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Leadership Is The Software Which Relies On A Vision, It Is People-Focused, Culture-Driven And Pivots On Trust- Price

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7 years ago

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Introduction: Leadership Vs Management

I have always been fascinated by the concept of leadership – not management but leadership; because there is a difference.

 Stephen Covey, the American author most popularly known for his book, 7 Habits of Highly Effective People, said: “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.”

 Colin Powell, former U.S. Secretary of State, said: “Leadership is the art of accomplishing more than the science of management says is possible”.

 And finally, Bill Owens, American politician and former Governor of Colorado said: “True leadership lies in guiding others to success. In ensuring that everyone is performing at their best, doing the work they are pledged to do and doing it well.”

To go a step further, let’s use the example of hardware and software – after all I am in the technology business!

For me, leadership is the software which relies on a vision, it is people-focused, culture-driven and pivots on trust.

On the other hand, management is the hardware inclusive of plans, strategies, processes and KPIs. And, although management is essential, it is reliant on leadership to achieve anything meaningful.
Ask yourself, what separates:
 Google from Yahoo
 Apple from Blackberry
 And, Richard Branson, CEO of the Virgin Group from Martin Winterkorn, former CEO of Volkswagen

I am certain that strong leadership would be the resounding response. Therefore, I believe we can safely conclude that the difference between the success and failure of any business is leadership.

Ladies and gentlemen, now more than ever, leading – and not simply managing – is needed.
We don’t need to look far to see that this is true.

 We exist in a business environment where competition is no longer limited to the man around the corner, but international companies and providers

 The customer base is more discerning, requiring increased convenience, shorter timelines in the provision of services and better value for money.

 We also have a front seat to see the unfolding of a dynamic political climate. Just have a look at the difference between the presidencies of Barack Obama and now, Donald Trump. Having just passed his six-month mark in office, The Trump presidency has been punctuated with scandals and the resignation of key officials, Sean Spicer being the most recent.

Colleagues, it is clear. We are living in a V.U.C.A. world.
A world that is Volatile. Uncertain. Complex. Ambiguous.

Surviving and thriving as a business leader in a VUCA world requires vision, sound judgement and adaptability.

Essentially, a leader that can Unlearn, Learn and Relearn.

Thomas Friedman, author of The World is Flat and noted New York Times Columnist said, “We are in a new world, using old tools”. Indeed, it can’t be business as usual because the rules of the business environment has changed. Consequently, to operate in this dispensation, we [as leaders] must adopt a new way of leading.

Colleagues, I believe that collaboration must be the foundation of leadership in these VUCA times. Leadership in this new dispensation, therefore, means:
 Inspiring others toward a challenging vision;
 Building consensus and commitment; and
 Introducing and managing change.

Let’s take a moment to address each of these fundamentals.

Inspiring Others toward a Challenging Vision

Ladies and gentlemen, inspiring others towards a challenging vision is often something that we, as business leaders, must do. Sure, we share our vision with investors, stakeholders and customers. However, the people that we need to inspire to make this vision a reality are our employees.

As we’re all aware, Elon Musk is the CEO of SpaceX – a company predicated on the use of rocket science, with the aim of colonising Mars. Between 2006 and 2009, the company created and manufactured Falcon 1, the first privately-developed liquid-fuel launch vehicle to go into orbit around the Earth.

However, on August 2, 2008, the flight of the Falcon 1 rocket failed as it propelled into space. It was a hard day. I am certain that staff were disillusioned… after all, they were being asked to do the impossible and had failed.

Dolly Singh, former head of talent acquisition for SpaceX, shared her account of the day with noted magazine, Business Insider. She said that Elon Musk, after the rocket failure, addressed the SpaceX staff as a matter of priority before addressing the media. He acknowledged that the flight did not get into outer space but they had achieved more than many others on this first attempt. He also encouraged his staff to hold fast to the vision that Falcon 1 represented, as he was not going to give up.

Dolly said that within moments, the energy of the room changed from despair to determination; people begun looking forward instead of looking back at past failures. The invigorated SpaceX team immediately got back to work and figured out what exactly went wrong in a matter of days. After a mere seven weeks, SpaceX had another Falcon 1 ready. It launched successfully on September 28, 2008 making it the first privately built rocket to achieve earth orbit.

Ladies and gentlemen, inspiring people towards a vision is not an activity that is done through one staff meeting or a friendly company email. It is about consistently engaging staff and helping them to see how important they are to achieving the company’s vision. This is critical in challenging times, when things are not going as planned.

Elon Musk could have chosen to address the media as a matter of priority after such a public failure. But, the act of going to his staff and speaking with them first showed his commitment to them. It highlighted that the staff at SpaceX were a team, and as their leader he knew that, in this moment, he needed to reassure them that he was proud of their hard work and wanted them to continue trudging ahead regardless of the setback.

The second fundamental mentioned was: Building Consensus and Commitment.

For the past six years, Google has held the #1 spot in Fortune Magazine’s Best Companies to Work For in the United States. We have all heard about the free gourmet food, haircuts, laundry services and even town hall meetings. Googlers, as they are called, do lots of work but report high levels of satisfaction and low levels of stress in their jobs.

What is of interest is that Google is a cutting edge firm that is marked by its innovativeness and willingness to try new things. There is a culture of discussing ideas and working together to attain consensus, engender commitment and achieve goals. Therefore, each member of staff is able to buy into the ethos of Google.

Ladies and gentlemen, staff engagement is nothing new. But today we must, like Google, ensure that our companies are values-driven and performance-lead. The culture of the organisation is the core that gives life to this philosophy.

o A strong culture must be based on people buying into the company’s vision and seeing their role as important to its achievement.
o A strong culture relies on leaders that focus on developing strengths and minimizing weaknesses among staff.
o A strong culture ensures that people are productive – regardless of whether the CEO is around.

Building consensus and commitment is something that requires people to trust their leaders, and their leaders to trust them. It means working as a team and not in silos.

In my view, this will have a ripple effect on the way in which we engage our clients, customers and shareholders.

The third fundamental mentioned was: Introducing and Managing Change.

Take your mind back to 1997 – Merlene Ottey placed 3rd in the 200metres race at the World Championships in Athens, Greece; Diana, Princess of Wales died in a car crash and Apple was on the brink of bankruptcy. 1997 was also the year that Steve Jobs, regained control of Apple to make the company one of the greatest comeback stories in business.

Steve Jobs had to preside over a period rife with change. As leader, he had to both introduce and manage this change.

o One of his first decisions was to cut costly projects and align with known-competitor, Microsoft, to strengthen the financial base.

o Next, he introduced the iMac, effectively re-inventing the ‘boring beige box” that represented computers at the time. This was a move which increased sales and brought the company back to profitability.

o In 2001, the iPod, iTunes and the Apple Store were born. Jobs did not ask his team to build a retail store so Apple could sell more products and increase its market share. Instead Jobs asked, “How can we reinvent the store?” The question forced his team to think outside of the entire category… not simply outside the box.

Ladies and gentlemen, Steven Jobs made the process of introducing change, a company-wide initiative that disrupted the market. As leaders, we must embrace this process and ensure that we are nimble and able to implement the changes needed to encourage success.

In 2002, when Jobs wanted Apple to forget about Mac OS 9 and move on to Mac OS X, he held a mock funeral for Mac OS 9 and even delivered a eulogy. It meant another big change that staff, consumers and investors had to trust would turn out well. It was the end of an era.

Conclusion
Let me take a few moments to share some tips that I utilise in these VUCA times.
1. The only mistake is the one that you don’t learn from
2. Lead by Example
3. Circumstances Change. Value Don’t
4. Focus on Solutions. Not Problems
5. Learn, Unlearn and Relearn
6. Learn to get out of the Way
7. What do you think?
8. Are you easy to do business with?
9. Great Players don’t win trophies; great teams win trophies
10. Be the leader that you want to follow

Ladies and gentlemen, taken independently, these elements are of great significance. However, when taken together they represent what leading and thriving in this VUCA world requires.

It can’t be business as usual. Therefore, we can’t be ordinary leaders… we must be exceptional.

I end as I began, highlighting the difference between leadership and management. In this instance, I leave you with the words of Jim Rohn, American author and motivational speaker: “The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not a bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humour, but without folly.”

Thank you.

The above was the text of  the Keynote Address given by
Mr. Stephen Price, Managing Director – Flow Jamaica at a PSOJ Breakfast Forum on July 25, 2017 at the Port Antonio Room, Jamaica Pegasus.

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Businessuite News24

Who is Don Wehby, Group CEO of GraceKennedy?

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1 day ago

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November 16, 2024

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A Legacy of Leadership at GraceKennedy
Don Wehby has been a transformative leader at GraceKennedy, one of Jamaica’s largest and most diversified conglomerates. Since becoming Group CEO in 2011, he has driven the company’s growth through a clear strategic focus on international expansion and innovation. Under his stewardship, GraceKennedy has expanded significantly in the global food and financial services sectors, achieving a balance of organic growth and strategic acquisitions.

Wehby first joined GraceKennedy in 1995 as Group Finance Manager. His leadership has been pivotal in major milestones, including the acquisition of Catherine’s Peak, La Fe Foods in the U.S., and Consumer Brands Limited. Notably, his efforts helped grow revenues and solidify GraceKennedy’s footprint in key international markets such as North America and the United Kingdom​

Visionary Management and Style
Wehby is recognized for his focus on creating a dynamic management team and cultivating Caribbean talent. Drawing inspiration from leaders like Jack Welch, Wehby emphasizes mentorship and succession planning. He actively recruits and develops high-potential executives, fostering a leadership pipeline that positions the company for sustained success. He is also known for his decisive yet collaborative approach, empowering his team to take ownership of key initiatives​

Challenges and Triumphs
Navigating Jamaica’s challenging economic landscape, Wehby has championed GraceKennedy’s resilience. From navigating geopolitical complexities to modernizing operations, he has consistently delivered strong results. His strategic decisions to relocate GraceKennedy’s headquarters to downtown Kingston and focus on foreign markets reflect his bold vision for the company’s future​

Beyond Business
Wehby has made significant contributions outside the corporate world. As a senator and honorary consul for New Zealand, he has advocated for economic reform and strengthened Jamaica’s global ties. His passion for sports is evident in GraceKennedy’s sponsorship of events like the Boys’ and Girls’ Championships, reinforcing the company’s commitment to community development​

Looking Ahead
As GraceKennedy continues its ambitious growth trajectory, Don Wehby remains a cornerstone of its strategy to become a global powerhouse. His focus on leveraging international markets while fostering local talent ensures the company is well-positioned for future success. With his leadership legacy firmly established, the company looks forward to realizing its global ambitions while staying true to its Jamaican roots.

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Artificial Intelligence

Guardsman Metaverse Elevating Security with AI Solutions

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2 days ago

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November 16, 2024

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Guardsman Metaverse, in collaboration with Jamaican artificial intelligence company Crimsontide AI, is revolutionizing security across Jamaica with cutting-edge, customizable solutions. This partnership brings together Guardsman’s expertise in virtual security and Crimsontide’s advanced AI technology, delivering a suite of intelligent security offerings tailored to meet the unique needs of Jamaican businesses and institutions.

Through this strategic collaboration, Guardsman Metaverse is positioned at the forefront of the country’s security landscape, offering systems that leverage both immersive digital technology and sophisticated artificial intelligence.

The partnership underscores the importance of local innovation in addressing the security challenges faced by Jamaica today, providing clients with tailor-made solutions that ensure effective protection.

Guardsman Metaverse is committed to offering security solutions that go beyond traditional models, emphasizing customization and flexibility to meet the specific requirements of each client. From large commercial operations to smaller enterprises, the platform delivers a personalized approach that ensures maximum efficiency and peace of mind.

This flexibility is what sets Guardsman Metaverse apart—adapting to each environment’s unique security demands and offering a more responsive, intelligent way to safeguard people and assets.

With AI-driven features that allow for real-time monitoring and proactive threat detection, Guardsman Metaverse empowers businesses and institutions to stay ahead of potential security breaches. Each system can be fully customized to fit the environment it protects, delivering advanced functionality across a wide range of settings.

Advanced Features for Comprehensive Protection

  • Facial Recognition: Guardsman Metaverse enhances access control through secure, real-time identification of authorized personnel, ensuring that only those with clearance can enter critical areas.
  • License Plate Detection: For commercial properties, this feature allows for real-time monitoring of vehicle activity, helping to identify unauthorized or suspicious vehicles and notify security personnel immediately.
  • Personnel Counting and Crowd Management: Especially important for businesses, this feature tracks occupancy and manages crowd flow, helping to ensure safety, meet regulatory requirements, and optimize operational efficiency.
  • Firearm Detection: Using AI-powered analysis, Guardsman Metaverse detects the presence of firearms, providing instant alerts to security teams to ensure a rapid and effective response to any threat.
  • Customizable Behavioural AI: Tailored to each client’s specific needs, Guardsman Metaverse’s behavioural AI can be trained to detect and respond to specific actions or patterns that are unique to the environment it monitors.
  • Infrared Drone Surveillance: Equipped with infrared technology, Guardsman Metaverse drones provide round-the-clock aerial surveillance, ideal for large properties, high-security areas, and search-and-rescue missions, offering comprehensive monitoring that goes beyond traditional methods.

These advanced security features are fully customizable, ensuring that businesses receive a solution designed specifically for their needs. Whether it’s safeguarding large commercial complexes, healthcare facilities or educational institutions, Guardsman Metaverse offers tailored protection that provides complete peace of mind.

The partnership with Crimsontide AI, a rapidly emerging Jamaican company specializing in state-of-the-art patent-pending artificial intelligence software, ensures that Guardsman Metaverse’s solutions are not only technologically advanced but also locally relevant.

Crimsontide AI Limited is at the forefront of technological innovation, and its expertise allows the system to be fine-tuned to the specific security challenges that businesses in Jamaica face.

Through this collaboration, a diverse offering of services is available to various customers and industries, including theft detection at banks, supermarkets, and retail stores, intruder detection and breach prevention at hotels and resorts, as well as risk mitigation and compliance solutions.

Crimsontide’s AI technology also enables businesses to recognize trends in data, detect outliers, and summarize data sets, all aimed at informing better business decisions.

This partnership ensures that Jamaicans are at the forefront of solving their own security issues, with solutions designed by Jamaicans, for Jamaicans. At Crimsontide AI, the commitment to rebuilding a safer Jamaica is at the heart of every innovation, working toward a future where local technology empowers local security.

However, beyond responding to security threats as they happen, Guardsman Metaverse is designed to predict and prevent potential issues before they escalate. By leveraging AI to analyse behaviours and patterns, the system can foresee risks, giving clients the ability to take proactive steps. This predictive approach ensures that businesses and homeowners are always ahead of security challenges, helping to mitigate risks before they become serious threats.

With Guardsman Metaverse, clients are empowered to protect their environments not just reactively but pre-emptively. This next-level security capability, combined with fully customizable features, ensures a comprehensive approach that adapts to the ever-evolving nature of security threats in today’s society.

 

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Business Insights

Beyond Repeated Failure: Defining a Strategy Triad

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2 days ago

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November 16, 2024

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Studies consistently show that most strategic plans fall short.

The reasons are varied, but a common mistake stands out: teams often assume they understand “strategic” planning, only to end up misguided, compromising their organizations’ success. Often, what they call a “strategic plan” lacks real strategic thought.

How Missteps Occur

If you’ve ever reviewed a company’s strategic plan, you’ve likely seen a list of ambitious goals. They may be grouped in catchy ways, but as you read through, doubts surface. Why?

You sense the organization may lack the resources or focus to achieve all these objectives simultaneously. The longer the list, the more you suspect it may be abandoned when daily issues arise, with lofty goals slipping out of view.

Redefining “Strategic”

One way to prevent this common pitfall is to rethink how we use the term “strategic.” Today, the label “strategic” is often used casually to signal importance, so much so that it’s lost its impact, and audiences tune it out.

This isn’t just a communication issue. When teams invest time in a strategic retreat, they expect the final plan to be truly strategic, yet often that’s not the case.

Typical brainstorming sessions encourage a mix of ideas and positive intentions without much structure. The result is often an extensive report of hopeful outcomes, which can look similar to other plans within the industry—ultimately, another reason for failure.

Enter the Strategy Triad

Peter Compo’s book *The Emergent Strategy* introduces a helpful redefinition of “strategic” by proposing a triad approach:

1. Aspiration: A meaningful, challenging goal that requires effort and won’t happen automatically.

2. Bottleneck: The main obstacle preventing the organization from achieving its aspiration(s).

3. Guiding Principle: A decision-making rule to help navigate actions that address the bottleneck.

Consider a store aiming to increase profits. If the biggest bottleneck is low brand recognition, the guiding principle could be to improve brand awareness through multiple channels—online, in-store, and through partnerships.

Applying the Strategy Triad

At a recent strategic planning retreat, a leadership team was challenged to apply the triad. Initially, it was difficult; identifying bottlenecks from new perspectives required collaboration and creativity, especially without cross-functional data, which led them to rely on firsthand experiences. Yet, they successfully defined bottlenecks and guiding principles that empowered employees to align their daily choices with the strategic plan. This alignment is what leaders want but is often rare.

Why Alignment is Rare

Leadership teams often avoid the challenging, healthy conflict required to build a robust strategy triad. They may take the easier path, creating lists of goals rather than diving into critical strategic planning. Alternatively, when discussions become too heated, leaders may intervene prematurely, cutting off debate and limiting essential buy-in.

To achieve meaningful alignment, it’s important to work through differing viewpoints until agreement is reached. Though challenging, this process builds the intellectual and emotional commitment needed for successful execution. By persevering through difficult conversations, leaders can significantly improve their strategic plans’ success and longevity.

Found this topic interesting? You may want to delve into my long-form content in my JumpLeap Strategic Planning Newsletter/Podcast.

Francis Wade
JumpLeap NewsletterPodcast

Framework Consulting
http://blog.fwconsulting.com : http://fwconsulting.com

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Businessuite News24

Elevate Underperforming Boards: Prioritizing Board Self-Examination

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2 days ago

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November 16, 2024

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Imagine you’ve joined a board, only to discover it’s deeply mediocre. This is your third meeting, and it’s becoming clear that the issues you sensed in the first two weren’t incidental—they’re ongoing. How do you address this underperformance?

Luckily, you aren’t the only one who’s noticed. Some members recognize that long-standing issues have held the board back for years, and while they’ve tried initiating change, nothing has stuck. These are complex, systemic challenges that won’t be resolved by casual discussions, pep talks, or a thoughtful email. Swift, strategic action is needed. But how?

I recently encountered insights from consultant A. Cecile Watson that shed light on why boards need their own strategic approach. Her perspective inspires these key reasons for why your board must implement a self-care plan.

Why Boards Should Prioritize Self-Examination

Boards are often envisioned as serving the organization’s needs. If all members align with this vision, things should function smoothly. Small differences can be ironed out, much like in the “Form-Storm-Norm-Perform” teamwork model, which illustrates the stages groups move through to achieve high performance.

However, boards today face a high-pressure environment, dealing with complex VUCA (Volatile, Uncertain, Complex, and Ambiguous) issues from the outset. While they might receive briefings, individual and group development often gets overlooked in the rush to deliver.

This traditional expectation—that boards serve swiftly, even if under-informed—faces scrutiny in Watson’s latest article. She argues that boards must practice self-reflection and strategy if they’re to excel. Smart people on a board don’t guarantee a high group IQ or EQ; in fact, group performance can suffer if proactive measures aren’t in place.

What does your board need? A new level of self-care. Watson suggests that boards operate as a kind of strategic unit, managing their performance preemptively. Failing to do so only perpetuates mediocrity.

The Case for Board Self-Strategy

Typically, boards focus on “strategic planning” for their organization’s future. Watson’s approach takes this one step further: boards must also strategize for themselves. As a unit, they need the space to address their own evolution.

This doesn’t mean ignoring corporate planning. In fact, I’ve previously recommended that board members actively engage in their organization’s strategic retreats, where they contribute to shaping long-term goals.

Yet, once these retreats end, some boards must adapt as well. For instance, one board I worked with chose to refresh its membership, reducing both the average age and tenure of its members to bring new perspectives aligned with the strategic plan.

In another case, a board had grown complacent. Members showed up sporadically, often unprepared. This lack of accountability permeated the organization, undermining its standards and culture.

Unfortunately, board evaluations alone rarely spark transformation. Instead, Watson advocates for a written Board Strategy, a guiding document that steers the board’s actions.

Creating a Strategy for the Board

Watson advises boards to define a vision for themselves and set measurable milestones to ensure the plan stays on course. While this may sound overwhelming for already busy board members, it’s ultimately about cultivating the right mindset, not rigidly following a checklist.

Adopting these principles can help your board become resilient, better equipped to navigate future challenges, and able to avoid the slow slide into mediocrity that affects many corporate teams.

Enjoyed these ideas? Consider checking out the JumpLeap Newsletter and Podcast with my best longform content.

 

Francis Wade
JumpLeap NewsletterPodcast

Framework Consulting
http://blog.fwconsulting.com : http://fwconsulting.com

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Businessuite News24

Corporate Movements – November 2024

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1 week ago

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November 10, 2024

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Productive Business Solutions Limited (“PBS”) wishes to advise of the resignation of Mr. Andres Ibanes as Chief Financial Officer of the Company effective November 1, 2024. Mr. Jose Misrahi, current Director of PBS and Chief Financial Officer of Facey Group Limited, has been appointed interim Chief Financial Officer of PBS.

Elite Diagnostic Limited (“Elite”) today announced that Mr. Harvey Levers has resigned from his role as Chief Executive Officer, effective November 30, 2024. Mrs. Marjorie Miller, who has served as the General Manager, since October 1, 2014, will assume leadership of Elite until the company appoints a successor. Mrs. Miller will attend and benefit from the on- going collaboration with the Executive Committee of the Board of Directors.

Sagicor Group Jamaica Limited (Sagicor) announced today that Mark Thompson, CEO of Advantage General Insurance Company (AGIC) has resigned, effective October 31, 2024. Mr. Thompson has also stepped down from all Sagicor affiliated boards. In the interim, AGIC’s Deputy CEO Dave Morrison will assume the role of Acting CEO, managing day-to-day operations. Mr. Morrison, who is a chartered accountant with more than twenty years’ experience, rejoined the AGIC team in 2019 and was appointed Deputy CEO at AGIC in September 2023. He has spent more than ten years combined at AGIC.

Mr. Hiram Murillo has been appointed as a Director of the Board of Carreras Limited effective Wednesday, November 13, 2024.

Paramount Trading (Jamaica) Limited (“Paramount”) pleased to advise the Jamaica Stock Exchange (“JSE”) that Mr. Everton Younger has been appointed as Chief Operating Officer (“COO”) effective Janaury 9, 2024. Mr. Younger is an accomplished Supply Chain & Operations Management professional, with well over twenty (20) years of experience in the manufacturing industry. He has held various senior leadership positions at GraceKennedy, Diageo (Red Stripe), Rotoflex Jamaica Limited, Seprod & Liberty Latin America (FLOW) during which time he has overseen the successful implementation of many mission critical initiatives in these entities. He has a strong belief in the abilities and potential of the Jamaican people once they are adequately equipped with the requisite tools, inspired leadership and an empowering work environment. He also shares the view that “there is nothing wrong with Jamaica that cannot be fixed by what is right with Jamaica.” He holds a Bachelor of Science Degree (BSc.) in Pure & Applied Chemistry, a Post-Graduate Diploma in Management Studies, and a Master of Science (M.Sc.) in Food Science & Technology from the University of the West Indies. In addition to his technical qualifications, he has served as an Adjunct Lecturer in the Department of Chemistry at the University of the West Indies for the past ten (10) years.

Berger Paints Jamaica Limited (BRG) wishes to advise that at the Board Meeting held on 13th November 2024, the following appointments were made:

Christian Llanos was appointed to the position of Chairman of the Board. Mr. Llanos is the Sector Head for the Construction Sector of the ANSA McAL Group of Companies and has been a director of BRG since August 2023. Mr. Llanos is a seasoned professional with over three decades experience in management, finance and supply chain, having spent almost twenty years working for a large, multinational corporation before joining the ANSA McAL Group in 2018.

Nicholas Camacho was appointed to the Board as a Director and to the Audit Committee of the Board. Mr. Camacho is the Chief Financial Officer for the Construction Sector of the ANSA McAL Group of Companies. He brings a wealth of financial expertise to the Board. Prior to joining the ANSA McAL Group in 2021, Mr. Camacho built his technical capability in the financial arena at one of the world’s leading accounting firms where he served in senior and management roles for over a decade. Mr. Camacho has also been appointed to serve as member of the Audit Committee.

Nicholas Mac Lean was appointed to the Board as a Director. Mr. Mac Lean is the Managing Director of the Coatings business of the ANSA McAL Group of Companies and oversees the operations of Berger Paints Jamaica Limited, Berger Paints Barbados Limited, ANSA Coatings Limited in Trinidad and Tobago and ANSA Coatings Grenada Limited. He built his extensive experience working for multinational corporations, largely based in the United Kingdom, before joining the ANSA McAL Group in 2017.

Radio Jamaica Limited (RJR), the holding company for RJRGLEANER Communications Group, hereby announce that Mrs. Karla Stephens-Hall assumed duties as Chief Financial Officer of the Group, effective Friday, November 1, 2024.

The Board of Directors One on One Educational Services Ltd advise you of the resignation of Ms. Nicole Foga as Company Secretary of the Board, effective August 31, 2024. Additionally, we are pleased to announce that Mrs. Donnisha Brooks has been appointed as the new Company Secretary effective August 31, 2024.

TransJamaican Highway Limited announces the appointment of Directors John Bell and Steven Gooden to the Corporate Governance Committee, effective November 7, 2024.

Carreras Limited (CAR) wishes to advise of the resignation of Mr. Raoul Glynn from the Board of Carreras Limited effective Friday, November 1, 2024.

We wish to formally notify you of the resignation of Mr. Chadwick Bennett as Chief Financial Officer (CFO) of iCreate Limited, effective September 30, 2024. During his time with us, Mr. Bennett played a pivotal role in helping the business navigate through some of its toughest times. His dedication and expertise were invaluable, and we are beyond grateful for his support. We wish him all the best in his future endeavors. We are also pleased to announce the appointment of Mr. Andrew Wildish as the new CFO of iCreate Limited, soon to be Kintyre Holdings (JA) Limited, effective October 2, 2024. Mr. Wildish brings a wealth of experience in corporate finance, accounting, commercial banking, and investment management, having worked across the United States, Panama, and Jamaica.

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