Written by Kelly Kearley, Psychotherapist and Rare Disease Advocate Kelly is a Psychotherapist, Charity Manager at PTENUKI, and co-author of Positively Rare. She shapes the conversation on the psychological impact of rare diseases, autism, SEN, and caregiving, bridging lived experience with clinical expertise to raise awareness and inspire change. Rare Disease Day is held on the rarest day of the year, the last day of February. Once every four years, this falls on the 29th, but this year it will be the 28th February. This day is unique as it shines a light on conditions that are often overlooked, misunderstood, or entirely invisible. Yet for many families living with rare diseases, the greatest challenges are not always medical. They are social, emotional, and deeply psychological, shaped by how others respond, react, or fail to see them at all. This article is the sixth in a series exploring the psychological impact of rare disease. It focuses on social stigma: how misunderstanding, invisibility, and judgement from society compound emotional distress and deepen isolation for patients and families.   What do we mean by social stigma? Social stigma occurs when a person or group is devalued, judged, or excluded because they are perceived as “different.” In the context of rare disease, stigma is often subtle rather than overt, woven into everyday interactions, assumptions, and silences. It may appear as disbelief or minimisation (“It can’t be that bad”), curiosity that feels intrusive rather than supportive, avoidance or withdrawal from friends and family, blame or unsolicited advice, or simple invisibility and being ignored, overlooked, or forgotten altogether. Over time, these experiences can shape how families see themselves and their place in the world.   The psychological toll of being misunderstood When a condition is rare, most people have never heard of it. Families are often forced into the role of educator, repeatedly explaining complex medical realities simply to be believed. This constant need to justify and explain can be emotionally exhausting, leading to frustration, sadness, anger, and self-doubt. Over time, some families begin to withdraw from social situations altogether, not because they want to isolate themselves, but because being misunderstood feels emotionally unsafe. Invisibility can be as harmful as judgement Many rare diseases are invisible. Symptoms such as chronic pain, fatigue, seizures, cognitive differences, or sensory overwhelm may not be immediately apparent, which can invite scepticism rather than compassion. Comments like “they look fine” or “you wouldn’t know anything was wrong” can feel deeply invalidating. Invisibility often forces families into an impossible position: disclose deeply personal information to justify their reality, or remain silent and unsupported. Both carry a significant psychological cost.   The impact of stigma on identity and relationships Social stigma does not only shape how others perceive rare disease families, it can also influence how families see themselves. Over time, repeated judgement or misunderstanding can erode confidence, alter self-identity, and strain relationships. Parents and carers may feel scrutinised or blamed for their decisions, while patients may feel defined by their condition rather than recognised as whole individuals. These dynamics can quietly reshape friendships, family connections, and a sense of belonging.   Internalised stigma: When society’s messages sink in Perhaps the most damaging effect of stigma is when it becomes internalised. Families may begin to downplay their needs, avoid asking for help, or silence their own experiences in order to appear more acceptable. Feelings of guilt, shame, or being a burden can take root, even when support is entirely justified. Internalised stigma often operates quietly, but it can significantly increase anxiety, depression, and emotional distress.   Why rare disease families are especially vulnerable Rare disease families often live with multiple overlapping stressors: medical complexity, uncertainty, caregiving demands, financial strain, and chronic emotional exhaustion. Social stigma adds another layer of burden, one that is rarely acknowledged but consistently felt. Without wider understanding or awareness, families are left carrying not only the condition itself, but the emotional weight of society’s misunderstanding alongside it.   What Rare Disease Day makes possible Rare Disease Day is about more than awareness, it is about connection and collective voice. While there are over 7,000 rare diseases, and each condition affects individuals and families in different ways, Rare Disease Day reminds us that no one is facing these challenges in isolation. When patients, carers, clinicians, charities, and communities come together, the experience of rarity becomes shared rather than solitary. This collective visibility matters. Individually, rare disease families can feel unheard, overlooked, or dismissed. Together, there is strength in numbers and power in being seen. By uniting voices, sharing stories, and speaking openly about lived experience, Rare Disease Day challenges the silence that allows stigma to persist. Talking openly reduces stigma. When a rare disease is discussed honestly, visibly, and without shame, misunderstanding begins to loosen its grip. What was once hidden becomes recognised, what was once dismissed becomes validated. In this way, coming together does not just raise awareness, it fosters empathy, strengthens community, and creates cultural change.   Reducing stigma starts with listening Reducing stigma does not require expert knowledge of every rare condition. It begins with actively listening and believing people when they describe their experiences, resisting the urge to minimise or compare, and responding with curiosity rather than judgement. Small shifts in how we listen and respond can have a profound psychological impact, helping families feel seen, valued, and supported.   Closing reflection Social stigma adds an invisible burden to an already complex journey. For rare disease families, the challenge is not only managing symptoms, treatments, and uncertainty, but existing within a world that often misunderstands or overlooks them entirely. This article, and the wider IMPACT series, seeks to name the psychological impact that so often remains hidden. On Rare Disease Day, and beyond, reducing stigma begins with coming together, listening deeply, and recognising rare disease families as people deserving of compassion, dignity, and belonging. Follow me on Facebook , LinkedIn , and visit my website for more info! Read more from Kelly Kearley Kelly Kearley, Psychotherapist and Rare Disease Advocate Kelly is a psychotherapist, author, and charity leader shaping the global conversation on the psychological impact of living with a rare disease, autism, SEN, and caregiving. Co-author of Positively Rare and Charity Manager of PTENUKI, she bridges lived experience with clinical expertise to bring overlooked mental health challenges to light. Her work explores resilience, advocacy, and the hidden toll of caregiving in extraordinary circumstances. Kelly's mission reaches beyond the rare disease community, she seeks to help the wider world understand the profound emotional impact these journeys carry. By fostering awareness and empathy, she inspires change across healthcare, education, and society.

Written by Justin H. Briggs, Writer Justin H. Briggs is the author of "Insanity Comes To Mind: A Memoir on Mental Health," which was published on May 1st, 2020. He is a good writer working at being great. As a child, I was frequently reminded, “A spoonful of sugar helps the medicine go down.” I did not like doctors, pills, needles, or even the many assorted notions presented by the US Government’s D.A.R.E program to youth in the schools. The ‘90’s, am I right? After 41 years of L-I-V-I-N, I can safely say that I have tried it all by now, at least twice. When once I would “Just Say No” to doctor’s visits short of the necessary physical evals for athletics or anything ailing me which Tylenol could not alleviate, I now take six daily prescription medications as required for me to live, period. I also frequently consume marijuana as a luxury. Alcohol is banished from the kingdom, but I will bum a cigarette any day.   High school showed up and things just got stranger. I felt worse every year and no one could tell. I am a boot-strapping mother fucker, I told myself, as I feigned bravado in spite of the then-misunderstood litany of my current medical conditions. Without being too revealing, I will admit that three prescriptions are for my mental health and three are for my physical health.   More than six hours without one specific medication and anxiety increases. More than a day without an additional four daily medications and both my body and brain begin regressions, in medical parlance or rather, I start to die faster. I also must inject testosterone boosters two times per month in order to be a Real Man. Any one medication removed for too long and I die. Period. And so, marijuana is the luxury and cigarettes are at least a necessity.   I used to fake it so much, trying to make it and all that. What a dipshit mindset. I fixed so many problems for paychecks from other people, human or corporate, and all the while left in my wake destruction, chaos, and ruin for all concerned due to my perpetual inability to “fix” myself. Send the assassins C.O.D.   I also used to not say shit because I did not have anything nice to say and I still have nothing to add to the conversation, for what it may be worth. Nice words get you caught up, or dead, or worse. But not talking about my problems, or my thoughts, which others did not want to hear, rather led me to today in more ways than one.   By college, the bravado fell inwardly down to apathy at reality in general and then plummeted further down into an all-consuming, soul-stirring depression. But booze helped me sleep, which is important to do. Alcohol then got me paid, played, arrested, and maybe dead once, no shit.   I fell and cracked my skull open at the end of my fifth collegiate year, or victory lap in Uhmerican parlance. I awoke as an amnesiac after that fall. Then I could press on my left temple and feel my skull grind on the right side of the back of my head. I had not a thought of speaking even to my parents about seeing a doctor, but a good friend who is no longer with us suggested I try pot for self-medication rather than alcohol.   Flash forward, past what is covered in my memoir on mental health, at least, and I know now that we are all crazy to one degree or another, or, rather, atypical. It is an interesting design component of the human being: individuality, what a nightmare. But I am not fighting for any title on the matter. Call this venting for me and take it as advice, check yourself before, during, and after you wreck yourself.   My primary failure as an individual, in my opinion, is failing for decades to recognize the gravity of my mental health reality and the resulting damage that I inflicted on others. And to that end, while I am “dry”, I am under no delusions of sobriety. I have to mentally escape every day if I want escapism. Or die. There appear to be no strong enough narcotics to kill me, and escaping into prescriptions is just slow suicide.   In fifteen years of living with a variety of diagnoses, I have consumed multiple dozens of varieties of prescription medications. There is no silver lining. That is consumerist bullshit. There is also no silver bullet what ails me either, so to speak, and I am not a werewolf anyway…I am a human being with mental illness. The side effects in any short-term, mid-term, or long-term consumption essentially require me to smoke weed so that I can at least stomach the necessary caloric intake for my prescriptions to actually metabolize into my body and mind and not just wash on out without doing their supposed jobs. What a luxurious and decadent lifestyle. Follow me on LinkedIn and visit my website for more info! Read more from Justin H. Briggs Justin H. Briggs, Writer Justin H. Briggs is a writer located in Manhattan, Kansas, USA. He is more than his diagnosis and less than his potential for success, in his opinion, but he is working on that. His diagnosis of schizoaffective bipolar disorder manifests symptoms of depression, mania, delusions, paranoia, and hallucinations. He is in no way medically certified beyond the occasional CPR certification, but he has been there and done that, so to speak.

Some entrepreneurs focus on one industry. Manie Theunis Du Bruyn  built two. From luxury property developments in Pretoria to mining operations in Namibia, Du Bruyn has created businesses that stretch across sectors and continents. As Director of Black Lion Property Group, he leads a development firm headquartered in Pretoria East. At the same time, he oversees Black Lion Mining, an expanding African mining brand with growing global reach. His career reflects one idea repeated over time, build for the long term. “A successful business isn’t only about profit,” Du Bruyn has said. “It’s about building something that lasts, serves, and evolves.” That mindset shaped his path from national entrepreneur to international operator. The start: Entrepreneurial vision and adaptability While Du Bruyn keeps much of his early life private, his career shows a consistent pattern. He identifies opportunity early. He builds structure around it. He scales carefully. In 2015, he founded Black Lion Property Group. The South African real estate market was competitive. Demand for modern, community-focused housing was growing. He moved decisively. “We saw space for developments that combined design, technology, and lifestyle,” he has explained. “People want more than walls. They want community.” The company quickly gained attention for residential and mixed-use projects that blended modern architecture with practical planning. That first step created a platform. Black lion property group: Scaling real estate with purpose Headquartered in Pretoria, Black Lion Property Group focuses on residential and mixed-use developments. Its projects are designed with both aesthetics and functionality in mind. Among its signature developments: The pearls: a luxury apartment and townhouse project that sold out rapidly. Brooklyn point : a modern residential complex in a strategic urban location. Nieuw point: a high-demand development with a long waiting list. Black lion to wers, a mixed-use project currently under development, combining office and residential spaces in one efficient structure. Each project reflects a forward-thinking approach. Technology integration. Market research. Sustainable planning. “We don’t build just for today’s demand,” Du Bruyn has said. “We build for where the market is going.” That focus on future relevance helped Black Lion Property Group become a recognized name in South African real estate. Expanding into mining: A strategic shift After establishing a strong foundation in property, Du Bruyn expanded into natural resources. Black Lion Mining operates primarily in South Africa and Namibia. It holds 100% ownership stakes in key assets and is expanding toward the United States. The move was not random. “Infrastructure and resources are connected,” Du Bruyn has noted. “If you understand development, you understand what powers development.” Black Lion Mining’s technical capabilities include geological surveying, mine planning, metallurgical processing, and environmental systems. Its current portfolio includes: Kamanjab Copper Mine (Namibia) - 100% owned.  Natal Anthracite Mine (South Africa) - 100% owned.  Alluvial Diamond Project (Namibia) - 60% joint venture. “Our vision with Black Lion Mining is not just to extract resources,” Du Bruyn has said. “It’s to build a mining company that matches world-class standards.” Governance systems in mining mirror those in the property group. Structured reporting. Risk controls. Institutional-grade processes. That discipline builds investor confidence. A global footprint with African roots Under Du Bruyn’s leadership, operations now span South Africa, Namibia, and the United States. The strategy is deliberate. Local strength. Global expansion. “We stay rooted in Africa,” he has said. “But we think internationally.” This dual approach positions Black Lion Group in sectors that remain critical to emerging markets: housing, infrastructure, and commodities. Commodities like copper and anthracite coal continue to play essential roles in industrial supply chains. Urban development remains a key driver of economic growth in Africa’s expanding cities. Du Bruyn sees alignment between these sectors. “When you look at growth markets, you see infrastructure and resources moving together,” he has said. Business with social responsibility Beyond balance sheets, Du Bruyn emphasizes impact. His ventures prioritize job creation, skills development, and partnerships with local contractors. He supports vocational training and youth development initiatives. “Success means little if it’s not shared,” he has said. “Business is a platform. You can either use it to extract or to elevate.” This philosophy aligns with a broader movement among modern African entrepreneurs who view wealth creation and community upliftment as interconnected. Mining projects include environmental safety systems. Property developments consider community integration. Growth and responsibility coexist. Leadership style: Strategic and grounded Peers describe Du Bruyn as visionary yet pragmatic. He sets clear objectives. He empowers teams. He focuses on execution. “Big ideas matter,” he has said. “But execution decides everything.” He moves comfortably between boardrooms and operational sites. That versatility strengthens stakeholder relationships. His guiding principles remain consistent: Build for the long term. Stay lean but bold. Invest in people. Protect purpose alongside profit. These principles have guided ventures worth millions of rand and positioned Black Lion Group for sustained growth. Looking forward Global markets are shifting. Infrastructure demands are rising. Resource supply chains are under pressure. Urbanization continues across Africa. Du Bruyn’s dual focus on property and mining places him at a strategic intersection. He does not describe himself as simply a businessman. “I see myself as a builder,” he has said. “Of systems. Of teams. Of communities.” From Pretoria developments to Namibian copper projects, his career reflects scale paired with structure. Manie Theunis Du Bruyn’s path shows that big ideas do not need to be loud. They need to be built carefully. And built to last.

Written by Michal Ravid Vrabel, Lawyer & Life Coach Michal is a lawyer and a life coach. A former criminal defense attorney, who spent the vast majority of her professional life in courtrooms, she has encountered all walks of life. The founder of Pathways Life Coaching, she now focuses extensively on success mindset coaching, personal and professional relationship coaching, and end-of-life coaching. In the great journey and sometimes stormy seas of man’s life, perhaps the finest thing that we long and crave for is that eternal beauty that is happiness, forever calling our name, but seemingly a universe away. We are all no strangers to this struggle. I, myself, have struggled throughout different junctures of my life with the pursuit of happiness. As I spent the majority of my professional life as a lawyer, I faced the constant challenge of finding the ideal work-life balance, along with the guilt and unhappiness that sometimes arose as I had to prioritize and create harmony between the two. As a criminal defense attorney, there was always the chase after an acquittal or a better plea deal. In my personal life, there were other struggles that threatened to hinder my sense of happiness, from challenging relationships, the transition to motherhood, dealing with aging parents, and the most challenging of all, the devastating diagnosis of my beloved husband, who is bravely fighting terminal cancer, a battle that my family and I live through to this day.    In my body of work, I do find a common desire amongst individuals from all walks and creeds of life, the desire to find happiness and joy, something that we all too often feel as though is missing from valuable avenues of our lives. As a seeker of happiness, and one whose goal is to help others in their pursuit of it, I would like to open the window to some of the origins of human’s pursuit of happiness, the struggle that we face in navigating between the external and the internal forces that influence our state of happiness, and from there, I will give you a glimpse into a crucial component that I have developed with myself, as well as during my work with other a component that can serve as a pivotal catalyst in the pursuit of happiness the practice of what I refer to as “The Triangle of the Three Selves”.   A brief review of the pursuit of happiness throughout history From the dawn of time, human beings have been pursuing happiness in different ways, shapes, and forms. While ancient Greek philosophers, such as Aristotle, viewed happiness as “Eudaimonia,” not a fleeting emotion, but a lifelong state of well-being, living a purposeful life and a flourishing one, Far Eastern philosophers, such as Confucius and Lao Tzu, focused on the cultivation of inner peace, contentment, and finding fulfillment from within, rather than from external pursuit. Furthermore, the pursuit of happiness was also not lost on nations around the world, who recognized it as a value to pursue and protect. While the United States 1776’ Declaration of Independence recognizes the unalienable rights of “life, liberty and the pursuit of happiness”, other countries followed suit, some within their constitutions such as South Korea’s article 10 of the amended constitution from 1987, which guarantees human dignity, worth and the right to pursue happiness for all citizens, or Japan’s article 13 of the 1946 constitution, which embraces the pursuit of happiness as a supreme consideration in legislation and in other governmental affairs while others, such as many European countries, have embraced the pursuit of happiness not through a single constitutional right, but rather by prioritizing holistic well-being, through robust welfare apparatuses, prioritizing work-life balance and well-being as a goal incorporated through other legislation and agendas. Moving on to current modern times, as I ponder the concept of happiness, I cannot help but mention the renowned professor of psychology, Dr. Martin Seligman who is considered by many the founder of positive psychology whose “PERMA” model, expressed so eloquently in his 2011 Book “Flourish”, served as both an inspiration to me and many others, Seligman formulated the five core elements for a flourishing, fulfilling and happy life. These virtues were in this successive order and harmony: positive emotions, engagement, relationships, meaning, and accomplishments. So, there is no doubt that happiness has been occupying the minds of humans for a long while, as it has been a goal and a marker for a well-balanced life and a satisfying existence. Nevertheless, if the concept of happiness has been around for as long as it has, I cannot help but wonder why so many of us proclaim not to be happy, or to not find happiness in our everyday lives? More so, where would be the best place to start our pursuit of happiness?   The “battle” between external & internal influences in the search for happiness Throughout my life’s journey, and through the eyes of others, I have identified common threads that I believe hinder the desired outcome of happiness. One of these threads is the trend of people attaching their sense of happiness directly to external forces, rather than taking the time to examine their own state of mind, emotions, actions, and thoughts. In the professional realm, happiness will often be measured by the position one holds, one’s compensation, the recognition at the workplace, or via one’s social standing amongst their peers. In the personal realm, focusing on personal status, relationships with family members, friends, or significant others, and the state these relationships are in, will usually serve as a substantial indicator of one’s happiness, or lack thereof. Another common thread I have identified in both the personal and professional realms is the noticeable trend of placing judgment on the external forces, including the people within them, as the grounds for unhappiness.  Furthermore, I found that people often mistakenly allocate their resources to the material realm, believing that expensive material possessions will elevate their happiness. Unfortunately, that is not usually the case, and in some instances, the dissonance between one’s possessions and their actual well-being will just intensify the notion of failure in the pursuit of happiness. Living in our modern world, which offers so many external stimulations, attractions, and distractions, we often get caught up in this vicious cycle, convinced that the achievements and compensation attached to success will necessarily make us happier. In other words, we create a direct link between the external sphere and our inner happiness. It did take me many years and life experiences to come to the conclusion, that happiness per se is not necessarily the end goal, but something that I wish to experience throughout my life journey, with the hope of making every moment count, I have also learned that I should not be shy in investing in my own self, recognizing my true authentic self, before I could reach this exhilarating feeling. Therefore, I would suggest that before we strive to find happiness externally, and in order to be successful in our pursuit of happiness that will come to fruition in the external sphere of our life’s journey, one should find happiness internally, or more precisely, find happiness from within their own internal sphere, within their true, authentic selves.   What is the “Triangle of the Three Selves,” and how could it lead us closer to the path of happiness During various interactions with people, I often offer to explore the practice of what I like to call the “Triangle of the Three Selves”, which is, in my humble opinion as I have seen many positive breakthroughs as it was embraced and practiced, a significant key to unlocking one’s true authentic self, one’s wisdom, potential and last but not least, one’s happiness from within. The Three Selves are as follows: Self-awareness, self-acceptance, and self-reflection. The Three Selves do not stand alone but rather connect to each other and feed off each other. The Three Selves can serve as a crucial component in our search to not only better ourselves and our surroundings but also to better our life’s journey and get us one step closer to reaching our full potential, our goals, and dreams. So, let’s dive into each of the Three Selves, explore their practice, and identify their relevance to happiness.   How to reach self-awareness and why it is significant in our pursuit of happiness Self-awareness is all about actively, yet quietly, observing and watching, examining one’s internal state, emotions, sensations, and thoughts. One must learn to look within themselves and truly understand their own strengths and weaknesses, beliefs, and values. One should also find out what brings them joy and happiness, and just as important, what does not. It is a process, not an easy one at times, but a very rewarding one. It is an empowering method that will assist with the practice of self-reflection, lead to Self-Acceptance, and through that, improve one’s performance in all aspects of life, hence, getting one closer to the actual feeling of happiness, a better overall well-being, and leading one in the right paths towards reaching the desired destinations. As I guide my clients in their practice of self-awareness, I explain that they should think about it as mapping out a road, their own personal road map. It is essential to identify the obstacles within oneself, as well as the qualities one can use to one’s advantage as they face life, their relationships, their work, and the people around them. I can tell you that I came into my own authentic self, only as I dived into the practice of self-awareness, recognized my weaknesses, and acknowledged my strong suits. From there, it was easier for me to experience true joy and happiness, as this awareness also opened the door for self-growth and new opportunities. I believe that this practice of self-awareness will lead to inner peace, help one find wisdom and strength within oneself, and, hence, enhance one’s sense of happiness.   On the practice of self-acceptance and the benefits that would follow So, now that you have practiced self-awareness and acknowledged your emotions, thoughts, strengths, and weaknesses, it is time to work on self-acceptance. I do find that this part of the triangle, the self-acceptance part, has significant importance and is a crucial key to one’s happiness and to one’s success in life. During the practice of self-acceptance, we must embrace, accept, and appreciate all these aspects of our beings, including the qualities as well as the flaws, without judgment. An inability to do so might limit our growth, inner peace, and the happiness that we seek. As we do so, we should be very compassionate with ourselves and avoid any negative self-talk. Through this process, one will foster a healthier self-image and build emotional resilience that will play a vital role as they approach life and its various encounters. Note that, as flaws will also be acknowledged through this process, a path towards betterment of oneself will be carved, as the acknowledgement and acceptance of the flaws will exist alongside, in harmony, with one’s acknowledgement and acceptance of their qualities, which will assist one in the pursuit of self-growth, development, and improvement. It is important to remember that no one is perfect, but it is also the imperfections, along with our qualities, that make us beautiful, whole, and unique! I have no doubt, as I often remind not only my clients but also my loved ones, that only when we are able to be acceptable to ourselves will we be acceptable to others. This self-acceptance will make a huge difference in the very way we carry ourselves through the different pathways of life, our professional lives as well as our personal lives. When one learns to feel whole and accept oneself for who one really is, one can walk tall with confidence, a sense of peace and pride, and thus joy and happiness can follow. On self-reflection and how it completes the “Triangle of the Three Selves” Self-reflection is about taking the time to meditate, evaluate, and reflect on our own characteristics, actions, and behavior. As we do so, clarity and better vision should follow, and from there, we can tap into the desired happiness that we are seeking. As I think of self-reflection, I cannot help but remember something that I was told years ago. It goes like this: “When you point a finger at someone else, three fingers are pointing right back at you.” Think about it, visualize it. So often, in our pursuit of happiness, and as we feel as though we are failing to reach it, we tend to point the finger immediately at someone else, or something else that is happening in the external sphere of our lives. What I have learned throughout my life experience, and even my pursuit of happiness, is that truth is imperative! One must be honest with themselves, take accountability, and not forget the three fingers pointing back at them. I can say that this practice has helped me significantly in multiple encounters, particularly when parenting teenagers. As I reflected on my own actions & emotions, I learned to handle trying situations with greater patience and understanding, thus, logical resolutions became easier to achieve. Once one recognizes their own actions, reactions, and true emotions, clarity about the situation and a better understanding of the obstacles to happiness could follow, and so a path to happiness and better results in experiencing it should be within reach.   How will internal happiness impact the external sphere of our lives As I have experienced it myself, I have also seen the quantum leaps that individuals experience, as well as cooperations that try to enhance their employees’ experiences, productivity, and happiness in the form of a better work environment and wellbeing of staff members, as the practice of the “Triangle of the Three Selves” is adopted and internalized. I believe that the practices of self-awareness, self-acceptance, and self-reflection, which do require honesty, deep thinking, compassion, and understanding, can bring each and every one of us one step closer to finding the desired happiness, first and foremost, from within! I maintain that the ripple effect of this newfound happiness from within extends to the external sphere of our lives, thereby enhancing our journey as a whole and our sense of happiness, specifically. Remember, knowing oneself is wisdom! Accepting oneself is empowering! Reflecting on oneself and the different encounters in our everyday life is eye-opening and a way to master the best version of who we desire to be, how we want to view ourselves, and how we wish to be seen amongst others! If you are ready to dive deeper into the practice of the “Triangle of the Three Selves,” If you are ready to explore the happiness from within, and let it shine into all the external avenues of life, I invite you to reach out for a one-on-one guidance, coaching and support, as a unique plan will be tailored according to your specific needs. You can contact me directly via my email,  michal@pathwayslifecoaching.com,  or schedule your consultation with me  here . To learn more about my work, visit my  website  or my  YouTube  channel. Follow me on Facebook , Instagram , and LinkedIn for more info! Read more from Michal Ravid Vrabel Michal Ravid Vrabel, Lawyer & Life Coach Michal is a life coach with an integrated approach, guiding clients towards discovering their true, authentic self, including bringing their true inner strength and wisdom to fruition. The founder of Pathways Life Coaching, she has a professional background in criminal, public, and international law, with extensive experience as a criminal defense attorney. Michal's mission is to guide her clients into a successful path in their life's journey, thus creating a unique, tailored coaching plan for every client, from CEOs of hedge funds, corporate group coaching, personal coaching, with a focus on success mindset, improving and enhancing personal and professional relationship,s and end-of-life coaching, for terminally ill patients and caregivers.

In New York City, traffic is constant. So are breakdowns. Behind many of those roadside calls is Clutch Towing Inc., a company founded in Brooklyn in 2020 with a clear purpose, show up fast, work professionally, and treat people with respect when they need it most. Clutch Towing did not begin as a flashy startup. It began with a practical idea. “We started this company to help people during stressful situations,” the founder says. “When someone calls for a tow, they’re not having a good day. Our job is to make it better.” From that simple mindset, a business took shape. How clutch towing started in 2020 Clutch Towing Inc. was founded in 2020, during a time of uncertainty for many industries. While others were pulling back, the founder saw an opening in a service people always need. “Towing is not optional,” he explains. “If your car breaks down, you need help. That doesn’t change with the economy.” The company launched in Brooklyn with a focus on reliability and speed. Long hours were part of the routine. Emergency calls came at all times of day. “In the beginning, it was about proving that we would show up,” he says. “Fast response times built trust early on.” The idea was simple but powerful. Be dependable. Communicate clearly. Handle vehicles with care. Those small decisions shaped the company’s direction. What makes clutch towing differe nt in NYC? New York City is not an easy place to operate a towing business. Traffic is heavy. Streets are tight. Every minute counts.“In NYC traffic, minutes matter,” the founder says. “You can’t waste time. You need a system.” Clutch Towing focused on response time as a core strategy. That meant planning routes carefully and staying ready for emergency calls. But speed was only one part of the plan. “We move fast, but we don’t rush carelessly,” he explains. “Every vehicle deserves careful handling.” Customers began to notice the balance between urgency and professionalism. Calm communication during stressful moments became part of the company’s reputation. “People remember how you treat them when they’re stressed,” he says. “That’s when professionalism really shows.” From emergency towing to heavy-duty operations Clutch Towing started by serving everyday drivers across Brooklyn and the greater New York City area. Over time, the business expanded. Today, the company provides: 24/7 emergency towing Heavy-duty towing Jump-starts Tire changes Lockout services Local and long-distance transport The addition of heavy-duty towing marked an important step in the company’s growth. “Commercial vehicles are a big part of NYC traffic,” the founder says. “When a work truck or delivery vehicle breaks down, it affects more than one person.” Serving fleet owners, commercial operators, and auto repair shops required stronger planning and higher safety standards. “Heavy-duty towing takes focus,” he adds. “You’re dealing with more weight and more responsibility.” That shift showed how the company evolved from a local towing service into a broader roadside support partner. Building a trustworthy towing company Many industries talk about trust. In towing, it is tested daily. Clutch Towing built its approach around transparency and fairness. "We focus on clear communication,” the founder says. “No confusion. No surprises.” Pricing clarity. Honest timelines. Respectful service. Those principles became part of the company’s identity. The founder often returns to one idea, accountability. “We stand for professionalism and accountability,” he explains. “If we say we’re coming, we’re coming.” That mindset helped the company grow through word-of-mouth and repeat relationships with repair shops and roadside assistance partners. What drivers should know about roadside safety Operating daily in high-traffic areas also shaped the company’s perspective on safety. “In busy traffic, a disabled vehicle becomes a hazard quickly,” the founder says. “Drivers need to think about safety first.” The team emphasizes hazard awareness, proper vehicle positioning, and staying calm during breakdowns. “We treat every vehicle like it belongs to someone we know,” he says. “That changes how you work.” This attention to detail extends to tow truck safety and road awareness. The company understands that every roadside call involves risk. “You’re not just moving a vehicle,” he explains. “You’re protecting people on the road.” The big idea behind clutch towing’s growth Clutch Towing’s growth did not come from dramatic moves. It came from consistent execution. The big idea was not complex. Show up. Communicate clearly. Work safely. Stay available 24/7. “Our mission is simple,” the founder says. “Deliver dependable towing services with integrity and safety.” That simplicity allowed the company to scale across New York and into parts of New Jersey without losing focus. The goal is not to be flashy. It is to be dependable. “We want to be known as the team that shows up when it matters most,” he says. “That’s what leadership looks like in this industry.” In a city that never slows down, Clutch Towing built a business around being steady. And sometimes, steady wins.

In real estate, big ideas are easy to talk about. Bringing them to life is harder. Sris Sinnathamby has spent more than 30 years doing exactly that. From Los Angeles, he has built a career focused not on headlines, but on durability. His work sits at the intersection of real estate and hospitality. His goal is simple, create properties that last. “I define success as building things that last while staying aligned with my values and commitments,” he says. “It’s about creating long-term impact, not just short-term wins.” That mindset has shaped every chapter of his career. How Sris Sinnathamby built his career in real estate Sris did not chase quick flips or market hype. Early in his career, he focused on overlooked or underperforming assets. Properties others saw as problems. He saw potential. His idea was straightforward but bold. If you improve operations, strengthen cash flow, and build the right team, you can turn underperforming spaces into stable, thriving environments. He took a hands-on, owner-operator approach. He did not treat properties as distant investments. He treated them as businesses that required discipline and care. “Sustainable results matter more to me than short-term recognition,” he says. Over time, that focus on fundamentals became his signature. Lessons from the 2008 financial crisis Like many in real estate, Sris faced a major test during the 2008 financial crisis. Markets dropped. Capital tightened. Many projects stalled across the country. For him, the experience was a turning point. “The 2008 financial crisis taught me that cash flow is paramount and always think long-term,” he says. That lesson reshaped his strategy. He leaned deeper into fundamentals. Strong cash flow. Measured growth. Realistic projections. Operational clarity. He realised that big ideas only survive if the structure beneath them is strong. Since then, every major decision has been filtered through one question, will this stand up in a downturn? What makes a real estate leader today? Over three decades, Sris has navigated capital constraints, market shifts, and complex stakeholder dynamics. His approach has remained steady. “I’ve faced capital constraints, market shifts, and complex stakeholder dynamics,” he says. “I overcame them by staying disciplined, surrounding myself with a strong team, and remaining adaptable without losing focus.” Adaptability without losing focus is key. Markets change. Interest rates move. Consumer behaviour shifts. But core principles remain. Sris believes leadership in real estate development requires patience, integrity, humility, and decisiveness. “Patience, integrity, being humble, decisiveness are critical in real estate development,” he says. These traits help guide projects that can take years to complete and decades to prove successful. How he turns big ideas into real outcomes Many developers talk about vision. Sris focuses on execution. He regularly reviews progress and adjusts based on real data. He looks closely at operations. Expenses. Performance trends. “I regularly review progress, adjust based on real data, and stay focused on what actually moves the needle,” he says. This discipline turns abstract ideas into practical results. For example, instead of relying on market optimism, he stress-tests assumptions. Instead of expanding too quickly, he prioritises stability. Instead of chasing visibility, he builds systems that can support growth. “Consistent routines and focusing on controllable actions help me move forward even when outcomes feel uncertain,” he says. That focus on controllables has helped him bring complex projects to life in unpredictable markets. The role of continuous learning in long-term success After more than 30 years in the industry, Sris still sees himself as a student. “Continuous learning through experience, reflection, and surrounding myself with smart operators keeps me evolving,” he says. The real estate and hospitality industries have changed dramatically over the past three decades. Technology has advanced. Consumer expectations have shifted. Capital markets have tightened and expanded in cycles. Staying relevant requires growth. Sris studies patterns. He reflects on past decisions. He values feedback from experienced operators. That openness allows him to refine his strategy without abandoning his principles. Why personal well-being matters in business One idea that often goes unspoken in development is personal well-being. Sris sees it differently. “When personal well-being is strong, decision-making improves and professional success becomes more meaningful,” he says. He believes clear thinking comes from balance. Strong leadership requires energy and focus. Sustainable performance at work begins with stability in life. This perspective shapes how he manages pressure and uncertainty. A career built on durable ideas At its core, Sris Sinnathamby’s career is about making big ideas practical. He believed underperforming properties could be revitalised through discipline. He believed cash flow mattered more than hype. He believed long-term thinking would outperform short-term recognition. Over time, those beliefs became reality. Today, he measures success by durability. Are the properties well-run? Are the partnerships strong? Can the project withstand a downturn? If the answer is yes, then the idea has truly come to life. In an industry known for cycles and volatility, Sris has built a career around steadiness. Not flashy. Not sensational. Just consistent execution. And in real estate, that may be the biggest idea of all.

Some careers follow a straight line. Others develop through experience, reflection, and steady improvement. Terence “Terry” Cushing’s career fits the second path. Over nearly two decades, Cushing has worked across federal courts, major law firms, and corporate legal leadership roles. Today he serves as Senior Corporate Counsel for a Fortune 300 company in the environmental services industry. Along the way, he has handled complex litigation, built strong client relationships, and helped organisations manage risk before problems grow. His approach is not built on grand statements. It is built on habits. “Good work usually comes from preparation,” Cushing says. “If you understand the details early, most problems become easier to manage.” Early life and influences that shaped Terence Cushing Cushing was born in Schenectady, New York, and raised in Exton, Pennsylvania. His father worked as a chemical engineer before moving into environmental consulting. His mother focused on raising Terry and his brother. That combination of structure and curiosity influenced how he approached learning. “I grew up in a house where asking questions was normal,” he recalls. “My father looked at problems through science. That mindset stayed with me.” Sports also played an important role during his school years. He played soccer and later joined the ski club. The trips across the Northeast gave him a taste for travel and challenge. “Skiing teaches patience,” he says. “You learn quickly that rushing rarely helps.” Education and the start of a legal career After graduating from Downingtown High School in 1992, Cushing studied International Affairs at George Washington University. The subject gave him a broader understanding of systems, policy, and how decisions shape outcomes. He later attended Pennsylvania State University for law school, graduating in 2003. That same year, he passed the Arizona bar exam. Over time, he also became licensed to practise law in Nevada and Texas. His first professional role was a federal clerkship with Judge Earl H. Carroll of the U.S. District Court for the District of Arizona. “It was a demanding environment,” Cushing says. “You learn quickly that every word matters. Precision becomes a habit.” The clerkship helped sharpen his writing and analysis skills. It also gave him a rare view of litigation from the court’s perspective. Learning the business of litigation After his clerkship, Cushing joined Bowman and Brooke LLP. He worked on product liability cases for automobile manufacturers and handled medical malpractice matters. These cases often involved technical information and detailed evidence. “You might be reading engineering reports one day and medical records the next,” he says. “Your job is to make complex information understandable.” After four years, he moved to the law firm Jennings Strouss. There he expanded his practice into commercial litigation, loan default servicing, personal injury, and additional product liability work. The broader caseload helped him develop a strategic approach to problem-solving. “Litigation is not just about arguments,” Cushing says. “It’s about understanding the full picture.” From attorney to law firm partner In 2011, Cushing was promoted to partner at Jennings Strouss. The role brought new responsibilities beyond individual cases. “As a partner, you are thinking about people and strategy at the same time,” he explains. “You are helping clients and also helping your team grow.” He later joined Quintairos, Prieto, Wood & Boyer as a partner. During more than eleven years at the firm, he built a strong client base and led a team of associates and paralegals. The work required balance between legal analysis and leadership. “You learn that consistency matters more than intensity,” he says. “Clients value reliability.” Transitioning into corporate counsel After nearly twenty years in large law firms, Cushing decided to move into a corporate role. He stepped into a position as Senior Corporate Counsel within a Fortune 300 environmental services company. The shift allowed him to apply his litigation experience in a different way. “In private practice, you often respond to disputes,” he says. “In a corporate role, you can help shape decisions earlier.” The company he supports operates nationally in recycling, waste management, and environmental services. The work touches communities across the country and requires careful attention to regulatory and operational issues. Cushing’s background in complex litigation gives him a practical view of risk. “My goal is not only to solve problems,” he says. “It’s to help prevent them.” Lessons from a long legal career Looking back, Cushing does not point to a single defining moment. Instead, he credits a series of small lessons learned over time. Early experiences taught him the value of precision. Law firm leadership taught him about teamwork and trust. Corporate counsel work has reinforced the importance of prevention. He believes one habit has remained constant throughout his career, writing things down. “Memory fades,” he says. “Documentation keeps people aligned.” Outside of work, Cushing enjoys travelling, languages, sports, and staying active. These interests provide balance and perspective. For him, career growth has always been about steady improvement. “Progress usually happens quietly,” he says. “You prepare, you learn, and over time the results follow.” His story reflects a simple idea that often gets overlooked. Big careers are rarely built in a single moment. More often, they are built through clear thinking, consistent effort, and the willingness to keep learning.

Alysia Steele has built her career on one core belief, stories matter.Not just the well-known ones. Not just the ones in textbooks. But the everyday stories that shape families, communities, and memory. Her latest project centers on cotton. Not as a crop alone. But as a lived experience. Over the past several years, Steele has been traveling across Mississippi, collecting oral histories from men and women who represent the last generation to handpick cotton. The project, co-authored with her husband Bobby, is still in progress. They are currently seeking about a dozen more interviews. “The stories always led back to the fields,” Steele says. “But they weren’t really about cotton. They were about life.” How the cotton book began The idea took shape after the release of her first book, Delta Jewels. At speaking events, people thanked her for preserving the voices of Black church mothers. Then they would lean in and say, “You should write about cotton.” They’d tear pieces of a program booklet and write, “I want to talk about cotton. Please call me.” No name on the paper, just a phone number.  It didn’t matter who was speaking. Black. White. Young. Old. Each had a memory connected to the fields. “It occurred to me that a crop that once divided people might also bring them together through conversation,” Steele says. Cotton shaped education, family structures, religion, food, race relations, and economic opportunity. Every interview uncovered layers beneath the surface. Interviewing the last generation The Cotton Book documents lived experience. Not theory. Not headlines. Personal memory. Some interviewees describe long days under unforgiving heat. Others recall reciting poems while picking to pass the time. Some worked entire seasons to afford a single pair of shoes or to buy snacks to eat while working. Others remember the social codes and power structures that surrounded the fields. Socio-economics. Race. Gender. Family. Labor. “These themes bubble up in every conversation,” Steele says. “They intersect. They always intersect.” Her husband Bobby now joins her on interviews because she was threatened - leave the stories alone, was the gist. He records video, researches archival materials, and asks questions that expand the dialogue. What began as her project has grown into a shared one. “We realized this work was bigger than one perspective,” she says. Facing resistance and moving forward Not everyone has been comfortable with the subject. At one point, Steele was cautioned against digging too deeply into cotton history. She continued anyway. “That moment made me think about why the truth makes people uneasy,” she says. “It confirmed the importance of doing the work carefully and respectfully.” For Steele, the project is not about reopening wounds. It is about documenting memory before it disappears. “History lives in people,” she says. “If we don’t record it now, we lose it.” Themes emerging from the field So far, seven major themes have emerged: Education Labor Race relations Religion Food Socio-economics Family Each interview adds nuance. Each story complicates assumptions. The book will include voices from all walks of life, reflecting the shared and divided histories tied to cotton. “We let people talk about whatever they want to share,” Steele says. “That’s where the depth comes from.” A work still in progress The Cotton Book is nearly halfway complete. More interviews are scheduled. More perspectives are needed. The goal is simple, preserve living history. “Cotton means different things to different people,” Steele says. “But when we sit down and talk about it, we find common ground in unexpected ways, and that’s not to hide the ugly truth either. The reality is, people were trying to live another day, another week, and another year.” For Steele, this project is a continuation of her life’s work. Structure. Patience. Listening. Documentation. Big ideas, she believes, do not need hype. They need commitment. And the stories are still waiting to be told.

Written by Michael J McCusker, Special Guest Writer and Executive Contributor In complex environments, corporate, entrepreneurial, academic, or social impact mindset is less about positivity and more about positioning. Before brand strategy, before visibility, before expansion, there is identity. And identity, whether consciously examined or unconsciously inherited, quietly determines the level at which you operate. Mindset is not mood. It is a structure Many professionals experience mindset as something emotional, a fluctuating state influenced by success, stress, or uncertainty. But sustainable leadership is not built on emotional elevation. It is built on a psychological structure. The way you see yourself shapes the opportunities you recognise, the risks you tolerate, and the authority you embody. Long before a strategic decision becomes visible externally, it has already been filtered internally. You do not consistently outperform your self-concept. You execute in alignment with it. Two leaders can hold equal qualifications and access similar networks. One advances into rooms of greater influence. The other remains circling familiar territory. The difference is rarely capability alone. It is identity alignment. The invisible ceiling of self-concept There is a ceiling that many high-capacity individuals encounter, and it is rarely discussed explicitly. It is not always imposed by market forces or institutional barriers. Often, it is sustained by inherited identity. An executive may still see themselves as someone “fortunate to be included.”A founder may still identify primarily with struggle rather than strategic authority. A reformer may remain psychologically positioned as an outsider even when operating at the institutional level. These narratives once served a purpose. They enabled resilience and created a drive. But if they do not consciously evolve, they become constraints. The market responds not only to skill, but to posture. And posture reflects identity. Trauma, performance, and fragile authority We are operating in an era where lived experience is increasingly recognised across leadership spaces. This is progress. Authenticity has entered institutions that once demanded emotional distance. Yet visibility without integration creates fragility. When identity remains fused to unresolved experience, leadership becomes reactive. Communication carries intensity rather than clarity. Influence becomes dependent on validation rather than value. Authority that is structurally sound does not need to amplify pain to prove legitimacy. It demonstrates coherence. There is a difference between sharing experience and being anchored within it. Leaders who have integrated their past speak with steadiness. Their narrative serves their mission. It does not dominate it. The 4-level identity design model If mindset is structural, then identity must be designed with intention. Over time, I have observed that strategic identity development follows four distinct but interrelated levels:  Audit Align Architect  Anchor It begins with an audit. This is the disciplined examination of the narrative currently shaping your decisions. Not the story you tell publicly, but the one operating privately. What assumptions are driving your behaviour? Where are you still negotiating your own legitimacy? What version of yourself is unconsciously steering your choices? From there comes alignment. Once the narrative is visible, the next question emerges. Does this identity match the level of influence you seek? If you intend to operate at the board level, does your internal dialogue reflect the authority of a board-level position? If you aspire to shape systems, are you still psychologically positioned as someone reacting to them? Alignment requires honesty. It often requires letting go of identities that once provided protection. The third level is architecture. Identity cannot evolve in isolation. It is reinforced by the environment, standards, networks, and daily decisions. When someone begins to design identity intentionally, they adjust their ecosystem. Conversations change. Boundaries shift. Exposure recalibrates. Behaviour becomes consistent with the future self rather than the former self. Finally, identity must be anchored. Without anchoring, evolution becomes temporary. Anchoring establishes non-negotiables, behavioural standards, and personal codes that define how you operate regardless of pressure. It is here that identity becomes stable rather than performative. This is not a reinvention for appearance. It is a structural refinement for influence. Internal positioning shapes external influence In business, organisations obsess over external positioning. They understand that perception shapes growth. Yet internal positioning is rarely examined with the same rigour. How you see yourself determines how you negotiate, communicate, price, lead, and expand. If you remain psychologically peripheral, your behaviour will reflect it. If you are internally anchored at your intended level, your external decisions begin to mirror that stability. Before entering any room, you have already decided whether you belong there. And that decision shapes everything that follows. Identity as competitive advantage In a reputation-driven economy, competence is assumed. Information is abundant. Skill is replicable. Coherence is not. When identity, behaviour, and ambition align, leadership becomes persuasive without force. Presence stabilises. Trust compounds. Decisions accelerate. Identity becomes a competitive advantage not because it is marketed, but because it is embodied. The leaders who rise sustainably are not those who think most positively. They are those who have engineered their internal positioning with discipline. Closing reflection Mindset is often discussed as motivation. It is architecture. Before you scale influence, stabilise identity. Before you refine your brand, examine self-concept. If identity remains unexamined, history will quietly continue shaping it. But when identity becomes intentional, it becomes strategic. And in complex environments where perception, credibility, and trust determine opportunity, strategic identity design may be the most important leadership work you undertake. Follow me on Instagram  and visit my website  for more info! Read more from Michael J McCusker Michael J McCusker, Special Guest Writer and Executive Contributor Michael J McCusker is a dynamic storyteller and podcast host who uses the power of voice to spark meaningful change. As a seasoned leader with lived experience, they’ve dedicated their life to guiding others toward purpose, self-leadership, and impact. Through powerful interviews and transformative conversations, their podcast – The Lived Experience Series amplifies voices that are often unheard but deeply needed.  A published author and writer, Michael J McCusker writes with clarity turning personal insight into universal lessons. Their work empowers individuals to own their story, speak with influence, and lead with authenticity. Whether on stage, behind the mic, or on the page, Michael J McCusker is committed to shifting narratives and building a legacy that inspires others to rise.  To find out more, here.

Written by: Emma Whitaker Generation Z represents the first true "digital natives" who entered adulthood already immersed in an ecosystem of social media, marketplaces, and instant payments. According to Entrepreneur, over 53% of Gen Z have purchased products through social networks, and 68% of Zoomers discover new products specifically through social media. For brands working with young audiences and young parents, this means not just a shift in sales channels, but a complete rebuild of the entire customer engagement model. "Zoomers don't contrast online and offline - they expect a holistic experience from brands where digital technologies and live interactions complement each other," notes Irina Iakhina, member of the European Digital Commerce & Marketing Association. Irina's perspective is based not only on analytics but also on practical experience. She developed a children's clothing brand during a period when offline sales began to decline, supply chains worked unstably, and consumer habits were rapidly changing. Under these conditions, online transformed from a supplementary channel into a key growth driver and effectively became the foundation of the business model. Today, Irina not only continues to develop e-commerce approaches in practice but also researches the phenomenon of digital commerce, serving as an author and reviewer of academic publications on economics, digital markets, and the transformation of consumption. In an interview for Brainz, Irina shares how the experience of crisis, accelerated digitalization, and working with Generation Z shapes new sustainable business models, and why Zoomers are becoming the main driver of these changes. Irina, you research digital consumption models not only as an entrepreneur but also as an author and reviewer of academic articles on economics. Given that online sales of children's clothing continue to grow, can we say that offline stores will gradually disappear without support from the Gen Z audience? I don't believe offline will disappear completely, it will transform. For Zoomers, physical space is not so much a point of purchase as part of the brand experience. A store becomes a place where you can "touch" the brand, see the collection, create content, interact with the team. It's about emotions and trust, which are difficult to fully convey online. So offline will remain, but in the format of showrooms, pop-up spaces, and events. You built your brand without investors or partners, relying on digital channels. What's more important in this model for you, rapid growth through marketplaces or long-term retention through branding? Zoomers expect not channels from brands, but a holistic experience. Marketplaces work great for attracting new audiences, especially in the early stages. But business sustainability is built precisely through retention. Storytelling transforms a one-time buyer into a brand advocate. We use marketplaces for reach, while directing our main energy toward building the brand story, content, visual language, communication through social media and the website. Balance is achieved through analytics, we clearly see which channels bring customers with a long lifecycle. In your academic publications, you write about the transformation of trust in the digital economy. What formats generate more trust with your audience? We regularly show the process of creating collections, from initial sketches to packing orders. This reduces the distance between brand and customer. "Before/after" formats work well, along with short behind-the-scenes videos from shoots, mini-interviews with designers and production staff. Customer stories have a particularly strong effect, when we share who they are and how they wear our pieces. This builds not just loyalty, but community. In your view, how can digital channels and offline formats reinforce each other? Do you use pop-up shops and live events as part of your digital strategy? Yes, and very deliberately. Pop-up formats and offline events give a powerful boost to online sales. After them, website traffic increases, social media engagement grows, and repeat purchases rise. It's important that offline isn't a separate activity but a continuation of the brand's digital story with unified style, values, and communication. Zoomers value speed and convenience. What operational solutions have you implemented to meet these expectations - from product selection to delivery? We've implemented one-click payment, integrations with popular payment systems, and fast delivery to major cities. We're developing a click-and-collect format - ordering online with pickup at an offline location. CRM automation, warehouse and logistics processes allow us to shorten the customer journey from selection to receiving their purchase. As an ECDMA member and digital marketing practitioner, do you see a risk of audience fatigue from constant "overheating" and discounts? Yes, and this risk is already materializing. To avoid losing trust, it's important to be selective. We're deliberately reducing aggressive advertising and focusing on content with value, knowledge, inspiration, honest stories. Sometimes it's useful to take a break from sales and focus on dialogue with the audience. What technologies, in your opinion, will be key to uniting digital and live experiences in the coming years? Online sales will become dominant in the next 5-7 years. Already today, the boundaries between online and offline are blurring. For sustainable growth, we need to develop infrastructure, fast delivery, smart warehouses, simple and free returns. Logistics sustainability is also important, as Zoomers are very sensitive to this. When delivery becomes as comfortable as going to a store, offline will transform into an emotional rather than functional format, AR try-ons, personalization, chatbots with a "human" tone of communication. But equally important are offline collaborations and local communities. For Zoomers a sense of belonging is often more important than the purchase itself. Success will belong to brands that can combine technology and emotion.

Written by Tom MacPherson Le Maire, Founder and Chief Growth Officer at Atelier Vitae Tom MacPherson Le Maire is an expert in building skin care and cosmetic brands across omni channel distribution, specialising in 5-star luxury hotel partnerships and export markets across EMEA & LATAM.  Tom has a background in Psychotherapy and Counselling and has spent his career in building brands in the skin care and wellness spaces. He is an expert in leadership after years of managing and mentoring multi-level teams. He has held leadership roles with giants like Clarins for the last decade. He has sought to amplify the voices of SME’s, most recently at 111SKIN, where he transformed international expansion and their wellness division. He has done this through building trusted relationships, mentoring his team, and meaningful external stakeholder relationships. As of 2026 he has founded his own brand advisory and consulting company, employing commercially sound experience led growth strategies that align luxury, performance and consumer trust.  He is a true student of leadership. Do you regularly witness bad leadership in the workplace? Do you despair with the number of insipid leaders on the world scene? Do you wonder how these people made it into these positions?    Leadership has never been in shorter supply or greater demand. From government offices to corporate boardrooms, the global crisis of bad leadership is eroding trust, engagement, and innovation. We see it in toxic workplaces, in politics driven by ego rather than empathy, and in decision-making that prizes short-term wins over long-term well-being. It’s easy to blame individuals, but the real problem is structural. The world keeps rewarding the wrong kind of leader.   The cult of the “strong” leader Modern leadership culture often mistakes dominance for strength. We idolise charisma, confidence, and control, while undervaluing humility, emotional intelligence, and service. In many organisations, leaders rise because they’re skilled at managing up, not lifting others. They know how to perform leadership, talking about vision, growth, and disruption, without embodying its deeper purpose. The result? A generation of leaders who lead from ego, not empathy. Bad leadership isn’t always malicious, it’s often the product of flawed incentives. When systems prioritise short-term metrics over human impact, even well-intentioned leaders can drift toward self-preservation instead of service.   The hidden cost of self-centred leadership The impact of poor leadership goes far beyond morale. Gallup research consistently shows that up to 70% of employee engagement variance is tied directly to managers. When leaders lack empathy and integrity, it cascades through entire organisations, productivity drops, turnover spikes, and innovation stalls. On a societal level, self-centred leadership fuels polarisation, distrust, and disillusionment. People stop believing that leaders act in the public interest and start assuming everyone at the top is in it for themselves.   The alternative: Servant leadership If traditional leadership is about power and control, servant leadership flips the model. Servant leadership is rooted in a simple but radical premise. Leaders exist to serve their people, not the other way around. A servant leader asks, “What do my team and community need from me to thrive?” rather than “What can I get from them?” This philosophy doesn’t mean being passive or self-sacrificing, it means leading with empathy, accountability, and a long-term perspective. It’s the difference between managing a company and stewarding a mission. I have had people in my career say, “you’re too soft on your team, or “you’re too kind to your clients, you need to be firmer, harder” I disagree in the most absolute terms, the best relationships are where individuals feel you are partnering with them, so the outcome is mutually beneficial not one sided. I always add “do not mistake kindness and empathy with weakness”   Why servant leadership works Organisations that embrace servant leadership outperform those that don’t culturally and financially. Studies have shown that leaders who demonstrate humility and empathy inspire higher levels of engagement, collaboration, and innovation. When employees feel genuinely supported, they don’t just work harder, they care more. That emotional investment becomes a competitive advantage. Companies that have embedded servant leadership into their cultures, empowering employees to make decisions, lead from any level, and connect their daily work to a higher purpose. The results speak for themselves. Low turnover, strong customer loyalty, and enduring brand reputation.   How to lead as a servant Servant leadership isn’t abstract, it’s a set of daily practices. Here are five to start with:   Listen before you lead. Great leaders make people feel heard. Listening creates trust, and trust creates alignment. Put people before profit. Long-term value is built by taking care of the humans who create it. Empower, don’t control. Replace micromanagement with mentorship. Give people ownership, not just orders. Stay humble. Leadership is a privilege, not a status symbol. The best leaders are confident enough to share credit and take blame. Serve a higher purpose. Whether it’s sustainability, equity, or innovation, connect your leadership to something larger than yourself. Don’t use your position or title as an ego trip.    The bottom line The world isn’t suffering from a lack of leaders, it’s suffering from a lack of servant leaders. As long as power is treated as a prize rather than a responsibility, bad leadership will remain the norm. But those willing to flip the script to lead through service, empathy, and vision will define the next era of success. The future doesn’t belong to the loudest voices in the room. It belongs to those humble enough to listen, wise enough to serve, and bold enough to lead with purpose. Follow me on Instagram and LinkedIn for more info! Read more from Tom MacPherson Le Maire Tom MacPherson Le Maire, Founder and Chief Growth Officer at Atelier Vitae Tom MacPherson Le Maire is a luxury skincare expert with over 20 years of experience, specializing in spa and hotel channels. He has worked with brands such as The Body Shop, Clarins, Intraceuticals, Bioeffect, and 111SKIN. This year, he founded his own growth and advisory company, Atelier Vitae, partnering with brands and hospitality players to drive experience-led growth strategies.  His mantra: The Lion does not concern itself with the opinions of the sheep.

Written by Anna Semchenko, Licensed Nurse and Foot Health Expert Anna Semchenko is a licensed nurse, foot health expert, and wellness entrepreneur. She combines medical knowledge with holistic practices to educate on foot care, clean living, and building a conscious lifestyle brand. In clinical practice, the feet are rarely treated as a diagnostic starting point. Most patients do not mention them unless there is pain, visible injury, or cosmetic concern. Yet from a nursing perspective, the feet often provide early and measurable clues about systemic health. The body does not compartmentalize disease. Circulatory, metabolic, neurological, and inflammatory conditions frequently manifest in distal tissues first. Because the feet are farthest from the heart and contain dense vascular and nerve networks, they are particularly vulnerable and particularly informative. Circulation: The vascular window Healthy feet depend on adequate blood flow. When circulation is compromised, subtle changes appear long before a patient experiences a critical event. Clinical indicators may include: Pale or bluish discoloration Cool skin temperature Delayed capillary refill Hair loss on toes Thickened or slow-growing nails These signs may suggest peripheral arterial disease or early vascular insufficiency. In many cases, patients attribute these changes to aging. However, reduced perfusion is not an inevitable consequence of getting older. It is often a vascular warning sign. Early detection matters. Vascular compromise in the lower extremities increases the risk of delayed wound healing and infection. In advanced cases, it can progress to tissue breakdown. Neuropathy: When sensation changes The feet are highly innervated. Sensory changes, such as numbness, tingling, burning, or reduced awareness of pressure, can indicate peripheral neuropathy. Neuropathy is commonly associated with diabetes, but it may also occur due to: Vitamin deficiencies Autoimmune conditions Chronic alcohol use Certain medications Metabolic disorders Reduced sensation significantly increases risk. Patients may not feel minor injuries, friction from footwear, or pressure points. Over time, unnoticed trauma can develop into skin breakdown or ulceration. Routine neurological screening of the feet can identify diminished protective sensation early, allowing preventive interventions before complications occur. Skin integrity and healing Skin is often the first visible indicator of systemic imbalance. In the feet, clinicians assess: Dryness or cracking Fungal involvement Unusual redness Swelling Delayed wound healing Persistent dryness may indicate dehydration or impaired barrier function. Recurrent fungal infections may reflect immune vulnerability. Swelling can suggest fluid retention or cardiac strain. Non-healing wounds are particularly concerning and warrant systemic evaluation. The foot is not isolated tissue. It responds to internal physiology. Musculoskeletal alignment and compensation Gait patterns reveal structural and neurological coordination. Chronic imbalance, overpronation, limited joint mobility, or asymmetrical wear patterns on shoes may indicate broader musculoskeletal dysfunction. Compensation at the foot level often extends upward: Altered ankle mechanics affect knee alignment Knee compensation influences hip stability Hip imbalance alters spinal posture Chronic low back pain or knee discomfort may originate from foundational instability. Addressing foot biomechanics early can reduce strain across the kinetic chain. The diabetic foot as a clinical example Diabetes offers one of the clearest illustrations of how systemic disease manifests in the feet. Elevated blood glucose affects microvascular circulation and nerve function. Combined neuropathy and impaired perfusion create a high-risk environment. However, the principle extends beyond diabetes. Any condition that affects circulation, nerve integrity, inflammation, or immune function may leave early signs in the lower extremities. The absence of pain does not equal absence of risk. Footwear and external stressors External factors also interact with systemic health. Ill-fitting shoes can amplify pressure in areas already vulnerable due to vascular or neurological compromise. Shoes that are too tight restrict circulation. Shoes that are too loose increase friction and instability. Both can exacerbate underlying systemic issues. In clinical assessment, footwear is not a fashion detail, it is part of the diagnostic context. Why early screening of feet matters Routine foot assessment should not be reserved only for high-risk populations. Incorporating basic screening, visual inspection, vascular assessment, sensory testing, and gait evaluation can identify patterns before they escalate. Preventive care reduces long-term complications, preserves mobility, and supports independence, particularly in aging populations. The feet are not merely endpoints of the body. They are dynamic indicators of internal balance. A clinical perspective From a nursing standpoint, foot evaluation is an extension of whole-body assessment. It reflects cardiovascular health, metabolic stability, neurological integrity, musculoskeletal alignment, and skin function. When patients and providers begin to view the feet as part of systemic evaluation rather than cosmetic maintenance, preventive strategy becomes more comprehensive. Health is not only about major organs and laboratory values. Sometimes, the earliest signs are visible at ground level. The feet carry the body daily. When they begin to change, they are often signaling more than discomfort. They are communicating systemic information if we choose to look. Follow me on LinkedIn for more info! Read more from Anna Semchenko Anna Semchenko, Licensed Nurse and Foot Health Expert Anna Semchenko is a licensed nurse and foot health expert passionate about holistic wellness and conscious living. With years of clinical experience and a growing lifestyle brand, she shares insight on foot care, toxin-free skincare, and natural routines. Anna is the founder of SOLE BY SEM, a wellness-focused product line and community platform. Through her content, she empowers others to lead healthier, more intentional lives from the ground up.