💡 From Tech Corporates to Purpose-Driven Innovation

Julien’s story is one of progressive realisation — sustainability was not always the primary focus, but it became the driving force behind Advizzo’s creation.

👉 Early career in corporate tech giants like Oracle — focused on product, sales, and process-heavy work.
👉 A pivotal shift came when Julien joined Opower, a pioneering US energy efficiency startup, which opened his eyes to purpose-driven technology.
👉 Inspired, Julien co-founded Advizzo in 2015 — focusing on helping utilities and their customers reduce water and energy consumption using behavioural science and smart data.

“We didn’t just build a platform — we built a whole new segment in water efficiency, where few were focusing back then.”

⚡️ The Reality of Building a Sustainable SaaS Startup

Julien was refreshingly candid about the realities of founding a sustainability-focused startup. Far from the glamorous tech unicorn narrative, his story highlights the grit required to survive.

Key Challenges Faced:

💰 Raising money with no product — “We went unpaid for eight months, with no salary, building out of nothing.”
😓 Stress and health impacts — “There was a point where the pressure to meet payroll landed me in the hospital. No entrepreneur talks about that enough.”
⚖️ Balancing product innovation with regulatory navigation — Sustainability isn’t just about having a great product; you need the policy landscape to align too.

“Startups in sustainability often forget — the best product in the world won’t succeed if the regulatory environment isn’t pushing the market in the right direction.”

🛠️ Building in a Market That Doesn’t Exist

A recurring theme was the sheer difficulty of creating a market from scratch. Water efficiency wasn’t high on the agenda when Advizzo started, so Julien and his co-founder had to educate, advocate, and sell all at once.

🚧 Barriers they faced:

👉 Lack of awareness in the UK about the importance of behavioural water saving.
👉 Minimal regulatory support compared to energy efficiency, which already had established mandates in the US.
👉 Resistance from utilities that saw behavioural programmes as a ‘nice to have’ rather than essential.

“We were asking utilities to invest in saving water — a resource they are used to billing for. That’s a difficult cultural shift.”

⚖️ Regulation: The Underrated Growth Driver

Julien spoke at length about the role of regulation in sustainability success. Advizzo’s growth accelerated when:

👉They hired a regulatory expert to help shape water-saving policy in the UK.
👉They aligned Advizzo’s value proposition directly to emerging regulatory requirements.
👉They understood that policy shifts create whole new revenue streams for startups if you position yourself correctly.

“Regulation creates the conditions for growth — without it, you’re trying to sell innovation to customers who aren’t required to change.”

🚀 Pro Tip: If you’re building a sustainability business, embed regulatory engagement into your business plan from day one.

🔍 Learn from Others: Embracing ‘Graveyard Diligence’

A standout takeaway was Julien’s use of ‘graveyard diligence’ — a term coined in a fashion sustainability article, which he wholeheartedly embraced.

💀 What it means: Actively studying why similar startups failed and using that intelligence to shape your own approach.

“We saw US startups drowning in endless pilots — never reaching scale. So we deliberately moved to full-scale projects, even if they started small.”

✅ Key Learnings from Competitor Failures:

• Avoid over-reliance on short-term pilots.
• Focus on landing longer-term contracts.
• Build tech that adapts to evolving regulations.
• Don’t chase grants that create false markets.

🔄 The Emotional & Practical Realities of Exit

Julien was open about the emotional complexity of selling Advizzo after nearly a decade of building the company.

⚙️ Why Sell?

• A new round of funding (Series B) would require another five years of high-intensity scaling.
• Joining a larger company (Calisen Group) provided access to sales teams, infrastructure, and complementary products, enabling faster market access.
• Calisen’s existing focus on smart metering and decarbonisation aligned well with Advizzo’s mission.

🧠 The Transition Experience

“It’s a weird adjustment going from being in control to being part of a larger machine. The stress doesn’t disappear, it just changes shape. The hardest part was letting go — trusting others to understand what made Advizzo successful.”

🚀 Despite the challenges, Julien sees partnership with Calisen as a smart, values-aligned route to scale.

✨ Final Reflection: What Needs to Change in Sustainable Business?

When asked the magic wand question, Julien’s answer wasn’t about faster exits or better funding — it was about impact.

“The biggest frustration was knowing we could do so much more — but being limited by short-term corporate thinking and lack of regulatory urgency.”

🔥 Julien’s Wish for the Future:

👉Faster, more ambitious regulation that drives sustainability initiatives forward.
👉Corporate leaders who genuinely understand that long-term value comes from embedding sustainability, not treating it as optional.

“We didn’t just want to make money — we wanted to save water, improve resilience, and leave a positive legacy. That’s what sustainability startups should be aiming for.”

🎯 Key Takeaways for Sustainability Founders

✅ Embrace regulatory strategy — don’t just build product, shape the market.
✅ Study why similar startups failed — don’t repeat the same mistakes.
✅ Build for long-term partnerships, not quick wins.
✅ Accept stress as part of the process — but find ways to manage it.
✅ Stay true to your impact mission — but be commercially smart about how you achieve it.

Julien’s journey through the trenches of sustainable entrepreneurship offers a goldmine of practical insight for anyone looking to launch or scale a purpose-driven business. As Julien put it:

“You don’t build a sustainability startup to make millions. You do it to make a difference — but that doesn’t mean you can ignore the business fundamentals.”

Governance: The ESG Factor That Holds Everything Together

Many companies treat governance as an afterthought, focusing on sustainability commitments without embedding accountability structures that make them stick. But Rob argues that strong governance is what determines whether ESG is meaningful or just words on a page.

“If you’ve got the right tone from the top, then all sorts of good things can be done in the environmental and social space. If you don’t have that, you’re going to struggle.”​

Too often, governance reacts to pressure instead of driving long-term strategy. Without leadership commitment, sustainability goals become vulnerable to financial or political shifts.

ESG in Emerging Markets: A Higher Standard is Expected

A common excuse for weak ESG performance in emerging markets is that local regulations don’t demand higher standards. But according to Rob, this mindset is no longer acceptable:

“The expectation is that companies will operate to the highest standards they know of—wherever they’re working.”​

This means businesses must take the lead in raising local standards, rather than just meeting minimum legal requirements.

One example is worker welfare. In many markets, wage disparities exist—but that doesn’t justify poor working conditions.

“Just because you’re not paying workers the same salary doesn’t mean they shouldn’t expect dignity, quality accommodation, and a safe environment.”​

Companies that fail to uphold these standards face increasing scrutiny from investors, employees, and civil society—regardless of where they operate.

Decision-Making in Governance: The Three-Question Test

One of the most practical governance frameworks Rob encountered was a three-question test used by senior leadership at Shell:

“For every major decision, we were encouraged to ask: Is it legal? Is it ethical? Is it wise?”​

✔ Legal – The basic compliance check.
✔ Ethical – Requires engaging stakeholders to determine what’s right.
✔ Wise – Considers long-term consequences—how the decision will be judged in years to come.

“Something that is acceptable today might be unacceptable a decade from now.”​

This forward-looking perspective is critical, particularly for companies operating in industries facing high scrutiny, rapid policy changes, or shifting public sentiment.

Why Weak Governance Leads to ESG Failures

Final Thoughts: Governance as a Competitive Advantage

From Academia to Industry: Learning to Lead and Influence

Bernie’s career began in academia, where he built a reputation as a leading researcher in physical chemistry. However, it was his transition to industry—first with Standard Oil of Ohio and later with BP—that shaped his approach to leadership. He explained;

“In academia, you have to persuade colleagues to join your vision. Industry taught me how to influence and drive change at scale.”

One pivotal moment came when BP shifted its focus from simply complying with environmental laws to actively reducing emissions. “This was a massive mindset shift,” Bernie recalled. “We moved from saying, ‘We’ll follow the law,’ to asking, ‘How can we continuously improve and reduce our impact?’ That was transformative, not just for the company but for me personally.”

Materials and the Engine of Development

Bernie’s latest book, The Material Advantage, explores how nations have historically achieved prosperity by mastering materials science and manufacturing.

“It’s not just about raw materials; it’s about transforming them into something valuable,” he explained.

Bernie used South Korea as an example, detailing how the nation transitioned from post-war devastation to economic power by focusing on education and scaling key industries.

However, Bernie warned that material innovation must align with sustainable principles. He highlighted food packaging as a cautionary tale: while it initially reduced waste and improved global access to food, its overuse has now become a significant environmental issue. “We need to rethink packaging entirely—dematerialising where possible and making better use of resources,” he said.

Governance: A Holistic Approach to Sustainability

At the heart of Bernie’s vision for a sustainable future is a fundamental shift in corporate governance. He proposed a model where customers—not traditional boards—govern companies. “Imagine a water utility governed by its customers,” he suggested.

“These stakeholders would prioritise decisions that balance economic, environmental, and social impacts.”

This idea aligns with the principles of sustainable development, which Bernie defines as living within environmental limits, building equitable economies, and fostering participatory governance. “Sustainable development isn’t just about the environment,” he stressed.

“It’s about creating systems that work for people, profit, and the planet.”

Learning from Failure and Arrogance

Reflecting on his time in the oil and gas industry, Bernie acknowledged the duality of success and failure. “Arrogance is a dangerous byproduct of success,” he said, citing the Gulf of Mexico oil spill as a cautionary example.

“When organisations believe they can do no wrong, they stop questioning themselves. That’s when things go awry.”

This humility has informed Bernie’s current roles on corporate boards and in venture capital, where he focuses on fostering accountability and continuous improvement. “Good governance means asking hard questions and making decisions that aren’t just about short-term gains but long-term impact.”

The Future of Sustainable Development

Looking ahead, Bernie sees an urgent need to address material waste in construction, food packaging, and manufacturing. He pointed to innovative companies like QFlow, which helps reduce construction waste, as examples of how industries can lead the way in sustainable practices.

But Bernie’s ultimate vision is broader: a world where governance, innovation, and sustainable development are fully integrated. He said;

“If we want to tackle climate change and build a just society, we need to rethink not just what we do but how we do it.”

Conclusion: A Visionary Call to Action

Bernie Bulkin’s career offers a roadmap for how leadership, governance, and innovation can intersect to create meaningful change. From influencing BP’s approach to emissions reduction to rethinking how materials drive development, Bernie’s contributions have left a lasting impact.

His message is clear: sustainability isn’t just a technical challenge—it’s a governance challenge. By reimagining how companies are led and how resources are used, we can build a future that prioritises equity, resilience, and long-term prosperity.

Lessons from Sweden: Collaboration Over Competition

Growing up in Sweden, Malin was immersed in a culture that values collective progress over individual achievement. She explained, “In Swedish schools, children are taught in mixed-ability groups. The idea is to collaborate with those who think differently from you. If you’re ahead, you help others catch up, and in doing so, you learn empathy and problem-solving.”

This approach, Malin argued, has broader implications for corporate structures.

“In Scandinavia, companies are less hierarchical. Decisions take longer because everyone’s input is valued, but once a decision is made, implementation happens quickly because everyone is already on board.”

Malin sees parallels between these cultural values and the ethos of B Corporations, of which Hattrick is a certified member. “When I discovered B Corp, it felt like coming home. It’s about recognising that great ideas can come from anywhere and working interdependently rather than hierarchically.”

Breaking Down Barriers to Honest Conversations

One of the recurring themes in Malin’s career is the need for honesty in corporate sustainability efforts. She recounted how many organisations struggle to balance ambition with authenticity.

“Businesses often set ambitious net zero targets but don’t know how to achieve them. This creates fear—fear of being called out for greenwashing or not making enough progress.”

Malin highlighted the importance of creating environments where employees feel empowered to ask questions and challenge claims without fear of repercussions. “If we want organisations to succeed in sustainability, we need to remove the fear of getting it wrong. Everyone makes mistakes. What’s important is that we learn from them and move forward.”

The Role of Carbon Literacy

At Hattrick, Malin has pioneered carbon literacy training as a tool for building awareness and engagement within organisations. The training equips teams with the knowledge to understand their role in the transition to sustainability.

“When we train leadership teams first, they see both the risks and opportunities. Then, when the training is rolled out across the organisation, it empowers employees to take ownership of the company’s sustainability goals.”

Malin shared an example of a company where sustainability training had a transformative effect. “After the training, employees began pushing the leadership to accelerate progress. It was no longer just the responsibility of the sustainability team—it became a shared mission.”

The Danger of Greenhushing

Malin also touched on the growing trend of greenhushing, where companies avoid publicising their sustainability efforts for fear of criticism. “Greenhushing creates an atmosphere of mistrust. If employees sense a lack of transparency, it erodes confidence in leadership. The opposite—openly acknowledging challenges and areas for improvement—builds trust and engagement.”

She believes that embracing imperfection can be liberating for organisations.

“No company is fully sustainable, and admitting that is powerful. It allows you to speak confidently about your progress while being honest about where you need to improve.”

A Magic Wand for Corporate Culture

When asked what she would change about the corporate world, Malin’s answer was clear: honesty.

“We need to stop pretending we’re further along than we are. If we start having honest conversations, we’ll move so much faster.”

She likened this shift to her experiences in Swedish schools, where collaboration and mutual support were the norm. “If we bring that mindset into the corporate world, where everyone is willing to help each other succeed, the progress we can make is incredible.”

Building a Culture of Shared Responsibility

Malin’s insights offer a roadmap for companies looking to embed sustainability into their operations. By fostering collaboration, embracing transparency, and investing in education, businesses can create cultures where sustainability is not an obligation but an opportunity. As Malin put it, “It’s not about perfection. It’s about progress—and that starts with people.”

The Journey to Self-Awareness

Ryan’s reflections began with his formative experiences in sales, where he first discovered the value of connecting authentically with others. “I always wanted to leave people feeling better after interacting with me,” he shared, highlighting the foundational mindset that would later shape his approach to leadership.

Despite early career success, Ryan faced a pivotal moment at Yellow Pages.

“I spent two weeks trying to sell by the book and failing. My dad told me, ‘You’re not being yourself.’ That’s when I realised authenticity was my strength.”

This shift in perspective led Ryan to embrace emotional intelligence as a tool for building trust and fostering relationships.

Leading Through Personal Adversity

The podcast delved into how Ryan’s personal challenges shaped his leadership philosophy. Setting up Jago came at a time of immense pressure—his first child was diagnosed with kidney disease, and his second faced a severe brain injury at birth. “Normal isn’t the default,” Ryan reflected.

“These experiences taught me resilience and deepened my understanding of empathy.”

Through these trials, Ryan developed a leadership style that prioritises humanity over metrics. “It’s not about profit first—it’s about people. That’s the kind of leader I aspire to be, and it’s what I aim to cultivate in others.”

Redefining Leadership with Emotional Intelligence

At Jago, Ryan has embedded EQ into personal branding and leadership development. He described the process as one of introspection and alignment:

“You have to look inward to understand your strengths, values, and purpose. That’s the starting point for authentic leadership.”

This approach is more than philosophical. It’s deeply practical. “Consistency is key,” Ryan said. “When leaders show up the same way for everyone—whether it’s a CEO or an intern—it builds trust. Emotional intelligence helps leaders see the ripple effects of their behaviour.”

Practical Steps for Heart-Led Leadership

The conversation outlined clear strategies for leaders to incorporate emotional intelligence into their daily practices:

1. Commit to Self-Discovery: Ryan emphasised the importance of understanding one’s own story. “Our experiences—good and bad—shape our leadership style. Facing them honestly is transformative.”
2. Foster Empathy: Listening actively and responding thoughtfully are hallmarks of empathetic leadership. “It’s not about being agreeable but about genuinely understanding others’ perspectives.”
3. Integrate Values into Decision-Making: “When leaders align their actions with their values, they build cultures that prioritise integrity and respect,” Ryan noted.
4. Model Consistency: Leaders who exhibit predictable, fair behaviour create environments where trust flourishes.

The Shift Toward Purpose-Driven Leadership

While progress is slow, Ryan expressed optimism about the future of leadership. “There’s a growing appetite for leaders who lead with empathy and purpose,” he observed. However, he cautioned against surface-level adoption of these principles.

“It’s not just a branding exercise. Authenticity requires real introspection and intentionality.”

One of Jago’s most compelling success stories involves a client in the finance sector who balances a high-pressure role with mentoring aspiring professionals. “He’s proof that you can succeed commercially while staying true to your purpose,” Ryan shared. “Leaders like that inspire change not just within their organisations but across industries.”

A Better Way Forward

Ryan’s vision for the future of leadership is rooted in emotional intelligence and a commitment to purpose. “If I could change one thing about the commercial world, it would be to see more leaders prioritising empathy over profit,” he said.

“Empathetic leaders create better cultures—and better cultures shape a better society.”

This insight serves as a powerful reminder: leadership isn’t just about strategy or results. It’s about the impact leaders have on those around them. By embracing emotional intelligence, today’s leaders have an opportunity to redefine success and leave a lasting legacy.

In the ever-evolving landscape of corporate governance, ethical leadership has emerged as a crucial driver of business success. It’s no longer enough for companies to adhere strictly to regulatory frameworks; today’s leaders are tasked with making decisions that align with broader societal values, ensuring that their actions contribute positively to the communities they serve. In a recent podcast, Pablo Hepworth Lloyd OBE, Chair of Twin Group and an accomplished social entrepreneur, shared his insights on ethical leadership drawn from over 30 interviews with leading CEOs. His reflections offer valuable lessons for leaders seeking to navigate the complex intersection of ethics, responsibility, and business performance.

From Finance to Social Impact: Pablo’s Journey

Pablo’s career is a testament to the power of aligning personal values with professional ambition. With over 20 years of experience in the education sector and a background in corporate finance, he has witnessed firsthand the consequences of placing profits over principles. Early in his career, Pablo worked for Arthur Andersen, a global accounting firm that ultimately collapsed under the weight of unethical practices. Reflecting on this period, Pablo shared,

“There was only one KPI anyone cared about—billable hours. If you were at the top of that table, you were rewarded, but if you questioned the ethics behind it, you were encouraged to look elsewhere.”

It was this discomfort that pushed Pablo to seek a different path. He left the profit-driven corporate world and transitioned into social entrepreneurship, founding and co-founding several enterprises aimed at creating social impact. His most recent venture, Visionnaires, provides mentoring and support to early-stage entrepreneurs, particularly those without traditional qualifications or social capital. Through Visionnaires, Pablo and his team have helped over 2,000 entrepreneurs launch their businesses, proving that ethical leadership can fuel both social good and economic growth.

The Power of Ethical Decision-Making

One of the key insights Pablo shared from his conversations with CEOs is the idea that ethical leadership goes beyond mere regulatory compliance. While regulations provide a framework for responsible business conduct, truly impactful leaders strive to do more. “Ethical leadership sets the tone for responsible practices,” Pablo explained, “and regulatory compliance is just a guidepost for ethical decisions.”

Pablo’s reflections draw on his wide-ranging discussions with CEOs across various industries. He emphasised that ethical leadership is about making tough decisions that may not always yield immediate financial rewards but can lead to sustainable success in the long term.

“It’s easy to make decisions that prioritise short-term gains, but the best leaders are those who think beyond the quarterly results and consider the broader impact of their actions,”

he said.

This long-term view was shaped by Pablo’s experience at Nationwide Building Society in the 1990s, where the CEO made the bold decision to reject privatisation despite the potential financial gains. The decision was driven by a commitment to maintaining the building society’s core mission of providing financial peace of mind to its customers. “That moment was pivotal for me,” Pablo noted. “It made me realise that leadership is about more than just profits; it’s about staying true to your values, even when the financial incentives suggest otherwise.”

The Challenges of Ethical Leadership

Despite the clear benefits of ethical leadership, Pablo acknowledged that it is not without its challenges. One of the recurring themes in his conversations with CEOs was the difficulty of balancing ethical considerations with the demands of running a profitable business. Many leaders feel overwhelmed by the sheer scope of responsibilities they now face, particularly in the context of global supply chains, environmental sustainability, and social responsibility.

As Pablo pointed out, “It can be overwhelming, but I see it as a fabulous opportunity. When you acquire power and authority, there’s an expectation that you’ll use it wisely. The challenge is to leverage that power to make a bigger difference, even when it’s not the easiest or most profitable route.”

One of the most compelling stories Pablo shared was from his time working with a leader whose team had been affected by the 9/11 attacks. The trauma experienced by the team led to difficult conversations about how to support staff who no longer felt safe travelling to their Manhattan office. The leader could have prioritised the company’s bottom line, insisting that employees return to work. Instead, they made the compassionate decision to offer financial and emotional support to any team member who wanted to leave the company or work remotely. “It was a huge risk to the business,” Pablo explained, “but it was the right thing to do. And in the long term, it paid off—people wanted to work for an organisation that cared about them as individuals.”

Ethical Leadership in a Regulated World

Pablo also discussed the symbiotic relationship between ethical leadership and regulatory compliance. Regulations, while essential, are often seen as a baseline for ethical conduct. True leaders, Pablo argued, go beyond these requirements to foster a culture of integrity that permeates every aspect of their business. “Compliance should be the foundation, but not the ceiling,” he said. “Ethical leaders understand that regulations provide the framework, but it’s up to them to build something meaningful on top of it.”

One area where this dynamic is particularly evident is in the field of environmental sustainability. Pablo noted that many CEOs he spoke to are grappling with the complexities of meeting increasingly stringent environmental regulations while also striving to reduce their companies’ overall carbon footprints. “The regulations are necessary, but they don’t always go far enough,” he said.

“The leaders who stand out are the ones who go above and beyond, not because they have to, but because they believe it’s the right thing to do.”

Lessons from 30 Conversations with CEOs

Throughout his discussions with CEOs, Pablo identified several recurring themes that define ethical leadership. First, ethical leaders must be clear about their personal values and how these align with the organisation’s mission. “You have to know what you stand for,” Pablo said. “If your decisions don’t reflect your core values, you’ll find it hard to lead with integrity.”

Second, Pablo highlighted the importance of long-term thinking. Leaders who prioritise short-term financial gains often miss opportunities to build trust and loyalty with their employees, customers, and other stakeholders. “It’s not about maximising profits every quarter,” Pablo explained. “It’s about creating an organisation that people believe in, one that they want to support and work for.”

Finally, Pablo stressed the need for courage in ethical leadership. Making principled decisions can be risky, especially when they conflict with immediate business interests. However, the CEOs he spoke to were unanimous in their belief that ethical decisions ultimately lead to better outcomes in the long run. “There’s always a risk,” Pablo acknowledged, “but the rewards—both in terms of business performance and personal satisfaction—are worth it.”

Ethical Leadership: Performance, Principle, and Power

A crucial aspect of Pablo’s insights revolves around the principles of Performance, Principle, and Power Decision-Making, which he sees as fundamental to ethical leadership. These three elements form a balanced framework for leaders who seek to make impactful decisions that align with their values. As Pablo explained during the podcast, “Performance is essential—every leader must ensure their organisation delivers results. But focusing solely on performance risks losing sight of the bigger picture.” This is where Principle comes in—making decisions grounded in ethics, rather than just financial returns. Pablo believes that principled leaders are those who consistently align their actions with core values, even when it’s difficult or unpopular.

Power Decision-Making refers to the responsibility that comes with leadership. “When you hold power, there’s an expectation that you will use it wisely,” Pablo said, highlighting that ethical leaders must be conscious of the broader impact of their decisions. This framework encourages leaders to use their power not just for profit, but to foster a culture of responsibility and trust.

The Five Pillars of Ethical Leadership

Expanding on this framework, Pablo outlined the Five Pillars of Ethical Leadership, captured through the mnemonic ETHIC. These pillars guide leaders in navigating complex moral decisions:

1. Empathy: Knowing and listening to your stakeholders, understanding their needs and concerns.

2. Traction: Turning ideas into action, making sure ethical values translate into real-world results.

3. Higher Purpose: Defining what the organisation stands for beyond profit, and focusing on its long-term mission.

4. Ingenuity: Using creativity and smart thinking to align ethical goals with business sustainability.

5. Conscience: Tapping into personal values and ensuring they align with professional actions, making decisions that reflect the leader’s true beliefs.

Pablo explained that the final pillar, Conscience, is often the most challenging for leaders. It requires them to look beyond organisational metrics and ask themselves, “What do I truly care about? And how do I align my leadership with that?” According to Pablo, this is the key to authentic leadership—being deeply connected to one’s own moral compass and using it to guide decisions.

The Future of Ethical Leadership

Looking ahead, Pablo is optimistic about the future of ethical leadership. He believes that as more leaders embrace the principles of transparency, fairness, and social responsibility, businesses will become more resilient and better equipped to tackle the challenges of the modern world. “We’re moving in the right direction,” he said.

“The more leaders focus on ethical decision-making, the more we’ll see businesses thrive not just financially, but socially as well.”

Pablo’s own career stands as a powerful example of what can be achieved when leaders prioritise ethics over expediency. Through his work with Twin Group and Visionnaires, he continues to push for a more inclusive, socially responsible approach to leadership—one that empowers individuals and benefits society as a whole.

Conclusion

Pablo’s reflections on ethical leadership, drawn from his conversations with CEOs and his own extensive experience, provide a compelling blueprint for modern leaders. In a world where the pressures of regulatory compliance, financial performance, and social responsibility often collide, Pablo’s insights offer a way forward. Ethical leadership is not just about following the rules; it’s about setting a standard that others can aspire to, making decisions that reflect core values, and creating a lasting positive impact on society.