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Joan Gillman Science Teacher, The Browning School Joan Gillman: Inspiring Young Minds Through Science, Curiosity, and Environmental Action A Journey Rooted in Curiosity For Joan Gillman, science has never been limited to textbooks, formulas, or facts to memorize. It begins with a question, an observation, or the simple desire to understand how the world works. As a science teacher at The Browning School, Gillman has built her career around this belief, encouraging students to explore their surroundings, test ideas, and discover how their knowledge can make a difference. Her approach combines hands-on learning, creative teaching, and environmental awareness to help young people become confident learners and responsible members of their communities. Her interest in science began in childhood. She experimented with different powders and liquids in her bathroom, hoping to develop something new, and carefully measured snowfall, temperature, and barometric pressure during winter storms. She also enjoyed building robots from shoeboxes and creating model cities with her older brother. These early activities gave her opportunities to observe, design, experiment, and solve problems. Looking back, they reflected the same qualities she would later bring into her classroom: curiosity, creativity, and a willingness to learn through experience. Gillman’s interest in teaching developed during high school, when she volunteered in an elementary school as part of a community service program. She taught recorder, tutored students in mathematics, and organized playground games that included children with different abilities. She also taught swimming to young children, including those with special needs, and worked as a substitute ballet teacher. These experiences helped her understand the value of patience, encouragement, and inclusion. They also shaped a principle that continues to guide her work: every child deserves an opportunity to shine. Making Science Accessible Through Experience One of the most influential experiences in Gillman’s professional development came while she was completing her master’s degree in education. As a student teacher at P.S. 47 Junior High School for the Deaf, she worked with students in grades seven through nine. Her cooperating teacher demonstrated how hands-on activities could make complex scientific ideas easier to understand. During an electronics unit, the students applied what they had learned to build a miniature amusement park with working rides and attractions. The project showed Gillman how practical experiences could help students connect scientific concepts with real outcomes. It became an important lesson in her own teaching practice. Over the years, she has increasingly used experiments, models, creative assignments, and student presentations to strengthen learning. Rather than relying only on memorization, she encourages students to apply their knowledge by building something, conducting an experiment, developing a model, or explaining a concept to their classmates. Some students may express their understanding through art, while others may be more comfortable preparing presentations or working with materials. Recognizing these different strengths helps create a classroom where students can contribute and learn from one another. Gillman describes her classroom as a community of learners. In this environment, students are encouraged to work together, respect different perspectives, and help one another succeed. The Browning School’s guiding values of dignity, curiosity, purpose, and honesty support this approach. For Gillman, curiosity should never come at the cost of a student’s confidence. Questions should be welcomed, mistakes should become learning opportunities, and every student should feel comfortable participating. Turning Environmental Awareness Into Action As a science teacher and one of the leaders of The Browning School’s K-8 Green Team, Gillman extends learning beyond the classroom. She wants students to understand environmental challenges without feeling overwhelmed by them. Climate change, water shortages, and conservation can seem like enormous problems to young people, but she believes education can help them recognize where their actions matter. A lesson on water shortages demonstrated how classroom discussions can inspire lasting involvement. While teaching sixth-grade students about access to clean water, Gillman introduced the differences between communities that have reliable supplies and those that do not. One student was particularly moved by the issue and later joined the Green Team. Together, the students researched organizations working to improve access to clean water and chose to support Water.org. The school community organized a fundraiser, with students creating posters, sharing information, collecting donations, and encouraging others to participate. Their efforts raised more than $1,000. The experience offered a practical lesson in how research, teamwork, and civic responsibility can come together to address a real-world need. The Green Team has also responded to humanitarian emergencies. Following news that families had lost their homes in Hurricane Melissa, students organized a weeklong fundraiser. They collected donations in the school lobby and concluded the effort with a bake sale. The initiative raised $2,300.32 for Project HOPE and American Friends of Jamaica. For Gillman, the students’ willingness to give their time and energy demonstrated the value of helping young people connect knowledge with compassion. Environmental responsibility is also built into the school’s everyday routines. The Green Team introduces a weekly Green Action, encouraging students and teachers to adopt practical habits such as switching off unused lights, recycling correctly, and using both sides of a sheet of paper. Students create signs to spread these messages and share environmental information with their homerooms and during school assemblies. The team also participates in Central Park cleanups, organizes biodiversity challenges, invites guest speakers, and supports environmental and community causes. These activities show students that meaningful change can begin with small decisions and grow through collective effort. Adapting to Change Without Losing the Human Touch During a teaching career that began in 1982, Gillman has witnessed major changes in classroom technology. Her early teaching relied on a blackboard and chalk. Today, digital tools such as SmartBoards and Chromebooks allow her students to view videos, examine images, organize notes, complete assignments, and collaborate with classmates. She has learned to embrace these tools when they improve understanding and make lessons more accessible. Visual presentations, for example, can help students follow information more clearly, while digital resources allow teachers to respond to questions as they arise. Yet her experience has also reinforced the

Abdulrahman Alonaizan Chief Business Continuity Officer, Arab National Bank Abdulrahman Alonaizan: Building Resilience Into the Future of Banking In modern banking, continuity is no longer simply about keeping operations running during a disruption. It is about preparing organizations to respond with confidence, protect customers, support employees, and recover quickly when unexpected events occur. As financial institutions become more connected to technology, digital services, external partners, and changing customer expectations, business continuity has become a strategic responsibility that reaches far beyond traditional risk management. At Arab National Bank, Abdulrahman Alonaizan, Chief Business Continuity Officer, represents this evolving approach to organizational resilience. His professional journey reflects a clear understanding that continuity must be built into the way an organization operates rather than treated as a response reserved for times of crisis. Through structured planning, collaboration, technology, and a strong focus on preparedness, he works to strengthen the bank’s ability to remain dependable in a changing business environment. His approach brings together operational discipline and forward-thinking. Rather than viewing business continuity as a collection of plans and procedures, Alonaizan focuses on creating a culture in which resilience becomes part of everyday decision-making. Leadership Built on Preparedness and Trust Effective leadership in business continuity requires more than technical knowledge. It requires the ability to bring different teams together around a shared understanding of risk and responsibility. Alonaizan’s leadership style reflects this principle, with an emphasis on communication, accountability, collaboration, and practical preparation. In a banking environment, continuity depends on many functions working together. Technology, operations, cybersecurity, risk, facilities, human resources, communications, and senior management all have important roles to play when disruption occurs. A successful continuity framework therefore cannot operate in isolation. Alonaizan encourages an approach where teams understand not only their individual responsibilities but also how their decisions affect the wider organization. This helps create stronger coordination and reduces uncertainty when rapid action becomes necessary. His perspective can be summed up in a simple principle: “Resilience is not built when a crisis happens. It is built through preparation, awareness, and continuous improvement.” This philosophy also shapes the way he works with people. Instead of relying only on formal processes, effective leadership involves building trust so that employees understand the importance of preparedness and feel confident in their responsibilities. Turning Continuity Into a Strategic Function Business continuity has traditionally been associated with emergency response and recovery planning. Today, its role is much broader. Organizations must consider technology failures, cyber incidents, third-party dependencies, operational interruptions, natural events, regulatory requirements, and other disruptions that can affect critical services. Alonaizan’s work reflects this wider view of resilience. His focus is on understanding the organization’s critical activities, identifying vulnerabilities, establishing appropriate controls, and ensuring that response arrangements remain practical and current. This requires continuous assessment. Business environments change, technology evolves, new services are introduced, and customer expectations develop. A continuity plan that was effective several years ago may not provide the same level of protection today. For that reason, resilience must be treated as an ongoing process. Testing, reviews, exercises, lessons learned, and updates become important tools for strengthening preparedness. Technology also plays an increasingly important role. Digital platforms can improve visibility, communication, monitoring, and response coordination. At the same time, greater digital dependence introduces new risks. Alonaizan’s approach recognizes both sides of this equation by supporting innovation while keeping resilience and risk awareness at the center. Navigating Complexity Through Discipline One of the major challenges in business continuity is that disruption rarely follows a predictable path. A single incident can affect several areas at once, creating operational, technological, financial, and reputational consequences. For financial institutions, the stakes are particularly high. Customers depend on uninterrupted access to essential services, while regulators and stakeholders expect strong controls and reliable governance. This makes preparedness a critical part of maintaining trust. Alonaizan’s work involves addressing this complexity through structure and disciplined planning. Clear priorities, defined responsibilities, tested procedures, and strong communication can help organizations respond more effectively when circumstances change. The journey toward stronger resilience is also marked by milestones that are not always visible from outside the organization. Successful exercises, improved response times, stronger cross-functional coordination, updated plans, and greater employee awareness all contribute to long-term resilience. These achievements demonstrate an important reality about continuity leadership: success is often measured by what does not happen. When preparation works, disruption can be contained before it becomes a larger business problem. Preparing for the Next Generation of Risk Looking ahead, resilience will become increasingly connected to digital transformation. Artificial intelligence, automation, cloud services, data-driven operations, and interconnected platforms are creating new opportunities for financial institutions. They are also creating new dependencies that must be understood and managed. For Alonaizan, the future of continuity involves staying ahead of these changes rather than responding to them after they occur. This means continually examining how new technologies affect critical operations and ensuring that resilience frameworks evolve alongside them. The future also calls for stronger integration between business continuity, operational resilience, cybersecurity, enterprise risk management, and crisis management. These areas cannot be treated as completely separate disciplines when a single event can affect all of them simultaneously. A forward-looking continuity strategy therefore requires both technology and people. Advanced systems can provide valuable support, but effective response still depends on clear leadership, trained employees, strong communication, and timely decisions. Alonaizan’s vision reflects this balance. The objective is not simply to create stronger recovery plans, but to develop an organization that can adapt, respond, and continue serving its stakeholders under changing conditions. Creating Impact Beyond the Organization The importance of business continuity extends beyond internal operations. In banking, resilience supports customers, businesses, employees, partners, and the broader financial ecosystem. When essential banking services remain dependable during difficult circumstances, customers experience greater confidence. Businesses can continue their own operations, employees can remain connected to critical functions, and stakeholders can rely on the institution to fulfill its responsibilities. This wider impact gives continuity leadership a strategic dimension. It is ultimately about protecting trust. Alonaizan’s contribution to this field is

Vincenzo Russi Founder & CEO, Green Living Ltd & Green Living Architecture FZCO Vincenzo Russi: Redefining Sustainable Architecture Through Innovation and Intelligent Design A Vision That Turns Industrial Resources into Modern Architecture When architect Vincenzo Russi founded Green Living Ltd in 2010, he saw an opportunity where others saw a discarded industrial resource. Shipping containers that had completed their role in global logistics could serve a new purpose in architecture, offering a way to rethink construction, reduce material use, and create high-quality living spaces. This idea became the foundation of Green Living Ltd and Green Living Architecture FZCO, two ventures through which Russi has continued to develop a different approach to sustainable building. His vision grew from three connected concerns: the need to reuse existing resources, the rising cost of construction, and the importance of maintaining architectural quality without making well-designed spaces less accessible. Rather than treating container-based construction as a temporary or low-cost alternative, Russi set out to develop it into a complete building system that combines engineering, design, energy efficiency, and environmental responsibility. That approach has developed into an international portfolio spanning Europe and the United Arab Emirates. Green Living reports more than 1,200 projects, over 25,000 square meters of designed space, and 128 completed buildings. These projects reflect an approach that extends beyond the reuse of shipping containers. At its core is the belief that construction can be more resource-conscious without limiting the freedom of architectural design. For Russi, the objective is not simply to build with containers. It is to rethink how buildings are designed, constructed, and operated, making sustainability part of the process from the beginning rather than an additional feature introduced later. Leadership Rooted in Purpose and Practical Results Russi’s leadership is shaped by a clear commitment to turning ideas into working solutions. Green Living’s development reflects a willingness to challenge familiar assumptions about construction while addressing the practical requirements of each project. Instead of changing the company’s identity to follow market preferences, he has focused on demonstrating the value of its approach through completed buildings and technical performance. One example is the Carabinieri station in Ravenna, Italy. The project demonstrates how modular construction can be applied to a public facility with demanding requirements for security, functionality, efficiency, and durability. Its significance lies in showing that a construction method often associated with temporary structures can also serve institutional purposes where reliability and performance are essential. Green Living has also developed commercial structures, including bars and kiosks for Starbucks, designed to retain a recognizable architectural identity across different locations while incorporating energy-autonomy systems. The company’s work now extends to high-end villas in the United Arab Emirates, where the structural potential of shipping containers is combined with contemporary architectural design. These projects reveal a leadership approach that places practical evidence above assumptions. Each application provides an opportunity to demonstrate how the system can respond to different needs, from public infrastructure and commercial spaces to private residences. The common thread is the effort to maintain design quality while making construction more efficient and environmentally responsible. Innovation Beyond the Shipping Container Green Living’s central innovation lies in how it uses shipping containers. Many container-based buildings preserve the original industrial appearance of the structure. Russi has pursued a different direction, treating the container primarily as a structural component that can be integrated into a wider architectural system. This approach requires more than arranging and connecting modules. The entire building envelope must be carefully designed to address insulation, thermal bridges, building systems, comfort, safety, spatial planning, and energy performance. Green Living has developed internal and external insulation solutions that allow the structural module to be concealed within a contemporary design. As a result, the building’s external appearance is not restricted by the shape or look of the original container. The system supports a range of architectural forms, including horizontal and vertical compositions and multistory buildings of up to 10 floors. This flexibility allows projects to respond to their intended use, location, and visual identity rather than forcing every building into the same design. Russi’s approach also brings energy and water systems into the planning process. Photovoltaic panels, battery storage, and technologies that produce drinking water from atmospheric humidity can be incorporated into the building’s overall design. One example is the Eolo system, which, under suitable operating conditions, can produce approximately 300 liters of water per day. The importance of this integration is that sustainability becomes a feature of the entire building rather than a collection of separate additions. Structure, insulation, energy generation, and water production are considered together, helping create buildings with the potential to reduce dependence on external utility networks. Addressing Industry Challenges Through Experience One of the greatest obstacles facing container-based architecture is public perception. The word “container” often brings to mind temporary accommodation, industrial facilities, or basic structures with limited design possibilities. Changing that perception requires more than presenting an attractive concept. It requires completed projects that demonstrate comfort, durability, safety, and architectural quality. Russi has addressed this challenge by expanding Green Living’s work across different building types and countries. Its experience includes public facilities and villas in Italy, hospitality structures in Austria, schools in Italy and the United Kingdom, a university campus in Lithuania, and luxury villas in the United Arab Emirates. The variety of these applications demonstrates the system’s ability to respond to different functional requirements and architectural settings. Technical complexity presents another challenge. Shipping containers were originally designed for transporting goods, not for providing the insulation, indoor comfort, and energy performance expected of modern buildings. Adapting them requires careful engineering and a complete understanding of how the building will function once occupied. Green Living’s emphasis on the building envelope and integrated systems reflects the importance of solving these issues at the design stage. The company has also had to establish its position in the highly competitive UAE real estate market. Rather than relying only on cost as a selling point, Russi has focused on the combination of technology, architectural quality, and sustainability that

Eric Sternberger Media Producer, Infocus Multimedia Eric Sternberger: Where Technology Meets the Human Story Sometimes the most useful lessons in a career happen when things do not go according to plan. For Eric Sternberger, one of those moments came in China in 2001. He had traveled to Yunnan Province on a DAAD scholarship to produce a documentary about indigenous communities. His role was familiar: observe, ask questions, listen, and turn what he found into a story. Then he was unexpectedly cast in a Chinese movie. For someone used to working behind the camera, suddenly becoming the person in front of it was a strange shift. He experienced what it meant to be observed and interpreted by someone else, and the experience changed the way he approached storytelling. Before deciding how a story should be presented, he learned to look at it from different angles and consider how it might feel to the person being represented. That way of thinking has followed him through a career that has changed along with the media industry. Today, as Media Producer at Infocus Multimedia, Sternberger works across storytelling, technology, and creative production. He has seen production methods evolve dramatically and has embraced new tools, including generative AI. But the technology has not changed what interests him most. People still make the story worth telling. Technology can make production faster and open new creative doors, but it cannot replace the human reason for telling a story in the first place. Managing Creativity in the Age of AI Sternberger gives creative people room to think. That approach matters in an industry where new ideas can easily become constrained by deadlines, budgets, established processes, or the assumption that something has always been done a certain way. He is comfortable with a certain amount of friction because someone questioning an idea or suggesting a different approach can be where the better idea begins. Generative AI brought that attitude into sharper focus. When AI began moving quickly into creative industries, there was understandable concern about what it might mean for writers, filmmakers, designers, producers, and other creative professionals. Sternberger did not ignore those concerns, but he also did not want fear to prevent his team from exploring the technology. He encouraged experimentation. Rather than asking whether AI could replace creative people, he focused on how it could help them. Some repetitive work could be reduced, ideas could be explored more quickly, and early concepts could be tested before a production team committed significant time and resources. That gives people more room to concentrate on the decisions that actually shape a story. It also reflects the way Sternberger approaches leadership. He does not need to be the person with every answer. He wants people around him who are willing to challenge an idea, try something different, and learn from the result. Why Empathy Outpaces Algorithms Sternberger approaches generative AI pragmatically. Tools that accelerate brainstorming, planning, and rapid prototyping serve as a “sparring partner,” helping creative teams test ideas and explore possibilities before committing to expensive production decisions. But speed alone does not make a story better. AI can generate images and ideas, yet it lacks the personal experience, empathy, and nuanced judgment that come from years of observing real people and their stories. As content becomes easier to produce, the real challenge is deciding what deserves to be created and whose voice deserves to be heard. For Sternberger, AI can expand the creative process, but the responsibility for making those decisions remains with the people telling the story. From Cardiac Catheters to Captivating TV Sternberger has spent much of his career making subjects accessible without stripping away what makes them interesting. A significant milestone came in 2013, when he received the Science in TV and New Media Award for a program about the development of the first cardiac catheter. It was an achievement that brought together several things central to his work: science, research, communication, and storytelling. Scientific subjects can be difficult to bring to a broad audience because they often involve complex processes and specialist knowledge. The challenge is not simply to explain the subject correctly, but to give people a reason to stay interested. Sternberger understands that distinction. The story behind an invention or discovery often begins with a problem someone was trying to solve. There are people involved, decisions to be made, setbacks to overcome, and consequences that extend far beyond the laboratory. Finding those human elements can make even a highly technical subject understandable and engaging. His documentary background has reinforced that approach. Documentary filmmaking requires patience. It means listening carefully, researching thoroughly, and spending enough time with a subject to understand what is really happening rather than relying on the first impression. It also requires trust, particularly when real people are allowing a filmmaker into their lives. That combination of accuracy and empathy has remained important throughout Sternberger’s work. Impact Through Authentic Representation For Sternberger, the responsibility of a producer starts before production begins. It starts with deciding which stories are worth telling. He looks for projects that create genuine value for the organizations involved while also offering something meaningful to the wider community. Once a project is chosen, the challenge becomes representation: making sure the people and communities at the center of the story are not reduced to convenient characters in someone else’s narrative. Local voices matter because people who live within a community understand its details, history, and challenges in ways an outside production team may not. Bringing those perspectives into the process can make a story more accurate and give it greater credibility. Media has a way of shaping what audiences think they know. A documentary, television program, or other production can influence how people see a community, a scientific development, an industry, or an issue. Sternberger takes that responsibility seriously. A production should work technically, but that is only part of the job. The people appearing in it should feel that their experiences have been treated with honesty and respect.

Jennifer white Author keynote speaker CEO, Jenny White Books incorporated Top Woman Leader in Resilience, Storytelling & Human Transformation — 2026 A Journey Rebuilt Through Resilience For Jennifer White, leadership is not simply about holding a position or building an organization. It is about having the courage to begin again when life changes everything. Her defining moment came in January 2024, when a brain tumor led to surgery that became necessary for her survival. When she awoke from a coma, she could not speak or walk and did not recognize her husband. Her memories appeared to have disappeared, leaving her to face a new reality. Rather than dwell on what she had lost, White chose to move forward. That decision became the foundation of a remarkable new chapter. A woman who had spent more than 33 years serving others as a nurse began using her experiences differently. Writing, speaking, and storytelling became new forms of service, allowing her to share a message centered on hope, resilience, growth, and reinvention. Her own experience became proof that a person can discover new possibilities even after facing profound change. Leadership Rooted in Purpose White’s leadership philosophy is closely connected to service. Her years in healthcare gave her firsthand experience of people facing some of the most difficult moments of their lives. Although her nursing license is now retired, her desire to help others remains central to her work. Through Jenny White Books Incorporated, she has created an organization that gives her the freedom to pursue ideas and share stories on her own terms. The company currently includes several areas of work, including novels, children’s books, keynote speaking, and television hosting. This independent approach reflects her belief that meaningful work does not always have to follow traditional structures. By maintaining control over her publishing work, White can decide what to create, when to release it, and how to develop each part of her platform. Her approach to leadership is therefore less about following established expectations and more about remaining open to possibility. Storytelling With a Purpose White’s medical thriller novels represent an important part of her leadership and creative vision. The stories allow her to express herself while bringing attention to challenges within healthcare systems around the world. Her background in nursing gives these themes a personal foundation. She has seen healthcare from within and understands that the systems people often take for granted can face serious challenges. Among the issues she seeks to highlight are limited budgets, staffing shortages, overcrowding, and workplace violence. Rather than simply presenting these subjects as facts, White uses storytelling to encourage readers to think. She wants audiences to consider whether the events in her novels could happen in real life. That question is central to her creative approach. The goal is not only entertainment, but also awareness and discussion. Her move toward television hosting is expected to expand that reach, creating another platform through which healthcare issues can be explored and brought into wider conversations. Navigating a Changing Publishing Industry The publishing world has presented its own challenges. White recognizes that artificial intelligence is changing the way books can be produced, creating a market where large numbers of machine-generated works can compete with traditionally developed writing. For her, however, writing remains deeply connected to passion and personal expression. She sees the human experience behind authorship as something that cannot simply be replaced by technology. Traditional publishing also presented practical challenges. The process of finding an agent, securing interest, and approaching publishers can take considerable time. White ultimately chose self-publishing because it allowed her to retain control of her work while working within her own budget and timeline. At this stage of her life, she valued the ability to move forward without waiting through a lengthy traditional process. That decision reflects a wider theme in her journey: choosing the path that creates freedom and allows meaningful work to continue. Turning Experience Into Impact White’s influence extends beyond the books themselves. She uses podcasts, discussions, book clubs, speaking engagements, and television to create conversations around healthcare, resilience, and personal transformation. Her book club discussions provide opportunities to connect her fictional work with her real experiences. Her keynote speaking adds another dimension, allowing her to share lessons about hope, reinvention, and resilience with audiences directly. For White, impact is closely connected to helping others through their own struggles. Her experience has strengthened her belief that people can support one another, focus on positive possibilities, and continue growing even after difficult experiences. Her message is particularly relevant because it is based on lived experience rather than theory. She has personally moved from being a patient recovering from brain surgery to becoming a bestselling author, keynote speaker, and television host. That transformation has given her a powerful perspective on what can happen when a person remains open to learning and change. Challenging the Limits of Age and Expectation One of the strongest themes in White’s philosophy is the rejection of limits. She does not believe that reaching a particular age should determine what a person can explore or accomplish. In her 60s, she continues to pursue new opportunities, learn new skills, and enter fields she had never imagined for herself. Her experience has also changed the way she views the expectations society places on people. Rather than accepting assumptions about what life should look like at different stages, she chooses to question them. That mindset has become an important part of her message to others. Her story demonstrates how a major life disruption can also create an opportunity to reconsider old assumptions and discover new directions. Looking Toward New Possibilities White’s future vision is intentionally open. Rather than defining her next chapter through a fixed list of achievements, she wants to continue growing, learning, exploring, and serving. Her expanding work across books, speaking, children’s literature, and television provides several avenues through which that vision can develop. She sees continued growth as an ongoing process rather than a destination. The experience of brain

Steve Schroeder CEO/Founder, Smart Community Technologies Steve Schroeder: Turning Strength, Purpose, and Innovation into a Lifelong Discipline Steve Schroeder’s story is not simply about staying fit at 70. It is about rebuilding strength with purpose and using that discipline to remain curious, productive, and useful. As CEO and Founder of Smart Community Technologies, Schroeder has spent years working at the intersection of technology, innovation, and human needs. His personal journey has added another dimension to that work, showing him that physical health, mental focus, and meaningful service are closely connected. His experience with cardiac arrest forced a difficult reassessment of how he viewed time, health, and purpose. The change did not happen overnight. It came through personal challenges, responsibility, and a growing understanding that strength is not only about what a person can accomplish for themselves, but also about what they can do for others. Today, disciplined training, better nutrition, structured routines, and continuous learning form the foundation of his approach to both life and work. Leadership Built on Discipline and Purpose Schroeder’s leadership philosophy has been shaped as much by personal experience as by his professional career. His daily habits reflect a strong belief in consistency, responsibility, and purpose. Three personal reminders that he keeps through tattoos on his arm capture the principles that guide him: trusting the process, maintaining a disciplined daily routine, and understanding the purpose behind life and work. His approach to leadership follows the same thinking. Rather than depending on short bursts of motivation, Schroeder places value on showing up every day and doing the work. His own routine includes daily reflection, journaling, note-taking, devotion, exercise, and a conscious effort to make better choices. That discipline also extends to his professional life. Technology is changing quickly, and Schroeder continues to engage with areas such as artificial intelligence, machine learning, Bitcoin, NOSTR, Lightning, eCash, and decentralized technology. For him, staying relevant at this stage of life means remaining willing to learn. He sees physical strength as supporting that mental effort. “With a strong body and strong nutrition,” he explains, the pursuit of difficult technologies becomes more manageable, particularly when the goal is to make technology serve people rather than exploit them. Where Physical Discipline Meets Innovation For Schroeder, fitness is not separate from innovation. It provides the energy and focus required to keep learning and making decisions in a demanding technology environment. He trains five days a week, combining heavy weight training with cardio. His routine follows a structured cycle of three training days, one day off, two training days, and another day of recovery. Nutrition is equally important. He follows intermittent fasting, generally eating within an eight-hour window and fasting for 16 hours. He also focuses on nutrients, protein, and recovery to support his training. Technology plays a role throughout this process. Fitness equipment, health research, nutrition knowledge, wearable devices, heart-rate monitoring, and other forms of tracking all help people understand their bodies more effectively. Yet Schroeder believes technology can only go so far. The tools can provide information, but discipline determines what people do with that information. His perspective is especially relevant to healthy aging. Technology can make training and health management more informed, but it cannot replace the personal decision to exercise, eat responsibly, sleep properly, and maintain balance. Challenges That Changed the Direction The greatest milestones in Schroeder’s story are deeply personal. Surviving cardiac arrest changed his understanding of how fragile life can be, but the deeper transformation came later as he faced family responsibilities and was required to care for his son, Gentry. That period shifted his focus from personal achievement toward service. He began to understand health not simply as a personal goal but as a responsibility. His motivation became clear: remaining strong means being able to care for others rather than becoming someone who needs to be cared for. “I want to be a blessing, not a burden,” Schroeder says, describing the principle that now motivates his commitment to health and discipline. The physical comeback has been demanding. Training brings pain and soreness, while maintaining healthy habits requires saying no to easier choices. Yet he considers that struggle valuable because discipline in one area strengthens discipline in others. Today, Schroeder describes himself as stronger and fitter than at any previous stage of his life. More importantly, he believes his physical condition has strengthened his emotional clarity, memory, and ability to focus. Building Technology Around People Schroeder’s professional vision extends beyond technology for its own sake. His work reflects an interest in systems that can create practical value for communities and individuals. This thinking is also visible in his work through Grey Swan Capital and its fundraising model. The company describes its approach as “Fundraising as a Service,” designed to create an ongoing source of support rather than relying only on traditional one-time fundraising activities. Under the model, members can receive access to research, education, consultations, and other services, while a portion of paid membership is directed toward a cause selected by the member. The model is built around the idea that technology and business systems can be structured to create benefits beyond the immediate customer. The company also describes a referral structure in which publications or other partners can receive 10% of net revenue generated from people who use their code, while half of each paid membership is separately directed toward a cause chosen by the member. For Schroeder, such initiatives fit within a broader belief that innovation should have a human purpose. Technology, in his view, becomes most valuable when it helps people make better decisions, build stronger communities, and create sustainable support systems. The Ageless Edge At 70, Schroeder does not define staying young by appearance or by trying to ignore age. Instead, he connects it with staying healthy enough to continue serving others. His definition of an active life includes physical strength, mental curiosity, professional relevance, and a clear reason to get up each morning. That philosophy gives his fitness journey a wider meaning. The

Jean-François Hocquette Director, INRAE Jean-François Hocquette: Advancing Animal Science Through Research, Collaboration, and a Broader Vision of Quality In the evolving world of animal science, meaningful progress depends on research that looks beyond a single question. For Jean-François Hocquette, Director of Exceptional Class Research at INRAE, that belief has shaped a career built around scientific research, international cooperation, consumer understanding, and practical impact. His work has addressed some of the most important questions surrounding animal production, meat quality, sustainability, and the future of food. Employed by INRAE, the French National Institute of Research on Food, Agriculture and Environment, and President of the French Association for Animal Production, Hocquette has taken on a wide range of leadership and research responsibilities throughout his career. His professional journey has included leading a research team, directing the Herbivore Research Unit, contributing to INRAE’s international relations, and serving as President of the Cattle commission of the European Federation of Animal Science (EAAP). He has also represented France in international scientific organizations and evaluated approximately 70 research units across research institutes, universities, and higher education institutions when he has been working for the High Council for Evaluation of Research and Higher Education. Leadership Built Around Scientific Responsibility Hocquette’s leadership journey has developed through responsibility, collaboration, and service to the wider scientific community. Rather than viewing leadership as a position alone, his career reflects an approach centered on creating opportunities for research, connecting experts, and bringing scientific knowledge into wider discussions. International engagement has been a major part of that journey. He France in organizations including the European Federation of Animal Sciences (EAAP) and the International Meat Research 3G Foundation. His ability to connect scientific communities has also been evident through his involvement in major international meetings. Among the most significant milestones was his role in organizing the World Congress of Animal Science in 2023 (i.e. the annual EAAP meeting combined with the congress of the World Association for Animal Production). The event brought together more than 2,200 delegates from around 66 countries and represented a major achievement in his professional career. Earlier initiatives included international workshops and conferences that brought together scientists, industry professionals, and researchers from numerous countries. This experience has reinforced a leadership philosophy based on cooperation. Scientific progress, in his view, benefits from bringing different disciplines, institutions, countries, and perspectives into the same conversation. Looking Beyond Traditional Boundaries One of Hocquette’s most notable areas of research has been the debate surrounding cultured meat. As an expert in animal production and meat production, he was increasingly asked by policymakers and journalists to provide scientific perspectives on this emerging technology. Instead of approaching the subject from a narrow industry perspective, he focused on understanding how consumers viewed cultured meat. Together with colleagues, he conducted an international consumer survey covering several European countries, Brazil, China, and countries across Africa and the Arab world. With more than 20,000 respondents, the research became the largest international survey of its kind on consumer perceptions of cultured meat at the time, as described in the questionnaire. The work also placed Hocquette among the main researchers publishing scientific research specifically on cultured meat. His approach demonstrated the value of combining scientific research with consumer and social perspectives when examining new technologies. The One Quality Approach The future of animal production presents complex questions involving ethics, environmental concerns, nutrition, consumer expectations, and production systems. Hocquette has responded to these challenges by developing research around the multifaceted nature of quality. Together with colleagues, he developed the “One Quality” framework. Initially focused on eating quality, the concept was later expanded through the EU-funded INTAQT project. The framework considers quality through several dimensions, including nutrition, taste, ethics, and environmental attributes. Rather than treating these factors separately, the approach uses a multiscoring system to create a broader assessment of the overall quality of animal products and their production systems. This reflects an important element of Hocquette’s research philosophy: quality cannot be understood through one measurement alone. Consumers, producers, researchers, and society may all view quality differently, making a broader framework essential for meaningful assessment. Turning Research Into Industry Impact For Hocquette, research gains greater value when it can move beyond academic publications and contribute to real-world systems. His work on meat quality provides a strong example. Building on international collaboration and approaches developed in Australia, he contributed to the development of a European meat grading system similar to the Australian MSA approach to predict beef eating quality by combining tenderness, flavor, juiciness and overall liking. The work involved French meat companies, European partners, PhD students, and international collaborators. The research contributed to the launch of the Meat 3G, or Global Guaranteed Grading, system at the European level. It also supported the development of OR ROUGE, a premium beef brand launched by Beauvallet. The research has further influenced official guidelines of the United Nations Economic Commission for Europe concerning meat trade. INRAE also recognized the work for its socioeconomic impacts through the ASIRPA method. The continuing connection with industry remains important. Hocquette regularly presents research findings to breeders, butchers, processors, restaurateurs, distributors, consumers, and other stakeholders within the beef sector. This ongoing exchange helps ensure that scientific findings remain connected to practical needs. A Career Marked by Recognition Hocquette’s research record includes more than 300 scientific articles, including highly cited research on cultured meat and review work covering areas such as beef health value, intramuscular characteristics, and approaches for predicting eating quality. His work has also received international recognition. Among the honors listed in his profile are the American Society of Animal Science Meats Research Award in 2021 and the Animal Growth and Development Award in 2014, along with the American Meat Science Association Distinguished Research Award in 2026. He also received the EAAP Distinguished Service Award in 2025 and other scientist and lifetime achievement recognitions. He is a member of the French Academy of Agriculture and the French Meat Academy. These milestones reflect a long-term contribution to animal science, with research spanning scientific discovery, international

Dr. Sunitha Kshatriya Founder & Director of ATI Global (Aspire, Transpire, Inspire LLC) Building Bridges Between Leadership, Entrepreneurship and Innovation Across Canada, the UAE, Saudi Arabia, India and a growing network of global collaborations, Dr. Sunitha Kshatriya has built her career around one enduring idea: potential flourishes when people are connected to the right knowledge, relationships, capital and opportunities. Leadership Rooted in Purpose and People For Dr. Kshatriya, leadership begins with values rather than titles. Integrity, empathy, purpose and long-term relationships form the foundation of how she leads people and builds partnerships. Her work across academia, industry, government and entrepreneurship has reinforced a simple conviction: leadership is not about possessing every answer; it is about bringing the right people together, asking better questions and creating conditions in which others can succeed. That philosophy was shaped early in Canada. After relocating there in 2008, she saw highly qualified immigrant women struggle to rebuild their professional identities because their experience and transferable skills were not readily recognised. She responded by developing an empowerment programme for women aged 35 to 50 through Skills for Change. The initiative received support through Status of Women Canada and became a turning point in her journey, later informing her TEDx talk, academic research, books on empowerment and her first not-for-profit initiative, eCAFE. “Leadership is about creating environments where other people can succeed.” Innovation With a Human Purpose Innovation is central to ATI Global, but Dr. Kshatriya does not treat technology as a complete answer. Artificial intelligence, blockchain, sustainability and digital transformation are reshaping how organisations operate; their value, she argues, depends on whether they solve meaningful human problems and are applied with ethics, imagination and purpose. This belief deepened in 2018, when the UAE Ministry of Higher Education selected her from among 200 faculty members for a fully funded programme at Stanford University’s d.school. Design thinking gave formal language to an approach she had already begun to practise: start with empathy, understand the people behind the problem and then move from insight to experimentation and action. ATI Global carries this human-centred approach into its work by connecting entrepreneurs with investors, mentors, universities, governments, corporations and markets. The aim is not simply to produce more ideas, but to help promising ideas acquire the support, discipline and pathways required to become sustainable ventures. From Institution Builder to Global Ecosystem Architect At the American University in Dubai, Dr. Kshatriya helped build the Entrepreneurship and Innovation Center from the ground up. Over six years, the ecosystem supported more than 500 startup ideas and ventures, delivered over 350 workshops, enabled 73+ startup trade licences and connected entrepreneurs with a network of more than 150 mentors. It also facilitated funding pathways exceeding AED 500,000 and developed extensive partnerships across the wider innovation community. The centre’s structured pathway—spanning foundation, mindset, ideation, incubation, acceleration and partner programmes—reflected her belief that entrepreneurship support must extend beyond isolated workshops. Founders need a coherent journey from understanding a problem to testing an idea, building capability, accessing markets and becoming investment-ready. Her regional work also included designing entrepreneurship programmes with PwC Academy Middle East for Saudi Arabia, linking entrepreneurship education with workforce transformation. These experiences strengthened her capacity to translate ideas across cultures and to convene education, industry, government, investors and founders around shared outcomes. ATI Global: Aspire, Transpire, Inspire After leaving the American University in Dubai in December 2025, Dr. Kshatriya founded Aspire, Transpire, Inspire LLC—ATI Global—in February 2026. Based in the UAE and building international corridors across the GCC, India, North America and beyond, the organisation represents the natural convergence of nearly two decades of work in education, research, entrepreneurship and ecosystem development. Its name captures the journey she seeks to enable: aspire to a larger possibility, transpire through disciplined action and lived experience, and inspire others through impact. ATI Global’s methodology combines design thinking, entrepreneurial ecosystems, experiential learning, strategic partnerships and human-centred leadership. Together, these elements connect talent, knowledge, capital, technology and opportunity rather than treating any one of them as sufficient on its own. “The greatest breakthroughs rarely begin with technology; they begin with understanding people.” Turning Reinvention Into Strength Some of the most defining milestones in Dr. Kshatriya’s career began as disruption. Moving from India to Canada required rebuilding her professional identity. Returning to Dubai opened a new chapter in higher education and ecosystem building. The later transition from institutional leadership to entrepreneurship brought her experience in corporate life, research, teaching, mentorship and innovation into one global platform. These transitions taught her that a single approach cannot work in every country, market or institution. Adaptability, cultural intelligence and the willingness to learn continuously are essential. They also reinforced two principles that shape her leadership today: resilience matters more than perfection, and relationships matter more than titles. A Vision for the Next Generation Dr. Kshatriya expects the next decade to demand a more integrated form of capability. Technical knowledge will remain important, but it will need to be complemented by curiosity, creative confidence, systems thinking, emotional intelligence, ethical judgement, resilience and the ability to collaborate across cultures and disciplines. She encourages emerging leaders not to wait until they feel completely prepared. Progress often comes through action: testing assumptions, inviting feedback, learning from failure and adjusting with humility. Her practical guidance is direct—remain curious, embrace uncertainty, build relationships before you need them, never stop learning and help others succeed. “The future belongs to organisations that learn faster than the pace of change.” Impact Measured in People For Dr. Kshatriya, awards and milestones matter most when they reflect the growth of others. The deeper reward is seeing students, founders and professionals gain confidence, launch ventures and redirect their lives because a mentor, programme or partnership made opportunity visible. The recognition of Global Visionary Leadership Excellence in Entrepreneurship and Innovation – 2026 reflects the breadth of that contribution. More importantly, it honours a leadership journey grounded in a lasting principle: meaningful success is created when innovation opens doors for people, strengthens communities and enables opportunity to extend