Discover Your True Purpose in an Uncertain World

Co-authored by Geoff Hudson-Searle and Lisa Petrilli

“There is only one happiness in this life, to love and be loved.” – George Read

It is always a pleasure to join thoughts with my good friend Lisa Petrilli, combining her Fortune 500 experience with her profound ability to connect with divine guides, Lisa Petrilli guides extraordinary leaders to access their highest power and fulfill their truest callings.

This Valentine’s Day you will probably either send or receive a valentine from someone. More than a billion are expected to be given away in the United States alone. But just like many of our holidays, there’s a lot more behind it than just cards and gifts. There’s a true-life story. It’s a story that teaches us a lot about the true meaning of love, sacrifice, and commitment.

Interestingly, the London transport system, commonly renowned for ‘The Tube’ and ‘Mind the Gap’ reliably transports 1.34 billion people a year across its network and the busiest train station in London is Waterloo station which commutes 95.1 million passengers a year (research provided by transport for London http://tflgov.uk). The most common factor in any commuter’s possession is a mobile device, catching up of online dating, Facebook, LinkedIn, email or an embarrassing phone call for everyone to hear to the date, girlfriend/boyfriend, wife/husband about what is wrong with the relationship.

The facts, do we actually have time for our most precious relationships, do we give the time to build lasting, loving relationships around trust and values or do we constantly feel we can always do better with the latest API or technology app?

As children, we are taught that there will be one true love and that they’re going to solve all our problems and we’ll be happy forever, we are taught to wait for our perfect fit. But that’s not really how it works, is it?

Staggering advances in technology, communications and sciences across the world is one of the defining aspects of the last few decades. From social media websites to free video calling services from anywhere in the world just being a phone’s click away it would appear that the millennial generation has it all. But if we move past all the smartphones and gadgets and websites and take a hard look at the lives of Gen Y, we will notice that dating has become harder than ever.

Some people find it easy to fall in love, others not so much. We tend to fall in love with people who meet a certain criterion in our mind. This subconscious criterion is based on our past experiences, relationship with our parents or events that have happened in our lives. Based on each individual’s subconscious criterion, the reasons vary from person to person on why it’s so hard to fall in love.

When you think about it, despite feeling difficult, the problems people struggle with in dating sound pretty trivial.

For instance, we have been walking and talking our entire lives, yet walking up to an attractive person and opening our mouths to say “hi” can feel impossibly complex to us. People have been using a phone since they were children, yet given the agony some go through just to dial a person’s phone number, you would think they were being waterboarded. Most of us have kissed someone before and we have seen hundreds of movies and instances in real life of other people kissing, yet we still stare dreamily into the object of our affection’s eyes hour after hour, telling ourselves we can never find the “right moment” to do it.

I was recently having some very deep conversations with friends around life, the subject matter was ‘Do we live a life of One, Whole and in Truth?’. The general consensus of this conversation was that ‘life’ is incredibly complex, there are lots of things going on in our environments and in our lives and at all times, and in order to hold onto our experience, we need to make meaning out of it.

There is only one person to research depth on the subject and I found a quote from the great Albert Einstein that states:

“A human being is part of the whole, called by us ‘Universe,’ a part limited in time and space. He experiences himself, his thoughts and feelings as something separated from the rest – a kind of optical delusion of his consciousness. This delusion is a kind of prison for us, restricting us to our personal desires and to affection for a few people nearest to us. Our task must be to free ourselves from this prison by widening our circle of compassion to embrace all living creatures and the whole of nature in its beauty. Nobody is able to achieve this completely, but striving for such achievement is in itself a part of the liberation, and a foundation for inner security.”

Like everything in life, it is entirely possible to be happy with just one person for your whole life, my belief is that this is based on two factors.

1. How much your motivations and purpose is for that person?
2. Is it a union of one, whole and are you being truthful to that person and yourself?

As humans, we are conscious of our own sensations, thoughts and feelings. We each have the sense of being a self-contained individual. What makes each of us unique? Our name? Our genes? Our environment? Or the person we have become as we inwardly determine every moment of our lives?

All people, whatever their race, education and background are united because there is an infinite creative force for all that is humane in the world. This is the underlying divinity of love which integrates together all who receive this inspiration.

Do we live in truth?

We live in a post-truth world. The problem is in the technological world of information and importantly the way we humans communicate via online and collaboration tools and apps, do we communicate the truth?

It takes courage to be the person you really are. There really is no magic pill or solution to make this happen, especially in a world that constantly sends you messages about who you should be. All of this talk takes you away from being true to yourself. It leads you to live the life you think others want you to have.

This way of living takes you away from authenticity and truth. You ignore your desires and retort to what’s not even a best second on what you truly want to do or the person you really want to be.

Thinking you can fulfill your obligations first, then pursue your dreams, is an illusion. It may seem to be the best option sometimes, but this way of viewing the world diminishes your value and power over the long run.

A scary source of factual information now reveals one in seven adults in a long-term relationship, is with someone who isn’t the love of their life:
• 73% ‘make do’ with partner – as ‘true love’ slipped through fingers
• A quarter of adults have been in love with two people at the same time
• 17% have met love of life since getting together with long-term partner
• Men are more loyal to partners
• 60% believe it takes 10 weeks to know if someone is right for them

Today I have the distinct pleasure of introducing a fellow senior executive and good friend – she is the world’s foremost authority on achieving Divine Mastery™, guiding visionary aspirants to reveal their soul’s blueprint for unprecedented success and deep fulfillment.

As a former Fortune 500 executive who led a $750 million business unit, Lisa uniquely bridges intellectual fortitude and spiritual wisdom, offering a revolutionary approach to manifesting conscious purpose.

She empowers high-achieving individuals to align their life’s work with their soul’s highest purpose, harmonizing ancient spiritual practices with cutting-edge acumen and redefining wisdom, power, and authority on a global scale.

Over to you, Lisa.

Thank you Geoff!

Beyond Success: The Hidden Blueprint for Extraordinary Leadership Impact

There’s a profound shift happening in the world of business leadership. While traditional success metrics remain important, a new understanding is emerging about what creates truly extraordinary impact. As someone who has navigated both Fortune 500 leadership and deep transformational work, I’ve observed a fascinating pattern: the most impactful leaders aren’t just professionally accomplished – they’ve mastered something far more powerful.

The Two Distinct Paths of Power

In my work with high-achieving executives and entrepreneurs, I’ve identified two distinct paths that leaders can take:

The Traditional Path:
– Driven by external metrics
– Focused on control and force
– Powered by willpower and determination
– Measured by tangible achievements
– Guided by strategic planning

The Path of Divine Mastery™:
– Guided by inner wisdom
– Focused on flow and influence
– Powered by aligned purpose
– Measured by meaningful impact
– Guided by intuitive intelligence

Most successful leaders excel at the traditional path. They’ve mastered the skills of strategic thinking, operational excellence, and performance optimization. Yet many find themselves asking: “Is this all there is?”

The Blueprint for Extraordinary Impact

What I’ve discovered is that every leader has a unique blueprint for their highest impact. This blueprint contains the coding for:

1. Your Natural Power Source
– How you most effectively influence others
– Where your natural authority comes from
– What energizes rather than depletes you

2. Your Impact Zone
– Where your contributions create the most value
– How you naturally inspire others
– Where your actions can make a global impression

3. Your Growth Edge
– Where your greatest personal growth will come from
– How you can make the greatest difference as a leader

4. What’s currently limiting your impact
– Where to look for hidden constraints
– How timing will play a role

5. Your Transformation Zone
– Where transformation will yield the greatest results
– How it will express for the deepest impact

Signs You May Be Ready for the Path of Divine Mastery

You might be ready for this deeper work if:
– Traditional success is beginning to feel hollow
– You sense you are meant for something more
– You want your success to create a legacy
– You’re seeking profound fulfillment and meaning in your life

The Business Case for Divine Mastery™

This is about significantly higher levels of achievement and deep personal fulfillment. Think of it as the Holy Grail for business. Leaders who access their full blueprint consistently report:
– More innovative solutions to complex problems
– Stronger team engagement and retention
– Better decision-making outcomes
– More sustainable business results
– Greater personal resilience

The path to extraordinary impact isn’t about abandoning what’s worked before – it’s about integrating a new level of mastery. It’s about accessing parts of yourself that have always been there but perhaps haven’t been fully recognized or utilized in your leadership.

The Call to Divine Mastery™ in Leadership

As the business world becomes increasingly complex, accessing your full leadership blueprint will be your advantage. You will have the codes to:
– Navigate uncertainty with both wisdom and strategy
– Create cultures of both performance and purpose
– Drive results through inspiration rather than pressure
– Build organizations that are both profitable and meaningful

If this resonates, you are ready.

I work with select visionary leaders who are called to extraordinary impact. To learn more about pursuing Divine Mastery™ and how it can transform your leadership, visit www.LisaPetrilli.com, where you will have special access to my Masterclass, “Divine Power Unleashed: The Hidden Blueprint of Those Caled to Extraordinary Impact.” Wishing you all the best of success in 2025!

Finally, having understanding and interests, we can join together in a common purpose. This idea is similar to the way different components of the human body fit together to form a whole healthy body. Each part depends on the others as long as they are not diseased, for the whole to function properly.

The million-dollar question is do we want to be One, Whole and live in Truth……

A great quote by Menachem Begin:

“Peace is the beauty of life. It is sunshine. It is the smile of a child, the love of a mother, the joy of a father, the togetherness of a family. It is the advancement of man, the victory of a just cause, the triumph of truth.”

Lisa Petrilli is the world’s foremost authority on achieving Divine Mastery™, guiding visionary aspirants to reveal their soul’s blueprint for unprecedented success and deep fulfillment. As a Fortune 500 executive who led a $750 million business unit, Lisa uniquely bridges intellectual fortitude and spiritual wisdom, offering a revolutionary
approach to manifesting conscious purpose.

Renowned for her groundbreaking Divine Mastery™ process, Lisa empowers high achieving individuals to align their life’s work with their soul’s highest purpose. Her proprietary methodology, harmonizing ancient spiritual practices with cutting-edge acumen, is poised to redefine wisdom, power, and authority on a global scale.

A sought-after speaker and advisor, Lisa has shared her insights at a United Nations environmental conference, the Naval Academy, and with many universities and professional organizations. Her upcoming book, “The Divine Feminine Mastery for Businesswomen” is poised to redefine the landscape of spiritual business literature.
Lisa’s journey from corporate powerhouse to spiritual trailblazer uniquely positions her to guide today’s leaders through the complexities of modern life and career, while accessing profound spiritual truths. Her work has been featured in the Harvard Business.

https://www.linkedin.com/in/lisapetrilli/
https://lisapetrilli.com/

Geoff Hudson-Searle is a senior independent digital non-executive director across regulation, technology, and internet security, C-Suite executive on private and listed companies, and serial business advisor for growth-phase tech companies.
With more than 30 years of experience in international business and management he is the author of seven books: Freedom After the Sharks; Meaningful Conversations; Journeys to Success: Volume 9, GOD in Business, Purposeful Discussions, The Trust Paradigm and Scars to Stars Volume 3 and lectures at business forums, conferences, and universities. He has been the focus of radio/podcasts and TV with London Live, Talk TV, TEDx and RT Europe’s business documentary across various thought leadership topics and print media with The Executive Magazine, Headspring/FT, Huffington Post, The Sunday Times, Raconteur, AMBA, BCS, EuropeanCEO, CEOToday across his authorisms.
A member and fellow of the Institute of Directors, associate of The Business Institute of Management, a cofounder and board member of the Neustar International Security Council (NISC) and a distinguished member of the Advisory Council for The Global Cyber Academy. He holds a master’s degree in business administration. Having worked for corporate companies Citibank N.A, MICE Group Plc, Enigma Design, MMT Inc, Kaspersky Laboratory, Bartercard Plc, and RG Group around the world, Geoff has vast international experience working with SME and multinational international clients. International clients with which Geoff has worked include the British Government, HP, Compaq, BT, Powergen, Intel, ARM, Wartsila Group, Atari, Barclays Bank, Societe Generale, Western Union, Chase and Volvo.
Geoff has worked in a broad range of industries including software, technology and banking which has given him a range of different experiences and perspectives of what can work, the importance of good people, process and how these can be applied and amplified to deliver results in different scenarios and paradigms. Geoff is known for bringing in a fresh viewpoint and sometimes challenging the status-quo with a strategic approach delivering successful change management programmes and launching companies and products internationally that deliver results. Geoff’s areas of expertise lie in brand strategy, business communications, business integration, business development and improvement, capital raise activities, pre-IPO planning, capital raise transactions, M&A with full P&L responsibility, which ideally equips him to strengthen global companies, develop SME and international business, and marketing strategies.
The Trust Paradigm
At Amazon on all formats including Audible: buy now
LinkedIn: https://uk.linkedin.com/in/geoffsearle

Why we need boldness, courageous leadership and leaders with a vision – going beyond managing complexity to driving true transformation.

Co-authored by Geoff Hudson-Searle, and Senior Board member professional Kruthika Anastasia Bala.

It is always a pleasure to join thoughts with my good friend Kruthika Anastasia Bala. I have always said the biggest issues in the world today is Leadership without Purpose, Trust, and Community – which has an obvious correlation to Societal and its Impact to the World.

“Dedicated, and aware of themselves and their contexts, bold leaders act out of integrity as opposed to conformity. This accompanies a values-based vision that inspires others to excel.” – Geoff Hudson-Searle

“Fortune favours the bold” is a common translation of an old Latin proverb – a proverb that could also be seen as an apt sentiment for anyone envisioning solutions to significant problems or the biggest opportunities. Generally speaking, boldness is a concept virtually everyone is familiar with.

Boldness is a concept virtually everyone is familiar with. But how many of us have the capacity to be bold in these troubling times? This extended period of disruption has been a challenge for many businesses, causing trials and tribulations still not yet fully overcome.

Amid ongoing volatility and uncertainty, businesses are faced with more insecurity, more global unrest, geopolitical risk, and more technology and data concerns than ever before. In turn, this places extra pressure on business leaders to act faster, more decisively and with more purpose; essentially, a call to arms for leadership to be bold.

But how should we define bold leadership? A standard dictionary defines the adjective ‘bold’ as:
(i) not hesitating or fearful in the face of actual or possible danger or rebuff;
(ii) necessitating courage and daring; and (iii) beyond the usual limits of conventional thought or action.

Other definitions characterise bold leadership as the art of motivating others to act toward a common goal.

Naturally, of course, different leadership styles achieve this through different behaviours, and bold leaders are no exception.

Bold leadership should not be mistaken with the controlling command style of leadership, it is not ‘my way or the highway’. It is the idea of togetherness, even when we do not 100 percent agree but do share our purpose, vision and sense of humanity.

If we are going to lead in such a bold way, we need to understand the importance of self-development and learning.

Only by deepening the relationship with self can we create bold connections with others and lead courageously.

In recent years, there has been a call for leaders to be less demanding and more empathetic toward individual employees. The idea is that employees want and need leaders who listen, who are compassionate, who put people first, and inspire and motivate their direct reports.

The world of business today is extremely competitive, and to stand out from the crowd, leaders need to have the courage to be bold. Boldness in leadership is about taking risks, making tough decisions and charting new courses for the company. It’s about being fearless in the face of uncertainty and being willing to trust your instincts.

The other point I wish to raise is the importance of resiliency, like trust, resiliency is in great demand at the individual, team, manager, executive, and organizational levels. It is the ability to bounce back from any setback or contingency encountered. Resiliency is a skill that can be learned, and the more one exercises their resiliency fibres, the more adaptable a person or entity becomes in a world brimming with opportunity, yet subject to grave risk.

Eric Greitens, a former Navy Seal and Naval Officer once said about resilience:
“We all have battles to fight. And it’s often in those battles that we are most alive: it’s on the frontlines of our lives that we earn wisdom, create joy, forge friendships, discover happiness, find love, and do purposeful work.”

That ability to inspire resilience through words is becoming a lost art. Theodore Roosevelt talked about individuals being able to “dare mighty things” in pursuit of “glorious triumphs”, and stated it’s not the critic who counts, it is the person “in the arena” who is to be admired, even if they fail in their pursuit. It only takes one dynamic leader with the right vision and words to inspire a generation to overcome setbacks.

We also need to recognize that trust is personal, In the words of British writer George Eliot, “Those who trust us, educate us.” Truly building trust with our stakeholders understanding their concerns and their priorities involves a willingness to listen, learn, and hear. Building trust requires business leaders to make conscious daily choices, and especially to act on those choices.

And it needs to be mutual. When leaders trust their stakeholders, they enter an exchange that engenders opportunity: Leaders can prove their trustworthiness, and stakeholders in return can empower their strategic choices and innovations. In essence, mutual trust creates a followership that allows organizations to break new ground, traverse the seismic changes taking place, and emerge thriving on the other side of crisis.

Leadership trust creates the stable foundation for employees and their organizations to flex, adapt, and thrive in times of continuous change.

The behaviours that build trust are the very behaviours that manage change. Trust building helps teams’ step into ambiguity, stay committed to managing the unknown with confidence, and embrace change as an opportunity to learn, grow, and do great work together.
• Trust is an essential part of a functioning society.
• Public trust has eroded dramatically in the last two decades.
• Leaders can take steps to build trust and improve performance within their organizations.

Trust is an essential component of a free, democratic society. Faith in the process of laws and elections leads to a decrease in violence, an increase in social programs, and a willingness to sacrifice temporary individual interests in favour of collective societal interests. Political trust is especially important in times of crisis when citizens need reliable guidance from political leadership. For example, in the event of an epidemic, which always carries risk and uncertainty, it is essential that citizens trust the advice of public health officials to protect themselves and their communities.

Unfortunately, political trust has declined dramatically in the last few decades.

There has also been a decrease in trust in employer leadership, with workers decreasingly confident in employers’ leadership abilities, and willingness to deal fairly and honestly with them.

This is a problem because trust is associated with better performance. People perform at their peak when they can trust their coworkers to do their part, and they believe in management’s plan, and they think management has at least some interest in their well-being. Trust in the organization encourages workers to invest their best efforts rather than just getting by and follow guidance from leadership even when they may not see an immediate benefit.

Rebuilding trust is a long-term project that will require a massive collective effort, and long-term policy success. In the meantime, there are some steps that leaders can take to build trust locally in their own organizations.

A shared understanding and language to talk about the specific behaviours that affect trust can result in more productive conversations about team performance. Those conversations can even create stronger bonds between leaders and employees.

But leadership trust isn’t a one-off initiative. It requires continued effort from all team members. And it takes leaders who are willing to show integrity, change behaviour, and take on the hard work of collaborating across boundaries and dealing with differences.

Today I have the distinct pleasure of introducing a fellow senior Board member and good friend – she is a speaker at international forums and government, trusted and respected globally.

Over to you Kruthika!

Thank you, Geoff.

“GRIT and Leadership”

I would like to start the discussion today by saying that the world is no longer in need of leaders who simply manage the chaos. It needs leaders who can transform that chaos into progress.

Grit matters because transformation is messy, trust is fragile, and purpose without action is meaningless.

Leaders who embody grit are not defined by their position but by their impact. They have the strength to lead when it’s hard, the courage to act when it’s risky, and the persistence to see it through when others quit.

In a dynamic business environment, leadership today is not about maintaining the status quo, it is about transformation. The brisk pace of change in industries, driven by technology, shifting consumer expectations, and global challenges, demands leaders who can do more than manage complexity.

It demands leaders with GRIT – Growth Mindset, Resilience, Integrity and Tenacity.

Growth Mindset and Purpose: Adaptation in a Dynamic Landscape

A clear, compelling purpose unites teams, sharpens decision-making, and provides direction during uncertainty. For leaders, purpose drives action, especially in challenging times.

However, purpose alone is insufficient as progress is rarely linear, and setbacks are inevitable.

Leaders with grit see challenges as opportunities to adapt and grow. A growth mindset turns obstacles into stepping stones, driving improvement. Achieving a sustainable future requires persistence, flexibility, and resilience in the face of adversity.

Purpose drives growth. Mindset fuels perseverance.

Leaders prioritise long-term sustainability over short-term setbacks. Setbacks become part of the journey, not a reason to abandon the mission. By staying focused, they inspire teams to adapt and remain engaged even when progress slows. Purpose and grit form the foundation of transformative leadership.

Yet, a growth mindset alone cannot address the urgent challenges of 2025.

Leaders must balance long-term sustainability with immediate, critical issues. Supply chain disruptions, energy price volatility, and political uncertainty around climate policies demand swift action, not just visionary thinking.

In 2025, effective leadership means tackling short-term crises while staying focused on long-term goals. It’s about navigating the present while strategically shaping the future.

Resilience: Navigating Heightened Uncertainty

Change is rarely smooth, and transformation often comes with unexpected challenges.

Market disruptions, regulatory shifts, or internal resistance can quickly derail even the most carefully planned strategies. This is where resilience becomes essential for leaders navigating turbulent times.

Resilient leaders remain composed under pressure, viewing setbacks as opportunities to refine strategies and recalibrate goals. In the renewable energy sector, delays or funding challenges can push timelines back, but resilient leaders adapt and stay focused on long-term vision, understanding that obstacles are part of the process.

Resilience is contagious.

When leaders stay steady in adversity, they inspire their teams to do the same, creating a culture where challenges become opportunities for innovation and growth. Resilience isn’t just individual persistence; it’s about cultivating a resilient, forward-thinking team.

However, resilience alone may not be enough in 2025.

While it is important for dealing with immediate disruptions, the sector faces deeper, systemic challenges such as extreme weather, political instability, and market volatility. Leaders must go beyond “bouncing back” and adopt a proactive leadership approach. This means anticipating and mitigating risks before they escalate into crises.

Focusing too much on resilience risks ignoring the need for transformational leadership.

Resilience alone cannot dictate the pace or direction of change. Leaders must also engage proactively, driving change and collaboration to shape the future of the industry.

Integrity: Building Trust Amid Scrutiny

Transformation requires buy-in from teams, investors, and communities. That buy-in relies on trust and trust is earned through consistent action, transparency, and integrity. Leaders with grit prioritise these qualities, even when the stakes are high.

Trust is fundamental for driving change.

Leaders who value trust understand that meaningful transformation depends on the support of all stakeholders.

However, trust is not granted, it must be earned through transparent, principled actions. Even under pressure, leaders stay true to their values.

This is especially critical in industries under scrutiny, such as energy, mining, and technology. Stakeholders seek responsible leadership, not just results. When organisations face environmental or labour challenges, gritty leaders address issues openly, acknowledge setbacks, and foster collaboration for sustainable solutions. This transparency builds trust and engages stakeholders in the process.

Trust is not an outcome of success. It is a prerequisite.

By maintaining integrity under pressure, leaders build credibility and demonstrate commitment to doing what is right, even when difficult. This foundation ensures loyalty and support, helping organisations navigate turbulence and achieve sustainable progress. Trust, earned through integrity, is the foundation of transformative leadership.

However, integrity alone is not enough without structural accountability.

Leaders must institutionalise integrity through consistent, systemic action. In the energy sector, for example, declarations of sustainability often clash with practices like greenwashing and misaligned incentives. Leaders must embed integrity into business models and operations, ensuring that profits do not undermine environmental goals and that accountability systems are in place.

The challenge, therefore, is that integrity, while foundational, can become a buzzword unless it leads to measurable, enforceable commitments and clear accountability frameworks that align corporate action with global sustainability imperatives.

Tenacity: Driving Long-Term transformation

Transformative leadership in industries like energy and mining requires sustained effort. Change initiatives often take time to yield results. Whether introducing new technologies, navigating regulatory shifts, or adapting business models, long-term success is driven by tenacity, the persistence that keeps these efforts moving forward despite obstacles.

In the energy sector, transitioning to renewables presents significant challenges, including technological limitations, market uncertainties, and financial pressures. Tenacity is essential in overcoming these barriers. Leaders must stay committed to sustainability, continuously adapting their strategies to refine solutions and move past setbacks.

Similarly, in mining, pursuing sustainable practices requires overcoming environmental concerns and fluctuating market conditions. Success in this sector hinges on the ability to maintain a long-term focus while adjusting to changing circumstances.

Tenacity is not just about working harder but doing so with a clear purpose.

Leaders who demonstrate this persistence inspire their teams to stay committed, ensuring progress even when results are slow.

However, blind persistence can be counterproductive.

Particularly in industries shaped by market shifts, regulatory changes, and technological advancements. Leaders who are too rigid in their vision risk missing opportunities, especially as demand for sustainable solutions grows.

In 2025, tenacity must be paired with strategic flexibility. Leaders need the ability to adapt and pivot when circumstances change, or better alternatives arise. While tenacity is valuable, without flexibility, it can hinder progress and innovation in a rapidly changing world.

GRIT is not a vague notion of toughness.

It is a comprehensive, actionable framework for leadership. The challenges ahead are formidable, but not insurmountable. Leaders who combine grit with strategic foresight will not only navigate the turbulence but will lead the transformation.

This article is the expressed opinions and collaboration between two senior-level industry board professionals on their views and perceptions on the subject matter:

KRUTHIKA ANASTASIA BALA
Managing Director, Resources Now

Kruthika brings over twenty years of experience in growth and leadership across strategy, revenue, process and people with a particular focus on industrial, energy, natural resources and sustainability. She has led strategic initiatives in fast-paced, complex organisations with deep expertise in international consulting and advisory roles, she is a trusted advisor in solving complex business challenges. In addition to her advisory board roles, she also serves as the Head of Energy Transition and Critical Minerals for Lean in Equity & Sustainability and as

Vice-Chair of the Women’s Energy Network Alliance.
Contact details: https://www.linkedin.com/in/kruthikabala/

Geoff Hudson-Searle is a senior independent digital non-executive director across regulation, technology, and internet security, C-Suite executive on private and listed companies, and serial business advisor for growth-phase tech companies.
With more than 30 years of experience in international business and management he is the author of seven books: Freedom After the Sharks; Meaningful Conversations; Journeys to Success: Volume 9, GOD in Business, Purposeful Discussions, The Trust Paradigm and Scars to Stars Volume 3 and lectures at business forums, conferences, and universities. He has been the focus of radio/podcasts and TV with London Live, Talk TV, TEDx and RT Europe’s business documentary across various thought leadership topics and print media with The Executive Magazine, Headspring/FT, Huffington Post, The Sunday Times, Raconteur, AMBA, BCS, EuropeanCEO, CEOToday across his authorisms.
A member and fellow of the Institute of Directors, associate of The Business Institute of Management, a cofounder and board member of the Neustar International Security Council (NISC) and a distinguished member of the Advisory Council for The Global Cyber Academy. He holds a master’s degree in business administration. Having worked for corporate companies Citibank N.A, MICE Group Plc, Enigma Design, MMT Inc, Kaspersky Laboratory, Bartercard Plc, and RG Group around the world, Geoff has vast international experience working with SME and multinational international clients. International clients with which Geoff has worked include the British Government, HP, Compaq, BT, Powergen, Intel, ARM, Wartsila Group, Atari, Barclays Bank, Societe Generale, Western Union, Chase and Volvo.
Geoff has worked in a broad range of industries including software, technology and banking which has given him a range of different experiences and perspectives of what can work, the importance of good people, process and how these can be applied and amplified to deliver results in different scenarios and paradigms. Geoff is known for bringing in a fresh viewpoint and sometimes challenging the status-quo with a strategic approach delivering successful change management programmes and launching companies and products internationally that deliver results. Geoff’s areas of expertise lie in brand strategy, business communications, business integration, business development and improvement, capital raise activities, pre-IPO planning, capital raise transactions, M&A with full P&L responsibility, which ideally equips him to strengthen global companies, develop SME and international business, and marketing strategies.
The Trust Paradigm
At Amazon on all formats including Audible: buy now
LinkedIn: https://uk.linkedin.com/in/geoffsearle