Aesara Partners 

At Aesara Partners, our mission is simple: enable you to be the best version of yourself. We offer a range of focused services that unlock the potential of people, teams and cultures to maximise business performance. 

Collectively our Partners and Associates have decades of experience both in executive coaching and as board level leaders themselves working in multiple sectors across global markets.

Partner & Executive Coach

Doshisha University

Professor of Strategic Management, Global MBA Program

The CFO Coach K.K.

The CFO Coach K.K. is a boutique executive coaching firm specializing in developing High-Performance​ Financial Leaders and Teams.

Founder & Executive Coach

Kansai Gaidai University

•	Awarded President's Global Education Award (Teacher of the Year).

Professor of Leadership & Management

Benesse Holdings, Inc. (USD 4.5B; Tokyo Stock Exchange Code: 9783)

•	Member of the Board of Directors for Berlitz Corporation; Benesse Corporation; and Benesse Style Care.  Chairman of Audit Committee for Berlitz Corporation. Member of Benesse Holdings Pension Committee.
•	Global CFO covering all 40+ Benesse group companies
•	Championed and supported multiple cash generation initiatives including a CFO led "Save to Grow" initiative to improve Company Financial performance and to identify significant savings for business reinvestment
•	Enhanced Finance bench strength and hired a high potential team to start financial business consulting
•	Implemented several process and capability best practices to move group companies towards global standards

Global Chief Financial Officer & Corporate Senior Vice President

McCann Worldgroup Holdings

• Overall Responsibility for Operations (Finance, IT, Legal, and Administration - 10 legal entities) 
• Successfully turned around long term loss making lead agency by delivering double digit margin improvements within two years
• Delivered double digit margin improvements for all six MWG Group companies 
• Built a new Finance team and moved from Scorekeeping to Business Partnership and improved business performance
• Major projects within last two years include: 
  - Shared Service center creation/migration
  - New Financial System Migration
  - Acquisition & Divestiture
  - Business Turnaround
  - Retirement Plan consolidation/change
  - Office relocation/rent reductions

Group Chief Financial Officer, Executive Vice President, and Member of The Board

Becton, Dickinson and Company

• Led Finance, Procurement, General Affairs, and Rebates teams (43 staff) to deliver multi-million dollar cash and profit performance improvement for first year and beyond. Exceeded all budget expectations.
• Engaged Japan Management Team and Global Finance Leadership Team on company objectives to deliver best outcome (Finance Transformation initiative, Sales effectiveness improvement, Key Account Management, Business Continuity plan, and strategy/selection of backup distribution center).  Led process for 2012-16 Business Plan development
• Developed and executed Finance department strategy and vision to move from scorekeeping to business partnership. Implemented job rotation program and hired several high potential employees to improve bench strength.
• Championed multiple Finance and Procurement initiatives including definition and implementation of new 401k Retirement Plan; divestiture of non-core business; change of primary banks (reduced bank fees by over 30%); vendor reduction process, and new travel expense management system 
• Taught New Manager Essentials program and selected as leadership trainer for PEPFAR program in South Africa to teach Leadership and Change Management to African Health Ministry officials

Finance and Administration Director

Avon Products Inc.

•	Implementation project leader for Avon Sales Leadership Framework (ASLF) – Highest priority project for the Company to adapt to a new Sales Model.  Completed project implementation in record timing.  Awarded regional award as part of ASLF Team. Only person in Asia recognized for both Top-line and Bottom-line contributions in the same year.
•	Defined and executed new vision and mission and led Sales Support department to complete over 40 initiatives (within a six-month period) as part of Team’s new journey towards field motivational excellence. Incorporated new processes to deliver high impact incentives, and to create Sales energy and momentum for sales turn-around.    
•	Achieved highest employee engagement scores with Sales Support Department significantly exceeding country results in over 95% of categories.  Previously had also led Finance department to highest employee engagement scores.
•	Global Project leader for a high potential, multi-functional, multi-national team to study and recommend actions to improve Global Sales Incentive management/spending process.
•	Oversaw execution of a variety of Company and Public/Media events ranging from Sales Conferences to Philanthropic events including Annual Awards to Women, and Pink Ribbon Campaign support.

Executive Director and Member of the Board

•	Responsible for Financial policy making/implementation and reporting for Avon Japan as a public company (including statutory/public, and Board Meetings). All year-end financial documents audited with no comments/exceptions.
•	Defined and executed new department Vision and Mission, and recruited, trained and developed a completely new Finance team (80% new hires within a six month period) to move from scorekeeping to business partnership. Finance team formed core of country high potential list.
•	Consistently over achieved profit performance commitment under adverse conditions of sales decline by aggressively managing strategic business needs with cost cutting; Delivered zero overhead growth during all years; Japan winner of regional awards for best cost management performance, and for boldest transformation strategy.
•	Provided leadership and support for critical decisions and strategy development as Japan Leadership Team Member.  Actively led change management process within company.
•	Consistently achieved best internal control results in Asia-Pacific/Avon over a period of eight audits.  Japan one of only two countries with highest audit rating. Outstanding performance generated support to remove Japan from list of High Coverage countries.
• Co-developed strategic/financial business case, and obtained approval for number of campaign reduction in 2006 making Avon Japan only country ever in Avon to undergo campaign reduction. 
• Independently analyzed and provided strategic direction for Plant study which challenged and reversed previous recommendation by outside consultants on plant closure.
• Provided leadership in several restructuring initiatives by providing an achievable plan to achieve 12% people related cost reduction.  Played lead role in this study representing Finance, Supply Chain and HR 
• Consistently achieved highest performance rating and nominations to several high potential programs
• Elected (and re-elected) to Board of Directors

Executive Director, CFO and Member of the Board of Directors

Delphi

• Prepared Asia-Pacific regional messages / presentations for Delphi Strategy Board, and for Delphi Board of Directors.
• Supported development and implementation of critical Asia-Pacific strategies.  Performed competitive intelligence and other special studies to identify risks / competitive threats and outlined regional / corporate response.
• Provided Miller Heiman strategic selling process training to Asia-Pacific personnel to improve value propositions and increase sales effectiveness.

Director Asia-Pacific Planning

• Management responsibilities for Finance, HR, General Affairs, and Six-Sigma.
• Active member of the Japan Strategy Board and Japan management team.  
• Six-Sigma Deployment Champion for Delphi Japan.

Delphi Japan – CFO & Administration Director

Country Responsibilities:
• Managed all finance functions including accounting, budgeting / forecasting and treasury.
• Lead development of cross-functional and cross-divisional Internal Control Review Board.
• Lead and supported strategic initiatives including venture development support, site enhancement, competitive analysis, transfer pricing, and cost reduction studies.
• Represented Japan in Asia-Pacific Financial Task Team.

Regional Responsibilities:
• Coached country CFO and staff to implement common financial reporting processes.
• Supervised and provided training for engineering / commercial / plant / site analysts.  Coordinated regional financial training programs for the sector in the Asia-Pacific region.
• Coordinated the regional budget, business plan, and capital management process.
• Supported development of common financial practices among ventures including:  Loan monitoring, F/X and cash management, compliance with accounting principles, report submission, etc. Provided regional oversight of venture risk exposure.

Asia-Pacific Senior Finance Mgr.

Executive Coach | MBA Professor | Ex-Global CFO

I help senior leaders master complexity, elevate strategic impact, and lead with authentic authority.

I bring over 25 years of C-level and boardroom experience as a former Global CFO for a $5B publicly traded company, combined with a deep commitment to human-centered leadership development.

Today, I coach global executives, CEOs, and leadership teams — specializing in executive transitions, strategic leadership, high-performance teams, and Asian leadership development.

I am also an MBA Professor of Leadership and Strategic Management, blending research-driven frameworks with boardroom-tested insights to develop transformational leaders.

Based in Kyoto, fluent in English, Urdu, and Japanese.

Connect with me: arif@thecfocoach.jp

Website: www.thecfocoach.jp (please sign up on my mailing list to receive future announcements and newsletters)

Arif Iqball

DeltaOps Consulting

I help CMOs scale marketing teams by applying lean principles like Kaizen to optimise processes, remove inefficiencies, and improve collaboration. My goal is to save marketing teams time and resources, driving smarter, more effective campaigns. If you're looking to streamline operations and create a culture of continuous improvement, I’m the partner to call.

Founder & CEO

Shoot 4 The Moon Ltd

Marketing operations consulting and workshop facilitator of 'Ox' the Operations Excellence Programme for marketeers. On our Ox course, in just 3 sessions, your team will be fast-tracked to gain the confidence to audit and own their processes and embrace the discipline of continuous improvement. 
The 3 workshops will solve these common issues: automating manual processes, freeing-up space by reducing non-value adding tasks, and standardising processes to eliminate siloed work.

Consultant and Facilitator

Prime Video & Amazon Studios

Leading the marketing campaigns of SVOD titles, Prime Video Channels, and Live Sports properties across +50 streaming device partners in EMEA.

Marketing Manager - EMEA

Leading various marketing operational projects that aid Prime Video’s EU expansion. 
Responsibilities included:
•	Creating efficiencies by implementing new software, deprecating and unifying tools, and developing automation. 
•	Establishing Standard Operational Procedures with other teams to streamline processes. Teams included Content Acquisition, Catalog, Local Brand teams, Amazon Studios, etc).
•	Mapping roles and responsibilities to establish single thread ownership of tasks to maximise efficiencies.
•	Educating and on-boarding +50 newcomers on processes, tooling, and resources.
Key Achievements:
•	Introduced a workstream that reduced ingestion errors saving +10h per title in the campaign management team (+400h in 2022)
Skills developed:
•	Large scale operations management 
•	Mastering project management tools

Marketing Operations Manager - EU

Henkel

•	Managing the brand relaunch of Schwarzkopf's Masterbrand across categories: Colour, Styling and Care
•	Developing a brand plan for Right Guard, including the ideation, strategy, and development of a new premium sub-brand to enhance category and brand value. 
•	Supporting the divestment of Right Guard after the acquisition from a private equity firm.
•	Leading the implementation of Power BI (market share data platform) for the UK marketing team.
•	Analysing and assessing different ventures for the UK marketing team including D2C and brand extensions.
•	Managing and developing the 2021 Schwarzkopf Graduate Programme (+400 applicants, 2-day virtual group assessments, 16 second stage interviews).
•	Managing and training graduates, included: development plans, training, and upskilling.

Senior Brand Manager - Beauty Care Retail - Body and Hair (Right Guard, Schwarzkopf)

•	Revitalising Right Guard with a brand relaunch and repositioning with market research data and multiple workshop sessions.
•	Managing a nationwide Out of Home and Digital/vod campaign to support the relaunch. This included the development of all assets, creative workshops with media owners, and media budget optimisation.
•	Rolling out the relaunch on Right Guard’s Xtreme sub-brand and Shower Gel ranges, and preparing 2021-2022 NPDs.
•	Managing a last-minute COVID response project that included the launch of 3 SKUs in record time.
•	Performed Net Revenue Management portfolio assessment; which resulted in the launch of a new deo size in the category.

Brand Manager - Beauty Care Retail - Right Guard, Fa

•	Developing and executing brand strategy plans for local brands.
•	Performing 'deep dive' analyses to key categories which resulted in changing in pricing strategy and the rationalisation of ¼ of the brand portfolio. Resulted in a margin increase of +2pp.
•	Full ownership of ATL/BTL campaigns that included 3 TV and VoD campaigns (i.e. building business cases, forecasting, working with creatives, undergoing Clearcast approvals, buying media, and tracking/presenting results).
•	Training and supporting newcomers, including being an interim line manager for 5 months.
•	Championed the implementation of a volunteering program at Henkel to aid a local food bank.

Brand Manager - Adhesives for Consumers - UniBond, No More Nails, Solvite, Nitromors

•  Activating and managing digital campaigns (i.e. SEO, AdWords, Pinterest promoted pins, Facebook ads, YouTube video campaign, Google banners). 
•  Launching and managing an inspirational-DIY website and Facebook page.
•  Collaborating with digital managers from other business units to share best practices. 
•  Liaising the implementation of campaigns that linked with customer’s digital assets. 
•  Updating the business unit’s digital assets (i.e. YouTube pages, social media, websites). 
•  Working with content and SEO agencies to optimise digital assets (e.g. creating and defining assets, keywords and content for A+ pages). 
•  Implementing GPRD compliance across all the business unit's websites and digital touch points

Adhesives for Consumers Digital Marketing Manager (on top of brand responsibilities)

•  Supporting the launch of NPDs and implementing +100 artwork refreshes and adaptations. 
•  Developing, executing and presenting local brand plans 
•  Launching local and international product innovations. Including introducing  27 new products in 2 months for a customer’s international tender.   
•  Managing and coordinating digital and TV campaigns.
•  Providing cross-functional support: trade marketing, demand planning, supply planning, sales, finance, packaging, production, customer service, regional and global teams.

Junior Brand Manager - Adhesives for Consumers - UniBond Sealants and PU Foam

Panamericana de Salud C.A.

Responsibilities include:
• Analysing the company’s financial accounts (e.g. statement of cash flows, income statement,
balance sheet) and developing action plans.
• Performing cost accounting analysis and valuations of projects.
• Assisting in the debt management for account receivables.
Key Achievements:
• Decreased the variable costs by 12%.
• Collected 90% of account receivables including $10,000 of bad debt
Skills Developed:
• Negotiation skills under stress
• Financial accounting skills (e.g. ratio analyses).

Financial Advisor

The London Print Company

Responsible for organising the daily on-line and mail marketing activities, debugging the CRM software, changing the pricing strategy, performing a cost analysis of promotional products, and designing a strategic business plan.

Marketing Intern

Founder | Consultant | Content Creator | Follow for daily posts about Process Improvement & Effective Leadership | ex-Amazon

Hi, I’m a former brand marketer who’s now an expert in process improvement.

At Amazon, I led big marketing operations projects and saw firsthand how improving processes can make a huge impact. Today, through my consulting firm, I help marketing teams grow more efficiently by using smart management methods like Kaizen.

I work with CMOs of mid-to-large companies, especially those with teams of 10 or more, to streamline workflows, improve teamwork, and get the most out of their marketing tools. By spotting inefficiencies and turning them into productive actions, I help teams achieve more with less effort.

My goal is simple: save time, cut waste, and create a culture that’s always improving. With my experience in brand marketing and process optimisation, I’m here to help you scale your marketing operations smoothly and effectively.

In short: I help marketers improve their processes by removing inefficiencies, automating tasks and eliminating wasteful activities.

Oliver Ramirez G.

People don't leave great jobs.

(keeping talent isn't rocket science)

The best leaders know:
✔️ Growth isn't a favour - it's a promise.
✔️ Respect isn't a bonus - it's the baseline.
✔️ Fair pay isn't kindness - it's smart business.

Here's a proven action plan to keep your best people:

1️⃣ Fair pay is table stakes.
→ Review comp structures twice a year. 
→Stay ahead, don't review it after people quit.

2️⃣ Respect isn't just tone.
→ Operationalise it: Set real feedback loops where
employee ideas are acted on, not just "noted."

3️⃣ Growth needs a map.
→ Make personal development plans part 
of quarterly goals, not a dusty once a year HR form.

4️⃣ Recognition beats annual awards.
→ Use: weekly wins, small shoutouts, instant feedback 

5️⃣ Career paths shouldn't be mysteries.
→ Create clear role progressions and talk about 
them often. Don't let it become a guessing game.

6️⃣ Workloads must be sustainable.
→ If high performers are overloaded, they burn out.
→ Build capacity plans, not just headcount reports.

7️⃣ Trust is built in the small things.
→ Let people own their projects. 
→ Kill the "approval bottleneck" culture.

8️⃣ Transparency is oxygen.
→ Share the "why," not just the "what" of your decisions.
→ People commit when they understand the context.

9️⃣ Feedback isn’t a grenade.
→ Train your managers to coach, not criticise. 
→ Invest in real leadership development 

Listen, respect, grow.
It’s smart leadership.

Stay ahead. 
Build companies people don’t want to leave.

💭 What's your favourite retention tip?

- - - 
♻️ Repost to help your network.
➕ Oliver Ramirez G. for leadership & process improvement tips.

Founder | Workflow Automation | Follow for daily posts about Process Improvement & Effective Leadership | ex-Amazon

If you take care of your employees,
they'll take care of your business. 

Keeping employees happy is not rocket science.
Provide training, motivation, and opportunities.

Here are 5 ways to take care of your people:

1/ Training is a smart investment
 ↳ Firms that train generate 3x more rev. per employee
 ↳ Stagnant teams lead to stagnant business.

💡 Make development a KPI, not a 'nice to have'.

2/ A good culture retains employees
 ↳ 62% of employees leave due to bad culture.
 ↳ Money attracts, but culture retains.

💡 Build a mission-driven, psychologically safe space.

3/ Accountability empowers employees
 ↳ Ownership fuels retention by 97%.
 ↳ People stay where they feel responsible.

💡 Give autonomy, allow mistakes.

4/ Showing empathy isn’t soft, it’s a superpower
 ↳ Employees with empathetic leaders are more loyal.
 ↳ People often don’t just quit jobs, they quit bad bosses.

💡 Listen, pulse check through direct/indirect channels.

5/ Well-being isn’t a perk. It boosts productivity.
 ↳ Burned-out employees cost millions in lost output.
 ↳ Happy teams outperform unhappy ones by 20%.

💡 Balance workloads, don't overwhelm your best talent.

Remember to take care of your team, 
and they’ll take care of your business.

💭 Which point resonated most with you? 

- - -

♻️ Repost to help your network.
➕ Oliver Ramirez G. for leadership & process improvement tips.


Sources: ATD Research, Charity Job Finder, Gallup, EY Empathy in Business Survey, University of Warwick.

Leaders who punish mistakes also punish progress.

(here’s what most leaders miss)

When leaders obsess over avoiding mistakes, 
they unknowingly block innovation.

Here’s what happens when “no mistakes allowed” becomes the culture:

❌ 𝗘𝘅𝗽𝗲𝗿𝗶𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 𝗱𝗶𝗲𝘀
↳ Teams stop taking risks.
➞ Innovation shrinks to safe, incremental tweaks.

❌ 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝘀𝗹𝗼𝘄𝘀 𝗱𝗼𝘄𝗻
↳ Fear of failure keeps people quiet.
➞ The best ideas never see the light of day.

❌ 𝗢𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀 𝘀𝗹𝗶𝗽 𝗮𝘄𝗮𝘆
↳ While you’re busy avoiding errors, competitors are busy learning.
➞ They adapt faster and win faster.

❌ 𝗣𝗲𝗼𝗽𝗹𝗲 𝗱𝗶𝘀𝗲𝗻𝗴𝗮𝗴𝗲
↳ High performers won’t stay in a punishment place.
➞ You end up with compliance, not creativity.

The truth is simple:

✅ Mistakes can be fixed.
❌ Missed opportunities can’t.

Just ask Blockbuster, Kodak, or Nokia. 
Playing it safe was their biggest mistake.

💭 Has fear of mistakes ever hold you back?

- - -

♻️ Repost to help other leaders.
➕ Oliver Ramirez G. for leadership & process improvement.

When people make mistakes, 
the last thing they need is more discipline.

How you react as a leader matters. 

If you create a culture of blame, people will:

❌ Avoid taking risks.
❌ Hide errors until they become crises.
❌ Point fingers at others instead of owning up.

Here are 6 ways to build a culture of owning mistakes:

1️⃣ Embrace vulnerability
 ↳ Leaders should openly admit their mistakes.
 → Sends the message: “It’s okay to speak up.”

2️⃣ Build psychological safety
 ↳ People need to feel safe to disclose errors.
 → Builds trust and reduces fear of repercussions.

3️⃣ Learn from mistakes
 ↳ After any issue, focus on learning not blaming.
 → Run post-mortems to prevent issues from recurring.

4️⃣ Share “failure stories”
 ↳ Share team mistakes and solutions in meetings.
 → Normalises vulnerability & continuous improvement.

5️⃣ Offer training and resources
 ↳ Provide tools or training to prevent mistakes.
 → Employees need to build skills to succeed.

6️⃣ Recognise and reward honesty
 ↳ Publicly acknowledge those who speak up.
 → Reinforces that transparency is valued.


Your team works best when they feel safe to admit errors.

You can start by listening without judgment. 

💬 Which of tip do you think is most effective?

- - -

♻️ Repost to help your network.
➕ Oliver Ramirez G. for effective leadership & process improvement tips.

Working with people smarter than you
is a blessing, not a threat.

I've seen too many leaders protect their ego by
choosing "manageable" candidates over top talent.

The cost:

❌ You avoid people who might question your decisions
❌ Every major decision becomes a bottleneck through you 
❌ Innovation dies because nobody challenges your thinking

Harvard Business Journal found that bad hires 
drive 80% of employee turnover.

But when you hire up, everything scales:
✅ Smart hires spot problems before they explode
✅ They bring solutions, not just execution
✅ High-performers attract other high-performers

The fastest-growing companies are led by founders
who know their gaps and hire exceptional talent to fill them.

"Try never to be the smartest person in the room.
And if you are, find a different room."
-Michael Dell

💭 Which part resonated with you most?

---
♻️ Repost to help other leaders
➕ Oliver Ramirez G. for leadership & process improvement

85% of people believe they're over-performers.

(how your ego can kill your growth)

An unchecked ego can sabotage your growth:

1️⃣ The Feedback Filter
↳ You dismiss criticism as "they don't understand"
↳ Only hear praise, ignore improvement areas

💡Escape it by regularly asking for 360 feedback

2️⃣ The Fixed Mindset Trap
↳ Challenges threaten your "smart" identity
↳ You avoid situations where you might fail

💡A growth mindset requires you to challenge yourself 

3️⃣ The Comparison Obsession
↳ Focus shifts from learning to looking good
↳ Energy goes to protecting image, not developing skills

💡Keeping up appearances only fools yourself

4️⃣ The Knowledge Ceiling
↳ "I already know this" blocks new information
↳ You stop asking questions that reveal gaps

💡 Studies show curiosity drives career advancement

The answer is to develop a "quiet ego".

It's not about suppressing confidence,
it's right-sizing your self-perception.

Research shows that individuals with quiet egos have:
✅ More authentic relationships
✅ Higher wellbeing and life satisfaction
✅ Greater learning capacity under pressure

How to develop a quiet ego for growth:

1️⃣ The Reality Check
↳ Ask "What don't I know?" before every project
↳ Seek feedback from 3 different perspectives 

2️⃣ The Growth Challenge
↳ Choose 1 task monthly that makes you uncomfortable
↳ Document what you learned from failures

3️⃣ The Authentic Leadership
↳ Celebrate others' wins publicly
↳ Share your mistakes and lessons learned openly

The strongest leaders aren't those who never fail.
They're those who learn fastest from discomfort.

Your ego wants to protect you from feeling small.
Growth requires embracing what you don't know yet.

💭 What tip works best for you?

---
♻️ Repost to help your network embrace growth
➕ Oliver Ramirez G. for leadership & process improvement

Sources: The Quiet Ego Scale (2015), Growing a growth mindset (2020).

Smart leaders focus on this one thing

(the secret to consistently outperform)

Most managers obsess over outcomes:
- Chasing metrics
- Racing for results
- Pushing for perfection

But focusing on results only gets you so far.

Amazon taught me that neglecting your processes
exposes your team to vulnerabilities:

- Hidden bottlenecks
- Inconsistent results
- Constant firefighting 

High-performing leaders focus on mastering 
repeated success with reliable processes.

Here's how process-focused leaders win:

1/ Diagnose - Process Audit 
↳ Map current workflows end-to-end
↳ Identify bottlenecks and pain points

💡 Quantify the problem (e.g., hours lost per year)

2/ Stabilise - Process Standardisation 
↳ Create clear, repeatable workflows
↳ Remove unnecessary variations

💡 Document the 'what' and the 'how'

3/ Accelerate - Process Optimisation 
↳ Eliminate redundant steps & waste
↳ Automate where possible

💡 Eliminate non-value adding activities

4/ Train - New Process Enablement
 ↳ Upskill teams on new systems and tools
 ↳ Provide job trainings & reference guides

💡 Regularly check the tool adoption rates

5/ Safeguard - Governance & Controls 
↳ Set clear ownership and accountability
↳ Build in quality checks

💡 Prevent issues from ever repeating

6/ Sustain - Continuous Improvement Culture 
↳ Promote experimentation like PDCA
↳ Celebrate process innovations

💡 Small wins compound into big victories

When you neglect the process, 
you'll find yourself consistently reacting.

When you focus on building good processes, 
excellence becomes inevitable.

The greatest achievements are always engineered.

💭 Which step resonated the most?

- - - 
♻️ Repost to help your network.
➕ Oliver Ramirez G. for leadership & process improvement tips.

(Credit to Ash Lamb for this amazing visual!)

taplio

The Battle

Arif Iqball

Oliver Ramirez G.

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The Battle

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Oliver Ramirez G.

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Oliver Ramirez G.'s LinkedIn Performance

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