations expect. Setting itself apart, the company is no stranger to achievement, with Syself being shaped by such initiatives as building the Cluster API Provider Hetzner (which is today the leading opensource way to run Kubernetes on Hetzner) and positioning itself as the safe landing point for organisations moving away from the likes of AWS and Azure. Using Kubernetes as a standardisation layer, rather than just to run containers, Syself builds its own APIs and controllers to replace manual operations. This is the closest the industry has ever come to a vendor-neutral operating model, and it works because almost everything can be run on it. Moreover, what Syself offers in this space is more than a tool, it is an operating model complete with real people delivering 24/7 support, in-house consulting, and a trusted network of partners/agencies working tirelessly to keep things seamless. Guiding Syself – aside from its core values of productionreadiness by default, safe and predictable change, a secure foundation that can be built on, full ownership and transparency, and software backed by real operators – is CEO Sven Batista Steinbach. The man responsible for outcomes (reliability, security, upgrades, and keeping customers sleeping at night), Sven’s days see him jump between product, design, engineering, sales, and hiring. He explained: “I might review lifecycle architecture in the morning, sit with our designer for hours to make a complex workflow feel obvious, join a migration call in the afternoon, and then close the loop with the team so we ship what actually reduces risk.” Regardless of which of these tasks he is doing, Sven’s guiding philosophy remains unchanged: go deep and then simplify. Whereas most teams build features on shaky foundations, Sven makes sure Syself’s foundations are continuously rebuilt until they are rock solid. An autodidact, fan of oneon-one meetings, and big believer in information moving as fast as possible, Sven’s affinity for computing dates back to when he was just three years old, and he got his first Apple Mac. Whilst most children would be interested in clicking the icons, Sven wanted to know what was underneath. By the time he was 16, Sven was running Gentoo Linux and had compiled his own kernel, an experience that taught him something key: if you do not understand the lowest layer, you will pay for it at the highest layer. This continues to guide Sven in his work to this day, as does the discipline that comes from him having competed professionally in 10-dance (a blend of Latin and ballroom). This is not dissimilar from the work his company carries out as on stage you do not debug, you execute what you have rehearsed. He added: “This is how we approach incident response and upgrades.” “Provisioning is day one. The real work is day two: upgrades, recovery, and security posture – ensuring stability across a complex infrastructure.” Having successfully built a team today capable of operating some of the largest Kubernetes on Hetzner with unrivalled reliability, Sven is now looking ahead to the future for Syself, which is all about taking the company from managed Kubernetes to something much bigger: an operating model for distributed systems. This is not simply a container management tool or orchestration tool – it is a web-based interface designed to interact with Kubernetes like a real system. Commenting on his own career, Sven told us how he plans to double down on the elements which made Syself into the success story it is today for those in search of a Kubernetes alternatives to AWS/Azure for Europe: deep technical understanding, product taste, and relentless education. Staying close to the hard parts whilst building new leaders within the company, the discipline this CEO has taken from dancing leads him to one inarguable truth: on stage you do not debug – you execute what you rehearsed. This is a fitting metaphor for how Syself approaches upgrades and incident response across its operation. In essence, the main take away is this: if a company’s cloud bill grows faster than their business, then there is a better model – and it’s already running in production, offering enterprise-ready Kubernetes on Hetzner and helping to reduce cloud spend with European infrastructure. More on all of this can be found at the link below. Contact: Sven Batista Steinbach Company: Syself Web Address: https://syself.com/
The engineering industry is advancing at a rapid rate, but its processes are being unnecessarily bottlenecked by inefficient software. Drive Resource Studio is an engineer-led software provider setting out to solve this growing problem with AI-powered software designed to streamline engineering operations. At the helm of this engineering revolution is CEO Kyran Griffin, a young leader looking to reshape the future of the engineering and manufacturing industry. We spoke with Kyran below for more, as he is named in the 2026 Most Influential CEO Awards. Kyran Griffin: Leading a New Era of Engineering
CEO MONTHLY / JANUARY 2026 13 On a mission to be a force for good in a sector that has been historically let down by software providers, Drive Resource Studio (DRS) is a software provider specialising in end-to-end solutions that transform and future-proof engineering processes. As an organisation founded and run by engineers, DRS understands the challenges currently facing the engineering sector all too well and is dedicated to removing the disruptive barriers impeding day-to-day operations to allow engineers to focus on what they do best. In a saturated market, DRS stands out for offering Virtual Production Lines, a digital AI powered feature designed to streamline operations. Companies of all sizes can accurately map their production processes within DRS using the Virtual Production Line feature, creating a digital twin of their real-world production line. What’s more, clients can utilise multiple Virtual Production Lines to reflect the reality of the distinct manufacturing routes various products may take, enhancing their ability to accurately plan production and work allocation. They can proactively collaborate within their supply chain through integrated communications within these virtual production lines accurately. At its core, DRS is fundamentally future thinking, not only content with solving today’s problems but committed to leaving the door open to the progressively AI powered future. It recognises that software must grow alongside the operational complexities within manufacturing and utilises emergent technologies to streamline clients’ processes, built to fit companies exact needs– providing them with full freedom to innovate while removing the workflow gaps that are holding their operations back. The company’s unrivalled industry understanding is fuelled by the passion of CEO Kyran Griffin. Engineering has always played a significant role in Kyran’s life, first sparked by his grandfather’s role in running a motorsport engineering company. Kyran’s formative years were filled with many hours of technical conversations – both on motorsport and the general field of engineering – which ultimately led to his achievement of a First-Class master’s degree in automotive engineering from Brunel University. Armed with extensive education, invaluable experience, and a lifelong passion for his craft, Kyran set off to put his skills to use. He was faced with the challenge of finding a role that would fuse his talent with his interest in motorsport, whilst also combining both the practical and design elements of engineering. After a gruelling search, Kyran found his first industry position in a specialist precision engineering business, highly regarded for supplying parts to the majority of F1 teams. Kyran first proved his skill set as a technician before rapidly progressing into the role of Senior Design Engineer. Throughout his career, he was given the opportunity to engage with and support his colleagues with the administrative and project management side of the business. These opportunities were instrumental to Kyran’s professional development, enabling him to gain an unrivalled perspective of the various advancements and obstacles facing his field. In fact, these invaluable discussions laid the foundation for the establishment of Drive Resource Studio; Kyran’s current role was equipped with top-quality staff, equipment, and procedures, yet its operations were continuously being held back by dated engineering management software. After further conversation with professionals across the industry, it became clear that this issue was widespread; the engineering sector was being significantly underserved by the software industry. Following this realisation, Kyran dedicated every spare minute of his time to building his concept and, within 18 months, he had designed the platform that would later become DRS. Raising money is notoriously challenging for a UK-based software startup, but DRS was soon oversubscribed during its pre-seed round, and the business was finally established in early 2025 – with Kyran taking a significant leap of faith by devoting himself full time to building the platform. The journey has not always been easy, as Kyran recalled: “Perseverance is crucial when raising funds and engaging with companies early on; there were occasions where the pitch was not always received positively. Dealing with rejection is always difficult, but it provides the opportunity to learn something. If you gain 1% from everyone, this builds over time into a huge improvement to what you are offering. The biggest critics are often the best source of inspiration and innovation.” Another initial challenge for Kyran was overcoming the knowledge gap that arose between his innovations and their applications within the software. Kyran’s professional career became an invaluable resource during this time, enabling him to build the skills to understand the power of emergent technology while also learning the processes behind building current products. This experience has since allowed Kyran to operate with a dual perspective: that of the customer – the engineer - and that of the provider – the software vendor. Today, Kyran leads DRS as it enters the industry with intentions to reshape its future and provide the software for engineering process management that its clients deserve. With the company currently in its startup phase, Kyran’s role covers all areas of the business, comprising product development, strategy, marketing, research, and more. Above all else, however, his primary focus remains on DRS’s product and the continuous development of the company’s offerings. Across his daily responsibilities, Kyran is guided by two key philosophies. Inherited from his time in engineering, Kyran’s first ethos is a “measure twice, cut once” philosophy. The DRS team completes every task effectively, with the right considerations made beforehand. This is an approach that can typically create additional work for the DRS team in the short term, though Kyran attests that it has increasingly proven its worth as DRS continues to operate. This is complemented by Kyran’s second ethos: to focus on what is important, not just on what seems important. “It is human nature to gravitate towards the areas that interest you most; however, at this stage, it is important for a CEO to ensure that all areas of the business are given due attention at the right time,” he explained. “Thus, objectively assessing targets, tasks, and obstacles on a daily basis is crucial to progress in all sectors of the company.” Every day is an opportunity for growth at DRS, and its CEO is no exception. As the company grows, Kyran has found himself increasingly faced with events, conferences, and presentations. “Coming from a technical background, public speaking is not a skill that comes naturally, so it has been a hurdle to overcome,” he told us. “It has changed my perspective; it is not only the strength of the product that matters, but also how others can come to understand the product that shapes the success of bringing it to market.” Having already achieved remarkable milestones throughout his career with the formation of DRS, Kyran is now shifting his focus to exploring the ways in which he can scale his impact as the company grows. With this focus, Kyran intends to expand and enhance the DRS workforce by introducing new people and skill sets to the team, while also improving his own ability as a mentor. Ultimately, this will ensure that he and his team continue to grow alongside DRS, as the company evolves into what is now known as the Best Engineering Operations Software Provider 2026. Beyond this, Kyran will undertake succession planning to open up certain areas of the business to operate without his day-to-day input. This process will enable him to build new leaders within the company, identifying those who can support its long-term vision. Ultimately, this will provide Kyran with invaluable time to develop his own leadership skills, focusing on the areas in which he can create the biggest impact. This dedication to supporting and shaping the engineering industry, demonstrated through a firmly forward-thinking approach to leadership, has earned Kyran recognition as the United Kingdom’s Most Influential CEO 2026 in the field of Engineering Tech Innovation. Of his recent achievements, Kyran shared: “I am very excited to be recognised so early in my career by a credible organisation. Having been focused on my vision for the future of manufacturing in the UK for close to three years, it is great to see other people buying into our vision and understanding the impact it could make. Engineering and manufacturing are often seen as niche and rarely considered at the forefront of what we can achieve in this country. I hope to change that by giving companies the ability to innovate faster and at a larger scale than ever before.” Web Address: driveresourcestudio.co.uk
CEO MONTHLY / JANUARY 2026 14 When Nadeem Raza Khan returned to Pakistan in 2011, he encountered a coastal landscape in steady decline. The Indus Delta – once one of the world’s largest mangrove ecosystems –had lost much of its natural resilience. Depleted freshwater flows, rising salinity and aggressive coastal erosion had weakened both the ecology and the local economy. “It was obvious the delta was in trouble, but it was equally obvious that it held one of the world’s most powerful natural climate solutions,” Khan says. “This wasn’t just an environmental challenge – it was a strategic opportunity waiting for the right structure.” Today, Khan’s Delta Blue Carbon (DBC) project has grown into the world’s largest mangrove restoration initiative, a flagship example of how blue carbon ecosystems can underpin climate finance, ecological renewal and community uplift simultaneously. It is one of the few large-scale projects globally where business logic and environmental recovery reinforce rather than compete with one another. The decisive early factor was a long-term partnership with the Government of Sindh, whose support provided governance continuity, policy stability and access to coastal land. “Without the Government of Sindh, this project would have remained a concept, not a reality,” Khan says. “They understood early that restoring the delta was not just an ecological imperative but an economic one.” This collaboration allowed DBC to launch restoration across 350,000 hectares, providing the scale needed to attract international investment and to position Pakistan as a leader in nature-based climate solutions. From the outset, Khan’s thesis centred on the concept of blue carbon: the ability of mangroves and coastal wetlands to store carbon at rates far higher than terrestrial forests. Restoring these ecosystems at scale could generate significant, verifiable carbon credits—creating a long-term revenue stream to fund continued restoration and protection. “We’re effectively rebuilding a natural carbon infrastructure,” Khan says. “And when you rebuild natural infrastructure, you also rebuild economic resilience.” The ecological gains have been substantial. Restored mangroves now anchor shorelines, reduce stormsurge height and enhance the stability of freshwater-adjacent farmland. Tidal flow has improved, fish nurseries have re-established themselves and biodiversity indicators are rising. These ecological improvements have direct economic consequences: stronger fisheries, fewer climate-related losses and more predictable local livelihoods. “Nature has always been the region’s insurance policy,” Khan notes. “We’re now restoring that policy after decades of neglect.” Delta Blue Carbon’s financial architecture has been built for durability. Dual certification under the Verified Carbon Standard and Climate, Community & Biodiversity Standards ensures that the blue carbon credits produced are considered high integrity – critical in a market increasingly demanding rigorous verification. Advanced digital MRV systems—drones, LiDAR, satellite imaging, multispectral analysis and AI modelling—have been integrated into the project’s monitoring framework. This data-centric approach gives the project credibility with investors and buyers. “Climate finance relies on evidence, not sentiment,” Khan says. “We invested heavily in data because trust is the currency of long-horizon projects.” The revenues from blue carbon credits fund continuous planting, hydrological restoration, forest management and scientific analysis – turning ecological recovery into a selfsustaining economic engine. Crucially, the project’s benefits are not confined to carbon markets or ecological metrics. Across the delta, the livelihoods of thousands of households have been reshaped. DBC has created stable employment across a spectrum of roles: nursery management, propagule cultivation, hydrological surveying, drone operations, biodiversity monitoring, carbon accounting and field management. Many of these are technical climate-transition roles that position local workers for participation in Pakistan’s emerging green economy. These new roles sit alongside improvements in traditional livelihoods. With mangroves returning, fisheries have become more productive; storm-related losses have decreased; and agricultural lands are better protected from saltwater intrusion. “Ecology and economy are not separate stories here—they are the same story,” Khan says. “When ecosystems heal, communities stabilise. And when communities stabilise, economies strengthen.” Delta Blue Carbon’s achievements have drawn international attention, including the Environmental Finance Award in 2022 and the SBCOP Award at the 2025 COP in Belém, Brazil. But Khan remains pragmatic. “Recognition helps show that serious work is happening, especially from the Global South,” he says. “But awards don’t plant mangroves or secure coastlines. What matters is daily execution on the ground.” This measured approach has earned the project credibility among investors, NGOs and governments seeking proof that large-scale, high-integrity blue carbon projects can deliver both environmental and socioeconomic returns. Delta Blue Carbon stands out not only for its scale but for its integrated design. It is ecological restoration, climate finance, community uplift and economic diversification—each reinforcing the other. “Blue carbon is not merely about carbon sequestration,” Khan says. “It’s about building systems where natural capital, human capital and financial capital move in the same direction. That is the future of climateresilient development.” What began as a vision in 2011 has become a blueprint for how emerging economies can pursue net-zero commitments without sacrificing growth or community wellbeing. As mangroves reclaim the Indus Delta, the project shows that coastal ecosystems can be reconstructed – and that when they are, they drive resilience, investment and opportunity in equal measure. “The delta taught us that nature rebounds when given structure and support,” Khan reflects. “And when nature rebounds, society follows.” Contact: Nadeem Khan Company: Indus Delta Capital / Delta Blue Carbon Website: https:// deltabluecarbon.com/ Environmental Conservation CEO of the Year 2025 – UK How Nadeem Khan Turned Pakistan’s Indus Delta into a Blueprint for Blue Carbon
CEO MONTHLY / JANUARY 2026 15 Rajeev Arya: Leading with Empathy and Empowerment For more than two decades, Rajeev Arya has served as a key player in the field of financial services and technology, witnessing the sector evolve through several transformative waves of change. Since entering the industry, Rajeev has led a career driven by curiosity and shaped by a desire to solve the problems others overlook. This ethos has propelled Rajeev to stand at the forefront of the industry, undertaking a number of senior management and leadership roles at a wide range of leading organisations. Rajeev joined OPAL in 2024, stepping into the company as its CEO. OPAL is a UK-based administrations software and solutions business, specialising in protection, pensions, and wealth management products. The company has developed and launched Pandora inhouse, a wealth protection and management platform that enables rapidly delivered, flexible digital solutions to connect its clients with their customers however and whenever they require – all in one comprehensive platform. “Building OPAL was not about chasing trends; it was about creating something that genuinely improves how firms operate day to day,” Rajeev told us. “That mindset has taken me from hands-on delivery roles to leading a company that is now recognised across the UK for its impact and innovation.” As CEO, Rajeev believes that his role is to set the vision and ensure that every element of OPAL moves with complete cohesion and purpose. He leads his team with a dual focus: ensuring his people have the clarity and confidence to deliver at their very best, while simultaneously remaining close to the business’s clients and technologies in recognition of their role in shaping the future of OPAL. Understanding all aspects of the business is imperative to Rajeev, with the belief that the most effective CEOs are those who can “talk tech in the morning and client relationships in the afternoon.” To Rajeev, leadership must be grounded in clarity and trust. “Over the years, I’ve learned that empathy is as powerful as strategy,” he added. “You can set the best targets in the world, but if your team doesn’t feel seen or supported, performance will always fall short. My approach today balances accountability with genuine care – people will work harder when they know they are valued.” Under Rajeev’s guidance, OPAL fosters an internal culture built on trust, accountability, and collaboration. Rajeev spends extensive time with his teams, identifying areas of operational success and areas for improvement, and ensuring that their ideas actually translate into tangible action. Every member of the team understands how and why their role contributes to sustained success and, as a result, believe in each other and in the overarching mission. Driven by such a standout team, OPAL is well-equipped to meet any industry challenges headon. The financial technology sector is continually evolving, with ongoing changes to regulations and data security complemented by the widespread adoption of AI and automation into services. These advancements present both obstacle and opportunity for OPAL, having a direct hand in shaping clients’ expectations and demands. The next 12 months will see OPAL continue to expand its platform’s capabilities with deeper automation, smarter analytics, and even stronger integration for its clients. The company is investing heavily in both technology and people, with the recognition that both are critical to its next phase of growth. Beyond that, OPAL’s focus is on scaling internationally whilst retaining the same unrivalled standards that has earned its status as the Best Digital Administration Platform 2025. As for Rajeev’s future, he shared: “We’ve built something we are genuinely proud of – technology that is transforming how financial administration works in the UK and beyond. Recognition as the UK’s Most Influential CEO 2025 in Financial Technology and Administration is a milestone, but not a finish line. My focus is on taking OPAL to the next level and setting new benchmarks for how digital administration should be done.” Contact: Rajeev Arya Company: OPAL Web Address: www.opal-uk.com Since its inception in 1994, Outsourced Professional Administration Limited (OPAL) has been providing superior lifetime administration software and solutions to some of the biggest names in financial services. The entrepreneurial company is headed by CEO Rajeev Arya, a visionary leader boasting more than 25 years of experience at the helm of leading financial services enterprises. We spoke with Rajeev to learn more information, as he is named in the 2025 Most Influential CEO Awards.
www.ceo-review.comRkJQdWJsaXNoZXIy MTUyMDQwMA==