Apr 27, 2021

People Moves Americas: KPMG, InMobi, Berkshire Hathaway

peoplemoves
executivemoves
Leadership
CSuite
Kate Birch
3 min
InMobi hires its first CMO, Berkshire Hathaway’s insurance unit appoints head of cyber, KPMG promotes from within – this week’s executive move round-up
InMobi hires its first CMO, Berkshire Hathaway’s insurance unit appoints head of cyber, KPMG promotes from within – this week’s executive move rou...

Una Pulizzi appointed global head of corporate affairs, Kyndryl

Joining from GE, Una Pulizzi has been named Global Head of Corporate Affairs for Kyndryl, the new, independent public company created following the separation of IBM’s Managed Infrastructure Services business. 

Having spent 11 years at GE, most recently serving as global director for public affairs and senior strategic adviser, Pulizzi led the companhy’s global issues management and drove thought leadership and global positioning. Prior to this, she was communications manager for the World Bank’s microfinance policy center, senior VP for corporate affairs for Citigroup’s markets and banking unit, and a senior communications advisor at the US Department of the Treasury under former President Bill Clinton. Recognised as an “outstanding” professional and great leader, Pulizzi has “world-class experience in running global organisations”, says Martin Schroeter, Kyndryl’s CEO.  

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Carole Streicher named head of Deal Advisory and Strategy, KPMG

With 25 years under her KPMG belt, Chicago-based partner Carole Streicher has been named as leader of the deal and strategy practice at the Big Four firm. In this role, Streicher will oversee a cross-functional team of 2,300 professions who help clients buy, sell, and restructure globally, as well as optimise value. 

Joining KPMG in 1996, Streicher has advised corporate, private equity, and public organisations on all aspects of the M&A transaction lifecycle, from deal strategy to diligence to post-close value creation. She has also been involved in building a more diverse-equitable and inclusive firm and is excited to “introduce my new senior leadership team, half of whom are from under-represented groups”, says Streicher. 

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Brian Robb appointed Head of Cyber at Berkshire Hathaway Specialty Insurance

Seasoned insurance leader Brian Robb has been named Head of Cyber/MPL/Tech and Senior Vice President in the US for Berkshire Hathaway Specialty Insurance (BHSI), Brian comes to BHSI following more than dec ade at CAN Insurance, where his experienced spanned both the underwriting and claims sides of the business, and where he most recently served as Product Leader for Cyber/Media/MPL/Tech E&O. According to Anthony Tatulli, Head of Executive & Professional Lines, North America, at BHSI, Robb’s “expertise adds fuel to our efforts to expand our portfolios and deliver the sound, stable solutions customers are seeking now and for the long-term”. 

Aaron Shagrin apponted Senior VP of Revenue & Partnerships for Haptik

With two decades of relevant experience, Aaron Shagrin has been appointed Senior VP of Revenue & Partnerships for North America at Jio Haptik Technologies, one of the world’s largest conversational AI firms. With 20 years of experience in global sales, business development and product management at multiple startups, Fortune 500 firms and investment companies, Shagrin is well-placed to help Haptik “double down and scale up our investment in the region with the ultimate aim of achieving market leadership”, says Aakrit Vaish, co-founder and CEO, Haptik. Prior to this, Shagrin was General Manager at Evolv Technologies. 

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Krista Thomas joins InMobi as its first Global Head of Marketing

Ad tech veteran Krista Thomas has been appointed Senior VP and Global Head of Marketing for InMobi, one of the world’s leading independent marketing cloud providers. Joining from Amobee where she was SVP Marketing, having helped to define the company’s TV-first strategy and build a world-class marketing discipline, Thomas has 20 years of experience in the media and marketing industries. And during the pandemic, she founded #AdTechCares, a now 50+ industry-strong consortium that has to date launched three Covid-19 PSA campaigns to combat misinformation about the pandemic. 

Prior to that, Thomas was SVP Marketing at VideoAmp and also at Rubicon Project. Thomas is tasked with dramatically expanding InMobi Marketing Cloud’s global awareness and influence, optimising customer acquisition and launching innovative new solutions to ignite growth. 

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Jun 20, 2021

5 Ways Leaders Can Create a Healthy Workplace Culture

MHW
ONS
BBC
workplaceculture
5 min
As the world embraces Men’s Health Week, five experts advise how leaders can create a healthy workplace culture for employees

This week (14th-20th June 2021) is Men’s Health Week. Physical and mental well-being have been important considerations for leaders over the past year, and it is essential this focus is maintained as we build back for the future. Here we have asked 5 experts for practical tips leaders can implement to create healthy workplace cultures.

 

Know the early signs of burnout 

Recently it was reported by the BBC that burnout for health and social care staff had reached emergency levels. 

Monkey Puzzle Training Co-Founder Karen Meager has studied the burnout recovery process in partnership with Coventry University: “The past year has seen people suffer from job-loss worries, work from home challenges, isolation, and feeling overworked. These are continuing, and all have the potential to contribute towards burnout. Healthcare workers, executives, leaders, managers and small business owners will continue to be the top people to suffer from extreme burnout.”

“At the onset of burnout, people commonly enter a phase of denial. So leaders need to be aware of those who are reluctant to take their time off, are compelled to work all hours, or have changes in their behaviour or mood, as these can all be indications of burnout taking hold. Encouraging them to take a burnout self-test provides a starting point to supporting these employees through recovery, as is role modelling healthy sustainable ways of working.Karen suggests.

 

Encourage professional self-reflection 

Creating an environment that encourages self-reflection is an effective tool for promoting personal development. Journaling may not be something you instantly think of for professional development; however, it is a successful technique for adults to aid mindfulness and productivity. “Journaling is a form of self-expression that can empower you to understand your feelings and ambitions and how to deal with them, therefore promoting positive well-being and a healthy workplace culture,” describes Elisa Nardi, founder of Notebook Mentor

 

Just 15-20 minutes of journaling a day over the course of four months are enough to lessen the impact of physical stressors on your health,” explains Elisa. “It can also inspire creativity, aid your memory, and help set actionable goals. It is an underused tool that can help employees manage tricky workplace situations such as conflict, illness or new leadership roles.

 

Manage your stress and resilience too

As a leader or manager, often, your complete focus is on the business or protecting your team, but you cannot pour from an empty cup. Leaders should also have strategies in place to manage their own stress, so they can sustain high levels of positive energy throughout the day. “Fueled by a burning desire for success, I ignored all the warning signs of exhaustion, which eventually took its toll on me - I literally collapsed from stress, and I didn’t even see it coming.” reflects Sascha Heinemann, an expert in Performance Recovery and Stress Resilience.

 

“When leaders manage their energy, create healthy daily habits, and practice resilience, they are able to perform to their fullest capacity and to provide the best possible support for others.” 

 

“Taking a break every 90 minutes or so helps you to refuel, recharge, and re-energize and ultimately allows you to get more accomplished, in less time, at a higher level of quality, and more sustainably. This role model contributes dramatically to a healthier, more engaged, sustainable, and productive workplace culture," he adds.

 

Instil a sense of purpose for your team

The idea that success equals working 12-15 hour days and giving everything of yourself to your workplace continues to prevail in many organisations. This is not healthy, nor is it productive for anyone involved. “The healthiest and happiest workplace cultures are the ones that are organised around purpose.” describes business and life coach Anand Kulkarni. 

 

“Leaders should be giving meaning to the work they are doing within their business and beyond and sharing this purpose with their staff, rather than focusing on long hours, crippling workloads or someone else’s idea of ‘success’. When people understand why they are doing what they do and how this contributes to something greater, productivity and well-being is increased.” adds Anand. 

 

Promote well-being from the top down

Leaders need to act as role models if well-being is to become embedded at the very core of the organisation. It’s very unlikely that employees will start acting in a new way that puts their own needs first if the leadership team continues to behave in an entirely different manner.

 

‘Many organisations have worked hard in recent months to put new policies in place that better support well-being, promote hybrid working and attempt to set clear boundaries, but many leaders seem to assume that they are exempt from it all, that’s when it all falls over’, explains leadership experts Martin Boroson and Carmel Moore, from The One Moment Company. 

 

A recent ONS report into Homeworking in the UK revealed that people are on average working 6 hours extra per week, and many are working until late in the evening, indicating that the boundaries between work and life are more blurred than ever. 

 

Despite all of these wonderful opportunities for people to self-organise, if the leadership team continues to work in the office Monday to Friday, or are communicating at all hours, then it’s a clear indicator that hybrid working is simply a ‘bolt-on’ tactic rather than an integral part of the company’s approach to promoting the importance of maintaining a healthy work-life balance.’

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