Interviewer: Mr. Alaa Daloussi, thank you so much for taking the time to be with us today. It’s truly an honor to speak with someone who has made such a strong impact in both the construction equipment and real estate industries. Let’s begin by learning more about your journey.

Alaa Daloussi: Thank you so much for having me. I truly appreciate the kind introduction. It’s always meaningful to reflect on the journey and share what I’ve learned along the way. I believe both the construction equipment and real estate sectors play a vital role in building strong communities, and I’m grateful to contribute in any way I can. I’m excited to be here and happy to dive into the conversation.

Interviewer: Can you take us back to the beginning, what first inspired you to become an entrepreneur?

Alaa Daloussi: Yes, sure. My journey began with a simple desire to create value and solve real problems. I noticed inefficiencies in how construction equipment was being sourced and delivered, especially across borders. That led me to build a business that could make things easier for both suppliers and users

Interviewer: Why did you choose to focus on both construction equipment and real estate development?

Alaa Daloussi:  They’re connected in many ways. My work in construction gave me a deep understanding of how projects are built. That naturally led me into real estate, where I could use that knowledge to plan and execute development projects from the ground up.

Interviewer: What does your day-to-day look like when managing such diverse business operations?

Alaa Daloussi: Every day is different. One day I’m reviewing shipment logistics, the next I’m on-site for a real estate project. I stay involved in all parts of the business, especially in early planning stages where key decisions are made.

Interviewer: Can you describe how you help international machinery manufacturers enter the North American market?

Alaa Daloussi: We act as a full-service partner, from sourcing and compliance to branding and last-mile delivery. We make sure the equipment meets standards and is positioned well in the market, while also taking care of logistics.

Interviewer:  What has been your biggest challenge in growing your business across two major industries?

Alaa Daloussi: Balancing both industries requires strong time management and the right team. Logistics can be complex, and real estate has its own risks. But by staying focused on quality and building reliable systems, we’ve been able to grow steadily.

Interviewer: How important are partnerships in your business success?

Alaa Daloussi: They’re essential. I believe in working closely with people who share the same values. Whether it’s manufacturers, builders, or developers, success always comes from strong collaboration.

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Interviewer:  What’s your approach to selecting land or properties for development?

Alaa Daloussi:  I look at a combination of market trends, infrastructure access, and long-term growth potential. It’s not just about the property itself, but how it fits into the broader vision, whether it supports sustainable development, adds value over time, or meets future demand. Every site is chosen with a focus on both strategic location and lasting impact.

Interviewer: How do you make sure your construction equipment solutions meet client expectations?

Alaa Daloussi: We focus on quality, compliance, and timely delivery. Every machine is tested to meet high standards, and we maintain clear communication throughout the process. From sourcing to after-sales support, we ensure clients feel confident and well, supported at every step.

Interviewer:  What advice would you give to someone entering the real estate development world?

Alaa Daloussi: Start small, stay curious, and take the time to learn. Understand the legal side, market trends, and construction basics. There are no shortcuts, but if you stay committed and keep learning, the rewards are worth the effort.

Interviewer:  What do you believe is the most important trait for an entrepreneur to have today?

Alaa Daloussi: Consistency, without a doubt. In today’s fast-changing world, trends come and go, and markets can shift overnight. But staying consistent in your values, your service quality, and your work ethic is what builds real trust and long-term success. It’s that steady commitment, even when things get tough, that separates lasting businesses from short-lived ventures.

Interviewer:  How do you stay ahead in two fast-moving industries?

Alaa Daloussi:  I stay close to the people on the ground, contractors, suppliers, and local experts, because they keep me in touch with real-time needs. I also keep learning and studying data to spot trends early. Staying ahead means staying involved and never assuming you know it all.

Interviewer: Mr. Alaa Daloussi, as we wrap up, what message would you like to leave for aspiring entrepreneurs who look up to your journey?

Alaa Daloussi: My message is simple, build with purpose, stay patient, and focus on solving real problems. Don’t chase shortcuts; instead, invest in creating real value. Success doesn’t come overnight, but it does come when you genuinely care about the people you serve and take pride in the work you do. If your efforts are driven by purpose and consistency, the results will follow.

Interviewer: Thank you, Mr. Alaa Daloussi, for your time, honesty, and the valuable insights you’ve shared today. Your journey is truly inspiring, and we wish you continued success in all your ventures.

Alaa Daloussi: Thank you once again for the thoughtful questions and the opportunity to share my experience. It’s been a real pleasure. I hope some of what I’ve shared can help others who are just starting out or navigating their own entrepreneurial path. Wishing you and your audience all the best, and I look forward to what the future holds.

In this interview, Kirsten Poon shares why Edmonton businesses should stop seeing AI as something complex and start seeing it as a useful tool that can improve daily work across many industries.

Interviewer: Thank you for joining us today, Kirsten Poon. You’ve been working closely with companies on how they can bring AI into their everyday operations. To begin, can you tell us a bit about what you do?

Kirsten Poon: Absolutely. I’m an artificial intelligence analyst based in Edmonton. I work with businesses both commercial and industrial to help them understand how AI can be useful in their day-to-day work. That includes designing and building AI systems, solving problems during deployment, and working alongside data scientists and tech teams to make sure everything works smoothly. My main focus is on making AI simple, clear, and practical for real business needs.

Interviewer: Your recent advice has been that Edmonton businesses should focus on practical AI uses. What does that mean exactly?

Kirsten Poon: It means businesses shouldn’t feel pressured to chase the latest trend or adopt AI just because it sounds advanced. Instead, they should look at the problems they already face like managing inventory, answering customer questions, or predicting sales and ask, “Can AI help with this in a simple way?” The goal is to use AI to make things easier, not more complicated.

Interviewer: That’s a very grounded approach. What are some examples of simple AI tools a business might start with?

Kirsten Poon: A good place to begin is with automation tools. For example, using AI chatbots to answer common customer service questions or setting up systems that automatically update stock levels when items are sold. These are small steps, but they save time and reduce errors. AI doesn’t have to mean robots or complex algorithms. It can just mean using data to help you make quicker and better decisions.

Interviewer: You work closely with data scientists and engineers. How do you bridge the gap between technical teams and business teams?

Kirsten Poon: That’s a big part of my role. I translate technical details into business outcomes. For example, instead of saying, “This model has 90% accuracy,” I might say, “This tool can predict which customers are most likely to buy, so your team can focus their time better.” I also encourage teams to ask questions, share feedback, and treat the AI system like a regular part of their workflow. It’s a team effort.

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Interviewer: What are some of the most common misunderstandings about AI you see when working with business owners?

Kirsten Poon: A big one is thinking that AI will replace human workers or take full control. In most business settings, AI is more of an assistant. It supports decision-making or handles repetitive tasks so that people can focus on work that needs human attention. Another is that AI must be perfect. That’s not true either. Like any tool, it improves over time and with proper use.

Interviewer: You mentioned education earlier. What should Edmonton businesses do to prepare their teams for AI?

Kirsten Poon: Start small. A basic workshop or even an internal demo can go a long way. It’s helpful when team members understand what AI can and cannot do. That removes fear and builds interest. There are also many free tools and platforms where teams can test simple models or try out basic automation. Once people see how useful it can be, they become more open to learning.

Interviewer: Are there any industries in Edmonton where AI is already showing strong results?

Kirsten Poon: Yes, quite a few. Retail, logistics, manufacturing, and even local service businesses are using AI in useful ways. For example, in retail, businesses are using AI to analyze sales data and plan better promotions. In logistics, it helps with route planning or tracking shipments. Even restaurants are using AI to manage food waste and forecast demand. It’s not limited to tech companies.

Interviewer: What’s your advice to a business owner who wants to start using AI but doesn’t know where to begin?

Kirsten Poon: Start by listing your daily challenges and things that are time-consuming or repetitive. Then ask if any of those can be supported by tools like data dashboards, chat systems, or scheduling software that uses AI. Talk to a consultant or attend a workshop if needed. You don’t have to do everything at once. One simple improvement is better than none.

Interviewer: How do you see the future of AI use in cities like Edmonton?

Kirsten Poon: I think we’ll see more businesses using AI not as a separate thing, but as a part of normal tools. Like how we use spreadsheets now. AI will become part of accounting software, customer tools, and planning systems. Edmonton is a great place for this because we have a strong mix of industries and a growing tech community. The key is to keep things clear, useful, and focused on real outcomes.

Interviewer: What would you say to someone who still feels unsure or nervous about using AI?

Kirsten Poon: That’s completely normal. New tools always feel a bit overwhelming. But remember, AI is here to support, not to replace. You don’t need to be an expert. Just be open to trying small things and asking questions. The best AI tools are the ones that fit into your day without causing stress. Focus on what helps you work better.

Interviewer: Final question: What motivates you to do this kind of work?

Kirsten Poon: I really enjoy solving problems and helping people understand new things. When a business owner tells me, “I didn’t think we could use AI, but now it’s saving us time,” that’s the best part. AI should feel helpful, not distant or confusing. That’s what I try to bring to every project.

Interviewer: Thank you, Kirsten, for sharing your insights and experience. It’s been a valuable conversation and will surely help many Edmonton businesses take their first steps into AI.

Kirsten Poon: Thank you for having me. I’m always glad to talk about ways we can make AI more useful and easier to understand for everyone.

In this interview, John Lasala discusses financial trends, reflects on industry challenges, and offers practical advice for those beginning their careers.

Interviewer: Welcome, John Lasala. It’s great to have you here today. To start, could you please tell us a little about yourself and how you began your journey in finance?

John Lasala: Thank you for having me. I’m a financial analyst based in New York. My journey began with a passion for numbers and problem-solving. Over time, I realized I could use financial data to help people make smarter decisions. Now, I focus on turning complex financial information into clear insights that clients can trust and act on confidently.

Interviewer: What’s the biggest impact of sudden market changes on financial analysis?

John Lasala: Sudden market changes make it harder to predict future outcomes because prices and conditions shift quickly. As a financial analyst, I have to adjust models often and consider multiple scenarios. This helps clients understand risks and avoid sudden losses. Even with ups and downs, focusing on long-term goals keeps the financial plan steady and reliable despite market swings.

Interviewer: How do you simplify complex financial information for your clients?

John Lasala: Simplifying complex data is key to my role. I focus on the essential points that directly impact decisions and avoid jargon that might confuse clients. Visual aids like charts and graphs help translate numbers into understandable stories. I also tailor explanations to each client’s background, ensuring clarity. My goal is to empower clients to feel confident about their financial choices by making data transparent and meaningful rather than overwhelming.

Interviewer: What types of data do you rely on most in your analysis?

John Lasala: Financial statements, market data, and economic indicators are the primary sources. These provide a solid foundation for understanding performance and risks. Historical data is also used to identify trends and project possible outcomes. Accuracy and currency of data are essential for effective strategies.

Interviewer: Can you describe how financial analysis can help clients avoid risks?

John Lasala: Early identification of warning signs in data allows clients to adjust plans or investments before problems arise, preventing potential losses.

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Interviewer: How do data-backed strategies help clients make better decisions?

John Lasala: Data-backed strategies eliminate guesswork by focusing on facts and trends. They provide clear evidence to support recommendations, which helps reduce uncertainty and builds client confidence in making financial decisions.

Interviewer: What tools or software are essential for financial analysis?

John Lasala: Spreadsheet software is used for detailed modeling and analysis, alongside specialized financial tools that help collect and process data efficiently. These tools ensure the analysis is accurate and timely, enabling trustworthy insights.

Interviewer: How important is attention to detail in financial analysis?

John Lasala: Attention to detail is critical since small errors can cause significant issues. Every figure and assumption is carefully checked to maintain accuracy, ensuring precise insights and minimizing risk.

Interviewer: How is accuracy ensured in financial insights?

John Lasala: Data is verified from multiple sources, and calculations are cross-checked to maintain reliability. Assumptions are regularly updated and reviewed to keep insights current and trustworthy.

Interviewer: What challenges arise when interpreting financial data?

John Lasala: Challenges include dealing with incomplete or inconsistent data and processing large amounts of information without losing focus on key details. Skill is required to filter out irrelevant data and highlight what truly impacts decisions.

Interviewer: How is focus maintained on results when dealing with complex financial problems?

John Lasala: Keeping client goals as the primary focus guides all analysis. Breaking down complex problems into manageable parts helps maintain organization and clarity, ensuring actionable insights that drive results.

Interviewer: How is detailed analysis balanced with simplicity in communication?

John Lasala: The depth of detail is adjusted based on client needs. Technical information is translated into clear language, and visuals or summaries are used to make complex concepts easier to understand without losing essential information.

Interviewer: What role does forecasting play in financial analysis?

John Lasala: Forecasting predicts future financial trends and outcomes using current data and assumptions. It is essential for planning and managing risks, allowing preparation for various scenarios and strategic decision-making.

Interviewer: How is success measured for financial recommendations?

John Lasala: Success is measured by the achievement of client goals and how well strategies perform against expectations. Continuous tracking and adjustments ensure recommendations stay aligned with changing conditions and objectives.

Interviewer: What skills are most important for a financial analyst?

John Lasala: Key skills include analytical thinking, attention to detail, and clear communication. The ability to interpret data accurately and explain it simply is essential, along with adaptability and problem-solving capabilities.

Interviewer: How is advice tailored to meet different client needs?

John Lasala: Advice is customized by understanding each client’s goals, risk tolerance, and financial situation. Strategies are then developed to be relevant, clear, and actionable for the client’s specific circumstances.

Interviewer: How can businesses use financial data to grow?

John Lasala: Businesses can track where money is going and how it’s being used. Financial data helps identify strong areas worth investing in and weak spots that need fixing. It also helps set realistic goals, forecast growth, and manage cash flow effectively for steady progress.

Interviewer: How do you ensure the accuracy of your financial reports?

John Lasala: Reports are built using verified data from reliable sources. Everything is double-checked, and assumptions are clearly stated. Accuracy is critical because one mistake can change the outcome. Quality control at every step ensures the final results are dependable.

Interviewer: How do market changes affect financial planning?

John Lasala: Market changes, like inflation or interest rate shifts, can impact revenue, costs, and investment performance. Planning must adjust to reflect these changes. Staying updated and flexible helps protect financial strategies from sudden changes in the economy.

Interviewer: What financial advice do you give most often to clients?

John Lasala: Stay informed, stay disciplined, and focus on long-term goals. Many clients want quick wins, but consistent planning and smart budgeting lead to better results. Managing risk, diversifying investments, and reviewing finances regularly are key to long-term success.

Interviewer: Thank you so much for sharing that, John Lasala. It’s been a pleasure speaking with you today.

John Lasala: Thank you. I enjoy helping clients understand their finances clearly so they can make smart decisions. It’s rewarding to see the positive impact good financial insights can have. I appreciate the opportunity to share my experience today.

Beyond the boardroom, David Badaro is someone who values connection. He spends quality time with his family, often outdoors, where he finds clarity and balance. His love for animals, especially dogs, reflects his thoughtful nature and commitment to caring; traits that also show up in the way he works with people.

David Badaro brings calm and clarity to his work. Whether helping a startup navigate growth or guiding a company through change, he remains steady, focused, and practical. His success as a consultant comes not just from what he knows, but from how he listens, responds, and stays grounded.

In this exclusive interview, David Badaro shares insights from his business consulting career, thoughts on leadership, and the values that guide his life and work.

Interviewer: What led you to become a business consultant?

David Badaro: I started my career in business operations and management, where I quickly saw that many businesses struggled with direction. I enjoyed solving problems and helping others succeed, so consulting became a natural path. I wanted to support leaders without taking over their role, and help them see things more clearly. Consulting gave me the space to do that. Over time, I found that I had a good balance of empathy and structure, which helped build trust.

Interviewer: How do you begin your work with a new client?

David Badaro: I always start by listening. Every business has its rhythm and story, so I take the time to understand what’s happening before offering any ideas. I meet with key team members, ask direct questions, and look at the numbers. From there, I start identifying where things are stuck. It’s about building clarity first and then deciding on the next steps together. That process earns trust and saves time.

Interviewer: What’s one mistake you often see businesses make?

David Badaro: Many businesses rush to fix symptoms without understanding the cause. For example, they may think they have a sales problem, but it’s a communication issue between departments. Jumping to solutions without asking the right questions can waste time and money. I encourage clients to slow down for a moment, take a full view of the problem, and then act.

Interviewer: How do you keep clients focused during stressful changes?

David Badaro: I stay calm and present, and I help them do the same. Stress often clouds thinking, so I focus on simple next steps. I break things down into manageable actions. We tackle one thing at a time, and I keep them accountable without adding pressure. Most clients don’t need more ideas—they need clarity, pacing, and steady support.

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Interviewer: How do you handle clients who resist change?

David Badaro: I don’t push change. I ask questions that make them think. Resistance often comes from fear or lack of information, so I work on building understanding. I also point to real examples of how small changes have helped other teams. Once people see results or feel heard, they open up. My role is to guide, not force.

Interviewer: What advice would you give to a first-time founder?

David Badaro: Spend more time understanding your customer than building your product. Many founders get caught up in perfecting something that no one asked for. Talk to people, ask what they need, and build based on that. Also, get comfortable with uncertainty. You’ll never have it all figured out, and that’s okay. Focus on progress, not perfection.

Interviewer: What’s your approach to solving complex problems?

David Badaro: I strip the problem down to its core. I ask, what are we trying to solve here? Then I look at the facts and remove any assumptions. From there, I build a simple plan with clear checkpoints. Complexity usually comes from unclear goals or too many voices. I work to bring focus and keep the process clean.

Interviewer: How do you manage your own time and energy?

David Badaro: I set boundaries and protect time for rest. I block parts of my day for focused work and avoid stacking meetings. I also make time for nature and family, which helps me reset. I’ve learned that I’m better for my clients when I take care of myself. When I’m grounded, I make better decisions and show up with more presence.

Interviewer: What’s a project you’re proud of?

David Badaro: I once worked with a family-run business that was on the verge of shutting down. They had lost trust in each other, and things were chaotic. I helped them rebuild communication and created a plan to stabilize the business. A year later, they had doubled their revenue and were working together again. That felt meaningful.

Interviewer: How do you earn trust quickly with clients?

David Badaro: By being honest. I don’t pretend to have all the answers, and I’m clear about what I can offer. I also listen without interrupting and speak plainly. People can feel when you’re paying attention. Once they see that I’m here to help and not to impress, the relationship starts to build.

Interviewer: How do you define success in your work?

David Badaro: Success is when my client feels more confident and clear. It’s not always about numbers. Sometimes success is helping someone make a tough decision or letting go of something that no longer works. I look at the impact over time. If things keep moving forward without me, that’s a win.

Interviewer: What role does curiosity play in your work?

David Badaro: Curiosity is everything. If you stop asking questions, you stop learning. I approach each client with the mindset that I don’t know their full story yet. That keeps me humble and open. It also helps me catch things others miss. Clients appreciate that I’m not there to talk over them—I’m there to learn, ask, and guide them.

Interviewer: What lessons have you learned from working across industries?

David Badaro: Every industry has its language, but the human part stays the same. Whether I’m working with tech, retail, or services, the core issues are often trust, clarity, and communication. Learning to adapt while still focusing on those basics has helped me grow. It’s also taught me to stay curious and keep things simple.

Interviewer: What values guide the way you work?

David Badaro: Honesty, respect, and presence. I don’t believe in quick fixes or flashy promises. I show up, listen, and do what I say I’ll do. That consistency builds long-term relationships. I also treat every client’s business like it’s my own. If I couldn’t recommend something to myself, I wouldn’t recommend it to them.

Interviewer: How do your passions influence your work?

David Badaro: Spending time with my family and being in nature reminds me to slow down and stay present. Caring for animals, especially dogs, teaches patience and attention. These things show up in how I work,I listen more, push less, and look for long-term solutions. Balance at home helps me bring calm and focus to my clients.

Interviewer: Thank you, David Badaro. Your clear and thoughtful approach to consulting and leadership is truly refreshing.

David Badaro: Thank you. I appreciate the conversation and the chance to share what matters to me in the work I do.

Christina Domecq es una emprendedora tecnológica con más de 20 años de experiencia construyendo e invirtiendo en empresas que abordan problemas reales. Con un enfoque en proyectos que combinan tecnología y soluciones climáticas, Christina Domecq formado parte de juntas directivas tanto de empresas privadas como públicas, ofreciendo orientación práctica y dirección estratégica.

Reconocida por ayudar a las empresas a mantenerse enfocadas, avanzar rápidamente y desarrollar soluciones que beneficien tanto a las personas como al planeta, Christina Domecq aporta una visión clara sobre lo que se necesita para hacer crecer negocios que importan, no solo en términos de ingresos, sino también en impacto a largo plazo.

En esta entrevista exclusiva, Christina Domecq comparte lecciones de su trayectoria, los desafíos reales en la tecnología climática y lo que los fundadores deben saber para mantenerse enfocados y construir para el futuro.

Entrevistador: ¿Qué te motivó a iniciar tu camino como emprendedora tecnológica?

Christina Domecq: Me atraía resolver problemas de manera lógica. La tecnología me proporcionó las herramientas para actuar rápidamente y arreglar lo que sentía que estaba roto. Mis primeros proyectos no formaban parte de un plan maestro; seguía lo que despertaba mi curiosidad. Observaba vacíos que nadie abordaba y me preguntaba: “¿Por qué no yo?”. Con el tiempo, identifiqué patrones sobre cómo se construyen buenos negocios. Eso me impulsó a seguir adelante. La verdadera motivación era el impacto, no la notoriedad.

Entrevistador: ¿Cuál ha sido la decisión más difícil que has tenido que tomar en los negocios?

Christina Domecq: Terminar un producto o empresa después de haber invertido mucho esfuerzo siempre es difícil. Cuando algo no escala o no ofrece resultados, es doloroso dejarlo ir. Pero aferrarse por más tiempo empeora el daño. He aprendido a analizar cifras y comentarios de usuarios sin emociones. Una vez que está claro que el mercado no está allí, actúo rápidamente. Cortar pérdidas no es un fracaso; es disciplina. Permite enfocarse en lo que sí funciona.

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Entrevistador: ¿Qué buscas al invertir en una startup?

Christina Domecq: Siempre comienzo con el fundador. Quiero a alguien que conozca profundamente el problema y no sigue modas. Luego, evalúo si los usuarios realmente necesitan la solución, no solo si les gusta la idea. Verificar si el equipo puede construir y vender sin necesidad de recaudar millones al principio. ¿Pueden sobrevivir sin la notoriedad? ¿Permanecerán enfocados cuando las cosas se compliquen? Si las respuestas son afirmativas, prestó atención.

Entrevistador: ¿Cómo decides qué problemas resolver?

Christina Domecq: Me concentro en problemas que afectan directamente a un gran grupo o al planeta. Luego me pregunto, ¿podemos resolver esto utilizando herramientas ya existentes? No persigo tecnología futurista por sí misma. El verdadero valor proviene de aplicar soluciones conocidas de manera inteligente. También considero quién se beneficia. Si la respuesta incluye a personas sin voz en el sistema, aún mejor. Eso mantiene el trabajo con los pies en la tierra.

Entrevistador: Has trabajado en muchas industrias. ¿Cómo te adaptas?

Christina Domecq: Comienzo escuchando más de lo que hablo. Cada industria tiene reglas no escritas que los forasteros pasan por alto. Pregunto a los usuarios reales: “¿Cuál es la parte más difícil de tu día?” y no me detengo en una sola respuesta. Luego observo dónde se desperdicia tiempo o dinero. Ahí es donde generalmente se esconden las oportunidades. Aporto experiencia en tecnología, pero no la impongo. Si no ayuda a resolver el problema, no vale la pena desarrollarla. Pruebo ideas a pequeña escala antes de expandirlas. El verdadero progreso proviene de resolver puntos de dolor reales, no de seguir modas.

Entrevistador: ¿Cuál es el mayor mito sobre la tecnología climática?

Christina Domecq: La gente aún piensa que es solo para grandes empresas o que es demasiado costosa para comenzar. Eso está desactualizado. Hoy existen muchas herramientas asequibles y simples. El verdadero problema es la falta de conciencia; muchos equipos no saben por dónde empezar. Comienza con una métrica y un objetivo pequeño. Ya sea el uso de agua, residuos o emisiones, simplemente rastrea algo. A partir de ahí, las mejoras se vuelven más fáciles. No se trata del tamaño; se trata de la acción.

Entrevistador: ¿Qué consejo das a los fundadores que inician una empresa tecnológica hoy?

Christina Domecq: Pasa más tiempo con los usuarios que con los inversores. Observa cómo realmente utilizan tu producto, no lo que dicen en encuestas. Construye en pequeño, prueba rápidamente y corrige lo que está roto. Evita agregar funciones que nadie ha solicitado. Si resuelves un problema claro, los usuarios pagarán y se quedarán. Así es como crecen las empresas reales. Olvida la notoriedad; concéntrate en la utilidad. La consistencia supera al brillo cada vez. Escucha profundamente, itera rápidamente y mantente cerca del punto de dolor. El crecimiento proviene de resolver problemas mejor, no más fuerte. Los mejores productos parecen obvios después de que funcionan.

Entrevistador: ¿Cómo mantienes los proyectos enfocados cuando la misión es amplia?

Christina Domecq: Definimos un resultado que importa y construimos todo alrededor de eso. Por ejemplo, si estamos abordando la energía limpia en las escuelas, ese es nuestro enfoque completo. No cambiamos a hospitales o hogares a mitad de camino. El enfoque significa decir “no” a buenas ideas que distraen. Mantenemos al equipo claro sobre la misión, el presupuesto y el cronograma. Es más fácil expandirse más tarde una vez que se demuestra que el modelo funciona.

Entrevistador: ¿Qué te mantiene motivada después de 20 años en los negocios?

Christina Domecq: Resultados reales. Cuando veo a una empresa que apoyo haciendo una diferencia real, como brindar a las pequeñas empresas un mejor acceso a datos, eso me impulsa. No busco salidas ni apariciones en los medios. Quiero ver cambios sobre el terreno. Las pequeñas victorias me mantienen en marcha, como cuando un fundador envía una actualización diciendo: “Esto funcionó”. Por eso sigo en este trabajo.

Entrevistador: ¿Qué papel juega el fracaso en tu proceso?

Christina Domecq: El fracaso muestra lo que no funciona, si eres honesto al respecto. No espero grandes desastres. Realizamos pequeños pilotos, probamos rápidamente y prestamos atención a lo que falla temprano. Esa retroalimentación es más útil que los elogios. Muestra dónde están las grietas antes de escalar. Trato el fracaso como una herramienta, no como un resultado. Si lo ignoras, pierdes tiempo. Si aprendes de él, mejoras.

Entrevistador: ¿Cómo equilibras la velocidad y la calidad en la toma de decisiones?

Christina Domecq: Tomo la mayoría de las decisiones en dos días. Si es una decisión de alto riesgo, duermo una noche y consulto con algunas personas de confianza. Esperar demasiado tiempo generalmente conduce a confusión, no a claridad. No obtendrás datos perfectos, así que actúa con lo mejor que tengas. La clave es saber cuándo reducir la velocidad, y eso es raro. La mayoría de las decisiones mejoran con la acción, no con el exceso de reflexión.

Entrevistador: ¿Qué significa el liderazgo para ti?

Christina Domecq: El liderazgo significa presentarse cuando es difícil y mantenerse calmado bajo presión. Se trata de brindar claridad a las personas, no solo dirección. Creo en asumir la responsabilidad cuando las cosas salen mal y dar un paso atrás cuando otros tienen éxito. Un buen líder escucha, se ajusta y se mantiene firme. No se trata de ser el más ruidoso, sino de ser constante.

Entrevistador: ¿Cómo eliges en qué empresas participar como miembro de la junta?

Christina Domecq: Me pregunto si la empresa está resolviendo un problema real y si puedo ayudar más allá de la sala de juntas. Si no puedo ofrecer apoyo práctico, no me uno. También observo al equipo de liderazgo. ¿Son receptivos a la orientación? ¿Están estancados o abiertos al crecimiento? Quiero trabajar con personas que valoren la retroalimentación y actúen en consecuencia. Ahí es donde ocurre el progreso.

Entrevistador: ¿Qué es lo que más te gustaría que la gente entendiera sobre tu trabajo?

Christina Domecq: No se trata de grandes ideas; se trata de presentarse todos los días y hacer el trabajo. La gente piensa que el éxito se trata de visión, pero la mayoría se encuentra en las decisiones diarias. Construyes grandes empresas arreglando cosas pequeñas rápidamente. Eso es lo que impulsa los resultados. No hay atajos; solo enfoque, honestidad y consistencia a lo largo del tiempo.

Hassan Lammou is de oprichter van Noumidia Football Academy en een gecertificeerd FIFA-agent die zijn carrière heeft opgebouwd rond het helpen van jonge spelers om zowel op als naast het veld te groeien. Met zijn jarenlange ervaring als jeugdvoetbaltrainer en mentor heeft Hassan Lammou een omgeving gecreëerd waar talent wordt ontwikkeld met structuur, geduld en sterke waarden.

In dit interview vertelt Hassan Lammou hoe zijn reis begon, wat zijn aanpak anders maakt en waarom voetbal meer is dan alleen het spel.

Interviewer: Hassan, bedankt voor je komst. Kun je beginnen met ons te vertellen wat je geïnspireerd heeft om de Noumidia Football Academy op te richten?

Hassan Lammou: Bedankt voor de uitnodiging. Het idee voor Noumidia Football Academy is ontstaan toen ik nauw samenwerkte met jonge spelers. Ik zag niet alleen een gat in technische training, maar ook in begeleiding en ondersteuning. Veel getalenteerde kinderen misten structuur, zelfvertrouwen of iemand die hen hielp om op koers te blijven. Ik wilde een plek creëren waar ze goed konden leren voetballen, maar ook als mens konden groeien. Zo is de academie begonnen met het doel om complete atleten te ontwikkelen, zowel op het veld als in het leven.

Interviewer: Waar concentreert u zich op bij het coachen van jonge atleten?

Hassan Lammou: De basis komt altijd op de eerste plaats: balcontrole, passen, spelinzicht, maar mijn belangrijkste focus is spelers helpen structuur en mentale kracht te ontwikkelen. Ik wil dat ze begrijpen hoe belangrijk het is om op tijd te komen, gefocust te blijven en elke dag hard te werken. Ik geloof dat deze gewoontes sterke voetballers maken, maar meer dan dat, ze maken sterke mensen.

Interviewer: Je noemde je mindset. Hoe leer je dat?

Hassan Lammou: Het begint met kleine dingen zoals hoe ze reageren als ze een fout maken, hoe ze omgaan met druk, hoe ze hun teamgenoten behandelen. Ik herinner me er altijd aan dat voetbal een teamsport is. Je moet elkaar steunen, kalm blijven onder stress en doorgaan, zelfs als het spel niet jouw kant op gaat. Dit zijn dingen die je kunt trainen, net zoals je je lichaam traint.

Interviewer: Wat maakt Noumidia Football Academy anders?

Hassan Lammou: We bereiden spelers niet alleen voor op wedstrijden, maar ook op het leven. Ik praat regelmatig met elke speler, niet alleen over hun positie of techniek, maar ook over hoe ze zich voelen, welke doelen ze hebben en hoe ze omgaan met school of thuis. Ik wil dat ze weten dat ze steun hebben. Dat soort vertrouwen maakt een groot verschil en ik denk dat het ook te zien is in hun prestaties.

Interviewer: Je bent ook een FIFA-gecertificeerd agent. Hoe ondersteunt dat deel van je werk wat je doet op de academie?

Hassan Lammou: Het geeft me een bredere kijk op de voetbalwereld. Ik weet waar clubs en scouts naar op zoek zijn en dat gebruik ik om onze spelers voor te bereiden. Als ze professioneel willen worden, kan ik ze helpen te begrijpen wat daarvoor nodig is, niet alleen qua vaardigheden, maar ook qua houding en professionaliteit. Ik heb veel spelers kansen zien missen omdat ze er mentaal niet klaar voor waren. Ik wil niet dat iemand onder mijn hoede overkomt.

Lees ook: Brennan Logan Brown Says “Sustainability Should be Used in Every Business Sector”

Interviewer: Wat zijn de belangrijkste vaardigheden die een jonge voetballer vroeg moet leren?

Hassan Lammou: Ten eerste, discipline. Kom opdagen, blijf geconcentreerd en geef niet snel op. Ten tweede, communicatie. Je moet luisteren, duidelijk spreken en goed met anderen samenwerken. Ten derde, balcontrole. Alles in voetbal begint met hoe je met de bal omgaat. Ten vierde, besluitvorming. Leer snel te denken en slim te handelen. En als laatste, respect voor coaches, teamgenoten en tegenstanders. Dat legt de basis voor succes op de lange termijn.

Interviewer: Wat zijn de grootste uitdagingen voor uw spelers?

Hassan Lammou: Afleiding en druk. Echte groei heeft tijd nodig. Jonge spelers verwachten soms dat ze meteen slagen en als dat niet gebeurt, voelen ze zich ontmoedigd. Daarom leer ik ze geduldig te zijn en zich te richten op kleine, gestage vooruitgang.

Interviewer: Hoe blijf je gemotiveerd in je werk?

Hassan Lammou: Ik zie de impact die dit werk heeft. Elke keer als ik een speler zie groeien, niet alleen als atleet maar ook als persoon, herinnert het me eraan waarom ik begonnen ben. Het is niet altijd makkelijk, maar het is het altijd waard. Ik blijf ook zelf leren. Ik volg coaching seminars, kijk naar wedstrijden en praat met andere coaches. Je blijft groeien in dit vak.

Interviewer: Veel kinderen hebben tegenwoordig te maken met afleiding of druk. Hoe helpt u uw spelers geconcentreerd te blijven?

Hassan Lammou: We praten openlijk. Ik moedig ze aan om het te zeggen als iets hun concentratie of stemming beïnvloedt. Ik werk ook nauw samen met de familie om ervoor te zorgen dat de ondersteuning thuis wordt voortgezet. We stellen kortetermijndoelen, waardoor ze op koers kunnen blijven zonder overweldigd te raken. Ik herinner ze eraan dat voetbal een lange reis is en dat elke stap die ze zetten belangrijk is, zelfs de kleine.

Interviewer: Welke rol spelen ouders in de ontwikkeling van een jonge voetballer?

Hassan Lammou: Een grote rol. Ouders kunnen het proces ondersteunen of onbedoeld druk uitoefenen. Ik moedig ze altijd aan om positief en geduldig te zijn. Ze hoeven geen coach te zijn, ze moeten alleen in hun kinderen geloven en voor stabiliteit zorgen. Als ouders en coaches samenwerken, voelt de speler zich gesteund en kan hij of zij zich richten op verbetering.

Interviewer: Welk advies zou je geven aan nieuwe coaches die met jongeren werken?

Hassan Lammou: Wees consequent. Kinderen hebben stabiliteit nodig. Kom op tijd, houd je aan je woord en wees duidelijk in je verwachtingen. Probeer geen indruk op ze te maken, wees gewoon eerlijk. Luister naar ze, push ze als ze dat nodig hebben en geef altijd het goede voorbeeld. Als ze je vertrouwen, zullen ze hard voor je werken.

Interviewer: Hoe blijf je gemotiveerd en blijf je je verbeteren als coach?

Hassan Lammou: Ik zie coachen als een levenslang leerproces. Ik bestudeer het spel, volg workshops en praat met andere coaches om ideeën uit te wisselen. Ik let ook goed op mijn spelers en zij leren mij veel. Elke dag brengt iets nieuws. Het verlangen om ze te helpen groeien houdt me gemotiveerd.

Interviewer: Hassan, bedankt voor het delen van je tijd en je verhaal. Het is duidelijk dat je werk een groot verschil maakt.

Hassan Lammou: Dank u. Ik ben dankbaar voor de kans om te spreken over wat we doen. Het gaat erom jongeren de middelen te geven die ze nodig hebben om aan hun toekomst te bouwen, met of zonder voetbal.

According to Brennan Logan Brown, sustainability is about producing future value and creativity instead of just being environmentally conscious. Businesses that accept sustainable practices frequently discover fresh possibilities for increasing productivity and breaking into new markets. Beyond her sustainability advocacy, Brennan Logan Brown also empowers women through her platform, Blonde Guru, which inspires confidence, leadership, and personal growth.

In this interview, Brennan Brown highlights the need for all industries to consider sustainability. Businesses have to grow in the modern world while protecting the environment for coming generations.

Interviewer: Could you elaborate on why sustainability must be adopted universally across all industries rather than confined to specific sectors?

Brennan Logan Brown: Sustainability has to be universal because every business, regardless of industry, impacts the environment and society in some form. Whether a company operates in finance, manufacturing, real estate, technology, or retail, its decisions affect natural resources, communities, and ultimately the planet’s health. If we limit sustainability to only a few sectors, we miss out on big opportunities to reduce environmental damage and promote rights for all. More importantly, businesses that ignore sustainability expose themselves to risks such as regulatory penalties, supply chain disruptions, and reputational damage. 

Interviewer: From your perspective, how does embedding sustainability within corporate strategies contribute to enhancing a company’s value proposition and competitive position?

Brennan Logan Brown: A company’s value is increased in several ways when sustainability becomes embedded in its core. First of all, it frequently results in higher operational efficiency, lower costs, and reduced waste, energy use, and resource management. Secondly, it improves the reputation of the brand. Today’s consumers are more aware of the ethical standards of the businesses they support and the places from which their products come. Strong adherence to sustainability increases client loyalty and provides access to new markets, particularly with younger consumers who value ethical companies.

Interviewer: A common challenge businesses cite is the perceived complexity and cost associated with implementing sustainability initiatives. How should companies navigate these concerns to effectively integrate sustainable practices?

Brennan Logan Brown: While understandable, the idea is becoming more and more old-fashioned. Some sustainable projects do need a starting amount of money, but they usually pay for themselves in the form of savings and new opportunities. I advise businesses to start small and concentrate on areas where they can make the biggest difference or get the most benefit. For instance, increasing energy efficiency or using responsibly sourced products can frequently lower costs while still satisfying stakeholder demands. Crucially, businesses should establish measurable goals and share their progress both internally and externally in order to generate momentum.

Interviewer: For organizations initiating their sustainability journey, what Roadmap or steps would you advise to prioritize and guide their efforts effectively?

Brennan Logan Brown: The key is to understand your material impacts, that is, which environmental and social factors are most relevant to your business and stakeholders. A great place to start is with a significance assessment. It assists you in deciding priority areas, such as involving the community, water use, waste production, and energy use. Develop clear, achievable targets after you’ve identified where to concentrate. Because sustainability calls for teamwork, it involves workers at all levels. Setting achievable targets at first and monitoring advancement encourages self-assurance and lays the groundwork for future, more thorough cooperation. Recall that sustainability is a process, and constant improvement is more important than perfection.

Also Read: Noah Loul Talks About Making Sales Teams More Efficient with AI

Interviewer: In what ways does sustainability serve as a spark for innovation within companies?

Brennan Logan Brown: Sustainability forces companies to reconsider strong procedures and come up with novel methods for value creation. By requiring solutions that reduce their impact on the environment, improve social outcomes, or boost productivity, it promotes innovation. Innovative goods like recyclable bags, business models that recycle and reuse materials, or the use of renewable energy sources can result from this. Businesses that prioritise sustainability are typically flexible and progressive. They foresee shifting laws and consumer needs, allowing them to adjust more quickly and gain a competitive edge. Innovations inspired by sustainability initiatives frequently create new business sectors or markets that otherwise wouldn’t have existed.

Interviewer: How have evolving consumer expectations influenced the need for businesses to adopt sustainable practices?

Brennan Logan Brown: Today’s consumers are holding businesses for their impacts and have greater access to information than ever before. In addition to marketing claims, they demand fair trade, transparency, and visible action. Because of this change, businesses must take sustainability seriously or risk becoming obsolete. Fulfilling these expectations is essential for long-term success because it promotes loyalty and trust, which are more important than simply avoiding objections. Companies that truly practise sustainability improve their relationship with customers, particularly younger ones who cast their votes with their money’s.

Interviewer: Leadership is frequently mentioned as being essential to promoting sustainability in businesses. What part do corporate culture and executive commitment play in this process?

Brennan Logan Brown: Leadership is absolutely essential. establishing sustainability as a top priority for executives sets the tone and guides the distribution of resources. This lets everyone in the company know that sustainability is a top priority and not a secondary consideration. Company culture is also very important. Employees become supporters and researchers when they understand the importance of sustainability and how it affects their day-to-day work. Promoting teamwork, honouring achievements, and offering continuing education are all helpful in combining sustainability into business culture. In the end, sustainability is successful when it is incorporated into daily decision-making, performance metrics, and strategic planning.

Interviewer: What best practices should organizations adopt to effectively measure and report on their sustainability performance?

Brennan Logan Brown: Measurement starts with clear goals and key performance indicators tied to material sustainability issues. The release of carbon dioxide, water consumption, waste diversion rates, and social indicators like community investment and workforce diversity are a few examples. Building trust and promoting progress are two benefits of regular and open reporting, both internally and externally. It’s critical to use precise data, establish reasonable goals, and modify plans in response to outcomes. Establishing feedback loops that motivate teams and give stakeholders a clear picture of progress should be the goal of businesses. In addition to holding the business responsible, transparency increases the company’s reputation in the marketplace.

Interviewer: Many organizations face internal and external barriers when embedding sustainability. What strategies do you recommend to overcome these challenges?

Brennan Logan Brown: Although difficulties are unavoidable, they can be handled with the appropriate strategy. Prioritising projects with significant effects and using alliances with NGOs, trade associations, or consultants who provide knowledge and resources can help make up for limited resources. A lack of knowledge or a fear of change are common causes of internal resistance. Building buy-in requires communication and education. Mindsets can be changed by showing benefits, involving employees early, and sharing success stories. To overcome challenges, leadership must continue to be devoted and openly support sustainability initiatives. Implementation in stages, beginning with trials, can lower risk and show real benefits.

Interviewer: Looking to the future, how do you foresee sustainability shaping the strategic priorities of businesses worldwide over the next decade?

Brennan Logan Brown: Sustainability will be included in every area of business planning and will no longer be a choice or different function. Businesses that ignore sustainability, in my opinion, will find it difficult to draw in clients, funds, and talent. On the other hand, companies that innovate with sustainability in mind will open up fresh opportunities for growth, develop strong operations, and create closer bonds with partners and communities.

Interviewer: Brennan, thank you for sharing such thoughtful insights on how sustainability can and should be integrated across all business sectors. Your perspective adds real value to the conversation around responsible business growth.

Brennan Logan Brown: Thank you for having me. I’m always glad to contribute to discussions that encourage positive change. I believe the more we talk about these ideas, the more likely we are to see meaningful action across industries.

Before launching B2B Rocket, Noah Loul experienced in various positions how inefficient sales processes can take away time and effort from sales teams. The frequent question was always: Why are talented people spending so much time handling repetitive duties? Why are replies to leads still coming after several days? Above all, I wonder: Could we turn that around?

Noah Loul has come up with B2B Rocket’s AI Agents as his own solution. They make the process of selling faster and easier for staff, by screening prospects quickly, responding on the spot and progressing talks without making the process more stressful for employees. Noah’s aim to support a million businesses is leading them to design software that improves the way companies manage growth.

In this interview Noah Loul will talk about how B2B Rocket’ AI agents are helping the business to grow at a fast pace.

Interviewer: Thanks to Noah for sitting with us. Just think about it this way right from the beginning. What image do you have of sales efficiency and why is it especially relevant today?

Noah Loul: I appreciate you having me here. Being more efficient in sales does not only mean to work with speed. It concerns how efficiently a team uses their resources. Most companies find that sales reps spend up to 50% of their time working on things other than selling. They didn’t get hired to do that and it will not help them improve their performance.

My view of efficiency is providing teams with ways to prioritize what matters. The goal is to reduce the difficulties for your customers. AI does the routine and reactive tasks, allowing your team to focus on planning, bonding with clients and closing transactions.

Interviewer: Sales has normally been carried out through the efforts of people. In what way do you see AI being used in this type of field?

Noah Loul: One of the most common doubts is that AI is taking the human aspect away from sales. Actually, AI is meant to enhance our abilities, not take them away.

When AI deals with simple questions, your staff can avoid wasting time on email. Because they have overall flexibility, they are able to organize for upcoming meetings, read about potential customers and engage in meaningful exchanges with others. In some respect, AI provides salespeople with more time to focus on clients’ needs. It allows individuals to improve their mental strength in crucial situations.

Also Read: Christina Domecq: “Los emprendedores tecnológicos deben mantenerse fieles a su misión”

Interviewer: So, what has been accomplished? How have AI Agents affected teams?

Noah Loul: The response time is the initial metric I notice. We’re making it possible for our teams to respond to messages almost immediately instead of hours later. As a result, the number of people getting engaged in the company increases a lot.

We have also noticed teams build twice the qualified pipeline using the same number of team members. A client was able to eliminate 80% of the time their reps spent on manual lead qualification and this allowed them to focus on what actually sells. What truly matters to me most are the times when a founder or sales manager remarks, “My people are less stressed.” This is really an achievement.

Interviewer: Your aim is to ensure that a million companies succeed in their growth. That’s ambitious. What is the goal that you’re setting for yourself and what strategy will you use to reach it?

Noah Loul: We decided to focus on that goal as it requires us to consider problems on a grand scale. We not only focus on enterprise customers but also work to bring simple sales automation to smaller and medium-sized organizations. So you should price it well, make it easy for new customers to sign up and ensure that customer support does not need an entire IT department.

We do not view ‘a million’ as just a number. It helps you to focus on results. Any deal a small business closes by using our tools is an additional growth opportunity. That’s what the organizers hope to accomplish.

Interviewer:  What are the usual concerns that arise for people when they begin using AI in their sales jobs—and what do you say to address them?

Noah Loul: The biggest issue is that someone might not be natural or come off as artificial. There is a concern that using AI might change how people work, decide or relate to their clients. We have created systems that are flexible, intelligent and able to communicate like people.

You are still responsible for creating your brand’s way of communicating. The rules for your home are determined by you. The AI is there to ensure all your best practices are followed each time, no matter what. The goal is to increase your team’s effectiveness, not to give up command.

Interviewer:  Where is AI trending in the area of sales?

Noah Loul: AI will soon serve as the platform on which technology is built. It will be embedded in the sales process from start to finish. Even before a sale is made and after it is finalized, AI will guide the company on its strategy, when to send messages, what to include in them and point out any potential risks.

Yet, I believe that the biggest change will occur on the cultural front. People will begin to understand AI as part of their group, one that works around the clock, never tires and is always learning. We are on our way to that outcome.

Interviewer:  What advice will you give to a company that wants to cultivate its sales team without spending more money?

Noah Loul: Start by asking yourself what your sales team spends the most time on that doesn’t directly drive revenue. That’s your automation opportunity..

Making progress can be done gradually, step by step. If you automate a single process like lead qualification or scheduling, you can get hours back each week. That leaves time for you and your team to instead discuss important matters or plan further. Efficiency is not the same as doing less work. It’s focused on making space for the future.

Interviewer: I greatly enjoyed hearing how you feel about this. B2B Rocket is more than just technology development—it allows staff to work in a smarter way. We’re excited to see how your products will continue to benefit the workers in sales across the globe.

Noah Loul: Thank you! I appreciate your words very much. We want to keep working towards new achievements and being able to help teams achieve more using fewer resources would be the type of progress I value.