October 2025 Featuring: TCW: Revolutionising Data Handling for Housing Providers JET SET: Redefining the House of Stars Xizmo Media: Edward Kostakis: The CEO Soaring to Great Heights
Welcome to the October 2025 issue of CEO Monthly. We are pleased to bring a selection of news, features, and success stories to our readers around the world. From market leadership with AI-enabled growth to excellence in cybersecurity, aerial cinematography to data handling for housing providers, and an assortment of more awardwinning CEOs, this month’s issue is brimming with motivational and impactful visions and leadership. We’ve been looking forward to bringing this issue to you, and we hope you’ve had an excellent September. See you again soon for our next issue in November, where we explore yet another selection of inspiring individuals and their evolution. 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 7. Feature: Cybersecurity Leader Ed Adams Warns CEOs: Evolve or Perish 8. Feature: From BBC to Disruptive HR: Lucy Adams on Why Old Leadership Models No Longer Work 10. Edward Kostakis: The CEO Soaring to Great Heights 11. TeslaTech 12. JET SET: Redefining the House of Stars 13. TCW: Revolutionising Dat Handling for Housing Providers Contents
NEWS Paligo Appoints Rahul Yadav as New CEO to Double Down on Growth through Product Innovation and AI
Diamond Antenna and Microwave Corporation, a provider of high-reliability radio-frequency (RF) rotary joints and integrated rotating subsystems, has announced the appointments of John Neubert as Chief Executive Officer and Peter Golovchenko as Chief Financial Officer, effective immediately. These leadership additions mark a key step in the company’s future and executing on Diamond’s vision to become a provider of advanced sensing and connectivity technologies for the world’s most demanding, missioncritical environments. John Neubert is a seasoned executive with deep experience in both RF & Microwave technologies and company building. Prior to joining Diamond Antenna and Microwave, he held senior leadership roles such as President at Intelligent RF Solutions, where he led transformative initiatives like, spearheaded product innovation, drove revenue growth, delivered margin improvement, among many others. His leadership is defined by a focus on customer-centric solutions, and building high-performing teams. “I’m honored to join Diamond Antenna and Microwave,” said John Neubert. “This company stands out for its unmatched track record in precision RF technology and commitment to quality. I look forward to working with the team to deepen our capabilities, uphold our reputation for reliability, and expand our impact in aerospace, defense, and beyond.” Peter Golovchenko brings extensive expertise in financial leadership, with a strong track record of driving fiscal discipline, strategic growth, and value creation. In his previous role as CFO at Narda he was instrumental in exceeding growth and profit targets, implementing new Financial reporting process and controls, and building out the Finance department team. Peter excels at aligning financial strategy with long-term business goals to enable sustainable growth. “I’m excited to support Diamond’s next phase of growth,” said Peter Golovchenko. “I look forward to building upon foundation and strengthening our competitive edge in the markets and applications we focus on.” Artemis Operating Partner and Executive Chairman, Bill Pezza, spoke of the CEO and CFO additions, “We are thrilled to welcome John and Peter to our leadership team. John brings a forward-looking vision for operational excellence and innovation, while Peter’s financial acumen and operational discipline will be invaluable as we scale our global business. Together, they are poised to chart an exciting new chapter for Diamond.” Diamond Antenna and Microwave Corporation Appoints New CEO & CFO A customer-focused technology leader to guide Paligo into its next decade of market leadership and AIenabled growth. Paligo, the category-leader of cloud-based Component Content Management Systems (CCMS), today announced the appointment of Rahul Yadav as Chief Executive Officer, effective December 1, 2025. Yadav will lead Paligo into its next phase of product-led innovation, AI leadership, customer-centric growth, and cultural evolution. For more than two decades, Yadav has transformed companies into customercentric innovators. At Milestone Systems, he redefined video security platforms with product transformation, innovations, AI partnerships, and acquisitions. At TV 2 Danmark, he enhanced digital media experiences, doubling subscribers and scaling its streaming platform. Across every role—from enterprise SaaS to consumer electronics—his leadership has focused on aligning innovation with customer needs while leveraging cutting edge technologies. “Paligo’s success is built on trust and customer impact,” said Rahul Yadav. “I am deeply honored to join Paligo as CEO at this pivotal moment. As industries embrace AI, our role is to elevate our product and ensure customers stay ahead. We will continue to deliver on Paligo’s promise while building the next generation of intelligent content management.” With customers in 37 countries, spread globally, Paligo has become the platform of choice for customers managing knowledge assets at scale. Under Yadav’s leadership, the company will invest even more deeply in product innovation while ensuring long-term market leadership. “Rahul brings exactly the kind of visionary, product-focused leadership Paligo needs for its next decade of growth. His track record in scaling technology organizations and building AI-enabled platforms will accelerate Paligo’s transformation and strengthen our market leadership,” said Andreas Thome, Chairman of the Board. “As one of the founders and the original CEO of Paligo it has been very important to me that we find the right successor who can take Paligo to the next level at this pivotal moment in time. I believe we have found that in Rahul, and I am truly excited about supporting him in taking us through this next phase of Paligo’s journey,” said Anders Svensson, Founder and former CEO of Paligo.
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This exclusive interview with Ed Adams was conducted by Mark Matthews of The Motivational Speakers Agency. Ed Adams is the President and CEO of Security Innovation, a pioneering firm in software security, and has led the company since 2003. As a recognised voice in cybersecurity, he also serves as Treasurer of Cyversity and is a Distinguished Research Fellow at The Ponemon Institute. A frequent keynote speaker at global industry events like RSA Conference, PCI Community Meetings, and InfoSec World, Ed hosts the respected panel series Ed TALKS and co-authored The Cyber Elephant in the Boardroom. His recent book, See Yourself in Cyber: Security Careers Beyond Hacking, was published in 2024. In this exclusive interview with The Champions Speakers Agency, Ed Adams explains why in today’s fast-evolving digital landscape, cyber resilience starts with mastering the basics — and why staying ahead isn’t just technical, but vital for business survival. Q1. Businesses are adopting emerging technologies at record speed. What do you see as the greatest cyber security risk in this rapid push for innovation? Ed Adams: “Oh, that’s an easy one for me. Businesses today are adopting new technologies faster than they learn how to secure them. Whether it’s the cloud, IoT, blockchain, or presently artificial intelligence, there’s always a rush to adopt this new technology because of the promise of the features it can bring. “Of course, that’s wonderful, and we should be doing that. However, rushing into adopting that technology before learning how to secure it is doing nothing more than expanding the attack surface and putting the businesses and their customers more at risk.” Q2. With hybrid and remote work now a permanent feature for many organisations, how should leaders rethink their cyber security strategies to safeguard a more dispersed workforce? Ed Adams: “That’s something where it’s all about returning to the basics. It’s back to basics. Organisations today, given the remote work environment, have got to be disciplined about cyber security fundamentals. “It sounds funny, you know, in 2023 saying that you’ve got to go back to the basics, but a lot of organisations got relatively lax when it came to simple things like multi-factor authentication — basically relying on something other than just a username and a password to get access to a system. “The global pandemic that hit in early 2020 forced organisations to realise that this single point of failure was insufficient protection. They started to adopt things like multi-factor authentication. “In addition to a username and password, you might have a challenge question, or push a code to a mobile device, basically combining something that you know, something that you have, and something that you are — maybe a biometric fingerprint. “Combining any two of the three dramatically reduces the chance of an attacker being able to guess your credentials and get access to that private information or system. “So, what do organisations have to do to adapt to the new style — which is now three years old — of remote working? Go back to basics. And the one thing you can do more than anything else is multi-factor authentication.” Q3. As companies integrate new tools and platforms into their operations, what essential steps must they take to ensure secure and effective adoption? Ed Adams: “Thank you. One word: training. “Education is vital when you are adopting new software, new technologies. Education, education, education. It’s just like any new tool you might use. If you are going to use a chainsaw to cut down a tree, or a tool in your woodworking shop, you need to understand how to use that tool properly. New software is no different. “Whether it’s commercial off-the-shelf software, new open-source software, or a new technology stack that you’re using to develop software, you need to understand it and be trained on that technology in order to use it effectively. “Otherwise, it’s equivalent to handing me a scalpel — I’m not a trained surgeon. I don’t know how to heal people with a scalpel, because I’m not trained. “So, train folks on the new software and the new technology, particularly with security. Make sure that they think about security as an aspect of software quality. “A business adopting new software is going to think about functionality, performance, and reliability — include security as an aspect of software quality, and you will be able to adopt that software in a much safer manner.” Cybersecurity Leader Ed Adams Warns CEOs: Evolve or Perish Q4. From a business perspective, why is staying current with the latest software not just a technical choice, but a financial and competitive necessity? Ed Adams: “In some instances, and in some environments, it is stay up to date or die. It’s evolve or perish. I don’t mean to sound dramatic, but it is true. If you’re not keeping up with the latest advances in technology, improving your processes, and using those technologies to improve your processes, you might lose a competitive advantage that you have. “I know organisations are sometimes reluctant, because they take the philosophy of “if it isn’t broke, I don’t want to fix it” — and there’s a lot to be said about that. However, you always want to be analysing: what can we do better? What can we do faster? What can we do more efficiently or less expensively? If technology can enable that, you owe it to yourself to try to take advantage of it. “I know organisations can be reluctant to disrupt processes. However, disruption leads to competitive advantage. Disruption leads to evolution. Disruption leads to the capture of new markets that you might presently be blind to. “So, there are good business benefits and financial benefits. You also might open yourself up to new talent that you previously were not able to hire, because you’re adopting a new technology that can allow your business to grow and expand. “So, open your mind to new technologies. They can be freeing. They can be liberating.” Feature
CEO MONTHLY / OCTOBER 2025 8 Lucy Adams, former HR Director at the BBC, is one of the UK’s most influential voices in Human Resources (HR). Having steered organisations through intense periods of change and public scrutiny, she has seen first-hand why traditional HR approaches are no longer fit for today’s disrupted world. Now CEO of Disruptive HR, Lucy is reshaping how businesses think about people management—challenging outdated practices and helping leaders adopt more agile, human-centred ways of working. Her work has influenced HR teams across global corporations, public services, and start-ups alike. In this exclusive interview with The Motivational Speakers Agency, Lucy Adams explains how leaders can manage crises with authenticity, adapt to constant change, and empower their people to thrive in uncertain times. Q1. During your time at the BBC, you navigated periods of immense disruption. What did those experiences teach you about how HR must evolve for a changing world? Lucy Adams: “The BBC, when I was there, and like any organisation, continues to go through unbelievable levels of change and disruption. I think one of the big learnings during my time there was that traditional forms of leadership This exclusive interview with Lucy Adams was conducted by Roxanna Hayes of The Motivational Speakers Agency. From BBC to Disruptive HR: Lucy Adams on Why Old Leadership Models No Longer Work or traditional forms of HR just can’t keep up with the demands of a disrupted world, with an organisation that is going through the levels of challenge and disruption that we were facing. “The first thing for me was a kind of wake-up call that the stuff that I’d believed in for decades, and the stuff that I’d been telling leaders for decades, actually maybe it’s never worked — but it certainly stopped working as effectively because of the nature of the changes we were going through, whether it be digital, changing workplace expectations or financial challenges. “How it evolved was to really crystallise some thoughts that I’d had for some time, which now form the basis of the work that I do with clients. It’s about challenging some of those assumptions. For example, most organisations are incredibly parental — the BBC was incredibly parental. “We had the caring parent; we had the critical parent. Actually, if we’re going to equip our people to cope with change, to cope with a disrupted world, to cope with the challenges out there, we have to work with them as if they were grown-ups. “As if they are capable of knowing what’s right for them, as if they are capable of being trusted to deliver, trusted to work in ways that work for them. Moving away from this nursemaid, compliance officer approach and instead being much more adult-to-adult in how we deal with people — in how we communicate, in how we develop them, in how we manage their performance. “That would be one of the key learnings for me: the old stuff isn’t working, and we need a fresh approach to HR and people.” Q2. Crises often expose the weaknesses in leadership. From your perspective, what should executives do differently when leading through difficult times? Lucy Adams: “There’s loads of stuff about crises, and I’ve been through my fair share — it kind of goes with the territory if you work at the BBC that you’re going to go through crises. I think there are a number of things, and I’ll focus on leaders rather than what the wider organisation needs to be doing. “First of all, it’s about showing up and being present, being visible. I noticed that whenever a crisis hit at the BBC, you couldn’t find a leader for love nor money. “They would go into the work, or steer clear of people because they didn’t have answers to give them, or because they were going to have to have uncomfortable conversations, giving people information that perhaps they knew was going to make them unhappy. But that’s just part of the job — it is about being there when it’s uncomfortable. “I remember when we were going through some redundancies, and one of the leaders I managed to persuade to front it up and give the news said to me, “Right, I’m just going to disappear for a while.” It was like, no — you need to go around and stand at people’s desks, and you need to take it. Unfortunately, that’s what being a leader is about. “There’s loads of stuff on communications — don’t let there be a void, because in the void will come rumour, misinformation. Even if you haven’t got anything to tell people, it’s about giving them an update, being clear about what you can tell them, what you can’t tell them. That honesty, that authenticity — people pick up on that really quickly. “The third thing I would say is don’t resort to PowerPoint decks and data, which tends to be where we go because we feel it’s objective, safe, informative. Actually, what people need in a crisis is a sense of you as a human being. “They want to know how you’re feeling, they want to know what your reactions are. I think you can be a bit freer — you don’t have to follow the script from internal comms. Expressing your own reservations or fears or anxieties actually can build up trust. “That showing of humility — if you’ve got something wrong, or if you feel it could have been handled differently — just acknowledge it. We don’t have to go into this role of superhero, resilient leader that knows more and is bigger, stronger, longer than everybody else. I
think COVID, for all of its horrors, actually showed leaders in a much more human light, and that did a lot of leaders a lot of favours.” Q3. Large-scale transformation programmes are common, but often fail. In your view, what should be the first priority for organisations when facing significant change? Lucy Adams: “Change management is a huge topic, but from my own experience organisations tend to go about facing change in ways that don’t actually work. For one thing, we tend to address it through a large transformation programme. “We had one at the BBC called Delivering Quality First — it had multiple work streams, it was centrally controlled, it had a project plan. Actually, everyone just felt exhausted and confused. Centrally controlled transformation programmes rarely deliver. “What does work is setting some clear outcomes that you’re expecting from people — what are the outputs, what are the results? — but allowing people the flexibility, the autonomy, to get to those outcomes in ways that work for them. You might also find that you get greater levels of innovation that way, rather than prescribing what it’s going to look like. “The second thing is reducing change down into small elements. It doesn’t have to be a big transformation programme — it’s about small, incremental changes. If we’re faced with something that feels hugely time consuming, with multiple actions, our inclination is to opt out. “But if we’re asked the question, “What’s the one small thing you could do?” — and we can put it into practice, and it maybe takes five minutes — it builds our confidence, it doesn’t take a huge amount of time, and we can continue focusing on the day job. That way, we can start to build change. “There’s also understanding people’s reactions to change. Most people react badly because they’re frightened: frightened of losing their status, can’t cope with uncertainty, worried about losing autonomy, or don’t know the people they’re working with. “You have to give people time to process that — it isn’t going to happen automatically because we’ve sent the newsletter, added in some financial incentives and some training. “This is where line managers come in — understanding how each one of their team are going to react, what buttons to press, which ones to avoid, knowing them as a human being. Change can’t be mapped out on a Gantt chart with a beginning, middle and end. “It’s more fluid, more personal than that. Line managers really understanding what makes people tick and helping them to adapt and adjust is where it’s at.” Q4. You’re a highly soughtafter speaker. What are the key takeaways you want leaders and HR professionals to leave with after hearing you speak Lucy Adams: “What I hope is, whether the audience is made up of business leaders or HR professionals, that they get both inspired to do things differently and that they walk away with two or three really practical things that they can put into place almost immediately. “I pride myself on that mixture of inspiration and action — inspiring, provoking, challenging, but also exciting and energising people. Then giving them tangible things they can take away and put into practice — that’s what I like to achieve.” Feature
CEO MONTHLY / OCTOBER 2025 10 nder Edward Kostakis’ leadership, Xizmo Media has grown from strength to strength, standing out in a crowded market for its unwavering dedication to the craft. In fact, Xizmo Media made waves across the industry in 2020 as it embarked on its mission to make commercial drone usage legal in New York City. This groundbreaking moment paved the way for businesses and operators to finally capitalise on drone technology, creating additional job opportunities and revenue for the city. Edward wears many hats as CEO, understanding that in order to successfully lead a company, one must start at the bottom – learning and understanding every aspect of the craft and its market whilst simultaneously overseeing clients, networking, accounting, diversification, and keeping track of the emerging developments that promise to shape the sector. Edward brings to this role a wealth of invaluable experience, including numerous years in the Marine Corps, where he learnt the value of continually seeking self-improvement. Today, this teaching is implemented as a business philosophy at Xizmo Media. Edward’s approach to leadership stems from his time in the Marine Corps: first aiming to understand each member’s strengths and weaknesses before allocating them to the positions in which they will have the most impact. This process requires time, understanding, and patience, but ensures that each member of the team is wellpositioned and well-equipped to fulfil their roles. This is especially integral to Xizmo Media, a company driven by Edward’s belief that there is always something to be done. With that in mind, Edward would never ask anything of his team that he would not be willing to do himself. A shining example of this is his expectations for office cleanliness and contribution: Edward asks all employees to clean their workspaces by removing rubbish, cleaning windows, and dusting their desks. These are tasks that will only take five to ten minutes of their time, paling in comparison to the two hours Edward spends sweeping and mopping the office floors each weekend. “Lead by example,” he stated. “Whilst we have grown as a company since we first started conducting business in 2008, my leadership style has not changed much at all; if Xizmo Media grows to 200 employees strong, you will still find me with a broom and a mop on the weekends.” Edward Kostakis: The CEO Soaring to Great Heights Established in 2008, Xizmo Media is a full-service production company specialising in aerial cinematography and drone imaging. Based in New York City, the company provides its services to clients throughout the country and internationally, driven by an award-winning team of industryleading drone pilots and camera operators. This team is headed by Co-Founder and CEO Edward Kostakis, a professional drone pilot with a demonstrated history of excellence in the fields of major motion picture, film, and live broadcasting. We heard more about Edward and his role below, as he is named in the Most Influential CEO Awards 2025. Through this approach, Xizmo Media has cultivated a strong internal culture in which each member of the team strives towards a shared vision of excellence. This culture has enabled the company to navigate turbulent waters over the years, with its most prominent obstacle today being the USA government’s ban on Chinese drones, which have dominated the global market for the last decade. At present, the company is considering a variety of drone alternatives that are allowed to be sold in the country. This high level of adaptability is fuelled by Edward’s drive for self-improvement, propelling Xizmo Media far ahead of the rigid competition. He explained: “When all else fails, we hedge our future by diversifying our services and innovating what we can do for our clients.” In efforts to diversify, Xizmo Media has launched a separate branch called AeroSpect, a drone-based building inspection company. AeroSpect utilises drone technology to spot deficiencies in building facades at a much faster and more affordable rate than traditional methodologies, with the aim of incentivising building owners to complete the necessary repairs on their properties through the money they have saved by using drones for the initial inspection. Building on from this success, Edward aims to further diversify Xizmo Media’s services, leveraging the team’s vast drone experience to establish Top Drop NYC. This new branch will use drones to cater to the wider drone delivery industry – a first for New York City. Following his recent recognition as New York’s Most Influential CEO 2025 in Aerial Cinematography, we asked Edward what the future holds beyond the launch of Top Drop NYC. He shared: “I aim to continue diversifying within Xizmo Media to ensure that we will always have a future – no matter what that future may bring.” U Contact: Edward Kostakis Company: Xizmo Media Web Address: www.xizmomedia.com
CEO MONTHLY / OCTOBER 2025 11 TeslaTech The Tesla Tech Extraordinary Technology Conference, often referred to as TeslaTech is an annual 5-day event held in Albuquerque, New Mexico, dedicated to energy inventions inspired by Nikola Tesla’s work. This year’s conference runs from 6th August through 10th August. Landmark Scientific Presentation by Dr. Robert Haralick. On Friday Dr Robert Haralick delivered a pivotal presentation validating the foundational science of “Confined Lattice Fusion”, extending the work of Martin Fleischmann and incorporating insights from the original 1934 paper by Oliphant and Rutherford. His explanation of the Alpha Omega Ladder will provide context for the upcoming release of Thunderstorm Generator Science (o7icial book launch expected in September). Dr Haralick, who has been collaborating with Malcolm Bendall since 2023, will also present mass spectrometer-verified data showing the elimination of carbon monoxide, reduction of CO2, and the increase of oxygen levels using the TSG system. Holographic Element Mapping by Sheela Rahman by Sheela Rahman Sheela presented a holographic visualization of elemental transformation, demonstrating the structural integrity and function of matter as validated by TSG protocols — solidifying the Plasmoid Unification Model as a scientifically reproducible paradigm. Commercialization At the conference the Strike Foundation updated recent global developments towards a future commercialization framework. After 13 months of intense R&D, partnership negotiations and IP validation, the Foundation has formed a strategic partnership with Rockpecker, an international Indian based manufacturing company. Recent product development has included the manufacture of 24” Thunderstorm Generator spheres which have been successfully tested with jet turbine systems. Production and Testing Facility – India South East Asian Licences Alpha Prospects is in negotiations with the Strike Foundation to purchase licences for a number of additional countries in South East Asia. The Company already holds licences for Thailand and Malaysia as well as the licence relating to Chimneys in India. Consolidation of licences in the region will facilitate the production and distribution of the technology. In particular manufacture of larger Thunderstorm Generators suitable for incorporation into data centres, industrial complexes and energy systems globally. It is envisaged that the Plasmoid Power facility in Thailand and the Rockpecker facility in India will work together towards this goal. A formal announcement is expected imminently. Shareholder Realisation With these recent developments Alpha Prospects in now much better placed to realise and potentially release shareholder value. Under consideration is a joint venture with Rockpecker whereby the Alpha Prospects licence for Chimneys and the Rockpecker Indian licence will together be transferred to a vehicle suitable for listing on the Indian stock exchange. Rockpecker, as an Indian company would take the lead in this. Now that R&D facilities are in place to support the technology, Alpha Prospects would also support the reversing of its USA based Plasmoid Power technology holdings into a NASDAQ shell. In June 2025 the UK Financial Conduct Authority outlined the formation of a new platform named Pisces (Private Investment Securities Exchange System) whereby private company shares can change hands on this approved platform. Alpha Prospects is investigating what is required to be listed on this new platform. Thank you for your continued support. Direct link to our website www. alpha-prospects.com AIM-Aug25125
CEO MONTHLY / OCTOBER 2025 12 Over its nearly 56-year history, the common theme for JET SET has been the relentless pursuit Since 1969, JET SET, the ‘House of the Star Ski Pant’, has been helping people to turn heads on the slopes thanks to its signature ski clothing. Although the brand began to fade from view slightly following its glory days of the ‘90s and early 2000s, its story was far from over, and the arrival of Adrian Josef Margelist earlier this year has been the shot in the arm the company needed. Named the Most Influential CEO 2025 – Fashion & Lifestyle (Zurich) in this feature, we caught up with Adrian for more. of innovation. In the modern day, this dedication translates to striking a balance between its heritage and the bold future ahead of it, something it does by creating technical fashion that is as unique as it is authentic. This belief in the power of individuality to shape the course of history is what guides the brand, what inspires it to redefine freedom for its customers and create a legacy that spans multiple generations. Although the brand may be in full swing today, this was not always the case, something CEO Adrian Josef Margelist is more than happy to admit. When he joined the team in January, it was clear that JET SET needed repositioning – a turnaround. Luckily, this is what Adrian specialises in. “As a brand architect and shaper, it has been my honour to reshape this brand to make it contemporary heritage”, he explained. This has involved a meticulous process of reorganisation, rebuilding, finding the right talent, and creating new processes. Adrian has experience across all of these areas, having enjoyed a diverse range of roles across the fashion industry over the course of a 25-year career, ascending the ranks to the C-suite position he occupies today. Going back to the beginning, Adrian started out as working as an assistant designer at Vivienne Westwood, slowly taking on more responsibilities as he progressed through creative roles across Fabric Frontline, Rossi, and Esprit. In 2008, a chance opportunity saw Adrian able to co-direct a repositioning project of MCM Worldwide, prior to the global relaunch of the brand. Adrian quickly came to appreciate the business side of the fashion industry, and he spent the next several years studying it during his time with the company, even moving to Seoul to oversee some key stages of the repositioning. Adrian secured his first C-level role during this period, resulting in a change of course that would lead him to more managerial-type positions. These experiences, combined with Adrian completing an IMD-run course on SecureBased Leadership in both Lausanne and Singapore and working with personal growth coaches in Europe and the US, have resulted in this CEO favouring an approach that prioritises the unique. The recognition that there is no ‘one-size-fits-all’ solution led Adrian to focus on what his people need and how he can serve them best, something he does through a threestage process of supporting, empowering, and enabling his teams. “We are a true team”, Adrian told us. “We see our project and mission as being like a ‘team sport’. Everyone has clear functions, roles, responsibilities, and deliverables.” In the fastpaced environment JET SET operates in, this approach is key, as it allows the brand to navigate its surroundings with maximum impact. What also helps is that Adrian has the complete trust of the owner family, and with no stakeholders to appease or complex decision-making processes to go through, the brand can be fast, agile, and innovative. However, this is not to say it is always plain sailing, and one of the challenges JET SET is currently facing is the US’ import tariffs on foreign products. Attempting to navigate the consumer landscape in the US is tough, and the fragility of the luxury industry as a result is something the brand is continuing to face. Nevertheless, Adrian setting clear roadmaps – at 12, 24, and 36 months, respectively – is helping the brand to continue to work towards its aims: building hype, building associations, and building the community. Finally, touching on his own career, Adrian said: “I am turning 50 this year and have been all over the world in the past 25 years. I would love to see JET SET and our team succeed. This being sort of my last project, I would also like to spend the last chapter of my active career supporting and consulting the next generations of leaders.” We wish Adrian the best of luck with this, recognising his contributions to JET SET thus far with a well-deserved title and a place in this feature. Company Name Contact: Adrian Josef Margelist Company: JET SET Web Address: https://jetset.ch/ Redefining the House of Stars
CEO MONTHLY / OCTOBER 2025 13 Revolutionising Data Handling for Housing Providers Providing unrivalled insight into the ‘Big Six’ for social housing providers, TCW helps them interact with the data they need to assess risk more clearly. From fire and gas to electric and asbestos, the software platform it provides ensures compliance across the board. 90,000 documents are analysed by its system every week, with TCW then extracting the data and measuring it alongside the latest regulations, providing its clients with the facts and continuous monitoring to ensure compliance is achieved across their portfolios. Like most great business ideas, the seed for TCW was planted when Ryan Dempsey identified a need for something better, this during his time working as an assets and compliance head for the local authorities. Ryan managed thousands of assets across a diverse portfolio, and he sought out an improved way to help him understand the data in front of him and decide where to spend the investments. His vision of an evidence-based tool gave way to TCW, which would take unstructured data and turn it into detailed insights. “If something has stirred you so deeply that you feel compelled to build, hold on to that moment, it’s the spark that will keep you alive when things get tough, trust me.” As both the founder and CEO of the company, Ryan’s responsibility to TCW is multifaceted, but revolves primarily around protecting and advancing the ‘why’, the purpose that first led to the creation of the brand. Ryan explained: “That means more than just setting direction, it means rolling up my sleeves, diving into the complexities of compliance management, and showing through action that I can ‘walk the walk’.” Every CEO knows that real greatness occurs in those unseen hours, the late nights spent researching and building – not for recognition but to truly understand their craft and where they fit in. Ryan knows this more than most, as, at 43 years old, he has had a diverse career ranging from the police and the military through to undercover security. The insights these roles provided into the realities of risk, responsibility, and human consequence taught Ryan more than any book on leadership ever could. In this way, Ryan’s approach to leadership is truly exceptional, as he has not followed one school of thought or individual – he is simply himself. The culture created as a result of his team knowing that he is making decisions based on lived experience and with everyone’s best interest in mind is something special, and ensuring this environment is one where people can challenge freely and share ideas sees a team work together under common values. “I am very grateful for the people around me in TCW. You only have to spend five minutes in the company’s offices to be amped up and ready to go.” With TCW specialising in both compliance software and intelligent automation, it was only going to be a matter of time for the company had to look at integrating AI into its services, especially AI-enabled risk management. Ryan told us that his team have been researching AI for a few years now, being cautious in their approach but willing to embrace the technology out of recognition that it can add tangible value. This feeds into another cornerstone of Ryan’s leadership ethos: drive positive change with a ‘yes’. “Saying yes first creates opportunities that might otherwise never have presented themselves”, he explained. “Of course, it can sometimes take you in directions you hadn’t planned, but in my experience, those detours often open the most valuable doors.” Ryan shared: “Recently, I joined a peer group called the Duratus, which focuses on personal development. It has been an important influence, not because it tells you how to lead, but because it gives leaders and founders a safe space to share the challenges and uncertainties that are often hidden for most people in business. For me, this helps with the belief that leadership isn’t about having all the answers, it’s about being willing to listen, adapt, and grow, to make mistakes but to always fail forward.” The passion that runs deep within Ryan’s veins when he talks about TCW is in no way feigned, and one of the hardest things for this CEO to come to grips with is the fact that people think he is just there to sell them compliance software. Whilst profit and driving growth are obviously important to any business, TCW is about conviction and cementing itself as a partner to as many housing providers as possible, affording everyone in the realm of social housing a level of protection that not only minimises risk, but saves lives. Contact: Ryan Dempsey Company: TCW Web Address: https://tcwin.co.uk/ Aug25083 Ryan Dempesy, recognised in this feature as the Most Influential CEO 2025 – Social Housing Compliance (UK), is the brain behind TCW, a company specialising in turning information into insight for social housing providers. Having experienced first-hand the devastating outcomes of what happens when compliance is not achieved, Ryan founded TCW as a way of doing things better – benefiting clients through the provision of a platform that works without disrupting their workflows and within their current systems. We caught up with Ryan to find out more about his work.
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