Tag: Featured-Profile

Exafluence is a leading data and analytics company that empowers organizations to stay ahead in their industries by leveraging modern digital technologies. Founded in 2015, Exafluence specializes in IoT, Big Data, Machine Learning, and Artificial Intelligence to provide actionable insights and solve complex business problems. Their flagship platform, ExfDigital, offers a low-code/no-code solution that accelerates digital transformation and data-driven decision-making. 

A Global Solution Provider

With a global presence and a team of over 200 professionals, Exafluence serves various sectors including Healthcare, Financial Services, and Consumer Products. It is a uniquely positioned platform-led solution provider employing a tremendously talented group of people. It uses open-source and cloud-native technologies to build its solutions. We have integrated AI across the life cycle of data management and analytics.

“Everything we do is driven by one thing: How do we solve real problems? How do we enable our customers to provide better data for better outcomes and how can we help them be more automated and efficient? We do this without the need to code (no code tools) and with the help of artificial intelligence,” emphasizes President & CTO, Joerg Guenther.

Exafluence’s expansive domain expertise coupled with the tech talent is what Joerg considers the secret sauce for the company’s affluent presence. Many of its associates have 20+ years of experience in delivering projects across financial services and the investment management life cycle.

The Leader’s Rise

Born and raised in Switzerland, Joerg accidentally landed in IT and in Financial Services. While he was pursuing his economics degree, he was offered a part-time job at Zuercher Kantonal Bank(ZKB) as a database developer. Having had no previous experience in IT, he negotiated a three-month period during which he could come up to speed. He was immediately hooked by the capabilities of developing software and solving real problems.

Joerg joined ZKB full-time and became a software developer and later was promoted to project manager and vice president. After 9 years with the company, he launched a startup with some of his co-workers and spent several years in IT consulting working for the big Swiss banks, the Swiss Funds Association but also Zurich Financial Services.

In 2001, Joerg moved to the US and joined KPMG Consulting as Manager of Financial Services and later Julius Baer in New York as Head of IT / CIO initially for wealth management and later on for asset management. In 2012, he joined Northern Trust in Chicago and headed up Hedge Fund Services Technology and Derivatives Technology. In 2016, he had the opportunity to relocate back to Europe (London) as Chief Technology Officer of EMEA and was also appointed Chief Information Officer for all Corporate & Institutional Services.

In 2019, Joerg switched to a similar role as global CIO Securities Services for Citigroup in London with a larger organization and a more global footprint(2’500 staff and consultants in 34 countries) . When COVID-19 hit a few months later,it made travel impossible and his integration and assimilation with the team and its culture very challenging.
“We made it work despite the lack of travel and despite the ability to meet people in person. It wouldn’t have been possible without the help of my team who supported me tremendously during that time. I never felt isolated,” he recalls.

. After a brief stint as a CTO for a German insurance service provider, he decided to pursue a very different kind of role with Exafluence starting in July this year.

In an Exciting Role

In his latest role at Exafluence, Joerg is entrusted to help grow the brand and especially expand the products and services across financial services. As he has a unique background combining 13 years of buy-side asset management experience with 11 years of service provider experience, he can add a different perspective to Exafluence’s target market.

“Solving problems for a buy-side asset manager or wealth manager is very different than solving problems for a service provider yet there are also common aspects we need to be aware of. First of all, understanding the domain and the perspective of the prospective client is of paramount importance. If I cannot put myself in the client’s shoes, I cannot solve the problem effectively and I cannot help make a difference. We do a lot of knowledge sharing and we pair young tech talent with experienced domain experts. This approach has been very rewarding for all parties involved,” explains Joerg.

This mindset is also shaping very much how he is focussing on product strategy and architecture. “Everything we do must have a purpose. Better data for better outcomes. What we build is aiming to help streamline the data lifecycle whilst providing tools that allow users to be much more efficient and automated in providing this data for their outcomes. That is really it in a nutshell,” he shares.

The People’s Leader

Joerg is a big believer in people and making people strong. So, believing in people’s abilities and delegating ownership is key to allowing staff to grow and also to stay motivated. It is the only way, he feels, to truly scale an organization but it is also extremely rewarding. He enjoys coaching and mentoring people and seeing them become stronger and more independent. Joerg tends to think about the big picture and communicate the vision and strategy so everyone can buy in but he equally enjoys getting his hands dirty and write some code

He has always been a big believer in understanding why we do things and what we solve for.  In order for a team to thrive it is critical to establish psychological safety. In other words, creating an environment where everyone has a voice and everyone can safely raise concerns and talk about mistakes without the fear of retribution.

“When we talk about D&I the I stands for inclusion and it means having a stake in the decision making and the future of the company. If these guard rails are put in place the results are absolutely amazing. I have built some relationships that have transcended a single job as connecting with people is more than just working together,” he asserts.

Allying with Technology

Technology, says Joerg, will continuously evolve, especially now that AI is growing quickly. The key is to stay hungry for change and to embrace it. “New technologies are not a threat but an opportunity. So, the willingness to learn continuously and to experiment with new things is a very important and differentiating quality,” he observes.

Exafluence encourages staff to use AI throughout their daily work and provides access to these tools. It encourages teams to learn and provide new ideas. The important thing is to apply the technology to real problems and provide real solutions. Otherwise, technology has no value.
“I have been very positively impressed by the speed at which new technologies are embraced. Our data scientists applied new LLMs within days and figured out what model configuration works best for particular use cases,” says Joerg.

AI, the Challenges and the Future

Joerg agrees that AI will have a massive impact on the industry. AI will disrupt how we work and many people will have to retrain in order to stay relevant. It will be challenging to keep up with the incredible pace of innovation. However, he is concerned about the socio-economic impact this all might have but he also sees it as a mandate to make AI accessible and available to all people.

Drawing parallel, he says, “It is a little bit like when the Internet started. For many people, it was not available. Over time we overcame that hurdle largely (There are still people that do not have access to this technology) also because smartphones became attainable. Now we face an even more differentiating innovation revolution. By using Open Source for our solutions and by providing our solutions in the Open Source space we want to allow everyone to adopt the technology. We will see how this evolves but ever the eternal optimist I am looking forward to the journey.”

Explaining the challenges, Joerg opines that successful AI needs comprehensive data models and clean and consistent data. Most companies do not have the data in the shape it needs to be. Many legacy applications and disparate data silos are preventing companies from being successful. They struggle to consolidate and integrate the data. In order to deliver a holistic comprehensive data model, domain expertise and knowledge are absolutely critical and many firms do not have enough of these skillsets. The model is needed to explain and organize the data properly. Lastly, many firms do not have the data integration and data mastering tools they need to efficiently produce the data in an automated fashion.

“If you try to run before you walk, AI will miserably fail and not produce the desired results. So, the homework has to be done and done right,” says Joerg.

This is where Exafluence comes in with its tools and solutions. It provides an investment data model that is technology-independent for clients that do not have such a model in place. It can naturally also work with existing models if they are available. Exafluence’s tools integrate and catalog the data, map the data into the target data models, and then acquire, validate, and transform the data in an automated, repeatable fashion. Without code, fully reusable.

Exafluence will deliver some disruptive solutions in the data and AI space and continue to push the envelope. The company’s cost model and how it works with its clients is changing the industry, The era of enterprise software is over. Companies want to be more flexible and not sign multi-year contracts that have them locked into an arrangement they cannot control.
“Our solutions empower companies to take ownership and deliver solutions much more quickly and efficiently without the foot in the bear trap. It is nice to work for a company that has a true sense of giving back. We make sure you have the data you need to successfully implement and deliver AI,” concludes Joerg.

“You miss 100% of the shots you don’t take.”- Wayne Gretzky”

Ioannis Michos is an acclaimed thought leader in the industry, named as the Top FS Leader globally for 2023 by “the Consulting Report”, and throughout his career, he has been involved and led some of the most iconic initiatives in the Financial Services and Insurance sectors. Currently, he serves as a Managing Partner in TCS, where he heads up the Financial Services and Insurance Consulting Practice in EMEA. He is at his best when designing, directing, and managing teams that challenge the status quo and influence large-scale change in the world of business. Name few of the industry’s biggest success stories and you’re very likely to find Ioannis’ footprints.

As a true value creator, Ioannis is well known in the industry for his deep knowledge of different markets and practices across the globe, as well as his high degree of business, political, and commercial acumen. Adding to the above his deep expertise in building, motivating, and retaining competent teams, and it shouldn’t come as a surprise that his name has become a synonym of success in his field.

Prior to joining TCS, Ioannis served in multiple senior executive positions both in the consulting and in the industry, in organizations like Willis Towers Watson, PwC, Grant Thornton, and Achmea Group to name a few. He holds a Master’s in Management, and a Bachelor’s in Economics, he is an INSEAD alumnus, a Chartered Accountant (FCCA), a CFA Charter holder, an AWS Cloud Practitioner, and Prince2 qualified.

A Career of Choice

Ioannis always wanted to run businesses, share (in many cases create) best market practices, and advise senior executives about how they can improve their firms. And from the positions he had over the years, this is exactly what he has been doing. Even after almost 2 decades now, he does it with the same passion as day 1. Across geographies, across industries, and across topics such as strategy, operations, finance, risk, and technology – just to name a few. This multifaceted nature of his role is what he enjoys the most and what keeps him motivated.

In his current role as a Managing Partner in TCS Ioannis works closely with a number of FS and Insurance clients across EMEA to help them optimize their strategies and operations, improve their profitability, achieve quantifiable operational and financial efficiencies, and reduce their cost base. Also, as expected from someone at his level, he is responsible for the pipeline, the go-to-market strategy, the P&L, and all the strategic, operational, and financial aspects of this part of the business.

And what makes the work even more interesting is the work environment at TCS.

“The reason why I decided to join TCS in the first place is because of the unparalleled technological capabilities and advancements that it can offer to its clients combined with its deep domain knowledge. Not in theory, but in a very practical way; something I didn’t have in my previous firms. And, according to my personal view, the latter is one of the biggest key competitive advantages that TCS has. Yes, I do enjoy being at the forefront of every revolutionary change in my industry globally, but always in a way that can actually help my clients; I don’t like revolutionizing just for the sake of it,” says Ioannis.

An Optimistic and Approachable Leader

Ioannis does not believe in hierarchies. He feels that hierarchical structures eventually lead to unnecessary inefficiencies and bottlenecks that unavoidably affect peoples’ productivity, effectiveness, efficiency, and – ultimately – their morale. “Throughout my career, I have always tried to be very approachable, open to everyone (regardless of their seniority), and lead by example. Trust me when I say that no one will get inspired and follow a leader if this leader does not live by his / her beliefs. At least not in the long run,” he says.

An inherently optimistic person, Ioannis is always trying to see the bright side of things. His personal philosophy is that nothing is impossible and that we should always aim high, regardless of the hardships. Not a fan of excuses, Ioannis has always believed that excuses are there, only to hold us back. Trying to find justifications about why we failed in something is undeniably in human nature. However, he does not think it is constructive.

“It is much better to say that I failed because of XYZ so next time you solve the problem in a different way that addresses / takes into account the XYZ, than find all the excuses in the world so we can go easy on ourselves and get us “off the hook”. I do appreciate that the latter comes much more naturally, but the former is what helps us become better! Personal development and self-improvement is a never-ending journey, but the sooner we embark on it the better it will be for our professional and personal lives,” he explains.

Problem-solving and Strategic Planning

What truly matters to Ioannis is his clients. He always puts them at the center of everything he does. But he never forgets that this is the case with his clients too. Their clients are their most valuable asset. This is exactly the reason why it is very important in every problem-solving and strategic planning exercise to reverse engineer and carefully consider the impact that a decision will have on clients.

“This is my approach and one of the key strategic advices I give to the CxOs of the Firms I work with. Always consider your clients; they are the end buyers of your services / products and the ones who ultimately determine how successful – or not – an organization is. Everything you do should aim to have a positive impact on them,” he explains.

Pointers that Drive Growth

Diversification and strong knowledge of the market are the two factors Ioannis believes drive growth. “Diversification when it comes to services, offerings, market propositions, solutions, and accelerators so we can cover fully the breadth and depth of the demand we are creating. And strong knowledge of the market because understanding the true needs of the clients, their agendas, their pain points, and in many cases also helping CxOs to actually identify the aforementioned based on where the market is moving and what their peers are doing, should bea critical success factor for any business,” he shares.

The combination of these two is the recipe for success. But a recipe without a strong brigade is just words on paper. And this is why he cannot stress enough how important it is to have the right team. “As we used to say, if you want to go fast go by yourself but if you want to go far, go with your team,” he states.

Challenging Projects

Challenges have been the very nature of his work for two decades now. Challenging the status quo and helping CxOs achieve extraordinary results is what Ioannis excels at. One way or another, he has been involved in some of the most challenging programs in the world. Some had to do with redesigning from scratch and transforming end-to-end clients’ core operations so measurable efficiencies, improved profitability, and better bottom lines could be achieved. Some others had to do with designing and optimizing divisional and group-level strategies and business plans. Some involved material technology and/or outsourcing interventions across clients’ value chains with the aim of achieving significant cost cuttings and/or better valuations.

Despite the uniqueness of each program he has run over the years, there is one common denominator in all of them (one can call this a “lesson learned”). And this is that every single program in the world, regardless of the industry, the complexity, or the region, is doomed to eventually fail if the people in the business are not onboard!

“The people who are working in the business need to understand why something is happening, how it may influence their day-to-day jobs, what they will get out of it, and why they should support it. At the end of the day, they will be the ones who will live with its outcomes at the Business As Usual phase,” he explains.

Emerging Trends in Financial Services

The biggest trend Ioannis sees at the moment is Artificial Intelligence (more specifically Generative Artificial Intelligence) and its practical applications – and implications – that it can have on existing business models.

“Last week, I was reading a comprehensive study which involved approximately 1,300 senior executives from 24 countries in Asia, Latin America, Europe, and North America (more than half with revenue over USD 5 billion), that proved – actually emphasized – exactly that. More than half of the respondents believed that AI will be greater than (or equal to) the Internet (!) and that they are excited about its potential impact on their business,” he points out.

“Also, a stunning 60% believed that the impact of AI will be greater than (or equal to) smartphones! Let me repeat that. Greater than smartphones! As you (and hopefully our readers) can understand, this megatrend has the potential to truly transform the Financial Services and Insurance sectors as we know them,” he adds.

Envisioning the Future

Ioannis vision for the future is to expand his reach in less “popular” regions and businesses, and to also continue to deliver unparalleled value to his clients by revolutionizing their current ways of working with practical and well-tested interventions. The reason for that is because despite all the transformations the industry has undergone over the past decade or so, the truth is that there are still significant quantifiable efficiencies to be explored and “unlocked” in the ways the vast majority of Firms globally are conducting their business.

“Efficiencies that have the potential to skyrocket their profitability, their bottom lines, and their valuations. Efficiencies that no one may have been able to realize a few years back due to technological (and perceptual) constraints. This is what experience is showing us. Not in theory, but in practice since I am seeing this actually happening day after day,” he shares.

Words of Experience

To the aspiring executives, here is what Ioannis has to say in the concluding lines:

“I would give them exactly the same advice my mentor gave me 20-plus years ago (this is what I have drawn to my daughter’s room when she was born by the way). Always have a clear target (a dream if you wish) and then strive to “fly” above it! Never, NEVER stop until you reach it. And then, set up your next target, and then the one after. And so on… We all need to redefine ourselves in the process of course, but this is the beauty of it! Throughout my career, I have seen many great minds with huge potential fail, because they were not persistent enough! They quit after the first or the second “fall”. We should never forget that it really doesn’t matter how many times we “fall”, but how many times we get back on our feet. As long as the latter is greater than the former, success will eventually come.”

A Quote to Live By

Undoubtedly, sky is the limit!

“From a very young age, this is the motto I passionately believed in and lived by. The reason is simple. If someone truly believes that the sky is the limit and he continuously strives to reach it with everything he has, then even if he fails and stops somewhere in the middle, well; it is high enough!”

Disclaimer: The views and opinions expressed in this article belong solely to the interviewee and they do not represent the views of TCS and its clients.

Known for its commitment to providing guests with enriching experiences, JW Marriott hotels are designed to let guests focus on feeling whole – a respite from the outside world where they can rejuvenate in comfort and luxury. Part of the Marriott International portfolio, JW Marriott is a renowned luxury hotel brand established in 1984, and named in honor of J.W. Marriott, the founder of Marriott Corporation.

Following its first hotel in Washington, D.C., the brand quickly expanded its reach globally, with its first international hotel launching in Hong Kong in 1989. Today, JW Marriott boasts over 100 properties around the world, each offering a blend of modern luxury and refined sophistication with each resort telling a story of its own.

At JW Marriott Phu Quoc Emerald Bay Resort & Spa, the unique selling proposition revolves around its captivating narrative and concept. Inspired by the transformation of a colonial 19th-century university, Lamarck University, envisioned by Bill Bensley, the resort offers an immersive and distinctive stay. From guestrooms converted from classrooms to buildings named after school faculty, and a bar reimagined from the Department of Chemistry, every aspect of the property tells a story.

“I’m confident that this innovative approach not only sets us apart from competitors but also creates lasting memories for our guests, establishing us as a standout destination in the competitive market,” says John Woolley, as both the General Manager and Dean of this remarkable university.

Delivering a Wholesome Experience

JW Marriott Phu Quoc Emerald Bay Resort & Spa’s approach begins with thoughtful design and storytelling. Every aspect of the resort transports guests to the enchanting world of Lamarck University. They complement this with a diverse range of activities and offerings that cater to different interests and preferences.

For its younger guests, the resort offers educational and interactive activities such as learning to grow plants at the JW Garden, or Treasure Hunt at Khem Beach. These experiences not only engage children but also foster an appreciation for the surrounding nature.

Adults seeking relaxation and personal enrichment can enjoy tranquil morning yoga sessions or unleash their creativity in workshops like scented candle-making. They also occasionally have “Yoga with the Dean” classes, where John – the Dean, also participates as a facilitator. Interacting with guests during these sessions has highlighted the significance of “fostering meaningful connections”. The Chanterelle Spa by JW provides a sanctuary for rejuvenation and renewal, offering a variety of treatments to uplift the guests’ spirits.

In addition, with shuttle service, the guests can enjoy vibrant entertainment and natural beauty that Phu Quoc island has to offer, boasting several renowned attractions. Sun World Hon Thom offers breathtaking views from its cable car ride and pristine beaches, while the iconic Kiss Bridge provides a romantic setting for visitors to capture unforgettable moments. The mesmerizing Kiss of the Sea Show showcases the beauty of marine life through captivating performances. Vuifest, a colorful festival

celebrates culture, music, and art, creating a truly immersive experience for all who visit. Together, these attractions form a harmonious blend of entertainment and environmental preservation in the stunning backdrop of Phu Quoc island.

The Dean: The Leader

Hailing from the US and spending his childhood on the Island of Jersey in the UK, John’s professional journey began in the late 1980s, working in the breath-taking world of adventure tourism in the Himalayas. During his time in Nepal, John came across a quote that resonates with him to this day: “Life is like a book, if you stay at home, you only get to read one page.” This mantra has inspired him to embrace new opportunities, take a risk or two, and continuously expand his horizons in both his personal and professional life.

For the past 24 years, John has had the privilege to work for the world’s largest hotel chain Marriott International, holding various assignments spanning the Americas, Europe and Asia Pacific. His Marriott career started in “The Big Apple” at the iconic New York Marriott Marquis in the sales discipline. His first international assignment was on the “One Happy Island” of Aruba which then led him to area sales and marketing roles in India, Australia and back to the Caribbean. After launching the European Convention Sales Network, for large MICE focused properties John took on his first General Manager role on “The Island of the Gods” at a magical hotel Courtyard by Marriott Seminyak Resort in Bali.

Then he moved a few kilometres east to the world of luxury hospitality and leading The Ladies & Gentlemen at The Ritz-Carlton, Bali through the pandemic. Currently, John has the honor of being General Manager at JW Marriott Phu Quoc Emerald Bay Resort and Spa a role that comes with the coveted title of Dean of Lamarck University (finally he gets to use his BA in Modern History!).

Making Work Fun

There’s a profound quote from JW Marriott, founder of Marriott International, that has been John’s guiding principle: “If you take care of your associates, your associates will take care of your guests, and the guests will come back.” It’s a simple yet powerful concept that encapsulates the heart of what the employees do at Marriott. “If you will it’s a Hotelier’s Hypocratic Oath,” quips John.

“We spend so much time at work we must have fun at work and not take ourselves too seriously,” he adds. As GM John introduced called the “OOPS Award”. This tongue and cheek program celebrates managers whose initiative that failed the most spectacularly. Rather than seeing mistakes as failures, they view them as opportunities for empowerment and growth. By recognizing and rewarding these ambitious endeavors, they not only encourage creativity and risk-taking but also cultivate a supportive environment where everyone feels empowered to learn and experiment.

The main challenge for them in Phu Quoc is the lack of international direct flights. To tackle this, they need support from airlines and tourism authorities to establish direct routes from key international hubs. Additionally, investing in marketing efforts to promote Phu Quoc as a destination can help generate demand for these flights.

Balancing Innovation and Tradition

Balancing innovation and tradition in their cuisine and service at JW Marriott Phu Quoc involves

harmonizing the concept of Lamarck University, a 19th-century colonial French university, with the JW Marriott brand playbook. John and his team infuse tradition into their offerings through elements like the JW Garden, where guests can engage with nature and experience the essence of farm-to-table dining, reflecting the university’s focus on sustainability and natural living. Simultaneously, they embrace innovation by introducing unique creations like the Pho Cocktail, which blends traditional Vietnamese flavors with a modern twist, providing guests with an unexpected and memorable experience. “In our service approach, we prioritize delivering luxury while ensuring guests feel comfortable and at home. This balance is achieved by combining the sophistication and high standards of the JW Marriott brand with the warm, welcoming atmosphere inspired by the concept of Lamarck University,” says John.

A Motivated Staff

John keeps the staff motivated to deliver high-quality hospitality experiences through personal engagement and leading by example. He’s regularly on the floor, meeting both guests and associates, to provide immediate feedback and address concerns. JW Marriott’s comprehensive training programs, ongoing coaching, and positive work environment further empower the team to excel in their roles and consistently deliver exceptional service.

To foster a positive work environment, the management has instituted recognition programs like ‘High Note’ and the ‘JW Treatment Card’ for individual acknowledgment, as well as ‘Standing Ovation’ to celebrate associates who consistently go above and beyond, sharing their exceptional contributions across all JW properties globally. “This comprehensive approach not only tackles industry challenges but also ensures our associates feel valued, motivated, and fully aligned with our unwavering commitment to exceptional service and hospitality,” explains John.

Handling Customer Expectation

When it comes to handling customer feedback and complaints, John believes in a personal approach. He ensures to talk to customers directly, actively listening to their concerns. He values every piece of feedback and addresses issues promptly, prioritizing them based on urgency and impact. As most guests enjoy the fabulous breakfast, he uses the Tempus Fugit Restaurant as a forum to touch base with guests. Marriott also provides the staff with an array of tools and metrics to measure guest satisfaction. They use these tools to gain insights into what the customers are telling them, allowing them to identify trends and areas for improvement. “By understanding the majority of our customers’ feedback, we can focus on addressing common pain points and enhancing the overall guest experience,” says John.

Going With the Trends

One trend that John and his team at JW Marriott Phu Quoc Emerald Bay Resort & Spa are particularly focused on is sustainability, which aligns perfectly with their commitment to responsible tourism. They’re continuously exploring ways to integrate sustainability into all aspects of their operations, from reducing single-use plastics to implementing energy-saving measures throughout the resort.

The resort adheres to Marriott International’s Serve360 initiative, which provides guidance for its sustainable operations, ensuring it makes positive impacts on both guests and the planet. At JW Marriott Phu Quoc Emerald Bay, the team is dedicated to sustainable practices that protect the environment and support local communities. Here are some initiatives they’ve implemented:

Reusable Glass Water Bottles: They used an in-house water system, offering filtered water in reusable glass bottles, reducing single-use plastic waste by over 120,000 bottles annually.

Locally Sourced Food: Their commitment to sustainability extends to their food sourcing practices. For example, the breakfast honey is sourced from Phu Quoc bee farms, promoting local economic growth and biodiversity conservation. They prioritize sourcing other food items locally, supporting nearby farmers, and reducing their carbon footprint.

Good Travel Program: As part of Marriott Bonvoy’s Good Travel program, guests can engage in meaningful travel experiences, such as participating in the coral reef farm. This initiative allows guests to contribute to coral care and restoration efforts, supporting marine conservation while enjoying their stay.

“As part of its sustainability initiatives, we’re excited to announce the upcoming Sustainability Culinary Week, branded as SEAGAN, taking place from June 5 to 10. During this event, we’ll be hosting chefs from our sister properties in the region, including JW Marriott Hanoi, JW Marriott Khao Lak, and JW Marriott Bangkok. This collaboration will showcase the best of sea- and farm-to-table delicacies, as well as innovative plant-based creations,” concludes John.

“Your smile is your logo, your personality is your business card, how you leave others feeling after having an experience with you becomes your trademark.”

“Our commitment to excellence is recognized through awards like the Best JW Marriott Hotel Award in 2022 from Marriott International, showcasing our dedication to exceptional service and making us a top choice in the market.”

In the hospitality industry, which keeps looking for new ways to entertain guests and offer a wholesome experience, a luxury lifestyle destination offers the ultimate in comfort, elegance, and exclusivity. It is a place where you can indulge in the finest gastronomy, relax in the most lavish wellness facilities, enjoy the most thrilling activities, and explore the most stunning scenery. A luxury lifestyle destination is not just a hotel or a resort, but a whole experience that caters to the guests’ every whim and desire.

Luxury lifestyle destinations are gaining popularity because they offer affluent consumers a way to escape from the stress and monotony of their everyday lives and enjoy a unique and memorable experience. Luxury lifestyle destinations are not just about comfort and elegance, but also about authenticity, wellness, and social responsibility. Some experts suggest that luxury travelers are looking for deeper and more meaningful connections with the places and people they visit, as well as full immersion in nature and true disconnection from the routine. Luxury travelers are also seeking positive changes in their lives and are expecting luxury brands to do better for the people and the planet. Luxury lifestyle destinations that cater to these needs and values are attracting more and more customers who are willing to pay a premium for a holistic and transformative journey. A popular name in this rising category is of Quinta do Lago, Portugal.

FINEST GOLF, LEISURE, AND LIFESTYLE RESORT

Nestled within the Algarve and the privacy and security of the Ria Formosa nature reserve Quinta do Lago is a clean and safe destination. The resort houses three world-class golf courses – including the €7 million upgraded South Course – which surrounds the award-winning real estate, sublime restaurants, a premier sports hub, a boutique hotel, and a golden sand beach. 

“For over 50 years, Quinta do Lago has been a leader in luxury, and can be described as an exclusive, modern lifestyle destination that is ideal for families, couples, and groups of friends of all ages. We encourage outdoor living and have an incredibly strong fitness and wellness offering across golf, tennis, cycling, birdwatching, and more – all designed with sustainability in mind. Our services include our award-winning golf courses and our multi-sports hub, The Campus which I mentioned earlier; these facilities allow guests to train and play at the highest standard, whilst also offering amateurs the welcoming atmosphere they need to take up a new sport and learn from high quality, experienced instructors. We also have 14 restaurants and bars all offering a new style of cuisine, our boutique hotel, The Magnolia Hotel, and a variety of exquisite rental properties. We also have a real estate arm and are launching some exciting new projects in 2024 including our final virgin plot development that follows significant demand and exciting, new opportunities for buyers.”

“We know our guests and our residents and have been delivering first-class service for over 50 years – combined with a laid-back feel that makes everyone feel at home,” says Sean Moriarty, CEO at Quinta do Lago

A Leader par Excellence

Sean began working when he was just 13 years old, working on a farm and cheese factory in County Tipperary, Ireland. This provided a very humbling start to his professional life, and he later moved into the food and hospitality industry where he worked for 20 years before moving to Quinta do Lago in 2016 as Chief Executive Officer. 

Having previously held senior positions with brands such as Quinnsworth, (now Tesco), Dairygold, and TOPAZ (Ireland’s biggest forecourt retailer – later acquired by Circle K), he played a leading part in these companies’ rebrands and development of their concepts. 

After working with such large companies and being successful in their development over the years, Sean decided it was time to venture further into the hospitality industry and he knew Quinta do Lago would be the perfect place to do this, as such a well-developed luxury destination, it was an easy decision. 

“Hospitality is a brilliant industry to be a part of, it’s fast-paced and people-centric but it’s one where you can really see the difference that every member of the team is making – and I can safely say that no two days are ever the same,” he says.

When Sean joined the Quinta do Lago team, his brief was to rejuvenate the resort and help transform its image from a traditional golfing resort to a sustainable, luxury lifestyle destination; a destination for all ages with a focus on culinary excellence and real estate developments in keeping with the master plan. A significant part of this regeneration was the opening of the multi-sports center, The Campus, in 2018. 

Since opening, The Campus has completely repositioned the resort’s lifestyle and reputation to Europe’s premier sporting destination for training, recovery, and rehabilitation. They now regularly host high-profile celebrity athletes and have welcomed over 1000 sporting professionals – whilst maintaining a welcoming and relaxed feel that embraces all sporting abilities. They also have 14 restaurants and bars that all have their own identity; from laid-back sports bar Dano’s to lakeside restaurant Casa do Lago, to the newly renovated Casa Velha serving traditional Portuguese cuisine, there is something for all their guests. The choice and high quality of these venues offer guests a unique dining experience.

Cruising the Pandemic

Being the CEO of a leading resort when the pandemic hit was not an easy task. Sean admits that it really was a terrible time for the travel and hospitality industry. Sean considers themselves to be lucky to recover quickly, and the Resort is continuing to adapt and embrace the post-pandemic way of living. Even throughout lockdowns and social distancing restrictions, Sean and his team ensured that they pivoted to make their model relevant – and looked after the staff and residents who remained on the resort. They also maximized the opportunity to invest in areas of the resort whilst it was quiet and renovated their seafood restaurant, Casa do Lago, the Clubhouse, and signature golf course, the South Course. 

“There are certainly positive takeaways – for example, there is still much more interest in spending time outdoors in nature, which is something our resort has always lent itself well to,” says Sean.

Leveraging Technology for Better Services

Quinta do Lago has always stayed at the top of its game when it comes to technology, whether that includes security or facility and restaurant booking systems. They have their own team, ‘Team 6 – Vigiquinta’, of highly trained technicians that provide state-of-the-art CCTV and alarms across the whole resort which means they have the very latest advancements at their fingertips as do the residents and guests. 

Sean shares that they are also about to launch a wallet solution for guests whilst they are on the resort, as well as create a new booking engine for the sports and golf facilities, integrating technology processes with the guest’s lifestyles. “Our golf courses also make use of technology to be more sustainable and we introduced a state-of-the-art irrigation system. The way technology has developed even in the past twelve months – with the advancements in artificial intelligence – show the importance of keeping up to date here and I’m a firm believer in utilizing it to drive innovation and improve guest experience,” he says.

Achieving the sustainability goals 
Sustainability is a big focus for Sean and the team at Quinta do Lago and something that is not traditionally easy for a large and well-established golfing resort like theirs. Over the past five years, they have been developing new initiatives to ensure they are working towards sustainability and managing their carbon footprint. 

Through the renovation of the resort’s South Golf Course and working closely with the GEO – Golf Environment Organisation, the resort has launched a multi-tiered strategy to foster nature, conserve resources, and support the community. As part of this initiative, Quinta do Lago has made vast eco-improvements including installing a state-of-the-art irrigation system, nurturing current nature trails, and cultivating their own farm-to-table offering working with head chefs and gardeners of the resort’s own Q Farm. They have also teamed up with the local Wildlife Research and Rehabilitation Centre (RIAS) to help repopulate native species and return rehabilitated animals to the wild – as well as protect its natural landscapes. 

“We are fortunate to be surrounded by the Ria Formosa Nature Reserve which is made up of 18,000 hectares of tidal marshes protected by a 60 km long system of sand-dune islands that separate the land from the ocean – and we recognize the importance of looking after it,” says Sean. 
 
Trends and Challenges in the Industry

Sean believes that over the next five years, the luxury resort industry will increasingly focus on sustainable luxury, personalized guest experiences, and technological integration. Quinta do Lago is at the forefront of these topics, continuously adopting eco-friendly practices and sustainable sourcing, as well as ensuring their culinary offering is of the highest standard and ahead of the curve, introducing new menus and hiring the most experienced, personable staff. They are also enhancing their offerings to provide more tailored services and unique activities, specifically designed to meet the individual preferences of the discerning guests. Additionally, Sean believes that embracing digital advancements will be crucial for enhanced convenience and guest engagement.
 
Sean points out that the greatest challenge in the luxury resort industry, especially after the pandemic, remains recruitment. The pandemic caused a notable shift, with a significant number of professionals exiting the hospitality sector. The imperative now lies in attracting and retaining skilled talent, and ensuring they are trained to a standard Quinta do Lago requires. To meet this challenge, he suggests, it’s crucial to offer unique benefits within a trustworthy and supportive company environment. Quinta do Lago, for instance, provides the staff with comprehensive support that goes beyond conventional perks. This commitment includes access to an in-house doctor and flexible work schedules to support family life. “Additionally, we are collaborating with local authorities to develop housing and transportation solutions. Our goal is to demonstrate our care for our staff, emphasizing that Quinta do Lago is more than just a workplace – it’s a close-knit family,” he says.

Racing Ahead
At Quinta do Lago, Sean and his core team place a strong emphasis on continuous employee training and development to ensure that they are well-versed with the latest trends and skills in hospitality. Embracing technological advancements is also a key focus, as they integrate state-of-the-art digital tools to enhance the guest experience. Additionally, their commitment to active networking and industry collaboration helps them stay connected with their peers, fostering a culture of idea exchange and innovation.
Sean suggests that there are some really big projects in the pipeline for the next few years – including a brand new five-star touristic development that they are hoping to launch. Plans are in the works and the development should include residences, apartments, and villas – offer the very top end of luxury. In terms of the team, they are continuing to grow and launch new leadership schemes and task forces that encourage everyone to develop professionally.

“As mentioned, we are planning to invest more into our sustainability initiatives and continue our renovation program across all aspects of the resorts. This year we are also renovating our restaurant KOKO – a family favorite amongst guests and we will start to roast our own coffee – offering a complete experience to everyone,” concludes Sean.

Quote: “Continuous improvement is endless.” 

Quote: The perfect backdrop for you to enjoy a rich and fulfilling life, in this unique destination, you are invited to live a life full of possibilities amongst the beauty of Portugal’s southern coast.

Quote: I have an open-door policy and I favour a very flat structure which means I am involved from the top right through to the bottom; this encourages speed and clarity within the network, enables people to speak up and illuminates waste in communication.

As a pioneer in healthcare services, Fakeeh Care Group is expanding its presence in the kingdom of Saudi Arabia and the UAE, offering healthcare, technology and education. The group consists of various businesses that cater to the secondary and tertiary healthcare needs of the communities. Fakeeh Care Group’s services range from promoting individual well-being to managing chronic conditions, combating infectious diseases, and preventing them by educating the public with the best medical staff and the highest quality of care. The group’s compassionate healthcare journey began in 1978 with the renowned Dr. Soliman Fakeeh Hospital (DSFH), established by the late Dr. Soliman Fakeeh himself, and has since grown into a group of businesses that provide services with international standards.
DSFH has been on a path of growth and innovation since its inception. In 1986, the late King Fahd bin Abdul Aziz launched the first expansion of the facility, increasing inpatient capacity and adding new divisions such as open-heart surgery, as well as clinics for neurosurgery, neurology, nephrology, and infertility. This established DSFH as a trailblazing force in the Kingdom’s private healthcare sector and continued its expansion in 1999, when the Custodian of the Two Holy Mosques, King Abdullah bin Abdul Aziz, opened the second expansion, which improved the hospital’s services with pediatric clinics, neonatology, plastic surgery, and health promotion and fitness centers.

DSFH Madinah
Following the footsteps of the prestigious group, DSFH is bringing today its glorious history to the holy city of Madinah, where the 200-bed tertiary hospital will stand as a world-class healthcare pillar on its landscape. It is bridging excellence in care to digitalization in a healing and sustainable environment.
DSFH Madinah will strive to excel in medical services, reaching success rates that match international standards and will lead healthcare to a new era. It is helmed by its CEO, Dr Rola Hammoud, an expert in the design, development, operation, and management of healthcare integrated systems, and in building high reliability organisations.

An Inspirational Leader

Dr Rola Hammoud is a distinguished anesthesiologist and healthcare leader with over three decades of experience in the field. She has a strong academic background, having graduated as a medical doctor from Universite Libre de Bruxelles and as an anesthesiologist from the American University of Beirut. She also holds a master’s degree in hospital management, a teaching diploma, a mediation diploma, and a corporate governance certification. She is a fellow of the American College of Healthcare Executives and a certified healthcare executive from the Harvard Business School.

Dr Hammoud had never designed a career for herself in healthcare management. She had wanted to be a doctor and had been an achiever at school and at medical school. Her objective to become a successful anesthesiologist was driven by a healing passion. Treating pain during and after surgical procedures, managing patients in a holistic approach while respecting their needs and supporting them through their journey were her ultimate goals. She had also wanted to grow in the academics and research field to build future generations. However, this couldn’t materialize as she had to move a lot around Europe and the Middle East during her studies. This was a great exposure for her as she learned a lot from different geographies like Belgium, Switzerland, Lebanon and from working in rural hospitals as well as academic teaching centres.

Having gone through this diverse and hands-on path made her learn more about being flexible and resilient, about diversities, and about cultural integration. This enriched her knowledge and her skills in medicine, in anesthesiology, and of course, the modern form of healthcare management including healthcare digitalization.

All this exposure helped Dr Hammoud to grow in the healthcare management field gaining knowledge about the integrated clinical, operational and financial governance that needs to be implemented to ensure an outstanding patient experience.
Her compelling vision of the future of a safe healthcare captured the imagination and the commitment of the teams she worked with. Her passion to serve patients is contagious, it instils excitement and energy around her and create a sense of motivation and belonging. Her integrity, humility, commitment to high standards and values and her authenticity helped in building trust and credibility with various stakeholders.

The Progression

Before moving to Fakeeh Care Group, Dr Hammoud spent 14 years with the reputable Clemenceau Medical Centre (CMC) , a tertiary private hospital located in Beirut, Lebanon, affiliated to Johns Hopkins International. On top of working there as a full-time anesthesiologist, she occupied various leadership positions to support in managing different medical teams and in leading the quality and risk management programs. She also guided, at this centre, several Joint Commission International accreditations to success. She played a central role in building a quality and safety culture at CMC through the establishment of the Quality academy, the staff engagement and the training initiatives.
Throughout her career, Dr Hammoud has always approached her work differently by reflecting on her experiences. As an anesthesiologist, she started by focusing on collaborating with surgeons, educating patients, and developing protocols to administer the safest care. She also made it a point to follow up with patients before and after surgery. Later, when she became the Chief of Anesthesia and Director of Operating Rooms, she worked not only with her patients but also with the entire hospital’s staff. She found it meaningful to build teams, standardize their product, set goals for patient outcomes, streamline processes, and establish guidelines for best practices in anesthesia and operating room pathways. To measure the productivity and utilization while maintaining safety, she set clear definitions and benchmarks for her key performance indicators. She did all this out of experience, curiosity, and willingness to learn more, without any formal studies in process design. Eventually, she moved on to become the Chief Quality Officer at Clemenceau Medical Center in Beirut.
Her passion to spread the knowledge about safe healthcare practices at the national level, drove Dr Hammoud to the foundation of the “Lebanese Society for Quality & Safety in Healthcare” (LSQSH) which she presided for 6 years. She established this NGO with five like-minded professionals passionate about healthcare quality & safety. This group of leaders organized yearly congresses, conferences, and scientific meetings and workshops, targeting providers in need to develop their expertise in this field. International speakers were invited to share their experiences with Lebanese professionals. This society was recognised by international societies as ISQua (International Society for Quality) and ASQ (American Society for Quality).
The society also collaborated with Lebanese universities to perform workshops on risk management and quality standards. “We grew to become a trusted partner with the World health Organisation (WHO) and with the Ministry of public health”, says Dr Hammoud. The collaboration with the World Health Organization focused on promoting patient safety through establishing the “National Patient Safety Goals”. Healthcare providers in hospitals were trained on the importance of those goals, how to measure them, and how to establish them in their institutions. Also, several public awareness campaigns took place to educate patients about their safety in healthcare systems set-ups and to stress on the view of “Patient safety as a Patient right”.
Dr Hammoud and LSQSH team became then subject matter experts in healthcare standards, contributing to the revision of the “Lebanese Standards for hospital accreditation” and were assigned by the ministry of health to become the trainers on the National Accreditation Surveyors training program.
A New Chapter in Dubai
Dr Hammoud then moved to Dubai as the chief medical and quality executive of Clemenceau Medical Center Dubai, where she led the opening, commissioning, licensing, and accrediting of a 100 beds facility, as well as providing medical leadership during the COVID-19 crisis. She then succeeded in bringing together a blend of western trained skilled medical professionals to practice in a high tech and safe environment and to provide a comprehensive range of sophisticated medical and complex services. Her medical team proved to lead the market in Dubai because of the patient centred approach and the focus on excellence in care delivery, patient outcomes and experience. She also played a pivotal role in affiliating the hospital to Sharjah university and in establishing the Johns Hopkins visiting physicians’ program.
During her practice in Dubai, Dr Hammoud became a reference and got elected, by the members of the American College of Healthcare Executives MENA chapter, as a VP then president of this chapter. She and the leadership team designed a new strategy to build more leaders in the region and expand to all MENA countries.
A move to KSA
Today, in her current role as the CEO of DSFH Al Madinah Hospital, Dr Hammoud has the privilege and responsibility of communicating and executing the overall direction, mission and vision of the hospital in alignment with the Fakeeh care corporate strategy and with the values and goals of the board of directors and the community. She will be leading a team of dedicated professionals who share a common vision of providing high-quality, compassionate, and affordable healthcare to the people of Al Madinah City and beyond. Leading the Steering committee, the task forces, and team of experts towards the opening of a 200-bed hospital that will offer a wide range of medical services and specialties.
As the CEO of DSFH Al Madinah Hospital, Dr. Hammoud’s key priorities include talent acquisition and capacity building for the medical, clinical, nursing, and administrative workforce. She also ensures that the staff has the necessary training, resources, and support to deliver excellent care to the patients. Dr. Hammoud maintains an organized system of management and controls to drive operational excellence. She ensures adherence to the best practices in response to local and international accreditation standards, such as the Joint Commission International (JCI) and the Saudi Central Board for Accreditation of Healthcare Institutions (CBAHI). She seeks to develop partnerships and community relations to foster growth and innovation by collaborating with various stakeholders, such as government agencies, academic institutions, private sector organizations, and civil society groups, to identify and address the health needs and challenges of the population.
Traversing the Alleys of Healthcare as a Leader and Achieving Goals
Dr Hammoud suggest that leadership in healthcare is similar to leadership in other industries, however its challenge is because of the concept of complex adaptive systems. Healthcare is complex and has many stakeholders, including physicians, nurses, pharmacists, administrators, dieticians, and engineers. This complexity makes it hard to manage and lead. Leaders should focus on the vision and strategy, be transparent, and think about the system rather than a person.
Dr Hammoud emphasizes the importance of continuous learning and creativity in achieving organizational goals. As a leader, she advises to use strategic thinking, ethical decision-making, cultural competence, Quality improvement, safe practices, patient centred care, innovation and agility to lead healthcare organizations. Problems in healthcare are multifunctional and multidirectional, leaders should have a strong understanding of the different interactions and their implications on patient care. They shall also possess strong team building skills to facilitate multidisciplinary patient care. As the healthcare industry is constantly evolving, leaders need change management skills to navigate organizational changes and new care delivery models.
She emphasizes the importance of transparency, establishing trust, staying positive, and helping people achieve their goals to build a resilient and progressive organization. 
Finally, she believes that leaders in healthcare should lead with empathy, which is important for improving patient experience and creating a happier workplace. They should also be able to cope with pressure from various demands while providing care for patients. “Leaders should involve others, serve their teams, build connections, learn fast and most importantly manage themselves and I think this mindset can bring a lot to a great leader,” concludes Dr Hammoud.