Spotlight

Kenneth Carnesi, Sr. Chief Operating Officer & Director of Government Sales Kenneth Carnesi Sr.: Building Strong Foundations for Lasting Success Some careers are defined by titles, while others are defined by the ability to rebuild, adapt, and move forward. Kenneth Carnesi Sr., Chief Operating Officer and Director of Government Sales at Anaptyx LLC, belongs firmly in the second category. His professional journey spans law, international consulting, government contracting, technology, and business leadership, but the thread connecting every chapter is resilience. Rather than measuring success by credentials alone, Carnesi reflects on the defining moments that challenged him the most. Those experiences shaped a leadership style rooted in preparation, discipline, and steady execution. They taught him that lasting organizations are not built during periods of comfort but through consistent work that prepares them for uncertainty. Today, at Anaptyx LLC, he brings decades of legal expertise, regulatory knowledge, and operational leadership to an organization that has become a trusted provider of managed Wi-Fi and technology solutions for hospitality, government agencies, homeowners’ associations, and multi-dwelling communities. His approach is clear: build systems that continue to perform even when circumstances become unpredictable. As he explains, “Rebuilding isn’t a single decision; it’s a sequence of small, unglamorous ones, repeated until they add up to something.” That philosophy has become the foundation of both his leadership and the company’s continued growth. Leading Through Preparation, Not Reaction Carnesi believes leadership is less about making dramatic decisions and more about building reliable systems long before they are needed. While many organizations focus on visible achievements, he concentrates on the infrastructure that quietly supports long-term success. One of the clearest examples came through his decision to pursue a long-term government contracting strategy for Anaptyx. Drawing on years of legal and regulatory experience, he helped establish the compliance framework necessary to secure a twenty-year GSA Schedule 70 IT contract. The process demanded patience, careful planning, and a willingness to invest years of work before seeing measurable results. For Carnesi, leadership means embracing responsibilities that may never receive public attention but ultimately determine whether an organization succeeds under pressure. That same philosophy proved invaluable during the COVID-19 pandemic. As hospitality businesses faced unprecedented disruption, Anaptyx quickly shifted to remote operations, introduced proprietary remote network monitoring, and maintained uninterrupted service for clients. Just as importantly, the company preserved every employee’s position by making thoughtful use of available federal relief programs. Looking back, Carnesi sees both achievements as expressions of the same principle. “Vision is demonstrated by the decision to build the infrastructure that enables the organization to keep functioning when the environment around it stops cooperating.” Turning Compliance Into Competitive Strength Many companies view regulatory compliance as an obligation. Carnesi sees it as an opportunity. His legal background gives him a unique perspective on government contracting, where success depends on understanding complex procurement rules, evolving regulations, and strict operational standards. Instead of treating compliance as an administrative requirement, he integrates it into every aspect of business planning. Under his leadership, Anaptyx regularly conducts SWOT analyses, continuously reviews changing regulations, and places equal importance on operational reliability and legal accountability. This disciplined approach allows the company to pursue government opportunities with confidence while maintaining high service standards across every market it serves. The same mindset extends to customer support. Rather than waiting for problems to emerge, Anaptyx emphasizes continuous monitoring, proactive maintenance, and around-the-clock assistance. For clients whose operations depend on uninterrupted connectivity, reliability is not simply a service feature but an essential business requirement. Carnesi believes resilience is never created during a crisis. It is built through consistent preparation long before challenges arise. Innovation That Solves Real Problems For Carnesi, innovation does not always require groundbreaking technology. Sometimes it comes from simplifying complexity. Recognizing that many hospitality properties and government organizations were managing multiple technology vendors for interconnected services, Anaptyx introduced Anaptyx Beyond Wi-Fi™, a comprehensive service platform that combines managed Wi-Fi, integrated television services, cybersecurity protection, and security camera systems under a single provider. The idea focused less on adding new features and more on making technology easier for customers to manage. “Our clients didn’t actually want more Wi-Fi features. They wanted fewer vendors and one phone number to call.” The strategy reflected Carnesi’s practical understanding of customer needs. By reducing operational complexity, Anaptyx strengthened both client relationships and service quality. The platform’s success earned national recognition as the 2026 Best Managed Wi-Fi Platform in the United States. Equally important is his commitment to continuous learning. Even after decades of leadership, Carnesi continues studying emerging technologies, including artificial intelligence, believing that leaders should never expect others to learn what they are unwilling to learn themselves. His perspective is simple: professional growth should remain a lifelong commitment, regardless of experience or seniority. Building an Organization That Endures Throughout his career, Carnesi has consistently focused on creating organizations capable of lasting beyond immediate success. At Anaptyx, this means expanding government partnerships while strengthening regulatory capabilities ahead of future growth. Rather than reacting to changing expectations, he believes businesses should anticipate them and prepare accordingly. His long-term priorities also extend beyond the company itself. As the author of numerous business guidebooks covering topics such as SWOT analysis, business metrics, and operational planning, he shares practical knowledge developed through years of experience. These publications are intended to help entrepreneurs and business leaders build stronger organizations using proven operational principles. His writing reflects the same purpose that guides his leadership: helping others create systems that remain effective under pressure. Looking ahead, Carnesi continues working on new publications while supporting Anaptyx’s expanding presence in government technology services. Despite an accomplished career, he approaches every new challenge with the mindset of someone still eager to learn. “The credentials and the awards are nice to have. They’re not the point. The point is to stay useful and stay in motion.” Leadership Rooted in Character Although Carnesi has received numerous professional honors throughout his career, including industry awards, leadership recognition, and published author accolades, the recognition he values most reflects

Gurpreet Singh CTO & AI Strategy Consultant India’s Top AI Strategy & Enterprise Technology Leader – 2026 Turning Technology Into Measurable Business Impact Artificial intelligence has become one of the most talked-about technologies in the world. Yet for many organizations, the biggest challenge is not understanding their potential. It is knowing how to turn that potential into measurable business results. Between ambitious ideas and successful implementation lies a gap that only a few technology leaders know how to bridge. Gurpreet Singh has built his career by helping organizations close that gap. As a CTO and AI Strategy Consultant, Gurpreet Singh has worked across industries including healthcare, aviation, telecommunications, e-commerce, climate technology, enterprise platforms, and the public sector. Throughout this journey, he has developed a reputation for looking beyond technology trends to focus on what truly matters: solving business problems, improving operations, and helping organizations create sustainable value. Rather than viewing artificial intelligence as a standalone solution, he believes it should be part of a much larger transformation strategy. His work centers on helping leadership teams identify practical opportunities, build responsible operating models, and create systems that deliver long-term impact. This balanced approach has positioned him as a trusted advisor for organizations navigating digital transformation in an increasingly complex business environment. His journey reflects years of learning across startups and large enterprises, where every challenge became an opportunity to understand how technology, leadership, and business strategy intersect. Those experiences continue to shape his work today. “I have always believed that technology becomes valuable only when it solves meaningful business problems,” he says. “The goal is not simply to introduce AI. It is to create outcomes that organizations can measure, sustain, and build upon.” Building a Foundation Through Experience Every leader’s perspective is shaped by the environments that influence them early in life. For Gurpreet Singh, those influences began in Delhi, where he grew up in a middle-class family that placed great importance on education, discipline, and responsibility. His father served with Northern Railways as a Central Government employee, while his mother managed the family with unwavering dedication. Together, they created an environment where consistency mattered more than shortcuts and where success was measured by contribution rather than recognition. These values stayed with him as he entered the technology industry. Early roles exposed him to enterprise systems, operational challenges, customer expectations, and rapidly changing business environments. Working across diverse sectors helped him realize that technology is rarely the biggest challenge. Instead, organizations often struggle to align technology with business priorities, people, and long-term goals. Experience in both multinational enterprises and fast-growing startups further broadened his perspective. Large organizations taught him the importance of governance, structured execution, scalability, and stakeholder alignment. Startups introduced him to agility, ownership, and the ability to deliver results despite limited resources. Together, these experiences helped shape a leadership philosophy that combines strategic thinking with practical execution. Leadership Rooted in Clarity and Trust Leadership, in Gurpreet Singh’s view, is less about directing teams and more about creating clarity. Whether advising executives or leading transformation initiatives, he believes people perform best when they understand both the purpose of change and the outcomes they are working toward. His management style emphasizes collaboration, transparency, and accountability. Rather than imposing technology solutions, he works closely with leadership teams, business stakeholders, engineers, and product managers to develop strategies that everyone can support. Years of working across industries have reinforced one important lesson: successful transformation depends as much on people as it does on technology. “Transformation is not a presentation or a roadmap,” he explains. “It is a change journey that requires trust, patience, systems thinking, and the ability to translate between business ambition and technical reality.” This philosophy allows him to serve as a bridge between executives focused on business growth and technical teams responsible for implementation. By translating strategic objectives into practical execution plans, he helps organizations move with confidence instead of uncertainty. His approach also encourages continuous learning. Technology evolves rapidly, and organizations must remain adaptable without losing sight of long-term objectives. Building teams that embrace learning, collaboration, and responsible innovation has become one of the defining characteristics of his leadership. Driving Innovation With Purpose Innovation often fails when organizations begin with technology instead of business needs. Gurpreet Singh believes the opposite approach delivers stronger results. Instead of asking which AI tool should be implemented, he begins by asking what business problem needs to be solved. This simple shift changes the entire direction of transformation efforts. His consulting engagements typically start with understanding organizational objectives, operational workflows, data maturity, governance structures, and customer expectations. Only after gaining this understanding does technology become part of the conversation. This outcome-first strategy has helped organizations avoid costly experimentation while identifying high-value opportunities where artificial intelligence can deliver measurable improvements. “The future belongs to organizations that combine strategic clarity with execution discipline,” he says. “AI should never be adopted simply because it is available. It should be implemented because it creates measurable value.” His innovation framework extends well beyond technology selection. It includes data readiness, operating models, governance, product thinking, change management, user adoption, and long-term scalability. Each component plays an important role in ensuring AI initiatives continue creating value long after deployment. Rather than encouraging organizations to pursue large, complex transformation programs immediately, he often recommends focused pilot initiatives. These pilots demonstrate measurable business value while allowing organizations to build confidence before expanding implementation. This measured approach reduces risk while creating momentum for broader digital transformation. Across industries, he has supported initiatives involving healthcare operations, climate data platforms, enterprise modernization, intelligent workflows, customer experience improvements, and decision support systems. Despite their differences, these projects share one common objective: helping organizations make better decisions through practical, responsible technology adoption. Closing the Gap Between Vision and Execution One of the defining themes throughout Gurpreet Singh’s career has been helping organizations overcome the gap between ambition and execution. Many businesses recognize the opportunities presented by artificial intelligence, automation, and digital platforms. Yet enthusiasm alone rarely produces successful

Ash Pachauri Director of POP Movement Ash Pachauri: Empowering a Generation to Lead Climate Action Through Purpose, Education, and Hope In a world where conversations about climate change have become increasingly urgent, few leaders have dedicated themselves to transforming awareness into meaningful action as consistently as Ash Pachauri. As Director of POP Movement, he has spent the last decade building a global platform that empowers young people to become leaders, innovators, and changemakers in their own communities. While many organizations focus on sharing information, Ash has focused on something equally important: helping people believe that they can make a difference. His journey reflects a commitment to creating opportunities for individuals to move beyond understanding global challenges and toward taking practical action. Through mentorship, education, leadership development, and community engagement, he has helped cultivate a generation of young leaders prepared to address some of the most pressing issues facing society today. Under his leadership, the POP Movement has grown from an ambitious idea into an international initiative that connects youth, educators, mentors, and communities across different regions and cultures. The organization’s work extends beyond climate awareness, emphasizing resilience, wellbeing, leadership, and the development of practical skills needed to create lasting change. For Ash, leadership has never been about personal recognition. Instead, it has always been about building systems and opportunities that allow others to thrive. This philosophy has guided every stage of his professional journey and continues to shape the future direction of the POP Movement. A Journey Shaped by Purpose Ash’s path toward climate action and youth leadership was influenced by a deep understanding of the interconnected challenges facing humanity. Growing up surrounded by discussions on sustainability, health, and development, he gained early exposure to issues that impact communities around the world. However, knowledge alone did not define his career. The defining realization came when he recognized that awareness, while important, is not enough to create meaningful progress. Throughout his experiences, he observed that many people understood the challenges facing society but often struggled to identify their role in addressing them. This gap between awareness and action became a central focus of his work. The founding of the POP Movement in 2016 marked a turning point. What started as an effort to inspire climate action soon evolved into a much broader mission centered on empowering people to become leaders in their own right. Over the years, working closely with students, educators, community leaders, and global partners reinforced a belief that meaningful change happens when individuals are given the tools, confidence, and support needed to take ownership of solutions. This philosophy remains at the heart of everything he does today. Building a Leadership Model Centered on Empowerment One of the defining characteristics of Ash’s leadership style is his focus on empowerment rather than direction. Instead of positioning himself as the sole source of answers, he creates environments where people can learn, contribute, and lead together. This collaborative approach has allowed the POP Movement to build a strong network of mentors and youth leaders who actively support one another. Ash believes that sustainable progress comes from investing in people rather than simply delivering projects. As a result, leadership development is embedded into every aspect of the organization’s work. His management philosophy encourages participation, shared responsibility, and continuous learning. Team members and participants are encouraged to bring their own ideas, experiences, and perspectives to the table. This approach has proven particularly effective when working with young people. Rather than treating youth as future leaders, Ash believes they should be recognized as leaders today. By creating opportunities for young individuals to take ownership of initiatives, develop solutions, and collaborate with experienced mentors, the organization has built a culture where leadership is practiced rather than simply discussed. This commitment to empowerment has enabled the POP Movement to create impact that extends far beyond individual programs. Turning Vision into Action The growth of the POP Movement stands as one of the strongest reflections of Ash’s leadership vision. What began as a climate-focused initiative has developed into a global platform dedicated to education, mentorship, resilience, and youth leadership. The organization’s evolution reflects a broader understanding that addressing complex challenges requires more than technical knowledge. According to Ash, solving global issues demands a combination of education, human connection, emotional resilience, and leadership development. This belief has influenced the design of programs and initiatives across the organization. By creating opportunities for individuals to learn, collaborate, and take meaningful action, the POP Movement has helped bridge the gap between understanding a problem and becoming part of the solution. Its growing international network demonstrates how local action can contribute to broader global impact. At every stage of the organization’s development, the emphasis has remained clear: empower people, strengthen communities, and create pathways for long-term change. Innovation with a Human Focus Innovation plays a central role in Ash’s work, but his approach extends beyond technology alone. For him, innovation is about finding better ways to support people and create meaningful engagement. One of the most notable examples of this philosophy is POPPix, an initiative that emerged from the recognition that information by itself is often insufficient to sustain long-term involvement. While educational resources are important, people also need guidance, encouragement, and emotional support to remain engaged in addressing complex global challenges. POPPix was developed to address this need by combining climate education, mentorship, emotional wellbeing, and personalized support within a single platform. This innovative approach reflects Ash’s understanding that lasting engagement requires more than facts and data. It requires helping individuals build confidence, resilience, and a sense of purpose. The initiative has expanded the organization’s ability to reach people in scalable and personalized ways while maintaining a strong focus on human connection. Equally significant has been the organization’s commitment to intergenerational leadership. Rather than separating youth and experienced professionals into different groups, Ash has championed a model where learning flows in both directions. Young people gain guidance from mentors, while mentors benefit from fresh perspectives, creativity, and new ideas. This exchange

Joan Gillman Lower & Middle School Science Teacher at The Browning School Joan Gillman’s Enduring Impact on Science Learning and Student Empowerment In classrooms where curiosity is nurtured and ideas are allowed to take shape through exploration, Joan Gillman has spent more than four decades quietly shaping the future. As a Lower and Middle School Science Teacher at The Browning School, her journey reflects a deep commitment to education that goes far beyond textbooks and lesson plans. It is a story rooted in early fascination, strengthened through experience, and elevated by a clear vision of what learning can and should be. From childhood experiments conducted in a bathroom to carefully measuring snowfall in her yard, Gillman’s connection with science began long before she entered a classroom as an educator. These early moments were not isolated childhood memories. They became the foundation of a teaching philosophy that values observation, creativity, and hands-on engagement. Today, her work continues to influence not only how students learn science but also how they see their role in the world. Recognized as the “Most Dynamic Woman Leader in Education of the Year 2026,” Gillman represents a model of leadership that blends experience with adaptability. Her impact lies not only in academic achievement but in her ability to inspire confidence, curiosity, and responsibility in her students. Through her work, she demonstrates that education is not simply about knowledge transfer. It is about shaping individuals who are capable of thinking independently, acting responsibly, and contributing meaningfully to society. A Leadership Philosophy Rooted in Inclusion and Curiosity Joan Gillman’s leadership philosophy is grounded in a simple yet powerful belief: every child deserves the opportunity to shine. This principle has guided her approach since her earliest experiences in teaching, where she first discovered the importance of inclusion and encouragement. During her high school years, she volunteered in educational and community settings, working with young students in classrooms, playgrounds, and swimming programs. These early roles revealed her natural ability to connect with children of varying abilities and backgrounds. She recalls how meaningful it was to help children overcome fear, build confidence, and feel included. Those experiences shaped her understanding of what effective teaching looks like. “I believe it is important to give each child an opportunity to shine,” she has often emphasized. This belief continues to define her classroom environment today. Her approach rejects the idea of a one-size-fits-all method in education. Instead, she focuses on understanding each student’s unique strengths and challenges. Whether a student excels in artistic expression, analytical thinking, or communication, Gillman ensures that those abilities are recognized and integrated into the learning process. She also places strong emphasis on creating a safe and respectful environment. In her classroom, students are encouraged to ask questions without fear of embarrassment. Respect, dignity, curiosity, and honesty are not just values discussed in theory. They are actively practiced in daily interactions. Gillman views her classroom as a community of learners. Students collaborate, support one another, and contribute to shared goals. This sense of community fosters both academic growth and emotional development. It also prepares students for real-world collaboration, where diverse perspectives and teamwork are essential. Innovation Through Hands-On Learning and Interdisciplinary Thinking Innovation in Joan Gillman’s classroom does not rely on complex technology or abstract theories. Instead, it is rooted in practical, hands-on learning experiences that make science tangible and engaging. Her approach was significantly influenced by her early teaching experiences, including her work with profoundly deaf students. In that setting, she witnessed the power of experiential learning. Complex scientific concepts became accessible when students were able to interact directly with materials and processes. This insight became a cornerstone of her teaching strategy. “I learned to include hands-on learning with my students,” she explains, reflecting on how those early experiences shaped her methods. Today, her classroom is filled with activities that encourage experimentation, observation, and critical thinking. Students do not simply learn about scientific principles. They apply them through projects, collaborative exercises, and real-world problem-solving scenarios. Gillman also integrates interdisciplinary learning into her curriculum. She believes that subjects should not be taught in isolation. Instead, connections between science, mathematics, language, and the arts should be emphasized. “In my science classes, not only do the students learn science skills, but I also incorporate all of the other academic subjects into the lessons,” she notes. “In this way, learning doesn’t take place in isolation and the students see the connection between all of the disciplines.” This approach reflects how knowledge is applied in real life, where challenges rarely fit neatly into a single subject area. By encouraging students to think across disciplines, she prepares them for complex problem-solving in the future. Her leadership also extends beyond the classroom through her involvement in environmental initiatives. As a leader of the school’s Green Team, she has created opportunities for students to engage with real-world issues such as climate change, conservation, and sustainability. These initiatives combine academic learning with practical action, reinforcing the idea that knowledge can drive meaningful change. Challenges, Adaptation, and Defining Milestones A career spanning more than 40 years inevitably includes moments of change and challenge. For Joan Gillman, these experiences have not only tested her adaptability but have also strengthened her effectiveness as an educator. One notable transition occurred when she began teaching younger students after years of working with older age groups. Adjusting her teaching style to meet the needs of second-grade students required creativity and flexibility. However, this shift ultimately became one of the most rewarding phases of her career. She embraced the challenge by developing age-appropriate curricula that maintained the same level of engagement and intellectual stimulation. Over time, she discovered a deep appreciation for teaching younger students and became increasingly motivated to create exciting and meaningful learning experiences for them. Looking ahead, she continues to evolve. With plans to include kindergarten students in her teaching responsibilities, she is once again preparing to adapt her methods to meet new developmental needs. This willingness to embrace change reflects her

Lisa S. Stump EVP, Chief Digital Information Officer at Mount Sinai Health System Lisa S. Stump: Designing the Digital Future of Healthcare With Purpose and Precision Healthcare is one of the most complex industries in the world. Every decision carries high stakes, and every process directly affects patient outcomes. For Lisa S. Stump, EVP and Chief Digital Information Officer at Mount Sinai Health System, this reality has shaped her entire career. Her journey began not in a boardroom but at the bedside, where she witnessed firsthand how systems, processes, and technology could influence patient safety. Early in her career as a clinical pharmacist within a health system, medication orders were handwritten, and safety depended largely on human vigilance. Nurses, pharmacists, and physicians relied heavily on manual checks and memory to prevent errors. While these practices reflected the dedication of healthcare professionals, Stump believed that the system itself could be designed to better support them. She saw the potential for technology to reduce risk and improve care. A pivotal moment early in her leadership journey reinforced that belief. After a routine computer upgrade at her organization, the team noticed a sudden rise in near-miss medication events. Instead of treating the issue as a simple technical glitch, Stump approached it as a clinical problem. As Director of Pharmacy at the time, she gathered a small team and visited patient care units to observe how work was actually being done. What they discovered revealed a deeper issue. Clinicians often had to read information on one screen, write it down manually, and then enter it into another system. The process slowed decision-making and increased the risk of errors. The experience reinforced an important lesson that would shape her leadership philosophy for years to come. The most valuable insights often come from the front lines, and meaningful technology transformation begins by understanding the real challenges clinicians face. Today, as the digital leader for Mount Sinai Health System, Stump remains guided by that same perspective. Her work focuses on building systems that make healthcare safer, simpler, and more effective for clinicians and patients alike. She believes that when technology reduces complexity and cognitive burden, it directly improves safety, care quality, and the experience of everyone involved. Leadership Rooted in Clinical Understanding Stump’s leadership philosophy is grounded in a deep understanding of clinical environments. Having worked directly in patient care early in her career, she approaches digital transformation not as a technical exercise but as a clinical and operational responsibility. She believes that successful healthcare technology initiatives must start with empathy for the people who use them every day. Clinicians operate in fast-paced, high-pressure environments where every second matters. Technology must support their work rather than slow it down. One of the most important lessons she learned early in her leadership journey was the value of observation and listening. By engaging with nurses, physicians, pharmacists, and other frontline professionals, she developed a clear understanding of where technology created friction and where it could remove barriers. That approach has remained central to her leadership style. Rather than designing solutions in isolation, Stump focuses on interdisciplinary collaboration. Clinical experts, technologists, operational leaders, and administrators work together to translate real-world needs into scalable digital solutions. Her philosophy also reflects a broader view of healthcare safety. In her view, safety and experience are closely connected. When clinicians must navigate complicated systems or duplicate work across multiple platforms, the risk of errors increases. By simplifying processes and reducing unnecessary steps, organizations can improve both safety and efficiency. This mindset helped guide the creation of a Clinical Informatics department during her earlier leadership roles. The goal was to bridge the gap between clinical care and information technology by bringing together professionals who could understand both worlds. That effort laid the foundation for many of the large-scale digital transformation initiatives she would lead in the years that followed. Building A Unified Digital Foundation One of the most significant initiatives of Stump’s career was leading the implementation of an enterprise-wide electronic medical record system. At the time, Mount Sinai Health System operated with multiple record systems across hospitals and medical groups. Some locations still relied on paper documentation. While individual sites had developed systems that worked for their local needs, the lack of standardization created fragmentation across the broader health system. Information did not always move easily between facilities, and clinicians often lacked a complete view of patient records. The transition to a unified electronic medical record platform required more than technical execution. It demanded alignment across a complex organization with many stakeholders and perspectives. Stump recognized that success would depend on building a shared vision. She focused on communicating how a common digital platform could improve patient care, enable safer transitions between providers, and create a stronger foundation for data-driven improvement. Listening played an important role in that process. Clinicians and administrators across the system were invited to share their concerns, expectations, and insights. Transparent governance structures helped ensure that decisions were made collaboratively and aligned with the broader mission of the organization. Another key element of the strategy was breaking the project into achievable phases. Rather than approaching the transformation as a single massive undertaking, the work was structured into milestones that teams could complete step by step. An early mentor once offered Stump a piece of advice that continues to guide her work today: moving a mountain requires moving one shovel of dirt at a time. That philosophy helped sustain momentum during one of the most complex digital transformations in the health system’s history. The result was not simply a new technology platform but a stronger foundation for coordinated care, improved data insights, and future innovation. Navigating The Complex Challenges Of Digital Health Healthcare organizations today face rapid technological change, increasing data complexity, and rising expectations from patients and clinicians alike. For Stump, the challenges of digital health extend far beyond the technology itself. One of the most critical issues is the quality and reliability of healthcare data. High-quality data is

Juan Intan Kanggrawan World’s Most Influential Leader in AI Policy & Digital Transformation – 2026 Juan Intan Kanggrawan World’s Most Influential Leader in AI Policy & Digital Transformation – 2026 In an age when digital transformation is shaping economies, societies, and how governments serve their people, a new generation of leaders is redefining how technology can create meaningful public impact. Among them is Juan Intan Kanggrawan, Regional Digital & AI Expert at UNDP Asia Pacific. His work sits at the intersection of policy, technology, and public service, where artificial intelligence, data, and digital systems become tools for better governance and stronger communities. Over more than 15 years of experience in government, global development, and technology, Kanggrawan has helped design and implement digital transformation strategies that have affected millions of people. From shaping data-driven policies in Indonesia to building regional AI platforms for the Asia Pacific, his work reflects a clear belief that technology must serve people first. Kanggrawan’s journey has not followed a single traditional path. Instead, it reflects the evolving nature of leadership in the digital age. His career spans roles in global organizations, government initiatives, and major technology-driven programs. Through each stage, he has focused on one central mission. Technology should solve real problems and create systems that are transparent, effective, and inclusive. Today, his leadership at UNDP Asia Pacific focuses on helping governments and institutions adopt responsible AI and digital systems that support sustainable development. His work supports policymakers, researchers, and institutions across the region, ensuring that data and technology become reliable foundations for decision-making. Recognition has followed his influence. In 2026, he was honored with the title “World’s Most Influential Leader in AI Policy & Digital Transformation,” a reflection of the impact his work has created across multiple sectors. Yet behind the recognition is a leader who remains focused on a simple principle. Digital transformation is not about technology alone. It is about people, trust, and long-term societal value. Early Influences and a Defining Moment Every leader has a moment that changes the direction of their journey. For Kanggrawan, that moment came through an experience rooted in volunteer work rather than formal leadership. During 2014 and 2015, while he was in Singapore, he volunteered in technology initiatives that supported government programs and the Ministry of Infocomm. The experience exposed him to how digital systems could improve the way governments operate and deliver services. Reflecting on that time, he explains, “I helped the government of Singapore and the Ministry of Infocomm in some digital initiatives. It widened my horizon about the beauty and impact of technology in the public sector.” The experience shifted his perspective. Technology was no longer just a professional field. It became a powerful instrument for social impact and governance reform. From that point forward, Kanggrawan focused his work on connecting data science, digital policy, and public sector innovation. His goal was to build systems that allow governments to make smarter decisions while delivering better services to citizens. A Career Built Across Public and Digital Transformation Over the past decade and a half, Kanggrawan has built a career that combines strategy, technology, and policy leadership. His work has influenced organizations across both public and private sectors, including Fortune 500 companies and G20 governments. Before joining UNDP Asia Pacific, he held leadership roles in major digital initiatives in Indonesia and Singapore. He served as Head of Data and Digital Products at Jakarta Smart City and GovTech Indonesia, where he helped develop data-driven systems to improve urban governance. In those roles, he led teams that combined expertise from many disciplines. Strategy, engineering, policy, research, economics, and product development came together to build solutions that could support large-scale transformation. He also previously served as Head of Data Products at Traveloka in Singapore, where he contributed to building data infrastructure that supported large technology platforms. Through these roles, Kanggrawan developed a rare combination of capabilities. He understands the technical side of data systems and artificial intelligence, but he also understands the complexity of public policy and institutional decision-making. This combination allows him to act as a bridge between technology teams and policymakers. It is a skill that has become increasingly important in the modern digital era. Today, as a Regional Digital & AI Expert at UNDP Asia Pacific, he works across multiple countries to guide digital transformation initiatives, promote responsible AI use, and support governments in creating data-driven strategies. Leadership Philosophy: Building Change Through Collaboration Leadership in digital transformation is rarely about one individual. It requires collaboration across disciplines, organizations, and institutions. Kanggrawan’s leadership style reflects this reality. Throughout his career, he has built and led teams composed of professionals from many fields. Engineers, economists, researchers, product designers, and policy experts often work together within these projects. His approach is built on the idea that innovation happens when diverse expertise comes together around a shared goal. Instead of focusing only on technical achievements, Kanggrawan encourages teams to think about the broader impact of their work. Every solution must address real societal needs and deliver measurable outcomes. He often focuses on building environments where teams can experiment, learn, and iterate quickly. In complex digital projects, solutions rarely appear perfectly on the first attempt. Progress requires learning from data, adapting strategies, and continuously improving systems. This leadership philosophy also emphasizes practical results. Digital transformation should not remain a theoretical concept. It must translate into working platforms, functioning systems, and services that people can use. By aligning technology with practical impact, Kanggrawan ensures that innovation remains connected to real-world needs. Driving Innovation Through Data and AI Artificial intelligence and data analytics are becoming central tools in modern governance. Governments today must analyze large volumes of information to understand complex social and economic challenges. Kanggrawan’s work focuses on turning these technologies into practical decision-making tools for policymakers. One of the initiatives that best reflects his vision is the development of an AI platform for policy sense-making within the Asia Pacific region. The platform helps governments and institutions interpret large datasets and

Lori Gradley Most Iconic Woman Leader Inspiring a Global Mindset Revolution – 2026 Lori Gradley: Turning Adversity into a Global Mission of Mindset and Purpose Early Turning Point Lori Gradley’s journey into personal development began with a defining moment in her teenage years when a serious head-on collision left her hospitalized, bedridden, and in traction for months. Confined to a hospital bed and facing an uncertain recovery, she immersed herself in hundreds of books on personal growth, energy, metaphysics, and the science of positive thinking, planting the seeds of the purpose-driven work she leads today. That prolonged period of reflection led her to question the direction of her life and sparked a determination to design a more meaningful future built around growth and contribution. What started as a coping mechanism gradually evolved into a lifelong passion for understanding how mindset shapes outcomes and how inner transformation can change every aspect of a person’s life. Building Splendid Inspiration Years later, the lessons drawn from that early adversity crystallized into Splendid Inspiration, an international wellness company dedicated to mindset mastery and personal transformation. As founder and CEO, Lori built the company around a simple belief that every person carries untapped potential that can be activated through intentional thinking, practical tools, and consistent inner work. Splendid Inspiration offers online wellness programs, inspirational content, coaching services, and self-care books, all designed to help people create a mindset oriented toward success, confidence, and emotional well-being. The company serves a diverse global audience, providing accessible digital resources that support growth in both personal and professional life. Mindset Coach, Writer, and Author Over more than three decades, Lori has become recognized as an international writer, author, and mindset coach whose work centers on helping people shift their thinking to unlock better results. She is the author of the book How to Think & Succeed by Empowering Your Mind, which distills her philosophy on using mental faculties to create a more abundant and purposeful life. Her writing extends across blogs, interviews, and digital platforms where she shares practical tools for cultivating clarity, confidence, and calm in everyday challenges. Through these channels, she has developed a consistent voice that blends science-backed mindset principles with lived experience, making complex concepts relatable for readers around the world. Philosophy of Purpose-Driven Leadership Lori’s leadership philosophy is rooted in empathy, integrity, and purposeful connection, principles she expects to see reflected in every interaction across her company. She views mindset as the invisible architecture behind effective leadership, especially in an era where emotional intelligence and self-awareness drive organizational culture as much as strategy or structure. For her, leadership begins with serving others and nurturing human potential, not simply achieving metrics or scaling revenue. This people-centered view shapes the way offerings are designed, how clients are supported, and how her team is encouraged to show up with authenticity and compassion. A Global Wellness Platform From its origins in North America, Splendid Inspiration has grown into a global platform that reaches individuals across continents with online courses, coaching programs, and inspirational media. The brand’s digital presence allows clients to engage with content and programs from different time zones and at various stages of their wellness journey, creating a truly borderless experience. Lori’s programs support men and women who are seeking greater focus, balance, and confidence, providing step-by-step frameworks for personal change. These offerings help participants cultivate mental resilience so they can navigate uncertainty with a stronger sense of direction and self-belief. Coaching for Clarity and Confidence Central to Lori’s work is a suite of coaching and development offerings that guide individuals through practical mindset transformation. Her coaching services, often delivered through personalized online and email-based formats, are structured to “meet people where they are” and help them progress toward clearly defined goals with tailored strategies and exercises. Courses such as Mindset Savvy: Your Roadmap to Excellence and other self-guided programs focus on strengthening focus, emotional regulation, and goal achievement through daily practices. Participants are encouraged to develop mental habits that support long-term success rather than short bursts of motivation, turning insight into repeatable action. Products and Programs for Transformation Splendid Inspiration’s products and services emphasize personal transformation through the deliberate development of mental faculties often overlooked in traditional education. Online courses, self-paced wellness programs, and inspirational resources teach participants how to redirect thoughts, manage inner narratives, and build productive routines that align with their aspirations. These offerings are intentionally practical, combining reflection exercises with actionable steps that individuals can integrate into daily life without needing complex tools or environments. As a result, the programs have supported people in achieving goals, overcoming self-doubt, and approaching both work and relationships with a renewed sense of agency. Technology as a Catalyst The global shift toward digital experiences, intensified during the pandemic, accelerated Lori’s decision to position Splendid Inspiration as a fully virtual wellness hub. When in-person events and workshops were no longer possible, her team transitioned to online delivery of courses, coaching, and inspirational content, opening access to a wider international audience. Today, technology allows her brand to offer seamless engagement through virtual programs and email-based coaching, while maintaining a personal, supportive connection with clients. This model ensures that individuals can pursue transformation at their own pace from any location, making mindset work both flexible and sustainable. Talent, Culture, and Mentorship Inside Splendid Inspiration, Lori places strong emphasis on attracting people whose character aligns with the company’s mission of wellness, empowerment, and integrity. Hiring decisions focus not only on technical skills but also on empathy, personal responsibility, and a genuine commitment to growth, ensuring that the culture remains coherent and values-driven. Once individuals join the team, they are supported through mentorship, leadership training, and hands-on experience designed to stretch their strengths and align their personal aspirations with the organization’s purpose. Mentorship is treated as a cultural pillar rather than a standalone initiative, creating an environment where potential can be nurtured into long-term impact. Navigating Risk with Intention Lori approaches innovation and risk with a philosophy anchored in value and sustainability rather

Ronda Conger Most Influential Woman Leader in Business & Culture – 2026 Ronda Conger: Leading with Purpose, Speed, and Heart at CBH Homes Ronda Conger’s leadership story is not one built on waiting for opportunity. It is built on choosing it. As Vice President of CBH Homes, she has shaped a career defined by consistency, action, and an unwavering belief that leadership begins long before a title appears. Her journey reflects a modern style of leadership, one that blends performance with purpose and business growth with human impact. In an industry known for its cycles and constant change, Conger has emerged as a steady force who thrives in motion. She is known for showing up every day with clarity, energy, and a deep commitment to people. At CBH Homes, one of the leading homebuilders in its market, her influence extends beyond operations and strategy. It reaches into culture, community, and the way leadership is practiced across the organization. Conger’s approach has helped position CBH Homes as more than a homebuilding company. Under her leadership, it operates with the mindset of a forward-thinking organization that values speed, adaptability, and innovation while staying grounded in service and integrity. Choosing Leadership, Not Waiting for It Ronda Conger’s career has been shaped by a defining belief: leadership is not something granted; it is something earned. Early in her journey, she recognized that waiting for permission or validation was not a strategy for growth. Instead, she focused on work ethic, reliability, and the discipline of showing up, even when recognition was not immediate. She learned to lead from wherever she stood, understanding that influence comes from action, not position. This mindset became the foundation of her leadership style and continues to guide how she builds teams and develops talent at CBH Homes. She believes that a seat at the table is earned through consistency, contribution, and the willingness to take responsibility. That belief has also shaped the culture around her. Conger encourages individuals at every level to step forward, take ownership, and act like leaders long before they carry the title. In doing so, she has helped create an environment where initiative is valued and growth is expected. A Leadership Style Rooted in Service and Accountability Conger’s leadership philosophy is grounded in service. She views leadership not as authority, but as responsibility. For her, the role of a leader is to serve the team, the customer, and the community with equal care. This belief is reflected in the way she makes decisions and sets priorities. One initiative that captures this philosophy is CBH Hearts Across the Valley, a community-focused effort that reflects Conger’s belief that businesses have a responsibility to give back. The initiative is not about visibility or branding. It is about showing up for the community and using the company’s platform to make a real difference. At the same time, Conger pairs service with accountability. She holds herself and her teams to high standards and believes that a strong culture is built through clarity, consistency, and follow-through. She leads with directness and purpose, creating an environment where expectations are clear and performance matters. Her leadership style also emphasizes empowerment. She focuses on helping people recognize their own potential and step into leadership roles. For Conger, success is not measured by personal recognition but by the growth of those around her. Innovation as a Mindset, Not a Trend In a traditional industry like homebuilding, innovation is often associated with materials or design. Conger views it more broadly. At CBH Homes, innovation is a mindset that touches every part of the business. She often describes the company as a tech-driven organization that happens to build homes. This perspective has opened the door to new tools, systems, and approaches that improve efficiency and elevate people rather than replace them. Conger is especially focused on how technology, including AI, can support teams, streamline processes, and create better outcomes for customers. Her approach to innovation is practical and fast-moving. She encourages testing new ideas, learning quickly, and adjusting without fear of failure. For Conger, standing still is the biggest risk. Progress comes from movement, speed, and a willingness to rethink how things have always been done. This mindset has helped CBH Homes remain agile in a challenging market. By embracing innovation early and often, the company has been able to adapt to change while maintaining quality and consistency. Navigating Challenges with Speed and Adaptability The homebuilding industry is shaped by factors that leaders cannot control. Interest rates shift, supply chains tighten, tariffs emerge, and market conditions change with little warning. Conger approaches these challenges with a clear and confident attitude. Her response is rooted in adaptability. Rather than resisting change, she moves toward it. She believes challenges are inevitable, but how leaders respond determines outcomes. At CBH Homes, this means moving quickly, staying flexible, and encouraging teams to think differently. Conger promotes a culture where learning is constant, and comfort is avoided. She believes that growth happens when teams are challenged and supported at the same time. By staying open to new ideas and tools, her teams are better prepared when obstacles arise. Her personal motto reflects this mindset. She embraces challenges rather than fearing them and encourages others to do the same. This approach has helped CBH Homes navigate uncertainty while continuing to grow and evolve. Building Impact That Lasts For Conger, impact is not a short-term result. It is something built over time through intention and integrity. She often returns to one guiding question: how does this make life better for the team, the customer, or the community? This question shapes how CBH Homes operates. The company focuses on building homes people are proud of, careers people can grow in, and communities that are designed to last. Conger believes that sustainable success only comes when businesses give more than they take. Integrity and consistency are central to her approach. She understands that trust is built through everyday actions, not grand statements. By aligning values with

James Espey Top Global Entrepreneur & Iconic Author of the Year – 2026 The Titan of Spirits and Strategy: The James Espey Story A Foundation Built on Resilience The story of James Espey begins far from the boardrooms of London or the distilleries of Scotland. Born in Livingstone, Zambia, in 1943, his early life was defined by distance and discipline. Following his parents’ divorce, he was sent to boarding school in Cape Town, a journey that involved four days and four nights by train. For over a decade, he only returned home twice a year, an experience that forged a self-reliance that would characterize his entire career. Despite financial constraints that placed him among the poorer students at the South African College Schools (SACS), he found salvation in sports and academics. This period instilled a profound resilience in him. He initially pursued a Bachelor of Commerce degree at the University of Cape Town with aspirations of becoming an accountant. However, financial realities necessitated a pivot to marketing, a shift that fortuitously unlocked his true passion. He funded his education through serious loans, which he diligently repaid shortly after turning thirty. These formative years taught him the value of tenacity, a trait he would later rely on when challenging corporate orthodoxy. Revolutionizing the Liquor Industry Espey’s ascent in the business world was meteoric. By the age of twenty-six, he had already become the National Sales Manager for Gilbeys South Africa. In 1977, his talents attracted the attention of Anthony Tennant, who invited him to London to serve as the Global Marketing Director for International Distillers & Vintners (IDV). He was thirty-four years old and the first non-Englishman to join the board, a move that was met with significant resistance from traditionalists who viewed him as an outsider. His tenure at IDV was nothing short of transformative. He played a critical role in the success of Bailey’s Irish Cream. The product had failed initial market research, but Espey and his partner, Tom Jago, trusted their instincts over the data. They adjusted the formula to ensure stability and persuaded the board to invest millions in a factory near Dublin. Today, Baileys stands as the world’s number one liqueur. This success validated his belief that research should aid judgment rather than replace it. The Birth of Iconic Brands Perhaps one of his most colorful achievements was the launch of Malibu. The product originated in South Africa under the name Coco Rico during the apartheid era. Recognizing the potential political complications, Espey and his team rebranded it using a trademark found in a cupboard: Malibu. They imported the spirit in bulk to Essex and marketed it as a “Caribbean-style rum” with the slogan “It comes from Paradise and tastes like Heaven.” The brand’s rapid success eventually led to the construction of a distillery in Barbados, cementing its Caribbean identity in the minds of consumers worldwide. Espey also recognized the democratization of wine consumption in the late 1970s. Alongside Jago, he created Le Piat D’Or, packaging an off-dry white and red wine in attractive bottles to appeal to the mass market. The brand reached sales of two million cases globally, demonstrating ability to anticipate and shape consumer trends. His work during this period helped transform IDV from a company with a modest trading profit into a powerhouse that would later form a significant portion of Diageo. A Visionary for Scotch Whisky In 1986, Espey joined United Distillers, which is now a key part of Diageo. He identified Asia’s emerging markets as the future of the industry and spearheaded the launch of the Six Classic Malts, a collection that educated consumers on regional whisky variations. During this time, he also led the creation of Johnnie Walker Blue Label, a super-premium blend designed for connoisseurs. This product set a new benchmark for luxury whisky and remains a status symbol globally. His profound respect for the industry led him to found The Keepers of the Quaich in 1988. This exclusive society honors individuals who have made significant contributions to Scotch whisky. With patrons including Scottish nobility and guest speakers ranging from Ronald Reagan to King Charles III, the society has grown to include thousands of members. Espey considers this organization one of the “brands” he is most proud of, as it celebrates the heritage and legacy of the spirit he spent decades promoting. The Chivas Regal Gamble In 1992, Espey was headhunted to become the CEO of Chivas Brothers Worldwide. He accepted the role on the condition that he be authorized to spend one hundred million dollars on a long-term plan. His vision was to increase Chivas Regal sales from two million to five million cases annually. This required immense patience and capital, as whisky must be aged for many years. He invested heavily in stock reserves and upgraded distilleries to enhance their tourism appeal. He famously told Ed McDonnell that they needed to lay down stocks for twenty years into the future. This long-term view clashed with the short-term profit motives often prevalent in New York and London financial circles. However, his strategy proved correct. He launched Chivas Regal 18 to compete directly with the products he had previously created at United Distillers. Years later, Chivas Regal reached the five-million-case milestone, a testament to the investments made during his tenure. From Corporate Leader to Entrepreneur After leaving Chivas Brothers, Espey did not retire in the traditional sense. Instead, he set up an office in his garden and embarked on a new chapter as a serial entrepreneur and investor. He co-founded The Last Drop Distillers in 2008 with his old friend Tom Jago. Their mission was to hunt for rare, forgotten parcels of spirits and bottle them for collectors. Operating with a lean budget, Espey returned to basics, flying economy class and staying in modest hotels while selling bottles priced at thousands of dollars. The venture was a success and was eventually acquired by Sazerac. His investment acumen extended beyond spirits. In 2003, he backed a young entrepreneur

Phillip Fernandez Top Leadership Mentor Empowering Success & Mindset Transformation – 2026 Phillip Fernandez: Shaping Leaders Through Purpose, Mindset, and Human-Centered Growth Phillip Fernandez’s professional journey is a story of reinvention, courage, and deep belief in human potential. After nearly two decades in senior leadership roles with a global FMCG multinational, his career path seemed secure and successful by every conventional measure. Yet beneath the surface, Fernandez sensed a growing disconnect between achievement and purpose. That inner conflict became the starting point of a bold transformation that would later define his life’s work. Today, as Founder and Director of Wizard Business Consulting, Fernandez is widely recognized as a leadership mentor and mindset strategist who helps business owners, executives, and emerging leaders unlock sustainable success. His work blends lived experience, structured leadership frameworks, and a strong focus on values and authenticity. The title “Top Leadership Mentor Empowering Success and Mindset Transformation – 2026” reflects not only his professional standing but also the depth of impact he continues to make across industries and communities. A Leadership Philosophy Rooted in Authenticity At the heart of Fernandez’s leadership philosophy is the belief that effective leadership begins with self-awareness. He maintains that technical skills and business knowledge can take leaders only so far. Real influence, he believes, comes from understanding values, beliefs, and behavior patterns that shape daily decisions. Fernandez approaches leadership as a responsibility rather than a position. He emphasizes transparency, accountability, and humility as essential traits for anyone leading others. In his view, earning respect matters more than being liked, and admitting mistakes builds trust rather than weakness. He often reinforces that leaders cannot switch their values on and off between work and personal life. Authentic leadership, he believes, shows up consistently in all settings. This people-first approach has shaped his work for years. Fernandez focuses on creating safe environments where leaders can reflect honestly on their strengths, blind spots, and impact on others. His goal is not to impose change, but to guide individuals toward clarity and conscious choice. Innovation Through Mindset and Values-Based Frameworks Wizard Business Consulting stands apart through its emphasis on mindset transformation and values alignment. Fernandez has developed leadership and development programs that go beyond surface-level training. One of his most distinctive contributions is his work on the seven levels of human values, a framework that helps leaders understand how beliefs, upbringing, and experiences influence behavior. By identifying where individuals and organizations operate within these value levels, Fernandez is able to tailor coaching that leads to meaningful behavior change. He believes that most leadership challenges stem not from lack of skill, but from unexamined assumptions and unconscious bias. His innovation also lies in how he delivers these ideas. Fernandez blends structure with storytelling, humor, and practical examples drawn from real business situations. This makes complex human concepts accessible and relevant. Over time, his approach has evolved to include online programs, digital content, and global conversations, allowing his message to reach a much wider audience. Challenges, Setbacks, and Defining Milestones Fernandez’s journey has not been without hardship. Shortly after leaving the corporate world to build his own business, he faced a life-threatening autoimmune illness that required extended hospitalization. The experience reshaped his perspective on risk, fear, and purpose. Rather than slowing him down, it strengthened his resolve. He emerged with a renewed sense of urgency and clarity about why his work mattered. The global financial crisis of 2009 tested his resilience once again. As a young business owner still building credibility, Fernandez faced uncertainty and financial pressure. He responded by deepening his focus on networking, writing, and thought leadership. Over time, his reputation as a people performance expert grew, largely through word of mouth and consistent results. Another major challenge came during the COVID-19 pandemic, when his business experienced a dramatic drop in revenue. Instead of retreating, Fernandez used the period to invest in learning and creation. He completed his Master of Leadership, advanced his studies in Neuro Linguistic Programming, and transitioned much of his work online. This phase marked a turning point that expanded both his reach and influence. A Vision for the Future Grounded in Ethics and Impact Looking ahead, Fernandez’s vision extends beyond business success. He is increasingly focused on helping leaders consider the ethical and human consequences of their decisions. For him, leadership in the coming years must balance performance with responsibility. He aims to work more closely with decision-makers whose choices affect not just organizations, but communities and society at large. Fernandez believes that mindful leadership, guided by strong values, can play a meaningful role in creating a more balanced and compassionate world. This long-term vision shapes how he selects projects, partnerships, and platforms for his work. Creating Human and Industry-Wide Impact The impact of Fernandez’s work is reflected in the growth of individuals he has mentored and the cultures transformed through his programs. Many of his former associates and clients have gone on to build successful businesses of their own, carrying forward the principles they learned under his guidance. Beyond the corporate environment, Fernandez encourages leaders to engage with their communities through service and kindness. He promotes simple but powerful practices, such as volunteering regularly, performing intentional acts of goodwill, and actively looking for strengths in others. These actions, he believes, reinforce humility and gratitude, which in turn strengthen leadership presence. During the pandemic, his desire to support others led to the creation of the Winning Mindset Academy and podcast. Through conversations with leaders and entrepreneurs, Fernandez highlighted real stories of struggle, resilience, and purpose. The focus was not on fame or wealth, but on belief, self-worth, and meaningful progress. This initiative resonated with a global audience seeking direction during uncertain times. His growing influence also led to his invitation as a guest speaker at an international peace summit, where leaders from dozens of countries gathered with a shared goal of global understanding. Moments like these underscore the broader relevance of his work beyond traditional business settings. A Legacy Built on Purpose