Digital Version The Unconventional Beginning That Redefined Perspective Some careers follow a predictable trajectory – education, specialization, and steady advancement within a defined discipline. Others, however, are forged in environments so intense and exacting that they fundamentally reshape how an individual interprets systems, people, and progress itself. Andy Rampton’s journey belongs firmly in the latter category. Today, as Industry Transformation Leader for APAC & MENA at Procore Technologies, he brings that distinct perspective to an industry undergoing profound change. Before stepping into the construction industry, Andy began his professional life in the highly complex world of nuclear weapons engineering – an arena where precision is absolute and the consequences of failure extend far beyond immediate outcomes. In such a domain, there is no tolerance for ambiguity, no room for miscommunication, and certainly no margin for error. Yet, beyond the technical rigor, what left the most enduring impression on Andy was not simply the systems themselves, but how people interacted within them. He observed that human behavior, communication protocols, and process discipline were just as critical as the technology in ensuring success. This early exposure instilled in him a philosophy that would later define his approach to construction: technology, no matter how advanced, is only as effective as the human systems that govern and operate it. When Andy transitioned into construction, he carried with him a perspective that allowed him to see beyond accepted norms. Where others saw fragmentation as inevitable, he identified opportunities for cohesion. Where inefficiencies were tolerated as part of the process, he recognized the potential for transformation. A Defining Moment: The London Olympics and the Power of Collaboration Andy’s introduction to the future of construction – driven by technology and data – coincided with one of the most ambitious and closely scrutinized global projects of the modern era: the London Olympics. It was here, in 2009, that he encountered a technology that would profoundly influence his thinking: Building Information Modeling (BIM). At the time, BIM was widely perceived as an advanced visualization tool – a sophisticated way to create detailed three-dimensional representations of buildings. But Andy saw something far more transformative beneath the surface. To him, BIM represented a fundamental shift in how teams could collaborate. Traditional construction workflows had long been linear – information passed sequentially between stakeholders, often leading to delays, misinterpretations, and costly rework. BIM introduced the possibility of a shared digital environment, where all stakeholders could engage simultaneously, align in real time, and make informed decisions collectively. It transformed collaboration from a fragmented, reactive process into an integrated and proactive experience. This realization marked a turning point. Andy began to see technology not as a supplementary tool, but as the connective tissue capable of unifying the entire construction ecosystem. Over time, this perspective evolved even further. Construction, he came to understand, was no longer simply about delivering projects – it was about building intelligent, data-driven environments that enable continuous improvement, adaptability, and innovation. From Digitization to Intelligence: The Rise of a Data-Driven Industry For decades, the construction industry has been defined by manual processes and fragmented systems of information. While digital tools have been introduced over time, their impact has often been constrained by a lack of integration and interoperability. Today, however, the industry is undergoing a profound transformation – one driven by the realization that data is its most valuable and underutilized asset. Every construction project generates vast amounts of data – ranging from safety observations and workforce productivity metrics to cost tracking and supply chain performance. Historically, much of this data remained siloed, archived rather than activated, and rarely used to inform forward-looking decisions. Andy identifies the current moment as a critical shift – from data accumulation to data activation. With the emergence of predictive analytics and agentic AI, construction is moving away from reactive reporting toward proactive orchestration. Instead of analyzing what went wrong last week, teams can now anticipate risks before they materialize. Safety hazards can be identified before incidents occur. Budget deviations can be flagged before they escalate. Scheduling conflicts can be resolved before they disrupt progress. What once seemed aspirational is rapidly becoming operational reality. Andy often describes this evolution as the introduction of a “digital crew member” – an intelligent layer within technology platforms that works alongside human teams. This digital counterpart enhances decision-making, removes friction from workflows, and transforms how projects are managed at scale. Importantly, this shift is not just about efficiency – it is about empowerment. By eliminating the burden of manual data processing and administrative tasks, professionals are freed to focus on higher-value activities: innovation, creativity, and strategic problem-solving. Operating at the Epicenter of Global Transformation In his role as Industry Transformation Leader for APAC and MENA at Procore Technologies, Andy operates across regions that are redefining the boundaries of the built environment. These markets are characterized by bold ambition, rapid urbanization, and a willingness to embrace cutting-edge innovation. From next-generation smart cities to large-scale infrastructure developments, these regions are pushing the limits of what is possible in construction. One of the most significant trends Andy observes is the unprecedented pace of AI adoption. Organizations are integrating advanced technologies at a rate that surpasses any previous innovation cycle. However, this rapid acceleration also exposes a critical challenge – what Andy refers to as the “data tax.” While large enterprises are equipped to leverage sophisticated AI-driven solutions, many smaller firms – integral to the construction supply chain – continue to struggle with foundational digital processes such as documentation management, reporting, and workflow standardization. This disparity risks creating a fragmented industry where innovation benefits only a select few. Yet, Andy remains optimistic. He believes that the same technologies driving this transformation can also serve as equalizers – automating foundational processes, simplifying workflows, and making advanced capabilities accessible to organizations of all sizes. In doing so, the industry can move toward a more inclusive, connected, and cohesive future. Transforming Resistance into Opportunity Resistance to change has long been a defining characteristic of the construction

Digital Version In the rapidly evolving digital economy, e-commerce leaders are increasingly responsible for managing complex ecosystems that blend technology, consumer behavior, and strategic business thinking. Among those shaping this transformation is Mark Opao, eCommerce Lead, Consumer Business – Southeast Asia at Kaspersky, whose career journey reflects adaptability, curiosity, and a strong commitment to continuous learning.   A Journey Fueled by Curiosity and Opportunity   Mark Opao’s entry into the world of e-commerce was not originally part of his career plan. Prior to leading the e-commerce business for Southeast Asia, he spent many years working as a Digital and Communications Planning Strategist. In that role, he advised clients and stakeholders across various industries throughout Asia and the Middle East on how to effectively use paid media channels in a holistic way to achieve business objectives.   While he gained extensive experience in digital strategy, Mark found himself increasingly curious about the broader picture of managing an entire online business. That curiosity eventually aligned with opportunity when his current organization offered him the chance to lead its e-commerce operations in Southeast Asia as part of the company’s ambitious growth strategy in the Asia-Pacific region. Embracing the opportunity with a growth mindset, Mark stepped into the role despite initial uncertainties. Today, he reflects on the move as one of the most meaningful career decisions he has made.   Rethinking the Role of the Modern E-Commerce Leader   For Mark, the concept of influence in e-commerce leadership goes beyond recognition or personal status. In fact, he modestly avoids labeling himself as an “influential” figure. Instead, he believes that e-commerce leaders function much like modern chief executive officers, particularly given the complexity and scale involved in managing digital businesses today.   Operating in a region as diverse and volatile as Southeast Asia requires balancing multiple factors at once. According to Mark, successful e-commerce leadership requires orchestrating strong business fundamentals, consumer-first planning, and the effective use of technology platforms. These components must work together seamlessly in order to create sustainable growth and meaningful digital experiences.   The Rise of the Super App Ecosystem   One of the most defining shifts in Southeast Asia’s digital economy is the emergence of the “super app” ecosystem. Mark observes that regional platforms have rapidly evolved into all-in-one digital environments that combine services such as payments, grocery delivery, ride-hailing, food delivery, and e-commerce marketplaces within a single application.   While regional super apps like Grab initially paved the way, many countries now have their own versions of these integrated platforms. Examples include Touch ‘N Go in Malaysia, Zalo in Vietnam, and Gojek or GoPay in Indonesia. Mark believes that these ecosystems will continue evolving toward models similar to advanced platforms such as WeChat and Alipay in mainland China.   Another rapidly emerging trend in the region is the rise of livestreaming as a digital sales channel, which is becoming increasingly prominent for brands looking to engage customers in more interactive ways.   To adapt to these developments, Mark approaches business planning with what he calls a “super app mindset.” This perspective requires companies to build digital experiences that integrate effectively within these ecosystems while ensuring that new initiatives do not undermine or cannibalize existing online sales channels.   Creating Seamless Digital Commerce Experiences   Delivering meaningful digital commerce experiences requires a careful balance between brand consistency and consumer centricity. In a crowded digital landscape where consumers encounter brands across multiple platforms, Mark believes consistency is essential. Brand elements such as colors, typography, visual imagery, and tone must remain coherent regardless of where the consumer engages with the brand.   At the same time, the customer experience must remain the central focus. This includes optimizing every step of the purchasing journey, from product discovery and research to the shopping cart process and payment options. The ultimate goal is to convert every visitor into a customer in the shortest possible time while maintaining a positive user experience.   Achieving this level of optimization can be particularly challenging for organizations that  operate across both business-to-consumer and business-to-business models or those managing both online and physical retail environments. However, Mark believes it becomes achievable through consistent internal alignment among teams.   Turning Data into Strategic Insight   For many e-commerce leaders, the abundance of digital data can become both a powerful asset and a significant challenge. Mark explains that while organizations have access to vast quantities of data, consolidating and interpreting that information effectively is often far from straightforward.   Different teams frequently rely on separate dashboards and reporting systems, which can lead to fragmented insights that are difficult to unify. To overcome this challenge, Mark emphasizes the importance of identifying clear “sources of truth” from the outset.   These sources should be limited to platforms and dashboards that directly impact key business performance indicators. From there, data can be organized into two essential categories: effectiveness metrics, which measure how well campaigns achieve their intended objectives, and efficiency metrics, which evaluate the resources required to reach those outcomes.   Mark also recognizes the growing value of data visualization and dashboard technologies that aggregate multiple datasets. However, regardless of how visually advanced these systems become, he believes every dataset must ultimately answer two critical questions: Is the insight meaningful, and is it actionable? If the answer to either question is negative, then the data does not meaningfully support strategic decision-making.   Leadership Rooted in Personal Growth   Mark’s leadership philosophy centers on a concept he describes as personal leadership. In his view, the most effective corporate leaders are those who demonstrate the same leadership qualities in their personal lives as they do in their professional roles.   Leaders who embody curiosity, resilience, and empathy are better equipped to guide teams through high-growth environments and periods of transformation. In industries undergoing constant innovation, such as digital commerce, transformation is rarely a one-time event. Instead, it is an ongoing process of experimentation, iteration, and learning.   For this reason, Mark believes organizations must continuously test new

Digital Version (How ALT. Fragrances is challenging legacy pricing models and building a new standard for accessible luxury) Luxury has long operated within a framework that few questioned – high price equates to high value. In categories like fragrance, that equation has been reinforced for decades through branding, exclusivity, and controlled distribution. But for Michael Saba, Founder of ALT. Fragrances, that model was never entirely convincing. His journey into the industry didn’t begin with a strategic plan to disrupt it – it began with a simple, personal experience that exposed a much larger gap. While in college, Saba came across Creed Aventus, a fragrance widely regarded as one of the most iconic scents in the market. The appeal was immediate. The quality, the composition, the identity – it all resonated. But the price, exceeding $400 per bottle, created a disconnect that was difficult to ignore. For Saba, the issue wasn’t just affordability; it was the realization that the cost of the product did not align with its intrinsic value. That moment became the foundation for a deeper observation about the industry. Many fragrances retailing between $300 and $500 were produced at a fraction of that cost, with the majority of the markup driven by branding, positioning, and traditional retail structures rather than the formulation itself. At the same time, consumer behavior was evolving. Buyers were becoming more informed, more analytical, and increasingly comfortable purchasing products online without relying on legacy retail experiences. This convergence – an outdated pricing structure and a more informed consumer – created a clear opportunity. ALT. Fragrances was built to address that gap, offering high-quality fragrances inspired by well-known scents at a significantly more accessible price point, without compromising on performance. Proving the Model Through Customer Behavior In the early stages of ALT., the priority was not rapid expansion or brand visibility. It was validation. For Saba, the most meaningful metric was not initial sales, but repeat purchases. A first transaction could be driven by curiosity or price sensitivity, but a second purchase indicated something far more important – product satisfaction. Once ALT. began to see strong repeat purchase behavior, it confirmed that customers were not simply experimenting with the brand; they were returning because the product delivered. In a category as subjective and experience-driven as fragrance, this was a critical milestone. It demonstrated that the brand’s value proposition – quality at a more accessible price – was not only compelling, but sustainable. This validation provided the confidence to scale. From that point forward, growth was approached with a clear framework: identify what works, optimize it, and expand strategically without compromising the core product experience. Building a Scalable Growth Engine ALT.’s growth has been driven by a highly disciplined approach to performance marketing. Rather than relying on traditional brand-building strategies alone, the company built a system centered on continuous testing, rapid iteration, and data-driven decision-making. Creative is at the core of this system. Campaigns are not treated as static assets but as evolving components that are constantly refined based on performance. The team tests aggressively, analyzing engagement, conversion, and return metrics in real time. This allows ALT. to scale successful campaigns quickly while eliminating underperforming ones without delay. Data plays a central role in this process. Metrics such as customer acquisition cost, repeat purchase rate, lifetime value, and return on ad spend are monitored closely. These indicators provide immediate feedback on performance and guide decision-making across marketing and product strategies. However, quantitative data alone is not sufficient. Customer feedback serves as an equally important input. Reviews, support interactions, and user-generated content reveal patterns that data alone cannot fully capture – insights into product longevity, packaging expectations, and overall customer experience. By combining these qualitative signals with performance metrics, ALT. is able to make informed decisions that align closely with consumer needs. Establishing Trust Through Clarity and Consistency In a market where consumers may be skeptical of alternative fragrance brands, trust is a critical factor. ALT.’s approach to building that trust has been grounded in transparency. From the beginning, the brand has been clear about its offering: high-quality fragrances inspired by well-known scents, delivered at a fraction of the traditional cost. This clarity removes ambiguity and sets accurate expectations. Once those expectations are established, the responsibility shifts to the product itself. Performance becomes the defining factor. Longevity, ingredient quality, and consistency across batches are essential to maintaining credibility. Over time, this consistency has driven repeat purchases, which serve as the strongest validation of trust. In addition, social proof has played a significant role in reinforcing the brand’s reputation. Customer reviews, user-generated content, and creator partnerships provide authentic validation, helping new customers feel confident in their purchasing decisions. Through this combination of transparency and performance, ALT. has positioned itself not merely as an alternative, but as a reliable and credible option within the fragrance market. Competing on Value, Not Perception While many fragrance brands emphasize storytelling, heritage, or visual identity, ALT. has focused on a different set of priorities: value, performance, and consistency. This differentiation is intentional and reflects a broader shift in consumer expectations.  Quality remains the foundation. Maintaining a high standard across all products ensures that the brand delivers on its promise. At the same time, control over manufacturing allows ALT. to operate with greater speed, identifying trends and bringing products to market more efficiently than traditional competitors. Pricing is another key differentiator. By eliminating unnecessary markups, the brand is able to offer a significantly stronger price-to-quality ratio. This makes the value proposition clear and accessible to a wider audience. Marketing, meanwhile, is driven by experimentation. The team continuously tests new creative approaches, adapting quickly to changing consumer preferences and platform dynamics. This willingness to evolve is essential in a digital-first environment where attention is limited and competition is constant. Education also plays a strategic role. By helping consumers understand how fragrance pricing works, ALT. reinforces its positioning and builds deeper trust. When customers understand the economics behind the industry, the brand’s value becomes even

Digital Version In a time when technology leaders are expected to deliver innovation at speed, manage constant disruption, and still keep people at the center, trust has emerged as the ultimate differentiator. Few leaders embody this principle as consistently and authentically as Earl Newsome, Vice President and Chief Information Officer at Cummins Inc. His career, spanning military service, consulting, and more than two decades in global enterprise leadership—offers a powerful case study in how trust is built not through titles, but through habits, values, and daily choices. Earl’s story is not a straight line. It is a journey defined by transitions, curiosity, and a deep belief that people are capable of far more than they often imagine. Across roles at organizations such as Owens-Illinois, Estée Lauder, TE Connectivity, Praxair/Linde, and now Cummins, he has consistently focused on one unifying purpose: building a world without limits so people can be all they can be—while creating some magic along the way. Rooted in Resilience: The Foundations of Character Earl’s leadership mindset was shaped long before he held executive roles. Growing up in a single-parent household and spending his early years with his grandfather—a military veteran and civil rights activist—instilled in him a profound sense of resilience and possibility. From modest beginnings, he learned that circumstances do not define destiny. That belief would later become a cornerstone of his leadership philosophy. His time in the military reinforced discipline, accountability, and service. More importantly, it taught him that leadership is not about rank, but responsibility. In high-stakes environments, trust is earned through consistency, preparation, and care for the people beside you. Those lessons carried forward into consulting, where Earl learned to adapt quickly, listen deeply, and deliver value in unfamiliar environments. Consulting sharpened his ability to enter new organizations, understand their culture, and build credibility through action rather than authority. Across more than twenty years in Corporate America, Earl’s repeated transitions—from industry to industry, company to company—reinforced a simple truth: every new beginning is an opportunity to build. He often describes how he finds belonging by creating something meaningful, whether that is a team, a culture, or a shared vision. This builder’s mindset continues to define how he approaches leadership today. Purpose Lived, Not Laminated At the heart of Earl’s leadership is a clearly articulated purpose: to build a world without limits so people can be all they can be while creating some magic along the way. This is not a slogan—it is an operating system that influences how he makes decisions as CIO at Cummins. Purpose shows up in the way he challenges limiting beliefs, both in himself and others. When someone doubts their own potential or the feasibility of an idea, Earl sees an invitation to reframe what is possible. He believes that the stories people tell themselves can either confine or liberate them, and he actively works to help teams rewrite those narratives through encouragement, preparation, and support. As CIO, this purpose translates into a focus on enabling people rather than controlling them. Technology is not an end in itself, but a means to unlock human potential. Whether driving digital transformation or modernizing systems, Earl consistently asks how technology can remove barriers, simplify work, and empower teams to do their best work. Consistency, Credibility, and Courage in Action In an era of rapid digital change, trust is both fragile and essential. For Earl, trust is built through visibility, consistency, and integrity. It is sustained not by grand gestures, but by everyday habits. He emphasizes transparency—leaders should never leave their teams guessing. Clear communication, honest feedback, and follow-through create psychological safety, which in turn fuels innovation. Earl also believes that trust grows when leaders are willing to listen, especially to dissenting voices. Seeking diverse perspectives and synthesizing them into clear decisions strengthens both outcomes and relationships. Importantly, Earl views trust as reciprocal. Leaders must trust their teams as much as they expect to be trusted themselves. That means empowering people with decision rights, supporting smart risk-taking, and treating failures as learning opportunities rather than reasons for blame. Turning Bold Ideas into Business Reality Earl is fond of the idea that “any sufficiently advanced technology is indistinguishable from magic.” Yet he is equally clear that imagination must be grounded in execution. Being an effective technology leader requires the ability to dream boldly and then engineer those dreams into reality. One skill do build is Imagineering – where we imagine the future that we want and then engineer to create it. It is often said the best way to predict the future is to create it. At Cummins, this balance shows up in a disciplined approach to innovation. Earl encourages divergent thinking early—imagining what could be possible without constraints. But he also knows when it is time to converge, land the plane, and move into execution. Technology must deliver tangible business value, whether through operational excellence, improved customer experiences, or new capabilities that position the company for the future. This mindset allows teams to explore the art of the possible without losing sight of outcomes. Magic, in Earl’s view, is not mystery—it is clarity achieved through thoughtful design and hard work. Creating Spaces Where People Can Truly Thrive One of the most defining aspects of Earl’s leadership philosophy is his uncompromising stance on anti-toxicity. He believes that toxic behaviors—whether overt or subtle—erode trust and creativity. Addressing them directly and immediately is not optional; it is a leadership responsibility. Creating environments of belonging requires more than good intentions. Earl focuses on practical actions: welcoming those who intend to do no harm, encouraging participation, and allowing people to raise concerns without fear of ridicule or retaliation. He pays close attention to micro-inequities, cliquish behavior, and other signals that inclusion may be breaking down. Belonging also means development. Earl encourages people to climb the competency ladder through self-reflection, coaching, and honest feedback. He values “sensors” within the organization—individuals who will tell the truth and help leaders understand the real temperature of the culture. Clarity as a Catalyst for

Digital Version In a rapidly shifting global landscape where inclusion, equity, and innovation are no longer optional but essential for progress, certain leaders stand out—not for the loudness of their voice, but for the depth of their conviction. Among them is Hema Vallabh, Founding Partner of Five35 Ventures & Co-founder at WomHub, a visionary ecosystem builder whose journey reflects resilience, purpose, and an unwavering belief in the power of women to transform societies. Her path from a young girl in South Africa to an engineer, social entrepreneur, venture capitalist, and mother is not simply a story of professional evolution, but a testament to inner strength and the profound possibility of systemic change. This edition of The Most Impactful Leaders to Watch in 2026 delves into her remarkable trajectory, her leadership philosophy, and her mission to reshape the future of African innovation through intentional, gender-lens investing. A Journey Shaped by Purpose, Pain, and Possibility Hema’s story begins in a post-apartheid South Africa, in a culturally rich but disadvantaged community where humility was woven deeply into society, often overshadowing ambition. Raised by loving parents who instilled service, integrity, and sound values, she grew up excelling academically but with little confidence in her own voice—far removed from the global stages she would one day speak on. Her first turning point came through a scholarship to study Chemical Engineering at the University of Cape Town, a transformative opportunity that revealed how access can reshape entire life trajectories. While pursuing engineering, she became acutely aware of the gender imbalance across the STEM pipeline. The scarcity of women inspired her to co-found WomEng, a volunteer initiative that evolved into a global nonprofit supporting girls and women in engineering. Her work as an engineer, both locally and internationally, reinforced the same truth: women’s absence was not only a social concern, but also a business opportunity waiting to be unlocked. This realization paved the way for WomHub, the commercial spin-out of WomEng, which has grown into the continent’s most comprehensive gender-lens ecosystem builder and home to Africa’s first female-focused co-working tech space and innovation hub. Yet, while building platforms for women across STEM and entrepreneurship, Hema navigated a deeply personal and painful chapter. Shortly after taking the plunge and leaving the corporate world to focus on WomEng, she married. Not long into the marriage, her husband left. The reason was painfully simple—she did not fit the traditional idea of what a wife should be. The work she fought for, believed in, and was celebrated for—empowering women and advocating for equality—became the very thing she was punished for. The divorce ignited years of shame, guilt, and intense imposter syndrome. She questioned her identity and capacity: How could she advocate for women while struggling to stand up for herself? How could she be strong publicly yet feel so diminished privately? For nearly half a decade, she shut down emotionally and socially. Professionally, however, she continued to perform at high levels, wearing the brave face many women are forced to adopt while quietly breaking inside. This period marked one of the darkest seasons of her life. She grappled with mental health challenges—depression, isolation, and a slow erosion of confidence she had spent so many years building up. But in this darkness also emerged the clarity that would shape her future. When everything else felt uncertain, the only constant she could hold on to was her work. The certainty that her mission mattered above all else sustained her. It was within this vulnerable period that WomHub came to life. The heartbreak and trauma sharpened her conviction and reminded her why her work was not just professional; it was deeply personal. It gave her a resilience she did not know she possessed. Rebuilding her personal life while building WomHub became intertwined acts of courage. Each step reinforced her belief that women can rise, rebuild, and lead despite profound personal upheavals. Then in 2021, after nearly two decades in STEM and entrepreneurial ecosystems, Hema co-founded Five35 Ventures, an early-stage, female-focused venture capital fund. Five35 was the culmination of years spent witnessing a glaring inequity: despite immense talent and potential, women founders in Africa continued to be chronically underfunded, receiving less than 5% of venture capital on the continent. Five35 became the final piece of an ecosystem she had long been constructing—starting with talent (WomEng), moving to venture building (WomHub), and culminating in capital (Five35). It marked a shift from advocacy to action, enabling her to directly invest in closing the gender funding gap rather than merely spotlighting it. At the age of 40, Hema entered another transformative chapter: the journey to motherhood through IVF using a donor. Self-admittedly, motherhood had not always been a calling for her, but the pandemic years brought introspection. After reflecting on what she had built and achieved, she asked herself a profound question: What am I building all of this for? She realized she was ready to start her own family, independently of a partner or conventional expectations. After a number of failed attempts over almost 3 years, taking an immense mental, physical and emotional toll, she birthed a “miracle” baby boy in 2024. Becoming a mother to her son deepened her sense of purpose in powerful ways. Her lifelong work of creating a more equitable world for women was now intertwined with raising a boy who would grow into a man shaped by those values. The responsibility of nurturing the “men of the future” added a new layer of meaning to her mission. It reinforced her belief that systemic transformation is not just about today’s founders, but also about tomorrow’s leaders. Across all these chapters—engineering, social entrepreneurship, divorce, venture creation, and motherhood—Hema’s leadership philosophy crystallized around three principles: Purpose over position: Leadership is meaningful only when it widens access and opportunity.Courage over perfection: The most transformative decisions are often made long before one feels ready.Ecosystem thinking: Sustainable change requires holistic interventions, not fragmented fixes. Her journey is nonlinear, deeply human, and profoundly intertwined with the ecosystems she is building. Five35 Ventures: A

Digital Version In an era defined by environmental urgency and the quest for regenerative growth, few leaders embody the principles of sustainability as profoundly as Dr. PKC Bose, Executive Advisor to Global Board of Directors and Chairman, CAMBI INDIA PRIVATE LIMITED. A visionary industrialist and global sustainability advocate, Dr. Bose’s leadership journey reflects a career-long dedication to one purpose: transforming industries and mindsets toward a circular, sustainable, and inclusive future. From shaping multinational manufacturing empires to leading the charge in renewable energy, biogas, and waste-to-resource technologies, Dr. Bose’s professional story is one of innovation, integrity, and impact. Today, at the helm of Cambi India—part of the Norway-based global leader in sludge-to-biogas and biofertilizer technology—he stands as a driving force behind India’s transition to a circular economy. His mission: to prove that sustainability and prosperity are not opposing goals, but powerful partners in redefining the future of human progress. A Career Built on Vision and Transformation Dr. Bose’s journey toward becoming one of the world’s most respected sustainability leaders began with a simple yet profound conviction—to work only for organizations that serve the planet. His professional ascent is marked by leadership roles that span continents, technologies, and industries, each contributing to his deep understanding of industrial transformation and sustainable growth. He began his career as General Manager of Operations for a U.S.-based company, where he developed a strong foundation in engineering management and operations excellence. His career soon took him to SEW EURODRIVE Group, a renowned German power transmission company, where he served as Managing Director & CEO for 12 years. Under his leadership, SEW EURODRIVE established a strong manufacturing presence in India and became a trusted name across the continent. Later, Dr. Bose joined SAERTEX Group, Germany—the global leader in advanced technical textiles made from glass, carbon, and aramid fibers. For over 16 years, he steered SAERTEX’s Indian operations to the forefront of the composite materials sector, building one of the strongest organizations in the industry. His next chapter took him to ENERCON Group, Germany, the world’s largest privately-owned wind turbine manufacturer, as Vice Chairman & Managing Director. There, Dr. Bose led a remarkable transformation of the company’s Indian operations. He established a world-class Innovation Centre, three manufacturing plants for wind turbine blades, generators, and towers, and positioned ENERCON India as a major global exporter of renewable-energy components. Under his stewardship, ENERCON became synonymous with engineering excellence, sustainability, and industrial innovation. After completing his tenure at ENERCON, Dr. Bose co-founded ENREGO ENERGY GmbH, Germany, alongside senior colleagues from the ENERCON Group. ENREGO ENERGY focuses on wind, solar, green hydrogen, and energy storage systems—and has rapidly emerged as one of the fastest-growing green energy companies in Europe. In parallel, Dr. Bose has continued to serve as an advisor and board member to numerous international organizations leading the global sustainability transition, including ArcelorMittal Building Solutions, 2G Energy AG, Nagarro Group, EJOT GmbH, B&T Composite, and Kineco Composite. Yet among his many roles, his work with Cambi Group holds a special place. As Executive Advisor and Chairman of Cambi India, Dr. Bose is bringing one of the world’s most transformative technologies—the Thermal Hydrolysis Process (THP)—to India for the first time, helping the country turn urban waste challenges into renewable energy opportunities. Cambi India: Turning Waste into Wealth Cambi Group, headquartered in Norway and listed on the Oslo Stock Exchange, is a global leader in sustainable wastewater treatment and resource recovery. Through its cutting-edge THP technology, the company transforms sewage sludge into biogas, biofertilizer, and clean water, enabling a full-circle solution for waste management. Cambi India, under Dr. Bose’s leadership, is driving this mission forward by localizing and scaling the technology for India’s unique environmental and infrastructural needs. Its approach is not merely technological—it is transformational. Cambi’s THP systems use high temperature and pressure to pre-treat sludge, breaking down organic material and significantly enhancing biogas yield. The process not only reduces sludge volume and operational costs but also produces pathogen-free, Class-A biosolids safe for agricultural use. As a result, wastewater treatment plants transition from being cost centers to energy-positive facilities that generate renewable power and valuable soil nutrients. This innovation directly supports India’s broader sustainability objectives, from Net Zero 2070 to Swachh Bharat Urban 2.0, GOBAR-Dhan, and the National Green Hydrogen Mission. By enabling cities to generate renewable biogas and high-quality biofertilizer, Cambi India is contributing to cleaner energy, circular resource use, and sustainable agriculture—all crucial pillars of the circular economy. “Cambi India is not just treating wastewater—it is reimagining waste as a resource,” says Dr. Bose. “Our mission is to turn sanitation challenges into economic opportunities and position India as a global leader in sustainable innovation.” Evangelizing the Circular Economy For Dr. Bose, being an evangelist for the circular economy is not simply a professional responsibility—it is a personal philosophy. He believes that circularity represents a transformative shift in how societies view waste, resources, and growth. “To be a circular-economy evangelist is to challenge the take-make-dispose mindset and replace it with one of regeneration and renewal,” he explains. “It means proving that environmental stewardship can drive prosperity, and that sustainable growth is not a contradiction but a necessity.” Dr. Bose drives this vision by bridging the gap between innovation and implementation. He works closely with utilities, policymakers, and industries to advocate for technologies that turn waste into value—anaerobic digestion, thermal hydrolysis, and biogas-to-energy systems among them. Through his mentorship and leadership, he not only guides decision-makers but also inspires the next generation of engineers, scientists, and entrepreneurs to see sustainability as the defining challenge of their time. “Being a sustainability evangelist,” he says, “is about creating believers, not just customers; building systems change, not just projects.” Innovation as the Engine of Climate Action The cornerstone of Cambi’s success lies in innovation. The company’s THP technology transforms what was once an environmental liability—sewage sludge—into a renewable asset. Traditionally, sludge disposal has relied on landfilling or incineration, both costly and environmentally harmful. Cambi’s approach flips that paradigm, enabling cities to generate energy, improve soil

Digital Version In the evolving landscape of healthcare, communication has become more than a supporting function—it’s a bridge that connects innovation, empathy, and community trust. At CHI St. Vincent, this bridge is built and strengthened under the leadership of Bonnie Ward, the Market Director of Marketing and Communications, whose visionary approach has been redefining how healthcare systems engage with patients, caregivers, and communities. For Bonnie, strategic communication in healthcare has entered a transformative era. “Consumers are interacting with healthcare brands much more like they do retail brands such as Amazon or Walmart,” she explains. “They want to select providers and surgical specialties based on the ability to get in quickly and conveniently.” This evolution in consumer behavior, particularly among Millennials and younger generations, has shifted expectations dramatically. Where older generations often displayed hospital loyalty, today’s patients are looking for speed, transparency, and accessibility—hallmarks of the retail experience. This shift has pushed healthcare marketers, including Bonnie’s team, to adapt rapidly. “This retail-style interaction with patients has challenged marketers and strategists to adopt online capabilities for scheduling much sooner than it naturally would have occurred,” she notes. “Healthcare has historically not adopted digital innovation as quickly as other business sectors.” Through this lens, Bonnie sees communication not just as a tool but as a responsibility—one that balances technological advancement with the deeply human essence of care. Anchoring Innovation in Mission and Compassion At CHI St. Vincent, a faith-based organization and part of one of the nation’s largest Catholic healthcare systems, mission and purpose are inseparable from strategy. Bonnie emphasizes that every initiative begins and ends with the organization’s core values. “When you are part of the nation’s largest Catholic faith-based healthcare systems, like St. Vincent is, mission is at the forefront of every conversation,” she says. “Our mission of expanding access to care and serving those who are most vulnerable leads us to look at where healthcare is lacking in the community so we can bridge the gap for our patients.” Bonnie’s perspective embodies the dual lens of a strategist and a servant leader. Her approach ensures that marketing decisions are grounded not only in growth metrics but also in social responsibility. “Mission also drives strategists to maximize our investments to ensure our growth opportunities make the most sense—both from a return-on-investment standpoint and from an access standpoint. Marketers and strategists have to work together to vet opportunities that make sense and also fulfill our obligation to humanity.” For Bonnie, the goal is to ensure that marketing is never detached from the mission—it’s a vehicle for fulfilling it. The Power of Data-Driven Storytelling In an era dominated by analytics and automation, Bonnie maintains a clear conviction: data and storytelling are not separate forces—they are symbiotic. “It is interesting to me that strategists and marketers talk about data and storytelling as two separate decision-making processes,” she shares. “I mentor my team to understand that your data should be driving the stories you tell, and for that matter, not to tell.” Her philosophy transforms raw numbers into narratives that resonate deeply with communities. For instance, Bonnie explains how data can reveal patterns that help save lives. “Data tells us that there is a seasonality that can be tracked for several procedures, including aneurysms, due to factors such as temperature change and barometric pressure,” she says. “As marketers, we can use this data to ensure that the stories shared leading up to this seasonality are about knowing where to go in an emergency, signs of small brain bleeds, or what symptoms to watch for if you are traveling.” Through this approach, CHI St. Vincent transforms statistics into storytelling with purpose—turning awareness campaigns into life-saving education. “Using data that is at a marketer’s fingertips strengthens consumer needs with community education,” Bonnie emphasizes. Making Healthcare Communication Accessible to All Healthcare marketing, at its heart, must speak the language of its audience. For Bonnie, this means ensuring clarity, accessibility, and trust across every communication channel. “In Arkansas, the average reading level is about 8th grade,” she explains. “That is why we are diligent about ensuring patient educational materials, videos, Google search terms, and signage are all understandable at that reading level.” But accessibility isn’t just about simplification—it’s about inclusion and collaboration. CHI St. Vincent actively engages patients to refine communication strategies. “We also interact with local patients through a patient experience team to showcase these types of materials and welcome feedback,” she says. “The key is to not work in silos but to garner feedback through small groups or focus groups and actually reflect your learnings in all that you do.” This open, feedback-driven approach has allowed CHI St. Vincent to build genuine relationships with the community, reinforcing the organization’s identity as both a healthcare provider and a trusted neighbor. Honesty and Integrity as the Foundation of Brand Trust Leadership, especially in healthcare marketing, is often tested during moments of change. For Bonnie, one such moment came in 2017, when CHI St. Vincent made the difficult decision to discontinue labor and delivery services. “My small but mighty marketing team at St. Vincent knows that my number one priority is honest communication—even with challenging information that you may have to share,” she recalls. “When our health system made the hard decision to no longer offer labor and delivery, we took an honest media approach.” What made this approach exceptional was the organization’s choice to collaborate with a competitor. “This approach even included us openly partnering with a competitor of ours who had the strongest labor and delivery program in the area so we ensured no lapse of care for our patients or employees,” she explains. The transparency paid off. “While we were met with some negative commentary, the support for our decision was overwhelmingly positive due to our transparency. The integrity of your brand must be reflected consistently or it falls short. Consumers are savvy and know when something is genuine.” This philosophy has become a cornerstone of Bonnie’s leadership: authenticity builds credibility, and credibility sustains trust. A Campaign with

Digital Version In an era where the conversation around sustainability often revolves around policy debates, corporate pledges, and technological breakthroughs, there remain stories of individuals who take a deeply personal journey to transform communities. One such story belongs to Dana Mosora, Founder and Director of the ASASE Foundation. Her work in Ghana is a testament to how vision, resilience, and community empowerment can redefine the future of plastic waste management while uplifting women and families in underserved regions. A Journey from Corporate Boardrooms to Community Streets Dana Mosora’s story begins far from Accra’s bustling markets or Kumasi’s neighborhoods. As a chemical engineer, she built her career with multinational companies like Colgate Palmolive, Sara Lee, and Dow Chemical. These roles afforded her global exposure, continuous personal growth, and the opportunity to learn from remarkable colleagues. Over the years, she gathered not just technical expertise, but a deep appreciation for how collective knowledge and mentorship shape a professional journey. Yet, as retirement approached, she found herself reflecting on the wealth of experiences she had accumulated. “I always felt that people with whom I worked and, from whom I learned so much through the years, left each their own mark and somehow made me a better and more accomplished professional,” Mosora recalls. With this realization came the desire to give back—to redirect her skills and energy towards a mission beyond corporate success. Her answer came during work travels in Africa, where she witnessed firsthand the pervasive absence of plastic waste management systems. The sight of discarded packaging flooding streets and waterways revealed a challenge she could no longer ignore. What began as a retirement hobby soon evolved into a life mission. Drawing inspiration from the resilience of women in African communities—women she observed leading families and villages with unmatched determination—Mosora envisioned an initiative that would tackle plastic waste while empowering women. With some of her early retirement funds and a $100,000 grant from the Dow Impact Fund, she established the ASASE Foundation in Accra, Ghana. The first imperfect but symbolic step was building a recycling plant for discarded water sachets—ubiquitous in Ghana’s communities yet devastating to the environment. This first step, though small, laid the foundation for what would grow into a model of hope for communities across the country. The Core Mission: Turning Waste into Value At its heart, the ASASE Foundation exists to demonstrate that community-driven solutions can tackle plastic waste while creating livelihoods. Its mission is clear: build and manage community-based recycling operations, empower women to lead them, and ultimately transfer ownership to local employees. The focus is on water sachets—small plastic packets of drinking water that dominate the Ghanaian market. While affordable, they contribute massively to street litter and clogged drains. The Foundation diverts these sachets from becoming pollution and instead recycles them into usable plastic, creating both cleaner streets and economic value. “We enable women to become key players in the solution,” Mosora explains. “We finance the infrastructure and manage operations until employees, majority women, are ready to take over.” The approach is holistic: job creation, skill development, community empowerment, and environmental restoration all converge. Today, ASASE’s operations support about 200 employees across three plants—two in Accra and one in Kumasi. The majority are women, who not only earn secure incomes but also gain leadership experience. In every sense, the Foundation embodies a model where waste becomes worth, and marginalized communities transform into pioneers of circular economy practices. One concrete materialization of the value created for the community is the conversion plant in Weija Gwabe, Accra , still in pilot phase, where plastic waste is transformed in plastic lumber used by local artisans to build outdoor furniture and school benches. Confronting the Obstacles in Sustainable Packaging To understand the urgency behind ASASE’s mission, one must consider the larger picture of sustainable packaging. For decades, the packaging industry innovated with a focus on performance, convenience, and cost efficiency. This resulted in increasingly complex packaging: multilayer composites of plastics, metals, and paper designed to maximize function—but virtually impossible to recycle. “It became really sophisticated without any consideration of the end of life,” Mosora observes. The consequence? Plastic packaging waste that accumulates globally, especially in regions with little to no waste infrastructure. The path forward, according to Mosora, requires bold redesign. Packaging must be simplified and built for recyclability. Innovations are underway, but economic barriers remain—chiefly the high cost of recycled plastic compared to virgin materials. Legislative interventions, like Europe’s Packaging and Packaging Waste Regulation, which mandates recycled content and recyclability at scale, are vital levers for change. However, in the Global South, where 80% of plastic packaging ends up as litter due to absent systems, the issue is even more urgent. Here, the challenge is twofold: building basic waste management infrastructure and financing it. While organizations like the Alliance to End Plastic Waste support many projects with the aim to create a systemic change, Mosora emphasizes that systemic solutions require much larger investments and new innovative financial support solutions. Without bold leadership, the cycle of waste and pollution persists. Advancing Circular Economy Practices in the Global South The ASASE Foundation serves as a living model of circular economy in action. By embedding recycling within communities, the Foundation ensures that value created from waste remains local. “It’s about cashing-in the plastic waste of the community for the benefit of the community,” says Mosora. In practice, this means plastic sachets collected from streets are processed into recycled materials, which can then be sold or repurposed. Local people gain jobs, new skills, and stable incomes. More importantly, women are positioned as leaders of these enterprises, ensuring that benefits ripple through families and villages. The operations in Tema West and Weija Gwabe, Accra, and more recently opened in Juaben, Kumasi illustrate this principle. Streets are cleaner, households benefit from additional income, and communities take pride in owning solutions to their waste problems. For the Global South, where large-scale centralized systems may be unrealistic, ASASE’s decentralized, women-led model offers a scalable and replicable approach. Beyond

Digital Magazine David Klingberg stands as a distinguished figure in the realm of urban planning and design, with over three decades of experience shaping the built environment. As the Director and Principal of Smart Planning and Design, he has led numerous projects that exemplify his commitment to sustainable, community-centric urban development. His journey from land surveying to urban design is a testament to his dedication to creating spaces that not only serve functional purposes but also enrich the communities they inhabit. From Surveying to Urban Design David’s professional journey began in land surveying, where he gained firsthand experience on building sites. It was during this time that he realized his passion lay not in the technicalities of construction but in the broader vision of designing cities that foster community and connectivity. Recognizing that urban design was not a mainstream career path at the time, he considered architecture but opted for town planning due to its more direct route. After completing his degree and working for a couple of years in local government, David sought to deepen his expertise by enrolling in the Urban Design Masters course at Oxford Brookes University in the UK, renowned for its excellence in the field. To fund his studies, he worked evenings cleaning carpets while working during the day at Port Adelaide Council. This period of dedication paid off, as he found his true calling in urban design. His career path led him to Manchester, then Sydney, and eventually Melbourne, Australia. There, he first owned and ran the Australian arm of David Lock Associates, a town planning and urban design firm, before founding Smart Planning and Design. Under his leadership, the firm has become known for its innovative approach to urban planning and design, focusing on obtaining development approvals and delivering smart city solutions. Navigating Complex Challenges In his role, David has encountered and helped clients navigate some of the most complex challenges in urban planning. He notes that some of the most intricate issues are often the most mundane. Council processes can be complex and bureaucratic, and what may seem like a clear pathway can be derailed by red tape and referrals to other government authorities, such as the water or road authorities, causing delays. David emphasizes that persistence and daily action are key to overcoming these roadblocks and ensuring great outcomes for clients. His approach involves maintaining open lines of communication with stakeholders, staying informed about regulatory changes, and proactively addressing potential issues before they become obstacles. This methodology has enabled Smart Planning and Design to consistently deliver successful projects that meet both client expectations and community needs. Guiding Principles: Responsive Environments David’s approach to sustainable and community-centric urban development is guided by the principles outlined in the book Responsive Environments by Bentley et al., which he was trained in at Oxford Brookes University. The elements of Responsive Environments that facilitate great urban outcomes include: Permeability: Ensuring that spaces are accessible and interconnected, allowing for easy movement and interaction. Legibility: Designing environments that are easy to understand and navigate, enhancing user experience. Variety: Incorporating diverse elements to cater to different needs and preferences, fostering a vibrant community. Robustness: Creating spaces that are durable and adaptable, capable of withstanding changes over time. Visual Appropriateness: Ensuring that designs are aesthetically pleasing and contextually appropriate. Richness: Providing a variety of sensory experiences to enrich the environment. Personalization: Allowing individuals to make spaces their own, fostering a sense of ownership and belonging. When these elements are well implemented and integrated into towns, cities, and regions, they create a “Responsive” environment—a great place to be that fosters community, supports the city’s economy, provides spaces for education and recreation, and respects architectural and cultural heritage. Adapting to Evolving Urban Challenges Urban planning is rapidly evolving to respond to increasing pressures such as climate change, housing demand, and infrastructure limitations. In response to climate change, urban planning is focusing on reducing and minimizing the urban footprint. This involves strategies such as promoting energy-efficient buildings, enhancing public transportation systems, and increasing green spaces to mitigate environmental impact. To address housing demand, cities are being planned to accommodate more people in existing urban environments through appropriate changes to planning policies and guidance. This includes changes to planning schemes in Victoria, Australia, to facilitate urban densification and sustainable development. By focusing on infill development and mixed-use zoning, urban planners can create more compact, walkable communities that reduce reliance on automobiles and promote sustainable living. Infrastructure limitations are being addressed through innovative solutions such as smart city technologies, which optimize resource use and improve service delivery. By integrating data-driven approaches into urban planning, cities can become more efficient and responsive to the needs of their inhabitants. Building Collaborative Relationships Collaboration with local councils can be challenging, but David has developed strategies to foster productive relationships with stakeholders and regulatory bodies. Smart Planning and Design has created opportunities to engage with stakeholders and regulatory bodies by maintaining regular contact, running workshops with clients and collaborators in both the private and public sectors, and engaging with councils through teaching and learning engagements. This approach breaks down barriers and facilitates positive exchanges, leading to more effective collaboration and successful project outcomes. By fostering a culture of collaboration and mutual respect, David has been able to navigate the complexities of urban planning processes and deliver projects that benefit both developers and the communities they serve. Showcasing Expertise Through Diverse Projects Smart Planning and Design works on a diverse range of projects, showcasing the team’s expertise and impact in various sectors. The firm has been involved in large-scale infrastructure projects, such as Bus Rapid Transit projects in Vietnam that connect diverse and disparate parts of the city, as well as small-scale childcare and townhouse projects throughout Melbourne to provide places for education and community development. These projects highlight the firm’s ability to deliver impactful urban design solutions across different contexts and scales. Each project undertaken by Smart Planning and Design reflects David’s commitment to creating environments that are not only