TZL 1397 (web)

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ON THE MOVE ADEC INNOVATIONS APPOINTS NEW EXECUTIVE TO LEAD COMPANY IN THEIR NEXT PHASE OF GROWTH AND DEVELOPMENT ADEC Innovations , recognized as a global leader in designing, developing and delivering innovative solutions and assurance services in critical areas of sustainable development, today announced that Sondra Scott joined the company as chief executive officer for ADEC Innovations U.S. and Europe. With more than 25 years of global executive management experience in the fields of analytics and information management services, Scott will continue to develop and drive the growth strategy across the portfolio of ADEC Innovations’ U.S. and European brands and businesses. “Sondra is an enterprising, decisive professional with a record of dynamic leadership and expertise that spans across professional services, software and data-as- a-service businesses,” said James Donovan, Global CEO of ADEC Innovations. “The appointment of Scott marks a milestone in ADEC Innovations history as we bring for the first time dedicated executive leadership to these regions; we are confident that Sondra will successfully lead our U.S. and European businesses through our next phase of growth and development.” With offices throughout North America, Europe, Australia, Africa and Asia, ADEC Innovations has a broad portfolio of businesses in the U.S. and Europe and offers solutions that

span Environmental, Social and Governance; Knowledge Management; Business and Knowledge Process Outsourcing; and Data and Software as a Service Applications. “Throughout my career I have sought a leadership role at the nexus of purpose, mission, and growth – which I have finally found at ADEC Innovations,” said Scott, ADEC Innovations CEO, U.S. and Europe. “As a company at the center of a global ‘sustainatech’ movement, ADEC Innovations is uniquely positioned to provide the foundational services companies, governments and coalitions need to apply data insight and software technology in evolving their sustainability journey. I am thrilled to join ADEC Innovations and to be a part of this passionate, driven, and inclusive team working to advance sustainable business practices around the world.” Prior to joining ADEC Innovations, Scott held leadership roles at Verisk Analytics, a global analytics company with proprietary data and products in the insurance, financial and energy verticals. Specifically, she joins us from Verisk Financial, one of the three main divisions of Verisk Analytics, where she was chief operating officer. As COO, Scott led the company through a strategic rethink and organizational overhaul that resulted in the consolidation of all operations and productions functions of five subsidiary companies into one central organization. Prior to her COO position, she was president of Verisk Maplecroft, a wholly owned subsidiary of Verisk Analytics,

specializing in risk quantification, particularly in politics, economics, environment and human rights indices. As president, Scott transformed the company into a cutting-edge public data analytics company driven by domain expertise. Sondra is also on the board of Gran Tierra Energy and is the chairman and co-founder of the U.K. non-profit Girl Stats, an organization that develops tools, data analytics and insights to highlight the risks faced by women in global supply chains. Scott holds a bachelor’s degree in economics and earth sciences from Wesleyan University and a master’s degree in petroleum engineering and economics from University of Pennsylvania & Institut Francais du Petrole. ADEC Innovations designs, develops and delivers innovative solutions and services in ESG, knowledge management, healthcare, and sustainable development. Since 1996, ADEC Innovations has provided insights, optimized operational efficiencies and empowered leaders to make positive-impact business decisions. Headquartered in Geneva, Switzerland with a network of thousands of employees across 16 countries and six continents, ADEC Innovations works with governments, coalitions and businesses to help organizations meet their evolving needs and drive performance.

MARK ZWEIG, from page 11

university with a mission to provide an education to all, so I am bound to have admiration for those who show the most motivation and effort. 4)Are you making sure that you and your other managers are not doing anything to demotivate your staff? You cannot tolerate any managers who make other people feel small or make others feel they don’t want to work there because of their tendencies to be a glory hound. It will kill the motivation of the rest of your people. I have found too many of these principals and managers in firms who are in their roles not because they are good managers, but rather because they are outstanding individual performers. So because they can sell or do something really well, their inability to treat other people properly is overlooked. That is unacceptable, and you can’t tolerate it. The high performer who alienates and demotivates other people is one of the most difficult problems you will encounter as a top manager. I’m sure I could keep going here with additional points, but these four will hopefully get you thinking about your firm and whether or not it is likely that the way you are doing things there will lead to high efforts from your people. It is one of the easiest ways to expand your capacity to produce work – just get everyone to work a little harder! And that will make you more profitable as a company. MARK ZWEIG is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

raise and a $1,300 annual bonus if other people are getting 10 percent raises and $200,000 annual bonuses. Rewards have got to be fairly distributed. “Culture” is based on what behaviors you reward and what behaviors you punish, not just what you say. Don’t forget that. “It’s long been known that to really be successful as an AEC firm, you have to get extra effort out of your people. If you can get everyone in the firm to work just a little bit harder, your firm can be very profitable.” 3)Are you hiring the right people in the first place – people who are likely to be hard workers? I realize that there are smart, hard-working people from all walks of life. Not everyone is “ruined” by growing up with too much affluence. Some of the hardest workers I know are people who grew up in very successful families. That said, my personal predisposition when it comes to hiring is to look for people who had to work while in school and overcome obstacles to get where they are. I believe that barring any other information, just knowing these things about someone will give them a greater likelihood of being less entitled and being a hard worker in the job. It’s no secret I am a big fan of co-op and internship programs, and am also a professor at a state

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THE ZWEIG LETTER JUNE 21, 2021, ISSUE 1397

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