Born with a relentless curiosity for the internet and hunger to succeed, Atasha’s journey began at just 15 years old when he started out as a digital tech entrepreneur. Experimenting with web development, hosting and digital marketing, he went on to complete a degree in International Business at UiTM. After spells in corporate and governmental agencies, Atasha honed his expertise in leadership and management. Now, with 18 years’ experience in the technology sector, his pathway to becoming a leading international senior management and business advisor took him across the world, working often in Asia and Europe. This international perspective has armed Atasha with a unique, holistic understanding on global business, and his philosophy is that an entrepreneurial spirit is fuelled by a growth mindset: “I believe that having a learning and growth mindset is what makes a great entrepreneur or business leader. A strong leader makes a conscious effort not to carry wounds with them from their past that may affect their leadership. They don’t easily assume things based on what they know in the past, but stay curious about current trends that help in making sound judgment with regards to daily decisions.” Atasha was given responsibility to manage National ICT high impact projects; negotiated on behalf of the Malaysian Government to attract and retain Foreign-Direct Investment (Fortune-500 listed companies), he has secured RM7 billion investment with more than 11,000 jobs in two years. Furthermore, Atasha has successfully helped some of the world’s leading multinational brands in various industries and micro, small and medium enterprises (MSME) to develop leaders and accelerate organizational performance. Today, Atasha is Chief Executive of management consulting firm, Foxymojo & Co, which offers tailor-made independent advisory services to entrepreneurs & corporates, focusing on building long-term and value-added relationships. Atasha’s revolutionary Digital Transformation CSR movement was presented at the UNITAR and UNCTAD in Geneva. It reimagines the way business leaders and even governments stimulate the digital competency of their respective companies and countries. In the wake of COVID-19 businesses have had to deploy an agile response, adapting to new ways of working and customer behavior. Atasha’s Digital Transformation CSR is underpinned the concept of frugal innovation – doing more with less. He demonstrates the power of harnessing existing technology and upskilling workers, while dispelling the myth that CSR is a gimmick. Atasha believes integrity should be at the heart of CSR, to make the world a better place for its stakeholders, not just shareholders. Atasha is also an Advisor to the Alibaba Group’s eFounders Fellowship Asia, which is a joint project with the United Nations Conference on Trade and Development in support of sustainable development. And an Ambassador for the global Seedstars organization which empowers and supports emerging entrepreneurs.
This is really about enhancing Leadership team capabilities and creating the right organization culture to make it happen.
Let me begin by saying: The center of Leadership is about "influence"... and the center of influence is about "relationship".
It goes back to the relationship of Leadership team with employees at all levels in the organization which will motivate and inspire employees to "always do their best for the organization, even when no one is watching". To do that, you need to give them a BIG WHY that is really relevant to them.
The pace will be much better once, they feel motivated and empowered.
I enjoyed reading comments from other experts here which has provided good insights and perspectives. if I may add a little bit.. creating a high performance culture is a journey that I recommend you to work on for your business. the people in the organization needs to acknowledge that there is this problem. It can't be only you feeling the heat, but, others must also understand and acknowledge the situation. your ability to create a good dialogue with your stakeholders - to negotiate on your way forward is KEY. start with seperating people from problem. if you think people is the problem.. it is very hard to get a dialogue..
I also think you need a good break too.. and come back when you are ready. good luck!
Get partners and leverage on their network to grow your business - they could be an active member CIO network. When it comes to hiring people, embrace diversity of strength. try not to hire the same "type" of people to work in your business. this can be done by asking the right set of questions during interview.
I would recommend to have a growth head for large corporations to seriously looking into innovation to identify next sources of growth. The head of growth in large corporations required a different dynamic compared to startups in terms of scaling, the ability to execute change, maturity, systems. the key is to identify, type of growth required by the company if whether to grow aggressive, organic or just a specific new areas that you need to focus. Different type of growth required different skillset and dynamic to make it happen and ensure it is align with overall plan of a company. Specifically in financial sector, the head of growth is to do "industrial espionage" work or we called it as stalking. Stalking has been always been underrated strategy but it has proven it can be a great tool to succeed.
In terms of validation, there is no right or wrong.. phone or email is just a tool. i would prefer face to face interaction during targeted networking session.
preparation before you proceed with validation is important. start with potential client that you're comfortable with.
The easy part to ask questions.
The real work is
1. to define the right question to ask
2. establish a connection with potential client before you ask question.
I've seen many entrepreneur ask questions for validation.. end up not getting the real answer, because their respondents somehow not ready to answer it.
I hope this tip would be useful for you. Good luck.
Both yourself and partner may need to come up with the agreed calculation method to calculate the weightage of Contributions from both of you. The basic idea is to :
1. quantify both contributions
2. convert it to percentage
so you can determine the profit sharing.
Don't confuse yourself or the customer.
It goes back to your objective of the meeting. Different objectives may set different way and intonation of discussion. If your objective is to sell the solution, you may need to prepare the relevant sales kit. If you set the right expectation, it will be much easier for you to navigate the discussion.
For meeting senior executives, it is always good to know the company information, his profile, who is he in the company, what he have done or future projects.. but as our friend Jacob said.. Don't be intimidated by him or his position.