1. VOL 01 I ISSUE 01 I 2023
Irini Mikhael
Chief Operating
Officer
Halim Mikhael
President & CEO
MIKHAEL Nurturing the
World’s Future
Leadership A ributes
Five Skills That Next
Genera on Leaders Need
Developing Leaders
How to Develop a
Successful
Leadership Program

2. ciolook.com

3. When the
Vision
is Clear,
the Results
Will Appear
Vision
is Clear,
Results
Appear
When the

4. E
D
I
T
O
R
S
N
O
T
E
s technology becomes more and more prevalent, it is
Aimportant to find great leaders in the field. New leaders
often take inspiration from others whose styles and
techniques they admire. They look at the successes of those who
came before them and emulate approaches that make sense for
them.
As they evolve more deeply into their roles, they can learn what is
working for them and adapt their methods as needed. Vision,
communication, innovation and empathy are some of the principal
qualities a leader needs to successfully direct a tech organization.
The most successful tech leaders are able to communicate
effectively with their teams. They know how to articulate their
vision, listen and take criticism in stride, and are comfortable
making decisions that will affect other people's lives. They are also
skilled at communicating with people who don't share their
technical expertise.
They find ways to translate complex concepts into language that
non-technical people can understand, and they make sure that
everyone on the team understands their role in achieving goals.
Confidence is a crucial trait for leaders. These personalities are
constantly making decisions that affect their team, the company's
bottom line, and even the lives of their customers. They have to be
confident enough in their decisions so that they can make them
with confidence- even if they aren't sure how things will turn out.
The Aspects of
Enhancements

5. They are not afraid to put their ideas and solutions before the group. One of the hallmarks of leaders is
their ability to put aside personal feelings and beliefs when it comes to making decisions that affect their
team, company, or customers.
Great leaders take risks because they know that failure is part of success-and. If you never fail at anything,
then you've probably chosen not to try something challenging enough. They are constantly curious and
always asking questions, and they make it a point to be well-versed in the latest technologies, trends, best
practices, and industry standards.
Mapping the journey of these leaders, CIOLook sheds light on “The 10 Most Visionary Leaders To Watch,
2023,” who are enabling advancements and enhancing the facets of the dynamic industry.
Flip through the page and indulge in the journey of sheer innovations with leadership attributes.
Have a delightful read!
Abhishek Joshi
Abhishek Joshi

6. C
O
V
E
R
S
T
O
R
Y
MIKHAEL
& Halim
Irini & Halim
Irini
08 Nurturing the
World’s Future
World’s Future
Nurturing the

7. 22
14
Adeshina Adewumi
Scaling Up the Future of Africa Envisioning the Future of Business with
Digital Transforma on
Dan Jeavons
Leadership A ributes
Five Skills That Next
Genera on Leaders Need
Developing Leaders
How to Develop a
Successful Leadership Program
26
18
Dan Jeavons
Adeshina Adewumi

8. CONTENT
Senior Editor Alan Swann
Executive Editors AbhishekJoshi
Alex Spellman
DESIGN
Visualizer Dave Bates
Art & Design Director Revati B.
Associate Designer Ankita P.
SALES
Senior Sales Manager Sihanee M., Rouniyar A.
Customer Success Manager Jack Ryan, Prathamesh
Sales Executives John, Rohit
TECHNICAL
Technical Head Prachi Mokashi
Technical Consultant Victor Collins
January, 2023
Copyright © 2023 CIOLOOK, All
rights reserved. The content
and images used in this
magazine should not be
reproduced or transmitted in
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photocopying, recording or
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Research Analyst Eric Smith
SEO Executive Sagar Lhigade

9. Brief
Company Name
Rethabile Konopo
Divisional Human
Resources Manager
Shona McDonald
Global Transformation
Director
Emda Fourie
Head, Employee
Benefit Consulting
Jane Peyton
Owner
Emda Fourie has been working as an Employee Benefit
Consulting Head at Momentum Consultants and Actuaries for
the 4 years.
Rethabile Konopo is a valued and reliable member of the
organization, regardless of the difficulty of the task to hand or
the novelty of the challenge.
Shona has been consistently showing clear and logical working
to resolve problems to a suitable conclusion within the
objectives and values of the company.
Jane Peyton, an intoxicating character is the brains behind
School of Booze. She has an encyclopedic knowledge of the
quirky side of wine, beer and whisky.
Dan Jeavons
VP Computational
Science
& Digital Innovation
Dan is recognized for his industry-leading work in the
area of Digital Transformation.
Shell
shell.com
Momentum Consultants
and Actuaries
momentumconsultantsandactuaries.co.za
School of Booze
school-of-booze.com
Adeshina Adewumi
CEO
Adeshina Adewumi works as a Chief Executive Officer at
Trade Lenda, a Financial Software company with an estimated
12 employees; founded in 2021.
Trade Lenda
tradelenda.com
Amazon Web Services
(AWS)
aws.amazon.com
Justin works with global Retail and Consumer Products
organizations and their respective leaders to build business
process and technology strategies to enable speed, agility,
flexibility, cost savings and innovation.
Inside Ideas Group
insideideas.agency
Eric Klein
Co-founder and
COO
Under Eric's adept leadership, Cloudonix adds Cloud
capabilities to your existing on-premise Call Center enabling
your agents to work from anywhere in the world.
Cloudonix
cloudonix.io
Lewis Group Ltd
lewisgroup.co.za
Irini, along with her husband Halim Mikhael, built and
designed the first headquarters of Lullaboo Nursery and
Childcare Centre in Richmond Hill, Ontario.
Irini Mikhael
Chief Operating Officer
and
Halim Mikhael
President & CEO
Leanne Bonner
Cooke Founder
& CEO
With Leanne's guidance, e-Bate is the UK’s first end-to-end
highly configurable SaaS, Price and Margin Management
solution and launched in 2018.
Featured Person
Justin Honaman
Head Worldwide
Retail & Consumer
Goods Go-To-Market
e-Bate Limited
e-bate.io
Lullaboo Nursery and
Childcare Center,
lullaboo.ca

10. Story
Cover
“
our staff meeting are like a world
gathering. This diversity allows us
to make positive and inclusive
decision for both teacher, children,
and their families

11. Irini Mikhael
Chief Operating
Officer
Lullaboo
Nursery &
Childcare
Centre Halim Mikhael
President & CEO
Lullaboo
Nursery &
Childcare
Centre

12. C
hildren require a good environment and proper
nurturing for them to blossom into their whole
potential. It is crucial for children to inculcate
the principles that eventually develop values. Especially
in the initial stages of toddlerhood, when children are
particularly vulnerable, they can’t be left alone without
supervision. As a result, many working parents often
find themselves availing of daycare facilities to leave
their children in the care of trusted adults and safe
environments. But what does a secure and nurturing
childcare look like?
When 25-year-old Irini Mikhael was looking for a
daycare establishment nearby; she wasn’t happy with
the services being offered. Being an engineer, she
decided to come up with her solution instead.
Irini, along with her husband Halim Mikhael, built and
designed the first headquarters of Lullaboo Nursery
and Childcare Centre in Richmond Hill, Ontario. Almost
14 years later, Lullaboo has fourteen locations scat-
tered in the Greater Toronto Area, with construction on
more locations underway. Currently, Irini is the Chief
Operating Officer, and Halim is the President and CEO
of Lullaboo along 450 Lullabooian staff.
Lullaboo’s environment facilitates learning opportuni-
ties while supporting the social, emotional, cognitive,
and physical development of children. Its philosophy is
based on child development principles, centering on the
concept of interaction and exploration during play as a
natural way of learning.
Its teacher-supported environment engages children
learning experiences and fosters healthy self-esteem in
each child, providing a sense of belonging, well-being,
and the ability to express themselves. Lullaboo believes
that children deserve to be surrounded by knowledge-
able and qualified educators.
Irini and Halim Mikhael, in an exclusive
interview with CIOLook, define
what a nurturing childcare
environment looks like.
Below are its excerpts:
Brief us about your
career path as a
staunch woman
leader up until your
current position at
your organization.
What were the
challenges that you
had to overcome to
scale your prog-
ress?
The biggest
challenge was the
municipalities
and the red tape
within them. We
needed to get
permits from

13. municipalities and cities in
order for us to be able to
build the centers faster. For
example, in the city of
Brampton, it took us four
years to get a building
permit for one of our
locations. Obtaining a
building permit shouldn’t take
four years.
Tell us more about Lullaboo
Nursery and Child Care
Center, highlighting its mission
and vision.
Lullaboo is a service community.
Therefore, anywhere that we go, we are the
cornerstone of that community and ensure to fulfil the
crucial need of the families. We work to make sure that
we can look after the kids while the parents can worry-
free do their jobs and go to work.
What do you believe is the significant factor for the
woman and business arena, and what is the most
important aspect of your success that adds to this
fundamental?
Any leader, woman or man, especially over the last few
years and over COVID, has to understand the reasoning
behind their business existence. Once they have that
foundation, then they’re able to push through to make
sure that their services or their business are meeting
those criteria for their existence.
We had to pivot quite a lot during the pandemic and
through the last few years. Initially, we operated as
emergency care, where we open 24-hour days for
frontline employees. Even our interaction with children
had to evolve along with the toys that were used in the
classroom, our teaching methodology, our grouping of
children – everything.
We learned that without the entrepreneurial spirit and
the ability to envision how to provide the services, you
wouldn't be able to survive or embrace these changes.
Therefore, it's crucial to know your core reason of
existence and then work toward achieving it.
Enlighten us on how you have impacted the education
and development industry through your expertise in
the niche.
Being a premier educational institution, you start from
the ground up and create something that you believe in
wholeheartedly. And you do it for the better good. It’s
not just a business that exists to just make money.
It is something that is there for advancing and to better
the next generation and to see how you can impact the
next generation. Naturally, when you do that well,
everything else will come together, and the whole-
hearted passion that you have becomes evident to
everybody that crosses your path.
What strategies do you implement to promote gender
diversity for various leadership positions at your
organization?
We have a problem with gender diversity because
childcare is mostly for women, as 90% of our workforce

14. are women. So, I think in terms of gender diversity, we
have a lot of opportunities. We have a unique experi-
ence living and operating Lullaboo in the GTA, were we
live and embrace diversity. We are very strong is
bringing ethnic and cultural diversity and are able to
represent the community we are in at each center.
When we sit down to make decisions and we are at the
same table with managers from different parts of the
world yet all live in the GTA, we’re able to cater and
make decisions to help children from all parts of the
world that also live in the GTA.
Our children in the center are mostly in Ontario, which
is an extremely diverse place. In order to be able to
service our children’s needs and understand their
cultural diversity at the management level, we do need
that cultural diversity to shine through. I think that’s
our strength. When we sit down in one of our meetings,
it’s like the world meeting is gathering.
What values do you incorporate to enhance the work
culture of Lullaboo Nursery and Childcare Center?
Halim: Making sure that everybody is there for the right
reason. We started this business to make sure that we
can trust our own children into this institution into
every classroom and with every teacher. It’s the same
values and attributes that we look for in everybody
else. Do we have that trust in the person?
Do they share the same values, the same regard of
children’s capabilities and potential that we would trust
our own children with? Those types of values are very
important in the industry as we’re dealing with vulnera-
ble children that need to be cared for.
What according to you, could be the next significant
change in the education and development sector?
How you both are preparing for the change?
A lot of government regulations as childcare is a very
regulated environment. One of the biggest factors
we’re dealing with in Canada is universal childcare and
access to affordable daycare. The biggest issue for next
couple of years will be going through that exercise with
the rest of the country to ensure that childcare is
affordable and daycare maintains a high-quality
atmosphere and high-quality environment and curricu-
lum.
In order to navigate these challenges
for the upcoming years, business
fundamentals like economies of
scale and proactive efficiency
will be very important.
This is along with the technol-
ogy that has sprung up. Every
child nowadays knows how to
use an iPad, which can be
both good and bad for any
child. So, it is critical to
ensure that the technology
we have at our disposal is
being used for good. We
also have to make sure
that while children use
technology, they
understand these are
tools to be used in their
education and not
something to become
dependent on.

15. Where do you envision yourself in
the long run, and what are your future
goals for Lullaboo Nursery and Childcare
Center?
Halim: Our company’s current objective is to reach 25
locations by 2025. To achieve that goal, it would be
crucial to show the scalability of our operations over
the next couple of years. After that, we’ll be able to
expand in other areas while making sure that we
continue to educate children and deliver the curriculum
that benefits that we bring to children in all of our
markets.
Irini: Additionally, it is important to ensure that children
with exceptional needs are well integrated within our
facilities. We really strive to make sure that we are
diverse in every aspect, including children with special
needs. We are also very strong leaders with the
SickKids Foundation. We have committed a million
dollars of donation by 2025 to the foundation. Thus, it
kind of goes together; we are striving for 25 locations
by 2025 and donate a million dollars to the SickKids
Foundation in Ontario.
What advice would give to the next generation of
former leaders willing to venture into the modern
business area right now?
I think one advice that entrepreneur needs find your
personal why, then wake every morning to see how you
can achieve it? Learn from your mistakes, and create a
safe environment for yourself and others around you
to. Once you do that you will achieve great things.
Passion is always greater than goals. So, make sure that
you are passionate about what you are doing, and you’ll
always make the right decision in achieving your goals.

16. Adeshina Adewumi
Scaling Up the Future of Africa
he pandemic brought an unfamiliar situa on to the
Tfore. People had to stay at home and could venture
out in only dire circumstances. This meant anything
and everything had to be ordered online. Small businesses
and mom & pop stores had to grapple with online orders
and home deliveries, something which they hadn't had to
deal with before. Raising enough capital to scale and meet
the rising demand became an issue.
However, Adeshina Adewumi came up with a solu on to
scale and meet the challenge with fiscal reliability. He
founded Trade Lenda to provide digital financial services
for MSMEs, suppor ng their growth and enabling access to
market and finance across emerging markets.
Adeshina is a seasoned entrepreneur who understands
that capacity development must meet a funding gap that
exists in Africa. He has served as a Partner with Ap ve
Capital, a US-based $ 1 million por olio Fund Company
commi ed to suppor ng entrepreneurs in capacity
development and funding across Africa, with seven
por olio companies receiving funding between 2020 and
2021.
Adeshina is commi ed to driving posi ve change,
promo ng sustainable development goals, and capacity
development through various programs in Nigeria, Africa,
and the Globe. He is a member of the Nigerian Ins tute of
Management, the Ins tute of Management Consultants,
and several other associa ons.
He ac vely volunteers to facilitate courses on innova on
and crea vity for fresh graduates in partnership with the
Knowledge Exchange Center; a Nigerian non-profit focused
on bridging the knowledge gap of fresh graduates and
crea ng job opportuni es for all. He is also a mentor with
the Tony Elumelu Founda on, where he supports various
emerging entrepreneurs across Africa.
Adeshina Adewumi in an exclusive interview with CIOLook,
shares his dedica on to make Africa a leader on the global
stage.
Below are the highlights:
Brief our audience about your journey as a business
leader un l your current posi on at Trade Lenda. What
challenges have you had to overcome to reach where you
are today?
Before venturing into Entrepreneurship, I had the
opportunity to work in academia; then, I moved on to work
with Stanbic IBTC Group within the Wealth Management
and Bank subsidiaries. I previously founded One Kiosk in
2019 to support Micro, Small, and Medium Scale
enterprises to achieve scale online. In 2020, we observed a
soaring increase in the adop on of e-commerce channels
among users due to the pandemic.
Suppor ng over 14,000 MSMEs at the me and seeing the
gross merchandise value (GMV) growing from just less than
$100,000 monthly to over $1 million showed the real
poten al of basic essen als commodi es and goods via e-
commerce.
However, with the growth in customers' orders, MSMEs
struggled to meet the corresponding growth. Could this be
that MSMEs do not want to grow as fast as opportuni es
are available to them? A closer look and engagement led to
the realiza on that most businesses were unable to access
credit to grow even when they showed the capacity or had
invoices to make some supplies that could increase their
revenue poten al.
By 2021, we decided to put all our learnings together. We
formed a team with experience cu ng across the Supply
value chain, Retail, Credit, and Technology to make a
difference, and we have never looked back since then.
www.ciolook.com | January 2023 |
14

17. Digital lending space for MSMEs is driving financial inclusion and delivering
solu ons to real problems faced by many businesses in Sub-Saharan Africa. We
provide mely and affordable credit for MSMEs in emerging markets to avoid
missed opportuni es.
“
“
Adeshina Adewumi
CEO
Trade Lenda
www.ciolook.com | January 2023 |
15

18. Tell us something more about Trade Lenda and its mission
and vision.
Our vision is to become Africa's No1 Digital Financial
service solu on for Commerce and Trade, suppor ng
MSMEs' access to mely credit and other financial services
to grow and create jobs across emerging markets.
Our mission is to develop fast, efficient, and inclusive
solu ons capable of driving financial inclusion for MSMEs
across emerging markets and posi on us as role models
and market leaders within the first five years of opera ons
while building with the utmost professional and ethical
standards and building an enduring ins tu on.
Enlighten us on how you have impacted the Financial
Services Industry through your exper se in the market.
Digital lending space for MSMEs is driving financial
inclusion and delivering solu ons to real problems faced by
many businesses in Sub-Saharan Africa. My team brings
our wealth of experience spanning over two decades
across technology and the financial service space to
provide mely and affordable credit for MSMEs in
emerging markets to avoid missed opportuni es.
Describe in detail the values and the work culture that
drives Trade Lenda.
At Trade Lenda, we have built a culture of family, loyalty,
service, and excellence. This encourages everyone to feel
valued and appreciated. It drives innova on, outstanding
efforts, and service to our customers and all stakeholders.
I am a strong believer in leadership by example, and as
such, I maintain an open-door policy which allows
members of the team to ques on any area which they feel
needs to be changed to get posi ve results for the team.
Every member is empowered to produce results.
Undeniably, technology is playing a significant role in
almost every sector. How are you leveraging technological
advancements to make your solu ons resourceful?
We are a Fintech, so already fully digital and do not
operate tradi onally. We have built a proprietary credit
framework while leveraging exis ng infrastructures and
partners for underwri ng our users.
What, according to you, could be the next significant
change in the Financial Services Industry? How is Trade
Lenda preparing to be a part of that change?
Trade Lenda is well-posi oned for the next phase of
financial services. Every sector today needs financial
services in what we call embedded finance.
For us at Trade Lenda, we see this, and this is in line with
our long-term goals to be that plugin to help various
partners that we currently support and various
manufacturers and commodity players offer credit to their
customers using our API call.
Where do you envision yourself to be in the long run, and
what are your future goals for Trade Lenda?
We are developing ourselves as the Digital Bank for MSMEs
across emerging markets while providing credit for the
underserved across various markets (developed and
emerging).
What would be your advice to budding entrepreneurs
who aspire to venture into the Financial Services
Industry?
The financial service industry is robust and unique. Pay
a en on to details, cyber security, and regulatory
frameworks. Build and scale quickly.
www.ciolook.com | January 2023 |
16

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18

21. Leadership A ributes
Five Skills
that Next-Generation
Leaders Need
n today's rapidly changing and competitive world,
Iinnovation has become a key driver of success for
organizations. Innovative leaders are those who are
able to create and implement new ideas, products, and
services that drive growth and create value for their
organizations. These leaders possess a unique set of
traits and skills that enable them to navigate complex
and uncertain environments, identify new
opportunities, and inspire others to achieve
breakthrough results.
The traits of innovative leaders can vary, but some
common characteristics include creativity, curiosity,
risk-taking, flexibility, and vision. These leaders are not
afraid to challenge the status quo, question
assumptions, and experiment with new ideas and
approaches. They are able to think outside the box, see
possibilities where others see limitations, and inspire
their teams to achieve ambitious goals.
In today's fast-paced and rapidly changing business
landscape, the next generation of leaders must possess
a diverse range of skills to succeed. These skills go
beyond traditional leadership traits such as
communication and problem-solving and encompass a
broader set of abilities that are essential for navigating
the challenges of the 21st century. Here are five skills
that next-generation leaders need to succeed:
that Next-Generation
Five Skills
Five Skills
Five Skills
Leaders Need
Leaders Need
Leaders Need
Digital Literacy
Next-generation leaders must be digitally literate to
lead their organizations effectively. This includes
understanding how to leverage technology to improve
business processes, data analytics, and cybersecurity.
They must also be able to anticipate emerging trends
and technologies that could disrupt their industries.
Digital literacy enables individuals to communicate
more effectively using digital technologies such as
email, messaging apps, social media, and video
conferencing. This can facilitate remote work,
collaboration, and knowledge sharing across
geographic boundaries.
Digital literacy allows individuals to access vast
amounts of information online, including educational
resources, news, and research. This enables individuals
to stay informed and keep up-to-date with the latest
trends and developments in their fields of interest.
Cultural Competence
In today's globalized world, next-generation leaders
must be culturally competent. They must be able to
work effectively with people from diverse backgrounds
and understand the unique challenges and
www.ciolook.com | January 2023 |
19

22. Learning Agility
Next-generation leaders must have learning agility,
which is the ability to adapt to new situations and learn
quickly. They must be able to think critically and solve
complex problems in a rapidly changing environment.
This requires being open to new ideas, taking risks, and
being willing to experiment and learn from failure.
Learning agility can enhance an individual's leadership
effectiveness by enabling them to learn and adapt
quickly to new situations and challenges. It involves
being able to inspire and motivate others, build strong
relationships, and communicate effectively to achieve
shared goals.
Learning agility can foster innovation and creativity by
encouraging individuals to think outside the box,
challenge assumptions, and explore new possibilities. It
involves being curious, seeking out new ideas and
perspectives, and applying creative thinking to achieve
breakthrough results.
Conclusion
The next generation of leaders will face a host of
challenges that require a diverse set of skills. They must
be digitally literate, culturally competent, emotionally
intelligent, strategic thinkers, and possess learning
agility. These skills are essential for navigating the
complexities of the modern business landscape and
building successful organizations that thrive in the 21st
century. By developing these skills, next-generation
leaders can position themselves and their organizations
for success in the years ahead.
opportunities that arise in different cultural contexts.
This includes being able to communicate effectively
across language barriers and understanding the
importance of diversity and inclusion in the workplace.
Cultural competence enables individuals to
communicate and collaborate more effectively with
people from diverse cultural backgrounds. It enhances
their ability to understand and respect cultural
differences, avoid misunderstandings, and build
stronger relationships with others.
Cultural competence can also facilitate personal and
professional growth by expanding individuals' horizons,
challenging their assumptions and biases, and exposing
them to new experiences and perspectives. It can
increase individuals' self-awareness and empathy,
which can improve their relationships with others and
enhance their leadership capabilities.
Emotional Intelligence
Next-generation leaders must possess emotional
intelligence, which is the ability to understand and
manage their emotions and those of others. This
includes being able to empathize with team members,
manage conflicts effectively, and provide constructive
feedback. Emotional intelligence is crucial for building
strong relationships and motivating team members.
Strategic Thinking
Next-generation leaders must be strategic thinkers
who can anticipate future trends and opportunities.
They must be able to develop and execute long-term
plans that align with their organizations' goals and
objectives. Strategic thinking involves a deep
understanding of market trends, customer needs, and
industry dynamics.
Strategic thinking enables individuals to make better
decisions by considering multiple factors and potential
outcomes. It involves analyzing data, assessing risks,
and weighing options to identify the most effective
course of action.
Strategic thinking can provide individuals and
organizations with a competitive advantage by enabling
them to anticipate and respond effectively to market
trends and customer needs. It involves identifying
unique strengths, differentiating from competitors, and
building sustainable competitive advantages.
www.ciolook.com | January 2023 |
20

24. Envisioning the Future of Business with Digital Transformation
Dan Jeavons
ometimes you find what you are meant to do by
Seliminating all the things you can't do. Dan
Jeavons puts it this way "In finding out what I
wasn't, I found out what I was." He wasn't the best
programmer, but what he was good at was finding
patterns from large quantities of data.
Dan is currently the Vice President of the
Computational Science & Digital Innovation
department at Shell. He is a key contributor to Shell's
digitalization program. Since he started his own team at
Data Science Centre of Excellence in 2013, its work has
won multiple awards, one of which was Constellation
Research's Supernova Awards in the Data to Insights
category.
Dan is recognized for his industry-leading work in the
area of Digital Transformation. He was part of the team
which developed the Shell.ai brand, which is now
externally recognized. His team's work and impact have
been regularly publicized in mainstream journals like
Forbes, the Wall Street Journal, and the Financial
Times.
He has also developed effective technology
partnerships with Microsoft and others, contributed to
Shell's strategic alliance, and coordinated with Baker
Hughes & C3.ai leading to the announcement of the
Open AI Energy Initiative (OAI) in 2021.
Dan is passionate about Big Data, Data Science, and AI.
He also has extensive experience in business process
redesign, business transformation, and change. In 2020
he was listed in the Constellation Research #BT150
and Truata's Top 100 Data Visionaries.
Dan Jeavons, in an exclusive interview with CIOLook,
shares how dancing to his own tune has led him to success.
Below are the highlights:
Dan, please brief our audience about your journey as a
business leader until your current position at Shell.
What challenges have you had to overcome to reach
where you are today?
I knew I was never going to be the best coder but being
aware of what I am not so good at is actually a
superpower. From early in my career, I could see others
around me who were better at what they were doing.
So, in finding out what I wasn't, I found out what I was -
good at distilling large quantities of information and
then making the connections.
Now I'm part of a team leading Shell's digital
transformation, which is playing an integral part in our
net-zero ambition. My team is a core part of a
traditionally slow-moving business – but one that is
changing rapidly. And digital plays an increasingly
important role. We've found that the ability to take
large quantities of information – or data – and look for
patterns and, in some cases, embed these insights
software applications has delivered material impact for
our business.
Taking large quantities of
information or data, looking
for patterns and using those
insights to transform
business processes has been
the key reason for the
success of my team.
“
“ “
“
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25. Dan Jeavons
VP Computational Science & Digital
Innovation
Shell
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26. optimization are as relevant to wind farms, solar farms,
battery storage, and hydrogen facilities as they are to
gas plants and refineries.
Using data around the use of electric vehicles means
charging can be optimized to place less burden on the
grid for example. Shell is also using blockchain to trace
and verify the provenance of energy created from
renewable sources – so energy users know where their
energy has come from. And a recent pilot project is
Avelia – a blockchain project between Shell, Accenture,
and American Express Global Business Travel which is
aimed at increasing the availability and use of
sustainable aviation fuel.
We work a lot with others companies. Microsoft, C3.ai,
Baker Hughes, and Shell are founding members of the
Open AI Energy Initiative. This first-of-its-kind program
shares AI knowhow and finds ways to exchange digital
technology to help solve tough problems within the
energy industry – making sure assets run as efficiently
as possible and improving maintenance, for example.
What, according to you, could be the next significant
change in your sector? How is your company
preparing to be a part of that change?
I believe that the two mega trends – that of the energy
transition and digitalization are intertwined. Both are
expected to have a profound impact on the way
everyone lives their lives. I believe that technological
innovation is key to help us make the massive changes
needed.
Deep decarbonization of energy infrastructure and
consumption would not be possible without a
comprehensive digital transformation through the
entire energy value chain. I am not advocating that
digital technology can solve the world's energy
problems. But I am convinced that digital technology is
one of the major levers to pull in the drive towards a
net-zero future.
AI itself will not abate emissions. It is an enabling
technology, versatile by essence; it allows new ways of
working, which can have a systemic impact in
transforming and decarbonizing the energy system.
Tell us something more about your company and its
mission and vision.
Shell is an international energy company whose
purpose is to power progress together with more and
cleaner energy solutions. Shell uses innovative and
advanced technologies to produce and distribute
energy in more efficient, reliable and sustainable ways.
Digital technology is making our existing operations
more effective and efficient, helping to offer our
customers lower-carbon solutions.
Describe in detail the values and the work culture that
drives your organization.
For me, it has always been about being part of a viral
movement, growing from the bottom up. At the start,
we were a really small group about five or six of us
dancing on our own within Shell, like that YouTube
video where a man is dancing on his own, and then
there are two people, then four and so on all in sync. In
2013, I began building a team to see how Shell could
reap more value from advanced analytics.
I had help from some pretty visionary executives. I
hired a statistician and an engineer, and we started
building stuff. A lot of it failed but I was given the time
to try, and also smash into a few walls – eventually, one
worked. That project paid for itself in six weeks.
Suddenly we went from 'Dan's little hobby horse' to:
'OK, this is actually saving us money...'
When you're dealing with a sector that has to think
about safety every waking moment, you need a safe
place to experiment with doing things differently. A
sandbox – where it's OK to fail. In the past, there were
empirical models, where data came from watching what
had happened and then applying lessons of the past to
fix problems of the future. Now, with digital twins, it is
possible to create an exact replica of a plant or facility
virtually. Play the scenario and see the outcomes.
Rewind then play again with a different set and
scenarios, and keep doing this until we get it right.
Undeniably, technology is playing a significant role in
almost every sector. How are you leveraging
technological advancements to make your solutions
resourceful?
Digitalization is one of the key ways to accelerate the
energy transition because reliability, integrity and
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29. Developing Leaders
D
eveloping a successful leadership program can
be a challenging task, but it is essential for
building a strong and effective leadership team.
A well-designed leadership program can help identify
and develop the skills, knowledge, and attributes
needed to lead and manage people and organizations
effectively. Here are some steps to help you develop a
successful leadership program:
Define your objectives: The first step in developing a
successful leadership program is to define your
objectives. Identify what you hope to achieve through
the program, such as developing specific skills or
competencies, building a pipeline of future leaders, or
enhancing employee engagement and retention.
Identify your target audience: Determine who the
program is intended for and what level of leadership
experience they have. Consider the specific needs and
challenges of your target audience, and tailor the
program accordingly.
Design the program: Develop a comprehensive
curriculum that includes a mix of classroom instruction,
coaching and mentoring, experiential learning, and
feedback mechanisms. Ensure that the program is
aligned with your organization's goals and values, and
that it supports your overall talent management
strategy.
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30. Select the right instructors: Identify instructors who
are experienced in leadership development and have a
proven track record of success. Ensure that they have
the necessary skills and expertise to deliver the
program effectively and engage participants.
Implement the program: Once the program is designed
and instructors are selected, implement the program
and communicate its objectives and benefits to
participants. Provide ongoing support and resources to
participants, such as coaching, mentoring, and
networking opportunities.
Measure and evaluate the program: Continuously
monitor and evaluate the program's effectiveness in
achieving its objectives. Use data and feedback from
participants to make improvements and ensure that the
program is delivering value to your organization.
Maintain momentum: Keep the momentum going by
promoting a culture of continuous learning and
development. Encourage participants to apply what
they have learned in their daily work, and provide
opportunities for ongoing learning and growth.
A successful leadership program requires careful
planning, design, and implementation. By defining your
objectives, identifying your target audience, designing a
comprehensive curriculum, selecting the right
instructors, implementing the program, measuring and
evaluating its effectiveness, and maintaining
momentum, you can create a leadership program that
supports your organization's goals and helps develop
the next generation of leaders.
Developing a pipeline of future leaders: A well-
designed leadership program can help identify and
develop employees who have the potential to become
future leaders. This can help organizations build a
strong talent pipeline and ensure a smooth transition of
leadership as senior executives retire or move on.
A pipeline of future leaders ensures that an
organization has a pool of talented individuals who are
ready to take on leadership roles when senior
executives retire or move on. This helps ensure a
smooth transition of leadership and reduces the risk of
disruption to the organization.
When an organization has a pipeline of future leaders,
it reduces the need for external recruitment to fill
leadership positions. This can help save on recruitment
costs and ensure that new leaders are aligned with the
organization's culture and values.
Developing a pipeline of future leaders helps ensure
that an organization has a strong leadership team in
place to drive organizational performance. This can
help improve productivity, profitability, and overall
organizational success.
Improved employee retention: When employees feel
valued and see opportunities for growth and
development within an organization, they are more
likely to stay with that organization. A successful
leadership program can help increase employee
engagement and retention, which can in turn reduce
turnover costs and improve organizational
performance.
Enhanced organizational performance: Effective
leadership is essential for driving organizational
performance. A successful leadership program can help
develop the skills and knowledge needed to lead and
manage people and organizations effectively, which can
in turn improve productivity, profitability, and overall
organizational success.
Increased innovation and creativity: Leaders who are
trained in innovation and creativity can help drive
innovation within the organization. A successful
leadership program can help develop the skills and
mindset needed to think outside the box, challenge the
status quo, and identify new opportunities for growth
and innovation.
Improved communication and collaboration: A
successful leadership program can help develop the
communication and collaboration skills needed to build
strong teams and foster a culture of collaboration. This
can help improve employee engagement, reduce
conflict, and improve overall organizational
performance.
In summary, a successful leadership program can have a
significant impact on an organization's success, from
developing a pipeline of future leaders to improving
employee retention, enhancing organizational
performance, increasing innovation and creativity, and
improving communication and collaboration. Investing
in a successful leadership program can pay dividends
for years to come.
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