Business, Entrepreneurship and Feng Shui with Andreea Bondoc Business, Entrepreneurship and Feng Shui with Andreea Bondoc Published 2 years ago on October 23, 2015 By Andreea Bondoc Share Tweet Dare to seek answers, from Real People, Real Business and Real Life. Asian Entrepreneur is proud to announce an interview series with journalist Andreea Bondoc starting today covering experiences that will shatter your chain of bias. The weekly series will bring up real facts and proof that big companies and tycoons are using Feng Shui and Chinese Metaphysics to grow up their businesses and to empower their life. From Facebook and Apple to simple businesses, our readers will discover in interviews and by a detailed analysis that behind every success Feng Shui was used. We don’t get in technical details for it, but we prove how it works. They know how to use the Power Of Invisible. This article is a part of the Business, Entrepreneurship & Feng Shui Series on The Asian Entrepreneur. Click on the image to find other articles in the series: Connect with Andreea Bondoc: Email: [email protected] Twitter: https://twitter.com/POfInvisible Facebook: https://www.facebook.com/powerofinvisible?ref=hl Related Topics:asianasian entrepreneurbusinessEntrepreneurEntrepreneurshipinterviewlifesuccessthe asian entrepreneur Continue Reading You may like What Kills A Startup Jasmine Tan, Director of Stone Amperor Is There A Coworking Space Bubble? Dextre Teh, Founder of Rebirth Academy Arthur Lam, Co-Founder of Synergy Johnson Zhuo, Founder of Dream Sparkle Business, Entrepreneurship and Feng Shui with Andreea Bondoc Women on Top in Tech – Monica Kalia, Founder and Chief Strategy and Business Development Officer of Neyber Published 9 months ago on January 26, 2017 By Marion Neubronner (Women on Top in Tech is a series about Women Founders, CEOs, and Leaders in technology. It aims to amplify and bring to the fore diversity in leadership in technology.) Here is my interview with Monica Kalia, Founder and Chief Strategy and Business Development Officer of Neyber. What makes you do what you do? A commitment to deliver a genuine alternative to the solutions offered by financial service providers whose high-interest rates and low returns on savings have helped to create an unprecedented era of financial stress and fuel indebtedness. How did you rise in the industry you are in? A combination of hard work and taking the opportunities that were presented to me; both over a long career in investment banking and as a fintech start up entrepreneur. Why did you take on this role/start this startup especially since this is perhaps a stretch or challenge for you (or viewed as one since you are not the usual leadership demographics)? I had accrued great knowledge of the financial services sector during my time in investment banking. I saw the potential for positive change in the consumer credit sector and to ensure that consumers benefited from a better deal. I was confident that our business concept would succeed and in the partnership that I have with my two Co-Founders. Do you have a mentor that you look up to in your industries or did you look for one or how did that work? I don’t have a specific mentor but instead, believe in the power of networking within the business community. Learning from great people from across the age and cultural spectrum has positively contributed to my career. At Neyber we have Advisory Boards that contribute to the development of our business and the personal growth of the founder/senior executive team. Now as a leader how do you spot, develop, keep, grow and support your talent? Having a broad business and social network has delivered results for the founders of Neyber. We’ve been able to tap into a diverse pool of talented people who share our commitment to delivering fairer financial services. I personally look for people who are committed to our objectives and who love to be challenged at work. We also award equity to our people, as we believe that this is vital for keeping people at Neyber. Do you consciously or unconsciously support diversity and why? It’s sad that we should still have to be discussing this in the second decade of the 21st century. There should be no disbarred to people achieving whatever their cultural or economic background. At Neyber we have a totally diverse workforce that reflects the fact that we recruit on the basis of talent and commitment to our mission. If every employer were like this the world would be a different and better place. What is your take on what it takes to be a great leader in your industry and as a general rule of thumb? Great leaders rely on having great teams who are committed to the values of their organizations. This matters in every organization whether in Fintech companies such as Neyber, global businesses, charities or the public sector. Leadership tends to fail when people are neither aligned to their employers or committed to fulfilling the objectives that have been set for them. That’s why Neyber works both from a leadership and team perspective i.e. because we believe in the mission of the company. Advice for others? It’s essential to follow your personal values when establishing businesses. Go for what you believe in and work with partners who share your commitment. This will ensure that you get the right start-up team in place and bring the people on board who will make things happen. To learn more about Neyber, please see https://www.neyber.co.uk/. I am a huge fan and cheerleader of Women Leaders — If you know of an AMAZING Woman Founder, CEO, Leader in Tech or you are one yourself — Write me here. AMPLIFY Conscious Business Leadership with me. Continue Reading Business, Entrepreneurship and Feng Shui with Andreea Bondoc Women on Top in Tech – Devie Mohan, CEO/Co-Founder of Burnmark Published 11 months ago on November 25, 2016 By Marion Neubronner (Women on Top in Tech is a series about Women Founders, CEOs, and Leaders in technology. It aims to amplify and bring to the fore diversity in leadership in technology.) Here is my interview with Industry Researcher, Speaker, and Blogger Devie Mohan, CEO and Co-Founder of Burnmark. What makes you do what you do? It took me a long while to realize my true interests and passions and find the confidence to pursue them. I have combined my passion for writing, quantitative research and creative design along with my fintech industry experience to launch my venture, Burnmark. Burnmark is a fintech research company for the social media economy – we want to make data in the space easily shareable, visually impactful and easily built upon by others. How did you rise in the industry you are in? I was fortunate to start my career with some great firms like Goldman Sachs, IBM, SunTec, Thomson Reuters, and Ericsson. For me, the biggest change happened when I started writing about the trends I personally saw in the fintech space – some of my predictions started making sense over time and I was then seen as a thought leader and influencer in the space. I have now had the chance to do keynote speeches in most parts of the world predicting, analyzing and visualizing trends in fintech. Why did you take on this role/start this startup especially since this is perhaps a stretch or challenge for you (or viewed as one since you are not the usual leadership demographics)? I have never believed in a “leadership demographic” – I always looked up to leaders for their skills and ability to pursue ideas and implement decisions effectively, regardless of whether they are of a certain type, gender or ethnic origin. I think I am one of the best candidates in the field to do what I do with my startup, and don’t think it is a stretch or challenge for me personally. But I do like to set challenges for me and Burnmark personally, and constantly stretch myself. Do you have a mentor that you look up to in your industries or did you look for one or how did that work? I have been fortunate to have a large group of supporters around me who I have bombarded with all kinds of questions. Some people within the fintech ecosystem have helped me immensely with ideas, resources and sometimes just emotional support. I am now actively looking for a co-founder and advisory board as we are scaling up more quickly than I had initially expected. How did you make a match if you did and how did you end up being mentored by him? I have a group of mentors that I draw support from, and these are mostly people I have admired over the years (either in person through work, or over social media). A good mentor is someone who relates to you well, who believes in you and your business model, and of course, has enough time for you to discuss sometimes even far-fetched ideas. Now as a leader how do you spot, develop, keep, grow and support your talent? The biggest factor I look for in candidates (and sometimes the only one) is “drive”, or an entrepreneurial spirit. We can learn all skills along the way, but it is much harder to learn or unlearn attitudes. I work in a very flexible way, and ensure all my team members have a great environment for learning and doing what they enjoy doing. Everything else just falls into place when we get close to deadlines. Do you consciously or unconsciously support diversity and why? I think diversity is absolutely important for a successful working environment. We are still fairly small with an equal distribution of gender, but as we grow to about 10 employees, I will absolutely ensure we have a diverse representation. The most obvious diversity representation could be based on gender or country of origin, but to me, what is equally important is having a representation of different thought processes. It is not just important to have women in the room, but also important to have women who think differently from each other in the room. That is what will ensure we are a true success story. What is your take on what it takes to be a great leader in your industry and as a general rule of thumb? I think being a great leader is about building your following – you are personally responsible to employees, investors, stakeholders, clients and even your social media following. That is a lot of responsibility, and a leader has to manage this expectation, inspiring all around her to come towards common goals while also dealing with very tactical challenges. I cannot underestimate the importance of ethical thinking, transparency and balanced judgments as personality traits for a good leader. Advice for others? Grab opportunities – it is easy to let go of opportunities saying “not my skillset”, “don’t like the city” etc., but take a bigger picture of your decision and say yes to as many things as you can. It may burn you out, but nothing can beat the experience of having tried out a hundred different things. I took on opportunities to work in Sweden, Arkansas, Trivandrum, Washington, D.C. etc., before I settled in London, and this exposure to the cities big and small, companies big and small, helps me immensely as a global leader today. To learn more about Burnmark, please see http://burnmark.com. 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