It’s hard to find anyone whose life hasn’t been touched by cancer. In 2022 alone, nearly 20 million new cases were diagnosed globally, leading to 9.7 million deaths worldwide.

And while advancements in health care and technology bring hope of more effective treatments, the road from idea to impact is filled with challenges.

Sharon Cunningham, EY Entrepreneur Of The Year™ 2025 Ireland winner, on a mission to overcome some of these challenges, co-founding Shorla Oncology in 2018 alongside Orlaith Ryan. The company focuses on specialty oncology drugs tailored for underserved patient populations, particularly women and children, working to fill critical gaps in cancer care and bring innovative solutions to those who need them most.

The company currently has four FDA-approved, commercialized drugs in its portfolio, with a growing pipeline of further treatments.

“Accomplishment to me means reaching as many patients as possible, it’s all about impact” ”
— Sharon Cunningham share

“We’re a mission-driven organization, led by our purpose,” says Cunningham. “Helping vulnerable patient populations is a privilege, and I couldn’t be prouder of our team as we realize our vision of improving lives through science and innovation by making existing oncology treatments better.”

 And while her work is — intentionally — specific, all executives can learn from Cunningham and Shorla’s story.

Build with intention: a career designed to make a difference

Before co-founding Shorla Oncology, Sharon Cunningham laid the groundwork for a purpose-driven career. After earning a degree in finance, she trained as a chartered accountant with PricewaterhouseCoopers (PwC), then moved into the pharmaceutical sector — drawn by its potential to impact lives and offer long-term stability. She joined EirGen Pharma as a management accountant and quickly advanced to Head of Finance, earning her executive MBA along the way.

“I come from an entrepreneurial family, and I always knew I would run my own business eventually,” she says, adding that as a child, she had several business ventures, including a tea shop and a library.

“From a career perspective, I wanted to spend time in practice and industry and gain as much formal education as possible to maximize my knowledge and skills, build an industry network and ultimately enhance my credibility to ensure success.”

Focus on the few: meet the needs of the overlooked

Unlike many larger pharmaceutical companies that often focus on broad-spectrum cancer treatments, Shorla Oncology identifies specific areas of unmet need in oncology, including drug shortages and inadequate treatments for specific patient demographics.

Then, Shorla reimagines the formulation of existing cancer drugs, focusing on improving the efficacy, safety and accessibility of these treatments for patients often left behind by traditional offerings.

“Drug shortages frequently threaten childhood cancer treatment and pose a significant public health concern, says Cunningham. “They have a significant impact on patient health outcomes, leading to delays in treatment or substitution with less effective therapies when the preferred drug product is not available. This adversely affects outcomes such as disease progression and survival.”

“Helping vulnerable patient populations is a privilege, and I couldn’t be prouder of our team as we realize our vision of improving lives through science and innovation by making existing oncology treatments better.” ”
— Sharon Cunningham share

For example, patients with acute lymphoblastic leukemia, the most prevalent childhood cancer, need a steady, reliable supply of effective medication to improve their chances of successful treatment. One of the limited products to treat these patients suffered shortages and became the focus of Shorla’s first product.

In expediting the development of a generic form of the drug, Cunningham explains, “We removed the financial and emotional burdens placed on patients who are forced to purchase costly alternative treatments or cease treatment if no alternatives exist.”

Innovate smarter: cut risks, not potential

Shorla’s focus on formulation re-innovation enables the company to mitigate barriers associated with traditional drug development.

“New drug development carries significant risk and cost,” Sharon explains. “By taking established and proven oncology treatments and doing something novel or different with them to address key areas of unmet need, we can create differentiated, superior products.”

This approach helps cut down on the costs and risks that come with traditional drug discovery and speeds up the approval process, allowing it to better meet the demands of the market and the rigorous standards of the U.S. Food and Drug Administration (FDA).

“While our products in themselves are innovative, we have also had to develop innovative ways to execute competitively and ensure speed to market,” she says.

In addition to developing products in-house, they now acquire and in-license products to expand and de-risk their pipeline. For example, they acquired an FDA-approved oncology drug from a U.K.-based company in October 2023 and launched the drug in the U.S. just two months later, in record time.

“This approach has become our strategy for long-term growth and revenue optimization,” she says. Shorla has built a steady pipeline and growing portfolio, all in line with its mission to improve lives through science and innovation. This approach is fuelling Shorla’s long-term growth, allowing it to fully leverage its U.S. infrastructure and seize new opportunities through development and partnership.

Build resiliency through relationships

Operating in a regulated environment like pharmaceuticals comes with inevitable hurdles, including the complex approval processes and ongoing quality audits required by individual state bodies in the U.S.

However, Shorla has turned these challenges into opportunities by fostering collaborations with key opinion leaders and advocacy groups, building a reputation for delivering innovative treatments aligned with high-quality standards. This has helped the team overcome substantial challenges.

“There have been many times when things haven’t gone as expected, most notably during the pandemic when we were awaiting FDA approval of our first drug,” she says, recalling an 18-month delay in bringing the drug to market that put pressure on the company’s cash flow.

Shorla was quickly able to adapt and secure funding to maintain operations based on their network and the relationships Cunningham and Ryan had fostered.

Lead with people in mind, harness tech for impact

All industries need a more personalized, unique customer experience, and Cunningham believes that cancer treatment is no different. She sees the focus increasingly shifting to treating the patient, not just the disease.

“Pharma will have to respond to this, incorporating effective companion diagnostics and biomarkers to optimize clinical benefit,” she says. “This targeted approach will create a competitive edge.”

Shorla Oncology’s patient-centric approach aligns closely with this vision, and the team will continue to use strategy and technology to further their goals.

“We’re leveraging AI and other emerging technologies to analyze data more efficiently, assist in the identification of new product development opportunities, serve project progression saving on time and resources and ultimately support in expediting drug development,” she says.

As Shorla Oncology continues to expand, its focus on innovation, patient-centered solutions, and strategic growth provides valuable lessons for any leader navigating a complex industry.

“Accomplishment to me means reaching as many patients as possible, it’s all about impact” Cunningham says.

YPO is proud to collaborate with EY, its Strategic Learning Advisor, to help global leaders drive innovation, accelerate growth and create long-term value. Learn from the successes of thousands of the world’s fastest-growing entrepreneurs and realize your ambition faster. Consider nominating yourself or a fellow entrepreneur for EY Entrepreneur Of The Year.

Few people can say they have a family tree as ambitious as Léonard Forestier’s. In fact, the CEO of Petit Forestier Group and EY Entrepreneur Of The Year™ 2025 France winner can trace his entrepreneurial roots back more than 100 years.

His great-grandfather Zéphirin was raised on a cattle farm and moved to Paris in 1907 to start a livestock transport company. In the 1950s, his grandfather Jean expanded the business by introducing refrigerated trucks, a major innovation in the post–World War II era. Later, his father, Jean-Claude, and uncle Yves recognized the potential in vehicle leasing and transitioned the company into refrigerated truck leasing.

Léonard is the fourth generation at the helm Petit Forestier Group, which rents and leases refrigerated vehicles, display units and containers transporting and storing temperature-sensitive goods.

“It was a big decision because I knew once I joined, it would be for the long term. I’ve met many people in other family businesses, and it’s always both a choice and a responsibility to continue the family’s entrepreneurial legacy.” ”
— Léonard Forestier share

Since becoming CEO in 2020, Léonard Forestier has revitalized the company’s management and family shareholding, solidifying its status as Europe’s leader in refrigerated vehicle leasing and rental. Under his strategic leadership revenues have surged. The company now operates in 24 countries, across four continents, with a workforce of 5,900 people. They manage a fleet of more than 80,000 refrigerated vehicles, 50,000 refrigerated units and 6,000 containers.

And Forestier is not done: He’s already writing the next innovative chapter of the family’s story, steering the company away from diesel toward alternative energy vehicles.

His efforts underscore that in a family business, every generation must adapt to the demands of its time, honoring the roots while ensuring the company flourishes in a new era.

Learning before leading

While Forestier grew up around the Petit Forestier Group, he wasn’t always sure joining the family business was for him.

After earning a degree from École Polytechnique, he decided to forge out on his own, first working in infrastructure project financing before transitioning to portfolio management, where he led French public investment funds. But Petit Forestier was always in the back of his mind.

“I wanted to bring something new to the family business, to return with my own convictions about strategy,” he says of that time, sharing that he was particularly interested in gaining more international experience.

By 2011, he realized that if he wanted time to learn from his father and uncle on the job while they were still working, he needed to act sooner rather than later. Forestier joined the team as managing director.

“It was a big decision because I knew once I joined, it would be for the long term,” he says.  “I’ve met many people in other family businesses, and it’s always both a choice and a responsibility to continue the family’s entrepreneurial legacy.”

His tenure since that time includes weathering the perils of the COVID-19 pandemic as he transitioned to CEO, and a concerted push to think outside of Europe. They first expanded to the Middle East and Africa, then to the United States, and most recently made an acquisition in Australia.

Prioritizing people

With their global expansion has come an influx of employees, nearly 6,000 across 300 locations, which means Forestier’s focus on strategic onboarding is vital to maintaining their family-run culture.

“I recently spoke with someone who joined six months ago and told me it was the best onboarding experience of their career. They felt truly welcomed,” he says. “Being a family company helps; people see my name on the company, and it personalizes our culture. But it’s something we continuously work on, especially as we grow.”

That personal touch extends to their customers, something Forestier partially credits to the fact that they are the only leasing company specializing in refrigerated assets (their competitors are more generalists). Covering the entire cold chain internally — from the design and assembly of refrigerated boxes on vehicles to the rental of products and services, maintenance and leasing — allows them to be a true one-stop shop.

 “We offer the right assets tailored to our customers’ needs. Our business organization is built around those needs, especially for food distribution companies. Our service hours, for example, are aligned with their operations,” he says. “That 360-degree approach is a major differentiator.”

“Find alignment between who you are and the project or business you are pursuing. That sense of alignment is essential — for motivation, for vision and for making an impact that lasts.”His efforts underscore that in a family business, every generation must adapt to the demands of its time, honoring the roots while ensuring the company flourishes in a new era. ”
— Léonard Forestier share

And because their work is deeply embedded in their customers’ day-to-day operations, Forestier still spends a lot of time with customers, both new and tenured.

“That’s something I really enjoy — understanding their business and finding ways we can help,” he says. “We have the opportunity to solve real problems and make a difference in their operations, and I find that extremely rewarding.”

Keeping their business fresh

Like his family before him, Forestier knows that staying relevant means staying ahead.

“The principles I follow come down to staying true to the family values and the company’s DNA while adapting to change and anticipating the future,” he says. “Leadership starts with clarity of purpose and having a long-term vision.”

This is especially true when it comes to sustainability and technology.

In 2024, Petit Forestier began redesigning its refrigeration units to achieve energy savings of 60–80%. These units are sealed and equipped with sustainable refrigerants, aligning with the company’s commitment to reducing its environmental impact.

Petit Forestier Group is also accelerating its energy transition with a bold plan to switch 40% of its fleet to electric vehicles by 2030. They’ve partnered with IVECO to introduce the eDAILY, an electric version of their flagship vehicle, which can go 400 km on a single charge and carry loads comparable to diesel models. By 2026, the fleet will expand to 2,000 eDAILY units across Europe, including the United Kingdom and Switzerland.

But Forestier isn’t just focused on innovative equipment. The company has invested heavily in upskilling employees, training more than 140 people in EV maintenance and customer support since 2022. And through partnerships with platforms like Samsara, Petit Forestier Group uses real-time data to provide customers with tools to monitor energy usage and carbon emissions, aiding their sustainability efforts. Forestier sees this as key to helping clients navigate their energy transitions.

His vision for Petit Forestier is to both enhance quality of life and to inspire future generations, including his three sons, to embrace sustainability and innovation.

And while he is not one to typically give advice, he offers up this food for thought for his fellow entrepreneurs, from the first generation to the fourth:

“Find alignment between who you are and the project or business you are pursuing,” he says. “That sense of alignment is essential — for motivation, for vision and for making an impact that lasts.”

YPO is proud to collaborate with EY, its Strategic Learning Advisor, to help global leaders drive innovation, accelerate growth and create long-term value. Learn from the successes of thousands of the world’s fastest-growing entrepreneurs and realize your ambition faster. Consider nominating yourself or a fellow entrepreneur for EY Entrepreneur Of The Year.

As a young girl growing up in a small southern Romanian town in the 1980s, real life offered Irina Arsene very little. So, she lived an explorer’s life through the books she devoured, imagining fantastical worlds and dreaming of becoming an astronaut.

Today, Arsene, Founder and CEO at mindit.io, is an explorer in the real world – and the EY Entrepreneur Of The Year™ 2025 Romania winner. She even has her ticket to space booked on Virgin Galactic – a trip she wants to take only after she visits every continent. She’ll be cleared for takeoff after Christmas 2025, when she and her family enjoy “Christmas with the penguins,” checking off her final continent – Antarctica.

Her early passion for learning opened the door to real-world opportunities. Excelling in math and physics, with 1^st prize at Romania’s National Olympiad in Physics, after the country’s 1989 revolution, she won a Red Cross-sponsored contest and traveled to Corsica, France, for a month-long exchange.

“That was the moment when, at 12 years old, I discovered that the real world can be even more beautiful than the world I imagined through books,” she says of the experience. “That trip changed my life because, from that moment, I knew I wanted to see more.”

Exploring her strengths

Arsene has supported herself since she was 14, when cancer took her father’s life. Scholarships helped finance her college education, but needing money for her living expenses, she worked as a programmer for a software developer.

“I loved it because I’m not a theoretical person, and even though I was getting good academic results, I didn’t feel satisfied. At work, I could put my mind to good use and see the impact,” she says, explaining how she got into IT and computer science.

Upon graduation, entrepreneurship was not an option. “I had to support myself,” she explains. “It was about getting a job to have money for food and practical things.”

Her technical career soon got a boost when management recognized Arsene’s people and leadership skills. She landed at a UK company, where she grew from a software developer to a director, sitting on the company’s board. Having gotten more comfortable with risk-taking, Arsene became a shareholder in the company, taking out a loan to buy her shares. Soon after, the company was sold, and Arsene accepted a buyout.

After some soul-searching, in 2013 Irina founded an employment screening company. And after her yearlong noncompete clause expired, in 2015 she founded mindit.io, an AI-driven software engineering company. Specializing in custom software development, product engineering, artificial intelligence, data analytics, and enterprise application solutions, mindit.io’s services span the entire development lifecycle — from business research and consulting to architecture, implementation and post-launch support. Based in Zurich with delivery centers in Romania, it serves clients across Europe and the United States.

The beauty of a technology company is that you do not need a big team to have a worldwide impact. We have customers and projects where we impact millions of people every day. ”
— Irina Arsene, Founder and CEO, mindit.io share

The company focuses on services, rather than products, because, as she puts it, services is the intersection of her strengths – people and technology.

AI – the cherry on top of the data sundae

Arsene is thankful for signing enterprise clients from the very beginning, giving her company the change to handle huge volumes of data.

“Ten years later, we are in a very sweet spot,” she says. At 270 employees, mindit.io is not a big company, she says, “But the beauty of a technology company is that you do not need a big team to have a worldwide impact. We have customers and projects where we impact millions of people every day.”

Arsene explains that data is the foundation of AI, and AI is really the cherry on top. “You have to have the right data, and then you have to have the knowledge and the experience to tailor AI for your needs; that’s what we do for our customers.”

Crediting hard work, and a bit of luck

Arsene does not discount the efforts she has poured into her career and her company, but she also says she feels incredibly lucky.

“I’m lucky with the curiosity I’ve always had,” she explains. “I’m super lucky with the people I’m surrounded by. On the team, we each do our part, but there’s also some luck involved with the customers we have, the resources I have access to, and it was luck that I was introduced to YPO at the Harvard OPM (Owners/Presidents Management) program. It changed my life.”

Arsene joined YPO in 2022 after learning about the world’s largest leadership community of chief executives from peers at the Harvard OPM. When she moved to Switzerland from Romania, she reached out to YPO. “It was the first thing that came to mind – a group of business people who would be local but still very international, like myself.”

Arsene admits to having a bit of an identity crisis when she separated from the company where she served as a director but is also thankful for the experience, as it led her to her role as an entrepreneur, building mindit.io. It also led her to identify first as a lifelong learner and explorer.

“I decided then I would never again identify myself with a role,” she explains. “When someone asks, I will never answer, ‘I’m an entrepreneur.’ Or, ‘I am the mother of Alexandru and Tudor.’ I will say ‘I am a lifelong learner and explorer’ – and I instantiate these in all the roles that I have in my life.”

Now, the little girl who once escaped into imaginary worlds through books is receiving accolades and awards for her work. And her real life? “It’s more beautiful than I allowed myself to dream,” she says.

YPO is proud to collaborate with EY, its Strategic Learning Advisor, to help global leaders drive innovation, accelerate growth and create long-term value. Learn from the successes of thousands of the world’s fastest-growing entrepreneurs and realize your ambition faster. Consider nominating yourself or a fellow entrepreneur for EY Entrepreneur Of The Year.

Economic uncertainty and geopolitical risks are raising concerns among chief executives and global investors. Goldman Sachs, in its Wealth Management Investment Strategy Group’s 2025 outlook for investors, identified the potential of a trade war between the United States and China, the ongoing Russia-Ukraine War, various conflicts in the Middle East, North Korea’s increased nuclear weapons capabilities, cyber threats and terrorism as key risks.

During an online gathering of YPO members on 23 April 2025, Goldman Sachs Vice President Rob Hunter adds, “But the main risk everyone’s talking about in recent days and weeks is the tariffs.”

He says current U.S. tariffs could surpass historical highs, but implementation remains uncertain. A geopolitical strategist on Goldman Sachs’ tactical asset allocation team and a member of the firm’s Wealth Management Investment Strategy Group, the former Marine and National Security Council adviser brings valuable experience from the Middle East to the boardroom.

Joining Hunter was Michael Murdoch, who joined the Investment Strategy Group in 2015 and focuses on strategic and tactical asset allocation for Goldman’s clients.

Hunter says the policy uncertainty around the tariffs is reflected in the economic indices, leading to tightened financial conditions, adding that the business community recently has become more vocal in expressing a need for more certainty from the administration.

Murdoch and Hunter acknowledge that the tariffs come with more questions than answers. The goals of the U.S. tariffs are focused on national security, Fentanyl, reshoring supply chains, reducing trade deficits and strategic competition with China, Hunter explains, adding, “The real question is whether any interim deals they reach on a reasonable timeline satisfy (U.S. President Donald) Trump, and will it calm markets?”

Goldman Sachs Private Wealth Management shares unique and experiential opportunities with members of YPO, the world’s largest leadership community of chief executives, supporting YPO’s commitment to lifelong learning.

Murdoch and Hunter addressed the chief executives’ questions, including about the role Congress plays in the long-standing checks and balances of the U.S. government.

Acknowledging that this Congress is unlikely to challenge the president, Hunter points out the political fallout faced by those who did during his first term.

“Republican primary voters, particularly, have made it clear they support Trump’s policies,” Hunter says. “Given the very tight margins in Congress, we should not expect this Congress to get involved in these policy issues.”

Tariffs are not the only risk

While Murdoch and Hunter advise investors and chief executives to remain positive on the markets and global economy overall, they identify several risks.

China’s expanded manufacturing exports are pressuring global markets, leading to global reactions to avoid overcapacity and “dumping” concerns. Military escalation by China toward Taiwan and the South China Sea is a low risk in the short term, but growing, Hunter warns. Cyber threats from China are an ongoing problem, as is the uncertainty around Russia-Ukraine ceasefire prospects and the escalating fears given Iran’s nuclear capabilities.

The financial markets are pricing in less than a 50% probability of a recession as of the call, but, Murdoch advises, the market anticipates weakness followed by recovery and strength. The tariffs, he adds, could push core inflation to nearly 4% this year, much higher than the 2.1% the group forecasted before the tariff announcements.

Then there is the geopolitical rivalry between the U.S. and China when it comes to AI, specifically around export controls on advanced chips, technology sharing policies and access to critical infrastructure and minerals.

Finally, the pair acknowledges the risks to the markets if the U.S. were to retreat from its role as a global leader.

There is good news

Murdoch says the current market and geopolitical uncertainty have not threatened the U.S. dollar’s place as the dominant global reserve currency.

“The U.S. dollar has been the dominant currency for 75 years, and despite some diversification across a range of currencies, there’s no singular standout,” he says. “It’s not just for the reserves, though. There is a great benefit for one primary currency used globally.”

He points out that about 70% of foreign currency debt is denominated in U.S. dollars, about 89% of currency pair transactions are in the dollar, 77-99% of trade invoicing outside the Eurozone is done in dollars, and most key commodities are still quoted in dollars.

Murdoch notes that despite recent volatility and some capital outflows, the U.S. dollar remains well-positioned, pointing out that China’s capital account is still relatively closed, and Europe faces recurring issues like sovereign debt crises. Despite these short- and mid-term risks to markets and global stability, Hunter and Murdoch offered the CEOs reasons for patience and staying the course. The long-term strategy still wins, and they emphasized, the U.S. market enjoys a track record of resilience.

“We’ve developed investment themes centering on U.S. preeminence and staying invested, and we believe those themes remain valid,” Hunter says.

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In today’s world of constant unrest — from geopolitical shifts to economic shocks – uncertainty isn’t a phase; it’s the playing field. To navigate it effectively, Dave Garrison, Co-Founder and Chief Navigation Officer of Garrison Growth, counsels his chief executive clients to lock in employee buy-in.

“We’re in a time of huge uncertainty,” Garrison explains. “The more things are unclear, the more we need to rely on every individual in our organization to be our eyes and ears on opportunities and problems.”

In his first book, out in June, “The Buy-In Advantage / Why Employees Stop Caring — and How Great Leaders Inspire Everyone to Give Their All,” the YPO member offers leaders everywhere a how-to manual to create buy-in at their organizations. He based the book on his learnings from his fellow YPO leaders – what worked for them – plus his own experiences as a CEO and board member.

He was encouraged to write it by a fellow YPO member who told Garrison he sometimes felt like he was climbing up a mountain, trailblazing for his company, setting direction and achieving new heights, but that when he looked down the mountain, he saw everyone else still at the mountain’s base.

“He is a great leader, lots of great ideas, but he was lacking buy-in,” Garrison explains. “The book goes through the process of what I do in my consulting business to help other great leaders take their businesses to the next level by getting everyone involved, getting everyone’s voices heard.”

A perfect storm

Millions are anxious about their futures – the first element of a three-part perfect storm that Garrison says is fueling today’s employee buy-in crisis. The other two? The pandemic, which prompted many to reevaluate their priorities and the role work plays in their lives, and Generation Z’s evolving attitude toward work.

“Yes, money is important to them, but so is purpose-matching and understanding what impact they can have on the business,” he says. “If they go into a culture where they’re just told what to do, they’ll either leave, or they’ll check out.”

So, buy-in = engagement.

Generating buy-in gives you a competitive advantage. And it costs nothing except time and intent. ”
— Dave Garrison share

Less than one-quarter of employees, globally, are engaged in their work, according to the multinational analytics company Gallup, Inc., and less than 30% of U.S. employees would recommend their employer.

Garrison defines engagement as the kind of enthusiasm people bring to a Friday night football game — or a soccer match, depending on where you live.

“How do we unlock that same passion and apply it to what we want to get done at work?” Garrison asks. “The difference between the passion you give to what you do for fun and what you give to work creates a costly gap.”

Gaining the advantage

In his book, Garrison spells out the why, when and how leaders can build buy-in at their organizations – and gain the competitive advantage. He cites Gallup’s findings that companies with higher engagement enjoy higher profits, better customer satisfaction, better safety ratings and lower turnover rates.

“Who wouldn’t want that?” Garrison asks. “The good news is, most big companies don’t get this stuff. Generating buy-in gives you a competitive advantage. And it costs nothing except time and intent.”

Garrison promises that recruiting with your company’s clear, compelling purpose and values means hiring the right candidates – those more likely to be engaged and stick around. Reducing turnover – the result of high buy-in – is a surefire way to reduce costs.

While investors may focus primarily on metrics such as profits, revenue growth and gross margins, they seldom ask about employee turnover, Garrison says, adding that hyperfocus on profits puts you on a hamster wheel.

“To get off the hamster wheel, you have to recognize that people are what create profits,” he says. “And if you’re spending all your time recruiting and training, it’s hard to move the business forward.”

But people who are engaged, he argues, create and contribute ideas, and identify problems early.

“Our hope is that executives will see the value in monetary terms of recognizing people as human beings, not human doings.”

Tap the collective genius

One way Garrison advises leaders to garner buy-in is to lean into a theory he calls ‘collective genius.’ It is the idea that ‘all of us is smarter than any of us.’  

“Collectively, we make better decisions, generate more options and spot opportunities faster,” he explains. “Leaders enjoy more success when they include others in decision-making.”

Garrison describes meetings where an idea is presented, but the discussion goes nowhere.

“People try to either argue with the idea, come up with a better idea or defend the idea, and the conversation leaves most of the people sitting on the sidelines watching ping pong,” he says.

The collective genius process considers that in any given group of people, half need time to process new information and the other half can react to it right away. Garrison advises assigning pre-reads for any meeting that requires decisions.

“Ask people to come equipped to discuss the ideas,” he explains. “And if you need to ask an important question, allow a minute of silence for people to gather their thoughts and write them down. Otherwise, people will forget what they were thinking and go into this ping pong of reacting to whatever is said.”

Keep meetings to six people or fewer to encourage productive discussions – any more than that and you’re inviting people to tune out. If more than six are involved, break into small groups, he advises.

“Our hope is that executives will see the value in monetary terms of recognizing people as human beings, not human doings.” ”
— Dave Garrison, Author, “The Buy-In Advantage” share

“In groups of three, you cannot hide,” Garrison teases. “Discuss the question or idea in your smaller group, and then someone reports out to the larger group so we can get the collective genius.”

Maximize your return on people

In the face of ongoing uncertainty, buy-in is essential for survival. The trust and high engagement that creates buy-in, Garrison explains, make people feel like they’re in it together and are making a difference.

For instance, if layoffs are unavoidable, Garrison recommends acknowledging the brutal reality of the situation and calling it like it is.

“Tell them, ‘I don’t know what’s going to happen in the future, but what I do know is we have a compelling purpose in our company. That hasn’t changed. We have values that we treat each other by and live by. And we have a strategy to deal with this.”

While still hard for everyone, people who understand your organization’s purpose understand that layoffs are not what you want.

Though leaders may occasionally take people for granted, Garrison argues it’s not intentional.

“It’s because we’ve never been taught how to think about return on people, he says. “The buy-in advantage is return on people: return on people’s experience, return on people’s ideas, and return on people’s enthusiasm.”

Women hold only 33.5% of leadership roles in business globally, according to a GrantThornton 2024 report, a report stressing that it is up to business leaders – men and women – to close that gap. Understanding the difference between mentorship and sponsorship – and stepping up to fill those roles – is one way to get women closer to parity.

YPO members Debby Carreau, CEO and Founder of Inspired HR; Zoe Cunningham, Director of Softwire; and Bukola Smith, CEO of FSDH Merchant Bank Ltd., addressed this challenge during the latest episode of YPO Presents: Accelerating Women Leaders Through Mentorship and Sponsorship.

Cunningham, a YPO member in London, describes a mentor as someone with applicable subject-matter expertise offering guidance; sponsorship is more about advocacy, especially in the rooms where decisions are made.

“A mentor is someone senior in the same area who has information they can share,” Cunningham explains. “I think that’s the relationship that we’ve seen most. A sponsor, on the other hand, is someone who is going to promote you within the organization. You can sponsor someone without ever speaking with them. It’s about what you’re saying to other people in the room.”

She continues, “For me, sponsorship and mentorship always go hand in hand, because I find once I get to know someone at a mentoring level, I get this real appreciation for the skills they have and what they have to bring. So, it’s very natural to sponsor them.”

Carreau, a YPO member from British Columbia, points out that women are over-mentored and under-sponsored. As women, she says, “We tend to put our heads down and work hard, and we don’t necessarily say, ‘look at me’ or ‘look at so and so, they deserve a promotion.’”

Before Smith, a YPO member in Nigeria, became a CEO, she had a CEO sponsor who helped accelerate her career by assigning her stretch roles and advocating for her behind closed doors.

Agreeing with Carreau, she says finding mentors is not the challenge for women. “But they haven’t been able to get many people to sponsor them. We tend to do the work, but we are not very visible,” she says.

We are in this together

While women who have broken through glass ceilings can offer the next woman leader an opportunity to follow, Smith, Carreau and Cunningham stress that male allies are essential in accelerating women’s careers.

“Even today, most leadership positions are held by men,” Carreau explains, adding that data shows that women have taken a step back in terms of promotion since the pandemic. “We’ve still got a long way to go.”

We all need to become better leaders. All of our economies need help. Our businesses need help. We need all our intellectual capital to achieve our goals. ”
— Debby Carreau, CEO, Inspired HR share

Giving everyone in your organization a stake in the conversation is important, Cunningham explains. She calls it “gender allyship” with the goal of achieving mutual advocacy.

“This is an important part of my sponsorship,” Cunningham says. “I don’t want to promote women just for the sake of having women in roles and ticking a box. I see this vast amount of untapped talent that I can use to deliver on my business objectives.”

Smith emphasizes the importance of including men in the solution-building process and highlights that collaboration, not competition, is key.

“Sometimes, as women, we forget to bring the men in when we are having these conversations. Many men support and agree that women need to be brought into the room, so getting them to be part of the programs we’re developing actually helps.”

She adds that it is vital that, “We don’t see ourselves in competition with the men, but we see that there’s room to collaborate.”

Agreeing, Carreau adds, “We all need to become better leaders. All of our economies need help. Our businesses need help. We need all our intellectual capital to achieve our goals.”

Best practices for mentorship, sponsorship success

Smith’s framework for successful mentorship and sponsorship in her organization begins with creating clear goals and metrics and including them as part of your talent and DEI strategies. But Carreau cautions that mentorship does not replace performance management.

Include a variety of formats, such as one-on-one, speed mentoring, peer mentoring, even reverse mentoring, plus create a matching process, expect accountability and continuously evaluate progress and adjust as necessary.

To create a diverse workforce, Cunningham says, you need parity in three distinct areas.

“You need parity in hiring,” she says. “And then you need to promote people at the same rates.” And, she adds, “You need to not have people leave in disproportionate numbers. They’re all part of the same triangle.”

A safe space in YPO

Carreau, Cunningham and Smith, each from their different corners of the world, find a safe space at YPO to discuss topics such as this. Both Cunningham and Smith, who joined in 2016 and 2022, respectively, say they find value in YPO’s peer-to-peer learning. Carreau, a member since 2011 and YPO’s next Global Chairman who will begin her term in July 2025, says the trust, candor and vulnerability she finds at YPO are rare in traditional business environments.

Intrepid CEO James Thornton has traveled to all seven continents and visited nearly 100 countries. You might assume space is his next frontier, but you’d be wrong. The moon is decidedly not on his travel bucket list. “Travel is about connection,” the YPO member explains. “I don’t want to go somewhere there are no people. I want to meet the locals, to hear about their culture and learn about their histories.”

Intrepid, where Thornton has held various roles since 2005 and was named CEO in 2017, launched its first trip in 1989. At the time, the only option for international travel was with large groups, directed by someone wearing the group’s T-shirt and carrying a flag for easy identification. Lodging consisted of Western chain hotels, and the hotels and tour guides indulged travelers with all the comforts of home.

Intrepid’s founders had a different idea.

“It was all about being the antithesis to traditional coach touring,” Thornton explains. Intrepid tours focus on meeting local people, trying the local food, staying in local accommodations, using local transportation, and in doing so, supporting the local economy. The average group size is 10.

Our job is to make responsible travel and sustainable experiences the mainstream of the travel industry. … We’re trying to balance commercial return while tackling some of the big issues in the world – all while giving customers fantastic experiences. ”
— James Thornton, CEO, Intrepid Travel share

“We’re built so our travelers can better understand a country and its people – different races and religions,” adds Thornton. “The world needs more intrepid people.”

That first Intrepid trip was to Thailand. The company now offers more than 1,000 trips in 100 countries on all seven continents, and for Thornton, the company’s mission has never been more relevant.

“It feels like the world’s being pulled apart – social media, geopolitical differences, isolation and loneliness,” Thornton says. But he views travel – the Intrepid way – as the antidote. “I believe that the more people can experience our style of travel, the more we can have a more kind, prosperous and hopeful world.”

Purpose – as an outcome, not at the expense of – profit

When Thornton joined Intrepid in 2015, he was drawn to the company’s dual purpose: expanding the sustainable travel market while proving that a business could do good and still turn a profit.

“I’m on a mission to prove a business model – that profits and purpose don’t come at the expense of each other,” he says. “Business in general is becoming more aware of balancing the needs of all stakeholders. We know we need to be profitable to realize our purpose. Profitability is the output of what we do, but not the reason for what we do.”

Under Thornton’s leadership, Intrepid first earned the coveted B Corp certification in 2018. “While it is easy to measure business growth, it’s not as easy to measure impact,” Thornton says. “Hopefully we’re proving that as a purpose-led organization, we are also generating better returns.”

Thornton recognizes that much of Intrepid’s success is due to its people, and the B Corp certification helps, especially as younger generations enter the workforce and seek companies that stand for something.

“It’s no longer good enough to just earn a salary or enjoy your work,” he says. “It’s about being proud and wanting to work for companies who are doing good, and that the good they are doing is independently verified.”

A positive outcome of a pandemic

In January 2020, Intrepid was coming off four straight years of record performance and experienced its biggest monthly bookings in the firm’s history — then COVID-19 changed everything.

With no money coming, they were forced to issue refunds before suspending global operations for the first time in their 31-year history.

“It was a crisis of just huge proportions,” Thornton says. “We’d been through Gulf wars. We’ve been through SARS, bird flu, a global financial crisis. But nothing could have prepared us for the experience of having no revenue and no idea when it would return.”

Work looked different but continued. And despite the business challenges, Thornton was encouraged by the positive impacts of virtually no global travel: Being able to see the Himalayas from villages in India and Nepal for example, or marine wildlife returning to the Venice canals.

Thornton says his team knew that when travel returned, it had to look different. “We took big steps during the pandemic to start removing and reducing the carbon in our operations, on our trips and in our office,” he says. “So, when travel returned, we could encourage customers to travel in this kind of lighter impact way, so that that it might have more positive benefits.”

It’s part of what drove Intrepid to become the first tour operator with near-term science-based climate targets as set out by the Paris Agreement. It is working closely with suppliers to reduce their carbon footprint, and prioritizing accommodations that use solar or renewable power. The company has also committed to removing flights from as many of its multi-day itineraries as possible.

“Replacing flights with rail and road alternatives often results in an improved travel experience and offers travelers more opportunities to meet locals,” Thornton adds.

And when travel demand returned, Intrepid was ready to meet the growing desire of people looking for more localized experiences and purposely creating less impact from their travel.

I’m on a mission to prove a business model – that profits and purpose don’t come at the expense of each other. … We know we need to be profitable to realize our purpose. Profitability is the output of what we do, but not the reason for what we do. ”
— James Thornton, CEO, Intrepid Travel share

“As a result, Intrepid did very well. Make no bones about it, we suffered for 2½ years. But we used the opportunity that we had to make sure that when travel rebounded, we could take advantage of it and recover that financial position.”

Growing the sustainable experience market

Intrepid boasts a 20% compound average growth rate, a rarity for a 35-year-old company, Thornton points out. He credits the momentum to a cultural shift — more people prioritizing experiences over possessions.

Still, he acknowledges, Intrepid is still a small player in a massive industry.

“Our job is to make responsible travel and sustainable experiences the mainstream of the travel industry,” he says. “We come to work every day to create that positive change through the joy of travel. But we know we need to be financially successful and make a profit to be sustainable. We’re trying to balance commercial return while tackling some of the big issues in the world – all while giving customers fantastic experiences.”

Thornton challenges what he calls an old-fashioned idea – that if you want to do good by the world, you need to be a nonprofit, and if you want to do well financially, you must focus exclusively on shareholder returns and profitability.

“Often there’s a perception that because we are trying to benefit local communities and are trying to do good by the world, that we’re a nonprofit,” he says. But he proposes that a strong sense of purpose isn’t just good ethics — it’s good business. Intrepid’s commercial model is essentially to generate profits that benefit shareholders and their purpose-driven activities.

The company’s customers are curious and want to connect, he says, adding, “They have a desire to get under the skin of a destination, meet different people and have different experiences.” And for him, that’s what sets Intrepid apart — it transforms not just the traveler’s experience, but the travel industry and world at large.

“Tourism works when as much money as possible stays within the destination itself,” he adds.

When it comes to artificial intelligence (AI), the future is being written now. YPO EDGE 2025 in Barcelona brought together top minds in disruptive technology to unpack how AI — with both its opportunities and challenges — is reshaping industries, leadership and the workforce.

“The question isn’t whether change will happen,” says Stephen Ibaraki, Chair and Managing Director, REDDS Capital, and Founder, AI for Good. “It’s how we adapt and shape the world we want to create.”

Keep reading for more key takeaways:

We need to tame the AI wild west before it’s too late

AI pioneer Sir Stuart Russell, Professor of Computer Science at University of California-Berkeley, says the race toward artificial general intelligence (AGI) is outpacing our ability to ensure it remains safe, and he’s sounding the alarm.

Author of “Human Compatible” and a key AI ethics adviser to global institutions, Russell argues that large language models like ChatGPT are unpredictable, vulnerable and fundamentally flawed.

The stakes? AI systems that surpass human intelligence could become uncontrollable, leading to unintended — and possibly catastrophic — consequences. And with more than USD200 billion being poured into AGI development annually, the industry is speeding ahead without the technical guardrails needed to ensure long-term alignment with human interests.

“The only way to remain in control forever,” Russell cautions, “is if we have cast-iron technical guarantees.”

Use AI to supercharge, not replace, your business

Now for some good news: Gopi Kallayil, Chief Business Strategist of AI at Google, was optimistic on artificial intelligence’s role as a force multiplier, rather than a job killer. He’s worked with the world’s biggest brands to integrate AI into marketing and consumer experiences and says that businesses that embrace AI thoughtfully will get ahead, and fast.

From personalized customer experiences to real-time decision-making, AI is already transforming industries, but Kallayil emphasized that its adoption shouldn’t be about chasing trends; instead, it should be about aligning with business strategy.

He reminded leaders that consumers are embracing these technologies faster than many corporations, and he offered this challenge: “How will you use AI to power the next phase of your company’s growth?”

Get ready for AI-powered teams and leaders

The future of work isn’t just about automation — it’s about augmentation. AI thought leader Nell Watson shared that she envisions a world where AI agents act as “co-pilots” alongside human workers, making complex decisions, conducting research and even forming their own AI-driven companies.

By 2030, she predicts the rise of “agentic corporations,” AI-powered entities that function independently, challenging the very concept of traditional business models.

But Watson also flagged the risks of algorithmic management, warning that AI-driven hiring and firing could lead to bias, burnout and ethical dilemmas.

“The key,” she says, “is to co-create AI processes with workers and stakeholders to ensure a fair and ethical transition.”

AI is here. What are you going to do about it?

The experts at EDGE 2025 made one thing clear: AI isn’t just a tool — it’s a paradigm shift. The businesses and leaders who embrace it with both ambition and responsibility will define the next era of innovation. Those who wait? They’ll be playing catch-up. Ibaraki summed it up with a final piece of advice: Stay informed, stay engaged and don’t sit on the sidelines.

Living longer isn’t the goal — living better is. Science shows that happiness and longevity aren’t just about genetics or personal willpower; they’re shaped by environment, mindset and daily habits. At YPO EDGE 2025, Arthur Brooks, Harvard professor and leading expert on human happiness, and Dan Buettner, researcher and bestselling author, shared how leaders can apply cutting-edge research on meaning and longevity to build a life — and a company — where well-being thrives. Here’s what they had to say.

Reclaiming meaning in an age of distraction

A quick glance at social media — or a conversation with a 20-something — reveals a troubling trend: rising anxiety and declining fulfillment. According to Brooks, the root cause isn’t just stress or technology overload — it’s a loss of meaning.
 
Brooks argues that ‘meaning’ is the foundation of happiness, built on coherence, purpose and significance. Yet, today’s over-reliance on technology is rewiring our brains, weakening the right hemisphere responsible for introspection and deep thinking. The result? A “meaning doom loop” that leaves many feeling empty.
 
Here are four ways Brooks suggests to reverse the happiness crisis:

1. Take a tech detox
   Constant screen time keeps the brain in a state of distraction, preventing the creative and reflective work that drives meaning. Brooks recommends setting up tech-free zones — during the first hour of the day, at meals and before bed. He also suggests an annual tech fast of one to two weeks to reset the mind.

• Embrace boredom
  Silence and stillness activate the brain’s right hemisphere, sparking creativity and big ideas. Walking without a phone, commuting without distractions, or simply sitting with one’s thoughts can be powerful exercises in breaking the cycle of overstimulation.

• Ask big questions
  Brooks challenges leaders to engage in deeper reflection: Why am I alive? What would I die for? These questions drive introspection, reframe priorities, and restore a sense of purpose — something modern distractions often erode.

• Get small
  “In a world obsessed with self-importance, prioritize humility,” Brooks advises. He practices this through daily Mass, but emphasizes that meditation, time in nature or volunteering can achieve the same effect. He recalls a conversation with the Dalai Lama, who noted that seeing Earth from space instantly shifts perspective, making personal worries seem trivial.

Brooks’ message to leaders is clear: Meaning isn’t found in the noise — it’s cultivated through reflection, humility and stepping away from the digital distractions that dominate modern life.

Designing longevity — why environment beats genetics

The debate between nature and nurture is shifting. While genetics play a role in aging, emerging research confirms that lifestyle and environment have a far greater impact on long-term health.
 
Buettner has spent decades studying the world’s “Blue Zones” — regions where people routinely live past 100 with ease. His findings, featured in the Netflix hit “Live to 100: Secrets of the Blue Zones”, offer a compelling case for environmental design as the key to longevity. Buettner shared with the EDGE attendees how they can apply these lessons — no ice baths required. 

Longevity Is 70% lifestyle

Buettner’s research shows that genetics account for only 30% of longevity. The rest is driven by environment and daily habits. Blue Zone communities share key characteristics: natural movement (instead of structured workouts), a plant-based diet, strong social connections and a clear sense of purpose.

How to build a Blue Zone anywhere

Rather than relying on willpower, Blue Zones make healthy choices the default. In Albert Lea, Minnesota, U.S.A., city planners applied these principles by adding sidewalks, community gardens and healthier food options. The result? Life expectancy increased over three years and health care costs dropped by 40%.
 
“We found that when you optimize people’s environment, they succeed,” says Buettner. “They unconsciously become healthier for longer — and they don’t even have to work at it.”
 
The takeaway for leaders is clear: Sustainable health isn’t about individual effort — it’s about designing environments where well-being happens naturally. Whether in communities or workplaces, longevity isn’t just about genes. It’s about making the right choices easy.

The global order is in flux. President and Founder of Eurasia Group and GZERO Media Ian Bremmer and historian and economist Sir Niall Ferguson paint a picture of a world shifting away from the post-World War II framework, marked by rising economic power in the Global South, deepening geopolitical rifts, and increasing domestic instability in the West.

As the U.S. grapples with fiscal challenges and voter discontent, BRICS nations gain economic ground — yet without cohesive leadership or guaranteed investment returns. Meanwhile, China and Russia challenge Western influence, fueling a more fragmented, multipolar world. In this evolving landscape, leaders must navigate uncertainty, adapting to a future where power is increasingly decentralized and global stability is anything but assured.

A world in flux: The geopolitical recession and power shifts

The global order is unraveling — not with a sudden collapse, but through a slow, systemic realignment. Bremmer describes today’s geopolitical landscape as a 75-year cycle in decline, where the institutions that once defined Western dominance — like the U.N., International Monetary Fund and World Trade Organization — are increasingly out of sync with the realities of power.

Russia, China, and the U.S.: A fractured triangle

Russia’s failure to integrate into the West after the Cold War has led to open confrontation, with allies like North Korea and Iran adding to the disruption. Meanwhile, China’s rise has complicated expectations. While deeply embedded in the global economy, Beijing has resisted aligning with the Western-led order, fueling tensions with the U.S.

Shifting power and rising discontent

At home, U.S. voters are questioning the value of global leadership, a sentiment that has fueled the rise of populist figures like U.S. President Donald Trump. Across Europe and beyond, incumbents are losing elections as public frustration with the status quo grows. If the European Union fails to address its economic and security challenges, Bremmer warns, its stability could be at risk.

The Middle East’s new power brokers

With the U.S. playing a diminished role in the region, Gulf states like Saudi Arabia and the United Arab Emirates are increasingly shaping Middle Eastern affairs — including managing the conflict in Gaza.

Bremmer’s bottom line? The post-WWII world order is crumbling, leaving behind a fragmented landscape where regional powers fill the gaps. The challenge for leaders is navigating what comes next.

The illusion of order

There is no single world order — only disorder and competing visions of dominance. That was the message for YPO members from historian Ferguson, who laid out the shifting dynamics of global power, economic influence and geopolitical fault lines.

The BRICS growth paradox

The rise of BRICS nations (Brazil, Russia, India, China and South Africa) has reshaped global GDP, but Ferguson cautions that economic size doesn’t always translate into investment success. In 2001, the G7 economies were nearly eight times the size of BRICS; today, that gap has shrunk to less than two on a nominal basis. Yet, for all their economic expansion, BRICS nations remain loosely aligned, often divided by trade priorities and political interests.

U.S.-EU fractures and fiscal strains

Ferguson pointed to deepening tensions between the U.S. and the EU, particularly over Ukraine. Meanwhile, within the BRICS, trade disputes could further limit their cohesion. He also warned of the U.S.’s mounting fiscal pressures, introducing Ferguson’s Law: when a great power spends more on interest than on defense, decline follows. With U.S. debt and interest payments rising, the ability to sustain global influence is under pressure.

China’s strategic rerouting

Despite talk of economic decoupling, China continues to supply the U.S. — just through new channels. Ferguson described a world where Chinese exports increasingly move through emerging markets, creating a Chimerica 2.0, where indirect trade keeps the two economies entwined.

His closing thought? The idea that we’re at the height of empire may be an illusion. History suggests we may be closer to decline than we think.