The Entrepreneurs’ Organization Magazine June 2016

“My research has afforded me unique

insight into the benefits that Spousal

Forum can offer a marriage.”

Finding Strength through

Spousal Forum

Trisha Harp, EO Spouse

Pg. 22

EO Global Board of Directors

Chairman Gilberto Crombé EO Monterrey

Chairman-Elect Ivan Ting EO China South

ChiefExecutiveOfficer Vijay K. Tirathrai EO Global

Director Adrienne Lea Palmer EO Dallas

Director Brian Brault EO Western New York

Director Eric Gangloff EO Reno Tahoe

Director Fred Johnson EO Utah

Director Lance Lai EO Sydney

Director Rosemarie “Bubu” Andres EO Philippines

Director Sanjay Wadhwa EO Chennai

Director Yoon Li Yong EO Malaysia

Executive Team

SVP of Operations Jason Tate

SVP of Strategic Communications Ben Peachey

SVP of Membership Michele Becnel

ChiefTechnologyOfficer Marianne Moss

Publication Team

Director of Communications Nicholas Thomas

Creative Director Amy Driscoll

Graphic Designer Dorothy Lin

Videographer/Photographer Jonathan King

Writers Karen Hamill

Karen Summerson

Global Support Services Office

Washington, D.C., USA Entrepreneurs’ Organization 500 Montgomery Street Suite 700 Alexandria, VA 22314-1437 USA

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©2016 Entrepreneurs’ Organization. All Rights Reserved.

www.eonetwork.org

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Cert no. XXX-XXX-000

The Entrepreneurs’ OrganizationMagazine

CONTENT

JUNE 2016 / VOL. 10, ISSUE 4

Hitting the Reset Button – Elizabeth Showers, EO Fort Worth “I knew that breaking with the past also meant getting rid of baggage I had been holding on to for too long. I needed to get back to the place where all I had was passion and a purpose.”

You Can’t Fake Company Culture – Tom Turner, EO Nashville “With a great company culture, ‘look how hard we work’ takes a backseat to ‘look how great we work together.’”

An Exercise in E-Commerce Expansion – David Barnes, EO South Australia “We didn’t want to miss our chance while riding a wave of online success, so we gave the brick-and-mortar approach a shot. It didn’t work out well for us.”

How I Lost 40% of My Company in Four Hours – Adam Morris, EO Portland “One morning, I get a call at 6 a.m. It’s my partner. My heart sinks to my stomach. I’m about to get terrible news of some sort.”

Mobile Marketing is the Future of Small Business Nomads – Marsha Ralls, EO DC “Building an app not only gave me the freedom to spend more time as a road warrior, it helped me better connect to other nomads like me.”

Myths of a Flat Foundation – Zak Dabbas, EO Chicago “If you don’t have complete and utter buy-in from the highest levels of leadership prior to going flat, it will never stick.”

Jettison the Entrepreneurial Junk – Brian Scudamore, EO Vancouver “Leaders in business can’t afford to hold on to past failures or refuse to let go of decision-making.”

Are You Busy or Productive? – Conor Neill, EO Spain – Barcelona “The greatest resource you will ever have to guide you is your own personal experience— if it is well-documented.”

It’s Not How Hard You Fall – Shelley Rogers, EO Brisbane “How would I describe my entrepreneurial start? It was a lot like running my first triathlon. Although I trained heavily, I had no idea what to expect.”

Finding Strength through Spousal Forum – Trisha Harp, EO Spouse “Once I learned Gestalt Language Protocol, I used it during conversations with my husband, and the results were amazing!”

The Beating Heart of Your Business – David Mammano, EO Western New York “It’s a beautiful thing when you can sit back, smile and know that the core value fly-wheel is spinning on its own.”

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SPECIAL FEATURE

A Student of Opportunity

Pg. 14

“EO GSEA absolutely helped me become a stronger leader.”

– Violeta Martinez, 2016 EO GSEA Finals Champion

11 Connections to Experts

13 EO Q&A

20 10 Questions

21 Culture Corner

23 EO Asks

25 EO Partner Presents

26 EO Pulse

28 Quoted & Noted

29 Global Learning Calendar

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“A hallmark moment came when the ‘Next Gen Teenagers’ were asked to create food businesses in four days.” Pg. 26

MyEO: Food, Fun and Future Entrepreneurs

2 June 2016

Global Chairman’s

LETTER

It is impossible to share in a single column all of my feelings, our accomplishments and planned actions for FY2016/2017. In July, we

promised to bring EO together through greater inclusion and become a truly global community. We aimed to become a more strategic organization, uniting committees and regions into “one EO” so that we could work with accountability. And we promised a new narrative when it came to leading alongside our professional staff. I am proud to say that we have accomplished these goals by working together as one EO nation.

On a personal note, I learned so much this year. I discovered new levels of leadership, uncovered various ways one can be successful and explored the cultures that make our community so unique. I appreciate and thank every member who has been a part of my rewarding journey. And I am especially thankful for all of the friendships I was able to build by learning from members around the world and working together. With your help, I proved to myself, and to a lot of people, that EO could be the bridge through which entrepreneurship can create a more united world.

Throughout the year, we connected the past leadership with present decisions so that we could lay the foundation for a better future. Now, it is up to Ivan and the incoming Global Board to consolidate our efforts, embrace our diversity and lead as one to achieve continued success. Thank you for trusting in EO, Ivan, and best of luck in the new year! And to the 12,000+ members across the globe, it was an honor to serve as your Global Chairman. I am proud of the positive impact we have made, and I am thankful to have been a part of your EO experience. Together we grow!

Regards,

Gilberto Crombé, EO MonterreyEO Global Chairman, FY2015/2016gcrombe@eonetwork.org

I am honored and thankful to serve as your new Global Chairman and to walk in the path that Gilberto has paved through his

leadership, passion and vision. I joined EO in 1999, and the experience continues to be a transformative one. Along my journey, I discovered a lynchpin that drives value in EO: our commitment to sharing. As members, sharing is an integral part of our lives. It is through the exchange of experiences, insights and passions that we are able to create new value in our own lives and the lives of others. This concept is at the heart of our new organizational theme: Share to Learn. Share for Life.

Among our priorities this year, and in alignment with our EO 2020 Vision, we will strive to become a more balanced and diverse membership when it comes to gender, nationality, age and stage of business. Knowing this, how do we continue to be a valuable resource for entrepreneurs everywhere? How do we bring new value to our membership? I believe the answers lie not with one person, but with all of us; the solution is in the sharing of our passions, fears, interests and expertise so that we can create new value for ourselves and our community. In doing so, we can unleash the full potential of our membership and this organization.

As we prepare for FY2016/2017, we will do so with a focus on all members contributing to create and receive value. Nearly 30 years ago, EO was founded by a group of entrepreneurs who saw sharing as a solution, and it has been an integral part of our DNA ever since. Let’s keep that tradition going. Because the more we share with EO and each other, the stronger we will become.

Regards,

Ivan Ting, EO China SouthEO Global Chairman, FY2016/2017iting@eonetwork.org

Together

Celebrating EO Together

Share to Learn. Share for Life.

CEO’s

CORNER

Octane 3

It has been an incredible year for EO, one marked by considerable growth throughout the organization. We expanded our presence;

launched new products, events and programs; enhanced our role as a global thought leader; and as Gilberto put it, we did all of it together. In this interview, Vijay K. Tirathrai highlights some of EO’s biggest wins in FY2015/2016 and offers a preview of things to come.

As we look to FY2016/2017, how would you describe the current state of the organization?VT/ “EO is in a very healthy place. According to our All Member Survey, satisfaction in EO was rated an 8.2 out of 10. This is significant, as we had more than 7,000 members from 48 countries participate— a new record. On the membership front, we recruited 2,000+ new members, bringing our total membership count to about 12,000. We are also maintaining a respectable 88.5% retention mark, which highlights our solid membership base. Financially, EO is in a great position, with close to US$6 million in net assets, an increase of 20% over last year. As you can see, EO is positioned for even greater things ahead. As we continue to support our global community, we will do so with a commitment to innovation and increasing member value.”

Speaking of innovation, how will EO be investing in its learning offerings?VT/ “Enhancing the EO experience is always top of mind for us, as is strengthening our benefits. In the new year, we will make investments in all areas of the organization. On the learning side of things, we’ve partnered with Wharton Business School for an annual event on finances and operations, as well as the International Institute for Management Development for a program dedicated to family business. We are also revamping our Virtual Learning program by expanding our new podcast series, which has more than 3,400 downloads to date, and revitalizing EO24, our premier virtual learning event. We have a lot planned for our learning programs, especially our Executive Education offerings.”

A Year of Growth and Greatness

Vijay (bottom, right from center), with EO leadership at the signing of the EO Mauritius chapter launch in May.

Will any special attention be paid to personalization?VT/ “Absolutely! As we evolve as an organization, so do the needs of our members. With this in mind, we will ramp up our personalization efforts through a new MyEO platform, which will equip all MyEO champions with the tools they need to effectively run their unique Groups, Forums and Events. We are also creating alternative Forums

to give members new ways to engage. From regional and special interest Forums to young adult and key executive Forums, members will have more choices than ever before. Finally, we will be investing considerably in our technology, delivering new products like an app, which will enable instant connectivity— anytime, anywhere.”

Will EO establish new partnerships to further build its global brand?VT/ “We will continue to cultivate new relationships to expand our access to resources, brand visibility and our impact around the world. We are working with institutions like Ashoka—the largest network of social entrepreneurs in the world—to provide tools for those members who want to pursue social enterprise. We will also have a bigger seat at the table by supporting leading conferences around the world, like the Jeddah Economic Forum and Global Entrepreneurial Summit. And I am very excited to announce that we are partnernering with Virgin Unite to help entrepreneurs align their businesses for social, economic and environmental good.”

From an infrastructure standpoint, what can we look forward to in FY2016/2017?VT/ “Operationally speaking, we will streamline our Leadership Planning Cycle to better align strategy with execution. We will create even more clarity by organizing our strategic priorities, initiatives and metrics into one document, known as the Organizational Playbook. We’re also adding more boots on the ground in the regions to support regional and cultural needs, and to generate more responsiveness. To support all of this, we will invest in collaboration tools to be a more connected and data-driven organization. As you can see, we have a lot to look forward to. As we prepare for an exciting new year ahead, expect further enhancements, updates and announcements.”

To learn more about EO’s strategies, contact Vijay at CEO@eonetwork.org.

4 June 2016

Ihave had my own jewelry line since my early 20s, when I quit my job to follow my passion. It wound up being one of the best

decisions of my life, launching a career that has supported me, introduced me to a wonderful cast of characters and stretched my brain in ways I never could have anticipated. Now, after almost 20 years in the business, I’ve decided to take a bold step and change everything. I’ve decided to hit the reset button by clearing out my inventory and taking a creative sabbatical to figure out what’s next.

My break from the business started with dissolving ties with my brick-and-mortar retailers. Once the lifeblood of my profession, selling in stores has changed so dramatically, it’s as if it has

HITTING THEElizabeth ShowersFounder of Elizabeth Showers Studio

transformed into another type of business altogether. Many Octane readers will know what I mean: the increased competition; the customers’ prerogative to explore endless comparisons; the demands retailers place on you to ensure your inventory sells, all while existing under the unspoken threat of being replaced. And I’ve been one of the lucky ones!

While severing my brick-and-mortar ties proved challenging, the next steps were more difficult. Over the course of several months, I have rolled out massive sales on practically every piece of jewelry I’ve ever made. I knew that breaking with the past also meant getting rid of baggage I had been holding on to for too long. I needed to get back to the place where all I had was passion and a purpose. Now, several months later, that is just what I have done, and I’m looking back at all of it with a clear perspective. In the spirit of 20/20 hindsight, here are some of the biggest lessons I’ve learned throughout my journey:

Do something with every single contact you get! I can’t tell you how many business cards I’ve let pile up without ever reaching out. Take action immediately when you meet someone. Send an email, set up a coffee date, write a “thank you” note, etc. My network would be so much larger if I had taken this advice earlier in my career.

In a non-threatening (and hopefully fun) way, shadow your employees to see how they do their jobs. When I’ve done this, I’ve discovered efficiency improvements that increased productivity by as much as 30-40%. Sometimes it’s as simple as getting a feel for how team members operate and spend their time, and then making subtle tweaks to their routines.

Establish a daily group huddle, even if it’s just for five minutes. I realize there’s a growing trend against meetings that distract employees without increasing output, but I’ve found that short huddles (instead of drawn-out meetings) can boost morale and serve as a reminder that everyone is on the same team, working toward common goals. Plus, it helps everyone—including myself—to get a daily check-in for the sake of accountability, and to introduce the potential for collaboration and fresh ideas.

Elizabeth Showers (pictured) is an EO Fort Worth member and founder of Elizabeth Showers Studio, a jewelry company centered on the mission of connecting every woman to the beauty she already possesses. Contact Elizabeth at ebeth@elizabethshowers.com.

Octane 5

Trust your gut first. It’s important to reach out for help, but it’s even more important to trust yourself. I’ve spent close to a million dollars on consultants over the years. Many of them I hired just to validate what I already knew. Most of the time, I could have just listened to myself.

Tune in to your financials weekly, if not daily. An intimate understanding of the bottom line clarifies every decision you make. It can be tempting to be a people-pleaser to the detriment of your financial health; for instance, offering raises you can’t afford or scrambling to purchase things that employees request but don’t necessarily need. It’s the same for customers. Early on, I remember thinking, “No problem, we can absorb this US$25,000 chargeback off the entire sale because we’ll get this incredible marketing and promotion in the process. We’ll make it up in all of the future sales we’ll get.” And then I was left with no profit, clammering to find money to pay the company’s obligations. Being ever-mindful of the financials makes all the difference in the world when faced with choices like that one.

When working with investors, be as clear as possible regarding how you plan to use the investment money before spending a dime. In fact, I recommend putting it in writing, with the understanding that the plan is a set of ideas and intentions, not a strict contract (which should be handled separately, of course). The idea isn’t to nail you down but to start these important relationships with as much mutual understanding and transparency as you can. Cultivating a climate of harmony with investors is itself an art, one from which every business owner would benefit.

Let mistakes lead to insights, not fits. It’s so easy to freak out in the moment when things go awry, even over little things. But when you remain calm and absorb the hits as they come, you give yourself an opportunity to learn. I’ve stopped believing in the words “mistake” and “failure,” as people commonly use them. Obstacles and unexpected outcomes light the path to truth about your business and where to take it next, and truth about your strengths and where your energy is best focused.

Make room for yourself so you can get into “the zone.” The workday is packed with opportunities to self-distract and self-destruct. We all struggle with getting out of our own way. When you tune in, you can become aware of the ways you lose focus and prevent yourself from entering the zone. Change your work environment and work style to make it easier to operate distraction-free, even if it means leaving the office to get away from your team for a while. I can only go into the zone when I create the space for it. It’s a challenge, but the rewards are huge once I get there.

I could go on and on— about getting enough sleep, listening to your customers, the importance of meditation … about a million other things that occur to me every day. I’m still learning, that’s for sure. The lesson of the moment, however, is a big one: Learn to let go of those parts of the past that don’t serve you and move forward carrying all of your hard-won knowledge by your side.

BUTTONRESET

6 June 2016

YOU CAN’T FAKECOMPANY CULTURE

In 1998, Enron executives wanted to entice investors with their newly created commodity trading center, Enron Energy Services.

They played host to a group of Wall Street analysts who walked through a room filled with giant television screens, computers and employees making deals over the phone. Sounds incredible, right? Unfortunately, this “command center” was a fake— the computers weren’t hooked up to anything and there weren’t buyers on the phones. It was a ruse; a carefully rehearsed production designed to fool the eye and open the checkbook.

When you’re looking at a new vendor or an outside firm to work with, you tend to see only what they want to show you. Scratch below the surface, though, and who knows what you’ll find. That’s why if a company makes an authentic and positive impression on employees and clients, the business should be acclaimed. In my experience, a well-established and people-oriented company culture is a major selling point to potential clients; happy and engaged employees work harder, produce better work and provide better service to all. It’s something you can’t fake. How can you demonstrate that your own corporate culture isn’t a mirage?

Appoint a culture leader. Companies that want to convey a clear, concise message on culture will likely have a pointperson leading the charge. This person will be totally aligned with the core values of the company and help establish the tone for internal and external communications. It is difficult to claim you truly prioritize the culture of your organization if there isn’t a dedicated position for the role of culture leader. Culture cannot be something that’s discussed once a month in your executive meetings. It takes commitment and must be worked on every day. Outside businesses and customers identify the culture of your business from the moment they walk in your front door, so it’s important you’re communicating the message you want to send.

Tom TurnerExecutive Chairman of DSi

Spread the word. There is only so much you can demonstrate over the phone or even in a quick walk-through. However, you can do great things with interactive and shareable content. Consider creating videos, GIFs and newsletters to show off your culture and the benefits of working with your company. These can also be shared with potential clients and outside firms to demonstrate the best parts of your business.

Take it outside. A great way to demonstrate how your company culture adheres to your core values is by participating in community service or outreach programs. Get out in the world and do something as a team that benefits others; ideally, something that everyone will enjoy doing. In my experience, inviting potential clients and outside firms to participate—or even challenging them to some friendly competition—goes a long way toward establishing your company as one that stands out from the fakes of the business world.

Start at the top. To maintain a lasting and thriving culture, ensure it is flowing from the top down. It starts with the leaders of your business— they shouldn’t just “buy into” the idea of culture; they should be the ones driving it. When that happens, your culture can be both awesome and authentic. If culture is not part of the organizational core, it’s just synthetic and unnecessary. When culture is inherent to your company, you will see it lived out by people throughout the organization and manifested in your strategy and business decisions.

With a great company culture, “look how hard we work” takes a backseat to “look how great we work together.” Companies that take the time to create a workspace devoted to employee development, morale and retention are going to be more productive partners than those who want to show you a room full of people yelling false trade orders into phones.

Tom Turner is an EO Nashville member, as well as the executive chairman and steward of purpose of DSi, an eDiscovery and digital-forensics services company. He is also a contributor to EO’s Inc.com partnership portal, where this article was originally published. Contact Tom at tturner@dsicovery.com.

Octane 7

An EXERCISE in E-COMMERCE EXPANSION

L ast year, retail was abuzz with a new trend: successful e-commerce companies choosing to open brick-and-mortar

stores. Smaller companies professed how brick-and-mortar space allowed them to better communicate their brand and create a seamless customer experience. With a thriving e-commerce site, we pursued what appeared to be the next logical step: opening a small chain of storefronts. We were growing quickly and wanted to expand. We didn’t want to miss our chance while riding a wave of online success, so we gave the brick-and-mortar approach a shot.

As it went, it didn’t work out well for us. There were some bumps here and there, and we eventually shut our stores and got back to doing what we do best: online retail. Unlike other businesses who have struggled with main-street retail, we have a happy ending: January was our best month ever. Our greatest success came after we reverted to our e-commerce roots. It may be painful to share, but here’s what our brick-and-mortar experiment taught us about better business:

Expanding too Quickly. We wanted to grow fast, so we opened five stores across the country. But ambition doesn’t always make up for a lack of process knowledge. Going from an e-commerce site to five different locations was a huge undertaking. It would prove to be the start of our undoing. In our rapid expansion, we forgot a key detail: We needed to offer a consistent and satisfying customer experience in order to protect our brand. We learned as we went, creating a state of utter chaos— our business suffered as a result. There is such a thing as growing too quickly.

Revenue vs. Profit vs. Cash Flow. Reaching more customers means more sales, right? Maybe. One of our earliest lessons learned was that revenue is far less important than profit and cash flow will always reign supreme. We want sustained growth and a great balance sheet at the end of every month. As small business experts often say, the key to growth is profit; increased revenue doesn’t always result in a competitive advantage. Most businesses find ways to increase revenue, but only a healthy profit margin will ensure you have the free cash flow that will sustain you in the long term. That’s particularly important for brick-and-mortar businesses where the lights have to stay on for you to make sales.

Cash is King. Every small business needs cash in the bank and not just for overhead costs. When you’re leasing square footage, the shelves need to stay stocked and sales can be unpredictable. Good cash management lets you be flexible and responsive to your customers’ demands. Part of good cash management is knowing where you should resist spending your dollars. An early mistake of ours was empowering our store managers to purchase inventory. Their buying decisions were not always best for the business because they simply didn’t know what people would buy. That left us overstocked and liquidating product while our cash flow was depleted.

People Matter. You can’t expand your company without a great team of people— that goes for e-commerce and brick-and-mortar businesses alike. We had an amazing team, but a few “bad apples” did serious damage to our business. Products that should have been sold to customers mysteriously went missing, leading to huge losses. It took us years to discover the shrinkage (otherwise known as “staff theft”), and it added up to more than a few dollars over time. To run a great business, you have to trust your people, but you also have to be on top of what’s happening throughout your operations, especially when you’re spread out over five stores in different parts of the country.

Know Your Numbers. What was our biggest takeaway? To know our numbers. In the exhilaration of a quick expansion, we lost sight of some of the most important details— and they were right there in our bottom line. The books could have alerted us to the purchasing problems and theft much earlier, and we perhaps could have successfully managed our brick-and-mortar growth.

David Barnes is an EO South Australia member, and the CEO and founder of GymAndFitness.com.au, a company focused on designing and innovating fitness equipment, as well as online distribution. He is also a contributor to EO’s Inc.com partnership portal, where this article was originally published. Contact David at davebarnes@gmail.com.

David BarnesCEO and Founder of GymAndFitness.com.au

Picture this: It’s early 2013. For about 14 months, my business partner and I have been working to launch West Coast Careers,

Oregon, a sales-recruiting firm specializing in our local market. There are five of us on staff: My partner and I, two recruiters and a young office manager. I’m working 90 hours a week on average and employing every brain cell I can muster. We have a lot on the line, and I’m pushing my team members hard.

One morning, I get a call at 6 a.m. It’s my partner. He wants to meet as soon as possible for coffee. “Dude, we need to talk. Get dressed and get over here,” he says. My heart sinks to my stomach. I’m about to get terrible news of some sort. I arrive nervous and prepared for the worst. My partner tells me he wants to go back to his former employer because his current job isn’t the type of challenge he enjoys. We’re sitting in the coffee shop for three hours, talking through everything. I want him to stay, but he’s determined that it’s his last day.

He eventually sells me his half of the company for pennies on the dollar. I regretted losing him at the time, but I would come to realize how lucky I was to have had an honorable partner. We head to the office. I’m shaken, but our plan is to stay positive and update the team. We start by inviting our office manager into our office for a private discussion … but before we can open our mouths, she bursts into tears and resigns. My partner and I look at each other, bewildered. She tells us she refuses to be fired, grabs her stuff and leaves. I never get the chance to explain; she doesn’t take my calls. I took note. I pushed her too hard.

Hesitant and still in shock, I approach the two remaining members of my team. I look at my talented recruiter, Lauren, and my loyal brother, Dan, and I say, “We just lost forty percent of our company. Richard and Jill resigned today. It’s just us now.” Standing there, still in disbelief, it occurs to me that I abandoned the plan and just delivered the worst speech ever. Lauren quietly walks up to me and gives me a hug. Dan tells me, “I’ve got you, bro.” In that moment, I know we will recover together.

Within a few days, we are all feeling better. Two years later, we are recognized as one of Portland’s fastest-growing companies. And three years later, we are on pace to receive the honor again. But despite our growth and relative success, I still think about that day. It serves as a reminder for one of the most important lessons I’ve learned as an entrepreneur: To be worthy of loyalty. I had just enough of it on my staff to get me through the hard times. Just a tad less, and I could be in a very different place today.

Right now, I have 10 loyal, caring team members, and we are getting ready to launch agencies in Denver and Phoenix. What’s our primary core value for both offices? You guessed it: “Be worthy of loyalty.”

Adam MorrisPresident of West Coast Careers, Oregon

Adam Morris (pictured) is an EO Portland member, as well as the president of West Coast Careers, Oregon, a sales-recruiting agency. Contact Adam at adam@westcoastcareers.com.

8 June 2016

A s the owner of a commercial art gallery for more than 24 years, I never imagined when starting out that people would

buy art online, or that I would be selling to them without any prior relationship or connection. And yet, that’s exactly what I’m doing. Historically, I would nurture relationships by more traditional means over a period of years. Now I can build global connections remotely as an art consultant. I’ve heard companies refer to someone like me as a “nomad,” and I know many entrepreneurs who fit this class of professionals.

As nomads, we aren’t tied to a specific location, building or time schedule; rather, we adapt to situations based on the time zone and nature of the project. For example, I attended a morning conference in Washington, D.C., on a Wednesday, traveled to London that afternoon and finalized a sale through an email on the flight home. My ability to more fully participate in current global dialogue gives my business exposure in many locations where I’m able to meet artists, curators and professionals in person. There are, however, necessary technologies that make all of this possible— constant access to Wi-Fi is a must, as is a laptop, tablet or smart phone.

Recently, I’ve decided to take my on-the-go engagement one step further and embrace mobile technology. I’m creating my own lifestyle art app that will transform how we learn about, experience and purchase art. My passion stems from connecting with people, and creating opportunities for them to learn and grow. An app seemed like the perfect medium through which to work. If you’re contemplating making mobile technology an inherent part of your business, here are a few things to keep in mind:

Think broadly: Instead of trying to fit your business objective into a service that is being used elsewhere, see this as an opportunity to extend your core values and mission through another communications channel. You may not want to sell products, but you could provide educational information, insights into your industry, or even advertise events and sales you might be having.

Marsha RallsFounder and CEO of Closed Monday Productions, LLC

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Invest in a team you can trust: I don’t want to worry about broken links when I’m trying to schedule an event or upload an artist’s bio. Choose a team that provides online and telephone support; one that double-checks for errors before launching your software. You might want to choose a vendor that costs more but offers the insurance you need to sleep at night, instead of lying awake wondering if they will finish on time.

Patent your technology: I have two patent-pending technologies that are unique to my app. If you’re creating incredibly unique technology that doesn’t exist on the market, take the time and resources to patent it. This might put a damper on your timeline, but it could pay big dividends in the future.

Launch in stages: Just like businesses host soft openings or beta test their products before the “big reveal,” ensure that your app is released in its best form. I chose to launch in stages, which is less risky than rolling out everything at once. This also gives me the opportunity to advertise new features that could entice a larger audience.

With the right idea, the right technology and a good support system, businesses can open themselves up to a new and growing audience of consumers. Building an app not only gave me the freedom to spend more time as a road warrior, it helped me better connect to artists and buyers around the world, while meeting other nomads like me. What’s more, it allowed me to stay home more frequently, now that my app gallery will be open 24/7. I can communicate with art lovers everywhere, even when I’m asleep. That freedom is the best gift of all.

Marsha Ralls (pictured) is an EO DC member, as well as the founder and CEO of Closed Monday Productions, LLC. Marsha is also leading the “Women of EO” initiative, which aims to make EO the organization of choice for women entrepreneurs. To learn more, contact Marsha at marsha.ralls@gmail.com.

Mobile Marketing is the Future of Small Business Nomads

Octane 9

Zak DabbasCEO of Punchkick InteractiveZappos. Medium. Patagonia. Every time a company adopts a

flat organizational structure, there are dozens of articles written about the approach’s merits, as well as postmortems on its failures. So, how do we know any better?

Our company, Punchkick Interactive, is just one example of how a flat organization can navigate the corporate world. We have never been a traditional business, so we’ve been more or less flat since day one. But as we’ve scaled, we’ve explored new processes to become “flatter” that make daily life more efficient for our team, improve communication between disciplines, and ultimately empower each Punchkicker to make his or her own decision to improve the company.

We took inspiration from Frederic Laloux’s book, “Reinventing Organizations,” which introduces a self-managed organizational framework called “Teal.” We didn’t wholly adopt the processes included within Teal, but instead thought long and hard about how these ideas could apply to our company, gradually piecing together a system that worked for us. Sure, we’ve had doubts that this management style would make us more successful— there are just so many misconceptions about going flat. But, we’ve had huge wins along the way, making a flat structure work for us. Here are some of the biggest “flat” myths we debunked on our journey:

MYTHS of a FLAT FOUNDATION

Myth #1: Flat means decision-making by consensusFlat doesn’t mean decision-making happens by consensus, and it doesn’t mean a crazy free-for-all either. In a flat system, team members are empowered to make the decisions they need to make— but only after seeking the advice of their peers and experts. No one is bound to follow the advice received, but in practice, they absolutely do. Flat organizations often call this “an advice channel,” and it’s an essential part of arming employees with the ability to evaluate and problem-solve the challenges they see their organization facing.

Myth #2: Employees act in their own self-interestsAn essential part of going flat is accepting the belief that employees are inherently good, and that when provided with a transparent look at company financials, successes and obstacles, they’ll work in the best interests of the team. There are a lot of reasons why this is the case, not the least of which is an intrinsic motivation for employees to be a part of something bigger that has a real sense of meaning. Call it a millennial factor. Call it human nature. I’m just thankful it’s real.

Myth #3: Any company can go flatIf you don’t have complete and utter buy-in from the highest levels of leadership prior to going flat, it will never stick. In fact, going flat should be looked at as the last executive order by “the top.” Post-flat evolution and change comes from company members, not managers. This is possibly the hardest thing for a founder to accept, but the result is that instead of centralized knowledge and power being in the hands of a few, the business is run by an entire company of informed, compassionate leaders.

Zak Dabbas (pictured) is an EO Chicago member and the CEO of Punchkick Interactive, a mobile-development agency specializing in UX/UI, user-testing and analytics. He is also a contributor to EO’s Inc.com partnership portal, where this article was originally published. Contact Zak at zak@punchkick.com.

Zak DabbasCEO of Punchkick Interactive

10 June 2016 10 June 2016

Octane 11

CONNECTIONS TO EXPERTS

In the workplace, insensitive interactions can and do occur, even in organizations that value a positive culture. In this interview, Talya Meyerowitz, a corporate communications coach, consultant and EO speaker, offers proactive solutions to eliminate unhealthy communication habits.

What are the most common causes for miscommunication between co-workers?TM/ “I’ve found many people want to create a ‘battle of different sexes,’ so to speak, and argue that men and women’s communication styles are inherently different and create the biggest clash. Others blame differences of race, generation or hierarchy between colleagues. I believe there’s danger in assuming that any individual acts a certain way based on a specific demographic; each person has their own style of communication and method for approaching conflict. The biggest problem I see is stress combined with an unwillingness to listen to one another; this produces the most dangerous situations. This is also exacerbated by technology, where emails and text messages are often misinterpreted. When all of this is combined with most people’s natural tendency to want to avoid conflict, things get left unexplained and everyone is left wondering about true intent.”

With that in mind, how does one begin to tackle this problem?TM/ “In the words of Stephen Covey: ‘Seek first to understand, then to be understood.’ Depending upon the extent to which you’ll be interacting with someone, you’ll need to decide just how well you need to understand how they communicate. Begin at the ground level and make sure the person in front of you actually fits the description you’ve assumed to be true. In this way, you acknowledge their individuality while also taking into consideration how their upbringing has impacted how they present themselves. In getting to know your team, which requires a deeper understanding of each person, you’ll get to know what makes each person ‘tick.’ What are their individual values and personal communication needs? It’s important to create a safe space for this conversation so everyone is heard and respected. While this process can seem time-consuming upfront, the long-term payoff is huge!”

How can teams incorporate this understanding into their workweek?TM/ “As a DiSC coach, I often recommend that teams participate in evaluations and have individuals post their results near their workspace. You could even create a ‘cheat sheet’ of everyone’s profile and post it in a central location. The more open we can be about the ways we like to communicate, the higher the probability of our organizations being more productive, cohesive and collaborative. Most importantly, I think companies can come to an agreement of what communication around conflict within their workplace should look like. Once everyone becomes aware of their own values and biases while communicating, as well as those of their colleagues, teams are better prepared to use each other’s strengths to solve challenges as efficiently as possible.

“If management can emphasize the importance of all parties reaching a mutually-beneficial decision, regardless of the situation, they will create a completely different culture of communication within the company, one that’s far better equipped to work through misunderstandings, differences of opinion and the fear of conflict. A solution-based approach is always the best choice.”

Keys to Effective COMMUNICATION

Talya Meyerowitz (pictured) has spoken at multiple EO events, including the 2015 Global Leadership Conference. Learn more about Talya’s communication strategies by visiting www.ARespectfulWorkplace.com, or contact her at talyam@arespectfulworkplace.com.

12 June 2016

Brian ScudamoreFounder and CEO of O2E Brands

Brian Scudamore (pictured) is an EO Vancouver member, and the founder and CEO of O2E Brands, including home-service companies like 1-800-GOT-JUNK? He is also a contributor to EO’s Inc.com partnership portal, where this article was originally published. Contact Brian at brian.scudamore@o2ebrands.com or Tweet him @brianscudamore.

JETTISON THE

For many people, hoarding is human nature. I should know: My company—1-800-GOT-JUNK?—found fame when it was profiled on a television show about helping people who are buried in their own junk. Hoarding “stuff” can be unhealthy for people, and it

can be even worse for entrepreneurs. Leaders in business can’t afford to hold on to past failures or refuse to let go of decision-making. It’s imperative that we learn from our mistakes, give others a chance to shine and let go to level up. Here’s how you can learn to shrug off the “stuff” that doesn’t matter:

Make Tough Calls. Then Move On.

Anyone who owns a business knows that some decisions are harder than others. One of the first difficult ones I had to make was in 1994. I realized my 11 employees just didn’t understand my vision. They could haul junk, sure, but they didn’t get why customer service was important to our brand. My long-term goal was to turn 1-800-GOT-JUNK? into the FedEx of junk removal. To make that happen, I had to clean house. I fired everyone in one day. Sure, recruiting a new team was a stressful process, and yeah, there were times when I questioned if I had done the right thing. Looking back, though, if I hadn’t made that tough choice, I would still just have a local junk-removal business. To keep moving forward, I had to focus on the future. Today, we have hundreds of employees and are approaching a quarter of a billion dollars in revenue.

Let Go So Others Can Shine

You may have a ton of skills and good ideas; after all, you wouldn’t be an entrepreneur without them. But sometimes you have to delegate authority to let others shine in the role you hired them for. I used to go through every line of our budget, every year, with a fine-tooth comb. As Jack Daly would say, I was working in my business, not on it. It was taking up a lot of my time, and I wasn’t even good at it. When I gave it over to our COO, the process was faster and more accurate, and I went back to things a CEO should focus on, like innovating and envisioning long-term goals. The lesson here is to focus on your unique abilities and let the rest go. Given a chance, your people and company will thrive.

Keep the Neon Beer Light

During massive clean-outs, there are always items in the “keep” pile— valuables, antiques, mementos … a neon beer light you can’t bear to part with. In business, there are always important things you should never throw away. For example, we’re not willing to let go of our core values and workplace culture. Companies that let their central mission go pay for it later. When the recession hit, Goldman Sachs abandoned its mission to help clients and focused instead on maximizing their own returns. It hurt their brand (and

contributed to a marketplace meltdown). In contrast to its culture of innovation, Blackberry became complacent and stuck to a keyboard design while the rest of the world turned to touchscreens, causing the brand to enter a downward spiral.

As an entrepreneur, you have to decide what’s essential to your company. I remember when we were growing quickly and needed a new executive to manage and drive that growth. That meant welcoming new ideas— but not necessarily all new ideas. Getting rid of our seven-minute daily huddle because it was “corny”? Nope! Private offices for the leadership team? Never going to happen— a transparent, open office is part of our core culture.

Learning to let go in business isn’t easy. Your business is your baby. You brought it to life and nurtured it. But some entrepreneurs are just as obsessive about their company as hoarders are with their junk. In the end, growing requires giving up control and getting rid of the baggage.

ENTREPRENEURIAL JUNK

What sparked your initial interest in genomics?

AA/ “I received my master of science degrees in physics and management information systems, so when I chose to start my entrepreneurial journey, technology and science seemed like the best areas in which to work. I met two other entrepreneurs with the same passions, and one was a genomics expert. Our first venture, Ocimum Biosolutions, addressed the need for bioinformatics software at the beginning of Y2K. I developed that company for more than 10 years before founding MapMyGenome.”

What kind of mark do you want to make through MapMyGenome?

AA/ “We provide genomics testing to customers around the world, identifying genetic predispositions to many health conditions. To be as impactful as possible, we provide expert genetic counseling to recommend actionable steps that suit our clients’ lifestyles. Our goal is to touch 100 million lives through our products and to save one million lives by 2030.”

How are you making complex data digestible for your clients?

AA/ “Our customers need to not only understand their results without technical knowledge, but they also require the

Anu Acharya (pictured) introduced India to the concept of improved healthcare through personal genomics in 2013, when she founded MapMyGenome. Contact her at anu@mapmygenome.in.

information in an easy-to-read report. We are constantly working to make this complex data simple to understand. In addition, we have designed a process by which the data is doubly anonymized and protected for the security of our customers. There cannot be any mix-ups, so our biostatisticians, bioinformaticians and publishing-technology professionals have optimized a way to make all of this flow smoothly.”

How do you package your products based on specific health concerns?

AA/ “Often, people are looking for solutions to specific health concerns, like weight loss, diabetes prevention and heart care. So, packages can provide specific, affordable solutions. However, most of our customers end up opting for our flagship product, Genomepatri™, which provides a composite report of a person’s genetic makeup. It offers a great deal of value and has a more holistic approach. Because we are advocating a personal command of individualized healthcare, we would be limiting our customers if we exclusively worked on a micro or macro level.”

What does the future hold for your business and personalized healthcare?

AA/ “This domain has seen growth at an unprecedented rate. At MapMyGenome, we are scaling our team and operations to meet the growing demand. We are also

increasing our research and development spending to make data more insightful. The reality that people are transforming their lifestyles and habits to be healthier and live longer, based on our recommendations, is an indicator that the world is ready to embrace this level of service.

“Biotechnology has the potential to transform many other domains beyond healthcare, including the food and beverage industry, fitness and agriculture. Now is the time to scale up and make sure this powerful technology benefits as many sectors and individuals as possible. Governments also have a significant role to play in terms of regulations, import and export duties, and funding. Some countries are already doing this on a large scale; we will see more of this in the near future.”

What tips would you give young entrepreneurs interested in this field?

AA/ “You’ve chosen one of the best fields to work in— make sure you keep up with innovations in biotechnology through constant learning. For as you learn, you evolve.”

Pioneering up-and-coming technologies is no small feat, and it’s even more impactful when these discoveries are saving the lives of millions around the world. For 16 years, Anu Acharya, an EO Hyderabad member and CEO of MapMyGenome, has been revolutionizing personalized healthcare through the production of specialized software and accessible genomics testing. In this interview, Anu talks about the increasing impact of biotechnology in her community and beyond.

Octane 13

EO Q&A

Evolving the Business of Biotechnology

14 June 2016

SPECIAL FEATURE

Octane 15

In entrepreneurship, opportunities can present themselves in various ways. For participants of

the Global Student Entrepreneur Awards (GSEA), EO’s flagship program for nurturing the next

generation of entrepreneurs, opportunities for business growth are boundless. Just ask Violeta

Martinez, winner of the 2016 EO GSEA Finals and founder of VAIZA, an El Salvador-based,

luxury brand crafted from the heart. In this special interview, Violeta talks about the importance of

giving back through business, empowering women to be strong leaders and the invaluable role

EO GSEA plays in the lives of student entrepreneurs everywhere.

What motivated you to become an entrepreneur?VM/ “I decided to become an entrepreneur because I wanted to live a happy life, one where I’m doing what I enjoy every single day. I’ve loved art ever since I was a child, though I’ve always been told it’s impossible to make a living from it. When I was studying graphic design in El Salvador, I learned that salaries in the profession are very low. In my first job, I watched as other designers did the same things day in and day out with little pay; it can really zap you of your creativity. I didn’t want to live my life in that routine, so I looked for new ways to be creative and successful at the same time.

“In my country, fashion is an up-and-coming industry. There are no global designers like Michael Kors and Carolina Herrera in El Salvador, so I asked the question most entrepreneurs ask when they see an opportunity to innovate: ‘Why not?’ That’s when I decided to build my own brand. I researched how to make accessories and found artisans that went unnoticed. I showed them a few of my designs, and we started working together to create my first handbag. By employing local artisans to create my items, by investing in the artisan community of El Salvador, I am able to give back to my hometown. In turn, the artisans are able to learn about, and teach each other, international quality standards. In doing so, workshops are built, jobs are created in the community and their kids are able to go to school.

“A lot of people think there aren’t any opportunities in El Salvador, but I believe in my country. I believe in the people who want to change that perspective by working hard every day. And I believe that my brand can make a positive impact by not only

creating jobs, but by showcasing the creativity that’s on display in my country. With my brand, VAIZA, I’m able to promote my art, culture and the artisan heritage through the creation of luxury handbags, wallets and shoes.”

How did you hear about EO GSEA, and what inspired you to participate?VM/ “I found out about EO GSEA from Facebook. I read in the local news about Salvadoran competitors who participated in previous competitions. I saw how they were able to grow their businesses through the program, so I decided to apply. As an entrepreneur, you’re always looking for opportunities to expose your business and make contacts that can guide you toward the right path. I joined EO GSEA because I wanted to learn how to turn VAIZA into a global brand. I come from a small country, and this one-of-a-kind program opened up the world to me. I was able to connect with other young, likeminded entrepreneurs; heard what seasoned business owners thought about my product; received unparalleled coaching; experienced new cultures; and learned from others about better business.”

What was your journey to the EO GSEA Finals like?VM/ “After submitting my application, I spent a lot of time practicing my presentation before pitching my business in a local competition. To my surprise, I won first place! After that, I competed

An EO GSEA Journey

16 June 2016

SPECIAL FEATURE

in a regional competition via videoconference, where I competed against other student entrepreneurs throughout Central America. After winning that competition, I worked with EO members every week leading up to the EO GSEA Finals in Bangkok, Thailand. They helped me with my presentation, mentored me and taught me how to deliver my pitch in English. I think I’m pretty funny in Spanish, and I wanted to have that part of me translated in my English presentation … I think I accomplished that a little bit! It took me 25 hours to get to Bangkok for the final competition. I was tired from the flight, but I had so much energy because I knew that I was in the right place, doing something positive for my business.”

What was it like engaging, learning alongside and competing against other student entrepreneurs from around the world?VM/ “I still can’t believe how many amazing people there are in this world! I was a little scared because I was traveling to Bangkok by myself, but in that first day, I made so many friends. We talked about the same things, shared tips, and built long-term friendships and business relationships. The networking alone was amazing. Sharing our obstacles, concerns and successes really opened my eyes and showed me that we all come from the same place. The best thing about competing with so many people from all over the world is that I was able to put my country on the map— and for a good reason! When I returned to El Salvador, I participated in a lot of interviews and was able to share how the program makes a mark. I am now able to inspire a new generation of entrepreneurs locally, and to me, that is the greatest reward of all.”

How did EO GSEA help you grow as an entrepreneur?VM/ “EO GSEA absolutely helped me become a stronger leader. As the first Latin American woman to win the title of Global Student Entrepreneur of the Year, I can use my experiences to empower women to become entrepreneurs, to follow their dreams and to not be afraid of being the boss. I tell them all the time that we have the power to be leaders, and winning this award helps prove that. I also learned to expand my vision. I come from one of the smallest countries in Latin America, and because of EO GSEA, I was able to travel to another continent for the first time. This experience has changed my business vision; now I know that I can do more and be everything that I dreamed. I also learned that you have to always be authentic no matter what. In business, people value you more when they feel you are being honest. Finally, I learned that

you need to listen to those people who have experiences to share; you have to understand that you don’t know everything and that it’s okay to ask for help.”

How will you use your EO GSEA experience as a springboard for your business?VM/ “EO GSEA opens a lot of doors for you. I was able to expose my business to so many people from different sides of the world, and that is an opportunity that you don’t get every day. I only recently won, and it has already opened up a lot of opportunities for me, which is something I never imagined. Thanks to EO El Salvador, I was invited to present my business in Forbes Central America to the most influential business leaders of the region. I now have friends in many countries that are interested in purchasing my designs, and I’ve met several people who are interested in going into business with me. Thanks to EO GSEA, I am able to expose my brand and designs on an international scale. Also, the program has helped me become more ambitious when it comes to my goals, and I now have amazing mentors who will help me achieve them.”

What does being the 2016 EO Global Student Entrepreneur of the Year mean to you?VM/ “It means hope for the people of my country; for the future entrepreneurs that have a dream to build their businesses in a country where most people think there are no opportunities. It means responsibility, because now I have to embrace that title and make my business grow in an international way; that was the goal I set for myself before applying to EO GSEA. Winning the Global Finals means that I am proudly representing women entrepreneurs, and now I can more globally share my message of leadership and encourage them to become leaders. This title also represents the Latin American community, which is filled with people who want to build better opportunities in their countries. Finally, being the EO GSEA champion means that when you have a real passion for creating a better future for your society, anything is possible because your strength comes from your heart.”

16 June 2016

Want to learn more about Violeta’s journey? Contact her at violetampb@gmail.com, visit vaizadesign.com, or connect with her on Facebook or Instagram (vaizadesign).

Violeta, recognized on stage as a “top five” event finalist and (bottom left) engaging

an EO GSEA contributor.

If you were among the 1,600 members and spouses at the Global Leadership Conference in Bangkok, Thailand, in May, you may

have caught a glimpse of the final-round competitors as they vied for the title of “Global Student Entrepreneur of the Year.” This year’s EO GSEA Finals was one for the ages, with a record 51 students from 51 countries participating. Let’s take a deeper look at what this program is all about, and why so many members and chapters around the world find it worthwhile.

Like EO, the EO GSEA program focuses primarily on the entrepreneur, not the business. All competitors must be undergraduate university students who have been operating a business for at least six months; one that generates at least US$500 in revenue. When it comes time to compete, each student must deliver a presentation that speaks to the impact of their journey, not just the business. This year, 80 local, national and regional competitions took place, including several in markets that don’t yet have an EO presence, paving the way for future chapters in places like Vietnam, Finland and Sri Lanka.

“It’s important to us that a chapter gets real value from hosting an EO GSEA competition, and that it’s as simple a process as possible,” said Alex Read, EO GSEA Subcommittee Chair and EO Vancouver member. “For example, we redesigned the scoring

sheet to focus on EO core values, which makes it a powerful tool for prospective members. We’re looking at various ways EO GSEA can help a chapter with its annual goals, while connecting their members with awesome students and their communities.”

To encourage chapter adoption, EO GSEA provides the resources necessary to run a local competition, as well as a US$600 stipend to help with costs. Each chapter is responsible for sourcing students and judges, and managing event logistics (e.g., prizes, sponsors, PR). EO GSEA can be a great tool to help chapters recruit new members, engage tenured Forums, host a unique learning event and build external awareness in their city by involving the community in the competition. Chapters can get on the competition calendar now by contacting GSEA@eonetwork.org.

“One of the great things about EO GSEA is that these are EO members of the future,” said Stephen Shortt, EO GSEA Europe Director and EO Ireland member. “They share the same DNA and values as we do. When you get members and students in the same room, there’s an amazing energy you can’t get anywhere else. Powerful things happen, and we’re all better for it.”

How can you get involved?Did you know that anyone can host an EO GSEA competition? Whether you’re a member of your chapter board, have connections to a university or are simply passionate about supporting young entrepreneurs, there’s a role for you! Contact GSEA@eonetwork.org to get involved. To learn more about EO GSEA, scan the QR code to watch a special video or visit blog.eonetwork.org/EOGSEA.

Octane 17

SPECIAL FEATURE

Members + EO GSEA Winning Combination

Conor NeillCEO of TaxiJet

A few years ago, I spent a day with Kilian Jornet, the world’s top ultra-man. Kilian has set the record for fastest ascent on

Mounts Kilimanjaro, Aconcagua, Montblanc and Cervino. In our conversations, Kilian discussed the difference between his life in the mountains and city. In the mountains, Kilian has a clear destination, but he is constantly adjusting his path due to terrain, weather and ground conditions. When he’s in the city, he sees people walking confidently up and down the street. They look so sure of their steps, but they often have no idea of their true destination. As Kilian indicated, this is one of the key differences between busy people and productive people. Here are a few others:

1 Busy people want to look like they have a mission. Productive people have a mission for their lives.

Busy people hide their doubt about the destination of their lives by acting confident in their little steps. Productive people allow others to see the doubt in their little steps because they are clear on the destination.

2 Busy people have many priorities. Productive people have few priorities.

Nobody is ever too busy; if they care, they will make time. Life is a question of priorities. If you have three priorities, you have priorities. If you have 25 priorities, you have a mess. The Pareto Principle states that 80% of your desired results come from 20% of your activity. Henry Ford built a fortune not by building better cars, but by building a better system for making cars. Busy people try to make better cars, while productive people develop better systems for making cars.

3 Busy people focus on action. Productive people focus on clarity before action.

To focus on the top 20% of your activities, you must gain clarity about what those activities are. The greatest resource you will ever have to guide you is your own personal experience— if it is

BUSY PRODUCTIVE?

Conor Neill is an EO Spain – Barcelona member, faculty member of EO Leadership Academy, professor of leadership and CEO of TaxiJet. Contact Conor at conor@neills.net, and check out his blog at www.conorneill.com.

ARE YOU

well-documented. Sadly, most people only document their life in Facebook status updates. Keep a diary and take five minutes each day to reflect on the past day; highlight what worked, what didn’t work and what inspired you.

4 Busy people multitask. Productive people focus.

Productive people know about focus. Have you heard of the Pomodoro Technique? It is brutal, but effective. Start by identifying a task to be done (e.g., write a blog post). Set a timer to 20 minutes and work on that task until the time sounds. Any distraction (e.g., check email), and you have to reset the timer to 20 minutes. How many Pomodoros can you complete in a day?

5 Busy people talk about how they will change. Productive people are making those changes.

Kilian doesn’t spend much time talking about what he will do. He talks about what he has done, what he has learned and what inspires him. Spend less time talking about what you will do and dedicate that time to creating the first step. What can you do that requires nobody’s approval? What can you do with the resources, knowledge and support that you have? Do that. It is amazing how the universe rewards the person who stops talking and begins.

We are born with incredible potential. At the age of 20, the best compliment that can be paid to us is that we have a lot of potential. At the age of 30, it still sounds good. At age 40, the compliment starts to become insulting. At age 60, telling someone they have a lot of potential is probably the cruelest insult that can be made about their life. Don’t let your potential go to waste. Create something amazing. This is its own reward.

OR

18 June 2016

Shelley Rogers (pictured) is an EO Brisbane member, serial entrepreneur and founder of Maxum Corporation, a firm that empowers entrepreneurs to reach their maximum capability. Contact Shelley at Shelley@maxumcorp.com.au.

Octane 19

How would I describe my entrepreneurial start? It was a lot like running my first triathlon. Although I trained heavily, I had no

idea what to expect. The result: plenty of sweat, scratches, tears and a few curse words. And yet, when I crossed that finish line for the first time, I felt a tremendous sense of accomplishment and pride. Above all, I was motivated to keep moving forward at all costs. The same went for building my first business, though it wasn’t easy.

Like many of my peers, my entrepreneurial sprint brought with it several “a-ha” moments and quite a few failures. After going public with my business, we found ourselves growing exponentially. Before long, we had acquired a company in Silicon Valley, expanded to three locations in Canada, opened a facility in Mexico City and completed a joint venture in Chile. We had hit a wildly successful rhythm … and then came the obstacles in the road.

Despite an increase in revenue, we were dismal at integrating and implementing our strategies. As a result, my company had become yesterday’s news. Valued employees were leaving, we ran out of cash and our investors were scared. Before long, my energy was drained, my marriage was crumbling and my two children were being raised by a nanny. Beneath the daily “game face” I put on for my remaining staff and customers, my emotional and physical health were shot. Growing up, my father would always tell me, “Nothing comes easy, Shelley. You have to work hard for it.” But in that moment, it didn’t matter how hard I worked. I simply couldn’t fix things. We were forced to close our doors.

After a respite, I realized that it’s not how hard you fall but how you pick yourself back up. In this case, my business’s failure was a gift, directing me toward my real “why.” After sifting through the detritus, I ventured back onto the entrepreneurial path. I launched a small, private company with low overhead and an experienced team that granted me flexibility and a balanced lifestyle (things I never knew I needed to thrive). While I went on to sell that business, I discovered a few lessons learned along the way that have since shaped my entrepreneurial efforts:

Discover Your Passion: Don’t be afraid to dive deep and find your passion. When my first business failed, I waded through the anxiety to uncover a new passion, one that defined me as an entrepreneur.

Set Your Goals: I wrote a cheque to myself for US$1,000,000 and dated it 18 months into the future. I signed it and placed it in a safety-deposit box. I believe in the subconscious mind. I had the money in my account to cash that cheque three months after my target date.

Trust Yourself: When I started my entrepreneurial journey at 25, I was scared and had a lot of doubt. Back then, I had less to lose and more time to give. Now that I’m in my forties, I’m more cautious. I still have fear and self-limiting beliefs, but I’ve learned to trust my intuition and make the best decisions I can with the information I have.

Build a Strategy: In our first decade of being in business, we had little competition, positive cash flow and long-term clients under contract. Then, as the competition expanded, our strategy became even more important. Annual off-site strategy sessions, followed by quarterly accountability meetings, monthly updates and weekly huddles, proved crucial.

Hone Your Focus: In the beginning, I was only focused on making money. Then a very successful businessman said to me, “Focus on taking care of your customers and employees first, and when they are successful, you will be successful.” Stay focused on what matters!

Shelley RogersFounder of Maxum Corporation

IT’S NOT HOW HARD YOU FALL

20 June 2016

1 How would you describe your business?

LG/ “Our niche is very much the B2B direct-response, call-to-action marketing space. Our main aim is to create lead-generation opportunities for our B2B2B clients (meaning we are a business that deals with businesses that only deal with other businesses) by utilizing any or all of our seven different advertising publications and other direct-response strategies.”

2 What inspired you to get into the marketing industry?

LG/ “I worked for a newspaper as a trainee journalist after school. It had always been my dream, and I loved the job. However, about a year into it, an editor noted that I was putting descriptive (and invented) words into the mouths of the people I was interviewing. He suggested I transfer to the advertising department where my talents would be more enthusiastically received. A logical next step was to create my own marketing, advertising and publishing business!”

3 How would you describe the state of global media?

LG/ “The media is evolving at a phenomenal rate, and every year we have to change how we go about our business. A year or two ago, we focused on getting people to opt into a newsletter for purchasing, and now we rely on social media to do that. I think everything is heading in the right direction. The media is starting to communicate with its readers, viewers and followers in a much more personal way.”

4 What has been your greatest accomplishment to date?

LG/ “Taking a germ of an idea and limited capital, and turning it into a business that, since 2002, has created new opportunities for more than a hundred clients each year, and that which has provided well for my family.”

5 How has being a woman entrepreneur helped or hurt you in your industry?

LG/ “Back in the day, being a woman was a great hindrance in my local media— there was no pay equality, sexual harassment was out of control and there was nothing you could really do about it. Now, I find it easier and more rewarding to be a woman in the media. Most of the business owners we work with are older men, so there is a lot more respect handed out both ways.”

6 What are the advantages of owning a business in Australia?

LG/ “I absolutely love Australia and have been here for nearly 30 years. Australia has big enough economies of scale to make money, but it is also small enough that if you find a niche, you can make an impact.”

7 What are some of the disadvantages?

LG/ “Disadvantages these days relate to time zones. The U.S. has given us awesome software to use in our business, but being 17 hours behind us, when you need support it can be frustrating to limit that to the first two hours in the morning.”

8 Where do you find your inspiration?

LG/ “Big names like Richard Branson, Rupert Murdoch and Jeff Bezos used to inspire me, although I now find inspiration from young entrepreneurs like Mark Zuckerberg and Tim Ferris. Also, the younger members of EO Sydney I’ve come to know and admire.”

9 What is one marketing stereotype you cannot accept?

LG/ “Branding that does not have ROI as an end goal. We’ve seen so many examples of businesses advertising just to get their name out there, without having metric conversions. We basically have the global financial crisis to thank for making businesses demand that their advertising converts to something.”

10 What is the best business tip you’ve ever received from an EO peer?

LG/ “I don’t know about specific tips, but since I joined EO, I have learned a lot about the value and use of confidentiality (no one, nowhere, never) and Gestalt Language Protocol.”

The marriage of marketing and

media can be a complicated one.

According to Lynda Greening,

founder of Emerald Media Group,

the key to making a big splash lies in

consistency.

10 QUESTIONS

Lynda GreeningEO Sydney EO member since 2014

Octane 21

Every year, EO commits to expanding its impact beyond the borders of member offerings, specifically through partnerships

with other world-class organizations and opportunities made possible with member and staff contributions. Our new fiscal year will be a milestone in EO’s outreach to up-and-coming entrepreneurs as we help host the 2016 Young Leaders of the Americas Initiative (YLAI) through a partnership with Meridian International and the U.S. State Department.

With the next generation of entrepreneurs in mind, YLAI was launched by U.S. President Barack Obama to “build linkages between young leaders across the hemisphere” and address the opportunity gap for minorities by empowering young leaders with the training, tools, resources and networks they need to thrive. After a successful pilot program that engaged 24 Latin American and Caribbean (LAC) entrepreneurs, 250 YLAI fellowships will be awarded to rising, young business and social entrepreneurs throughout the LAC region. This fellowship consists of a paid, five-week trip to the U.S. for one-on-one mentorship, cultural experiences and business learning.

Keeping pace with this progress, EO has already played a big role in making this experience possible for the incoming YLAI fellows. We have advertised these fellowship opportunities to LAC entrepreneurs through organizational and member networks, as well as engaged EO’s social media readership to help spread the

CULTURE CORNER

ENGAGING THE

Karen SummersonEO’s Writer/Editor

word. In addition, under our stewardship, all EO GSEA finalists from LAC have applied. We are continuing to help fill these fellowship positions by reviewing applications and interviewing top applicants— that’s members, Chapter Administrators and global EO staff working together to support the next generation of entrepreneurs in the Americas!

We’re most excited, though, for the opportunity to expand EO’s influence in a thriving entrepreneurial ecosystem and position the organization locally as a go-to resource for rising entrepreneurs. For example, during an upcoming session in Dallas, Texas, USA, we will be Forum-training all 250 YLAI fellows— in one day. Afterward, we will be connecting many EO members with these fellows through small chapter events. We can’t wait to share our knowledge and business insight with the YLAI fellows and model how important experience-sharing and peer-to-peer relationships are to a healthy and successful entrepreneurial journey. More importantly, we are thrilled to work with these amazing young people and help them envision the impact they will continue to make in business and beyond.

Next Generation of Entrepreneurs

For more information about EO’s involvement in YLAI, contact Miranda Barrett, Vice President of External Engagement, at mbarrett@eonetwork.org.

For nearly 10 years, EO Accelerator has been empowering first-stage entrepreneurs in all corners of the world to take their businesses and entrepreneurial journeys to the next level. Through this highly rated program, EO is giving rising entrepreneurs everywhere the tools, resources and direction they

need to reach the US$1-million mark in annual revenue and qualify for EO membership.

To date, EO Accelerator has ushered more than 480 new members into the organization, including the 95+ that make up the Class of 2016! Congratulations to the newest graduates

for living the “Thirst for Learning” core value, and welcome to the EO community! To learn more about EO Accelerator and how you can coach your future peers, please contact accelerator@eonetwork.org.

HITS A MILESTONE!

22 June 2016

For the past 13 years, I have been involved in EO through my husband, Derek, and his businesses. In this time, I

have heard varying opinions about Spousal Forum. As the founder of the Harp Family Institute (HFI), a research-based consulting firm, I have spent a decade interviewing and surveying entrepreneurial couples. I have also participated in three Spousal Forums in three states. This exposure, along with my research, has afforded me unique insight into the benefits that Spousal Forum can offer a marriage.

The Greatness of GestaltThe most important tool I gained from Spousal Forum is Gestalt Language Protocol. Once I learned the behavior, I used it during conversations with my husband, and the results were amazing! Gestalt, paired with other critical communication tools I had learned, brought my relationship with Derek to a deeper level. During business discussions, I began to ask ahead of time whether Derek wanted my feedback or simply wanted a chance to express his thoughts. That was a huge breakthrough for us and has shaped the way we communicate on a daily basis. I have also learned from other spouses that when they use Gestalt with their entrepreneurs, the conversation is less likely to end in defensiveness.

Trisha HarpFounder of the Harp Family Institute

Confidentiality is EssentialThe “secrecy” of what transpires during Forum is the primary concern I hear from spouses who feel negatively about Forum. Many resent the need for secrecy. Some fear what their spouses are going to say about them if they join a Spousal Forum. From my experience, there is no need to fear. Neither Forum nor Spousal Forum is about criticizing our mates. Although the majority of topics are not about the marital relationship, each topic is highly personal and important to the individual sharing. That said, when we did share about our relationships, we realized our challenges were less personal and quite universal. We are all on the entrepreneurship roller-coaster.

Forum is Not about Making New FriendsDuring workshops, I often bring up my diverse Spousal Forum experiences. One response I hear regularly is, “I don’t need any more friends.” While this may be true, Forum isn’t about making friends. Although it is important to like and respect your Forum mates, they don’t have to be your best friends in order to offer qualified insight. In fact, Forum brings together individuals with whom you might not typically associate in a social fashion. I found myself genuinely surprised by the variety of experiences my Forum mates shared. They were eye-opening and really made a difference in my life.

FINDING STRENGTHTHROUGH SPOUSAL FORUM

My passion from the beginning was to create a unique and boutique experience for clients. Although my passion still revolves around people, now it is more on the business front. Specifically, helping our franchisees achieve their goals of being successful in business.”

Aaron Smith (EO Australia – Victoria) Founder of KX Group

The work atmosphere. We’ve created this environment where we can create value and do it with individual authenticity. It allows not only myself, but my employees, to come to work just as they are— with their smiles or frowns, their competitive or laid-back attitudes, their sandals or cross-fit shoes.”

Dave Will (EO Boston) Founder of Peach New Media

I would say my industry. The technology industry is ever-changing and that vigorous environment not only motivates me, it challenges me to continue growing and adapting my company.”

Heather Terenzio-McCollester (EO Colorado) Founder of Techtonio Group, LLC

My passion is in my business’s purpose. Everything we do—from projects and educational sessions to calculations and consulting—is focused on reducing environmental impacts while increasing the quality of life for building users. The more we work, the more possibilities we have of positively impacting our world.”

Maria de Lourdes Salinas (EO Monterrey) Founder of Three Consultoria Medioambiental

Octane 23

EO ASKS

What motivates you to continue thriving

in business?

Trisha Harp, M.S., C.P.C. (pictured with her family) is a coach, speaker and EO spouse who owns and operates the Harp Family Institute, a consulting firm that focuses on researching entrepreneurs and spouses. Contact Trisha at Trisha.Harp@HarpFamilyInstitute.com.

Chapter Events Bring Clarity Like all social gatherings, chapter events can be greatly enhanced when you attend with a group of people you know. Before I joined a Spousal Forum, I wasn’t as interested in attending them. Now, I love having the chance to socialize with my peers. Even if I can’t attend an event, I don’t resent my husband’s time away, now that I have context. The business and his energy (which is contagious) directly benefit from these events. Data from HFI shows that entrepreneurial couples would love to increase their ability to travel. EO regional and Global events are a perfect way to satisfy that desire!

The Power of Forum Retreats Resentment about EO can build when the only thing the spouse perceives is how much time it takes away from the family and business. Attending your own Forum retreats can reduce those feelings of frustration. I loved getting away from home without feeling guilty about leaving my husband and kids. Having an intimate knowledge of EO structure and practice not only increased my comfort and acceptance of EO, it helped me embrace the power this incredible community can afford an individual and couple.

24 June 2016

The Latin word for heart is “cor.” The Italian word for heart is “cuore.” The French word for heart is “coeur.” The Spanish

word for heart is “corazón.” Are you beginning to understand where the English word

“core” comes from and how it relates to your values? I laugh when I hear about a business owner who gets his team together and says, “Okay, this meeting is about creating our core values. Let’s decide what they are and then work toward living them.” You can’t invent your company’s core values at a meeting. They are inherently intertwined in the DNA of your organization. You can’t decide to have integrity and then strive to make it happen, just like you can’t be a little pregnant (you are or you aren’t). You either have integrity or you don’t.

In my experience, when tackling core values, it’s always best to start with discussions that “pull out” the innate values that already exist in the organization. When we identified our core values at Next Step, we pretended our company was a person. We named this person “Fred” and then attempted to describe him: What was he like? What were his characteristics? What values did he have? After an hour, we had 40 words and “Fred phrases” listed— too many to have a focused “core,” so we pinpointed the ones that resonated the most. We eventually pared them down to four core values: We aim to WOW; we’re accountable; we do whatever it takes; and we’re helpful.

Everything we do goes back to these four core values. They are ingrained in our DNA. They also speak to the type of employees, customers and vendors we attract. One could say that the core values stem from the leader of the organization.

There’s certainly some truth to that. Just like the Sicilian phrase states, “A fish rots from the head down,” the opposite also rings true. It has to start with the leader and then ripple down. In my experience, core values only truly come alive once the entire organization is in sync. At Next Step, we defined our core values so that it became crystal clear how to (and how NOT to) make them come alive. This has served us well, and it has made living our core values easy.

As the leader, you will start to realize your core values have come to life when your team starts talking about them without your instigation. For me, I became a “proud papa” of our values when I started to see company-wide emails mentioning them. Team members would announce they “caught someone in the act” of living our core values and want to give them a shout-out. I was

equally proud when team members began using our values as a rudder when talking strategy.

It’s a beautiful thing when you can sit back, smile and know that the core value fly-wheel is spinning on its own.

David Mammano is an EO Western New York member, founder and CEO of Next Step Education Group, and author of “Make Love in the Workplace.” Contact David at David.Charles.Mammano@gmail.com.

David MammanoFounder and CEO of Next Step Education Group

The Beating Heart of Your Business

A NEW APPROACH TO

SOCIAL CHANGE

To all three questions, Ai-jen Poo and Sheila Lirio Marcelo would answer “yes.” These entrepreneurs think big and differently as

they navigate their large organizations successfully. Ai-jen, a social entrepreneur and co-founder of the National Domestic Workers’ Alliance, has opened up valuable services to millions of clients through legislative changes. Meanwhile, Sheila, CEO, chairwoman and co-founder of Care.com, is reinventing the economy of care, serving millions of families and caregivers in 16 countries. Both entrepreneurs are obsessed with the same idea: to transform the domestic labor economy into one that provides dignity, fosters a society of empathy and enables everyone to thrive to their fullest potential. But while one of them operates a citizen sector organization, the other runs a publicly traded corporation. Both entrepreneurs are serving the same clients and working together as vanguards of a new form of social impact partnership: the hybrid-value system.

The term “social impact” has been buzzing around the entrepreneurial community as a core value for a while, with most of the conversation focused on sustainability, corporate social responsibility and individuals further investing in charity and philanthropy. This new game of building hybrid-value systems is different; it’s a team of entrepreneurs working with other stakeholders to change the rules of how industries work so that profits and problem-solving become two sides of the same coin. A key player in this kind of team is the social entrepreneur. By that we don’t mean someone who can build a business that makes money and has social impact. We mean someone who is single-mindedly focused on solving a social problem, and is a true entrepreneur in how they design their solution and scale.

Ai-jen is one of the more than 3,000 social entrepreneurs in 85 countries that Ashoka has selected in the past 30 years. They are not just coming up with quality innovations, they are pioneering a new way of organizing for systems change and the good of all. As an example, Ai-jen and Sheila’s partnership is unlocking massive business and social value. Their teams are operating across silos and sectors to ignite positive change. Enabling new actors to participate in positive, large-scale social change is key to their strategy. They

are contributing to building an “Everyone a Changemaker” world in which everyone has a voice and the capacity to contribute in a meaningful way.

Entrepreneurs of all kinds, social and business, have a critical role to play in ensuring that today’s opportunities turn into tomorrow’s solutions. We are challenged to help chart the course to a future in which more people can thrive and experience full lives. Now is the time for a new social compact between business and society. Instead of the purpose of business being narrowly defined as shareholder value creation that (at best) does no harm, it is time for a new framing for how businesses should engage with society. We need a new leadership and management paradigm that will enable the creation of hybrid-value systems like the one Ai-jen and Sheila are pioneering in the “care economy,” one which will help corporate players unlock their full potential as a force for good. The more businesses transition from a CSR model to a high-impact role as a changemaker, the faster solutions will start outpacing problems.

Our new strategic partnership with EO is a great step toward helping many more such alliances form. We are dedicated to supporting businesses in making this transition. We are setting out to leverage our network of social entrepreneurs and the insights gleaned from their work to advance a “changemaker economy.” In turn, EO members have the opportunity to be a part of teams for systems change, using the power of their experiences to solve problems while finding new value. The mutual benefit is not hard to see— in this alliance, everyone wins.

Fernande Raine and Valeria BudinichCo-Leaders of Ashoka’s Changemaker Economy Initiative

To learn more about EO’s partnership with Ashoka, contact John-Mark Davidson, EO’s Director of Strategic Engagement, at jmdavidson@eonetwork.org. For information on Ashoka’s initiative, contact Fernande Raine at fraine@ashoka.org.

Is contributing to social impact good for business? Can a passion for fixing society’s toughest problems co-exist with a culture that commits to the bottom line first? Do we need to change our organizations to make this work?

Octane 25

EO PARTNER PRESENTS

Ai-jen (pictured left), with Bill Clinton and Sheila

26 June 2016

EO PULSE

Giving back to the next generation of entrepreneurs has never been

more rewarding. Just ask EO Philippines, who from 31 March to 3 April, held their MyEO Next Gen Bootcamp 2.0—entitled “Bizwars”—in Makati. In all, 43 participants representing two chapters (EO Philippines and EO Perth) came together to teach teenagers the importance of personal leadership, collaboration, innovation and nurturing the entrepreneurial spirit. Throughout the annual event, attendees developed the

Celebrating 25 Years of EO Canada Excellence

As we prepare to celebrate our 30th anniversary as an organization, let us also embrace other accomplishments that speak to our organization’s global impact and influence. For example, EO Canada is celebrating its 25th birthday this fiscal year! Formed in Vancouver, British Columbia, in 1990 by Peter Thomas (EO Chairman Emeritus) and Bill Trimble (EO Vancouver), EO Canada has become an integral part of our international community.

Since its inception, EO Canada has made a significant mark in EO, having introduced two WEO Global Chairmen and seven EO Global Chairmen. What’s more, the region gave EO the Presidents’ Meeting, held the first regional conference, hosted several Universities, and inspired countless other EO innovations through their performance and distinction. As we celebrate, embracing our diversity and many cultures, we want to recognize “One Canada” for their valuable contributions and wish them a happy birthday!

: FOOD, FUN AND FUTURE ENTREPRENEURS

practical knowledge, skills and attitudes needed to be successful entrepreneurs, while building networks and experiencing once-in-a-lifetime activities.

A hallmark moment came when the “Next Gen Teenagers” were asked to create food businesses in four days. The four groups of teenagers were in charge of branding, marketing and conceptualizing their businesses, while being mentored by chefs and EO members. During their preparation, the teenagers engaged in a public-speaking workshop and Ninja

Academy Parkour challenge, where they learned about teamwork and overcoming obstacles that seem unreachable. The final day of the camp consisted of a market, where the groups were tasked with making a profit (they earned US$1,000 in all) and presenting their business models to a panel of judges. All in all, the event received excellent reviews from the teenagers and their parents, and plans for next year’s camp are underway.

For tips on how to create your own MyEO Event, contact Gwennie Lee, EO’s MyEO Coordinator, at glee@eonetwork.org.

Octane 27

EO PULSE

NEW MEMBER SPOTLIGHTWhat are you hoping to get out of your EO experience?

RG/ “The biggest reasons why I joined EO are to meet likeminded people, learn from others, and be in a Forum that will help me and my peers grow.”

What do you like best about working in the software industry?

RG/ “Instant gratification. The ability to release new ideas to the world without any physical barrier is very liberating. You get immediate feedback and can affect people globally from your local office— that’s an amazing feeling and ability.”

What would you say is your biggest accomplishment to date?

RG/ “In 2006, I created a P2P software that was downloaded by millions; many

Ran GevaEO IsraelFounder of BuzillaJoined EO in January 2016

communities were formed around it globally. The fact that I did it by myself, from within my small apartment in Tel Aviv, and that I was able to reach so many people around the world … it inspired me to keep making a mark through the software industry.”

How are you hoping to make a mark in the EO community?

RG/ “I’m excited to be a part of EO, and I hope to grow with the organization. I’ve never considered myself to be the kind of guy that ‘stands out,’ but I guess I’ll have to wait and see what my interaction with global peers will bring.”

Do you have any tips you’d like to share with your new EO family?

RG/ “Don’t be shy. Put yourself out there and make a connection!”

Welcome Ran to EO— contact him at rangeva@gmail.com!

Ascend to the PEAK of Chapter Performance!

Representing Performance, Excellence, Accountability and Knowledge, PEAK rewards chapters for their innovation and commitment to “Boldly Go!” and “Make a Mark” throughout the year. Chapters can choose their own adventure by pursuing various trails—Mounts Kilimanjaro (Silver/Easy), Aconcagua (Gold/Medium) and Everest (Platinum/Difficult)—and monitoring their progress during their ascent. All trails open July 2016, and each offers invaluable rewards!

To learn more, contact PEAK@eonetwork.org.

Are you ready to reach new heights with your chapter? PEAK is a customizable recognition program designed to honor and encourage outstanding chapter performance.

Octane 27

28 June 2016

EO Netherlands Chapter President Awarded by Queen

Vivienne van Eijkelenborg (pictured right), CEO of Difrax B.V., was named “Businesswoman of the Year” by Dutch Queen, Máxima. In her acceptance speech, Vivienne encouraged all entrepreneurs to bring out the best in themselves and never stop investing in personal development. Vivienne has helped her chapter grow by 60 new members this fiscal year.

EO Saudi Arabia – Jeddah Member Honored by Ernst & Young

Sultan Sobhi Batterjee, founder and president of Lifestyle Developers, and CEO of IHCC, was recently given the 2016 Entrepreneur of the Year KSA Award by Ernst & Young. A ceremony was hosted in April by the Minister of Commerce and Industry, Tawfiq Al Rabiah, where Sultan was recognized as being number one in the real estate and construction industries.

EO Singapore Member Races to Victory

Dr. Ansgar Cheng (pictured in back, center), a prosthodontist and founder of Specialist Dental Group®, recently represented Singapore in the 19th Asia Masters Athletics Championships in the 5000-meter and 4x400-meter relay, where he won a gold and bronze medal. Ansgar will be competing in the upcoming World Masters Athletics Championships.

EO Qatar Member Earns Design Award

Michael Portz, founder and CEO of MISHA, was recently awarded the Red Dot Award for product design. MISHA was selected from more than 5,200 companies by a jury of 41 design experts. Since 1955, the Red Dot Design Awards has been recognized as one of the best design competitions in the world.

Want to be in next issue’s “Quoted & Noted”? Email your news to octane@eonetwork.org.

EO Bangalore Member Celebrated in Healthcare Industry

Dr. Arjun Kalyanpur, CEO of Teleradiology Solutions, was recently named Frost and Sullivan’s “Healthcare Entrepreneur of the Year” for 2015 at the 7th Annual India Healthcare Excellence Awards. The ceremony recognized distinguished companies and individuals for their significant achievements and seamless contributions to the country’s healthcare industry.

EO Jaipur Member Recognized for IT Excellence

Dr. Ajay Data, founder and CEO of Data Infosys Limited, was recently awarded the Shaan-e-Rajasthan (Pride of Rajasthan) Award for his contributions toward information technology in Rajasthan. Zee Media, one of the leading media houses in India, hosted the awards ceremony in honor of those who have brought laurels to the state of Rajasthan.

QUOTED & NOTED

G LO B A L L E A R N I N G C A L E N DA R

For more event information, visit events.eonetwork.org or contact events@eonetwork.org.

THANK YOU TO OUR PARTNERS

» LACademy – Colombia; September 2016

» EO Thrive – Chicago, Illinois, USA; 19-21 September 2016

» EO NERVE – Boston, Massachusetts, USA; 28 September – 1 October 2016

» EO Alchemy – Scottsdale, Arizona, USA; 5-8 October 2016

For more information, scan the QR code at right.

Want to register for upcoming MyEO and regional events? Expand your EO learning by attending one of these events!

Take advantage of EO’s partners— visit www.eoprivileges.com!

Orange #FF3300 R 255 G 51 B 0

On dark backgrounds

2017

1-5 MARCHEO MEXICO UNIVERSITYMexico City, MexicoJoin the interest list!

22-25 MARCHEO LONDON BUSINESS SCHOOL GROWTH FORUMLondon, EnglandRegistration launches October 2016

29 APRIL – 1 MAYGLOBAL LEADERSHIP CONFERENCEFrankfurt, Germany*By invitation only

24-28 MAY EO ENTREPRENEURIAL MASTERSPROGRAM, CLASS OF 2019, YEAR 1Dedham, Massachusetts, USAApplications available January 2017

2016 7-11 SEPTEMBEREO LONDON GLOBAL UNIVERSITYLondon, EnglandRegister now!

26-29 OCTOBER KEY EXECUTIVE PROGRAMDedham, Massachusetts, USASold out! Join the wait list.

17 NOVEMBER EO24Details coming soon!

4-9 DECEMBER LEADERSHIP ACADEMYWashington, D.C., USAApplications available soon!

OUR MISSION

To engage leading entrepreneurs to learn and grow.

Entrepreneurs’ Organization 500 Montgomery Street, Suite 700 Alexandria, VA 22314-1437USA

2017 EO Mexico University1-5 March 2017

Mexico City, Mexico

events.eonetwork.org/EOMexico2017

We live in a world of transformation where the only constant is change, requiring us to evolve with the

shifting landscapes of business. To stay ahead of the curve, a metamorphosis needs to happen. After all, entrepreneurship is about re-inventing— not just our businesses, but ourselves. Next year, we will convene in one the world’s oldest and fastest-growing cities, one that epitomizes metamorphosis and offers game-changing cuisine, museums and forward-thinking design. One with a story to tell and lessons to share. Join us for the 2017 EO Mexico University to start your Metamorphosis!

Contact events@eonetwork.org to learn more and sign up for the interest list!