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Unlocking CEO Mental Fitness: Imagine ”NPS” as a Custom Gauge for Effective Leadership or Not

The original article was posted on Linkedin: https://www.linkedin.com/pulse/unlocking-ceo-mental-fitness-imagine-nps-custom-gauge-saltz-gulko-ugesf%3FtrackingId=4dqqn4TBTxmGOmxiJWRcjA%253D%253D/?trackingId=4dqqn4TBTxmGOmxiJWRcjA%3D%3D

While I lack a background in psychology or psychiatry studies, having come from an engineering and business graduate school, I find myself reflecting upon the unbridled and boundary-less actions of a CEO of a small minor Voice of Customer and NPS company in the picturesque Netherlands. The actions of a CEO who attempts to abuse those who think differently online place their own company in an unfavorable position and show their employees, partners, and even customers what can happen if they express opinions contrary to the authoritarian CEO. A ”problemastic CEO”, his name is Adam and his complete name is in the end of this article, and this is the story of the events that unfolded during his last few weeks in a distressing, discriminatory attack against someone he deemed worthy of bullying in his sick way to perceive the world. More sick then this is impossible to get. How someone like that refers to themselves as a CEO is unclear, and what this implies about his company is uncertain.  Instead of engaging in a healthy, mature (adult) discussion about the NPS he holds dear, he chose to attempt to bully others as only a sick imature person, treating people as a mischievous, wayward child. The issue is that he doesn’t know this person and decided to label him as a ”consultant”, assuming it is his title. In doing so, he engaged in bullying behavior, dismissing the millions of consultants around the world. In this case, he targeted a Managing Director, referring to him as a consultant. This appears to be his level of leadership: None! How such a toxic person can even self-title as a CEO is a question that needs an answer. I hope this article can help him.

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Always remember, when someone, especially a CEO, engages in bullying, it reflects on their brand, behavior, history, and character. They become their own biggest detractor! #customerexperience #customergauge #cx Click To Tweet

Probably, as a child, the individual who engaged in bullying and harassment likely exhibited behaviors rooted in a lack of empathy, intolerance for diverse perspectives, or perhaps a need for control. Such tendencies during childhood may have been influenced by various factors, such as environmental influences, parenting styles, or personal insecurities. As this person has transitioned into adulthood, addressing these behaviors and fostering a more inclusive mindset is essential for personal growth and positive interpersonal relationships. Encouraging self-reflection and empathy can contribute to a more respectful and tolerant adulthood. –>Let’s analyze it together.

In the dynamic realm of corporate leadership, not all CEOs exhibit the maturity necessary to engage in constructive discussions. Some, unfortunately, veer into the territory of bullying behavior, shedding light on the complex intersection of personal issues and, possibly, underlying mental health challenges. It is precisely such instances that have fueled my motivation to explore and articulate thoughts on this matter. In this article, I delve into the concept of unlocking CEO mental fitness, urging a reflection on their leadership effectiveness. Imagine adopting the renowned “Net Promoter Score” (NPS) as a bespoke gauge for evaluating not only organizational success but, crucially, the mental well-being and leadership acumen of CEOs. This novel perspective opens a dialogue that transcends traditional metrics, offering a holistic lens through which we can assess and foster a healthier corporate leadership landscape.

An unrestrained and unprepared leader, lacking respect even for their own company, sets a negative example of restraint and respect for both employees and individuals they don’t know. What are the consequences when company leaders engage in intimidating behaviors, and how can we explain such poor judgment? In a manner reminiscent of certain historical leaders in Europe with controversial and authoritarian approaches. Recently this individual extended a connection invitation on LinkedIn expressing discontent with my article about NPS. In his perspective, apparently, he alone holds the absolute truth, and any divergence of opinion prompts attempts to convey his views through intimidation trying to make you look bad in a very distorted form and clearly intending to hurt your reputation.  It is disconcerting to witness a lack of professional discourse for a CEO, nothing that a mature exchange commonly referred to as a ‘conversation and different opinions.’ That often have the potential to enrich us all. This scenario evokes memories of the bad American TV show, “Hulk Hogan Knows Best.” Regardless of who is right or wrong, communicating with respect and maturity is imperative in any level.

Contemplating such behaviour underscores the distressing phenomenon of self-aggrandizement.  However, I aim to explore potential motivations behind this unsettling conduct and, ultimately, offer insights to assist not only this situation but also others in avoiding such unwanted way of communicating.

Khris, Created on midjourney

It is worth noting that engaging in bullying, intimidation and malignant behavior initiatives often reveal more about the perpetrator personality than the target.

For those who have persevered through this narrative, your commitment is acknowledged. After all, true courage extends beyond the comfort of one’s desk. In the conclusion, you will understand what led me to write this piece.

Introduction:

In the realm of corporate leadership, we are accustomed to the image of CEOs as the stalwarts of mature decision-making, visionaries who steer their organizations with grace and integrity. Some great examples, Safra C. , Zig Serafin , Barak Eilam , Geoffrey Godet , Marc Benioff , Kye Hyun Kyung , Bill McDermott among so many others that we admire.

These leaders are often seen as pillars of strength, embodying values such as respect, openness, and a willingness to embrace diverse perspectives. A hallmark of effective leadership is the ability to foster an environment where a spectrum of views is not only acknowledged but celebrated, recognizing that each viewpoint contributes to a richer, more robust decision-making process. In this landscape, the best CEOs are those who navigate challenges with a deft hand, valuing collaboration and creating a culture where innovation thrives.

Yet, as we delve into the dynamics of executive c-suite leadership, we occasionally encounter extreme deviations from this undefined norm—CEOs whose behaviours depart from the expected standards of professionalism and mutual respect.  Although in their mission statement ‘’respect for individual’’ is mentioned. This exploration prompts us to examine instances where egocentric approaches, defensiveness, and even bullying tactics emerge, challenging the very foundations of what we expect from those at the helm. Such departures prompt a critical inquiry into the impact of leadership behaviours on organizational culture and the well-being of those within its sphere of influence and the outsiders since the CEO normally leads by example. Although not always happen as we all contemplated last week. There is also bully, discriminatory, islamophobics, and antisemites CEO’s but we all know it is very rare specially in serious companies, at least in my professional experience. But derails happen specially for people unprepared to leadership positions that aim to harm others showing their real weak personality, outside or inside organizations.

It’s important to note that individual behaviour can vary widely, and there isn’t a single explanation that fits all cases. However, there are several potential reasons why a CEO of a small emerging company might engage in bullying, harassment, tactics to ‘’humiliate’ behaviour when faced with disagreement or other viewpoints that his own.  Let’s think together why someone would do that as he also damages his persona and try to do that to others, since certain actions shows more about the Harasser then the other person being bullied.

Here are some potential reasons for this kind of mental behaviour:

1.     Insecurity and inflated Ego: Some individuals may feel threatened by dissenting opinions, leading them to react with aggression or bullying behaviour. This can stem from personal insecurities about their abilities or decisions. Or even long traumas or simply for being a terrible individual. Or simply a inflated ego – since discussion often works better then abuse or other unsuccessful trials of shaming the other as in this ‘’smart’’ psycho case.

2.     Control and Lack of Self Control – Issues: A CEO who feels a strong need for control might respond aggressively to any challenge to their authority or decisions or bread and butter as it happen. Bullying may be a way for them to maintain a sense of dominance and control over the rhetoric, and all actions generate reactions… always. They get mad when you think differently so they want to intimidate or humiliate you as we all saw in Germany during the second world war.

3.     Lack of Leadership Skills: Some individuals may lack the necessary leadership skills to navigate disagreements effectively. Instead of fostering a culture of open communication and collaboration everywhere, they may resort to bullying as a way to suppress dissent and intimidate.

4.     Stress and Pressure: The stress and pressure associated with running a small company can sometimes manifest in negative behaviours. A CEO under significant stress may be more prone to reacting impulsively and aggressively. Which also demonstrate their leadership skills or lack of it.

5.     Unhealthy Organizational Culture: If a culture of bullying is tolerated or even encouraged within the organization, the CEO may adopt and perpetuate such behaviour outside too since he can do whatever he thinks in his mind, after all ‘’he is the boss’’ in his understanding. This could be a result of past experiences and the influence of others anywhere. I know influencers in the UK that would contribute to that bias. But even if you heard something, you should be able to form your own judgment not assuming that gossip is right and to behave professionally.

6.     Lack of Emotional Intelligence and basic Intelligence: Some individuals may have lower levels of emotional intelligence, making it difficult for them to understand and manage their own emotions, as well as those of others. This can lead to inappropriate responses in challenging situations. Also, some individuals hear what others say and believe it so start to hate others without knowing, what is very sick behaviour but happens a lot. Meaning he have not the right judgement skills to decide by his self.


A great quote from this actor fits perfectly in this situation. :-) There are sick people everywhere.

7.     Bullying at the Core: Some individual may attempt to humiliate or intent to hurt others reputation of individuals who hold different views on the same subject that he works on and intimidates anyone challenging his perspectives. –Not common for professional CEOs that inspire us all.

8.     Suffering from mental issues: Today as we know many people can have mental problems, I know one Forbes Author that suffered from this in the past based in the UK that acts in one nice way in social media to gain acceptability and in the real world in a totally different way.

9. Malignient minds: A malign mind, driven by deep-seated insecurities, may resort to bullying as a means of asserting control and compensating for personal inadequacies.

 It can be so many reasons. It’s crucial to address such behaviour in a constructive manner and earlier. Companies should strive to promote a positive and inclusive organizational culture, provide leadership training even to the CEO, when he lacks basic skills and emotional intelligence, and create channels for open communication within and outside with all. Then Real Innovation surge, often from sane exchange of ideas in a respectful form.

Engaging in online behaviour that involves targeting intimidation and bullying people with different views can be indicative of various issues, and it might indeed raise concerns about how a CEO interacts within their company and the outside. Here are some possible explanations:

1.     Confirmation Bias: The CEO may seek confirmation of their own beliefs and ideas. Engaging with like-minded individuals can create a reinforcing echo chamber. This bias may extend to how they manage their company, potentially stifling diverse perspectives. Furthermore, without facing challenges, improvement becomes difficult. If an individual resorts to bullying tactics, it signals underlying issues. The more you step out of your comfort zone and engage in conversations with people who hold different views, the better results you can generate.

2.     Power Dynamics: The CEO might be using online platforms to assert their power and control, in this case about NPS rhetoric or any other subject and using the wrong tactics. If they are willing to bully strangers, it raises concerns about how they might handle disagreements or conflicts with their employees. But observe if they have this kind of behaviour. If that is the case in your company: –> I would suggest to leave this company as soon as possible: to progress your career with mature and mentally balanced leader that you can trust in a healthier environment. Acting publicly like that just demonstrates the mindset of an individual, and it is better to live and work a healthy life without such negativity.

3.     Insecurity and Ego Protection: Bullying online might be a very unusual way for the Leader to protect their ‘’ego’’ or interests. Criticism or opposing views may be perceived as personal attacks, leading to defensive and aggressive behaviour. This defensive posture may extend to the workplace, affecting relationships with employees as well. I am sure does not make nobody proud to see such ill behaviours.

4.     Cultural Fit: If the CEO’s online behaviour reflects a lack of tolerance for diverse opinions, it may signal a potential mismatch between their values and the desired culture within the company even if they are the founders. Such a mismatch can result in a toxic work environment, impacting employee morale and well-being.

5.     Modelling Behavior: The CEO almost always serves as a role model for the company. If they engage in online bullying to humiliate others, it sends a message to employees that such behaviour is acceptable and will happen to them if they misbehave . This could contribute to a negative company culture where bullying is tolerated or even encouraged.

6.     Bullying at the Core: He attempts to humiliate individuals who hold different views on the same subject that he works on and intimidates anyone challenging his perspectives.

It’s essential for organizations to foster a culture that values diversity of thought, encourages open communication, and promotes respectful behaviour. If a CEO exhibit bullying behaviour online, there’s a possibility that similar tendencies may manifest within the company. Addressing such issues is imperative.

7. Malignant intention: When a person exhibits malignant intent or engages in harmful behavior for others, it raises questions not only about their actions but also about their mental health and psychological well-being. Such behavior can be indicative of various factors, including deep-seated emotional issues, unresolved trauma, or a lack of empathy. Individuals with malicious intent may experience difficulties in forming healthy connections with others and navigating social relationships. Additionally, a propensity for harmful actions may stem from personality disorders, unresolved conflicts, or a distorted perception of the world. While it’s important to approach these situations with empathy and understanding, recognizing the potential signs of mental health challenges can contribute to a more comprehensive and compassionate approach to addressing harmful behavior. This case mentioned below is a good example of that.

Always remember, when someone, especially a CEO, engages in bullying, it reflects on their brand, behavior, history, and character. They become their own biggest detractor! #customerexperience #customergauge #cx Click To Tweet

CEO Backing Despite Inappropriate Conduct: A Closer Look

In a more simplistic context, we might refer to this as individuals exhibiting gullible tendencies or simply as ‘suckers’ or ”yes man” respectfully saying, who consistently yield to a strong personality or financially perceived powerful due to titles. There can be several reasons why individuals may appear to support a manager, even when there are clear indications of bad intentions in the way he expresses himself, including clear intention of harassment, bullying, or other inappropriate behaviour, simply due to differing opinions. “Understanding these dynamics involves considering various psychological, social, and organizational factors.

Khris, Created on midjourney

Deciphering Implications of Leader Malevolent Behavior

Employees Perspective and Impact

What Does This Mean for any Company Employees, partners and customer that see this kind of behaviour by a leader?

1.     Fear of Retaliation: Employees and people connected with this individual may fear reprisals, if they speak out against a CEO views or other authority figure. Retaliation could take the form of job loss, or simply exclusion from opportunities within the organization. So, by doing this he is creating a culture of ‘’maybe I will hold my ideas’’ for his team.  Not a smart strategy for a CEO.

2.     Job Insecurity: Individuals may be concerned about the stability of their jobs and the mental health of the abusive person, especially in smaller companies that have headcount up to 100+- people, which is the case here, where the impact of disagreements can be more immediate. This fear of economic consequences may lead them to refrain from taking a stand in anything.

3.     Power Imbalance: The hierarchical structure of many organizations can create a significant power imbalance between leaders and employees. This power dynamic can make it challenging for employees to challenge or confront a CEO without fear of negative consequences. Intimidations kills innovation, and growth.

4.     Cognitive Dissonance: People may experience cognitive dissonance when faced with evidence that contradicts their beliefs or the positive image they have of their CEO. To reduce this discomfort, they may rationalize or minimize the severity of the CEO’s behaviour.

5.     Groupthink: In some cases, employees and outsiders may conform to the opinions and attitudes of their peers to maintain group cohesion. This conformity can be particularly strong if there is a perceived social or professional cost to expressing dissent.

6.     Loyalty: Employees may feel a sense of loyalty to the CEO, especially if they have worked closely together for an extended period. Loyalty can cloud judgment and make it difficult for individuals to acknowledge or speak out against misconduct.

7.     Lack of Awareness: Some employees may not be fully aware of the extent of the CEO’s inappropriate behaviour. They might not have witnessed it directly or may be shielded from negative information, leading to a lack of awareness, or understanding.

8.     Organizational Culture: In environments where a toxic or authoritarian culture is tolerated or even encouraged, employees may be more likely to accept or overlook inappropriate behaviour from leadership figures.

9.     Dependence on the CEO: If employees are dependent on the CEO for career advancement, mentorship, or other benefits, they may be hesitant to criticize or take a stand against them.

10. Legal and HR Concerns: Employees may be unsure of the proper channels to address their concerns, and fear that taking a stand could have legal or human resources implications. This uncertainty can lead to inaction.

11. Legal actions: People may take legal actions for bully, defamation, and harassment.

12 .The Impact of public intimidation for customers and partners: Equals Churn!

The impact of public intimidation by partners and customers on the CEO’s company can be significant. The perception of the CEO may be negatively influenced, leading to a decline in trust and confidence from both partners and customers. The public intimidation may tarnish the company’s reputation, potentially resulting in a loss of business relationships and customer trust. Partners and customers may view the CEO as unprofessional, and the company may face challenges in retaining existing partnerships and attracting new clients. Additionally, there could be financial repercussions as a result of decreased business and potential legal consequences. Overall, the consequences of public intimidation by the CEO can extend beyond just the immediate partners and customers, affecting the company’s overall standing in the business community.

Certainly. It’s important to recognize that there are different dynamics at play when it comes to employees, partners and customers related to the company and external individuals, such as connections on professional networks. Here’s a breakdown:

Simple Connections (External Individuals):

Historical Analogies:

The phenomenon of individuals outside the company supporting a CEO despite evidence of inappropriate abusive behaviour can evoke historical analogies, such as the Nazi era or the Iranian regime, where millions stood silent, and we already know the dire outcomes. Today, like cancel culture, which is common in the US. This comparison highlights the concepts of suppression and the extreme consequences often associated with it, such as ‘agree or die. In both situations, fear of reprisals and a culture of silence played a role in allowing misconduct to persist.

Online Behaviour:

In the age of LinkedIn, social media and other professional networks, individuals may witness and interact with a CEO’s behaviour from the outside. Fear of public shaming, online harassment, or damage to one’s professional reputation may deter external individuals from speaking out.

Cognitive Dissonance and Lack of Accountability:

People outside the organization may experience cognitive dissonance when confronted with evidence of a CEO’s misconduct. Lack of direct involvement in the company’s internal affairs can contribute to a sense of detachment and a perception that they are not accountable for the CEO’s actions.

Observing Power Dynamics:

External individuals may observe power dynamics within and out the organization but feel powerless to intervene. The lack of direct influence over the company’s internal affairs can contribute to a sense of helplessness and a reluctance to take a stand.

In both cases, fostering a culture of accountability, encouraging open communication, and providing clear reporting mechanisms are crucial steps toward addressing inappropriate behaviour and promoting a healthy and respectful work environment.

Conclusion:

So why I said it all? Two weeks ago a ceo/manager called Adam Dorrell that leads a NPS VOC apparently small company, which I use to like and even suggest to other customers when wished to have their NPS and VOC, invited me to re connect on LinkedIn and I was quite happy since, we disconnected many years earlier.  He added a phrase for his invitation, and innocently I did not see what was coming, he said something like — (I am a fan of NPS or I like it very much) and I did not understand his malevolent intentions –because different views, since normally people respect and discuss differences which are always good to learn and improve in my views as we are all always learning. Well, I thought he would have changed after years his behaviour and style. But I was wrong. 😊  The funny thing is that his arguments were not so different from mine in many aspects, as we all know that NPS only works when properly implemented which itself is a large, very large effort for B2B in many cases. The issue is that there are better ways today to measure a company’s customer results, and only a group of mixed data, real time info, measures and metrics can provide any company a real picture of the 360-degree situation. NPS is just one more transactional metric among several others. However, the way he wrote his article revealed his clear malevolent intent. I prefer to keep illness away from my life. But I must admit I was intrigued by what led a ”ceo”, given his position in title at least, to do that. The only explanations I found are a very bad intent mindset, hatred, bad influences, and a problem in respecting other points of view, apart from his own, as well as an inability to converse and discuss instead of bullying others. Additionally, he recognized an opportunity for him to gain his 5 minutes of hatred fame and some likes from people mentioned in my article.

Read my article here: Why NPS Doesn’t Work Anymore: What’s the Alternative? https://www.linkedin.com/pulse/why-nps-doesnt-work-any-more-whats-alternative-saltz-gulko-ecxo–mm2uf/?trackingId=S0Fho8ATSTiE0Ld5BdBwfw%3D%3D

One thing is certain, 😊  … I will never recommend Customer Gauge his company again. Everyone expects a mature person leading a company, and the concerning abusive behavior exhibited by this the ceo Dorrell raises many doubts about several issues. Given the circumstances, it’s advisable to steer clear; numerous superior alternatives underscore the significance of mature leadership in the industry. Here are some better options:

Qualtrics , Medallia , NICE , Verint InMoment , Forsta SMG – Service Management Group so many great and better alternatives with inspiring leaders. Always check a company’s balanced leadership before engaging. Knowing who is steering will guide your company in the right direction with positive intentions with a great customer, employee and partner experience toward growth. The behavior of the CEO is crucial!

Joe Tyrrell Chris Caldwell John J. Lewis are a few examples, among many others, of real leaders in maturely-behaved companies and leadership. Don’t take risks with your organization. Leadership behavior matters!

In my opinion, it is crucial to assess the mental health of top executives before engaging in the acquisition of any products or services related to customer experience. Consider the potential impact on your brand, reputation, or business if disagreements arise with individuals in such influential positions, such as a so-called small minded ‘CEO’ who may be undergoing a psychological crisis and engaging in bullying behavior, especially online as Adam Dorrel did. Pay particular attention to how he interacts on social media with individuals, as it is evident that he is dealing with ego issues and insecurities, which may extend to harassment.

It is advisable to foster long-term relationships with individuals who approach interactions seriously, and are mature, refraining from engaging in bullying behavior towards those they neither know nor agree with. Consequently, my recommendation is to refrain from acquiring products/services from Customer Gauge; it is prudent to err on the side of caution. The so-called ”CEO” of this company ranks at a lower level among VOC companies according to Gartner. Exploring other alternatives is recommended, as reputable CEOs typically do not partake in such despicable actions. Taking this precautionary step seems like a wise decision.

His company is Customer Gauge, as you can see below. It will either endure for a long time in the initial quadrant or vanish, with an individual like him leading it, and his co-founder saying nothing to stop this pervasive mental bullying. Why she doesn’t at least cover his psychiatric help is a question to be answered, or has she actually given up on his behavior? That is a question we may never know the answer to. —> You have many reputable companies delivering VOC; consider buying from them and avoid this kind of company.

Extra thoughts for saving people lifes

I am genuinely concerned about the psychological well-being of individuals, including his employees and partners, like this so called CEO or someone with a similar demeanor, who exhibit a toxic personality and dictatorial management style. They seem to value only their opinion in their perception of the world and engage in bullying whoever does not agree with them. I have never seen this kind of behavior in a professional ”CEO” before. From my experience at Samsung Group, VW and others, real pro CEOs simply don’t act like that.

What to do?

In situations similar to the CEO’s behavior mentioned above, I hope he receives support, as it is evident that he has behavioral issues. If you find yourself dealing with the traits of a Machiavellian and hostile person, you may consider suggesting that they seek health and advice by contacting the number provided in the Netherlands below.

Additionally, exploring avenues such as psychiatry help or engaging in activities like Jiu-Jitsu, Jeet Kune Do, Tennis, Krav Maga, or even Yoga—practices I personally find beneficial—can be valuable. Mental health is a ‘serious’ issue today, and seeking support during instances of hate attacks, as experienced by this CEO, is crucial. I hope he will seek help, either from a ‘consultant’ or ‘psychiatric’ assistance. 😏

In light of the recent discussions surrounding CEO’s and individuals’ mental health as maybe one of the causes of behaviour like that it’s crucial to address the importance of seeking professional help. Individuals displaying malevolent behavior, those experiencing bipolar disorder, or individuals harbouring feelings of  deep hatred often require assistance and support. Mental health concerns are significant, and individuals facing challenges should not hesitate to reach out for support, I hope his co-founder will help this individual. If you or someone you know is struggling, consider exploring resources like suicide hotlines and crisis lines. These services play a vital role in providing immediate assistance and guidance. For those in the Netherlands, this link provides valuable information on suicide hotlines and crisis lines but you will encounter this lines in any country: https://www.therapyroute.com/article/suicide-hotlines-and-crisis-lines-in-the-netherlands

Here is the article from this so called ceo Adam Dorrel  I think he is simply a new hater or simply not to busy. Formulate your conclusions independently regarding the dismissive and ill-intentioned manner in which he wrote it. https://www.linkedin.com/pulse/im-calling-bullst-why-nps-so-bad-articles-adam-dorrell-kbrse%3FtrackingId=ScUlfzTGSRWlzDcD35r6DA%253D%253D/?trackingId=ScUlfzTGSRWlzDcD35r6DA%3D%3D

I am committed to fostering open dialogue and mature and constructive discussions, even in the face of disagreement and such clear abuse of power and bully case. While I express concerns about the methods and the mental health of individuals doing those actions like that employed by this CEO  called Adam Dorrell it is disheartening that his Co founder, which I interacted in the past let this happens and appears to support these actions through her silence. I hope she can help him overcoming his crisis. I asked them to delete their bully emails and nothing happened…. Is this type of leadership suitable for an emerging or mature company? Nope! Fortunately, their market has many players with a great, balanced, and inclusive kind of leadership. –Search for them!

More is coming soon :-) – legally.

Now, leaving on a positive note and distancing myself from negativity and malevolent behavior, I wish you a fantastic 2024!

About the Author:

Ricardo Saltz Gulko is the Eglobalis managing director, a global strategist, thought leader, practitioner, and keynote speaker in the areas of simplification and change, customer experience, experience design, and global professional services. Ricardo has worked at numerous global technology companies, such as Oracle, Ericsson, Amdocs, Redknee, Inttra, Samsung among others as a global executive, focusing on enterprise technologies. He currently works with tech global companies aiming to transform themselves around simplification models, culture and digital transformation, customer and employee experience as professional services. He holds an MBA at J.L. Kellogg Graduate School of Management, Evanston, IL USA, and Undergraduate studies in Information Systems and Industrial Engineering. Ricardo is also a global citizen fluent in English, Portuguese, Spanish, Hebrew, and German. He is the co-founder of the European Customer Experience Organization and currently resides in Munich, Germany with his family.

A diabetic who wants to wipe diabetes from the Earth for all of us, the proceeds from his forthcoming book will be going to the Faustman Lab. The Lab is working to eradicate it, based out of Massachusetts General Hospital and Harvard Medical School. You can also support and donate to The Lab. It would mean a lot to me, and millions of others struggling with diabetes.

You can learn more about him, his passions, and his charitable causes at his LinkedIn or Eglobalis or Facebook or Twitter.

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