The Most Influential Chain Restaurant Leaders 2023.pdf

VOL 01 I ISSUE 06 I 2023
Industry Insights
Embracing the emerging
trends in the Global
F&B Sector
Novel Perspec ves
Understanding the Traits of
Inﬂuen al Leaders of Business
Arena

Food
Food
Foodis not rational.
is culture, habit,
is culture, habit,
craving, and
craving, and
is culture, habit,
craving, and identity.
identity.
identity.

hain restaurants are a prominent and
Ccompetitive industry, and the most influential
chain restaurant leaders possess certain
qualities that set them apart from their competitors.
Here are some of the qualities of the most influential
chain restaurant leaders:
The most influential chain restaurant leaders possess
strong business acumen, which enables them to make
informed decisions and drive their organizations to
success. They understand the financial and operational
aspects of the industry and are able to develop and
execute strategies that maximize profits while ensuring
customer satisfaction.
Successful chain restaurant leaders prioritize customer
satisfaction above all else. They understand the
importance of creating a positive dining experience for
their customers and are always looking for ways to
improve their menu offerings, service, and overall
atmosphere. They listen to customer feedback and use
it to inform their decisions and strategies. The most
influential chain restaurant leaders are always looking
for ways to innovate and stay ahead of the curve. They
are not afraid to take risks and try new things, whether
it's developing a new menu item or implementing new
technology to improve the customer experience.
Effective chain restaurant leaders possess strong
leadership skills, which enable them to inspire and
motivate their teams to achieve success. They set clear
expectations and goals, communicate effectively with
their teams, and lead by example. They are able to
create a positive and supportive work environment that
fosters collaboration and innovation.
The restaurant industry is constantly changing, and the
most influential chain restaurant leaders are able to
adapt to new trends and challenges quickly and
effectively. They are able to pivot their strategies when
necessary and make informed decisions in the face of
uncertainty.
The most influential chain restaurant leaders are
committed to providing high-quality food, service, and
overall experience to their customers. They prioritize
quality over quantity and are willing to invest in their
products and services to ensure that they meet the
highest standards. These leaders possess a unique set
of qualities that enable them to drive success in a
competitive industry. They possess strong business
acumen, customer focus, innovation, leadership skills,
adaptability, and a commitment to quality.
By cultivating these qualities, leaders can inspire their
teams to achieve unprecedented success and drive the
chain restaurant industry forward. Embracing the
journey of these business leaders in the chain
restaurant niche, CIOLook spotlights The Most
Influential Chain Restaurant Leaders 2023.
Flip through the pages and indulge in the odyssey of
excellence with eternal advancements that these
staunch business leaders are empowering in the ever-
evolving F&B niche.
Have a delightful Read!
Abhishek Joshi
Quest of Brilliance
Abhishek Joshi

C
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N
T
E
N
T
S
C O V E R S T O R Y
A R T I C L E S
Industry Insights
Embracing the emerging trends
in the Global F&B Sector
Novel Perspectives
Understanding the Traits of
Inﬂuen al Leaders of Business Arena
08
28
18

24
32
22
The Need for Compassion
During a Global Pandemic
The need for setting a positive
work culture for remote
employees
The Professional Odyssey of
Zara Zamani

CONTENT
Senior Editor Alan Swann
Executive Editors AbhishekJoshi
Alex Spellman
DESIGN
Visualizer Dave Bates
Art & Design Director Revati Badkas
Associate Designer Ankita Pandharpure
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
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Brief
Company Name
Suzie Yorke
CEO, Co-founder
Susan is a passionate and driven marketer who excels in
identifying powerful consumer insights that build winning new
product ideas.
Leanne Bonner-Cooke
CEO
Leanne established e-Bate; UK’s first end-to-end highly
configurable SaaS, Price and Margin Management solution.
E-bate
e-bate.io
The Better Chocolate
thebetterchocolates.ca
Emily Hartstone
Founder & CEO
Emily Hartstone, has been helping businesses and individuals
shape up and live up to their potential goals of financial
success.
From The Hart
Management
fromthehartllc.com
Thomas Stager
President
Thomas is an expert in operational turnaround, expansion and
rejuvenating the brand by growing sales and profit.
Krystal Restaurants, LLC
krystal.com
ChromaWay
chromaway.com
Zara strives to provide blockchain applications that are easy to
use and create real value in society by providing transparent
systems that enhance efficiency and reduce exploitation.
Zara Zamani
Chief Solutions
Officer
Featured Person

As an opera ons guy, I would like to see every
one, from finance to social media, spend some
me in the restaurants so they can see what
impact their work has on our front-line workers.
T
o climb aboard a sinking ship by all accounts is a
foolish move, not to mention thinking you can
save it. But this is precisely what Thomas Stager
does. Thomas is an executive who specializes in
turnarounds. An expert in operational turnaround,
expansion, and rejuvenating brands by growing sales
and profit – Thomas believes in a hands-on, result-
oriented leadership style that assembles managers and
leaders to develop high-performance teams, deliver
outstanding revenue, and execute plans that result in
increased shareholder value.
It is precisely this expertise that landed him the position
of President at Krystal Restaurants, a 90-year-old
franchise that was struggling to maintain its business in
the lockdown. Thomas not only led the organization
successfully through the pandemic but also scaled its
success to new heights by launching initiatives and
developing strategies that prioritized people, sales,
profit, operations, and culture.
Impressed with his work, CIOLook reached out to
Thomas Stager, asking him to share his journey as a

business leader, his successes in creating turnarounds
for multiple organizations, and his vision for Krystal
Restaurants.
Below are the highlights of the interview:
Brief our audience about your journey as a business
leader until your current position at Krystal Restau-
rants. What challenges have you had to overcome to
reach where you are today?
I started my professional journey with the Arby’s
Restaurant Group and dedicated nearly three decades
to the organization. During my tenure with Arby’s, I
focused on operations and developing strong teams to
help lead to growth and success. Throughout my career,
I’ve taken on leadership roles that have allowed me to
help and develop others expand their potential and, in
turn, help organizations flourish.
I firmly believe in strong communication across the
board, from executives to managers to field teams and
beyond. I also believe in being hands-on to rally the
troops and demonstrate that I’m also acting for our
shared goals and missions.
After Arby’s, I moved on to the fitness space and served
as COO for Jakked Dragon - Crossfit and then headed
Next Level Training as CEO.
In 2018, I took on the COO role for Golden Child
Holdings & GC Pizza Hut. This was a historic time for
the organization, as GC Pizza Hut was on track for a
$2.8 million store-level EBITDA improvement on top of
a 2% minimum wage hike increase. During my time with
the company, I was part of a successful turnaround that
focused on people, sales, profit, operations, and culture.
I later transitioned to CEO for GC Pizza Hut & Partner
with Golden Child Holdings.
My extensive and successful turnaround experience is
what brought me to Krystal. I joined the organization in
2020, during the height of the pandemic when many
restaurants and companies were struggling. The
company was not only dealing with the pandemic but
also with new ownership. I’ve taken the vast experience
I gained throughout my career and am channeling my
energy to turn our legacy brand into a legendary one.
At Krystal, I’ve focused on growing our teams as well as
helping build our future leaders. Last year, we launched
a new paid internship program that was my brainchild
and means a lot to me.
The program provided college students with the
opportunity to gain real-world experience at our
company and connect them with professionals who are
active in the careers that they’re looking to pursue. It
was very exciting to see the program come to fruition
for our company to be able to offer this opportunity to
students.
Tell us something more about your company and its
mission and vision.
As a legacy brand, there’s a fine balance between
staying true to our heritage while also evolving to stay
current with the times. Over the years, we have
developed a unique and highly craveable menu, which
we remain steadfast in maintaining. We’ve also offered
our food at a great value, and we’re committed to that
as well. We strive to consistently deliver with our food,
value, and our connection to our fans. In building
loyalty, it’s imperative to be genuine and find those
shared connections with customers, as well as our
teams and partners.
Enlighten us on how you have impacted the restaurant
industry through your expertise in the market.
Throughout my career, I have served in leadership
positions that have allowed me to cultivate my skills to
become a turnaround expert. This has included opera-
tional turnarounds, as well as strategic planning for
expansion and rejuvenating brands. With my 30+ years
in the industry, I’ve been fortunate to work alongside
teams who are committed to growth and change and
are willing to go on these journeys with me to make the
significant shifts required to succeed in turnarounds.
Again, it’s the strong and open communication, trust
building, and development of solid teams that can help
drive success.
From my years with the Arby’s Restaurant Group to GC
Pizza to where I am now with Krystal, I have been able
to really dig into these brands, connect with the people,
and find solutions to help grow and evolve.
Describe in detail the values and the work culture that
drives your organization.
When I joined the organization, our team developed

I HOPE TO CONTINUE TO
GUIDE KRYSTAL RESTAU
RANTS INTO ITS NEXT
EVOLUTION FROM LEG
ACY TO LEGENDARY. I
WANT TO ATTRACT MORE
FRANCHISEES TO OUR
CONCEPT AND DOMINATE
THE MARKETS IN WHICH
WE DO BUSINESS.

OVER THE YEARS,
WE HAVE DEVEL
OPED A UNIQUE
AND HIGHLY
CRAVEABLE
MENU, WHICH
WE REMAIN
STEADFAST IN
MAINTAINING.

core pillars to help steer the brand as it was undergoing
a turnaround. The U.N.I.T.E.D. initiative underscores the
following for team members across our system: Value
the Truth, Enjoy Your Work, Make Informed Decisions,
Be Accountable to Our Guests, Grow and Evolve, and
Find a Way. The initiative places priorities on people,
sales, profit, operations, and culture.
Over the past two years, we have been laser-focused on
our people, from upgrading our leadership teams and
filling critical management positions to creating and
implementing bench guidelines and tools for corporate
and field operations. We developed a Future Leader
Program and have been strengthening our collabora-
tions with franchisees. We also developed and launched
our Talent Lifecycle Tools and Guidelines to support the
hiring and processing of team members.
Our turnaround approach has been a holistic one that
involves creating a culture that embraces our diverse
community of team members and encourages open
lines of communication. To support our varied groups of
employees, we reinvigorated our Young Professionals
Employee Resource Group, created and launched a
Veteran Recognition Program, and created and imple-
mented an Intern Program. To encourage dialogue
among key team members, we created and imple-
mented Krystal Breaks- monthly Zoom Communica-
tions with District Managers and corporate teams.
A safe workspace is paramount, so we launched our
Talk to Me program, which encourages employees to
speak up if they feel, hear, or see something that
requires special attention.
Undeniably, technology is playing a significant role in
almost every sector. How are you leveraging techno-
logical advancements to make your solutions
resourceful?
Over the past two years, we’ve implemented 30 new
POS/BOS franchise systems to support our partners.
We continually work with franchise partners to develop
systems that fit their needs and help them run their
businesses as efficiently as possible.
For our latest restaurant prototype, we took a look at
our kitchens and reworked the designs to elevate
execution. As new tech becomes available, we explore
these options and how we can continue to improve for
the benefit of our teams and franchise partners.
As the consumer landscape changes, we’re also imple-
menting and exploring ways to better serve our guests
while also meeting them where they are with technol-
ogy. Many younger consumers, who grew up with tech,
prefer to use these tools for their everyday lives,
including how they interact with restaurants, order
food, and more.
What change would you like to bring to the restaurant
industry if given a chance?
As an operations guy, I would like to see everyone, from
finance to social media, spend some time in the
restaurants so they can see what impact their work has
on our front-line workers. These individuals are the
backbone of our organization and keep our brand
running. It’s critical to personally see and understand
these impacts, especially as we look to grow as a
collective.
What, according to you, could be the next significant
change in the restaurant industry? How is your
company preparing to be a part of that change?
I think you will see smaller and smaller footprints, more
automation, and virtual brands working alongside

bricks and mortar locations. Our latest restaurant
prototype is an example of this. We’ve reduced the
footprint and added a second drive-thru, as well as a
pickup area for online orders and third-party delivery.
During the pandemic, a number of restaurants, includ-
ing ours, focused on off-premises services. This is
something that is on the rise and will continue to
expand.
Where do you envision yourself to be in the long run,
and what are your future goals for Krystal Restau-
rants?
I hope to continue to guide this brand into its next
evolution from legacy to legendary. I want to attract
more franchisees to our concept and dominate the
markets in which we do business. Our teams have been
dedicated to growing our franchise program, which
offers comprehensive support for our partners.
Franchisee collaboration and trust are critical for us.
We try to involve our franchise partners, when possible,
in our development efforts. They are key to our growth,
and we strive to demonstrate how important they are
by turning to them for ideas and input on how we plan
for the future.
To attract new franchise partners, we’ve been develop-
ing new restaurant designs that are operationally sound
and enable our franchise partners to maximize their
investment. Our new design drives down labor costs
while increasing the speed of service and, in turn,
creating a better guest experience.
What would be your advice to budding entrepreneurs
who aspire to venture into the restaurant industry?
My advice to budding entrepreneurs is to believe in
themselves and set their minds on achieving their goals.
When building your business, create a culture where
people want to work, hire a great team, pay them well,
and give them the ﬂexibility to do their job. People like
three things when it comes to work: autonomy, a great
work environment, and money. If you can hit these
drivers, then you can set yourself on the path toward
success in the industry.

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Embracing the
Emerging Trends
Emerging Trends
Emerging Trends
in the
Global F
F
F&
&
& B
B
B Sector
www.ciolook.com | January 2023 |
18

Industry Insights
he food and beverage (F&B) sector is a dynamic
Tand ever-evolving industry that is constantly
influenced by new technologies, consumer
preferences, and economic trends. Embracing emerging
trends is essential for businesses in this sector to stay
competitive and relevant in the global market. Here are
some of the emerging trends in the F&B sector:
Plant-Based and Vegan Foods: With the rise of
conscious eating and health concerns, there has been a
growing demand for plant-based and vegan food
options. More people are opting for plant-based foods
and are reducing or eliminating meat and dairy from
their diets. The F&B sector needs to cater to this trend
by offering innovative plant-based options that taste
great and are nutritionally balanced.
Plant-based and vegan diets are often associated with
numerous health benefits, such as a lower risk of heart
disease, high blood pressure, type 2 diabetes, and
certain types of cancer. These diets are often rich in
fiber, vitamins, minerals, and antioxidants that support
good health and well-being.
This food is environmentally sustainable and has a
lower carbon footprint compared to animal-based
diets. The production of animal-based foods requires
more resources such as water, land, and energy, and
19

contributes to deforestation, greenhouse gas
emissions, and pollution. It is also more affordable than
animal-based diets, especially when considering the
long-term health and environmental benefits. Plant-
based foods such as grains, legumes, and vegetables are
often less expensive than meat and dairy products.
Sustainability: Consumers are becoming increasingly
aware of the impact of their food choices on the
environment. Sustainability is an emerging trend in the
F&B sector, with businesses looking for ways to reduce
waste and carbon emissions, and to source ingredients
responsibly. Companies that adopt sustainable
practices will appeal to consumers who are concerned
about the environment and looking for eco-friendly
options.
Traditional ethnic cuisine often uses locally sourced,
seasonal ingredients, and follows sustainable food
practices that support the environment and local
communities. By consuming authentic and ethnic
cuisine, individuals can support sustainable food
systems and promote environmentally conscious
practices.
Health and Wellness: The F&B sector is increasingly
focusing on health and wellness. Consumers are
becoming more health-conscious and are looking for
foods that are low in sugar, fat, and calories, and that
contain beneficial nutrients. Businesses that offer
healthy and nutritious options will appeal to this trend
and attract health-conscious consumers.
Digital Transformation: The F&B sector is embracing
digital transformation with the integration of
technology in various aspects of the business, from
online ordering and delivery to automation in the
kitchen. Businesses that embrace digital
transformation will have a competitive advantage in the
market and will appeal to consumers who prefer
convenient and efficient options.
Digital transformation allows businesses to streamline
their operations, reducing wait times and increasing
efficiency. By implementing online ordering and
payment systems, businesses can reduce errors,
improve accuracy, and speed up the ordering process,
resulting in a better customer experience. Digital
transformation provides businesses with access to data
and analytics tools that can help them make informed
decisions and optimize their operations. By analyzing
customer data, sales trends, and other key metrics,
businesses can identify areas for improvement and
make data-driven decisions that drive growth and
profitability.
Digital transformation helps businesses improve their
inventory management by providing real-time data on
stock levels, sales trends, and customer preferences.
This information can help businesses optimize their
inventory levels, reduce waste, and improve
profitability.
Authentic and Ethnic Cuisine: Consumers are
becoming more adventurous in their food choices and
are seeking out authentic and ethnic cuisine.
Businesses that offer unique and culturally diverse food
options will attract consumers who are looking for new
and exciting culinary experiences.
Authentic and ethnic cuisine offers a unique blend of
flavors and ingredients that are often not found in
Western cuisine. It provides an opportunity to
experiment with new and exciting tastes, textures, and
aromas, making the dining experience more enjoyable
and adventurous. Many traditional ethnic dishes are
often based on whole foods such as grains, legumes,
vegetables, and fruits, making them nutritionally
balanced and healthy. They often contain a variety of
vitamins, minerals, and antioxidants that promote good
health and well-being.
Consuming authentic and ethnic cuisine provides
several benefits that promote cultural diversity, unique
flavors and ingredients, nutritional value, social
connection, and sustainability. It provides an
opportunity to learn about and appreciate different
cultures and traditions, making the dining experience
more enjoyable, meaningful, and fulfilling.
In conclusion, embracing emerging trends is essential
for businesses in the F&B sector to stay competitive
and relevant in the global market. By adopting
sustainable practices, offering plant-based and vegan
options, focusing on health and wellness, embracing
digital transformation, and offering authentic and
ethnic cuisine, businesses can appeal to the changing
needs and preferences of consumers in the
F&B sector.
20

Compassion During a
Gl Pandemic
The Need for
Gl Pandemic
R
espectfully Submitted by Emily Hartstone, Founder
& CEO of From The Hart Management, LLC
Since the start of dreaded COVID-19, one thing has
become clear: there is a huge shortage of compassion in
the world, both in the workplace and in society as a
whole. The effects of the pandemic on global health,
economic activity, and daily lives have emotionally
overwhelmed peopled so much, it's no wonder in a
recent survey almost half of the respondents stated
that the pandemic has had a negative impact on their
mental health.
A large-scale crisis such as this forces leadership to
strip down to its most fundamental basic: making a
positive difference in people's lives. It is now imperative
that leaders demonstrate compassionate leadership
and make dealing with unfolding tragedies the ﬁrst
priority.
Compassion rises from awareness of human suffering,
emotional resonance with that suffering, and action to
relieve that suffering. In other words, awareness +
empathy + action = compassion. Compassion fuels
commitment and innovation, and numerous studies
show that compassionate leaders foster more loyalty
and engagement by their teams.
While the world is facing a global pandemic, social
injustice is also coming to an all-time high. In a recent
survey, over 40% of people responded that they feel the
world is going backwards instead of moving forward.
More than ever, employees are looking for places to
work with a positive and inclusive culture. In fact, in
that same survey, this was the number one thing they
were looking for in a workplace.
The mental health of people is already at a low, and
throwing social injustice into the mix doesn't help. It is
imperative now more than ever, leaders are aware and
paying attention to well-being of their team members.
If an event happens that you feel might impact someone
on your team, hold a meeting and check-in with them.
Showing this type of compassion builds trust and
loyalty. It creates a "safe space" for them instead of
additional anxiety into an already stressful
environment.
The need for compassion isn't just about achieving
organizational resiliency and a better work
environment. ALL of society, whether in business or
every day life, must remember that we are all in this
TOGETHER. Personally, I cannot wrap my head around
the fact racism and antisemitism still exists, and it
disgusts me to my core.
This. Has. To. Stop.
We are ALL born as loving people who believe everyone
is equal. We must learn to continue to carry this love for
humanity throughout our lives. No matter what your
race, sexual preference, gender identity, religion, etc. –
we are ALL PEOPLE. We all have a beating heart, and
we all have feelings.
22

So, in closing, I will ask you this. If you
have (or had) a little girl or little boy
and knew they were being bullied in
school because of what they looked
like, how would you feel? If someone
told you that you were not allowed to
go somewhere because you did or
didn't take the vaccine (other than
Government travel regulated)
because of political preference, how
would you feel? Whether you want to
admit it or not, the answer is "Awful!"
So please, have some more
compassion, be a little nicer, and
remember you never know what the
person next to you has been through.
Don't judge a book by its cover.
EVERY person can make a difference.
Let's be the generation of
changemakers.
CXO
Emily Hartstone
Founder & CEO
From The Hart
Management
23

The need for setting
a positive
work culture for remote
employees
unning a business in 2023 certainly has more
Rchallenges than in previous years, most of which
are centred around the way teams work
together, either as a fully remote team or operating a
hybrid model. But how does this impact businesses?
How do we provide a positive work culture for those
who are not based in a central head office? And, most
importantly, how important is a positive work culture
for the success and growth of a business?
Leanne Bonner-Cooke MBE launched her fintech SaaS
business, e-bate Limited, in 2018 with a handful of
employees. Now, after 4 successful rounds of
investment and nearly 40 people on the payroll, CEO
Leanne and her team have grown their client base and
strengthened their plans for the future as the leading
intelligent rebate management software solution. With
most of her employees based at home in the UK and
intercontinentally in Europe, the USA, and Asia, we
thought we’d ask Leanne for her thoughts on positive
work culture for remote employees.
How do you think remote working has changed office
culture in the last three years?
It’s changed it significantly. When you work in an office
with others, you form a community, and I think you lose
some of that when you’re remote working. It has its
benefits in terms of flexibility for workers, but at times,
people can feel very isolated and not part of that office
comradery that most of us enjoy at work. This makes it
even more important to ask yourselves how you can
make people feel involved and how you establish a
company culture. Forming and establishing a culture
can be problematic enough in one location, so doing it
(in our case) in over 35 locations, can be significantly
challenging for any business.
Has your leadership style changed since operating a more
remote workforce, and how has it translated from office to
home workers?
I’d say that staying in touch is now even more important
than before. We have daily sessions and stand-ups with
various teams to stay connected, and communicating
more often with my senior leadership team has been
critically important. We have daily catch-ups with the
engineering team, then weekly stand-ups with the
management team, sales and marketing teams, etc.,
even if there’s nothing to say. It’s important to give
everyone an opportunity to speak and raise issues and
plan and share ideas.
However, I do feel that there are those micro-moments
in the office where you might overhear something that
you can contribute to. Hence, our newest initiative
involves having a virtual office where employees will be
online with each other all day long. In a virtual office,
people can chat, hear phone calls, and see each other,
just like in an actual office. It also removes the
presumption that some team members aren’t working
as hard as others at home and provides an opportunity
to collaborate.
24

Leanne Bonner-Cooke
CEO
25

26

Is it possible to have a positive work culture in a hybrid
environment?
Absolutely, but you just have to work harder at it.
We’ve introduced more engagement tools to assess
how people are feeling. They can help you identify if
you have a functional problem, a systematic problem, or
a problem you would have had even if everyone was
working at the office, and essentially if the problem in
question relates to hybrid or remote working. This
allows us to tackle issues accordingly and keep people
happy and engaged.
Are there mental health affects or benefits from remote
working?
There are benefits because people have more time to
do things like wash on or tidy up at home during their
breaks. If they were in the office these home-based
tasks can build up and play on a person’s mind causing
overwhelm. Also, those with children have more time to
organise school runs which takes the chaos out of a
morning before work meaning they’re more relaxed
and ready for the working day. Essentially, it’s removed
the pressure on people’s lives.
However, the negative impact on mental health is
isolation. When employees don’t have a huge network
of friends and family, their co-workers become that
support, so it’s important, where possible, to encourage
social events for employees that bring them back
together to unwind and enjoy activities outside of work.
At e-bate we try to stay aware of changes in attitude
and mood - we have a ships council who arranges
individual meetings to allow employees to share how
they’re feeling psychologically, more one to ones, and
counselling support. We’ve also introduced an
employee engagement app called Wotter which we are
hoping will help us too.
How does having a positive workforce affect a business?
If you’ve got a happy and engaged workforce, it’s a fact
that performance goes up. However, statistically, only
30% of our workforce is performant in the UK, which is
a shockingly low stat. So my advice to other businesses
would be to create an environment that makes people
feel like they want to come to work and they want to do
a good job. Your attitude will be influenced by how
you’re thinking and feeling as well as how you’re
rewarded by your employer. Once you’re in a negative
space, you’ll lose motivation and then performance will
suffer. So, identifying when an employee isn’t in a good
place is really important - your people ARE your
business, so by looking after them, you will be looking
after and protecting your business.
What advice would you give to a business that is
considering introducing remote working for their
employees?
Communicate! Communication has always been key,
but with remote working, it has to be bigger and better
than ever before. In our business, we introduced more
121’s and management training to help us identify
when an employee is disengaged, upset or struggling,
for example. Without seeing someone in person, you
can’t see their body language and other signs that
would tell you if something is wrong, so you have to put
processes in place to combat this. Without these tools
and processes, it is likely that productivity could
reduce.
To find out more about Founder and CEO Leanne
Boner-Cooke and e-bate, the intelligent rebate
management software solution for any industry.
visit e-bate.io.
27

Novel Perspectives
Understanding
Understanding
Understanding
theTraits
of Influential Leaders
of
Business Arena
nfluential business leaders are those who inspire
Iand motivate others to achieve success. They
possess certain traits and characteristics that set
them apart from others. In this article, we will explore
the key traits of influential business leaders.
Visionary Thinking
Influential business leaders are visionary thinkers. They
have a clear understanding of their organization's
mission, values, and goals. They are able to create a
compelling vision for the future and communicate it
effectively to others. By having a clear vision, they are
able to inspire and motivate employees to work
towards common goals.
Visionary thinking creates a clear focus for individuals
and organizations. It helps them to identify their
priorities and goals and to align their actions
accordingly. This focus enables individuals and
organizations to work more efficiently and effectively
towards achieving their vision.
Visionary thinking drives change. By envisioning a
future state that is different from the present,
individuals and organizations can create a sense of
urgency and a desire for change. This can motivate
individuals and organizations to take action, to try new
things, and to drive innovation and growth.
It creates a clear focus for individuals and
organizations. It helps them to identify their priorities
and goals and to align their actions accordingly. This
focus enables individuals and organizations to work
more efficiently and effectively towards achieving their
vision.
Strong Communication Skills
Influential business leaders have strong communication
skills. They are able to convey their ideas and vision
28

29

clearly and effectively to others. They are good
listeners, able to take feedback and ideas from others
and incorporate them into their own thinking. They also
have the ability to inspire and motivate others through
their words and actions.
Strong communication skills build strong relationships.
By being able to communicate effectively, individuals
can establish rapport with others, build trust, and foster
a sense of community. This can lead to better
collaboration, increased productivity, and improved
morale.
Strong communication skills enhance leadership. By
being able to communicate effectively, leaders can
inspire and motivate their team, provide direction and
feedback, and build a culture of trust and collaboration.
This can lead to increased employee engagement,
improved performance, and better results.
Decisiveness
Influential business leaders are decisive. They are able
to make tough decisions quickly and effectively. They
are able to analyze complex situations and make
decisions based on their experience, intuition, and data.
They are also able to communicate their decisions
clearly and effectively to others.
Decisiveness increases productivity. By making quick
and effective decisions, individuals and organizations
can save time and resources. They can avoid wasting
time and energy on indecision or delay. This increased
productivity can lead to greater success and the
achievement of goals.
Decisiveness improves problem-solving skills. By
analyzing information and making decisions quickly and
effectively, individuals and organizations can develop
their problem-solving skills. They can learn to identify
the root causes of problems, evaluate options, and take
action to resolve issues.
Decisiveness builds confidence. When individuals and
organizations make decisions quickly and confidently,
they demonstrate their competence and expertise. This
confidence can inspire trust and respect from others,
leading to greater opportunities and success.
Resilience
Influential business leaders are resilient. They are able
to bounce back from setbacks and failures. They are
able to maintain their focus and commitment to their
vision, even in the face of adversity. They are also able
to learn from their mistakes and use them as
opportunities for growth and improvement.
Emotional Intelligence
Influential business leaders have high emotional
intelligence. They are able to understand and manage
their own emotions effectively. They are also able to
empathize with others and understand their
perspective. This allows them to build strong
relationships with employees, customers, and other
stakeholders.
Strategic Thinking
Influential business leaders are strategic thinkers. They
are able to see the big picture and develop strategies to
achieve their vision. They are able to analyze trends,
anticipate challenges, and develop plans to address
them. They are also able to adjust their strategies as
needed to respond to changing circumstances.
In conclusion, influential business leaders possess a
unique set of traits and characteristics that enable
them to inspire and motivate others to achieve success.
By exhibiting visionary thinking, strong communication
skills, decisiveness, resilience, emotional intelligence,
and strategic thinking, influential business leaders are
able to create a positive impact on their organizations
and the wider business community.
30

The Professional Odyssey of
Zara Zamani
hen I was about to graduate as an engineer. I
Wstudied Electrical and Electronics and
Petroleum Engineering at University
Technology Petronas, where I was under full
scholarship by Petronas as a top student. Like every
student, I was worried about finding job. However, I
never wanted A job, I always wanted THE job. The job,
for me was something that would enable me to travel
the world and experience with highly skilled
professionals as much as possible. So, I started writing
what I would expect from companies and sending
emails to the ones at the time I thought would be the
right fit for me.
I guess I always knew what I exactly want. Out of that
effort, I had 8 job offers from top global companies by
the time I graduated, and I started my career at one,
Schlumberger, the number one oil and gas service
company in the world as a wireline field engineer.
Throughout my career in oil and gas industry, I worked
in many different countries mostly in very tough and
harsh environments with almost no other female
engineer at work. Often it was me and 10s and 100s of
men on offshore on land rigs. Alongside to brilliant
technical skills I gained, I also learned how to
communicate with different cultures, how to be patient,
how to manage people plus lots of delivery
management skills. After a few years I was thinking
highly of myself and my skillset. But everything changed
when I shifted my career to entrepreneurship instead.
At some point in my career, I thought I need more to be
happy. I needed to be part of change-making wave. I
wanted to be able to leave a legacy behind, and that
was not very possible where I was. So, I decided to step
into the path of entrepreneurship in what I thought I
am good at and feel comfortable with, Technology. I
became an entrepreneur in TravelTech and FinTech
industries and eventually started working with
blockchain since 2015 and found blockchain to be THE
technology that enables me to make the change I want
which was to make the world a fairer place for all. This
personal passion came from me living in many different
countries and facing the brutal reality of how unfair the
world is in many ways such as wealth, influence,
education, power and acceptance centralization to
certain geographical regions. I have worked with
blockchain since then in many industries such as
healthcare, logistics, education, energy, gaming, finance,
retail and fashion and now strongly in virtual world and
metaverse.
AT different level are my maturity and growth in my
career, I have faced different challenges. From being a
girl and having limited access to opportunities in Iran to
leaving my whole family to live abroad alone for
education and to starting a career in super male
dominant industry and moving to tech which was not
less male-dominant. As a woman I have constantly face
challenges. However, at some point, I forget about it
totally, and that was when I started to face challenges
of building and growing a business. People
management, relationship building, networking, being
super multifunctional yet keeping that strategic and
holistic view to ensure my team are walking the right
direction. In general, being responsible for lives of 100s
directly and indirectly. I can say I have taken three
approaches to overcome challenges:
1. Constant Learning: I always know I do not know it all
and I constantly try to learn. I am currently pursuing my
PhD studies in Blockchain technology for example.
2. Have a mentor: I always make sure I have inspiring
mentors by my side. People I can learn about and
validate my thought with.
32

33

34

3. Surrounding myself with likeminded people: Making
sure I have visionary, ambitious people who share the
passion of making the world a better place and drive me
towards it has been a source of energy for sure.
About the Companies
ChromaWay was founded in 2014 with our relational
blockchain model, called Postchain, which proved itself
to be an excellent platform for private enterprise
blockchain applications.
Since then, the team and vision surrounding the
company have grown exponentially. In addition to our
private enterprise work through ChromaWay, we have
also launched a public platform called Chromia, which
boasts a rapidly expanding ecosystem.
We strive to provide blockchain applications that are
easy to use and create real value in society by providing
transparent systems that enhance efﬁciency and
reduce exploitation. ChromaWay was named among
the 50 fastest growing tech companies in 2021 by
Deloitte.
Additionally, Neoki, founded in 2021 is a decentralized
multi-Metaverse, virtual reality platform powered by
Blockchain, for the world of design and creativity. Our
vision is to offer a profoundly immersive design based
Metaverse to democratize the design industry through
introducing concepts such as:
Design to Earn allows every user to create an economy
around their obvious or hidden talents.
DAO to be utilized as an infrastructure that allows
every member of the community to be seen and have a
say in decision-making and therefore bring out the real
meaning of democratization.
Collaborate to Earn provides an incentivizing model for
users and community members to interact and
collaborate with each other.
Multi-Metaverse as a means to enable community
members to build their own verse in our Metaverse.
Anyone or entity who is either an end customer of a
piece, a talent, a designer, a collector, a brand, a design
house, a design school, a manufacturer, or is in any
other way connected to a design piece of interior,
fashion- accessory, jewellery, art, automotive,
architecture, industrial piece, etc can create,
commercialize design, purchase design piece,
collaborate, educate, and monetize their content. The
Community of Neoki permanently owns the land
parcels in which they fully control and decide on what
content is published which can vary from an art,
democratized, fast, and direct communication and
connection to its users without any intermediary. Neoki
was nominated as top 5 blockchain companies of
Europe in 2022.
Special about the companies
We at ChromaWay are at the bleeding edge of
technology by creating Chromia, a permissionless
blockchain protocol that enables everyone to build the
Dapp of their dream and transfers power back to public
while being a pioneer in building blockchain games,
fashion Dapps, DeFi and tokenization Dapps.
Where will we be in future?
I envision myself building, building and building for the
next decades. I have no other path to encourage more
people to join us in this movement of making the work a
fairer place and giving freedom back to public. I see
ChromaWay deﬁnitely being a pioneer and an example
not only in the world of tech but also in the world of
crypto and blockchain as a company that lives truly to
the meaning of decentralization.
And I see Neoki as that one Metaverse world that
instead of competing is connected to multiple other
metaverse and living up to the name of multi metaverse
besides closing the loop of the life transition from
physical to virtual and back from virtual to physical
world, meaning allowing people to expand their
experiences as much as they wish both physically and
virtually.
- Zara Zamani
35

Eating
Eating
Eatingis a
but
Necessity,
Necessity,
Necessity,
#ciolookmagazine
cooking
cooking
cooking
is an art
is an art
is an art

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