June 2025 Featuring: Akanksha Rais: Powering Change. Earning Recognition. Leading with Purpose.
Welcome to the June 2025 issue of CEO Monthly. We are pleased to bring a selection of news, features, and success stories to our readers around the world. Covering a diverse range of sectors, this month’s issue of CEO Monthly Magazine focuses on exactly how our award-winning CEOs are taking their market by storm. We are proud to present our collection of mighty CEOs who are guiding the way for their businesses, teams, and industries, and we are sure you will find something inspiring in the following pages. From professionalism in the cannabis/CBD industry to expert diversity and inclusion strategies, purposeful leadership for financial operations to expansive innovation in the world of Fintech, and more, this month’s pages are full of motivational examples of what it means to be dedicated to one’s craft. We will be here to showcase even more accoladewinning CEOs, and their empires – no matter the size – next month. For now, we wish you an excellent June ahead. 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 6. The Role of Diversity and Inclusion in Driving Business Success 8. Jens Bader: Driving Innovation and Growth in Fintech 9. Lehua Brands: Professionalism in the ‘Wild West’ Cannabis/CBD Industry 11. Akanksha Rais: Powering Change. Earning Recognition. Leading with Purpose. 12. The Role of Diversity and Inclusion in Driving Business Success 13. Why Every Founder’s Growth Plan Needs Breathwork 15. Why Resource Planning Needs a Seat at the Leadership Table Contents
NEWS Bluetape USA Appoints PropTech and Home Improvement Veteran James Bruno as New CEO to Drive Next Stage of Growth
Daxtra Technologies (Daxtra) announced the appointment of HR technology veteran Michael Flannery as Chief Executive Officer. Flannery brings more than two decades of leadership experience in the human capital management and HR technology spaces. He most recently served as CEO of headversity, a workplace mental health platform, and previously was Chief Customer Officer at iSolved, where he oversaw operations and customer success for more than 175,000 customers. At Daxtra, Flannery succeeds Terry Baker, who led Daxtra’s successful launch into the enterprise HR market. Founded in 2002 by Andrei Mikheev and Steve Finch, Daxtra brought pioneering artificial intelligence technology into talent acquisition. Today, the company continues to incorporate the latest advances in generative artificial intelligence into its core solutions for resume parsing and candidate search. Daxtra’s platform enables talent leaders to overcome the challenges of identifying, qualifying, and engaging high-quality candidates at scale, powering over 1 billion resume parses for its more than 2,500 clients. Its foundational technologies also serve as the candidate data engines for many applicant tracking systems and a wide partner ecosystem. In 2025, Daxtra launched TalentFlow, an agentic AI-powered platform designed to automate and streamline sourcing, matching, screening, and candidate communication. The infusion of advanced AI models into Daxtra’s workflows has improved both accuracy and recruiter throughput, significantly reducing the time needed to identify and screen top quality talent. This launch represents a pivotal step in Daxtra’s evolution, and with Michael Flannery joining as CEO, the company is positioned to shape the future of recruitment—rearchitected with agentic AI at its core. “Throughout my career, I’ve witnessed how transformative technologies reshape the way companies manage and engage their workforce,” said Flannery. “Daxtra has a long-standing reputation for innovation, and with the launch of TalentFlow, continues its position as a leader in the global talent acquisition market. I’m thrilled to join at such a pivotal moment for AI and lead the company’s next chapter of growth and market leadership.” “Michael is a proven technology executive and the right leader to guide Daxtra through its next phase,” said Bob Morse, Managing Partner at Strattam Capital and member of Daxtra’s Board of Directors. “We thank Terry Baker for the impact he had on Daxtra during his tenure and we are looking forward to working with Michael as he and the Daxtra team continue to shape the AI-driven future of talent acquisition.” Daxtra Announces Appointment of Michael Flannery as CEO Bruno will guide Bluetape’s expansion from a successful local company, specializing in real estate transaction repairs, into a national organization serving real estate agents, teams, and brokerages throughout the country. Bluetape USA, a leader in modernizing repairs for residential real estate transactions through its dedicated in-house repair teams and tech-forward platform, today announced the appointment of James Bruno as its new Chief Executive Officer. Bruno’s appointment signals a strategic move to accelerate Bluetape’s expansion and further solidify its position as the go-to repair partner for results-driven real estate agents, teams, and brokerages. Bruno brings decades of leadership experience driving innovation and operational excellence in the residential construction and home improvement sectors. He has played a foundational role in scaling early-stage companies into industry leaders, particularly within the real estate transaction and renovation space. His deep understanding of construction services, combined with a forward-thinking approach to technology and customer experience, positions him perfectly to guide Bluetape USA through its next phase of growth. “The real estate repair landscape is ripe for transformative change,” said James Bruno, in his first statement as CEO. “Bluetape’s method of integrating strong operational systems and tech-driven efficiencies enables our service excellence. This isn’t just about repairs; it’s about uplifting the relevancy and brand of the agents and brokerages we work with. In an industry where differentiation is key, partnering with a premium, reliable repair service like Bluetape allows agents to offer a service that’s a step above—turning a potential pain point into a positive experience for them and their clients. I’m incredibly excited to lead a company so clearly focused on solving these critical pain points for agents.” Bluetape is uniquely positioned to meet the surging demand for reliable and efficient real estate repairs. Bruno elaborates, “For too long, agents, sellers, and buyers have navigated a fragmented, outdated repair model. There’s a clear demand for a modern alternative that offers a seamless experience and consistently highquality results. Bluetape answers that call. From our fast, digital estimates and transparent project tracking to the unmatched reliability of our trained, in-house repair team and dedicated single point of contact, we are providing the 21st-century solution that empowers modern agents.” Bruno’s expertise and experience in leading residential improvement projects, optimizing workflows through automation and digitization, aligns perfectly with Bluetape’s core mission to modernize and simplify the pre-listing and inspection repair process, allowing agents to focus on their clients and core business. “James’s proven ability to build and scale operations while maintaining a superior customer experience makes him the ideal leader to spearhead Bluetape’s next phase of growth and innovation,” said Brad Hawkins, Co-founder and SVP, Field Operations at Bluetape USA. “His profound understanding of both the construction industry and the nuances of technology-enabled service delivery will be invaluable as we expand our footprint and continue to redefine the real estate repair market.” For more information about Bluetape USA and its services, visit https://www.bluetapeusa.com/
The Role of Diversity and Inclusion in Driving Business Success
CEO MONTHLY / JUNE 2025 7 It’s tempting to think diversity and inclusion have already been dealt with. Policies are written, metrics are reported and awareness days are ticked off the calendar. But the companies gaining real ground aren’t treating D&I as a completed task, they’re weaving it into how decisions are made, how people are valued and how future success is shaped. When we talk about diversity, it’s not just about race, gender, or age. True diversity includes different ways of thinking, life experience, neurodivergence, socio-economic background, disability (both visible and invisible), nationality, cultural heritage and more. It’s the full range of human difference and whether organisations recognise, value and use it wisely. The businesses creating lasting success aren’t simply the ones that look diverse, they’re the ones where different voices are genuinely heard and acted on. Where innovation comes from varied perspectives and where teams are resilient because challenges are seen from more than one angle. Diversity and Inclusion: A Strategic Advantage, Not a Side Project High-performing organisations don’t treat diversity and inclusion as a social project. They see it as a strategic asset. It’s a leadership discipline fundamental to innovation, agility and sustainable growth. When teams bring together a breadth of perspectives shaped by different backgrounds, lived experiences and ways of thinking they spot risks earlier, generate more creative solutions and avoid the blind spots that homogenous groups often miss. It’s no coincidence that companies with more diverse leadership teams outperform their peers financially. McKinsey’s 2023 report found that companies in the top quartile for ethnic and gender diversity on executive teams were 39% more likely to outperform on profitability than those in the bottom quartile (McKinsey, 2023). In other words: inclusion isn’t about being seen to do the right thing, it’s about doing what makes the business stronger. What Happens When Diversity Stops at Optics The risk many organisations face is assuming that visible diversity - hiring more women, appointing leaders from different ethnic backgrounds - is enough. Representation matters. But it’s just the starting point. Without true inclusion, without systems that actively hear, promote and act on different voices, businesses fall into performative habits that cost them dearly. Here are some tell-tale signs that inclusion isn’t as embedded as leaders might think: 5 Signs You’re Not as Inclusive as You Think 1. The same voices dominate key conversations. If most decisions are made by the same small group, you’re likely missing out on different perspectives and better outcomes. 2. Promotion and opportunity patterns are narrow. If leadership progression quietly favours a familiar type, it’s a sign that systemic barriers may still exist, even unintentionally. 3. New ideas from different perspectives stall early. Innovation needs psychological safety. If fresh viewpoints get overridden, minimised, or quietly dropped, inclusion isn’t working yet. 4. Diverse hires leave faster than others. Representation without real belonging leads to quick exits. Retention is often a more revealing measure than recruitment. 5. Feedback exists — but doesn’t lead to change. If employees share concerns or suggestions but nothing shifts then trust erodes. Inclusion means acting on insight, not just collecting it. Inclusion isn’t about events, surveys, or policies. It’s about the everyday moments where culture is either reinforced or undermined. Inclusion as a Growth Engine: What the Data Tells Us Organisations that embed diversity and inclusion into their operations gain tangible commercial advantages. Take Diageo, for example: over 44% of leadership roles are now held by women and 46% by ethnically diverse leaders; achievements which have paralleled their global growth and brand dominance. They proudly announce their steps towards inclusion regularly on their website. Or look at Harry Specters, a chocolatier whose business model (employing and empowering autistic individuals) has not only won awards for their products but built fierce brand loyalty in the process (Harry Specters, 2024). The commercial upside is clear: Diverse, inclusive companies attract wider talent pools, understand broader customer bases, innovate more naturally and show stronger financial returns. And perhaps just as importantly, they build resilience - the ability to adapt, evolve and thrive in a fast-changing world. Leadership’s Role: Embedding Inclusion into the Business Blueprint Building truly inclusive businesses isn’t a task to delegate to HR. It sits firmly at leadership level. • It’s in who gets promoted. • It’s in how decisions are made. • It’s in whose ideas shape the strategy. • And it’s in the behaviours that are rewarded and repeated every day. Inclusion isn’t a project, it’s a leadership habit. It’s designing systems where a wide range of voices not only exist, but influence outcomes. It’s recognising that the workplaces we build today are the ones that will shape the lives of the next generation, including our own children. The next wave of talent, leaders and entrepreneurs expect workplaces where inclusion isn’t exceptional. The leaders who create those environments now won’t just build stronger businesses. They’ll leave behind something far more valuable. Conclusion Diversity and inclusion aren’t just about values, they’re about value. They drive innovation, growth and resilience. They create organisations that are not only more human, but more competitive. And for leaders willing to embed inclusion into the very fabric of their business, the rewards - financial, strategic and cultural - will speak for themselves.
CEO MONTHLY / JUNE 2025 8 ens Bader joined Calida Financial as its CEO in September 2024, after rising up the ranks to assume his position. He initially entered the industry as a Junior Marketing Manager at an early payments and tech company – the role that gave Jens what he refers to as the “payments bug.” Ever since, he has worked within the payments industry, gradually moving through various commercial roles before finally entering leadership positions. Throughout the course of his career, Jens has been fortunate to work with payment providers of all sizes – from early-stage startups to large blue-chip companies. “The timing worked in my favour, too,” he reflected. “I entered the industry back in the early 2000s, before payments were even regulated, and I’ve had the chance to witness and be part of the massive evolution that’s taken place since – across regulation, technology, and the globalisation of payments.” “One thing that has been essential throughout is my belief in lifelong learning. It’s not always easy to keep up, especially as the pace of tech cycles continues to accelerate, but in this industry staying up to date isn’t optional.” Leveraging his vast experience, Jens had developed an approach to leadership that entails remaining available, but never intrusive. He opts for being hands-off when managing people directly, instead placing trust in his team and viewing his role more as a resource than a director. Jens believes that his best offering is his experience and knowledge, which he tries to use to empower and support others on his team, striving to treat everyone equally. Ultimately, Jens recognises that having active involvement in the day-to-day operations of Calida Financial is one of the best ways to share what he knows and help the people around him grow. “Earlier in my career, I was more focused on giving direction and telling people what to do,” he explained. “Over time, I’ve learned that people often thrive when they’re given Jens Bader: Driving Innovation and Growth in Fintech Founded in 2022, Calida Financial is an established financial service provider with extensive experience and a wealth of knowledge, renowned for seamlessly blending cutting-edge technology with trusted expertise. The company is expertly steered by Jens Bader, its CEO and a prominent payments expert boasting extensive knowledge and experience in the financial technology and payment processing industry. We spoke with Jens to learn more, as he is named in the Most Influential CEO Awards 2025. the space to take ownership, with support when they need it. That shift has made a big difference in how I lead today.” Jens leads a diverse, international team, which he told us brings a great mix of perspectives, ideas, and energy to Calida Financial. One of his biggest prides at the company is the space the team have created for people to take on responsibility, step up, and truly get involved in shaping a company. As a result, the internal culture is a relaxed, open, and fair environment where each member of the team is entrusted and encouraged to do their job and grow. Integrity lies at the very core of Jens’s operational approach, believing it to be the most important element of business. Over the years, Jens has seen firsthand the results of individuals losing their integrity – or those that never possessed it to begin with – and shared that it is always an unfortunate sight. He told us: “Integrity builds trust, and without trust, nothing sustainable can grow. That is a principle I try to live and lead by every day.” “I see culture as something that is lived, not enforced – so I stay close to the team, stay approachable, and try to lead by example. The team really is the foundation of our success, and I believe that when you create the right environment, people naturally thrive.” Recognised as Austria’s Most Influential CEO 2025 in Fintech Solutions, Jens has grown and evolved into an excellent leader since first entering the industry, building a remarkable wealth of knowledge along the way. For budding CEOs, he shared the following advice: “First, stay close to your business – know what is really going on, and care about the details. It’s easy to get pulled into industry noise, but staying focused on what truly matters will serve you better in the long run. “I also recommend keeping a healthy distance from social media and leaving politics at the door; they can be distractions more than anything else. And maybe most importantly, don’t think of leadership as ruling – think of it as enabling. Your job is to help people do their best work, not to control every move. That mindset makes a huge difference.” J Contact: Jens Bader Company: Calida Financial Ltd. Web Address: www.calida.financial
CEO MONTHLY / JUNE 2025 9 Lehua Brands: Professionalism in the ‘Wild West’ Cannabis/CBD Industry The mission of California’s Lehua Brands is simple but powerful – to craft award-winning cannabisderived products reflective of the strength, diversity, and resilience of the individuals behind them. The company comprises a portfolio of unique brands and a team consisting of dedicated, respectful, and caring members of staff. At the helm of this operation and responsible for preserving Lehura Brands’ human-first culture is Sierra Elania, who we caught up with on the back of her recognition as the Most Influential CEO 2025 – Cannabis/CBD Products (North America). A collective united by its rigorous adherence to a set of shared values, Lehua Brands prides itself on always showing up for both the consumer and its team alike, making waves in an industry that may seem fun from the outside, but which is also complex and evolving all the time. This cannabis beverage company therefore does much more than beverage white labelling and creating alcohol-alternative products, it invests in its people and encourages them to be the best possible versions of themselves. “At Lehua, this isn’t just a job – it’s a vocation. One rooted in passion, purpose, and a deep respect for the plant and the people it helps.” When she inherited Lehua Brands, Sierra was faced with a cannabis house of brands that was burning through its cash reserves, had no clear path for success, and possessed little understanding of what it took to succeed in the California market. Others may have seen this as a red flag, but what Sierra saw was potential. Rolling up her sleeves and getting stuck in, Sierra is the rare breed of CEO that is actually in the trenches with their team, taking accountability for both the company and its people. No job is too big or too small for Sierra, and since she joined the company in September 2022 – initially as its CRO, and then as CEO six months later – she has carried out everything from marketing and HR to cleaning out the storage room and packing boxes. During a blizzard, Sierra even took to the streets herself to sell the company’s products. Most of the time however, Sierra can be found as the driving force behind Lehua Brands’ strategic direction and vision for the bright future ahead. Sierra got to this point after working in the realm of consumer-packaged goods (primarily beer and wine) for two decades, leveraging a background spanning every aspect of the industry to make a successful – and deeply personal – transition to cannabis. “When my father was battling Parkinson’s”, she explained, “he refused opioids, so I brought him edibles to ease his pain. That experience showed me the profound potential of this plant, not just for recreation, but for real medical relief. His journey is what inspired mine, and it’s why I approach this work with the respect and purpose that all people, including those who consume cannabis, deserve.” The impact that Sierra’s father had on her career goes much further, as it was his lesson that everyone puts their pants on one leg at a time that taught her the unwritten rule that every CEO should abide by: never think you’re above anyone else. Sierra has been guided by this principle across her career, with her refusal to negotiate on her values resulting in a CEO that is decisive, grounded, and can lead with both humility and fairness. After all, doubt creates chaos, especially in highpressure situations. What follows is a supportive and welcoming internal culture, a space where people are valued, authentic, and take ownership of their roles. Upon their feedback, Sierra’s team independently shared comments which followed this common thread; Lehua Brands’ team have always felt they are part of a family and community, where each person is respected and nurtured. This serves Lehua Brands well in an industry where excessive taxes, a broken distribution system, and rampant illicit sales are all challenges companies face on a daily basis. By preparing and not panicking, this cannabis beverage company has positioned itself favourably for growth and is soon set to expand into two additional US states and double down on its presence in Canada. As for her own plans, Sierra aims to write a book – which she promised her father she would do. Although she started years ago, Sierra – a survivor of domestic violence and narcissistic abuse – had not done the necessary healing required to finish the project. Now, she is ready. Her story may not be an easy one, but the lesson to take away could not be simpler: resilience is messy but worth it, and we are all more capable than we know. We urge those as inspired by Sierra Elania’s journey as us to follow the link below to explore the comprehensive range of products offered through Lehua Brands. Contact: Sierra Elania Company: Lehua Brands Web Address: https://www.lehuabrands.com/ AIS-May25004
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CEO MONTHLY / JUNE 2025 11 Akanksha Rais: Powering Change. Earning Recognition. Leading with Purpose. Akanksha Rais is the solo Founder and CEO of Capitawise, a role that spans across the full spectrum of building and scaling an earlystage Insurtech venture. Since founding Capitawise in April 2024, Akanksha’s time has been primarily divided into three core areas of operation: product development, investment strategy, and sales and marketing. “Wearing multiple hats is not always easy,” she shared. “Every day brings new challenges and shifting priorities, but I find deep satisfaction in the journey. There’s a unique calm in the chaos that I experience now – something I never quite felt in my previous roles. It’s the calm that comes from doing work aligned with your vision, building something meaningful from the ground up, and seeing the impact it can have on an industry in need of change.” “My mantra has always been simple: work hard, stay focused, and be consistent.” Akanksha’s journey to founding and leading Capitawise has been one shaped by curiosity, discipline, and a deep desire to create meaningful change in industries that shape our daily lives. She began her professional life as an engineer, her early career grounded in the high-tech, high-precision world of semiconductors. As rewarding as the world of semiconductors was, however, Akanksha began to feel a pull towards solving more systemic, people-centric problems – ones that required a bridge between technology and everyday decision-making. That pull eventually led her to the insurance industry, more than 15 years ago. To Akanksha, it was a natural evolution: both industries are complex, data-intensive, and foundational to modern life. “My transition into insurance was hands-on and comprehensive,” Akanksha recalled. “I didn’t just study insurance from the outside; I embedded myself in the very heart of its operations. I worked closely with claim departments, absorbing the challenges of frontline claims processing and customer service.” Reflecting upon her journey, Akanksha noted that one of her most formative periods came during a series of post-merger integrations. These experiences taught her not only about the financial and operational restructuring required after a merger, but also about the human side – how to navigate cultural shifts, align disparate systems, and drive change in environments that are often resistant to it. “Today, I feel equally confident discussing system architecture as I do engaging in a strategic discussion with investors or insurance executives. This dual fluency allows me to make faster, more informed decisions and to build bridges across departments, disciplines, and even industries.” What truly distinguishes Akanksha’s inspirational journey is that she never saw technology and business as separate disciplines, instead believing that great innovation sits at their intersection. Over time, this belief allowed Akanksha to evolve from a technologist into a business strategist without ever abandoning her technical roots. Today, Akanksha leads a company shaping the future of insurance finance, earning herself the title of the UK’s Most Influential CEO 2025 in Financial Technology. When Akanksha founded Capitawise, it was with the conviction that insurers deserved better tools, tools that don’t just crunch numbers but provide actionable intelligence. Insurers operate in one of the most data-rich but insight-poor environments, and Akanksha saw firsthand how legacy systems, siloed data, and fragmented workflows were costing millions in efficiencies and lost opportunities. Capitawise was born from a desire to solve that, unifying critical financial data into a single source of truth and helping insurers to unlock capital, reduce risk, and drive performance with confidence. “The journey has also been deeply personal. I’ve learned resilience through failure, humility through collaboration, and confidence through repetition.” “In reflection, every role I took on, every sector I explored, Capitawise was founded with one mission: to fundamentally transform the way insurers manage their financial strategy, regulatory obligations, and capital allocation. At its core, Capitawise is focused on making insurers fundamentally more agile, strategic, and future-ready in their financial operations. At the helm of this leading company sits Akanksha Rais, its Founder and CEO, named in the Most Influential CEO Awards 2025. She told us more, below. and every problem I tried to solve was a stepping stone that brought me to where I am today,” Akanksha concluded. “Capitawise is not just a company, it’s a culmination of everything I’ve learned, everything I’ve built, and everything I believe the insurance world needs to thrive in the future. “And yet, this is just the beginning. The road ahead is filled with opportunities to continue learning, to scale our vision, and to keep transforming one of the most critical industries of our time. I’m incredibly grateful for the journey so far, and I remain energised by the impact we’re poised to make in the years to come.” Contact: Akanksha Rais [email protected] Company: Capitawise Ltd Web Address: https://capitawise.co.uk/ Linkedin: akanksha-rais
CEO MONTHLY / JUNE 2025 12 t’s tempting to think diversity and inclusion have already been dealt with. Policies are written, metrics are reported and awareness days are ticked off the calendar. But the companies gaining real ground aren’t treating D&I as a completed task, they’re weaving it into how decisions are made, how people are valued and how future success is shaped. When we talk about diversity, it’s not just about race, gender, or age. True diversity includes different ways of thinking, life experience, neurodivergence, socio-economic background, disability (both visible and invisible), nationality, cultural heritage and more. It’s the full range of human difference and whether organisations recognise, value and use it wisely. The businesses creating lasting success aren’t simply the ones that look diverse, they’re the ones where different voices are genuinely heard and acted on. Where innovation comes from varied perspectives and where teams are resilient because challenges are seen from more than one angle. The real question isn’t “have we ticked the boxes?”, it’s “are we hearing from people we would never have heard from ten years ago?” Diversity and Inclusion: A Strategic Advantage, Not a Side Project High-performing organisations don’t treat diversity and inclusion as a social project. They see it as a strategic asset. It’s a leadership discipline fundamental to innovation, agility and sustainable growth. When teams bring together a breadth of perspectives shaped The Role of Diversity and Inclusion in Driving Business Success By Kate Davis, founder of Meraki People Inclusion as a Growth Engine: What the Data Tells Us Organisations that embed diversity and inclusion into their operations gain tangible commercial advantages. Take Diageo, for example: over 44% of leadership roles are now held by women and 46% by ethnically diverse leaders; achievements which have paralleled their global growth and brand dominance. They proudly announce their steps towards inclusion regularly on their website. Or look at Harry Specters, a chocolatier whose business model (employing and empowering autistic individuals) has not only won awards for their products but built fierce brand loyalty in the process (Harry Specters, 2024). The commercial upside is clear: Diverse, inclusive companies attract wider talent pools, understand broader customer bases, innovate more naturally and show stronger financial returns. And perhaps just as importantly, they build resilience – the ability to adapt, evolve and thrive in a fast-changing world. Leadership’s Role: Embedding Inclusion into the Business Blueprint Building truly inclusive businesses isn’t a task to delegate to HR. It sits firmly at leadership level. • It’s in who gets promoted. • It’s in how decisions are made. • It’s in whose ideas shape the strategy. • And it’s in the behaviours that are rewarded and repeated every day. Inclusion isn’t a project, it’s a leadership habit. It’s designing systems where a wide range of voices not only exist, but influence outcomes. It’s recognising that the workplaces we build today are the ones that will shape the lives of the next generation, including our own children. The next wave of talent, leaders and entrepreneurs expect workplaces where inclusion isn’t exceptional. The leaders who create those environments now won’t just build stronger businesses. They’ll leave behind something far more valuable. Conclusion Diversity and inclusion aren’t just about values, they’re about value. They drive innovation, growth and resilience. They create organisations that are not only more human, but more competitive. And for leaders willing to embed inclusion into the very fabric of their business, the rewards – financial, strategic and cultural – will speak for themselves. I by different backgrounds, lived experiences and ways of thinking they spot risks earlier, generate more creative solutions and avoid the blind spots that homogenous groups often miss. It’s no coincidence that companies with more diverse leadership teams outperform their peers financially. McKinsey’s 2023 report found that companies in the top quartile for ethnic and gender diversity on executive teams were 39% more likely to outperform on profitability than those in the bottom quartile (McKinsey, 2023). In other words: inclusion isn’t about being seen to do the right thing, it’s about doing what makes the business stronger. What Happens When Diversity Stops at Optics The risk many organisations face is assuming that visible diversity – hiring more women, appointing leaders from different ethnic backgrounds – is enough. Representation matters. But it’s just the starting point. Without true inclusion, without systems that actively hear, promote and act on different voices, businesses fall into performative habits that cost them dearly. Here are some tell-tale signs that inclusion isn’t as embedded as leaders might think: 5 Signs You’re Not as Inclusive as You Think 1. The same voices dominate key conversations. If most decisions are made by the same small group, you’re likely missing out on different perspectives and better outcomes. 2. Promotion and opportunity patterns are narrow. If leadership progression quietly favours a familiar type, it’s a sign that systemic barriers may still exist, even unintentionally. 3. New ideas from different perspectives stall early. Innovation needs psychological safety. If fresh viewpoints get overridden, minimised, or quietly dropped, inclusion isn’t working yet. 4. Diverse hires leave faster than others. Representation without real belonging leads to quick exits. Retention is often a more revealing measure than recruitment. 5. Feedback exists — but doesn’t lead to change. If employees share concerns or suggestions but nothing shifts then trust erodes. Inclusion means acting on insight, not just collecting it. Inclusion isn’t about events, surveys, or policies. It’s about the everyday moments where culture is either reinforced or undermined.
CEO MONTHLY / JUNE 2025 13 Why Every Founder’s Growth Plan Needs Breathwork By Rebecca Sutherland, CEO and Founder of HarbarSix Let’s be honest: When we talk about growing a business, most people reach straight for the numbers. Forecasts, funding rounds, marketing funnels, profit and loss. All important, no question. But if you’re a founder, you already know there’s a whole other side to building something meaningful. One that doesn’t live in spreadsheets or investor decks. It lives in you. Your energy, your clarity, your resilience. And this is where breathwork comes in. Yes, I said breathwork. Not a revenue model. Not a new app. Not a time-blocking hack. Your breath. It sounds simple, maybe even a bit fluffy, but I promise you, this is one of the most overlooked growth tools out there. And if you’re serious about scaling, it’s time to stop ignoring the power of your own nervous system. Your mindset is your business plan As founders, we love a plan. We map out user journeys, plot quarter-by-quarter growth, and pin our hopes on the next campaign or product iteration. But we often forget the one constant in all of this – ourselves. You are your business’s greatest asset. And when you’re dysregulated, overwhelmed, scattered or burned out, it shows. In your decision-making, your team dynamics, your creativity. It all starts to wobble. That’s because success isn’t just about what you do, it’s about how you show up. You can have the most airtight strategy in the world, but if you’re mentally foggy or emotionally tapped out, you won’t execute it well. You’ll second-guess yourself, delay key moves, or worse, push through with so much tension that your body starts waving the white flag. Breathwork brings you back online What breathwork does – and I’m talking about intentional, guided breathwork, not just “take a deep breath” – is help you regulate your nervous system. It moves you from fight or flight into rest and restore. From frantic to focused and from reactive to responsive. And let me tell you that shift changes everything. I’ve seen founders go from stuck in analysis paralysis to suddenly having the clarity to make bold, aligned decisions. I’ve watched teams transform because a founder started leading from presence rather than pressure. I’ve had clients breathe through blocks that years of mindset coaching couldn’t quite reach. The body holds onto stress and old patterns far longer than we realise, and breathwork gives us a direct line to release them. The science backs it too For anyone wondering if this is just spiritual fluff, let’s talk facts. Breathwork has been shown to reduce cortisol, lower blood pressure, improve focus, and boost emotional regulation. It can help you sleep better, think clearer and even feel more connected to others, which is exactly what you need when building a business that actually lasts. And no, you don’t need to be a yogi or wear white linen to do it. You can do breathwork in your hoodie at your desk, five minutes before a pitch or investor call. It’s accessible, practical, and incredibly powerful. Energy is contagious – especially yours Have you ever walked into a room and felt someone’s stress before they even said a word? That’s the energy you bring as a founder. Whether you realise it or not, your nervous system sets the tone for your whole business. If you’re constantly in survival mode, chances are your team is too. They’ll mirror that energy, even if they can’t name it. On the flip side, when you lead from a regulated state, calm, grounded, and focused, your team feels it. It creates safety. It invites creativity. It gives people permission to slow down, zoom out, and do their best work. That’s not woo, that’s leadership. Your breath doesn’t lie One of the most humbling things about breathwork is how honest it is. You can’t out-think your breath. You can’t manipulate it into pretending everything’s fine when it isn’t. It will show you where you’re holding tension, what you’re avoiding, and even what you’ve outgrown. And while that can feel uncomfortable, it’s also wildly freeing. Because once you’re aware, you can change it. You can release the stress that’s been keeping you small. You can breathe through the fear that’s been making you play safe. You can start to build not just a successful business, but a sustainable life. Build your business from the inside out So, what does it look like to actually include breathwork in your growth plan? It might be as simple as starting your mornings with a short conscious breathing practice. It could mean booking monthly breathwork sessions alongside your board meetings. It could even become part of your team’s wellbeing strategy, helping your whole organisation operate from a more grounded place. The point is, this isn’t about replacing your spreadsheets. It’s about remembering that you are the engine behind them. If your mind is racing and your body is constantly braced for the next crisis, your business will reflect that. But if you can pause, reset, and breathe, you make space for better decisions, deeper connection, and braver growth. So, the next time you plan your next big move, don’t forget to check in with your breath. It might just be the missing piece you didn’t know your growth strategy needed.
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CEO MONTHLY / JUNE 2025 15 Why Resource Planning Needs a Seat at the Leadership Table Growth. Transformation. People. They’re the words you’ll hear in almost every boardroom conversation. CEOs have them top of mind, and rightly so. But there’s a tendency to focus on the destination and lose sight of the route that gets you there. The day-to-day operational work that turns ambition into action. The quiet engine behind a firm’s success. At the heart of that engine is resource planning. It’s not just admin or scheduling. In people-based businesses like professional services, it’s the framework that keeps everything standing—and moving in the right direction. Resource planning has often been treated as something functional. It’s what happens once strategy is done. Once a pitch is won, a new client onboarded, or a new programme agreed. But this approach puts the cart before the horse. Because how work is allocated directly influences whether that strategy can succeed. It affects profitability, yes, but also culture, delivery, retention, growth. The ripple effect is huge. The reality is that a firm cannot claim to be people-first, performanceled or client-focused unless it understands how it’s planning, using and supporting its people. That’s why resource planning deserves a seat at the leadership table. The firms doing this well aren’t seeing it as an operational chore, but as a strategic enabler. This shift is already happening at some of the world’s biggest professional services firms, where resource managers are central to conversations about business planning and forecasting. And it’s not a token seat, they’re there because they offer a perspective others simply don’t. They sit across functions, see the pressure points in real time, and understand the levers that can be pulled to protect delivery and support growth. What makes their insight so powerful is not just data, but context. Resource managers don’t just know who is working where. They understand which teams are stretched, which individuals are nearing burnout, and where capacity is being wasted. They can tell you if a growth plan is achievable with current headcount, or if your most valuable people are stuck on the wrong work. When they’re given space to do more than just firefight, their insight helps leaders answer big questions. Can we deliver on our promises? Can we take on that new client? Where do we need to invest? How fast can we grow? But this only works if resource planning is on the C-suite agenda. It’s not enough to loop in a resource lead once decisions have been made. They need to be part of setting the direction. That means access to the full picture. Not just capacity charts, but client dynamics, strategic priorities, team sentiment. Resource managers need to know the why, not just the what. Because without understanding the broader context, they’re being asked to solve problems blindfolded. When this works well, it becomes less about managing spreadsheets and more about fine tuning the engine of the business. Resource leaders can surface patterns and tell those stories with clarity. Spotting where work is consistently underpriced, or where junior staff are overloaded, or where teams are chronically short on specialist skills. They provide a narrative that links numbers with meaning, helping leaders move from reactive planning to proactive decision-making. And they do it with a blend of operational know-how and human understanding that is hard to replicate elsewhere. There’s also a cultural benefit that’s often overlooked. Firms talk a lot about supporting employee wellbeing and creating sustainable workloads. But that doesn’t happen by chance. Good intentions need infrastructure. And that’s what resource planning provides. Done well, it’s one of the most effective tools a firm has for spotting burnout before it happens. For ensuring people are fairly allocated, properly recognised, and able to grow in their roles. All of this points to one simple truth. If you want to build a healthy, scalable business – one that supports its people, By Matt Cockett, CEO of Dayshape serves its clients and delivers on its promises – you need to get serious about resource planning. Not as a process to be improved, but as a capability to be elevated. That starts with giving it the recognition it deserves, and the leadership access it needs. Because when you bring resource planning into strategic conversations early, everything else becomes easier. You’ll make better decisions, with fewer surprises. You’ll move faster, with more confidence. And you’ll build a business that’s not just fit for today, but ready for whatever comes next.
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